The Bureau of Infrastructure, Transport and Regional Economics (BITRE) has published a report on ‘Measuring infrastructure asset performance and customer satisfaction: A review of existing frameworks’. “Well-managed, modern and functioning infrastructure underpins much of Australia’s economic prosperity, “ said BITRE’s head Dr Gary Dolman, releasing the report. “Services provided by roads, rail, ports, telecommunications networks […]
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Infrastructure performance therefore has implications beyond the infrastructure sector. “Yet current infrastructure performance measures often reflect the priorities of infrastructure owners and/ or operators rather than those of customers, and therefore may overlook the changing needs of customers.” The report was prepared with from the Better Infrastructure Initiative (BII) at the John Grill Centre for Project Leadership at the University of Sydney, which has been undertaking research into how to manage Australia’s infrastructure assets for long-term efficiency gains. It provides a review of existing infrastructure performance measures and performance measurement frameworks in Australia and elsewhere, and how customer preferences might be better incorporated to improve the long-term efficiency of operation of Australia’s infrastructure assets. “While some infrastructure asset types, namely public roads and airports, have made significant progress in performance measurement, for others there is a dearth of information or public engagement,” said Dr Dolman. “The patchwork approach that has resulted means that Australia may be missing out on the potential benefits of consistent and widespread performance measurement: improved accountability, incentivised performance, and better performance evaluation. “This report introduces and explores many of the issues surrounding infrastructure performance measurement that should be considered in the context of providing greater consistency across infrastructure asset types.” The report is available (PDF) here. Originally established as the Bureau of Transport Economics in 1970, BITRE) provides economic analysis, research and statistics on infrastructure, transport and regional development issues to inform Australian Government policy development and wider community understanding. It is contained within the Department of Infrastructure and Regional Development. It employs 30 staff, mostly economists, statisticians, modellers, social researchers and policy analysts. [post_title] => How to measure infrastructure [post_excerpt] => [post_status] => publish [comment_status] => open [ping_status] => open [post_password] => [post_name] => how-to-measure-infrastructure [to_ping] => [pinged] => [post_modified] => 2017-10-10 15:13:02 [post_modified_gmt] => 2017-10-10 04:13:02 [post_content_filtered] => [post_parent] => 0 [guid] => https://www.governmentnews.com.au/?p=28218 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw )  => WP_Post Object ( [ID] => 28180 [post_author] => 673 [post_date] => 2017-10-05 10:14:21 [post_date_gmt] => 2017-10-04 23:14:21 [post_content] => The Federal Government’s Digital Transformation Agency (DTA) has called for feedback on ways to improve its Digital Service Standard. The 13 point Standard was released 18 months ago. It is intended as a guide to help Government agencies ensure they build digital services that are “simple, clear and fast.” It has also been informally adopted by a number of state government agencies. The DTA said in a statement announcing the call for comment that the Standard has been working well for some agencies, but that “for other agencies it’s a bit more difficult. “We want to know what’s working well, what’s not so great and what barriers agencies may come across when they’re trying to use that Standard.” Feedback can be submitted through the DTA’s website here. The DTA will also be conducting research interviews with a range of agencies and people who have used the Standard. The Standard was adapted from a similar 18 point set of guidelines in use in the UK Government (the Digital by Default Service Standard). It provides a range of principles that agencies should follow as the implement the digital delivery of their services. The DTA has built a series of detailed guides and handbooks to implementing the Standard, outlining a Discovery, and Alpha and a Beta stage. These include metrics to enable agencies to measure the effectiveness of their digital service delivery. The 13 points:
[post_title] => DTA calls for input on new Standard [post_excerpt] => [post_status] => publish [comment_status] => open [ping_status] => open [post_password] => [post_name] => dta-calls-input-new-standard [to_ping] => [pinged] => [post_modified] => 2017-10-06 10:26:39 [post_modified_gmt] => 2017-10-05 23:26:39 [post_content_filtered] => [post_parent] => 0 [guid] => https://www.governmentnews.com.au/?p=28180 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw )  => WP_Post Object ( [ID] => 28105 [post_author] => 670 [post_date] => 2017-09-25 12:54:21 [post_date_gmt] => 2017-09-25 02:54:21 [post_content] => A new report from the University of Technology Sydney’s Centre for Local Government (UTS CLG) explores the role of local government involvement in local and regional economic development strategies. The report highlights the varying roles and levels of engagement that councils play in regards to leadership, organisation and delivery of local and regional economic development in Australia. “The principle that economic development is a co-responsibility tends to be accepted by