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

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Continuing to provide employees with opportunities for growth, demonstrating an interest incareer development of staff and recognising their efforts will increase retention of staff at alllevels. However, retaining essential skill sets will require ACTPS executives to thinkdifferently about how they provide staff with rewarding and satisfying work in a culturewhich embraces work and life balance. The capability as a public service must continue toincrease by improving the skills of employees in a systematic and coordinated way.The ACTPS, through the current HR Council, has been exploring a more formalised andstructured approach to workforce planning. In June 2009, an inaugural Workforce PlanningConference was held which examined national and global initiatives in workforce planningand considered a number of comprehensive case studies from a range of Australianindustries, sectors, states and territories.Effective workforce planning for the ACTPS should result in a workforce capable ofservicing the needs of the government and the community while creating a positive andflexible employment environment which fosters innovation and high performing staff. Tofoster a highly capable service, the ACTPS has already developed and implemented a widearray of policies, strategies and programs designed to attract, develop and retain highperforming staff. While these measures are having a positive impact on the capability of theACTPS workforce, there is more that can be done to ensure that the workforce has the depthof leadership, skills and flexibility required to respond to the rapidly changing context inwhich services are provided.“Human Resources” professionals play an important role in building the ACTPS. The term‘human resources’ unfortunately portrays a mindset that people are on a par with financialresources – a commodity to be traded. The value of individuals is a core principle of the REDframework (see workforce culture) and in recognition of this the Review recommendsreplacing the term “human resources” with “people and performance”.Workforce planning is increasingly urgent for the ACTPS, but workforce planning withoutquality robust data is useless. The CPSU advocated for improved data quality and reportingcapability to assist with workforce planning, reporting and strategy development. 344 Ofparticular need is the collection of granular qualitative and quantitative data includingdiversity groups, education qualifications, movements between Directorates, promotions,prior ACTPS experience, cross-agency experience, information on employee perceptions,leadership, job satisfaction and job motivation. Robust policy development and programdesign hinges upon the quality of data collected and the tools and skills used to interrogate it.While some agencies are progressing with workforce planning, there are no ACTPS-wideguidelines resulting in a fragmented approach, potential for duplication of effort and a lack offocus with a divergence of approaches and methodologies. Other agencies do not have theresources to attend to formal workforce planning initiatives at all.344 Submission No. 11.Capability, Capacity and Effectiveness: 266
Stakeholders also contend there is a need for a better constructed skills path and careeropportunities in key professions such as nursing and the trades. The Review is conscious ofthe interest shown by unions is this issue but is nevertheless disposed to recommend it beconsidered by the proposed Chief Minister’s Department in its whole of service workforceplanning.Case study: ACT HealthACT Health operates a Graduate Nurse Program to assist graduate nurses consolidate theirprofessional practice as outlined in the ANMC National Competency Standards for theRegistered Nurse (2006) and provide safe, quality nursing care to patients and clients of ACTHealthProfessional Nursing literature describes the first year of nursing practice as challenging andstressful for graduates. Many graduates experience fear of failure, fear of total responsibilityand fear of making mistakes that is compounded by a lack of confidence, high expectations ofself, unrealistic expectations by clinical staff and the need to adapt quickly to a new role.The ACT Health Graduate Nurse Program (GNP) is a 12-month structured program designedto provide clinical and professional support, feedback and guidance during the transition fromstudent to Registered Nurse. The GNP aims to focus on every facet of the graduateexperience, providing a high level of support for orientation, rostering, feedback, reflectionand competency assessment, and socialisation into the workforce.As a key recruitment and retention initiative for ACT Health, the GNP has evolved andexpanded each year since inception in 1988. The graduates are supported by experiencedClinical Development Nurses (CDNs) who are rostered 365 days a year and are available tograduate nurses on an on call basis. In 2009, evaluation of the CDN role was extremelypositive with 64% of the graduates rating the support as ‘excellent’ and the remaining 36%rating it as ‘very good’.“I chose the GNP because of the FULL support provided by the grad CDN.”“The support from my CDNs during the graduate year was outstanding, bothprofessionally and personally”When first established, the program facilitated strict rotations of one surgical, medical andspecialty placement for each graduate. This is no longer standard practice as graduateplacement requests have changed, as have models of health care delivery within theorganisation. In 2005, national and local workforce forecasts identified critical shortages inmany areas and in response to this the GNP was modified to enable interested graduates to beplaced in specialty streams during their first year. The GNP is structured to facilitate clinicalplacements in a wide variety of acute and non acute clinical areas including surgical andmedical nursing; aged care and rehabilitation units; cancer services; mental health; alcohol anddrug services; community nursing; critical care; paediatrics and neonatal care. Currentspecialty streams offered are Peri Operative, Cancer, Mental Health, Ambulatory Care,Critical Care and Cardiology. This initiative has been popular and extremely successful forboth the graduates and the organisation.Capability, Capacity and Effectiveness: 267
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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
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attempt to align streams of reporti
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Page 244 and 245: Performance and Accountability in t
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Page 248 and 249: • conducting evaluations to a hig
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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 270 and 271: • workplace health and safety tra
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 284 and 285: There is an increasing need for Ser
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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
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Page 324 and 325: house prices. Among the actions tar
Page 326 and 327: The usual model is that Commonwealt
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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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