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

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Figure 20 - Dimensions of Innovation 354Innovation type ‘Do better’ (incremental) ‘Do different’ (radical innovation)Product – what we offer theworldImproved service offerings – faster,simpler, better quality etcCompletely new service offeringsProcess- how we create anddeliver that offering‘Lean’ improvements in health etc –essentially taking the waste out ofexisting processesOn-line versions of existing processesExample: Canberra ConnectRadical new process for deliveringservices – e.g. Total shift to online,outsourcing of key services etcPosition – where we position it interms of markets, the story toldaround it, branding etc‘Paradigm’ – underlyingmental model of what we do,what we are aboutExample: e-VALUA online lodgmentand assessment of ACT GovernmenttendersOpening up new channels to end usersor engaging wider participation/socialinclusion agenda for delivery ofexisting servicesExample: Consultations that led todevelopment of the ACT Social Plan;the Community Inclusion FundThe 1940’s welfare stateNew Public ManagementPossibly – the shift from the delivery tothe relational stateExample: Time to Talk: Canberra2030Opening up complete new – unservedor under-served ‘markets’Telling new stories to new user groupsRadical reposition of public service inend user’s mindsExample: Home to Work program;CCCares program to support theneeds of pregnant or parentingstudents, providing a ‘one-stop-shop’for educational and health services.Inherent in a culture of innovation is a high level of employee engagement and anenvironment of certainty and trust – certainty that a concept, idea, proposal will be respected,considered and debated and trust that there will be no consequences for unsuccessful ideas.354 Sunningdale Institute (2010) p.11.Capability, Capacity and Effectiveness: 272
Daniel Pink 355 argues three core factors motivate people in the workplace, importantly threefactors that can drive innovation – autonomy, mastery and purpose. Autonomy ischaracterised by an individual’s ability to self-direct and choose their methodology. Masteryis the human desire to get better at executing tasks, functions and delivering outcomes.Fundamentally, without a purpose at work individuals fail. A transcendent purpose enablesindividuals to feel they are making a contribution; it attracts better talent and is a criticaldriver to good service delivery and product outcomes.Figure 21 - Autonomy, Mastery and Purpose ConeMost innovation fails at the concept stage. A framework for innovation in the ACTPS willprovide officials with certainty as to the mandate of innovation and clarity as to where to goand what to do with the innovation concept.Central government continues to view innovation support in terms of a linear pipelinemodel. This model is not well suited to the public sector – nor often the private sectorfor that matter – as real innovation travels in unpredictable ways between people notconducive to one-size-fits-all approached or top-down management. 356As highlighted in the KPMG report commissioned by AGRAGA:Stakeholders noted that policy ideas hailed as innovative have often been developedby public servants over a long period, sometimes decades. The challenge for the APSis to provide an environment in which a ‘stock’ of ideas can be generated, tested andrefined in consultation with other governments, business and the community sectorsand citizens. The realisation of new policy approaches also relies on a confluence offactors: leadership from government and senior public servants (including apreparedness to take calculated risks and contemplate failure), strong relationships oftrust across government, between levels of government and with key externalstakeholders and shared goals and incentives for collaboration. Consultation withthose affected by policy changes and those with expertise in the area is essential. In355 Daniel H. Pink is the author of four books about the changing world of work — including the New York Times bestsellers, AWhole New Mind and Drive356 Sunningdale Institute (2010) p.14.Capability, Capacity and Effectiveness: 273
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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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consultations with staff that they
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Much of this coordination work in w
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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 280 and 281: explored. With the help of benchmar
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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
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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
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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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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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