Page 2311 - Week 08 - Friday, 21 June 1991
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that was important, and this he identified as the ability of members to do their homework and come to grips with the implications of the information presented to them. Second was access to information, which is self-explanatory and, I am sure, related to the first because, as we all know, to use the computer jargon, garbage in, garbage out. The third factor was time - the time to do the job properly. Neutrality and fearlessness were next; the necessity for members to examine issues on their merits, not through ideological glasses. And the fifth was resources, which I have already mentioned.
The Self-Government Reform Group's charter, which my colleague Mr Collaery has already tabled today, provides some views on how some of these increased roles for committees might be achieved. The first action is to establish the committees by legislation, as has been done in some parliaments. I understand that the South Australian Parliament has put in place, or is in the process of putting in place, this sort of legislation. It is my view that we should quickly establish a select committee, chaired by an opposition member, to undertake the task of preparing a recommendation to the Assembly for such legislation for the ACT.
Notwithstanding this committee's report, however, it is my view that the following minimum provisions should be included in that legislation: Non-Executive members to chair the public accounts and estimates committees; there be two types of committee, select and executive - select committees formed for particular inquiries of a political nature, and executive committees to be chaired by the responsible Minister and with a majority of non-government members. In this way the contentious issues can be worked out within the much more relaxed atmosphere of a committee operating in open session. The committee system also provides an opportunity for the community to put a point of view and be further questioned in open forum. This is more than nice sounding words; it is open and consultative decision making and government.
One task for these executive committees would be to conduct a performance review of the departments in their portfolio areas at least once every term of the Assembly. Such reviews should consider not only financial performance but also whether the aims and objectives of the department have been achieved and their overall performance reviewed. Unfortunately, the process of the Estimates Committee does not provide sufficient time for this to take place. The bureaucracy then becomes more responsive to the whole Assembly and not just to the Executive.
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