B.2 Performance Analysis – Workforce Strategies

To equip the ACTPS to deliver Government priorities efficiently, a range of workforce initiatives have been driven across the ACTPS. These initiatives are explored below.

Respect, Equity and Diversity Framework

The Resolving Workplace Issues resources were established under the Respect, Equity and Diversity (RED) Framework in 2015 to continue embedding positive workplace cultures across the ACTPS. The resources focus on the identification and management of inappropriate behaviour at the local level through to more serious allegations of misconduct that are managed under ACTPS Enterprise Agreements.

A review of these resources commenced in 2017-18 to ensure they remain current and best practice. It is expected that the review will be finalised during 2018-19.

Aboriginal and Torres Strait Islander Framework and People with Disability Employment Framework

A renewed focus continued on the employment of Aboriginal and Torre Strait Islander Peoples and People with Disability through 2017-18. The respective employment strategies were removed from the RED Framework and developed into accessible stand-alone employment strategies. The Frameworks were launched in September and October 2017 respectively.

Employment of Aboriginal and Torres Strait Islander Peoples in the ACTPS

At June 2018, workforce data shows that the employment of Aboriginal and Torres Strait Islander Peoples has increased to 1.7 per cent (336.7 FTE or 380 employees).

Following the success of previous years’ Aboriginal and Torres Strait Islander Traineeships, interviews for the 2018 Aboriginal and Torres Strait Islander Vocational Employment Program were held in June 2018. Please note that the Aboriginal and Torres Strait Islander Traineeship Program was retitled to the Aboriginal and Torres Strait Islander Vocational Employment Program. Forty four applications were received for the program with seventeen positions available across the ACTPS. The successful candidates will commence early in the 2018-19 financial year. As part of the Program, participants are required to complete a formal learning and development program equivalent to a minimum Certificate lll or similar. Following successful completion, participants are permanently appointed to the ACTPS at the Administrative Service Officer Class 2 or equivalent depending on the directorate in which they are placed. This year, the pool of applicants for the Vocational Employment Program will be shared with other jurisdictions including the Australian Public Service (APS) and the Canberra Business Chamber for private sector employment opportunities.

More information about this employment framework is covered in the Workforce Profile section.

Aboriginal and Torres Strait Islander Traineeship Program Participant Catch Up: Ashlee Spencer

Ashlee Spencer was a participant in the 2017 Aboriginal and Torres Strait Islander Traineeship program. Following the completion of the program, Ashlee works as a Customer Services Officer in the Land Titles team within Access Canberra and successfully completed a Certificate III in Business.

Ashlee’s highlights of the program:

It created numerous opportunities leading to becoming the shadow secretariat for the 2018 CMTEDD RAP group. These opportunities were:

  • getting to meet and relate to other Aboriginal and Torres Strait Islander people in the traineeship program;
  • being able to create a community at work with amazing people;
  • joining the Reconciliation Action Plan (RAP) group and the Aboriginal and Torres Strait Islander mentoring group for CMTEDD; and
  • taking away from it an improved self and work life.

A challenge of the program:

In the beginning adjusting to moving around different workplaces, as it can sometimes be at short notice, and establishing new networks.

Ashlee concluded with:

“To anyone that was interested in the traineeship I would encourage to pursue it, and to be open to all the opportunities that comes with it.”

“I would like to add that I think this is such an amazing program and what it’s done for me and other Aboriginal and Torres Strait Islander people is very empowering.”

Employment of People with Disability in the ACTPS

At June 2018, workforce data shows that the employment of People with Disability has increased to 2.5 per cent (505.6 FTE or 565 employees).

The first Disability Employment Services Provider Expo was held in August 2017. This is an avenue for members of the community and new school leavers to link in and meet with local providers that support the employment for People with Disability and Aboriginal and Torres Strait Islander Peoples. Due to its success and positive feedback, the Expo will be held again in August 2018.

Applications for the 2018 Inclusion Vocational Employment Program (previously the Traineeship Program) closed in January 2018. Over 250 applications were received. Interviews will be held in July 2018 with at least 11 positions available. Program participants will commence on a staggered basis from August 2018. This year, the pool of applicants for the Vocational Employment Program will be shared with other jurisdictions including the APS and the Canberra Business Chamber for private sector employment opportunities.

