{ "entity_id": "O-000899", "folder": "National-Capital-Authority", "name": "National Capital Authority", "type": "Non-corporate Commonwealth Entity", "jurisdiction": "Commonwealth", "portfolio": "Infrastructure, Transport, Regional Development, \r\nCommunications, Sport and the Arts", "website": "http://www.nca.gov.au", "data_status": "rich", "completeness": { "has_strategy_brief": true, "has_strategy_structured": true, "has_vision": false, "has_kpi_targets": true, "has_kpi_results": true, "has_strategy_overview": true, "has_legislation_text": true, "has_legislation_structured": true, "has_global_initiatives_text": true, "has_ideas": true, "has_artifacts": true, "n_ideas": 8, "n_legislation": 3, "n_artifacts": 16, "n_kpi_targets": 5, "n_kpi_results": 5, "n_outcomes": 1, "verified_own_data": true }, "strategy_profile": { "status": "published", "confidence": "high", "summary": "To shape Canberra as a capital that all Australians can be proud of by ensuring it is well planned, managed and promoted, consistent with its enduring national significance. [CP p.1]", "official_site_url": "http://www.nca.gov.au", "source_documents": [ { "type": "annual_report", "title": "National Capital Authority Annual Report 2024-25", "url": "https://www.nca.gov.au/sites/default/files/2025-11/National%20Capital%20Authority%202024-25%20Annual%20Report.pdf", "period": "2024-25", "confidence": "high" }, { "type": "annual_report", "title": "NCA Annual Report - 2023-24", "url": "https://www.nca.gov.au/sites/default/files/2024-10/nca_annual_report_-_2023-24_-_final_for_web.pdf", "period": "2023-24", "confidence": "high" }, { "type": "annual_report", "title": "2022-23 Annual Report - Accessible", "url": "https://www.nca.gov.au/sites/default/files/2023-10/national_capital_authority_2022-23_annual_report_-_accessible_version_0.pdf", "period": "2022-23", "confidence": "high" }, { "type": "annual_report", "title": "National Capital Authority Annual Report 2021 - 2022", "url": "https://www.nca.gov.au/sites/default/files/2022-11/national_capital_authority_annual_report_2021-22_-_final.pdf", "period": "2021-22", "confidence": "high" }, { "type": "annual_report", "title": "NCA Annual Report 2020-2021", "url": "https://www.nca.gov.au/sites/default/files/2021-12/NCA%20Annual%20Report%202020-2021_online.pdf", "period": "2020-21", "confidence": "high" }, { "type": "strategie", "title": "National Capital Authority Heritage Strategy 2023-2026", "url": "http://www.nca.gov.au/sites/default/files/2023-07/nca_heritage_strategy.pdf", "period": "2023", "confidence": "medium" }, { "type": "strategie", "title": "Commonwealth Child Safe Framework – Annual Statement of Compliance 2025", "url": "http://www.nca.gov.au/sites/default/files/2025-10/child_safety_statement_-_october_2025.pdf", "period": "2025", "confidence": "medium" }, { "type": "strategie", "title": "Reconciliation Place Information", "url": "http://www.nca.gov.au/sites/default/files/2022-03/Reconciliation%20Place_Information_0.pdf", "period": "2022", "confidence": "medium" }, { "type": "strategie", "title": "Reconciliation Place Map", "url": "http://www.nca.gov.au/sites/default/files/2022-03/Reconciliation%20Place_Map_0.pdf", "period": "2022", "confidence": "medium" }, { "type": "strategie", "title": "Reconciliation Place Activity Kit", "url": "http://www.nca.gov.au/sites/default/files/2022-03/Reconciliation%20Place_Activity%20Kit.pdf", "period": "2022", "confidence": "medium" }, { "type": "strategie", "title": "City and Gateway Urban Design Framework.PDF", "url": "http://www.nca.gov.au/sites/default/files/City%20and%20Gateway%20Urban%20Design%20Framework.PDF", "period": null, "confidence": "medium" } ], "purpose": { "text": "To shape Canberra as a capital that all Australians can be proud of by ensuring it is well planned, managed and promoted, consistent with its enduring national significance. [CP p.1]", "source_url": "", "source_page": 1, "source_deep_url": "" }, "vision": null, "strategic_priorities": [ { "title": "Canberra is planned and developed in accordance with its special role as Australia’s National Capital, including through", "description": "Canberra is planned and developed in accordance with its special role as Australia’s National Capital, including through effective stakeholder and community engagement", "source_url": "", "source_page": 1, "source_deep_url": "" }, { "title": "Infrastructure and natural assets under the NCA’s stewardship are maintained and enhanced to continue to fulfil their de", "description": "Infrastructure