Ways of working across government and across the Tasman All government agencies with an interest in a proposal should be identified early in the process, especially central agencies and those with a role in the relevant governance policy. A means of conducting officials’ processes has to be devised which can also keep working teams manageable in size, co-ordinated and quickly responsive: Establish a project plan that everyone is committed to, with latitude for creative flexibility as necessary. Strong commitment to processes that to bear a The time and resources whole of government perspective: to complete a project of this kind cannot be overestimated. Issues can arise that may involve agencies that were not anticipated at the outset. There may well be value in more generally informing agencies about the proposed body, to seek early expressions of interest or advice. Establish a dedicated project team, with leadership and authority to co-ordinate and act. Establish a key department with the authority to bring the right people to the table. Ensure that the right people of sufficient seniority are at the negotiating table and empowered to take decisions. Clearly establish who the key officials are, particularly when not dealing with matching departments in each country. Typically, relevant bodies include the agency with prime domestic responsibility for specific issues and those with broad experience in trans-Tasman coordination efforts. Approaches to negotiations Officials should be aware of the relevant political realities of both parties in the negotiations and have an appropriate and clear mandate. The first stage should involve: Confirming clearly the objectives of the exercise and the scope of political authority. Both countries gaining an understanding of how the government and business in each country operates in practice, as well as in theory. Building a good understanding of each others’ institutional frameworks to support more open perspectives on governance options. Obtaining independent advice/information on industry views and the market situation in each others’ countries. Building a good understanding of our respective systems which, although quite similar, are different in a number of important respects that can have implications if seeking to harmonise particular legislation.
Ways of working across government and across the Tasman All government agencies with an interest in a proposal should be identified early in the process, especially central agencies and those with a role in the relevant governance policy. A means of conducting officials’ processes has to be devised which can also keep working teams manageable in size, co-ordinated and quickly responsive: Establish a project plan that everyone is committed to, with latitude for creative flexibility as necessary. Strong commitment to processes that to bear a whole of government perspective: The time and resources to complete a project of this kind cannot be overestimated. Issues can arise that may involve agencies that were not anticipated at the outset. There may well be value in more generally informing agencies about the proposed body, to seek early expressions of interest or advice. Establish a dedicated project team, with leadership and authority to co-ordinate and act. Establish a key department with the authority to bring the right people to the table. Ensure that the right people of sufficient seniority are at the negotiating table and empowered to take decisions. Clearly establish who the key officials are, particularly when not dealing with matching departments in each country. Typically, relevant bodies include the agency with prime domestic responsibility for specific issues and those with broad experience in trans-Tasman coordination efforts. Approaches to negotiations Officials should be aware of the relevant political realities of both parties in the negotiations and have an appropriate and clear mandate. The first stage should involve: Confirming clearly the objectives of the exercise and the scope of political authority. Both countries gaining an understanding of how the government and business in each country operates in practice, as well as in theory. Building a good understanding of each others’ institutional frameworks to support more open perspectives on governance options. Obtaining independent advice/information on industry views and the market situation in each others’ countries. Building a good understanding of our respective systems which, although quite similar, are different in a number of important respects that can have implications if seeking to harmonise particular legislation.
TTPaper.docx