In early 2018, two Interns were placed through the Australian Network on Disability’s ‘Stepping Into’ Internship program. One intern was placed in CMTEDD and the other was placed in CSD.

To better support ACTPS employees with disability, meetings with staff have been undertaken to establish the ACTPS Disability and Allies Network. The network aims to facilitate learning and awareness of issues, co-ordinate events and enable consultation on policy development.

Inclusion Traineeship Program Participant Catch Up: Daniel McKenny

Daniel McKenny was a participant in the 2017 Inclusion Traineeship Program. Following the completion of the Program, Daniel works as a Licensing Officer in the Liquor and Gaming Licensing Team within Access Canberra and successfully completed a Certificate III in Business.

Daniel’s highlights of the Program:

  • the opportunity to work within a structured environment on a routine basis;
  • meeting new people through my work; and
  • learning new skills and being provided with the opportunity to gain a qualification that is nationally recognised and providing me the opportunity to enter the public service.

Challenges faced during the program:

  • adapting to the study schedule at CIT one day a week;
  • learning new systems/procedures as part of daily work practices and routines; and
  • learning to develop a work/life balance.

Daniel concluded with: ‘I think more people should be offered the chance to do Traineeships as they offer a gateway into industries via a qualification which many people may have when applying for jobs. However, they have the lack of experience which an employer may be looking for which in essence a traineeship can provide’.

Workforce Capability

The Chief Minister’s Statement of Ambition is a call to action for workforce transformation. The ACTPS must systematically and deliberately ‘attract and retain the talented people that can help make our city great’ to shape an effective and efficient public service of the future.

Aligning directly to the Government’s priority to ‘attract and retain the talented people that can make our city great1’; in 2017-18, the ACTPS has continued to build the workforce capability required to be an agile, responsive and innovative public service that is able to deliver the Government’s priorities and provide effective services to the ACT community now and into the future.

To achieve this, work centred on the development and implementation of workforce strategies and practical tools through effective collaboration with directorates to co-develop approaches that support workplace culture and capability.

A cross directorate working group comprised of HR Directors from across the Service was established to support positive workplace cultures. This ‘Culture Ready’ working group has an initial focus on assisting the transition to Activity Based Working (ABW) environments for approximately 3,000 employees by 2020.

In 2017-18, the Culture Ready Working Group began development of practical resources, policies, training material and team working tools to support positive workplace cultures and contemporary management practice. Further work to implement this initiative in directorates will occur throughout 2018-19.

The ADAPT (Align, Design, Analyse, Program and Transform) Strategic Workforce Planning Toolkit (ADAPT Toolkit) was developed in 2017 to support strategic workforce planning activity across the ACTPS. The ADAPT model aligns service innovation, business improvement opportunities and strategic priorities with ‘people planning’ to drive business transformation.

The ADAPT Toolkit was launched on the ACTPS Employment Portal in November 2017 as a fully accessible and interactive smart-form. The ADAPT Toolkit assists users to build a workforce around key service delivery into the future, supporting work areas to continue to effectively deliver on Government priorities and future service commitments.

Prompted by global trends and discourse, consideration was also given to the future of work for the ACTPS. In 2017-18, work was undertaken to complete a jurisdictional scan of current practice and principles were developed which will enable the ACTPS workforce to meet future challenges and opportunities. Further work is planned for 2018-19.

Released in 2018, the ACTPS Learning Strategy and the ACTPS Core Learning Policy, articulates our commitment to an ongoing learning environment for the ACTPS and reinforces our commitment to innovation and change. The ACTPS Learning Strategy will ensure our workforce is building the leadership and learning culture we want in the ACTPS. The Core Learning Policy supports the ACTPS Learning Strategy and the ACTPS Shared Capability Framework in building the ACTPS of the future. It identifies training for all employees regardless of their directorate or the position they hold. Core learning topics have been selected to ensure employees are aware of the fundamentals of working in the ACTPS and provide a consistency of core skills development across the Service.

The ability of ACTPS leaders to create productive working environments that engage employees and foster collaboration, innovation and responsiveness is central to developing the ACTPS workforce as a whole.

With the move to the Government Office blocks in Civic and Dickson in 2020, the focus of executive learning and development over the next two years will be around people management, program management and budget management.

Directors-General will be involved in the selection of Band 1 and 2 executives to undertake the following modules:

Whole of Government Training Providers Panel Arrangement

Throughout 2017-18, a procurement process was undertaken to expand the Whole of Government Training Panel.

