Governing the City State - Chief Minister and Treasury Directorate ...

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• Capital Development is the ACT Government’s economic strategy and is founded on anongoing commitment to prudent fiscal management, appropriate regulation, sustainabledevelopment and a regional focus. It has three strategic themes, each with its own actionplan: investing in people – to increase capacity, flexibility and efficiency of the economy;encouraging business and innovation – to create a more competitive, dynamic businesssector; and building infrastructure and planning for the future – to support and coordinateeconomic activity;• the Canberra Social Plan (currently under review for re-release in 2011) is theGovernment’s long-term plan to ensure people can work towards their potential, make acontribution and share the benefits of Canberra. The Plan identifies seven priorities toguide Government decision making: economic opportunity for all Canberrans; respect fordiversity and human rights; a safe, strong and cohesive community; improved health andwellbeing; lead Australia in education, training and lifelong learning; housing for a futureCanberra; and respect and protect the environment;• Weathering the Change is the ACT Government’s Climate Change Strategy, and a centralpillar of the Government’s commitment to a sustainable Canberra. It has four objectives,each underpinned by more detailed four year action plans (the second round of which arecurrently in preparation): to be smarter in how we use our resources; to design and planour city to be more sustainable; to adapt to and manage current and future changes inclimate; and to improve our understanding of climate change; and• The ACT Government Infrastructure Plan is the medium-term plan to meet theinfrastructure needs of Canberra. First released in 2010, the ACT Infrastructure Plan willbe updated annually and covers a ten year horizon.In keeping with COAG principles, the ACT Government’s Strategic Planning Framework:• includes a hierarchy of plans addressing the long, medium and near term;• integrates planning across government and across functions such as land use, transportand economic development;• responds to nationally significant policy issues such as climate change, demographicchanges, and social inclusion;• strengthens networks between capital cities and regions; and• supports development of land release programs with an appropriate balance betweengreen-field and urban infill.Strategic PlanningStrategic and long term direction setting is, by definition, aspirational. The Canberra Planarticulates the Government’s ultimate objective to improve the well-being of Canberrans andcontribute to real and sustainable improvements in our health, education, prosperity, socialinclusiveness, and environment. Given its focus, the Canberra Plan has been updated onceper term of Government.As outlined previously, the current Plan has seven broad goals (comparable to the fiveobjectives in the Scottish National Performance Framework).Strategy, Resource Allocation and the Vacant Middle Ground: 216
The Government, individuals, businesses, and community groups all contribute collectivelyto progress against the Canberra Plan goals. The Government has a significant role and iscommitted to leading and coordinating those collective efforts. Crucially for the ACTPS, allGovernment priorities, and Directorates’ objectives, activities and services should contributeto meeting these goals.Government PrioritiesGovernment priorities are defined in terms of their intended outcomes, and are measuredthrough performance indicators. The ACT Government’s strategic priorities are articulated ina range of documents including:• Cabinet Decisions;• broad strategic plans such as People, Place, Prosperity; the Social Plan; the Spatial Plan;and Capital Development;• whole of government strategies addressing particular issues such as Think water, actwater; Weathering the Change; Sustainable Transport Plan; the annualACT Infrastructure Plan; and• intergovernmental agreements such as National Partnership Agreements.To provide clearer direction to agencies about Government priorities, and respond toemerging opportunities and challenges, the Government has introduced an annualpriority-setting process. This process helps bridge the gap between long-term goals andbroad strategies, and more immediate decisions and actions. The Review notes plans in placeto further embed and improve this process through introduction of Directorate strategicservice delivery and asset management plans, which will inform the government of matterssuch as changes in service demand, emerging risks, and how these may be managed.The Government reviews and refines these priorities each year which allows clarification andreinforcement of the priorities which agencies are expected to deliver. It also providescapacity to respond to emerging challenges and opportunities in particular policy areas.This set of priorities covers a 12 to 24 month window, intended to:• reinforce, clarify and give specific effect to the Government’s longer-term strategic plans;• strengthen integration within the hierarchy of ACT Government plans;• inform strategic and operational planning by Government agencies;• guide resource allocation through the Budget process; and• respond to emerging challenges and opportunities.Progress against these priorities is reported to Cabinet every six months.A weakness in the current system, however, is that these annual priorities are settled throughthe Cabinet process, but are not as well communicated within the ACTPS as they need to beto serve their intended purpose of aligning and driving performance. While settled prioritiesare currently incorporated into Chief Executives’ performance agreements, it emerged inStrategy, Resource Allocation and the Vacant Middle Ground: 217
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Governing the City StateOne ACT Gov
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LETTER OF TRANSMITTALMr Jon Stanhop
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CONTENTSEXECUTIVE SUMMARY .........
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Doing Whole of Government in the AC
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Proposed Changes...................
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Investing in Capability ...........