all tiers of governments and social and economic actors. However, how this translates into practice remains ambiguous and contested,” said Professor Lee Pugalis, co-author of the report. The promotion of economic development is a relatively recent feature of the activity of local government in Australia. “There is huge diversity of economic development roles across the landscape of local government. For the majority of councils it remains an ‘additional’ rather than ‘general’ function, although this can often downplay their positive role in local and regional economic development,” said Professor Roberta Ryan, director of UTS CLG. “This research has brought to the forefront the importance of internal and external perceptions and how these shape the role of councils in economic development.” Each tier of government is involved in promoting economic development, although in distinct ways that do not necessarily complement one another. The report’s findings support a strong case for advocating the involvement of all tiers of government in the pursuit of local and regional economic development. “The local government sector has an important role to play in promoting economic development, but one that evades a singular model. This poses a distinct challenge to higher tiers of government in terms of how they interface with specific councils as well as how councils interface with their stakeholders,” said Professor Pugalis. The report provides local governments and their stakeholders with research and evidence to help them to better understand regional and local economic development in Australia, and how it can be improved. You can download The Role of Local Government in Local and Regional Economic Development report here. [post_title] => Local government and economic development [post_excerpt] => New report highlights importance of local government in local and regional economic development. [post_status] => publish [comment_status] => open [ping_status] => open [post_password] => [post_name] => local-government-economic-development [to_ping] => [pinged] => [post_modified] => 2017-09-25 13:18:19 [post_modified_gmt] => 2017-09-25 03:18:19 [post_content_filtered] => [post_parent] => 0 [guid] => https://governmentnews.com.au/?p=28105 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw )  => WP_Post Object ( [ID] => 28087 [post_author] => 670 [post_date] => 2017-09-22 09:40:49 [post_date_gmt] => 2017-09-21 23:40:49 [post_content] => The Western Australian Government has moved to reduce large compensation payouts for senior bureaucrats when a contract is brought to an early end. The Public Sector Commissioner has decided to apply a new approach when determining compensation payments. Currently, senior members of the public service may seek a compensation payment of up to 12 months' remuneration, which includes salary, motor vehicle allowances and superannuation. Under the new policy, in operation from 1 September 2017, compensation payments will be applied on the basis of four months' remuneration for each full year of the contract remaining, up to a maximum of 12 months. Further legislative changes will also limit the maximum compensation payment when officers' contracts are brought to an early end, to 12 months' salary rather than remuneration. If this approach had been applied to Senior Executive Service officers since March 2017, the total compensation costs would have been reduced by about 41 per cent. As part of the government's workforce reform, legislation will be introduced to also remove the existing 'right of return' provision available to Senior Executive Service officers appointed under the Public Sector Management Act 1994 and health executives appointed under the Health Services Act 2016. Following the enactment of the legislation, a six-month transition period will be in place, enabling officers to exercise their right to return to a permanent tenure if they wish to do so. WA Premier Mark McGowan said: “A number of people leave the public service for various reasons. While there is an initial cost that the state government is trying to reduce, there is also long-term savings.” [post_title] => WA to cut back SES payouts, benefits [post_excerpt] => New approach to reduce large compensation payments to WA's most senior bureaucrats. [post_status] => publish [comment_status] => open [ping_status] => open [post_password] => [post_name] => wa-cut-back-payouts-benefits-senior-bureaucrats [to_ping] => [pinged] => [post_modified] => 2017-09-22 09:42:26 [post_modified_gmt] => 2017-09-21 23:42:26 [post_content_filtered] => [post_parent] => 0 [guid] => https://governmentnews.com.au/?p=28087 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw )  => WP_Post Object ( [ID] => 27993 [post_author] => 670 [post_date] => 2017-09-11 12:56:20 [post_date_gmt] => 2017-09-11 02:56:20 [post_content] => City of Darebin council in the northern suburbs of Melbourne is implementing business process management software to enhance the council’s focus on improved frontline customer service. The City of Darebin has a population of more than 150,000. The council’s full-time employees are responsible for providing a broad range of services to the community, including street lighting and signage, waste collection, maintenance of parks and sporting facilities. The move follows a comprehensive review by the council of customer service team processes as part of a customer service model review to ensure that policies and procedures relevant to customer queries are close at hand. At the same time, the council wants to provide an easy and fast way for staff to