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

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of officials to tackle critical issues. The New Zealand Review of the Centre proposed theconcept of Circuit-Breaker teams:front-line based, interagency teams to find creative ways to solve problems that have provedintractable over time … These would not be simply more committees - they represent adifferent approach to problem solving. ... The teams would also:• create a demonstration effect showing that front-line, cross-boundarycreativity can solve problems;• show that the centre is serious about tapping the ideas of the front-line; and• build stronger links between the centre and the front-line. 332The idea of taskforces is not new to the ACTPS – the most often cited examples of theACTPS at its best are the Bushfire Recovery Taskforce and the Stimulus Package Taskforce.A feature of circuit breakers teams and taskforces is the collection of key skills drawn fromofficials from across the ACTPS. The model of collaboration is focused on resolution toissues rather than just ‘co-ordination of response’. The Review found that there is a strongperception, both within and external to government, of a lack of leadership and directionprovided by CMD in relation to whole of government responses.Communities@Work suggests:situations where several government agencies or several sections within government agenciesare involved or need to be consulted can be complex and confusing for outside organisations.Perhaps a matrix type of management of issues across government agencies could beconsidered, or perhaps one government agency should take the lead responsibility for projectmanaging the matter. 333The CPSU’s Submission aptly articulates the issue:To be more effective and consistent in delivering on government policy andobjectives, CMD should be better resourced to play a greater role in facilitatingconsultation with agencies and stakeholders prior to policy implementation. 334As is the case in New Zealand and Vienna (which employs a similar approach) it presents apowerful signal to the community and to the public service, that the Government is focussedon resolving a particular issue by drawing together skilled resources from across the Service.Establishment of circuit breaker teams will be at the direction of the Strategic Board inresponse to Government requirements.332 State Services Commission (2001) pp.21-22.333 Submission No. 5.334 Submission No. 11.Capability, Capacity and Effectiveness: 256
Communities of PracticeOther strategies previously recommended in accord with other public sector reform efforts,include establishment of communities of practice to build and maintain core technicalexpertise, forge links across the service and ensure dissemination of leading practice.AGRAGA recommended communities of practice in the areas of strategic policy andimplementation while the South Australian Performance Commission has adopted a “Headsof Professions” (HoP) program to allow executives to maintain a core network of technicalexpertise in disciplines such as economics, planning, science and innovation, medicalsciences, engineering and education. 335ACTPS Chief Executives previously expressed some reservations about the momentum, formand operation of ‘informal’ networks and instead canvassed a time limited and formalapproach. A number of these communities of practice are already in operation across theACTPS:• Shared Services operates a Return to Work Coordinators network for staff responsible forassisting ACT Government injured workers return to work. This unfunded networkdemonstrates that leading practice can be effectively modeled at officer as well asmanager and executive levels;• participants in the centrally sponsored leadership programs have continued to meet intheir leadership cohorts to discuss new ways of working and proposals to improve thecapacity, capability and effectiveness of the ACTPS. One such group provided acomprehensive proposal to this Review on the ‘no wrong door approach’ that has flowedthrough to the recommendations in Chapter 4;• the Community of Practice Policy Group was instigated in September 2009 by aDepartment of Education (DET) staff member who identified the need to establish betterpractice operational policy development among policy staff within DET. The focus of thegroup was to share understandings of operational policy design, development andmanagement. Over time the group has grown to include officers from other elements ofthe ACTPS and more recently the group has come under the auspices of the current HRCouncil in order to provide an appropriate governance framework to the groups’ work;and• the ACTPS Young Professionals’ Network (YPN) was established under the Attractionand Retention Framework as a means of providing professional developmentopportunities for ACTPS staff aged 35 and under and, in turn contributes to buildingorganisational capability now and into the future. YPN’s activities include training andskills development seminars; engagement events with current issues, knowledge sharing;and networking with fellow young professionals and senior ACTPS staff.335 South Australian Performance Commission (2010).Capability, Capacity and Effectiveness: 257
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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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they discharge their responsibiliti
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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 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 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 274 and 275: The Review recommends establishment
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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•
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
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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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