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Acronyms and Short Forms Used in th
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EXECUTIVE SUMMARYIn September 2010,
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There are nevertheless areas that r
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The Administrative ArrangementsWith
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5. Amend the Public Sector Manageme
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24. Strategic Board outcomes be pro
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Department of Justice andCommunity
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Figure 1 - Current and Proposed Str
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Chief Minister’s Finance Economic
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Figure 2 - Structure optionsOption
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Priority SettingThe Review recommen
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55. Improve workforce data quality
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CHAPTER ONE: BACKGROUND TO THE REVI
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Guiding Principles - Embracing Uniq
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imperatives, improvements to system
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CHAPTER TWO: CONTEXT FOR THE REVIEW
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capacity of the Commonwealth Execut
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Table 1 - Elected Members at Each L
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The ACT in 1989 and 2010PopulationI
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Figure 5 - Settlement and New Centr
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Canberra in 2010 - a Snapshot• Th
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In addition to the RLF and its rela
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• disability officers (43.9 years
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Figure 9 - Sources of ACT Governmen
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Table 6 - General Government Sector
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looming risks to revenue, which wil
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• the development of a city which
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CHAPTER THREE: GOVERNING THE CITY S
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commitment to an open, accountable,
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This form of Committee meeting woul
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and cooperative relationships betwe
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Australia, should be capable of sig
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with respect to the relationship be
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undertaken, and the roles participa
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These risks can be overcome through
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specific policy areas where it is t
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Despite its inherent appeal to comm
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- and enhance its capacity to provi
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Apples and Oranges - the ACTPS and
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safer and stronger - helping commun
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The ACT's progress is measured by 2
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coordination of action. To function
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Many of the benefits of the single
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priorities and see new ways for COA
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Citizen’s dealings with the ACT G
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Canberra suggests, for example, tha
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community through the proactive use
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innovative ACTPS. Fundamental to th
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times, the operation of COAG has se
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Indeed, in playing its proper role,
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members (where they exist). Overall
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Figure 13 - The Public Interest Map
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Just because an official is exercis
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Appendix 1 - Sample of ACT Governme
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The Administrative ArrangementsThe
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• creating the Sustainable Develo
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Department of Treasury • See Chie
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• maintain the Shared Services Go
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Chief Minister’s Department(Optio
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The most influential aggregation of
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The role of the proposed Chief Mini
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through ACT Government reporting pr
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community events and major economic
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This approach is sound and reflects
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Policies, procedures and guidelines
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Triple Bottom Line sustainability p
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subsequent years the Infrastructure
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Unions ACT noted in its Submission
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While there is clearly a need to en
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As part of this work, the Review re
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across the ACTPS. Significant impro
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Independent Competition and Regulat
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Department of Justice and Community
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accreditation, dispute resolution a
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function as part of the Office for
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The Review also notes work to achie
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ACT Health(Health Directorate - Min
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Significant whole of government, co
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Minister forChildren and YoungPeopl
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The Social Compact establishes a Jo
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quality of data about Aboriginal an
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Department of Education and Trainin
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It is interesting to note in this c
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Page 186 and 187: Proposed ChangesThe Review recommen
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Page 190 and 191: PCL’s role extends to fire fighti
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Page 196 and 197: Clearly there is a place in every p
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Page 202 and 203: There is a high level of inefficien
Page 204 and 205: IssuesCOAG’s National Criteria fo
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Page 210 and 211: o Completion Bond - Bond taken as s
Page 212 and 213: In responding to the recently compl
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Page 216 and 217: Land developmentLand releaseMajor l
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Page 220 and 221: CHAPTER FIVE: STRATEGY, RESOURCE AL
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Page 226 and 227: At the core of this scenario planni
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Page 230 and 231: attempt to align streams of reporti
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Page 244 and 245: Performance and Accountability in t
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Page 258 and 259: too long. There is clearly an unwil
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Page 262 and 263: To complement the existing work exe
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Continuing to provide employees wit
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There is an increasing need for Ser
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… finding this ‘space’ [to in
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Figure 20 - Dimensions of Innovatio
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the past, limitations on external c
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• better information sharing to s
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The plethora of approaches to encou
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Figure 22 - Innovation CycleRecomme
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The legislative employment framewor
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Unions expressed frustration to the
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extend to matters of remuneration a
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• Develop the strategic human res
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Recommendation: Governance• the p
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ameliorate such issues, this is not
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Recommendation: Shared Services•
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This led the Commission to define s
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The second model represents each sp
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The consultation process referred t
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Suggestions:• the sustainability
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taking up to four years. ‘Plannin
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the release of residential land. As
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house prices. Among the actions tar
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The usual model is that Commonwealt
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Canberra also has an extensive walk
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ACTION staff and management are acu
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suggests that it may not be so. Con
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• unless the industrial framework
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Green CabsMany countries are embrac
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modules, each with a lead senior ex
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Dashboard ReportingThe attached tem
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ATTACHMENT A: CHIEF MINISTER’S PR
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ATTACHMENT B: CONSULTATIONConsultat
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Meetings held by the Reviewer• AH
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• RATTENBURY, Shane - Speaker, AC
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BIBLIOGRAPHYACT Auditor-General (20
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Australian Public Service Commissio
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Evans, M. (2009) “Gordon Brown an
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Mulgan, R. (2002) “Accountability
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South Australian Performance Commis
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Williams, G. (2010) “Euthanasia B
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Figure 25 - The Three Spheres of Su
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