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

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suggests that it may not be so. Convenience, amenity, and ease of use are all relevant toindividual decisions to leave the car at home and catch the bus.There are also equity arguments which ultimately rest on matters of policy in making aservice available free to those who can afford to pay. Because the ACT Budget and revenuebase is as narrow as it is, a loss in revenue from one source will need to be made upsomewhere else (in additional revenue or reduced expenditures), and in this context therewould seem to be merit in retaining some form of user pays system for public transport.Free bus travel at peak times would probably result in overcrowding at those times (oroverinvestment in capacity for those times that is unused through the rest of the day). Thesize of the Canberra population may again prove to be a limiting factor in this regard.It is also necessary to consider other levers available to the Government in encouragingmodal shift in transport choices. These include the costs of parking, and availability ofparking around town centres and employment hubs, congestion charging and so on.Industrial ReformThe current industrial framework at ACTION is a significant obstacle to flexible andpassenger centred management of the public transport system. Deeply ingrained workpractices including in relation to the ratio of full time and part time drivers, prohibition of aseven day roster, and restrictions on workshop operations add significantly to ACTION’s costand inefficiency. Deanes Buslines, the privately owned Queanbeyan based operator employs1.4 people per bus, while ACTION currently has over 4 people per bus.If the public transport system in Canberra is to evolve into a service that passengers want touse because it meets their needs, significant redrawing of the industrial framework and workpractices will be required. If that proves impossible in a reasonable timeframe, privatisationseems inevitable – either altogether or by the Government retaining fleet ownership, buthaving one commercial operator of the fleet on the South side and another on the North side.Other Service OptionsA number of suggestions were made to the Review of options for delivering public transportand focusing ACTION on the delivery of core services. These suggestions included differentmodels of service delivery for:• school bus services;• weekend bus services; and• integration of services with other public transport providers in the region.The Government is already working with NSW authorities, Queanbeyan City Council andDeanes on a cross border taskforce. Issues in this context include easing of restrictions onboth sides of the border on buses picking up and dropping off passengers. At present, aTransborder bus travelling from Yass to Canberra is not permitted to pick up passengers as ittravels down Northbourne Avenue, just as ACTION buses are not permitted to enterSustainability, Housing Affordability and Transport: 316
Queanbeyan. Similarly, Transborder school buses delivering regional children to ACTschools are not permitted to pick up passengers in the ACT.These sorts of restrictions limit choice and access for passengers and make public transportmore difficult to use. The Review notes Deane’s are already able to pick up and set downpassengers on some routes in the ACT, demonstrating that this sort of agreement can bereached.During the course of the Review, the contract to operate the Nightrider bus service wasawarded to Deanes. The Review notes that in announcing the new service the Chief Ministerindicated it would be evaluated in 2011 to determine its success and possible extension.Weekend ACTION services could also be undertaken using contracted drivers. At present,the rigidity of the industrial agreements at ACTION prevent it from implementing a sevenday roster, meaning the availability of services on weekends is dependent on driversvolunteering for duty (at penalty rates). In the event agreement could not be reached toovercome this rigid work practice, the operation of weekend services could be subjected tocompetition for the provision of suitably qualified contract drivers or other commercialoperators.School BusesJust as the Nightrider Service was recently subjected to a tender process, there is no reasonwhy school bus services must be delivered by ACTION. They could be delivered under aNSW style contracted system where student passenger travel is free and the Governmentcontracts with providers to deliver services. Such an approach could form part of a deliberatedecision by Government to focus ACTION on core public transport service provision.ACT students have two options in catching public transport to school: regular passengerservices and designated school buses (which account for 50% of school student travel). Inpart this figure is driven by driver and bus availability, and this results in relatively poorservices to students, as well as the occupation of seats on regular services by students. Bysubjecting school services to competition, in addition to efficiencies, additional seats wouldbecome available on regular passenger services for new bus patrons.Hypothecation of RevenueA number of contributors suggested transport related revenue be hypothecated to transportinfrastructure investments, or to public transport. The Review notes Mr Ted Quinlan hasbeen commissioned to review the overall efficacy of the ACT tax system, current revenuestreams, and sustainability of the tax base. This issue might be considered in the context ofthat review.Suggestions:The Government may wish to investigate, or continue to pursue, consider a range of timetable,technological and industrial options for enhancing ACTION services, such as:Sustainability, Housing Affordability and Transport: 317
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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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A more significant improvement woul
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Performance and Accountability and
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Strategy, Resource Allocation and t
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too long. There is clearly an unwil
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The modelling of these values is mo
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To complement the existing work exe
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policy?Averaged rating (equallyweig
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• the greater likelihood of a nar
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The Auditor-General has recently ta
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• workplace health and safety tra
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of officials to tackle critical iss
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The Review recommends establishment
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Responding to the fiscal pressures
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Workplace culture in the ACT Parlia
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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 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 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
Page 322 and 323: the release of residential land. As
Page 324 and 325: house prices. Among the actions tar
Page 326 and 327: The usual model is that Commonwealt
Page 328 and 329: Canberra also has an extensive walk
Page 330 and 331: ACTION staff and management are acu
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
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
Page 352 and 353: Australian Public Service Commissio
Page 354 and 355: Evans, M. (2009) “Gordon Brown an
Page 356 and 357: Mulgan, R. (2002) “Accountability
Page 358 and 359: South Australian Performance Commis
Page 360 and 361: Williams, G. (2010) “Euthanasia B
Page 362: Figure 25 - The Three Spheres of Su
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