and natural assets under the NCA’s stewardship are maintained and enhanced to continue to fulfil their design, purpose and function", "source_url": "", "source_page": 1, "source_deep_url": "" }, { "title": "Canberra attracts citizens and visitors to celebrate and engage with the story of the National Capital", "description": "Canberra attracts citizens and visitors to celebrate and engage with the story of the National Capital", "source_url": "", "source_page": 1, "source_deep_url": "" } ], "values": [ { "name": "Australian Public Service Values", "description": "", "source_url": "", "source_page": null }, { "name": "Employment Principles", "description": "", "source_url": "", "source_page": null }, { "name": "Code of Conduct", "description": "", "source_url": "", "source_page": null } ], "outcomes": [ { "name": "Outcome 1: To shape Canberra as a capital that all Australians can be proud of by ensuring it is well planned, managed and promoted, consistent with its enduring national significance", "description": "The NCA’s corporate plan for 2024–25 to 2027–28 states the NCA’s mission as: To shape Canberra as a capital that all Australians can be proud of by ensuring it is well planned, managed and promoted, consistent with its enduring national significance.", "activities": [ "continue to develop and implement a comprehensive planning framework for the Australian Capital Territory", "keep the National Capital Plan (the Plan) under constant review and, when required, propose, draft, and consult on amendments to the Plan", "assess and manage applications to undertake works in Designated Areas to ensure that they are in accordance with the Plan", "provide, with Ministerial approval, consultancy services either within Australia or overseas", "maintain, manage and promote the use of NCA land and other assets", "develop and manage the NCA’s visitor services and attractions", "foster an awareness of Canberra’s role as Australia’s National Capital" ], "source_url": "", "source_page": 12, "source_deep_url": "" } ], "performance_measures": [ { "code": "CCE01", "measure": "Visitor satisfaction rating", "target": "At least 90% across NCA-managed attractions", "latest_result": "95% (1,484 out of 1,564) of responses from surveyed visitors to NCA-managed attractions reported a satisfaction rating of ‘excellent’", "status": "Achieved", "target_source_url": "", "target_source_page": 18, "result_source_url": "https://www.nca.gov.au/sites/default/files/2025-11/National%20Capital%20Authority%202024-25%20Annual%20Report.pdf", "result_source_page": 18 }, { "code": "CCE02", "measure": "Annual visitation to NCA-managed sites", "target": "2.5% on previous year", "latest_result": "An estimated 1,344,719 people visited NCA managed sites throughout 2024–25, equating to a 6.3% increase on 2023–24 visitation (1,264,535).", "status": "Substantially achieved", "target_source_url": "", "target_source_page": 18, "result_source_url": "https://www.nca.gov.au/sites/default/files/2025-11/National%20Capital%20Authority%202024-25%20Annual%20Report.pdf", "result_source_page": 18 }, { "code": "CCE03", "measure": "Percentage of surveyed stakeholders giving a satisfactory rating on the NCA’s communication and engagement efforts", "target": "80%", "latest_result": "In 2024–25, 58% of surveyed stakeholders rated the NCA’s communication and engagement efforts as satisfactory.", "status": "Not achieved", "target_source_url": "", "target_source_page": 18, "result_source_url": "https://www.nca.gov.au/sites/default/files/2025-11/National%20Capital%20Authority%202024-25%20Annual%20Report.pdf", "result_source_page": 18 }, { "code": "CCE04", "measure": "Increased numbers accessing education programs and content", "target": "2.5% on previous year", "latest_result": "A total of 848,708 people accessed the NCA’s education programs and content in 2024–25, equating to a 0.9% increase on the 2023–24 number (841,053).", "status": "Not achieved", "target_source_url": "", "target_source_page": 18, "result_source_url": "https://www.nca.gov.au/sites/default/files/2025-11/National%20Capital%20Authority%202024-25%20Annual%20Report.pdf", "result_source_page": 18 }, { "code": "CCE05", "measure": "Percentage of participants reporting a high level of satisfaction with education programs delivered by the NCA", "target": "90%", "latest_result": "The NCA received survey responses from all 723 school groups that attended education programs delivered by the NCA, with 99% of respondents reporting a high level of