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

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Figure 22 - Innovation CycleRecommendation: Innovation• establish an innovation framework that articulates the innovation enablers;• highlight the enterprise challenge of innovation – what can I do today that will improve howservices are delivered and policy is designed;• mandate the role of innovation in Government priorities;• mandate the proposed Chief Minister’s Department with the responsibility to co-design andactively promote and encourage a sustainable innovation culture; and• leverage web 2.0 technologies to establish an innovation hubEmployment FrameworkThe ACTPS organisation structure and employment framework reflects ‘large’ Governmentrather than a small city-state jurisdiction. Considerable administrative effort has beenexpended on simplifying the employment framework over the last few years. As outlined inthe ACTPS Submission to the AGRAGA Review:Subject to occupational specific payments such as shift work allowances, anindividual who transfers at level within the ACTPS does so with the surety theirremuneration, leave entitlements and other terms and conditions will not change.Although employment arrangements differ for non-executive and executive staff,legislative mechanisms are in place for both streams that provide this continuity.Consequently, individuals can consider moving between departments – therebymoving ideas, skills and experience between agencies and strengthening the capacityCapability, Capacity and Effectiveness: 280
of the service – without being concerned their remuneration or entitlements willregress if they do so. 373There is significant opportunity to improve how the ACTPS works cohesively towardscommon outcomes. Many of the challenges facing the ACT public sector are common togovernments around Australia and the world. The Scottish Executive, for example,highlights a number of issues that resonate well with the ACT experience:But there is no doubt that our public services have to be more responsive andeffective and that we face a number of long-term challenges over the next 20 years,which we cannot meet unless we accelerate the pace of modernisation and reform:• We have a more diverse and individualistic society with different aspirations andexpectations. People are better equipped to make assessments of service quality and tojudge service quality against the best elsewhere, and they expect services tailored totheir needs …• We are experiencing unprecedented technological change – with opportunities todeliver services in new ways, but also risks of increased inequality.• The proportion of people of working age in the population is shrinking. The fact that somany of us are living longer is a cause for celebration, but we cannot deny that it willput public services under increasing pressure if we do not reform.” 374During the consultation process, ACTPS staff provided extensive input as to what cultural,structural and legislative conditions would support a high functioning, innovative and agilepublic sector. Officials saw the current employment framework as a key inhibitor toachieving a sustainable high performance culture.Feedback from officials indicates that a core outcome of the employment framework shouldbe a One ACTPS approach that attracts, develops and maintains a high quality workforce.Critically, officials desired an employment framework that allows for flexible employmentand engagement practices and one that allows greater mobility across the Service (includingto and from the Commonwealth).History of the Employment FrameworkThe ACTPS was established in 1994 under the Public Sector Management Act 1994 (thePSM Act) – an Act derived from the Commonwealth Public Service Act 1922 (nowrepealed). Prior to establishment of the ACTPS under a Territory Act the ACT public sectorwas an agency established under Commonwealth Law to provide services to the newlyestablished body politic.373 Cappie-Wood, A. (2009) Submission by the Administering Chief Executive on behalf of the ACT Government to the AdvisoryGroup on Reform of Australian Government Administration.http://www.dpmc.gov.au/consultation/aga_reform/pdfs/0093%20Mr%20Andrew%20Cappie-Wood,%20on%20behalf%20of%20the%20ACT%20Government.pdf374 Scottish Government (2006), p.5.Capability, Capacity and Effectiveness: 281
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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
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Performance and Accountability in t
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Page 258 and 259: too long. There is clearly an unwil
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Page 266 and 267: • the greater likelihood of a nar
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Page 288 and 289: Figure 20 - Dimensions of Innovatio
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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
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Page 316 and 317: The consultation process referred t
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Page 338 and 339: modules, each with a lead senior ex
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Page 342 and 343: ATTACHMENT A: CHIEF MINISTER’S PR
Page 344 and 345: 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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