access a central repository of everyday processes. The cloud-based software will enable the organisation to map, review and improve processes on an ongoing basis, providing a faster, smarter way to deliver a range of appropriate and well-planned services. Coordinator of council planning and performance, civic governance and performance Jim Barrett at the City of Darebin said: “The software will assist in supporting the council’s strategic framework for planning and document integration. At the same time, it will play a pivotal role in enabling us to maintain a high level of governance across the entire organisation. “These processes involve many forms and include applications such as planning permits and waste bin replacements, which individually can be complex procedures and involve several departments within the council.” It will also enable the council to measure and demonstrate process efficiencies following rate capping. “We came across the Promapp system through our council colleagues in the local government sector and also appreciated the benefit of access to its local government shared process library that will enable us to share knowledge and learn from the experience of other councils throughout Australia and New Zealand,” said Mr Barrett. The cloud-based process library includes over 2,500 processes developed and shared by councils and includes processes for activities such as building consents, resource consents, wastewater management, environmental health and environmental monitoring. “The software will easily integrate with our existing intranet and we'll be able to embed it ad hoc within specific processes for different policies as they are developed in the years ahead,” said Mr Barrett. “The council plans to use lean management methodologies as part of our deployment to analyse and improve processes on an ongoing basis. The result for council residents is that they will see consistency in messaging with faster, more accurate service,” said Mr Barrett. [post_title] => City of Darebin to boost customer service [post_excerpt] => City of Darebin is implementing business process management to enhance its focus on customer service. [post_status] => publish [comment_status] => open [ping_status] => open [post_password] => [post_name] => city-darebin-boost-customer-service [to_ping] => [pinged] => [post_modified] => 2017-09-11 12:56:20 [post_modified_gmt] => 2017-09-11 02:56:20 [post_content_filtered] => [post_parent] => 0 [guid] => https://governmentnews.com.au/?p=27993 [menu_order] => 0 [post_type] => post [post_mime_type] => [comment_count] => 0 [filter] => raw )  => WP_Post Object ( [ID] => 27956 [post_author] => 670 [post_date] => 2017-09-04 16:05:10 [post_date_gmt] => 2017-09-04 06:05:10 [post_content] => Each year on Equal Pay Day, politicians boast about (or denigrate, depending on their political persuasion and position in parliament) the progress made towards bridging the gender pay gap and undertake to continue efforts to ensure women are equal in the workforce. This year, the Minister for Women, Senator the Hon Michaelia Cash, said it was encouraging that the gender pay gap narrowed further over the last twelve months, with latest figures showing it has fallen from 16.3 per cent to 15.3 per cent. “The further reduction in the gender pay gap demonstrates the Turnbull Government’s policies to assist women breakdown barriers in the workforce are delivering results, yet, I remain acutely aware that more work needs to be done,” Minister Cash said. Senator Cash then proceeded to list the government’s programs, for example that in July 2017 the Turnbull Government launched Towards 2025, an Australian Government strategy to boost women’s workforce participation that outlined the government’s roadmap to reduce the gender participation gap by 25 per cent by 2025. The strategy detailed actions the government was planning to take to address some of the drivers of pay inequity in Australia, including for flexible work, childcare costs and early education. “By boosting workforce participation of women we can further close the gender pay gap, raise living standards across the board and secure Australia’s future prosperity,” Minister Cash said. The programs include:
- Understand user needs: Research to develop a deep knowledge of the users and their context for the service.
- Establish a sustainable multidisciplinary team to design, build, operate and iterate the service, led by an experienced product manager with decision-making responsibility.
- Design and build the service using the service design and delivery process, taking an agile and user-centred approach.
- Understand the tools and systems required to build, host, operate and measure the service and how to adopt, adapt or procure them.
- Make it secure: Identify the data and information the service will use or create. Put appropriate legal, privacy and security measures in place.
- Consistent and responsive design: Build the service with responsive design methods using common design patterns and the style guide.
- Build using open standards and common government platforms where appropriate.
- Make all new source code open by default.
- Ensure the service is accessible to all users regardless of their ability and environment.
- Test the service from end to end, in an environment that replicates the live version.
- Measure performance against KPIs set out in the guides. Report on public dashboard.
- Don’t forget the non-digital experience: Ensure that people who use the digital service can also use the other available channels if needed, without repetition or confusion.
