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

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The Auditor-General has recently tabled a report 326 into handling of complaints and feedbackby the current Department of Territory and Municipal Services and Canberra Connect inparticular. The report notes the sound framework within which Canberra Connect operatesand outlines recommendations to improve the handling of complaints. The positive customerservice culture manifesting within Canberra Connect serves as a model for other front lineservice delivery areas and the Review recommends harnessing this expertise and applying itacross the Service.Case Study – Canberra ConnectCanberra Connect provides information, payment and emergency support services to the communityon behalf of all ACT Government agencies. Canberra Connect service channels include:• four full-service shop fronts located in Belconnen, Dickson, Tuggeranong and Woden;• a drivers licence service in the Civic library;• a telephone contact centre on 13 22 81; and• online at www.canberraconnect.act.gov.au and www.contact.act.gov.au.During 2009–10, Canberra Connect Shop fronts served more than 480,000 customers and processedmore than 560,000 transactions. The Contact Centre received over 880,000 calls and visits to the onlinesites increased by more than seven per cent from the previous year. The value of transactions receivedby Canberra Connect on behalf of the ACT Government increased in 2009–10, to over $900 million.Canberra Connect’s commitment to provide a customer oriented service was most recently recognisedin October 2009 when Canberra Connect Shop front services won the ACT Chief Minister’s InclusionAward for customer service by a government agency. This award recognises the efforts of CanberraConnect in ensuring face-to-face services are accessible to all people.Canberra Connect has recently developed further innovative means for the community to engage withand provide feedback to the ACT Government, including:• improving the ACT Government feedback system, allowing government staff to receive attachments withfeedback from the community and utilising Google maps so the location of issues reported by members ofthe community can be clearly identified;• launching ‘Fix My Street’—an online service where Canberrans can report neighbourhood issues such ascracked footpaths or potholes, helping the Government to improve its response to community issues;• reviewing and upgrading the ACT Government (www.act.gov.au) and Canberra Connect websites so thatboth sites now have a fresh look and improved usability; and• joining with a number of ACT government agencies to make the contact centre the single gateway to ACTGovernment information, payments and services.Initiatives are supported by a dedicated Business Development Unit. Collaboration with other ACTGovernment agencies has seen the improved delivery of specific services, including:• successfully integrating the ACT Public Library and Information Service enquiries, increasing the hours forpublic access;• supporting the ACT State Emergency Services, answering all calls during major storm events on the 132 500assistance number;• receiving record call volumes over several months, highlighting the popularity of this service with the ACTcommunity; and• upgrading the emergency information website (www.emergencyinformation.act.gov.au) by adding Web 2.0326 See http://www.audit.act.gov.au/auditreports/reports2010/Report%207--2010%20Management%20of%20Feedback%20and%20Complaints.pdfCapability, Capacity and Effectiveness: 252
capabilities such as Twitter. This website is only used in times of emergency and has been specificallydesigned to be accessible using hand-held devices such as internet-capable mobile phones.Practices to Build CapabilityThe Review notes concurrent work under the Attraction and Retention Framework, wherefunding has been specifically allocated to build and maintain leadership and managementcapability with the ACTPS. The focus has been on delivery of professional developmentprograms including:• Executive Leadership Development Programs for Band 2 and Band 1 officers;• Future Leaders Development Program for Senior Officers Grade A and B;• sponsored training for first-time managers;• Public Sector Management Program Graduate Certificate – delivered by the APSC; and• ANZSOG Masters and Fellows programs.Executive Leadership Development Program and Future Leaders ProgramThe Executive Leadership Programs and Future Leaders Program are based on the five keyelements in the ACTPS Leadership Capabilities:• achieves results with integrity• exemplifies citizen, community and service focus• fosters collaboration;• leads and values people; and• shapes strategic thinking.Each program is specifically designed to build leadership capability. In particular, theExecutive Leadership Program (SES Band 2) includes feedback sessions with theparticipant’s chief executive, comprehensive leadership readings and strengthened learningoutcomes in relation to navigating government complexity, dealing with ambiguity, roleclarity, performance management and meeting budgets while maximising outcomes.These leadership programs are jointly sponsored by CMD and participating agencies.Sponsored Training for Front-line and First-line ManagersEach year 25 first-time managers receive training in a suite of five essential topics. This isspecifically designed to improve managerial skill within the ACTPS and to aid retention ofhighly skilled employees. The five essential topics are:• financial management;• employee performance;• recruitment and staff selection;• workplace behaviour and conflict resolution; andCapability, Capacity and Effectiveness: 253
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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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Business SupportThrough the course
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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 256 and 257: Strategy, Resource Allocation and t
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 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
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Page 296 and 297: Figure 22 - Innovation CycleRecomme
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Page 304 and 305: • Develop the strategic human res
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•
Page 312 and 313: This led the Commission to define s
Page 314 and 315: The second model represents each sp
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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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