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

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One ACTPS13. Enhance Canberra Connect as the gateway to all interaction (shop fronts or counterservices) between the ACT Government and the Canberra citizenry.14. Develop the ACT Government office building.15. Establish a single ACT Government web portal, whole of government intranet and adopta single ACT Government brand.16. Remove legislative and technical barriers to appropriate information sharing betweenDirectorates.Open Government17. Develop mechanisms to bring non-government Members of the Legislative Assemblyinto the earlier stages of policy and program design.18. Further embed public value management and genuine community participation indecision making processes.19. Consider establishment of an Executive Committee of Cabinet to oversee refinement andimplementation of the Canberra Plan and appoint external members based on their skillsand experience rather than representative interests.20. Enhance data collection across the ACTPS to ensure robust evidence can be provided tothe Commonwealth Grants Commission in relation to cross border service delivery.21. Develop approaches to proactively publishing more of the information held by theACTPS, including Cabinet material.22. Establish a Chief Information Officer within the proposed Chief Minister’s Department,and:• define its responsibilities for oversight and whole of government policy for strategicinformation, information communications technology, freedom of information,information storage and retrieval and ACTPS record keeping; and• build a pool of business analysts and project management resources for readydeployment across the service for information and communications technology andbusiness improvement projects.23. Publish all decisions made by the ACTPS under the Freedom of Information Act 1989 ona central website immediately after they are provided to applicants (with personalinformation deleted).Executive Summary: 8
24. Strategic Board outcomes be promulgated within Directorates to assist in ensuringalignment of effort and direction with the ACTPS, especially when they relate to:• identification of emerging issues and proposed management strategies;• strategic priority setting, including government and agency priorities; and• whole of government service or resource issues.Statutory Offices25. Apply the Public Interest Map to the need for, and role of, statutory office holders.26. The proposed Chief Minister’s Department adopt a standard model for the appointmentand terms and conditions for fulltime and part-time statutory office holders.27. Unless there is a clear reason not to, vest statutory decision making powers in publicservants.28. Review the arrangements of ACTPS part-time statutory office holders.29. Subject to the Review proposed at Chapter 3, statutory office holders should receiveappropriation funding in their own right.StructureThe Review recommends the following changes to Administrative Arrangements 2010(No.1).Current AgencyChief Minister’sDepartmentRecommended ChangesOption A – Proposed Chief Minister’s Department - preferred by the Review.Within the single ACTPS organisation, comprising two Directorates and three Divisions:• Finance Directorate – headed by an Associate Director-General;• Economic Development Directorate – headed by an AssociateDirector-General to be called Coordinator-General;• Culture and Communications Division;• People and Performance Division; and• Policy Division.Option B – Directorate StructureUnder this option, three separate Directorates would not be explicitly joined in a single unit under the ChiefExecutive and Head of the ACTPS:• Chief Minister’s;• Finance;• Economic Development.Executive Summary: 9
Page 1 and 2: Governing the City StateOne ACT Gov
Page 3 and 4: LETTER OF TRANSMITTALMr Jon Stanhop
Page 7 and 8: CONTENTSEXECUTIVE SUMMARY .........
Page 9 and 10: Doing Whole of Government in the AC
Page 11 and 12: Proposed Changes...................
Page 13 and 14: Investing in Capability ...........
Page 15 and 16: Acronyms and Short Forms Used in th
Page 17 and 18: EXECUTIVE SUMMARYIn September 2010,
Page 19 and 20: There are nevertheless areas that r
Page 21 and 22: The Administrative ArrangementsWith
Page 23: 5. Amend the Public Sector Manageme
Page 27 and 28: Department of Justice andCommunity
Page 29 and 30: Figure 1 - Current and Proposed Str
Page 31 and 32: Chief Minister’s Finance Economic
Page 33 and 34: Figure 2 - Structure optionsOption
Page 35 and 36: Priority SettingThe Review recommen
Page 37 and 38: 55. Improve workforce data quality
Page 39 and 40: CHAPTER ONE: BACKGROUND TO THE REVI
Page 41 and 42: Guiding Principles - Embracing Uniq
Page 43 and 44: imperatives, improvements to system
Page 45 and 46: CHAPTER TWO: CONTEXT FOR THE REVIEW
Page 47 and 48: capacity of the Commonwealth Execut
Page 49 and 50: Table 1 - Elected Members at Each L
Page 51 and 52: The ACT in 1989 and 2010PopulationI
Page 53 and 54: Figure 5 - Settlement and New Centr
Page 55 and 56: Canberra in 2010 - a Snapshot• Th
Page 57 and 58: In addition to the RLF and its rela
Page 59 and 60: • disability officers (43.9 years
Page 61 and 62: Figure 9 - Sources of ACT Governmen
Page 63 and 64: Table 6 - General Government Sector
Page 65 and 66: looming risks to revenue, which wil
Page 67 and 68: • the development of a city which
Page 69 and 70: CHAPTER THREE: GOVERNING THE CITY S
Page 71 and 72: commitment to an open, accountable,
Page 73 and 74: This form of Committee meeting woul
Page 75 and 76:
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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profitable courses in one area dimi
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Department of Territory and Municip
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Proposed ChangesThe Review recommen
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TAMS has already made advances in t
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PCL’s role extends to fire fighti
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IssuesSupport to the Conservator fo
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FunctionsClimate change policyEnerg
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Clearly there is a place in every p
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LDA was praised for its central rol
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(l) to provide planning services, i
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There is a high level of inefficien
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IssuesCOAG’s National Criteria fo
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• The linkages between service pr
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we envisage such a group, probably
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o Completion Bond - Bond taken as s
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In responding to the recently compl
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Business SupportThrough the course
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Land developmentLand releaseMajor l
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they discharge their responsibiliti
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CHAPTER FIVE: STRATEGY, RESOURCE AL
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number, and there was a greater ali
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adversary or attaining an end”, a
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At the core of this scenario planni
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concrete activities and areas of fo
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attempt to align streams of reporti
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• Capital Development is the ACT
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consultations with staff that they
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Much of this coordination work in w
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objectives contribute to the priori
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central direction in developing the
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desires of the Legislature to scrut
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Performance and Accountability in t
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The performance and accountability
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• conducting evaluations to a hig
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argued and accurately costed in a t
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A more significant improvement woul
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Performance and Accountability and
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Strategy, Resource Allocation and t
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too long. There is clearly an unwil
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The modelling of these values is mo
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To complement the existing work exe
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policy?Averaged rating (equallyweig
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• the greater likelihood of a nar
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The Auditor-General has recently ta
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• workplace health and safety tra
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of officials to tackle critical iss
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The Review recommends establishment
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Responding to the fiscal pressures
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Workplace culture in the ACT Parlia
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explored. With the help of benchmar
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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
Page 356 and 357:
Mulgan, R. (2002) “Accountability
Page 358 and 359:
South Australian Performance Commis
Page 360 and 361:
Williams, G. (2010) “Euthanasia B
Page 362:
Figure 25 - The Three Spheres of Su
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