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

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• to lower Canberra’s carbon emissions, the community will invest in sustainable transportand buildings;• there will be a shift from current motor vehicle dependency to more sustainable options;• incentives and planning codes that reduce energy and water use in new and old houseswill conserve resources;• by 2030 new development will create a more compact city; and• broad and early community engagement will be led by Government who will take a more“open government” approach to future planning of the city.The ACT Public ServiceIn the period immediately following the granting of self government, the ACT’s publicservants remained employed under their existing Australian Public Service employmentarrangements, and it was not until 1994 that the ACTPS was established under ACT law inthe Public Sector Management Act 1994 (the PSM Act). 26Under the Self Government Act and the PSM Act, the Chief Minister determines theallocation of portfolio responsibilities to Ministers, establishes “Administrative Units”responsible for certain functions and places chief executives in control of thoseAdministrative Units. This division of responsibility is published in the AdministrativeArrangements.The ACTPS employs 20,000 people. Its current nine Departments and various agencies aredivided into an extraordinary 81 separate reporting entities for the purposes of annualreporting to the Assembly. More than half of the ACTPS workforce is employed by theDepartment of Education and Training and ACT Health (which have around 27% of the totalworkforce each). The next biggest agencies are TAMS (at around 9%) and the Departmentof Justice and Community Safety (at around 7%). The ACTPS accounts for around 11% oftotal employment in the ACT.The Service-wide average age of ACTPS employees at June 2009 was 43.2 (up from 42.7 atJune 2008). The average age for females was 43.0 (up from 42.6 at June 2008) and 43.6 formen (up from 42.9 at June 2008). The modal (i.e. most common) age across the Service atJune 2009 for men was 53 (up from 51 at June 2008), while for females it was 50 (up from48 at June 2008).Nine classification groups had an average age higher than the ACTPS average:• bus operators (48.4 years);• linen production and maintenance (46.7 years);• school leaders (46.3 years);• senior officers (45.6 years);• general service officers and equivalent (45.3 years);• nursing staff (43.9 years);26 See http://www.legislation.act.gov.au/a/1994-37/default.aspContext for the Review: 42
• disability officers (43.9 years);• teachers (43.9 years); and• technical officers (43.4 years). 27Figure 7 - Number of ACTPS Employees by Age and GenderBaby Boomers account for 45% of the ACTPS which is in keeping with the broader ACTeconomy based on the 2006 Census.Figure 8 - ACT Workforce by Age and Gender 2845%40%35%30%25%20%18% 18% 17%35%21% 21%42%MalesFemalesTotal15%10%5%9% 9%3% 2%6%0%Generation Y Generation X Baby Boomers Pre-Baby Boomers27 Commissioner for Public Administration (2009) ACT Public Service Workforce Profile 2008-09 ACT Government, Canberra,pp.15-16.28 Australian Bureau of Statistics (2006a) Census of Population and Housing (Cat. No. 2006.0) - 2006 Community ProfileSeries (ACT).Context for the Review: 43
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Governing the City StateOne ACT Gov
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LETTER OF TRANSMITTALMr Jon Stanhop
Page 7 and 8: CONTENTSEXECUTIVE SUMMARY .........
Page 9 and 10: Doing Whole of Government in the AC
Page 11 and 12: Proposed Changes...................
Page 13 and 14: Investing in Capability ...........
Page 15 and 16: Acronyms and Short Forms Used in th
Page 17 and 18: EXECUTIVE SUMMARYIn September 2010,
Page 19 and 20: There are nevertheless areas that r
Page 21 and 22: The Administrative ArrangementsWith
Page 23 and 24: 5. Amend the Public Sector Manageme
Page 25 and 26: 24. Strategic Board outcomes be pro
Page 27 and 28: Department of Justice andCommunity
Page 29 and 30: Figure 1 - Current and Proposed Str
Page 31 and 32: Chief Minister’s Finance Economic
Page 33 and 34: Figure 2 - Structure optionsOption
Page 35 and 36: Priority SettingThe Review recommen
Page 37 and 38: 55. Improve workforce data quality
Page 39 and 40: CHAPTER ONE: BACKGROUND TO THE REVI
Page 41 and 42: Guiding Principles - Embracing Uniq
Page 43 and 44: imperatives, improvements to system
Page 45 and 46: CHAPTER TWO: CONTEXT FOR THE REVIEW
Page 47 and 48: capacity of the Commonwealth Execut
Page 49 and 50: Table 1 - Elected Members at Each L
Page 51 and 52: The ACT in 1989 and 2010PopulationI
Page 53 and 54: Figure 5 - Settlement and New Centr
Page 55 and 56: Canberra in 2010 - a Snapshot• Th
Page 57: In addition to the RLF and its rela
Page 61 and 62: Figure 9 - Sources of ACT Governmen
Page 63 and 64: Table 6 - General Government Sector
Page 65 and 66: looming risks to revenue, which wil
Page 67 and 68: • the development of a city which
Page 69 and 70: CHAPTER THREE: GOVERNING THE CITY S
Page 71 and 72: commitment to an open, accountable,
Page 73 and 74: This form of Committee meeting woul
Page 75 and 76: and cooperative relationships betwe
Page 77 and 78: Australia, should be capable of sig
Page 79 and 80: with respect to the relationship be
Page 81 and 82: undertaken, and the roles participa
Page 83 and 84: These risks can be overcome through
Page 85 and 86: specific policy areas where it is t
Page 87 and 88: Despite its inherent appeal to comm
Page 89 and 90: - and enhance its capacity to provi
Page 91 and 92: Apples and Oranges - the ACTPS and
Page 93 and 94: safer and stronger - helping commun
Page 95 and 96: The ACT's progress is measured by 2
Page 97 and 98: coordination of action. To function
Page 99 and 100: Many of the benefits of the single
Page 101 and 102: priorities and see new ways for COA
Page 104 and 105: Citizen’s dealings with the ACT G
Page 106 and 107: 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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Continuing to provide employees wit
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There is an increasing need for Ser
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… finding this ‘space’ [to in
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Figure 20 - Dimensions of Innovatio
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the past, limitations on external c
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• better information sharing to s
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The plethora of approaches to encou
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Figure 22 - Innovation CycleRecomme
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The legislative employment framewor
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Unions expressed frustration to the
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extend to matters of remuneration a
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• Develop the strategic human res
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Recommendation: Governance• the p
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ameliorate such issues, this is not
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Recommendation: Shared Services•
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This led the Commission to define s
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The second model represents each sp
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The consultation process referred t
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Suggestions:• the sustainability
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taking up to four years. ‘Plannin
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the release of residential land. As
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house prices. Among the actions tar
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The usual model is that Commonwealt
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Canberra also has an extensive walk
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ACTION staff and management are acu
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suggests that it may not be so. Con
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• unless the industrial framework
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Green CabsMany countries are embrac
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modules, each with a lead senior ex
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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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