satisfaction.", "status": "Achieved", "target_source_url": "", "target_source_page": 18, "result_source_url": "https://www.nca.gov.au/sites/default/files/2025-11/National%20Capital%20Authority%202024-25%20Annual%20Report.pdf", "result_source_page": 18 } ], "document_alignment_terms": { "must_support": [ "To shape Canberra as a capital that all Australians can be proud of by ensuring it is well planned, managed and promoted, consistent with its enduring national significance. [CP p.", "Canberra is planned and developed in accordance with its special role as Australia’s National Capital, including through effective stakeholder and community engagement", "Infrastructure and natural assets under the NCA’s stewardship are maintained and enhanced to continue to fulfil their design, purpose and function", "Canberra attracts citizens and visitors to celebrate and engage with the story of the National Capital" ], "watch_terms": [ "Visitor satisfaction rating", "Annual visitation to NCA-managed sites", "Percentage of surveyed stakeholders giving a satisfactory rating on the NCA’s communication and engagement efforts", "Increased numbers accessing education programs and content", "Percentage of participants reporting a high level of satisfaction with education programs delivered by the NCA" ], "avoid_claiming_without_evidence": [] }, "review_note": "" }, "strategy_brief_md": "# National Capital Authority — Strategy Brief\n\n**Reporting period**: 2024-25\n**Corporate plan in force**: 2024-25 to 2027-28\n**Annual Report**: [2024-25](https://www.nca.gov.au/sites/default/files/2025-11/National%20Capital%20Authority%202024-25%20Annual%20Report.pdf)\n\n## Our purpose / purposes\n\n> To shape Canberra as a capital that all Australians can be proud of by ensuring it is well planned, managed and promoted, consistent with its enduring national significance. [CP p.1] [CP p.1]\n\n## Government priorities for this department\n\n- Canberra is planned and developed in accordance with its special role as Australia’s National Capital, including through effective stakeholder and community engagement [CP p.1]\n- Infrastructure and natural assets under the NCA’s stewardship are maintained and enhanced to continue to fulfil their design, purpose and function [CP p.1]\n- Canberra attracts citizens and visitors to celebrate and engage with the story of the National Capital [CP p.1]\n\n## Outcomes\n\n### Outcome 1: To shape Canberra as a capital that all Australians can be proud of by ensuring it is well planned, managed and promoted, consistent with its enduring national significance\nThe NCA’s corporate plan for 2024–25 to 2027–28 states the NCA’s mission as: To shape Canberra as a capital that all Australians can be proud of by ensuring it is well planned, managed and promoted, consistent with its enduring national significance. [CP p.12]\n\n**Key activities:**\n- continue to develop and implement a comprehensive planning framework for the Australian Capital Territory\n- keep the National Capital Plan (the Plan) under constant review and, when required, propose, draft, and consult on amendments to the Plan\n- assess and manage applications to undertake works in Designated Areas to ensure that they are in accordance with the Plan\n- provide, with Ministerial approval, consultancy services either within Australia or overseas\n- maintain, manage and promote the use of NCA land and other assets\n- develop and manage the NCA’s visitor services and attractions\n- foster an awareness of Canberra’s role as Australia’s National Capital\n\n## Values and principles\n\n_APS Values_\n\n- Australian Public Service Values\n- Employment Principles\n- Code of Conduct\n\n## What they will measure themselves on this year (targets from 2024-25 to 2027-28 corporate plan)\n\n| Code | Measure | Target | Source |\n|---|---|---|---|\n| CCE01 | Visitor satisfaction rating | At least 90% across NCA-managed attractions | CP p.18 |\n| CCE02 | Annual visitation to NCA-managed sites | 2.5% on previous year | CP p.18 |\n| CCE03 | Percentage of surveyed stakeholders giving a satisfactory rating on the NCA’s communication and engagement efforts | 80% | CP p.18 |\n| CCE04 | Increased numbers accessing education programs and content | 2.5% on previous year | CP p.18 |\n| CCE05 | Percentage of participants reporting a high level of satisfaction with education programs delivered by the NCA | 90% | CP p.18 |\n\n## How they performed last year (results from 2024-25 annual report)\n\n| Code | Measure | Result | Status | Source |\n|---|---|---|---|---|\n| CCE01 | Visitor satisfaction rating | 95% (1,484 out of 1,564) of responses from surveyed visitors to NCA-managed attractions reported a satisfaction rating of ‘excellent’ | Achieved | [AR p.18](https://www.nca.gov.au/sites/default/files/2025-11/National%20Capital%20Authority%202024-25%20Annual%20Report.pdf#page=18)(https://www.nca.gov.au/sites/default/files/2025-11/National%20Capital%20Authority%202024-25%20Annual%20Report.pdf#page=18) |\n| CCE02 | Annual visitation to NCA-managed sites | An estimated 1,344,719 people visited NCA managed sites throughout 2024–25, equating to a 6.3% increase on 2023–24 visitation (1,264,535). | Substantially achieved | [AR p.18](https://www.nca.gov.au/sites/default/files/2025-11/National%20Capital%20Authority%202024-25%20Annual%20Report.pdf#page=18)(https://www.nca.gov.au/sites/default/files/2025-11/National%20Capital%20Authority%202024-25%20Annual%20Report.pdf#page=18) |\n| CCE03 | Percentage of surveyed stakeholders giving a satisfactory rating on the NCA’s communication and engagement efforts | In 2024–25, 58% of surveyed stakeholders rated the NCA’s communication and engagement efforts as satisfactory. | Not achieved | [AR p.18](https://www.nca.gov.au/sites/default/files/2025-11/National%20Capital%20Authority%202024-25%20Annual%20Report.pdf#page=18)(https://www.nca.gov.au/sites/default/files/2025-11/National%20Capital%20Authority%202024-25%20Annual%20Report.pdf#page=18) |\n| CCE04 | Increased numbers accessing education programs and content | A total of 848,708 people accessed the NCA’s education programs and content in 2024–25, equating to a 0.9% increase on the 2023–24 number (841,053). | Not achieved | [AR p.18](https://www.nca.gov.au/sites/default/files/2025-11/National%20Capital%20Authority%202024-25%20Annual%20Report.pdf#page=18)(https://www.nca.gov.au/sites/default/files/2025-11/National%20Capital%20Authority%202024-25%20Annual%20Report.pdf#page=18) |\n| CCE05 | Percentage of participants reporting a high level of satisfaction with education programs delivered by the NCA | The NCA received survey responses from all 723 school groups that attended education programs delivered by the NCA, with 99% of respondents reporting a high level of satisfaction. | Achieved | [AR p.18](https://www.nca.gov.au/sites/default/files/2025-11/National%20Capital%20Authority%202024-25%20Annual%20Report.pdf#page=18)(https://www.nca.gov.au/sites/default/files/2025-11/National%20Capital%20Authority%202024-25%20Annual%20Report.pdf#page=18) |", "strategy_overview_evidence_md": null, "internal_strategy_evidence_md": "# National Capital Authority - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T21:53:28.626662+00:00\n**Entity ID**: O-000899\n**Entity type**: Non-corporate Commonwealth Entity\n**Jurisdiction**: Commonwealth\n**Portfolio**: Infrastructure, Transport, Regional Development, \n\nCommunications, Sport and the Arts\n**Website**: http://www.nca.gov.au\n\n> Draft generated from scraped source material. Treat this as an evidence pack for editorial review, not a final judgement.\n\n## Source Coverage\n\n| Source type | Count |\n|---|---:|\n| annual-reports | 5 |\n| global-intelligence | 3 |\n| other-pdfs | 4 |\n| pages | 38 |\n| reviews | 1 |\n| strategies | 6 |\n\n## Executive Readout\n\n### Purpose\n\n- Portfolio Budget Statement:\nThe NCA’s Corporate Plan for 2020-21 to 2023-24\nstates the NCA’s mission as: Program 1.1 – National Capital Functions\n– $13.948 million\nTo shape Canberra as a capital that all Australians\ncan be proud of by ensuring it is well planned, Planning and designing areas of special national\nmanaged and promoted, consistent with its importance in Canberra, and informing and educating\nenduring national significance. the community about these areas, contributes to\nOutcome 1 ensuring that the National Capital is\nFor the purposes of identifying and reporting against\nplanned and promoted consistent with its enduring\nthe NCA’s responsibilities and strategic priorities,\nnational significance.\nthe NCA’s Corporate Plan for 2020-21 to 2023-24\ncombined the NCA’s functions under the PALM\nProgram 1.1 Deliverables\nAct and concomitant activities into three strategic\n Source: `annual-reports/2020-21.pdf (https://www.nca.gov.au/sites/default/files/2021-12/NCA%20Annual%20Report%202020-2021_online.pdf)`\n- Overview and Structure of the\nNational Capital Authority 1 Staffing Summary and Profile 40\nRoles and Functions 1 Staff Retention and Turnover 45\nMission 1 Workplace Diversity 45\nKey Strategic Objectives 1 Enterprise Agreements and Remuneration 46\nPrincipal Functions 2 Executive Remuneration 48\nThe Structure of the NCA 3 Performance Management 49\nManagement Committees and their Roles 4 Personnel Services and Salary Processing 49\nThe Authority 4 COVID-19 Management Plan 50\nAuthority Membership 4 Work Health and Safety 50\nCommittees 4 Disability Reporting 50\nSenior Executive and Their Responsibilities 7 5.