Each of Australia’s eight states and territories had developed an individual system of occupational licensing, a regulatory framework for controlling entry to specified occupations, as a means of protecting consumers and managing public risk. The federal government had no role. A system of mutual recognition enabling workers to move between jurisdictions was costly, cumbersome and ineffective. The idea that the federal government should establish, but not operate, a nationwide system of occupational licensing was introduced following the 2007 election of the Rudd Labor government. It was one of the Council of Australian Government’s (COAG) Seamless Economic Reforms, designed to reduce unnecessary regulation. All reforms were overseen by the new Business Regulation and Competition Working Group (BRCWG). The Ministerial Council on Federal Financial Relations drove the establishment of the new occupational licensing system, including a single National Licensing Register, through the National Licensing Steering Committee and Taskforce. Each state and territory was represented on the governance of the project, while stakeholders from the four priority industry groups, as well as advisers from the regulatory entities, were consulted in the regulatory impact statements leading to the Intergovernmental Agreement. Stakeholder consultation continued in the subsequent shaping of a National Occupational Licensing System (NOLS) and the decision that a National Delegated Agency (the National Occupational Licensing Authority or NOLA) would set nationally uniform standards, to be implemented by individual jurisdictions.
This is a three-part case. The case can be used to discuss many aspects of project management, particularly in the context of complex intergovernmental relations between the States, Territories and the Commonwealth government in Australia. It can also be used for discussion of government-business relationships. Part A sets the governance and legislative scene for an ambitious attempt at regulatory reform.
- part B of a three-part case that can be used for wide-ranging discussion about a number of topics starting with project management and governance, particularly within the context of complex intergovernmental relations. This part highlights some of the tensions involved in Commonwealth-State relationships, and the pitfalls on the path to creating public value through co-operative federalism. A number of exhibits indicate both the size and the complexity of the issue being tackled.
- part C of a three-part case that can be used for wide-ranging discussion about a number of topics starting with project management and governance, particularly within the context of complex intergovernmental relations. This part of the case study consists of a short summary showing the eventual fate of the National Occupational Licensing Authority. It includes exhibits showing different stakeholder views. This should be used as a final hand-out following class discussion of Part A and Part B.
- Authors: Janet Tyson
- Published Date: 29 February 2016
- Author Institution: ANZSOG
- Featured Content Length: 5
- Content Length: 7
- Product Type: Part A, Primary resources