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

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• better information sharing to support joined-up services;• [a] shift from risk averse culture and processes to one which supports innovation; [and]• drive efficiency through more shared services, including ICT. 366In practice, this involves genuinely engaging in participatory incubation, sharing goodpractice and applying a whole of government performance framework that allows innovationto flourish. Anchoring Scotland’s reform strategy is five key program deliverables – one ofwhich is ‘Best Value’. Best Value principles underpin the operation of public serviceorganisations and are a central, enduring foundation for continuous improvement across thepublic sector:Best Value balances quality and cost considerations in improving the performance of publicservice organisations. The duty of Best Value is to make arrangements to secure continuousimprovement in performance (while maintaining an appropriate balance between quality andcost) and in doing so to have regard to economy, efficiency, effectiveness, equal opportunitiesrequirements and to the achievement of sustainable development. Best Value places theemphasis on the customer, not just the bottom line. 367In 2008, the Canadian Government created an Employee Innovation Program 368 as a two yearpilot initiative, to identify creative and practical ideas that lead to tangible Governmentsavings and improved services to Canadians. The goal of the Employee Innovation Programis to encourage government employees to identify savings and more efficient ways, withintheir departments, to deliver services to Canadians. The program provides cash incentives foremployees to identify innovative ideas – it focuses on creative and practical ideas that lead totangible savings for Canadian taxpayers as well as increased efficiencies within Government.The quantum of the incentive is linked directly to the savings measured in the first year ofimplementation (10% of the savings measured in the first year of implementation, up to amaximum of $10,000). The proposals selected for incubation are evaluated on practicality,innovation and creativity. Significant improvements to a government program or an internalservice must be noted, and tangible benefits must be observed in order to receive the award.The Danish have utilised an incubation concept called ‘ MindLab’, 369 a cross-ministerialinnovation unit which involves citizens and businesses in creating new solutions for society.MindLab provides a physical space – a neutral zone for inspiring creativity, innovation andcollaboration, working with public servants in three parent ministries: the Ministry ofEconomic and Business Affairs, the Ministry of Taxation and the Ministry of Employment.These three ministries cover broad policy areas that affect the daily lives of virtually allDanes. Entrepreneurship, climate change, digital self-service, citizen’s rights, employmentservices and workplace safety are some of the areas they address. MindLab is instrumental inhelping the ministry’s key decision-makers and employees view their efforts from the366 Scottish Government (2007) p.12.367 See http://www.scotland.gov.uk/Topics/Government/PublicServiceReform/14838368 See http://www.tbs-sct.gc.ca/faq/eip-pie-eng.asp#q1369 See http://www.mind-lab.dk/en/omCapability, Capacity and Effectiveness: 276
outside-in, to see them from a citizen’s perspective. The Danes use this approach as aplatform for co-creating better ideas.In 2009, the Commonwealth Department of Innovation, Industry, Science and Research led across-agency project to investigate how to advance innovation within and by theCommonwealth public sector. On 21 May 2010, the Australian Public Service ManagementAdvisory Committee report Empowering Change: Fostering Innovation in the AustralianPublic Service was released. The report looks at the 'state of play' for innovation in Australiaand identifies barriers that public servants face when innovating. The Report makes 12recommendations around the following five themes: strategy and culture; leadership;systemic/structural issues; resourcing and managing innovation in the Australian PublicService; and recognition, sharing and learning.From this report the APS 200 Public Sector Innovation Project 370 was born. The project hasbeen tasked with providing the framework for the APSC’s innovation investment and to findways of promoting innovation in the APS.The project is sponsored by the Secretary of the Department of Innovation, Industry, Scienceand Research and is being led by members of the APS 200 (a senior leadership groupcomprised of Senior Executive Service Band 3 officers and Secretaries). The project hasadopted Web 2.0 tools, hosted workshops and master classes and provides a forum for APSCstaff to collaborate on issues, discuss concepts and build innovation momentum.Case study: Innovation in the ACTCCCares programDET developed a nationally acclaimed innovative policy and program design through its CCCares program.Canberra College has partnered with the Child, Youth and Women’s Health Program run by ACT Health tosupport the needs of pregnant or parenting students, providing a ‘one-stop-shop’ for educational and healthservices for their students. It has resulted in greater student engagement and connection with external healthagencies, higher rates of certificate completion and an increased sense of belonging. These achievements wererecently recognised through the Schools First awards program, with CCCares winning the inaugural SchoolsFirst National Award in November 2009 and $750,000.Home to workHome to Work, is a collaborative community inclusion initiative designed to improve the life and workopportunities for public housing tenants living in Canberra’s inner-north. The project was initiated by the ACTGovernment (CMD and the Department of Disability, Housing and Community Services), funded by theCommonwealth; project managed by Anglicare Canberra and Goulburn and implemented by NorthsideCommunity Services. The project employs three brokers (based in Anglicare, Northside Community Servicesand Housing ACT) to outreach to tenants, build links between services and deliver parts of the project on-site.ANZSOG and NATSEM will independently evaluate the project in early 2012 to assess the experiences andoutcomes for tenants, and the challenges and opportunities for working in innovative and collaborative ways.The evaluation will further inform ‘joined-up’ policy development and service delivery in the ACT andnationally.370 See http://innovation.govspace.gov.au/about/Capability, Capacity and Effectiveness: 277
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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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central direction in developing the
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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
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
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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
Page 290 and 291: the past, limitations on external c
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
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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
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 334 and 335: • unless the industrial framework
Page 336 and 337: Green CabsMany countries are embrac
Page 338 and 339: modules, each with a lead senior ex
Page 340 and 341: 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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