\n Source: `annual-reports/2020-21.pdf (https://www.nca.gov.au/sites/default/files/2021-12/NCA%20Annual%20Report%202020-2021_online.pdf)`\n- 2020-21 Annual Performance Statements 11 Departmental Performance 54\nNCA Performance 12 Administered Performance 54\nFactors Contributing to Performance 13 Cost Recovery 54\nPurpose 1 – People 14 Entity Resource Statement 2020-21 55\nPurpose 2 – Place 18 Outcome Expense Statement 2020-21 56\nPurpose 3 – Plan 23 A1.\n Source: `annual-reports/2020-21.pdf (https://www.nca.gov.au/sites/default/files/2021-12/NCA%20Annual%20Report%202020-2021_online.pdf)`\n- These objectives,\ntheir performance criteria and the NCA’s results • continue to develop and implement a\nagainst the criteria are set out below. comprehensive planning framework for the\nAustralian Capital Territory\nThe NCA has a single Outcome in the 2020-21\n• keep the National Capital Plan (the Plan) under\nPortfolio Budget Statements (PBS) covering all\nconstant review and, when required, propose, draft\nNCA activities:\nand consult on amendments to the Plan\n• assess and manage applications to undertake works\nDID YOU KNOW? in Designated Areas to ensure that they are in\naccordance with the Plan\n• provide, with Ministerial approval, consultancy\nStirling Park is services either within Australia or overseas\n• maintain, manage and promote the use of NCA land\ncurrently home to many\nand property assets\neucalypt trees hundreds\n• develop and manage the NCA’s visitor services and\n Source: `annual-reports/2020-21.pdf (https://www.nca.gov.au/sites/default/files/2021-12/NCA%20Annual%20Report%202020-2021_online.pdf)`\n\n### Role and Functions\n\n- Portfolio Budget Statement:\nThe NCA’s Corporate Plan for 2020-21 to 2023-24\nstates the NCA’s mission as: Program 1.1 – National Capital Functions\n– $13.948 million\nTo shape Canberra as a capital that all Australians\ncan be proud of by ensuring it is well planned, Planning and designing areas of special national\nmanaged and promoted, consistent with its importance in Canberra, and informing and educating\nenduring national significance. the community about these areas, contributes to\nOutcome 1 ensuring that the National Capital is\nFor the purposes of identifying and reporting against\nplanned and promoted consistent with its enduring\nthe NCA’s responsibilities and strategic priorities,\nnational significance.\nthe NCA’s Corporate Plan for 2020-21 to 2023-24\ncombined the NCA’s functions under the PALM\nProgram 1.1 Deliverables\nAct and concomitant activities into three strategic\n Source: `annual-reports/2020-21.pdf (https://www.nca.gov.au/sites/default/files/2021-12/NCA%20Annual%20Report%202020-2021_online.pdf)`\n- 30 2021–22), 27; see also Auditor-\nGeneral RG Menzies Walk, 23\nprocurement policies and processes, 28 Risk Management Policy and Framework, 25, 26\nANAO performance audit of, v, 27 roles and functions, NCA, 1–2, 12, 27, 28\nProgram 1.1 National Capital Functions, 12 Rond Terrace, iv, 18, 19, 23\nProgram 1.2 National Capital Estate, 12 rose gardens, 8, 16, 18\nprotective security, 26 Russian Federation, embassy site, iv\nprotest activities, NCA role in managing, v, 19 S\npublic consultation, 14, 15, 23 safety risk management measures, v, 18, 22\nPublic Governance, Performance and Accountability salary ranges, employee, 43\nAct 2013 (PGPA Act), 13\nScrivener Dam, 22\nAuthority as the accountable authority under,\nas an asset, 27\n2, 4\nScrivener’s Hut Conservation Woodland, 32\nreporting requirements under, i, iv, 11, 27\nseaplane, travel proposal, 17\nPublic Governance, Performance and Accountability\n Source: `annual-reports/2021-22.pdf (https://www.nca.gov.au/sites/default/files/2022-11/national_capital_authority_annual_report_2021-22_-_final.pdf)`\n- Statements (see below) and performance objectives\nPurposes – to fulfil the NCA’s statutory functions and\nincluded in the NCA Corporate Plan for 2021-22 to\npurposes and raise awareness of the role of Canberra\n2024-25.