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

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To complement the existing work executed under the Attraction and Retention Framework,further investment will be required to build leaders who have the ability to inspire others, aswell as communicate and operationalise their visions. 315 Formal programs should be furthercomplemented by a series of initiatives designed to support sustainable change across theACTPS – including communities of practice, rising leader placement programs, secondmentsto and from the Australian Public Service and private sector, innovation hubs and diversityemployment strategies.Aversion to change and to providing staff with new opportunities will stifle the effectivenessof the ACTPS and limit the potential to develop leading practitioners. As one officialexpressed it:Short-term temporary opportunities regularly arise in the ACTPS. The initiativesenable staff to contribute to government priorities, engage with other agencies, learnnew skills and subject matter and enhance their capability – however on manyoccasions officials are not released into these opportunities as the ‘home’ agency isconcerned about ‘poaching’ and the impact on other deliverables.Workforce CapabilityOfficials and stakeholders recommended improving and strengthening workforce capabilityin leadership and management, client service delivery (internal and external clients), policycapability, policy implementation, project management, data collection and analysis, andoperational effectiveness. Importantly, some stakeholders were also of the view that greaterfocus needed to be applied to creating a skills path and career opportunities in the ACTPS forkey professions like nursing and the trades.Facing similar issues, the Commonwealth Government commissioned the Advisory Group onReform of Australian Government Administration (AGRAGA) to develop a blueprint forreform which categorised nine reforms into four key areas:• meets the needs of the citizen;• provides strong leadership and strategic direction;• contains a highly capable workforce; and• operates efficiently and at a consistently high standard. 316The ultimate focus of this reform was to build an Australian Public Service (APS) with aculture of independence, excellence and innovation. To inform AGRAGA’s work, theDepartment of the Prime Minister and Cabinet commissioned KPMG to compare APSperformance against leading public services around the world. KPMG used the new315 See Goffee, R. & Jones, G. (2000) “Why should anyone be led by you?” Harvard Business Review September– October2000, pp.2-10.316 See Advisory Group on Reform of Australian Government Administration (2010).Capability, Capacity and Effectiveness: 246
international index Sustainable Governance Indicators (SGI) to measure policy outcomes andcapability. 317Using this study KPMG identified the APS as comparable to some of the world’s best publicservices. Six key performance areas provided the framework for the KPMG review:• attracting and retaining people of the highest quality;• providing high quality advice;• providing high quality, effective programs and services focused on the needs of citizens;• a values-driven culture that retains public trust and confidence;• flexibility and agility in responding to changing realities and government priorities; and• efficiency in all aspects of government operations.KPMG found that the APS does not perform as well as other countries in providing highquality advice, but there is debate about the evidence basis for these findings.Figure 18 – Extract from KPMG Report to AGRAGATable 4-2 Australia is rated “low” among comparator countries for policy capability (2005- 2007 assessment) 318Selected questions Rating (out of 10)AUS CAN DEN FR NL NZ UK USAHow much influence doesstrategic planning have ongovernment decisionmaking?How influential are nongovernmentalacademicexperts in decision-making?How effectively do lineministry civil servantscoordinate policy proposals?How important is regulatoryimpact assessment in thepolicy-making process?Does the government consultwith unions, business,religious, social andenvironmental interestgroups?To what extent does thegovernment implement acoherent communication6 9 9 5 8 7 8 85 8 6 4 9 7 7 77 7 9 9 9 9 9 37 7 8 4 8 9 10 106 7 9 4 9 8 6 99 9 8 8 7 8 9 10317 The SGI measures 30 OECD countries on their need for political and economic reform (based on an assessment of policyoutcomes) and their capability to achieve reform. The SGI considers 149 individual quantitative and qualitativeaspects to create the Status and Management Indices. For each aspect, countries receive a score from one to ten toenable comparison. Qualitative assessments were made by a panel of three experts in each country 110 and wereconducted over a period between January 2005 and March 2007. All findings are audited and approved by the SGIBoard.318 KPMG (2009) Benchmarking Australian Government Administration Performancehttp://www.dpmc.gov.au/consultation/aga_reform/docs/benchmarking_australian_government_KPMG.pdfCapability, Capacity and Effectiveness: 247
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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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we envisage such a group, probably
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o Completion Bond - Bond taken as s
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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
Page 246 and 247: The performance and accountability
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Page 256 and 257: Strategy, Resource Allocation and t
Page 258 and 259: too long. There is clearly an unwil
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Page 264 and 265: policy?Averaged rating (equallyweig
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 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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Page 306 and 307: Recommendation: Governance• the p
Page 308 and 309: ameliorate such issues, this is not
Page 310 and 311: 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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