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

More documents

Recommendations

Info

• workplace health and safety training for supervisors and managers.Public Sector Management ProgramThe Public Sector Management Program graduate certificate is a cross-jurisdictional programtargeted at middle to senior managers. On successful completion, participants receive aGraduate Certificate in Public Sector Management from Flinders University. Thisdevelopment program is funded centrally and targeted at the Senior Officer Grade A and Band Administrative Services Officer 6 levels.Similarly, Singapore grooms future public service leaders through its ‘ManagementAssociated Program’. This three to four year program is designed to give future leadersbroad experiences working across agencies and undertaking a wide range of training anddevelopment. Participants are recruited as graduates, from the public service commissionscholar program or lateral-hires, with the prerequisite being either a first or upper secondclass honours degree. On conclusion of the program outstanding participants are invited tojoin the Administrative Service. 327 The Administrative Service is the ‘top tier’ pool for publicsector leaders appointed by the Public Service Commission. It is designed to recruit anddevelop the next generation of Singapore’s public service leaders. As part of the Service,members constantly undertake training and development; this includes a four monthcommunity attachment program, continual academic and non-academic training anddevelopment courses, milestone programs as recruits reach different management levelswithin the public service, postings to private sector companies to understand business and themarkets better, and the opportunity to serve as directors on boards of government linkedcompanies or statutory boards to develop their leadership skills further. 328Australia and New Zealand School of GovernmentCMD jointly sponsors with agencies two places in the Australia and New Zealand School ofGovernment’s Executive Masters of Public Administration Program and one place in theExecutive Fellows program each year. These places are targeted at Executives and highperforming Senior Officer Grade A’s.Investing in CapabilityThe capability challenges facing the ACT are not unique and other Australian jurisdictionshave invested significantly in similar programs. There is much to be gained by moderatingand adapting this work from other jurisdictions to the ACTPS’s circumstances.The Australian Public Service Commission’s Integrated Leadership System (ILS) provides acommon language for leadership development in the APS. Specifically, it:327 KPMG (2009)328 KPMG (2009) See also http://www.adminservice.gov.sg/Capability, Capacity and Effectiveness: 254
… provides capability development guidance for individuals and agencies in the formof descriptions and behaviours for all levels in the APS and contains practical toolsfor individuals and agencies to chart leadership development.The ILS is flexible and offers agencies across the public service and leadershippathway suited to their particular contexts and challenges. 329The Review recommends adjusting the existing ACTPS leadership programs to measure andprovide feedback on overall leadership capabilities using the ACTPS Senior ExecutiveLeadership Capability Framework.Funding for current programs offered under the Attraction and Retention Framework ceasesin July 2011. Anecdotal feedback from participants, their line managers, Directors, and ChiefExecutives strongly support ongoing investment in these leadership programs.During the Review, officials also recommended a variety of tools to build the capability ofthe Service and complement existing leadership programs. A number of these tools alignedwith those previously considered, recommended and adopted by the Governance Division ofChief Minister’s Department, the AGRAGA report Ahead of the Game and the SouthAustralian Performance Commission. 330 Importantly, the tools focus on building a learningenvironment through collaboration, mentoring and cross-agency experience.Leadership and Executive Rotation programParticipants in leadership programs developed a proposal for a professional developmentinitiative to complement the leadership programs offered under the Framework. Theleadership placement program was designed to reduce fragmentation at the junior executiveand senior officer levels and provide those officers identified as rising leaders with theopportunity to work in other agencies and departments. The proposed program was initiallysupported by Chief Executives but has not been implemented. The Review recommendsreinvigoration of this proposal under the guidance of the People and Performance Council (tobe formed from the current HR Council). For the project to succeed, Directors-General willneed to look beyond the immediate demands on their Directorates and focus on investing inthe future capability of the ACTPS as a whole.Circuit Breaker TeamsThere are many reasons that we should work in a whole of government way. Not leastis the fact that every major challenge of public administration … necessarily requiresthe active participation of a range of central and line agencies. 