\nas the National Capital\nThe NCA’s Corporate Plan for 2021-22 to 2024-25\nProgram 1.1 Delivery\nstates the NCA’s mission as:\nDuring 2021-22 and the forward years, the NCA will\nTo shape Canberra as a capital that all Australians\n• continue to develop and implement a\ncan be proud of by ensuring it is well planned,\ncomprehensive planning framework for the\nmanaged and promoted, consistent with its\nAustralian Capital Territory\nenduring national significance.\n• keep the National Capital Plan (the Plan) under\nFor the purposes of identifying and reporting against\nconstant review and, when required, propose, draft,\nthe NCA’s responsibilities and strategic priorities,\n Source: `annual-reports/2021-22.pdf (https://www.nca.gov.au/sites/default/files/2022-11/national_capital_authority_annual_report_2021-22_-_final.pdf)`\n- [Page 10]\nPrincipal Functions 5. foster an awareness of Canberra as the\nNational Capital\nThe functions of the NCA, as set out in section 6 6. with the approval of the Minister, to perform\nof the PALM Act, are to: planning services for any person or body, whether\nwithin Australia or overseas\n1. prepare and administer a National Capital Plan\n(the Plan) 7. with the approval of the Minister, and excluding the\nmanagement and regulation of the taking of water,\n2. keep the Plan under constant review and to\nmanage National Land designated in writing by the\npropose amendments to it when necessary\nMinister as land required for the special purposes\n3. on behalf of the Commonwealth, to commission\nof Canberra as the National Capital.\nworks to be carried out in Designated Areas\nin accordance with the Plan where neither a In addition, the National Land (Road Transport)\n Source: `annual-reports/2022-23.pdf (https://www.nca.gov.au/sites/default/files/2023-10/national_capital_authority_2022-23_annual_report_-_accessible_version_0.pdf)`\n- During 2022-23 and the forward years, the NCA will:\nThe NCA’s Corporate Plan for 2022-23 to 2025-26\n• continue to develop and implement a\nstates the NCA’s mission as:\ncomprehensive planning framework for the\nTo shape Canberra as a capital that all Australians Australian Capital Territory\ncan be proud of by ensuring it is well planned,\n• keep the National Capital Plan (the Plan) under\nmanaged and promoted, consistent with its\nconstant review and, when required, propose, draft,\nenduring national significance.\nand consult on amendments to the Plan\nFor the purposes of identifying and reporting against • assess and manage applications to undertake works\nthe NCA’s responsibilities and strategic priorities, in Designated Areas to ensure that they are in\nthe NCA’s Corporate Plan for 2022-23 to 2025-26 accordance with the Plan\ncombined the NCA’s functions under the PALM\n Source: `annual-reports/2022-23.pdf (https://www.nca.gov.au/sites/default/files/2023-10/national_capital_authority_2022-23_annual_report_-_accessible_version_0.pdf)`\n- The mission of the NCA, as set out in its 2021–22 Annual Report, is:\nTo shape Canberra as a capital that all Australians can be proud of by ensuring it is well planned,\nmanaged and promoted, consistent with its enduring national significance.2\nThe functions of the NCA, as set out in section 6 of the PALM Act, are to:\n1. prepare and administer a National Capital Plan (the Plan);\n2. keep the Plan under constant review and to propose amendments to it when necessary;\n3. on behalf of the Commonwealth, to commission works to be carried out in Designated Areas\nin accordance with the Plan where neither a Department of State of the Commonwealth nor\nany Commonwealth authority has the responsibility to commission those works;\n4. recommend to the Minister the carrying out of works that it considers desirable to maintain\nor enhance the character of the National Capital;\n5.\n Source: `strategies/nca_heritage_strategy.pdf (http://www.nca.gov.au/sites/default/files/2023-07/nca_heritage_strategy.pdf)`\n\n### Strategic Priorities\n\n- Portfolio Budget Statement:\nThe NCA’s Corporate Plan for 2020-21 to 2023-24\nstates the NCA’s mission as: Program 1.1 – National Capital Functions\n– $13.948 million\nTo shape Canberra as a capital that all Australians\ncan be proud of by ensuring it is well planned, Planning and designing areas of special national\nmanaged and promoted, consistent with its importance in Canberra, and informing and educating\nenduring national significance. the community about these areas, contributes to\nOutcome 1 ensuring that the National Capital is\nFor the purposes of identifying and reporting against\nplanned and promoted consistent with its enduring\nthe NCA’s responsibilities and strategic priorities,\nnational significance.