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

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policy?Averaged rating (equallyweighted)7.3 8.4 8.3 6.8 8.5 8 8.2 8.4The ANZSOG Institute of Governance’s Submission to AGRAGA contended thatAustralia’s strategic policy capability is no worse than its international comparators;however, it requires strengthening in terms of:a) improving the planning nexus between policy and implementation;b) recruiting and retaining the best and the brightest;c) ensuring that a balance is struck between encouraging mobility of personnel, bothwithin the public service and between other sectors and the public service and makingsure that this does not lead to a lack of institutional memory and program specificexpertise;d) creating mechanisms for more effective organizational learning by nurturing closerworking relationships with academic researchers through action-based researchprogramming which includes senior practitioners in both the production and theanalysis of research findings, broader use of innovation intermediaries such asANZSOG, the formalization of opportunities for secondments out of the publicservice for periods of learning and reflection on critical governance issues and theproduction of supply side incentives for academics to facilitate high quality publicimpact research. 319These sentiments were echoed by officials and stakeholders during this Review:The overall small size of the ACTPS, together with fragmentation of agencies andemployment across agencies, provides limited capacity to build depth and breadth ofskill and expertise to provide strategic policy direction and advice from an individualPortfolio or government wide perspective. The existing arrangements in eachAgency are ‘sub scale’ for effective policy development and preparation of strategicadvice. This applies in particular to innovation and industry and economicdevelopment. With the exception of health and welfare there is a lack of scale in themanagement of service delivery areas in key areas of government responsibility. 320Policy CapabilityThe matter of policy capability – particularly, policy capability in the centre prompted muchcomment from officials during the Review. The Canberra Business Council recommendedthat “capacity can be developed and nurtured by aggregating and integrating separateAgencies into large Portfolio departments.” They went on to advocate for “a central policy319 ANZSOG Institute for Governance (2009).320 Submission No. 26.Capability, Capacity and Effectiveness: 248
unit … to build capacity for strategic policy development and direction-setting advice.” 321The Council also supported recommendations for better partnership arrangements withCanberra based universities and research institutions to provide policy research and analysis.Sustainable improvement to the effectiveness of the ACTPS must be based on the capabilitiesof its workforce. Reducing the fragmentation between service delivery, regulation and policydesign will enable the ACTPS to model leading practice and genuinely engage inparticipatory decision making.The Strategic Board, through a Policy Council sub-committee (to be formed from the currentPolicy Forum), will be responsible for whole of government policy co-ordination andstrengthening the policy capability of the ACTPS. Council members would be individuallyand collectively responsible for enhancing the provision of coaching and mentoring for nonexecutivepolicy officers. A cornerstone of this work will be early and collaborativeengagement with those who execute front line service delivery of the relevant subject area.Creating connections between policy, implementation, service delivery and regulation andbuilding networks and understanding between the policy designers and the deliverers willassist in building sustainable policy and sustainable quality service delivery.Braithwaite’s Pyramid provides important principles for ACTPS policy development: “thehypothesis is that it is normally best to start with less interventionist policies at the base of thepyramid and only move up to more interventionist strategies when those lower in the pyramidfail”. 322 Officials who work at the coal face of service delivery and the immediacy of day-todayactivities are in a good position to provide practical advice as to the merits, applicationand implementation potential of regulation. This has certainly been the experience of theOffice of Regulatory Services (ORS) – see below.Policy and Regulation – a Practical ApplicationWhether to separate or combine policy and regulatory functions is much discussed, withdifferent approaches taken depending on the circumstance and objectives of regulation. TheVictorian Government identifies several reasons against combining policy and regulatoryfunctions, including:• the increased risk of ‘regulatory creep’ because of the potential predisposition of aregulator to align policy preferences with its institutional interest to maintain or expandits role;• the potential for a regulator to be drawn into the political process which may possiblycompromise its perceived or actual independence and its capacity to make impartialdecisions;321 Submission No. 26.322 Braithwaite, J. (2004) 2004 Chief Health Officer Seminar Serieshttp://healthstewardship.anu.edu.au/_documents/Chief_Health_Officer_Seminar_Series/2004/Braithwaite_trans.pdfp.3.Capability, Capacity and Effectiveness: 249
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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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In responding to the recently compl
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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 258 and 259: too long. There is clearly an unwil
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Page 262 and 263: To complement the existing work exe
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Page 288 and 289: Figure 20 - Dimensions of Innovatio
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Page 296 and 297: Figure 22 - Innovation CycleRecomme
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Page 306 and 307: Recommendation: Governance• the p
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Page 310 and 311: Recommendation: Shared Services•
Page 312 and 313: 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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