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

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The plethora of approaches to encouraging, capturing and implementing innovation in thepublic sector and the desire for instant results and high quality execution keeps the debateabout change and modernisation hidden. Critically, a desire for change will not in and ofitself bring about change– fundamental to sustainable change is engagement of the ACTPSand its leadership.Much public sector innovation occurs away from the media, politicians and academics,largely because people need the freedom and space to innovate out of the sight of expectanteyes. 371 The desire for constant improvement, innovation and modernisation has resulted in aculture throughout the Public Sector (here and elsewhere):…whereby an idea springs to mind and instantaneously policy makers must respondwith an instant remedy which must work like magic within a period just long enoughfor the press to remember it. For instance:• failing schools are given “super-heads”;• action zones are located in disadvantaged neighbourhoods;• staff are given tick-box “check-lists” of what to do;• blaming individuals for “age-old” practices and disasters does not lead to improvedpractices but rather a denial of the realities and relationships that need to change. 372A common theme during the Review was a genuine and powerful desire to be innovative andimprove how the ACTPS works, but the risk aversion, entrenched cultures and norms ofbehaviour made working this way very difficult. Traditional hierarchical public servicegovernance arrangements and structures can stifle innovation and encourage insular siloedthinking if those structures are not grounded in a collaborative and adaptive culture.Officials advocated an innovation framework within the ACTPS, but were of the view that aone-size fits all innovation model would fail. They called for an urgent and transformationalapproach to dealing with the issues that face the city state government.The prevailing view was that open and collaborative problem solving would assist inestablishing innovation as core business (‘the way things are done around here’). Innovationshould be rewarded, recognised and cultivated by the ACTPS’s senior leadership.ConclusionThe Review recommends embedding innovation as a core value within the ACTPS prioritysetting framework and tasking the Strategic Board with leading an enterprise challenge. TheACTPS enterprise challenge would support the Government’s broader fiscal strategy and theoverall ACTPS reform program.Practically, the Review recommends adoption of innovation enablers. The enablers are aseries of initiatives designed to create a whole of service innovation framework and develop371Maddock, S. (2002) p.18.372 Maddock, S. (2002) p.14.Capability, Capacity and Effectiveness: 278
mechanisms for the cultivation of innovation. The enablers will identify mechanisms tosupport (and fund) innovation.Capability, Capacity and Effectiveness: 279
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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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desires of the Legislature to scrut
Page 244 and 245: Performance and Accountability in t
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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
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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 280 and 281: explored. With the help of benchmar
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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 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 326 and 327: The usual model is that Commonwealt
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Page 338 and 339: modules, each with a lead senior ex
Page 340 and 341: Dashboard ReportingThe attached tem
Page 342 and 343: 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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