\nthe NCA’s Corporate Plan for 2020-21 to 2023-24\ncombined the NCA’s functions under the PALM\nProgram 1.1 Deliverables\nAct and concomitant activities into three strategic\n Source: `annual-reports/2020-21.pdf (https://www.nca.gov.au/sites/default/files/2021-12/NCA%20Annual%20Report%202020-2021_online.pdf)`\n- [Page 22]\nStrategic Objective 1\nNational Role, Engagement and Awareness\nPerformance Criteria Criteria Elements Results\n1 (a) Work to ensure Complete the concept Not achieved – Final investigations and reports\nareas managed by design for the new concerning ecological and contamination matters\nthe NCA continue to diplomatic estate in were completed in March and April 2022, respectively.\nperform their national North Curtin A concept design will be finalised in 2022-23.\nand international\nfunctions effectively and\nefficiently, with a priority\nfocus on developing a\nnew diplomatic estate\n1 (b) Take as many Visitor satisfaction and Achieved – Visitor satisfaction remains high.\n Source: `annual-reports/2021-22.pdf (https://www.nca.gov.au/sites/default/files/2022-11/national_capital_authority_annual_report_2021-22_-_final.pdf)`\n- [Page 30]\nStrategic Objective 5\nSafe and Efficient Operations\nPerformance Criteria Criteria Elements Results\n5(a) Manage the NCA’s At least 90% of Achieved – A total of 97% of maintenance requests were\nsubstantial and ageing maintenance issues are addressed within target timeframes, according to safety,\nassets and significant addressed within target risk and priority.\nsites to ensure their timeframes, according\nto safety, risk and\nsafety, useability,\npriority\nheritage values and\nsignificance to the\nNational Capital is\nmaintained\nAt least 90% of capital Achieved – 97% of capital improvements were actioned\nimprovements are within target timeframes in 2021-22.\nactioned within target\ntimeframes\n5(b) Deliver fit for There is a new Works Not achieved – There was substantial preparatory\npurpose and efficient Approval e-Lodgement, work undertaken in 2021-22 for a new Works Approval\n Source: `annual-reports/2021-22.pdf (https://www.nca.gov.au/sites/default/files/2022-11/national_capital_authority_annual_report_2021-22_-_final.pdf)`\n- Statements (see below) and performance objectives\nPurposes – to fulfil the NCA’s statutory functions and\nincluded in the NCA Corporate Plan for 2021-22 to\npurposes and raise awareness of the role of Canberra\n2024-25.\nas the National Capital\nThe NCA’s Corporate Plan for 2021-22 to 2024-25\nProgram 1.1 Delivery\nstates the NCA’s mission as:\nDuring 2021-22 and the forward years, the NCA will\nTo shape Canberra as a capital that all Australians\n• continue to develop and implement a\ncan be proud of by ensuring it is well planned,\ncomprehensive planning framework for the\nmanaged and promoted, consistent with its\nAustralian Capital Territory\nenduring national significance.\n• keep the National Capital Plan (the Plan) under\nFor the purposes of identifying and reporting against\nconstant review and, when required, propose, draft,\nthe NCA’s responsibilities and strategic priorities,\n Source: `annual-reports/2021-22.pdf (https://www.nca.gov.au/sites/default/files/2022-11/national_capital_authority_annual_report_2021-22_-_final.pdf)`\n- During 2022-23 and the forward years, the NCA will:\nThe NCA’s Corporate Plan for 2022-23 to 2025-26\n• continue to develop and implement a\nstates the NCA’s mission as:\ncomprehensive planning framework for the\nTo shape Canberra as a capital that all Australians Australian Capital Territory\ncan be proud of by ensuring it is well planned,\n• keep the National Capital Plan (the Plan) under\nmanaged and promoted, consistent with its\nconstant review and, when required, propose, draft,\nenduring national significance.