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

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too long. There is clearly an unwillingness to tackle this problem in an aggressive andsystematic way.Officials expressed a desire to be part of a dynamic values-based culture that affirms strongperformance, provides frank and fearless advice and is genuinely engaged in participatorydecision making. There is no doubt that the ACTPS wants to be more responsive andeffective in order to serve the future needs of the Government. During the Review, officialsspoke with great freedom and honesty – affirming the immense array of skills and expertiseacross the Service while recognising the opportunity for improvement, enhancement andinnovation.As referred to in Chapter 2, the ACT faces significant fiscal constraints and to meet the futureneeds of the ACT Government, the ACTPS will need to accelerate the pace of modernisation,reform, efficiency and innovation. This Chapter considers the core enablers to improvingACTPS capacity, capability and performance.Leadership CapabilityCorporations and citizens expect government not so much to be ‘ahead of the game’(whatever that means) but first and foremost to lift its own game. They expect the publicsector to ready itself to engage far more cleverly, constructively and interactively with asociety that is bigger, more differentiated, more fast-moving, better educated, and moredemanding than ever before. The drivers of this development are not going to go away, andgovernments that lag behind in adapting to them effectively diminish their country or region’sinternational competitiveness and quality of life. 307Leadership capability underpins the ACTPS’s ability to deliver outcomes effectively. TheCorporate Leadership Council’s 2009 Leadership survey 308 found eight out of ten ChiefExecutive Officers surveyed expected significant changes to organisational strategy andexecution in 2009 but few organisations had the bench strength necessary to meet theanticipated demands of change.High performing organisations are well led, built on clear values, operate strategically,cultivate innovation, harness information and knowledge effectively; engage their workforceand stakeholders; focus on customers and citizens; demonstrate accountability; manage to thetriple bottom line; and critically, are outcome focused.During the Review some officials suggested there was a disconnect between the executivestrategic leadership vision and the realities of daily practice. Some officials attributed this tobeing too busy delivering outcomes to stop and consider how things could be done betterwhile others related the issues to managers being too remote from the detail.307 t’Hart, Paul (2010). “Lifting its game to get ahead: the Canberra bureaucracy’s reform by stealth” The Australian Review ofPublic Affairs http://www.australianreview.net/digest/2010/07/thart.html308 See https://clc.executiveboard.com/Public/PDF/Merch/Leadership_Survey_5.18.09.pdfCapability, Capacity and Effectiveness: 242
References to leadership permeate every aspect of the public sector from positiondescriptions to executive meetings, whole of government strategies and frameworks. Inreality, however, leadership is frequently discussed, infrequently applied and rarelytransformational.The challenges of transformational leadership are common to most public sectors. The UK’sNational Health Service found that only about ten per cent of senior managers appeared tounderstand how to transform their agencies and even fewer understood what they needed todo to create and protect innovation. Many executives, “although excited by the vision ofchange and a desire to give up command-control management, appear uncertain of theirleadership role within the modernisation process.” 309Effective leadership is having the right people with the right attitude in the right roles withthe right organisational processes, structure, and resources to support them. Too oftenexecutives focus on managing day-to-day issues and spend little time, energy or passiondeveloping strategic insights or invest for the future. During the Review, over 160 officialsembraced the opportunity to join together, share insights and offer solutions to long standingACTPS challenges. The ACTPS must harness its workforce to drive solutions to the specificchallenges of a small jurisdiction:… departmentalism and protecting fiefdoms do not help the change process. … crosscutting work is not rewarded or owned by any one person or department – its successdepends on individual motivation and commitment. Each department has its ownperformance management indicators and the vertical silos within governmentdepartments have not been dismantled. The lack of joined-up government is evidentin policy, process and resource streams. … Unfortunately, new relationships are toooften inhibited by old cultures and structures. 310Critically, this change must be led by the Strategic Board individually and collectively. TheStrategic Board should foster the internal modernisation process so that their direct reportsinstigate, lead, protect and sustain the change process. The importance of this role as changeagent will be obvious. Directors-General must be accountable to each other as well as theChief Executive and Head of the ACTPS to ensure they collectively harness the capability ofthe ACTPS, align their approach and operate with a coherent strategy. The Strategic Boardwill need to conduct itself as the model of leadership – exemplifying the ACTPS leadershipvalues of respect, integrity, vision, strategy, adaptability and teamwork.309 Maddock, S. (2002) “Making Modernisation Work: New narratives, change strategies and people management in the publicsector”. International Journal of Public Sector Management 15(1), pp.13-43., p.29.309 Maddock, S. (2002) p.12.Capability, Capacity and Effectiveness: 243
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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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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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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 266 and 267: • the greater likelihood of a nar
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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
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Page 296 and 297: Figure 22 - Innovation CycleRecomme
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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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