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

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there was no ‘one size fits all’ approach to engagement activities that worked foreveryone. A range of methods is required to cater for the preferences of differentgroups in the community.The more involved and engaged citizens are in complex planning, program or policyissues, the more aware they become of the constraints, options, and drivers forchange, and the more satisfied they are with the engagement process.There was recognition ... that engagement processes need to get beyond the mostarticulate, loudest or powerful voices. Respondents believed that methods to directlyengage those population groups who are more challenging to reach were required.Such groups included working people, people with children, people with disabilitiesand people of culturally and linguistically diverse backgrounds.The telephone survey and online forum confirmed that there is an appetite to useonline opportunities for community engagement, and access to online services is veryhigh in the ACT. 83The Review notes the Government recently released draft guidelines on communityengagement, and that consultation on those guidelines has now closed. 84Inviting Stakeholders to the Cabinet TableA more formal option for pursuing greater engagement in decision making would be toestablish an Executive Committee of Cabinet along the lines of the one established in SouthAustralia to drive implementation of South Australia’s State Plan (equivalent to the CanberraPlan). At the time it was established, the Executive Committee was “unique in Australia as itis a Cabinet Committee (which the Premier chairs) with two Independent Advisers - onerepresenting the State's Economic Development Board, and one representing the SocialInclusion Board”. 85The Government might consider an equivalent body to oversee implementation andrefinement of the Canberra Plan. It might also consider establishing such a body to guidedevelopment of planning and development policies. This approach would assist in buildingcommunity support for, and engagement with, the Government’s strategic direction for theACT and would be an extension of, but not replacement for, the Chief Minister’s RoundTable meetings with various stakeholder groups.The Commonwealth Government has recently moved to establish a multi-party ClimateChange Committee comprising members of the Government and non-government Senatorsand Members of the House of Representatives. This model might also prove to be of value in83 Twyfords, Straight Talk, ENVision (2010) Report on Improving Community Engagement. Canberrahttp://www.communityengagement.act.gov.au/__data/assets/pdf_file/0003/159735/improving-communityengagement.pdfp.4.84 See http://www.communityengagement.act.gov.au/__data/assets/pdf_file/0007/159694/DRAFT_Community_engagement_-_July_10.pdf85 South Australian Government (2010a) Cabinet Office Overview and Reformhttp://www.premcab.sa.gov.au/dpc/department_cabinet_background.htmlGoverning the City State: 68
specific policy areas where it is thought desirable to draw on the expertise of a cross-partycommittee of Members of the Legislative Assembly. Indeed, it is in this form that thecollaborative committees referred to in the Parliamentary Agreement and discussed abovemight prove most practical.The CLEAR FrameworkThe expressed view that the ACTPS’s performance in undertaking community engagementprocesses has been variable is a fair assessment, driven in part perhaps by a need for moresophisticated understanding of the forms of engagement and methodologies that underpinsuccessful participatory processes.In seeking to improve its performance in this sphere in the future, the ACTPS should makeuse of the CLEAR tool which:develops from the theoretical and empirical insights of a large body of research intoparticipation. It argues that participation is most effective where citizens:• Can do – that is, have the resources and knowledge to participate;• Like to – that is, have a sense of attachment that reinforces participation;• Enabled to – that is, are provided with the opportunity for participation;• Asked to – that is, are mobilised by official bodies or voluntary groups;• Responded to – that is, see evidence that their views have been considered. 86The CLEAR model is set out in Figure 11 below.Figure 11 - The CLEAR Tool 8786 Lowndes, V., Pratchett, L. and Stoker, G. (2006), 'Diagnosing and remedying the failings of official participation schemes: theCLEAR framework' Social Policy and Society, 5, 2 pp. 281-291, p.286.87 Lowndes, V., Pratchett, L. and Stoker, G. (2006).Governing the City State: 69
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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
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 and 58: In addition to the RLF and its rela
Page 59 and 60: • disability officers (43.9 years
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
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Page 79 and 80: with respect to the relationship be
Page 81 and 82: undertaken, and the roles participa
Page 83: These risks can be overcome through
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
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Page 104 and 105: Citizen’s dealings with the ACT G
Page 106 and 107: Canberra suggests, for example, tha
Page 108 and 109: community through the proactive use
Page 110 and 111: innovative ACTPS. Fundamental to th
Page 112 and 113: times, the operation of COAG has se
Page 114 and 115: Indeed, in playing its proper role,
Page 116 and 117: members (where they exist). Overall
Page 118 and 119: Figure 13 - The Public Interest Map
Page 120 and 121: Just because an official is exercis
Page 122 and 123: Appendix 1 - Sample of ACT Governme
Page 124 and 125: The Administrative ArrangementsThe
Page 126 and 127: • creating the Sustainable Develo
Page 128 and 129: Department of Treasury • See Chie
Page 130 and 131: • maintain the Shared Services Go
Page 132 and 133: 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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