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

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The Review recommends establishment of a series of communities of practice to build andmaintain core technical expertise in people and performance, policy development, projectmanagement and service delivery.The Policy Council should bring to fruition proposals under consideration for some time toconvene a community of practice for policy officers – the primary purpose being to developcapability of non-executive policy officials through a combination of mentoring and practicalproblem solving for difficult and complex policy issues.Current and aspiring policy officers would do well to read the article by Behm, A.,Bennington, L., & Cummane, J. “A value creating model for effective policy services” in theJournal of Management Development 19(3), 2000, pp.162 – 178.The People and Performance Council should take a lead role in developing theprofessionalism and competency of “Human Resource” professionals in the Service. A viewreflected in the Unions ACT Submission:The lack of these people at the Agency level since the Costello Review has resulted insome serious deficits in performance and outcomes for all stakeholders. It also makesit very hard to recruit new people into these roles because the workloads areexcessive and the reputation is poor. My members are constantly involved in disputesand misconduct issues of a low order because they have not been tackled effectivelyat an agency level. Many of these matters are referred to Shared Services who areclearly under-resourced and not sufficiently skilled to deal with them. This is wellevidenced by the constant delays to resolution which seriously affect both mymembers and their respective members plus the staff in Shared Services. It also aidsin creating a culture of indecision, shifting blame and poor outcomes to these matterswhich in turn creates job dissatisfaction for all concerned. There is a very strongculture or risk aversion and “punting the problem” in the ACT Public sector…Notwithstanding this the new Respect and Diversity Strategy will go some way toaddressing some of these problems and we applaud this initiative. 336Recommendation: Leadership and Workforce Capability• articulate the strategic role of the Strategic Board to drive ACTPS performance;• undertake regular and systematic Strategic Board appraisals within the Board’s terms ofreference;• commit to ongoing funding for leadership and development programs offered under the Attractionand Retention Framework;• consider refining the leadership training program to incorporate assessment of participants against336 Submission No.3.Capability, Capacity and Effectiveness: 258
the ACTPS executive leadership capabilities;• instigate an executive rotation program to provide rising executives with full exposure to the roleand function of the ACTPS;• complement the formal leadership and development programs with a series of initiatives designedto support sustainable change across the ACTPS including:oocircuit breaker groups – for planning and development appeal rights (Chapter 4) andinnovation and integration in the education sector (Chapter 4)communities of practice for policy and implementation, front line service delivery(internal and external), and people and performance professionals• task the Strategic Board, through its Policy Council sub-committee to work with GovernanceDivision, to strengthening the policy capability of the Service;• consider providing additional resourcing to the centre to support policy making and decisionmaking processes;• undertake regular systematic external reviews of the functions of the ORS and test opportunitiesfor enhanced ways of working, sharing information and regulation of the Territory’s laws; and• replicate and entrench the strategies that have led to the positive customer service culturemanifesting within Canberra Connect as a model for other front line service delivery areas.Workforce CultureIn tandem with building leadership capability and workforce capability, a strategic andcoordinated approach to building a positive work culture is required. Culture is the sum of the‘way things are done around here’ – it is the “habitual way of seeing and thinking about theworld; it’s an ‘automatic pilot’, rarely thought about, but one that influences almosteverything people do.” 337 A positive work culture underpins a high performing workforce –it enables employees to be involved, to contribute and perform to their full potential.Workplaces that increase employee engagement and improve levels of workplaceparticipation produce better quality outcomes.A positive work culture will enable procedures and practices that protect old ‘custom andpractice’ to be dismantled. This will continue the ACTPS’s move beyond the conventionaltask-finish paradigm to an outcomes focused service.337 Moran, T. (2010). Speech to the Institute of Public Administration Australia (ACT), Wednesday 8 December.http://www.dpmc.gov.au/media/speech)_2010_12-08.cfmCapability, Capacity and Effectiveness: 259
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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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number, and there was a greater ali
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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 266 and 267: • the greater likelihood of a nar
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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 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
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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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Page 316 and 317: The consultation process referred t
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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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