As of July 2018, we will be transitioning to a new Whole of Government Panel of Training Providers arrangement which will replace the current training arrangement. The new panel arrangement will provide ACTPS directorates and agencies with access to a variety of suppliers who provide contemporary, future focussed and structured training. The new arrangement has significantly increased the number of providers available to the Territory for training services and includes three new categories: Executive Leadership and Development, Emergency Response and Fire Safety, and Inclusion Programs.

Forty providers have formed part of the Training Panel. The new Panel offers the following training categories:

An important change with the new arrangement is the use of the Panel Management Portal (PMP). The PMP features automated workflows and alerts, offers a significant degree of self-management and control, as well as real time data for reporting, compliance and performance management purposes.

The PMP allows the directorates and providers to work more efficiently and effectively together in the procurement of training services across the Territory.

Activity Based Work in the ACTPS

The ACT Government is committed to having up to date, contemporary and innovative work spaces to allow its workforce to deliver services to the Government and the broader community.

Activity Based Work (ABW) has been endorsed as the presumptive model for all new fit-outs and refurbishments of new or existing office accommodation across the ACTPS. This decision has informed the design of the Dickson and Civic office blocks, which are being privately developed for lease by the ACTPS. Both buildings are expected to be occupied by the ACTPS in 2020 and will accommodate more than 3,000 staff.

An evaluation of staff satisfaction in July 2017 following initial ABW fit-outs at the Canberra Nara Centre (Civic) and Cosmopolitan Building (Woden) demonstrated that a significant majority of staff were supportive of the shift to contemporary work practices. Some key results include:

The expansion of ABW within the ACTPS continued during the 2017-18 reporting period, with the completion of ABW fit-outs at TransACT House in Dickson, 255 Canberra Avenue in Fyshwick and the Callam Offices in Woden. More than 800 staff are now working flexibly across five locations.

Lessons continue to be learned from each roll-out of ABW, and applied in the design and implementation of subsequent roll-outs. Collectively, a significant body of knowledge and experience has been established to inform the change program to transition 3,000 staff into the Civic and Dickson office blocks.

The Workforce Transformation Group has been established to drive workforce readiness ahead of the transition to the new building. This group has a whole of Government focus with executive representation from each directorate. Three sub-groups have been established to deliver programs of work in the key areas of technology, operations, and workplace culture.

Consultation with staff and with union stakeholders on how the change program will be implemented is ongoing, and will be a point of focus for 2018-19.

Revised Executive Structure

In 2016, changes were made to the PSM Act that established the Senior Executive Service within the ACTPS. Among other things these changes provided clear roles and responsibilities of Directors- General and Executives across the ACTPS. The PSM Standards were amended on 28 June 2018 to introduce a revised executive classification structure to further implement these changes. A new four band 16 point executive classification structure replaced the previous three band 12 point executive structure. This revised structure creates a clearer delineation between executive levels.

The new executive classification structure is based on an independent review of the executive structure. This is the first review of the executive structure conducted since the original structure was established in 1994. The review considered a comprehensive interjurisdictional analysis of Commonwealth, State and Territory executive structures. The new structure is effective from 1 July 2018 and all current executives will be translated into the new classification structure without being disadvantaged.

ACT Government Veterans Employment Strategy

The ACT Government Veterans Employment Strategy was launched on 13 September 2017. The Strategy focuses on assisting veterans as they transition from the Australian Defence Force (ADF) into civilian employment, specifically into the ACTPS.

In late 2017, a staff survey was undertaken to determine the number of veterans employed in the ACTPS and gain an understanding of their experience of entering the ACTPS. A total of 134 responses were received in the survey. The results of the survey are now informing further actions for the ACTPS.

The ACTPS Veterans Employment Transition Guide was launched in April 2018. The guide has been developed for people considering professional options after a career in the ADF. It provides information on the ACTPS and useful tips for job searching and navigating the application and selection process.

A number of ACTPS employees attended the ACT Australian Defence Force (ADF) transition seminar on 18-19 April 2018 to provide background about the ACTPS, information on conditions of employment and promote employment possibilities.

Seven senior executives in the ACT Public Service participated in Exercise Executive Stretch on 22-23 April 2018. This program is conducted by the Department of Defence to provide an opportunity for employers to see and experience first-hand what Reservists do.

