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

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extend to matters of remuneration and resourcing, so this issue should be referred to theproposed Chief Minister’s Department for further consideration.According to the CPSU, 381 the following table shows ACTPS Pay Rates Compared to theAPS Average (does not include minimum 6.4% less superannuation in the ACTPS).Table 10 - ACTPS Pay Rates382ACTPS APS Average Deviation $ Deviation %APS 1/ASO Class 1 $41,241 $42,574 $1,333 3.2APS 2/ASO Class 2 $46,832 $48,464 $1,632 3.5APS 3/ASO Class 3 $51,916 $54,357 $2,441 4.7APS 4/ASO Class 4 $58,213 $60,596 $2,383 4.1APS 5/ASO Class 5 $63,409 $66,512 $3,103 4.9APS 6/ASO Class 6 $74,188 $77,544 $3,356 4.5UnionsACT were of the view:the current resourcing in the Public Sector Management Group and the Office of IndustrialRelations is completely inadequate to undertake the expected role to the benefit of thegovernment, employees and departments. This is not only evidenced by the very lengthy andprotracted negotiations that took place in the last bargaining round. Various agencyagreements were negotiated between September 2009 and June 2010 yet (at the time ofwriting) voting still has not occurred in many departments…A Work Reclassification reviewwhich was supposed to have commenced in August has still not begun or even recruitedsuitable staff. Failure to complete work and meet deadlines is a constant problem in this area.The lack of skilled staff in the ACT public sector in Human Resource management at alllevels is a constant cause of delays, wastes a lot of our members time and createsdissatisfaction in the service with employees. 383The Review notes the concurrent work of Mercer Consulting reviewing the executivestructure and Special Employment Arrangements (SEA) framework. SEAs are industrialinstruments entered into between an individual and their Agency to provide the individualadditional entitlements in accordance with a predetermined set of parameters. Through SEAsagencies are able to respond to market pressures and the competitive job market in theattraction and retention of high calibre individuals, or individuals with scarce or especiallyvaluable skills or qualifications.The SEA framework is used by some agencies to provide for greater differentiation betweenthe Senior Office Grade B and A classifications. Generally there is a significant responsibilitydifferentiation between the two levels but only a very small remuneration difference of$3,500 between classifications (sole increment).The Review notes Mercer Consulting has provided its preliminary conclusions to CMD forconsideration.381 Submission No. 11.382 Source: CPSU Wages Database 30 June 2010383Submission No. 3.Capability, Capacity and Effectiveness: 286
RecruitmentA robust and dynamic approach to recruitment is therefore critical to secure a skilledworkforce able to deliver the diverse range of services provided by government. 384Since the ACTPS implemented the Attraction and Retention Framework separation rateshave halved representing a conservative saving of approximately $19.5 million in directrecruitment and indirect productivity costs. Although considerable improvements have beenmade to ACTPS recruitment practices the increased focus on leadership development andworkforce capability will be undermined if those practices are not further simplified andstreamlined. Recruitment practices must, of course, be undertaken in a fair and transparentmanner consistent with legislative requirements, but there is significant opportunity tocontinue to improve the efficiency and effectiveness of ACTPS practices.Facing similar issues to the ACTPS, the PSPC has recently completed a review ofrecruitment and retention, South Australia finding a “raft of practices that were unnecessarilyfragmented and costly, and ultimately inefficient and ineffective. These practices posedconsiderable risk to the public sector’s ongoing capacity to secure and retain criticalskills.” 385Similarly, the ANAO found that despite the exhortations of several reports and senior APSleaders over a number of years:...nearly half of all responding APS agencies (47 per cent) reported that they did not havepolicies, strategies and/or frameworks in place to support them to meet workforce capabilityrequirements over the next one to five years. The three audited agencies had not implementedworkforce planning processes that were able to identify capability gaps, and had not tailoredrecruitment initiatives in response to clearly identified skill shortages. The lack of matureworkforce planning processes impairs agencies’ capacity to address challenges arising fromthe changing workforce environment. In addition, none of the three audited agencies haddeveloped recruitment strategies that addressed both general and targeted recruitment. 386The recently released APSC State of the Service report 387 notes the average time to finaliserecruitment for non-executive jobs in the Commonwealth Public Service was three and a halfmonths compared to an ACT average of 56 days.In one sense it is comforting to know that the challenges facing the ACT are not unique andthat there are other sources of advice and inspiration on which it might draw. The ANAO andPSPC findings encapsulate the challenges and dilemmas facing the ACTPS. The findingsmade by the PSPC also resonate with those expressed by officials during this Review:There were five central areas highlighted for action. These were:384 Australian National Audit Office (2008) Management of Recruitment in the Australian Public Service. Audit Report No.312007-08. Commonwealth Government, Canberra, p.13.385 South Australian Performance Commission (2010) p.19.386 Australian National Audit Office (2008) p.18.387 See http://www.apsc.gov.au/stateoftheservice/0910/index.htmlCapability, Capacity and Effectiveness: 287
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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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The performance and accountability
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• conducting evaluations to a hig
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argued and accurately costed in a 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
Page 274 and 275: The Review recommends establishment
Page 276 and 277: Responding to the fiscal pressures
Page 278 and 279: Workplace culture in the ACT Parlia
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
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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
Page 300 and 301: Unions expressed frustration to the
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 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
Page 342 and 343: ATTACHMENT A: CHIEF MINISTER’S PR
Page 344 and 345: ATTACHMENT B: CONSULTATIONConsultat
Page 346 and 347: Meetings held by the Reviewer• AH
Page 348 and 349: • RATTENBURY, Shane - Speaker, AC
Page 350 and 351: 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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