331A concrete example of how the ACTPS might support a more collaborative and flexibleresponse to emerging, or seemingly intractable, issues lies in the establishment of taskforces329 See http://www.apsc.gov.au/ils/index.html330 South Australian Performance Commission (2010) Report to Government November 2010. South Australian Government,Adelaide.331 Management Advisory Committee (2004b) p.v.Capability, Capacity and Effectiveness: 255
Page 1 and 2:
Governing the City StateOne ACT Gov
Page 3 and 4:
LETTER OF TRANSMITTALMr Jon Stanhop
Page 7 and 8:
CONTENTSEXECUTIVE SUMMARY .........
Page 9 and 10:
Doing Whole of Government in the AC
Page 11 and 12:
Proposed Changes...................
Page 13 and 14:
Investing in Capability ...........
Page 15 and 16:
Acronyms and Short Forms Used in th
Page 17 and 18:
EXECUTIVE SUMMARYIn September 2010,
Page 19 and 20:
There are nevertheless areas that r
Page 21 and 22:
The Administrative ArrangementsWith
Page 23 and 24:
5. Amend the Public Sector Manageme
Page 25 and 26:
24. Strategic Board outcomes be pro
Page 27 and 28:
Department of Justice andCommunity
Page 29 and 30:
Figure 1 - Current and Proposed Str
Page 31 and 32:
Chief Minister’s Finance Economic
Page 33 and 34:
Figure 2 - Structure optionsOption
Page 35 and 36:
Priority SettingThe Review recommen
Page 37 and 38:
55. Improve workforce data quality
Page 39 and 40:
CHAPTER ONE: BACKGROUND TO THE REVI
Page 41 and 42:
Guiding Principles - Embracing Uniq
Page 43 and 44:
imperatives, improvements to system
Page 45 and 46:
CHAPTER TWO: CONTEXT FOR THE REVIEW
Page 47 and 48:
capacity of the Commonwealth Execut
Page 49 and 50:
Table 1 - Elected Members at Each L
Page 51 and 52:
The ACT in 1989 and 2010PopulationI
Page 53 and 54:
Figure 5 - Settlement and New Centr
Page 55 and 56:
Canberra in 2010 - a Snapshot• Th
Page 57 and 58:
In addition to the RLF and its rela
Page 59 and 60:
• disability officers (43.9 years
Page 61 and 62:
Figure 9 - Sources of ACT Governmen
Page 63 and 64:
Table 6 - General Government Sector
Page 65 and 66:
looming risks to revenue, which wil
Page 67 and 68:
• the development of a city which
Page 69 and 70:
CHAPTER THREE: GOVERNING THE CITY S
Page 71 and 72:
commitment to an open, accountable,
Page 73 and 74:
This form of Committee meeting woul
Page 75 and 76:
and cooperative relationships betwe
Page 77 and 78:
Australia, should be capable of sig
Page 79 and 80:
with respect to the relationship be
Page 81 and 82:
undertaken, and the roles participa
Page 83 and 84:
These risks can be overcome through
Page 85 and 86:
specific policy areas where it is t
Page 87 and 88:
Despite its inherent appeal to comm
Page 89 and 90:
- and enhance its capacity to provi
Page 91 and 92:
Apples and Oranges - the ACTPS and
Page 93 and 94:
safer and stronger - helping commun
Page 95 and 96:
The ACT's progress is measured by 2
Page 97 and 98:
coordination of action. To function
Page 99 and 100:
Many of the benefits of the single
Page 101 and 102:
priorities and see new ways for COA
Page 104 and 105:
Citizen’s dealings with the ACT G
Page 106 and 107:
Canberra suggests, for example, tha
Page 108 and 109:
community through the proactive use
Page 110 and 111:
innovative ACTPS. Fundamental to th
Page 112 and 113:
times, the operation of COAG has se
Page 114 and 115:
Indeed, in playing its proper role,
Page 116 and 117:
members (where they exist). Overall
Page 118 and 119:
Figure 13 - The Public Interest Map
Page 120 and 121:
Just because an official is exercis
Page 122 and 123:
Appendix 1 - Sample of ACT Governme
Page 124 and 125:
The Administrative ArrangementsThe
Page 126 and 127:
• creating the Sustainable Develo
Page 128 and 129:
Department of Treasury • See Chie
Page 130 and 131:
• maintain the Shared Services Go
Page 132 and 133:
Chief Minister’s Department(Optio
Page 134 and 135:
The most influential aggregation of
Page 136 and 137:
The role of the proposed Chief Mini
Page 138 and 139:
through ACT Government reporting pr
Page 140 and 141:
community events and major economic
Page 142 and 143:
This approach is sound and reflects
Page 144 and 145:
Policies, procedures and guidelines
Page 146 and 147:
Triple Bottom Line sustainability p
Page 148 and 149:
subsequent years the Infrastructure
Page 150 and 151:
Unions ACT noted in its Submission
Page 152 and 153:
While there is clearly a need to en
Page 154 and 155:
As part of this work, the Review re
Page 156 and 157:
across the ACTPS. Significant impro
