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

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There is an increasing need for Service-wide leadership in addressing workforce planning.Although diverse, the ACTPS is relatively small and there is merit in having a consistent,overarching approach to workforce planning which can be applied in all Directorates. Asingle approach would assist with: simplifying evidence and data gathering; providing aconsistent language and understanding of workforce planning by staff across the ACTPS; andultimately promoting the concept of the ACTPS being a single entity. While an ACTPS-wideand consistent approach to workforce planning would promote efficiency, the frameworkmust be structured in a way to be sufficiently flexible to encourage its adoption across theACTPS and meet the specific needs of all Directorates and employment groups. Workforceplanning should become a regular feature of a totally integrated business function andembedded into routine business planning activities.An overarching workforce planning policy and framework must complement and focusexisting strategic “human resource” planning and management initiatives and programs. Itwould further inform the requirements and priorities for people and performance strategies,initiatives and programs that should be developed and implemented on an ACTPS-widebasis.According to one official:There is potential for greater alignment in activities relating to workforce planningand development across ACT Government, particularly across the Department ofEducation and Training and the Chief Minister’s Department. In order to ensure moreeffective engagement between industry and ACT Government with regard to trainingand workforce strategies to respond to skills gaps and needs, and more effectivelytargeted expenditure of ACT Government funds, there needs to be better alignmentbetween ACT DET’s grants programs, the identification of annual training, highereducation and skilled migration priorities, the determination of CIT’s negotiated‘profile’ funding, and the work of the CMD Business and Industry Development unitwith regard to workforce development and planning and the Skilled and BusinessMigration Program.The proposed Chief Minister’s Department should take a lead role in developing an ACTPSwideworkforce planning policy together with a supporting framework, strategy and/or actionplan. Each Director-General could then adapt and implement the overarching framework intheir Directorate. Given the diversity of functions, services and employment groups acrossthe ACTPS, consultation would be essential within all Directorates. Noting that someelements of the ACTPS have invested in workforce planning, it would be useful to leverageoff this earlier work.Capability, Capacity and Effectiveness: 268
Recommendation: Workforce Planning and Capacity• establish a whole of service capacity and capability framework;• improve workforce data quality and capability and review the operations and businessrequirements of the current operational “HR” systems and upgrade as necessary to ensureagencies have access to reliable data and efficient systems;• provide learning and development of employees in identified diversity groups; and• embed workforce planning in routine business planning activities.InnovationThere is growing recognition that innovation is essential for good government. The need forinnovation in the Public Sector has been identified as a key priority and key challenge byGovernments internationally and domestically:a high-performing public service is relentless in its commitment to continuous improvement.It never assumes that the current policies, processes and services are the best or onlysolution. 345As stated previously, the ACTPS is well placed to be a leader in innovation in public policydesign and service delivery. The size of the ACTPS, the size and contained geographic scopeof the ACT, the proximity of leading academic institutions, and the collocation of the APScreate fertile ground for fostering leading public service practice and performance.A recurring theme during the Review from both officials and stakeholders was thatinnovation was essential in the ACTPS – in the face of new and more complex problems,rising public expectations and the need for the ACTPS to do more with less. This theme isfurther reinforced by growing recognition within the government sector that public sectorinnovation is essential in a context which requires Governments to achieve more with less,while developing new solutions to old and new complex problems. 346The prevailing view among officials during the Review was that space was needed withinexisting operations and structure to allow for innovation. Critically, officials were of the viewopportunities for innovation were jeopardised in the rush to deliver short-term programdelivery and policy outcomes:345 Management Advisory Committee (2010) Empowering Change: Fostering Innovation in the Australian Public Service,Commonwealth Government, Canberra.346 Sunningdale Institute (2010) Beyond Light Bulbs and Pipelines: Leading and Nurturing Innovation in the Public Sector.National School of Government Sunningdale Institute.Capability, Capacity and Effectiveness: 269
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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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• Capital Development is the ACT
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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
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
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Page 272 and 273: of officials to tackle critical iss
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Page 276 and 277: Responding to the fiscal pressures
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Page 280 and 281: explored. With the help of benchmar
Page 282 and 283: Continuing to provide employees wit
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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 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 326 and 327: The usual model is that Commonwealt
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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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