Project Hetura Presentation.pdf - CLGF

Project Hetura
Partnership between the National
Capital District Commission and
Townsville City Council

Townsville and Port Moresby - Sister Cities
Port Moresby

Townsville

Port Moresby

Government in the National
Capital District – Port Moresby
• Port Moresby Local Government was established in 1971
from 3 merged Local Government Councils
• In 1975 Port Moresby was declared as Capital City of PNG
• Interim NCD Government established in 1982 by act of
Parliament.
• Permanent government for NCD established in 1990.
• Reforms in 1995 established a system of government for NCD
(NCDC, MKC and 3 LLG’s)
• 2001 Amendments removed LLG from the system and
introduced appointed governments.
• 2006 amendments re-introduced elected government for
NCD.
• 2007 – MKC is removed from NCD.

NCD Profile
• Dual role – Territory Government for NCD and City
Council of Port Moresby
• Operates under NCDC Act
• Powers to legislate and tax
• 823 Employees (including casuals)
• 11 Commissioners including Governor
• NCD Building Board – Independent
• NCDC Licensing Committee
• NCD Physical Planning Board – Independent.

Port Moresby – Townsville
Port Moresby
Townsville
Population 600,000 180,000
Area
Road Network
399 km2 3,738 km2
750 km 2,450 km
Land Parcels 22,225 82,726
Households/
Res. PropertiesP
37,221 64.750
Unemployment 18.5% 4%
Growth Rate
3.2% (2.6% Qld)

Project Hetura Background
• Sister City relationship between NCDC and TCC established in 1983
• Scoping study commenced in 2000 to address:
– Lack of capacity of NCDC to enforce legislation
– Functions like physical planning and activities such as zoning, sub-
division and development proposals were transferred from DOL to
NCDC without corresponding skills transfer.
– No segregation between forward planning and implementation of
plans
– General policy guidelines for city planning but no specific plan
outcomes identified
• Hetura commenced in 2002 to address complexities
• Pilot project initially with emphasis on improving regulatory
compliance. Structured for 4 years to 2006, extended to 2008 and
now extended for a further 4 years.

Phase 1 – Modules and Objectives
Phase 1 – 6 modules planned but primary focus
on first 4
1. Organisational (Departmental) Structure
2. Policy Formulation
3. Operational Procedures
4. Information Technology
5. Human Resources
6. Financial Management and Corporate
Information Systems

Phase 1 Outcomes - Organisational Structure
• Strengthen Departmental Structure Regulatory
Services
– Reorganisation of structure and development of new
positions and job descriptions
– Development Control
– Strategic Planning
– Staff Training
– Licensing
– Enforcement – successful prosecutions
– Admin – Customer Service and Records Mgt.
This model was rolled out to the overall organisation and the
restructure got approved in Sep 2010.

Phase 1 Outcomes – Policy Formulation
Outcomes
• Documents which provide frameworks for the future
planned growth of the city and set priorities for
infrastructure development in the City.
Policies formulated and approved
– NCD Urban Development Plan
– Port Moresby Town Local Development Plan
– NCD Settlements Strategy 2007-2011
2011
– Fencing Policy
– Gordon’s s Special Development Control Policy
– Liklik Stoa Policy
– 8/9 Mile Local Area Plan and June Valley Pilot Project

Phase 1 Outcomes - Operational Procedures
• Strengthened Strategic planning capabilities within NCDC.
• Formulated written compliance processes
• Devised separate applications for various permit categories
including checklists.
• Application processes continuously being monitored.
• Pre-board meeting of applications
• Establishment of front counter to enhance customer services
• Central Records Management System in Place
• Improved cooperation with the Revenue Department on debt
recovery matters
• To complement with the TARMIS-PPS

Phase 1 Outcomes - Information Technology
• Cabling between Lakatoi Haus and Administration
building
• Standardisation of IT equipment
• ITD to sign off on all IT procurements
• End user agreement for IT equipment in place
• Re-cabling of main city hall completed
• Email and internet access to key staff
• Set up of IT Steering Committee.
• Investment by NCDC of around K1 million for IT
equipment – Procurement of 5 services and related
equipment

Phase 1 Outcomes - Financial Management and
Corporate Information Systems
• Developed a website for NCDC –
www.ncdc.gov.pg – launched in October 2005
– Provides information relating to the services we
provide, permit application forms, fee structures,
budget, planning documents, policy etc.
• Developed Intranet
• Financial Management to be carried to phase
2

Further Outcomes
• Experiences shared with other Councils in PNG
• Frequent exchange visits between NCDC and TCC –
Learning journey for both organisations
• Improved Customer Service
• Improvement to retention rates in Regulatory
Services
• Team approach to decisions via pre-board meetings
• Quality advice to boards and committees.