The HR system has also been updated to enable self-identification of veterans.

Six Executive Champions were appointed in June 2018. These ACTPS senior executives are looking at the most effective way they can support veterans with the transition into civilian life and employment in the ACTPS.

Industrial Relations and Enterprise Agreements

The ACTPS employment framework includes 17 Enterprise Agreements made under the Fair Work Act 2009 (Cwlth). These cover the majority of the Sector. While the Enterprise Agreements nominally expired on 30 June 2017, under the Fair Work Act 2009 (Cwlth) they continue to operate until replaced. Negotiations with unions and other employee representatives to replace them are nearing completion.

The Government is offering fair, affordable and competitive wage and entitlement enhancements including important and significant commitments to its workforce concerning job security and future employment opportunity. Negotiations with unions and nominated non-union bargaining representatives have been extensive and have largely concentrated on the common core aspects of agreements. Broader reform is sought in relation to the ACTION, Fire Fighting and Canberra Institute of Technology (CIT) agreements, with the view of creating sufficient flexibility to meet the community’s changing needs and expectations.

A Commitment to Better Communications and Engagement

The ACT Government has a ‘One Government’ approach to putting the citizen at the centre of its communications and engagement efforts.

An indicator of the effectiveness of communication mechanisms of Government is the community’s perceptions of whether they are engaged and informed on important priorities, services and major projects.

Since implementing a Whole of Government approach to communications, the community has felt better informed each year about ACT Government services, increasing from 58% of the community feeling well informed in 2015, to 73% in 2018.

Engagement reform

In 2017-18 the ACT Government committed to strengthening its approach to community engagement to hear from more Canberrans, to provide clear information and easy opportunities for the community to have their say on the issues that matter. At its heart, the engagement reform is:

Whole of Government communications and engagement strategy

To increase the transparency of the upcoming engagements and community information campaigns a Whole of Government Communications and Engagement Strategy was publicly released in February 2018. A link to the Strategy can be found on the ACT Government 'Your Say' website.

The strategy forecasts Government’s priority conversations with Canberrans, and identifies opportunities for collaboration. It supports directorates practically, and forges connections across directorates, portfolios and with external stakeholders.

Deliberative engagement

The use of deliberative engagement is one element of engagement reform for the ACT Government, and provides processes where a representative group of Canberrans have the time and information to gain an understanding on complex policy issues to inform recommendations to Government.

In 2017-18 the ACT Government delivered four deliberative engagement processes, a Carers’ Strategy, Citizens’ Jury considering improvements to the Compulsory Third Party Insurance Scheme, a Citizens’ Panel on the housing needs of the future (Housing Choices Collaboration Hub) and a Citizens’ Forum to inform a shared vision and prioritisation of city services (Better Suburbs Citizens Forum).

To support this growing practice, an external deliberative engagement Community of Interest has been established, as a partnership between ACT Government officials, the University of Canberra, Canberra Alliance for Participatory Democracy, engagement practitioners and interested community members.

An online insights community

An online insights community is in development, to allow a greater diversity of Canberrans to engage with the Government more quickly and easily. It will be launched in late 2018.

It will establish a capability for ACT Government directorates and agencies to quickly seek advice from a broadly representative segment of the community and analyse their responses to gain insights about key ACT Government initiatives, topics and issues. It will also provide a new platform to reach more voices, more easily - not just those who can attend public meetings and more traditional engagement activities.

Closing the loop

Community engagement practices rely on transparency of process and feedback on results obtained, to build trust and encourage altruistic participation.

In 2017-18 guidelines have been implemented on the proactive release of community views, research and feedback received through engagements, including:

Snapshot

CTP Citizens’ Jury: A Deliberative Democracy Case Study

An innovative engagement process was undertaken over seven months in 2017-18 to find out what the community really wanted out of the ACT’s Compulsory Third Party Insurance (CTP) scheme, through a citizen’s jury.

Citizens’ juries are an innovative way for members of the community to make collective recommendations on complex issues. The jury receives information and access to experts so they can deliberate in an informed way on policy trade-offs.

The process commenced in September 2017, actively seeking the views of the Canberra community through an online engagement process and through statistically sound market research. Invitations to participate in a citizens’ jury were then sent to 7,500 Canberra households, with 54 jurors recruited to represent a mix of people broadly corresponding to the ACT’s population demographics.

