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

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Zealand Public Service, but entirely applicable to the ACTPS, New Zealand’s Review of theCentre noted:Fragmentation makes coordinated service delivery more complicated, adds to the costs ofdoing business, and blurs accountability for some issues. Structural fragmentation meansmany small agencies, spreading leadership talent and other skills more thinly and increasingthe risk of weak capability. Fragmentation means Ministers need to build relationships withmultiple agencies, and at times reconcile conflicting agency positions at an excessivelydetailed level. Fragmentation can make alignment more difficult. 102Under the recommended structure, there would be a single agency responsible for supportingthe government of the day across a number of service delivery lines. This model suits theunique nature of the ACT and consistently reflects how the citizenry and stakeholder groupsexpect to deal with the ACT Government – as a single and unified entity. It facilitates greatercohesion and coordination, enhances alignment and cohesiveness, and creates opportunitiesto unlock the benefits of the ACT’s small scale.This structure mirrors the arrangements put in place for bushfire recovery and the stimuluspackage on a larger and ongoing scale.Perhaps above all, this structure allows the ACTPS to be agile, uniting it behind a clear set ofshared and commonly understood priorities, providing a mechanism for navigating theuncertainties that the ACT will continue to face, and facilitating flexible responses tochanging circumstances. It reduces fragmentation and opportunities for coordination tounravel resulting in people and issues falling through the cracks.Of course, structural change on its own is not the answer to enhancing service delivery or thequality of strategic advice provided to the Government. Putting different organisationstogether does not prevent silos forming and reforming. These issues are discussed in moredetail below, and in subsequent chapters, but in combination with cultural change, systemsenhancements and the creation of institutional imperatives, supported by high qualityleadership by Ministers and senior officials, these weaknesses can be overcome.In this context, the Review considers that strong leadership, particularly at the seniorexecutive levels, is crucial to the task being faced. Despite it being raised in a number ofstaff round tables, the Review has concluded that a reduction in the number, quality,experience and skill base of senior executives would be a false economy. That is not to saythat there is no room for individual officers to do better, or that change will succeed withoutsignificant support of officers at all levels, and those in leadership positions in particular. Itdoes, however, reflect the argument that the answer to enhancing the performance of theACTPS lies in fostering alignment, sharing a common purpose and facilitating agileresponses to emerging issues, rather than in simply reducing the number of SES andincreasing the number of staff at lower levels within the current structure.102 State Services Commission (2001) p.4.Governing the City State: 74
Apples and Oranges – the ACTPS and its State CounterpartsWhile the recommended unified ACTPS structure appears radical if the comparators are stategovernment bureaucracies, such an assessment overlooks the classic “apples and oranges”comparison involved. The ACT Government and ACTPS are fundamentally different to theirAustralian jurisdictional counterparts.In terms of budget and staff, an organisation of 20,000 people with a budget of around$4 billion is not unreasonable or unmanageable. Brisbane City Council, for example, is thelargest local government in Australia with 26 wards and 27 Councillor positions. In 2010-11its budget involved total expenditure of around $2.8 billion. 103 Underneath the elected officeholders and Councillors, reporting through the Chief Executive Officer, is a singleorganisation with a total staff of around 9,500 divided into seven organisational units: 104 CityPlanning and Sustainability; Brisbane Infrastructure; Family and Community Services;Brisbane Transport; City Business; Corporate Services; and the Corporate Strategy Office.Like Canberra in the Australian context, Vienna has a special position as the seat of theFederal Capital, a city state within the Republic of Austria, and as a municipality.105 It has asingle city administration that fulfils the functions of the municipal council of the City ofVienna, the Central District Authority of the Administrative District of Vienna, and theOffice of the Provincial Government of Vienna. It reports to the Mayor of Vienna, through asingle Chief Executive Director. 106 The Vienna City Government comprises the: 107• Mayor and Governor of Vienna;• Vice-Mayor and Vice-Governor, Executive City Councillor for Housing, HousingConstruction and Urban Renewal;• Vice-Mayor and Vice-Governor, Executive City Councillor for Finance, EconomicAffairs and Vienna Public Utilities;• Executive City Councillor for Integration, Women's Issues, Consumer Protection andPersonnel;• Executive City Councillor for Education, Youth, Information and Sports;• Executive City Councillor for the Environment;• Executive City Councillor for Cultural Affairs and Science;• Executive City Councillor for Social Affairs, Public Health and Hospitals; and• Executive City Councillor for Urban Development, Traffic and Transport.Executive City Councillors “preside over the administrative group corresponding to theirrespective Portfolio, and the individual departments it is subdivided into” and each “bears103 Seehttp://www.brisbane.qld.gov.au/2010%20Library/2009%20PDF%20and%20Docs/1.About%20Council/1.10%20News%20and%20publications/Budget%202010-2011/budget_1011_budgetataglance.pdf104 See http://www.brisbane.qld.gov.au/about-council/council-organisation/index.htm105 Stadt Wien (2010) The Organisation of the Vienna City Administration Viennahttp://www.wien.gv.at/english/administration/organisation/pdf/administration.pdf p.12.106 Stadt Wien (2010) pp.19,22.107 Vienna City Administration (2010) City Government http://www.wien.gv.at/english/politics/citygovernment/Governing the City State: 75
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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
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 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 enhance its capacity to provi
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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
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
Page 134 and 135: The most influential aggregation of
Page 136 and 137: The role of the proposed Chief Mini
Page 138 and 139: 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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