- Encourage everyone to use the digital service and consolidate or phase out existing alternative channels where appropriate.
- Funding new child care and early learning reforms, which are estimated to encourage more than 230,000 families increase their workforce participation.
- Expanding the ParentsNext pre-employment program, which helps parents of young children plan and prepare for work by connecting them with services in their local community.
- Implementing the Australian Public Service Gender Equality Strategy, which requires every agency to set targets for gender equality in leadership positions and boost gender equality more broadly.
- Investing $13 million over five years in getting more women into science, technology, engineering and maths under the National Innovation and Science Agenda.
- Setting a target of women holding 50 per cent of government board positions overall and strengthening the BoardLink program.
- Partnering with businesses to support women into leadership positions through scholarships provided by the Australian Institute of Company Directors.
- Continuing funding the Workplace Gender Equality Agency.
- Seven in ten government executives predict blockchain will significantly disrupt the area of contract management, which is often the intersection of the public and private sectors
- 14% of 'trailblazer' government institutions expect to have blockchain in production at scale by 2017, and are utilising blockchain to help reduce time, cost and risk in regulatory compliance, contract engagement, identity management and citizen services.
- Six in ten governments recognise regulatory constraints as the greatest barrier to the adoption of blockchains, followed closely by what they perceive as immature technology and lack of executive buy-in
- The introduction of a requirement to produce an annual Modern Slavery Statement.
- The reporting requirement would be applicable to a range of entities:
- with a proposed revenue threshold no lower than $100 million total annual revenue, and
- headquartered in Australia or that have any part of their operations in Australia.
- Entities will be required to report on their actions to address modern slavery in both their operations and supply chains (including beyond first tier suppliers).
- Entities will be required to report, at a minimum, against four criteria (which cover the optional criteria set out in the UK Modern Slavery Act):
- the entity’s structure, its operations and its supply chains;
- the modern slavery risks present in the entity’s operations and supply chains;
- the entity’s policies and processes to address modern slavery in its operations and supply chains and their effectiveness (such as codes of conduct, supplier contract terms and training for staff), and
- the entity’s due diligence processes relating to modern slavery in its operations and supply chains and their effectiveness.
- Modern Slavery Statements would need to be approved at board level and be signed by a director.
- Entities would be required to publish their Modern Slavery Statement within five months after the end of the Australian financial year.
- Entities would be required to publish their Modern Slavery Statement on their websites, with the Government also proposing a publicly accessible central repository.
- Punitive penalties for non-compliance are not proposed but options for oversight are being considered.
- The Government will provide guidance and awareness-raising materials for business.
- Government as market enabler and developer.
- Value for money.
- Robust outcomes-based measurement and evaluation.
- Fair sharing of risk and return.
- Outcomes that align with the Australian Government’s policy priorities.
- The creation of a ‘single window’ for trade such as in Singapore and New Zealand.
- The expansion of the Australian Trusted Trader Program (ATTP).
- The recent completion of four Mutual Recognition Agreements (MRA) with other customs services for those in the ATTP.
- The promise of more MRA with customs services in other trading partners.
- The development and implementation of Free Trade Agreements (FTA) to improve the use of those current and future FTAs by the adoption of robust Rules of Origin, enhanced border clearance facilitation.
- The increased use of more advance technology and reporting systems.
The Federal Government’s Digital Transformation Agency (DTA) has called for feedback on ways to improve its Digital Service Standard. The 13 point Standard was released 18 months ago. It is intended as a guide to help Government agencies ensure they build digital services that are “simple, clear and fast.” It has also been informally adopted […]
New report highlights importance of local government in local and regional economic development.
New approach to reduce large compensation payments to WA’s most senior bureaucrats.
City of Darebin is implementing business process management to enhance its focus on customer service.
Equal Pay Day was on Monday – what have we achieved?
The blockchain is set to revolutionise the public sector and disrupt the way dozens of industries are operating.
A consultation paper outlines the government’s Modern Slavery in Supply Chains Reporting Requirement.
The Federal Government has announced a number of initiatives to encourage Social Impact Investing.
The waste fiasco exposed in the Four Corners report will have wide-ranging implications for local governments.
Minister Dutton has assured those in the supply chain that the current work agenda would be maintained under the Home Affairs department.
The awards recognise the innovative work that occurs in the public service.
Governments need to ensure safer work practices for hospital doctors.