Jurors spent three weekends and many hours in between considering the scheme from all perspectives, including hearing from people injured in motor vehicle accidents. The process was supported by many experts and involved those parties with an interest in the scheme through a Stakeholder Reference Group (SRG). The SRG spent almost 30 hours in deliberations to provide input into the development of four models by the scheme designer that met the jury’s identified priorities for an improved CTP scheme to best balance the interests of all road users.

The jury’s chosen model is a hybrid no-fault common law scheme, with coverage and benefits that best met their priorities.

The ACT Government has publicly committed to pursuing the scheme chosen by the jury and to introducing legislation to the ACT Legislative Assembly by the end of 2018. If passed, it is expected the new scheme will commence in Canberra in the second half of 2019.

As a pilot deliberative democracy project, the CTP citizens’ jury demonstrated the significant benefits of working directly with the community on complex policy development and internally, the benefits of closer working relationships between policy, communications and engagement officers.

Establishment of the ACT Centre of Data Excellence (the Centre)

Developing the capability of employees in data analytics and data management provides significant opportunities to strengthen our performance as a service. Data analytics has the potential to help identify new perspectives on complex problems and improve outcomes.

In 2017-18, the Office of the Chief Digital Officer established the ACT Centre of Data Excellence (the Centre). This includes a base version of the data technology platform and associated functions and the recruitment of a small team of data specialists to operate the platform and conduct data analytics projects. The Centre’s strategic outcomes are to improve evidence-based decision making, leading to delivery of better services for citizens and building on the data capability in our workforce.

The ACT Digital Services platform was also established and will enable people to access multiple ACT Government services easily via their mobile phone. This platform and the use of best practice design methods will allow the ACT to reimagine and transform services in a human centred, fully digital way.

The following services were publicly released on 31 May 2018:

During 2018-19, the aim is for the Centre of Data Excellence to:

Priorities for ACT Digital Services during 2019-20 include:

Reportable Conduct Scheme

The Reportable Conduct Scheme (the Scheme) commenced on 1 July 2017 under the Ombudsman Act 1989 and the Children and Young People Act 2008. The Scheme is designed to support the ongoing commitment to safeguarding children in our community. It is a Scheme which requires affected employers to better manage and report on allegations of inappropriate conduct involving children, and which establishes an oversight function that sits with the ACT Ombudsman.

In preparation for the commencement, and to support the implementation of the scheme across the ACTPS, communication and training was provided to staff across the ACTPS. Specialised training was provided to designated reportable conduct officers in each directorate and further developed through regular practitioner meetings, which brought together the reportable conduct officers as well as representatives from the Government Solicitor’s Office and the Ombudsman’s office.

In the first year of operation of the Scheme, ACTPS directorates made 29 reports to the Ombudsman’s office about reportable conduct matters. These matters have been handled within the relevant directorates, at times with referral to the Professional Standards Unit, especially where matters also constituted alleged misconduct. The ACTPS is continually reviewing and evaluating its approach to the Scheme and the handling of reportable conduct matters to ensure compliance with the Scheme and to develop best practice processes that protect the safety of children and young people.

Work Safety, Rehabilitation and Workers’ Compensation

Work is underway to improve policy, program and service delivery arrangements to support the health, safety and rehabilitation of our workforce.

The ACT Government has determined to make an application to the Safety, Rehabilitation and Compensation Commission (SRCC) to become a self-insurer within the Comcare scheme. As a licenced self-insurer, ACTPS employees will continue to be protected by the same workers’ compensation arrangements that apply now and allow the Territory to influence how these services are delivered to its employees.

To support self-insurance, the ACT Government has been working to establish a best-practice claims management model that promotes health and mental wellbeing for injured ACTPS employees. This model has been informed by consultation with ACTPS employees, unions and insurance experts.

It is intended that transition to the self-insurance arrangement will commence in Quarter 1, 2019 (calendar year), pending the SRCC’s approval of the Territory’s licence application.

In 2017-18 work continued to support the health, safety and rehabilitation of all workers across the ACTPS, including:

In 2018-19 the Government will remain focused on delivering initiatives that improve services and outcomes for injured workers and reflect a ‘One Service’ approach to supporting injured workers. This will include:

Contractor Central – Contingent Labour System

Contractor Central was introduced in April 2017 and is the Territory’s system for engaging contingent labour services utilising the NSW Government Contingent Workforce arrangement scheme. Comensura is the head contractor for the provision of this service supported by Fieldglass as the Vendor Management System provider.

