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

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the past, limitations on external consultation (for example, on taxation issues)hampered the quality of policy advice to government. 357Models of Innovation in the Public SectorAt their best, public services transform people's lives, providing opportunity for alland tackling inequality. But changing people's lives for the better is not only aboutthe policies we develop or the money we spend, it is also about the way we work andhow services are organised to effect change. 358In 1995 the Singapore Public Service created a major change movement Public Service forthe 21st Century or PS21 359 in recognition that change doesn’t just happen. The changemovement was established under the Prime Minister’s Office, is led by Public Service leadersand impacts all officials. PS21 aims to build a Public Service that is ready for change. It is apeople-centred mass movement that encourages public officers to embrace change in theirdaily work in order to keep the Public Service at the leading edge.PS21 aims to build the capacity of the Singapore public service to “anticipate change,welcome change and execute change efficiently and effectively. The success of PS21 lies notwith the number of projects it has spawned, the cost savings it has achieved, or the impact ofits various initiatives, but in the extent to which an attitude of excellence and a culture of360being prepared continuously for change has been internalised in the public service.”.PS21 works within four focal areas:• staff wellbeing – morale, welfare, development and engagement of public officers;• ExCEL (Excellence Through Continuous Enterprise and Learning) - tapping the creativityof each public officer, fostering teamwork and institutionalising training anddevelopment;• Organisational Review - about having robust systems and processes within organisationsto ensure efficiency, effectiveness and sustainability; and• Service Quality - delivering excellent customer service to members of the public –services that are responsive, efficient and courteous.Each of these areas is driven by a senior leadership steering committee and each agency hasan internal steering committee for practical operational improvements. The SingaporeanGovernment actively promotes and encourages a sustainable innovation culture in both thepublic and private sectors. 361 In addition to its efforts to change the software of its service,the Singaporean Government’s enterprise challenge (The Enterprise Challenge - TEC)established in 2000 was a “revolutionary initiative to harness radically innovative ideas that357 KPMG (2009).358Scottish Government (2007), Transforming Public Services: The Next Phase of Reform: Progress Report. Edinburgh. p.5.359 See http://www.ps21.gov.sg/index.html360 See http://www.psd.gov.sg/PublicServiceRole/BuildCapacity/Movement/361 National Research Foundation (2008) Managing Innovation in a Connected Worldhttp://www.nrf.gov.sg/nrf/uploadedFiles/News_and_Events/Speeches/2008/Microsoft%20Word%20-%20Innovation%20Symposium_speech%202008.pdf p.4.Capability, Capacity and Effectiveness: 274
can create new value and quantum leap improvements in the delivery of the Public Service.The TEC concept was conceived with the belief that every individual has the potential tocontribute innovative ideas. TEC provides an open platform to trial test risky andunproven innovations that could bring about quantum leap improvements in the delivery ofPublic Service, if proven and implemented”. 362In its first eight months of operation, TEC received 185 proposals ranging across a diversefield of public services and specialisations from health services to education approaches, andideas for reinventing government processes:Our public agencies often prefer to stick to tried and tested solutions. They arehesitant to adopt new ideas or innovations which may not work or may fail, therebywasting their time and resources. And, of course, being public officials, they will beconcerned with auditors faulting them for wasting public funds. This is where TECcomes in. We take the risk, wholly or partially, for them. 363In the five years to 2005, TEC received more than 900 proposals of which 68 were funded fortrial testing at a cost of about $19 million. All projects selected met the predetermined criteriaof highly innovative, potential to bring tremendous benefits to the delivery of public serviceor resulted in public good. Since establishment of TEC, innovation has become embedded inthe Singaporean Public Sector culture – concepts and ideas coming from all parts of thesector:We had [two] young fire fighters who sought to overturn the traditional way ofputting out fire. Instead of trying to get larger hoses and bigger fire engines to deliverincreasingly bigger volume of water to drown out the fire, they proposed to spraywater droplets so they could quickly evaporate to displace air and snuff out the fire.Imagine the resistance from macho fire fighters. But they won the day with the designof a light, portable water mist gun that has been successful beyond their ownexpectations. 364Scotland too has identified the need for innovation in public sector led reform:As a small, well-connected country, Scotland has the conditions to be a public sectorhothouse for innovation – finding new solutions to old problems, and tackling emergingissues. 365Scotland recognises the importance of the central agency to help identify, support and spreadknowledge of new ideas. While most good ideas emerge from those in the front line theScottish Government have recognised the role the centre plays in building and mainstreamingan innovative culture:Scottish public service leaders want to develop a culture of innovation involving:362 See http://was.nl.sg/wayback/20060523031105/http://www.tec.gov.sg/home1.htm363Siew, T. (2005) Straits Times Digital Life, August 9, 2005.364 National Research Foundation (2008) pp.4-5.365 Scottish Government (2006) p.14.Capability, Capacity and Effectiveness: 275
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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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objectives contribute to the priori
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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
Page 270 and 271: • workplace health and safety tra
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
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Page 286 and 287: … finding this ‘space’ [to in
Page 288 and 289: Figure 20 - Dimensions of Innovatio
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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Page 336 and 337: Green CabsMany countries are embrac
Page 338 and 339: 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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