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

objectives contribute to the priority and which long-term progress goal the priority is workingtowards. Similarly, in annual reports, it should be clear which services and initiativescontribute to which strategic objectives, and which Government priorities.ACTPS reporting proceeds on the basis of a definition of sustainability involving social,economic, and environmental impacts. Agencies currently present Triple Bottom Linesummaries in their annual reports, using a concise indicator scorecard. This approach shouldbe enhanced and further embedded in the future.The Review notes that a review of strategic indicators was being undertaken at the time ofwriting. This process should continue and its implementation be considered in light ofproposals in this report for a major recalibration of the ACT’s planning and reportingframeworks and processes.Where to From Here?The Review notes the Government will need to work closely with the Assembly PublicAccounts Committee to develop suitable guidelines for annual reporting by the single ACTPSentity that at least preserve, if not enhance the utility of this important accountabilitymechanism. A greater emphasis on meaningful performance measures, continuous reportingof performance through Measuring Our Progress, and a more open approach to sharinginformation held by the Government as proposed in Chapter 6 will assist in ensuring that theAssembly continues its crucial role.The One ACTPS model provides an opportunity for more meaningful and coherent reportingto the Assembly and the community that overcomes the fragmentation that results from thecurrent division into and extraordinary 81 reporting entities for annual reporting purposes.The ACT Government’s strategic planning framework is soundly based and fit for purpose.While performance would be enhanced if the clarity of Annual Government Priorities wereimproved, the process for framing them is appropriate. ACTPS performance would similarlybe improved if settled priorities were more widely articulated within the bureaucracy, andbecome – as they should be – the cornerstone of all that the ACTPS does.Overall performance would be enhanced if the number of Annual Government Priorities wasreduced from the current more than 170 to a more manageable number. As part of thatprocess, the injection of a sense of precedence would facilitate greater alignment of ACTPSactivity. It is hard when all priorities are accorded equal weight to know where or how todirect limited resources. Despite it being a commonly heard phrase, it is straining theordinary meaning of the language to talk about “my key priorities are …”. Priority setting isabout just that – lining up things in order of importance.The capacity of the ACTPS to support the government of the day with strategic advice, andbetter serve the citizenry of the ACT would be greatly enhanced through greater alignment ofstrategic direction setting and resource allocation processes, and the creation of opportunitiesfor greater rigour in the Budget Committee of Cabinet’s decision making processes. It is tothat critical process to which the remainder of this Chapter is dedicated.Strategy, Resource Allocation and the Vacant Middle Ground: 222