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

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explored. With the help of benchmarking, the results will allow management and executivesto respond appropriately either at a whole of service level or at individual Directorate orBusiness unit level. Pulse surveys can be executed online – minimising the impact on corebusiness and enabling timely identification of the areas most in need of improvement withoutcommitting to a full research program.Recommendation: Workplace Culture• mandate and resource implementation of the RED Framework;• invest in a six-monthly ACTPS-wide pulse survey and commit to responding in a planned andsystematic way to the results; and• invest in the development of an ACTPS positive work culture that enables employees to beinvolved, contribute and perform to their full potential.Workforce Planning and CapacityA common refrain from officials was the need for greater mobility and opportunities forpractical professional development within the Service.Recent survey data indicates that investment in learning and development are foundational toattracting employees. The top five employer of choice characteristics are: 341• recognises and rewards staff well;• invests in the learning and development of its people;• operates ethically and fairly at all times;• has family/life friendly workplace practices; and• management is passionate and engaging to work with.Career development and opportunities for training and development are an important elementfor retaining staff. The top five reasons employees stay are 342 :• salary increases;• opportunities for career development;• opportunities for training and development;• flexible work hours; and• special arrangements to suit your lifestyle (e.g. mature age arrangements).The Attraction and Retention Framework remains a priority and is imperative to attractingand retaining staff in the current budgetary climate. Compared with the cost of replacing an341 Leadership Management Australasia (2010) The Leadership, Employment and Direction Survey 2000-2010. Melbourne,p.11.342 Leadership Management Australasia (2010) p.21.Capability, Capacity and Effectiveness: 264
employee (estimated at between 30 and 200 percent of salary) learning and developmentcosts are low. Since implementation of the Attraction and Retention Framework separationrates have halved representing a conservative saving of $19.5 million in direct recruitmentand indirect productivity costs. It is difficult to ascertain what impact the Global FinancialCrisis has had on separation rates, but the Commonwealth’s APS rate didn’t shiftsignificantly during the same period.Of great concern are the indirect costs associated with loss of skills, expertise and corporateknowledge. If the ACTPS fails to continue to attract and retain sufficient appropriatelyskilled staff, its capacity to deliver Government outcomes will be severely compromised.Losing experienced staff has a deep and direct impact in a jurisdiction the size of the ACTPS.The ACTPS like other public services faces the challenge of an ageing workforce. While theaverage age of ACTPS employees has remained relatively stable in recent years around 43%of the workforce are Baby Boomers (i.e. born between 1946 and 1964) and are approachingretirement. While focusing on both recruitment and retention of younger employees, work isalso underway on a Mature Aged Employment Strategy which will consider conditions ofemployment that may assist in both the attraction and retention of older workers.Figure 19 – ACTPS by Generation and Gender as a Percentage at June 2010In its Submission to the Review, UnionsACT suggested:This is not to say that there are not excellent officers working in the ACT PublicSector but merely that there are often too few of them. Good officers with cleverideas are not seriously encouraged enough to create excellence and often lack thesupport and resources to succeed. This causes burnout and means that some of thesepeople leave the service. 343343 Submission No. 3.Capability, Capacity and Effectiveness: 265
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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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adversary or attaining an end”, a
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At the core of this scenario planni
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concrete activities and areas of fo
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 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 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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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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