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

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A more significant improvement would be to mirror Commonwealth Government practiceand include an annual supplementary appropriation process in the Budget cycle. Thesupplementary appropriation has been used a number of times in recent years (2004-05,2007-08 and 2008-09), but not in an integrated way. Instituting this supplementary processwould have a number of advantages:• the Assembly would have another formal opportunity to scrutinise government activityand service delivery plans;• it would reduce pressure on, and allow a reduction in, the Treasurer’s Advance;• it would facilitate more agile government;• holding the “spending between Budgets” line would be more practical;• the option would exist for the Government to reconsider achievement of priorities andallocate, or reallocate funding as required;• certain proposals for capital works or recurrent initiatives could be considered in Apriland rather than funded in the Budget, deferred for further work and analysis andreconsideration mid-year. This would avoid the Cabinet being pressured into agreeing toa proposal because it is unwilling to delay funding decisions by 12 months; and• consideration of the supplementary appropriations could coincide with the annual prioritysetting process, further integrating the priority setting and decision making processes.Creation of another formal opportunity for consideration of new spending proposals might –perversely – encourage more bids to be brought forward than there might otherwise be. Inpart, the mitigation of this risk lies in the hands of Ministers and the Strategic Board infollowing the clear and sensible process rules set out in the Cabinet Handbook.One means of perhaps limiting the scope of any perverse outcomes would be to focus thesupplementary appropriation round principally on capital projects. This would align with theprocesses already followed by the Budget Committee of Cabinet in regularly reviewingprogress in the delivery of the capital works program, but would also reduce pressure to fundprojects in the Budget for which all necessary preparatory work may not have been settled.In an annual funding cycle, there is an understandable pressure to fund final design andconstruction through the Budget, whereas a planned supplementary process would, forexample, permit final funding decisions to be based on settled design processes.Strengthening Budget Coordination - Alignment and ConsistencyThe current Budget cycle is well understood by officials and supports delivery of the Budgetin May each year. There is clearly scope, however, for that process to be improved. Perhapsmost importantly, the process would be enhanced by more closely aligning it with theachievement of government priorities (which would also assist in reducing the inefficiencythat comes through the preparation of unnecessary budget proposals), and through theexercise of a stronger role by the Expenditure Review and Evaluation Committee in themanagement of the Budget process, as well as in the preparation of consolidated andcomprehensive briefing to support the Budget Committee of Cabinet’s decision making.Strategy, Resource Allocation and the Vacant Middle Ground: 236
The Terms of Reference for the Expenditure Review and Evaluation Committee should beexpanded to include the management and coordination of the budget process and provision ofbriefing to the Chief Minister and Treasurer. A sub-committee of the Expenditure Reviewand Evaluation Committee – called the Budget Coordination Committee – should beestablished with membership from relevant areas of the proposed Chief Minister’sDepartment, and a small number of Directorate representatives, to oversee planning of theBudget process and the preparation and content of procedural advice to Directorates.In broad outline, the Budget process should follow a course comprising:• a preliminary meeting of the Budget Committee of Cabinet in September or October tosettle broad parameters for the Budget (i.e. broad fiscal strategy, requirements of theBudget Plan 305 , and broad strategic focus for the forthcoming Budget in light of agreedpriorities and the proposed fiscal strategy);• identification, in light of the strategic direction articulated in the Canberra Plan andannual Government priorities, of indicative budget initiatives by Ministers;• a second meeting of the Budget Committee (November/December) to sift throughproposals and determine which are to be fully worked up into budget business cases, andthe conditions on which proposals should come forward (e.g. offset, new funding, optionsat different funding levels). This meeting would be supported by joint briefing from theExpenditure Review and Evaluation Committee on the merits of proposals and theiralignment with Government priorities); and• Ministers bring forward Portfolio Budget Submissions containing approved businesscases. In light of Cabinet’s determination of clear fiscal targets early in the process,including potentially savings initiatives in each portfolio, Directorates would develop forMinisters approval, options for Cabinet’s consideration in consultation with the proposedChief Minister’s Department strictly within those targets (late February).The usual round of Budget Committee meetings would be held through March and April toconsider Ministers’ Budget Submissions. Meetings would be supported by briefing from theproposed Chief Minister’s Department (including Finance advice). This briefing would beprovided to all Ministers two days ahead of meetings. The relevant Director-General wouldattend Budget Committee of Cabinet meetings to support their Ministers.Greater collaboration in the preparation of formal briefings to Ministers will support morerobust policy debate in settling the Budget, and better decision making by Cabinet.ConclusionThe success of the ACT Government, and the ACTPS in supporting the Government, isfounded on the determination and articulation of strategic direction, and the development ofpolicies and programs to give effect to that vision. The ACT already has a sophisticatedstrategic planning hierarchy, and the ACTPS recently concluded important work on305 See www.treasury.act.gov.au/budget/budget_2010/files/paper3/03bplan.pdfStrategy, Resource Allocation and the Vacant Middle Ground: 237
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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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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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Page 204 and 205: IssuesCOAG’s National Criteria fo
Page 206 and 207: • The linkages between service pr
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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 248 and 249: • conducting evaluations to a hig
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Page 256 and 257: Strategy, Resource Allocation and t
Page 258 and 259: too long. There is clearly an unwil
Page 260 and 261: The modelling of these values is mo
Page 262 and 263: To complement the existing work exe
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Page 266 and 267: • the greater likelihood of a nar
Page 268 and 269: The Auditor-General has recently ta
Page 270 and 271: • workplace health and safety tra
Page 272 and 273: of officials to tackle critical iss
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Page 276 and 277: Responding to the fiscal pressures
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Page 280 and 281: explored. With the help of benchmar
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Page 288 and 289: Figure 20 - Dimensions of Innovatio
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Page 292 and 293: • better information sharing to s
Page 294 and 295: The plethora of approaches to encou
Page 296 and 297: Figure 22 - Innovation CycleRecomme
Page 298 and 299: The legislative employment framewor
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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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