Page 158 and 159:
Independent Competition and Regulat
Page 160 and 161:
Department of Justice and Community
Page 162 and 163:
accreditation, dispute resolution a
Page 164 and 165:
function as part of the Office for
Page 166 and 167:
The Review also notes work to achie
Page 168 and 169:
ACT Health(Health Directorate - Min
Page 170 and 171:
Significant whole of government, co
Page 172 and 173:
Minister forChildren and YoungPeopl
Page 174 and 175:
The Social Compact establishes a Jo
Page 176 and 177:
quality of data about Aboriginal an
Page 178 and 179:
Department of Education and Trainin
Page 180 and 181:
It is interesting to note in this c
Page 182 and 183:
profitable courses in one area dimi
Page 184 and 185:
Department of Territory and Municip
Page 186 and 187:
Proposed ChangesThe Review recommen
Page 188 and 189:
TAMS has already made advances in t
Page 190 and 191:
PCL’s role extends to fire fighti
Page 192 and 193:
IssuesSupport to the Conservator fo
Page 194 and 195:
FunctionsClimate change policyEnerg
Page 196 and 197:
Clearly there is a place in every p
Page 198 and 199:
LDA was praised for its central rol
Page 200 and 201:
(l) to provide planning services, i
Page 202 and 203:
There is a high level of inefficien
Page 204 and 205:
IssuesCOAG’s National Criteria fo
Page 206 and 207:
• The linkages between service pr
Page 208 and 209:
we envisage such a group, probably
Page 210 and 211:
o Completion Bond - Bond taken as s
Page 212 and 213:
In responding to the recently compl
Page 214 and 215:
Business SupportThrough the course
Page 216 and 217:
Land developmentLand releaseMajor l
Page 218 and 219:
they discharge their responsibiliti
Page 220 and 221: CHAPTER FIVE: STRATEGY, RESOURCE AL
Page 222 and 223: number, and there was a greater ali
Page 224 and 225: adversary or attaining an end”, a
Page 226 and 227: At the core of this scenario planni
Page 228 and 229: concrete activities and areas of fo
Page 230 and 231: attempt to align streams of reporti
Page 232 and 233: • Capital Development is the ACT
Page 234 and 235: consultations with staff that they
Page 236 and 237: Much of this coordination work in w
Page 238 and 239: objectives contribute to the priori
Page 240 and 241: central direction in developing the
Page 242 and 243: desires of the Legislature to scrut
Page 244 and 245: Performance and Accountability in t
Page 246 and 247: The performance and accountability
Page 248 and 249: • conducting evaluations to a hig
Page 250 and 251: argued and accurately costed in a t
Page 252 and 253: A more significant improvement woul
Page 254 and 255: Performance and Accountability and
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
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 272 and 273: of officials to tackle critical iss
Page 274 and 275: The Review recommends establishment
Page 276 and 277: Responding to the fiscal pressures
Page 278 and 279: Workplace culture in the ACT Parlia
Page 280 and 281: explored. With the help of benchmar
Page 282 and 283: Continuing to provide employees wit
Page 284 and 285: There is an increasing need for Ser
Page 286 and 287: … finding this ‘space’ [to in
Page 288 and 289: Figure 20 - Dimensions of Innovatio
Page 290 and 291: the past, limitations on external c
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
Page 300 and 301: Unions expressed frustration to the
Page 302 and 303: extend to matters of remuneration a
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
Page 316 and 317: The consultation process referred t
Page 318 and 319: Suggestions:• the sustainability
Page 320 and 321:
taking up to four years. ‘Plannin
Page 322 and 323:
the release of residential land. As
Page 324 and 325:
house prices. Among the actions tar
Page 326 and 327:
The usual model is that Commonwealt
Page 328 and 329:
Canberra also has an extensive walk
Page 330 and 331:
ACTION staff and management are acu
Page 332 and 333:
suggests that it may not be so. Con
Page 334 and 335:
• unless the industrial framework
Page 336 and 337:
Green CabsMany countries are embrac
Page 338 and 339:
modules, each with a lead senior ex
Page 340 and 341:
Dashboard ReportingThe attached tem
Page 342 and 343:
ATTACHMENT A: CHIEF MINISTER’S PR
Page 344 and 345:
ATTACHMENT B: CONSULTATIONConsultat
Page 346 and 347:
Meetings held by the Reviewer• AH
Page 348 and 349:
• RATTENBURY, Shane - Speaker, AC
Page 350 and 351:
BIBLIOGRAPHYACT Auditor-General (20
Page 352 and 353:
Australian Public Service Commissio
Page 354 and 355:
Evans, M. (2009) “Gordon Brown an
Page 356 and 357:
Mulgan, R. (2002) “Accountability
Page 358 and 359:
South Australian Performance Commis
Page 360 and 361:
Williams, G. (2010) “Euthanasia B
Page 362:
Figure 25 - The Three Spheres of Su
show all

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

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?