The scheme makes it easier for all suppliers to do business with the Territory, including improving access by small to medium enterprises (SMEs) to Government goods and services procurement and assisting in reducing red tape.

The scheme acts as a simple, streamlined process for suppliers and allows the Territory access to greater choice, better leverage of the available talent pool and access to a supplier performance management framework which includes satisfaction reviews, invoicing accuracy, response times and system data collection requirements.

The scheme currently has 45 registered suppliers and is taking an average 18 days to fill a position. The top four worker categories being filled are IT management, administration, finance and industry/trade.

Between the introduction of Contractor Central on 3 April 2017 and 30 June 2018, a total of 437 contractors were engaged, including:

During this period, Contractor Central has delivered net savings to the Territory of $2.56 million.

Ethical Behaviour, Professional Standards and Complaint Management

During the 2017-18, there were three people appointed as the Public Sector Standards Commissioner. Ms Bronwen Overton-Clarke, formerly the Commissioner for Public Administration, continued to perform the role of the Public Sector Standards Commissioner from 1 July 2017 until 1 December 2017.

Mr Laurie Glanfield AM temporarily filled the Public Sector Standards Commissioner role from 2 December 2017 until 28 January 2018. Mr Ian McPhee AO PSM commenced as the long-term appointee to the Public Sector Standards Commissioner from 29 January 2018 for a period of five years.

The Public Sector Standards Commissioner has important functions under the PSM Act and the Public Interest Disclosure Act 2012. The Commissioner has written to the Head of Service providing an update on the activities of the office during 2017-18. This letter is provided within the State of the Service Report.

The table below provides a summary of matters led by the Commissioner and the office during 2017-18:

Table 1: Summary of matters led by Public Sector Standards Commissioner
 

Received during 2017-18

Completed during 2017-18

Complaints

24

21

Misconduct investigations

73

52 (includes 19 from 2016-17)

Public Interest Disclosures

1

0

The Commissioner and the office are continuing to focus on preventative measures to moderate or contain the number of matters that result in misconduct referrals, and to implement alternative strategies including mediation, dispute resolution and restorative practices, in order to support a positive workplace culture across the ACTPS.

For further information, please see the Public Sector Standards Commissioner Annual Report 2018.

Establishment of the ACT Integrity Commission

Establishing the ACT Integrity Commission is a 2016 election commitment of the Government and is an item in the Parliamentary Agreement.

CMTEDD co-ordinated the input into the Government Response to the 79 recommendations from the Select Committee Report 2017 – Inquiry into an Independent Integrity Commission.

The Government Response was tabled in the Legislative Assembly on 20 March 2018 and is available at ACT Legislative Assembly site.

A significant body of work was undertaken on preparing draft legislation in anticipation of an Exposure Bill being referred to the Legislative Assembly Select Committee in July 2018. CMTEDD, in partnership with the JACSD (Parliamentary Counsel’s Office and Legislation, Policy and Programs), prepared the Integrity Commission Bill 2018 and associated policy development prior to referral to the ACT Legislative Assembly Select Committee for an Independent Integrity Committee 2018. The Government focussed on preparing a Bill which was compliant with the Human Rights Act 2004.

A motion to establish the new Select Committee on an Independent Integrity Commission was tabled by the Government on 6 June 2018.

The Select Committee has two pieces of proposed legislation before it. The Anti-Corruption and Integrity Commission Bill 2018 was presented to the Legislative Assembly by Mr Alistair Coe MLA on 6 June 2018. The ACT Government tabled the Integrity Commission Bill 2018 on 31 July 2018. Both pieces of legislation can be accessed on the Legislation Register. The Select Committee is due to report by 31 October 2018.

In further support of the Government’s intention to establish an Integrity Commission, in the 2018- 19 Budget, the Government committed funding in the order of $8.4m over four years towards the establishment of the Integrity Commission. This funding commences on 1 July 2018.

Work is continuing during 2018-19 to support the ACT Government in the Select Committee on an Independent Integrity Commission Inquiry 2018 and finalise legislation for the ACT Government’s consideration and Legislative Assembly debate. The Government will present a Bill in November 2018 for the Legislative Assembly to debate.

1 ACT Government’s Statement of Ambition: Canberra – A Statement of Ambition (2016)