Challenges Experienced in Phase 1
• Overestimating what could be achieved
• External disruptions to NCDC and TCC
(particularly amalgamation)
• Changeover of staff managing the project
• Maintaining the momentum of the project
going between visits

Lessons Learned from Phase 1
• Communication is a vital element of the process and should
be formally addressed throughout the second Phase of
Project Hetura
• The primary focus of the first phase has been on two
Departments within the organisation – Regulatory Services
and Information Technology with solid results. Widening the
focus within Phase 2 to include elements such as Human
Resources and Corporate Governance will impact on the
NCDC as a whole.
• Delays are a part of the process and have impacted on the
participation of both partners.
• There is a valuable role for external trainers and other service
providers. Developing relationships with people and
organisations that can provide additional skills and services is
advisable.

Phase 2 Project Management Team
Pinio Kalus
Angela Mageto
Leonard Warisa
Augustine Ravi
NCDC
(Team Leader) Finance and Corporate
Regulatory Services
Information Technology
Financial Controller
Susan Gheller
Anthony Wilson
Gavin Hammond
TCC
(Team Leader) HR and Planning
Information Technology
Regulatory Services

Phase 2 Planned Modules
1. Information Technology
– Governance
• Security Management: virus management, incident management and fire f
wall control systems
• Backup systems and procedures
• Business continuity planning
• Documentation of Standards and Policies
– Expand TARMIS to incorporate Permit Processing
System

Phase 2 Planned Modules
1. Information Technology (Con’t)
– Records Management
• Development of records management policy
• Exploration of archiving requirements strategy and capacity
– Case management system for legal services
– Linking GIS to TARMIS
• Link to revenue system
• Property layer finalised
• Finalisation of data collection (outsourced) and upload of information

Phase 2 Planned Modules
2. Regulatory Services/Enforcement
– Staff Training
– Process review for efficiency
– Centralisation of enforcement responsibilities and duties
– Review of Structure of Enforcement Division and Finalisation of Structure
3. Human Resources
– Policy Development
• Review of existing policies
• Development of Code of Conduct Policy, Disciplinary Policy,
Remuneration Policy
• Development of Retention and Recruitment strategies
– Recruitment and Retention
– Review and Development of Organisational Development and Training
program
– Development of Cadetship/Studies Assistance Program
– Corporately supported Reward and Recognition Program

Phase 2 Planned Modules
4. Asset Management
– Survey and identification of Assets and
development of process to enter Road Assets in
system
5. Environmental Sustainability
— Development of Environmentally Sustainable
Building designs/codes
6. Engineering – New Initiative

Phase 2 - Design of Project and
Methodology
DESIGN
Two meetings between the NCDC and TCC
management teams have developed the scope of the
second phase and identified those areas from Phase
1 still in need of attention.
Participation in the scoping session by a number of
operational staff throughout the NCDC was a
positive that will contribute to “ownership” of the
project throughout the organisation.

Methodology
• Two annual visits by Management Team TCC
• TCC Technical Officers exchange four times per year
minimum for one to two week period.
• Visits by selected NCDC Technical Officers for on the
job exposure to TCC processes and mentoring by TCC
staff.
• Training needs analysis for NCDC followed by a
review of external training resources which are
available.
• Development of KPI for project staff and evaluate
performance.
• Managing expectations

Project Forecast
• There is a great deal of enthusiasm and
support going into Phase 2 of Project Hetura
• Proposed structural change to the NCDC will
provide an opportunity for TCC to assist with
managing change.
• The past and future success of the program
can be attributed in large part to the
professional approach and active support by
the leadership team at the NCDC.
• Proposed spin-off benefits to smaller towns
and LLG’s