\nand consult on amendments to the Plan\nFor the purposes of identifying and reporting against • assess and manage applications to undertake works\nthe NCA’s responsibilities and strategic priorities, in Designated Areas to ensure that they are in\nthe NCA’s Corporate Plan for 2022-23 to 2025-26 accordance with the Plan\ncombined the NCA’s functions under the PALM\n Source: `annual-reports/2022-23.pdf (https://www.nca.gov.au/sites/default/files/2023-10/national_capital_authority_2022-23_annual_report_-_accessible_version_0.pdf)`\n- During 2023-24 and the forward years, the NCA will:\nThe NCA Corporate Plan 2023-24 to 2026-27 states\n• continue to develop and implement a\nthe NCA’s mission as:\ncomprehensive planning framework for the\nTo shape Canberra as a capital that all Australians Australian Capital Territory\ncan be proud of by ensuring it is well planned, • keep the National Capital Plan (the Plan) under\nmanaged and promoted, consistent with its constant review and, when required, propose, draft,\nenduring national significance. and consult on amendments to the Plan\nFor the purposes of identifying and reporting against • assess and manage applications to undertake works\nthe NCA’s responsibilities and strategic priorities, in Designated Areas to ensure that they are in\nthe NCA’s Corporate Plan for 2023-24 to 2026-27 accordance with the Plan\n Source: `annual-reports/2023-24.pdf (https://www.nca.gov.au/sites/default/files/2024-10/nca_annual_report_-_2023-24_-_final_for_web.pdf)`\n- The NCA has identified three strategic objectives in its 2022-23 to 2025-26 Corporate Plan to ensure\nit delivers its responsibilities:\n• Our National Role\nEnsure new developments on national land reflect the intent of the Griffin Plan and\no\nare able to perform their national and international functions with a priority focus on\nenhancements to Commonwealth Park and Commonwealth Place.\n Source: `strategies/nca_heritage_strategy.pdf (http://www.nca.gov.au/sites/default/files/2023-07/nca_heritage_strategy.pdf)`\n- Overview and Structure of the\nNational Capital Authority 1 Staffing Summary and Profile 40\nRoles and Functions 1 Staff Retention and Turnover 45\nMission 1 Workplace Diversity 45\nKey Strategic Objectives 1 Enterprise Agreements and Remuneration 46\nPrincipal Functions 2 Executive Remuneration 48\nThe Structure of the NCA 3 Performance Management 49\nManagement Committees and their Roles 4 Personnel Services and Salary Processing 49\nThe Authority 4 COVID-19 Management Plan 50\nAuthority Membership 4 Work Health and Safety 50\nCommittees 4 Disability Reporting 50\nSenior Executive and Their Responsibilities 7 5.\n Source: `annual-reports/2020-21.pdf (https://www.nca.gov.au/sites/default/files/2021-12/NCA%20Annual%20Report%202020-2021_online.pdf)`\n- [pages 47,48,49,50]\ning During 2020-21, NCA employees undertook 959 hours of training,\nconsisting of 433 hours of individual training and 526 hours of\n• Risk Assessment Training\ncorporate training.\n• Bullying and Harassment\nTraining The NCA’s annual Learning and Development Plan identifies individual\ntraining requirements, and integral and priority corporate activities for\n• Resilience in Self Training\nthe relevant financial year.\n Source: `annual-reports/2020-21.pdf (https://www.nca.gov.au/sites/default/files/2021-12/NCA%20Annual%20Report%202020-2021_online.pdf)`\n- Management of Human Resources 34\nKey Strategic Objectives 1\nAustralia Day Achievement Medallion 35\nPrincipal Functions 2\nLearning and Development 35\nThe Structure of the NCA 3\nStaffing Summary and Profile 36\nManagement Committees and their Roles 4\nStaff Retention and Turnover 41\nThe Authority 4\nWorkplace Diversity 41\nAuthority Membership 4\nEnterprise Agreements and Remuneration 42\nCommittees 5\nExecutive Remuneration 44\nSenior Executive and Their Responsibilities 7\nPerformance Management 45\nVolunteer Contributions 8\nPersonnel Services and Salary Processing 45\n2.\n Source: `annual-reports/2021-22.pdf (https://www.nca.gov.au/sites/default/files/2022-11/national_capital_authority_annual_report_2021-22_-_final.pdf)`\n\n## KPIs, Targets, and Where They Are At\n\n- Results against performance measures\nIntended result Performance measure Outcome\n1.1 Planning policies and 1.1.1 Percentage of Achieved – All 372 works approval\nlegislative instruments approved works applications applications approved in 2024–25 were not\npromote high-quality that are not inconsistent inconsistent with the principles and policies\ndevelopments on National with the principles and of the National Capital Plan and relevant\nLand and in Designated Areas policies of the National heritage management plans.\nthat respond to changing Capital Plan and the relevant\nA total of 23 works approval applications were\nsocietal needs and reflect the heritage management plans\neither withdrawn or not supported.\nintent of the Griffin Plan for\nTarget: 100%\nCanberra consistent with the\nNational Capital Plan\n1.2 The NCA undertakes 1.2.1 Percentage of surveyed Not achieved – A total of 64.28% of\n Source: `annual-reports/2024-25.pdf (https://www.nca.gov.au/sites/default/files/2025-11/National%20Capital%20Authority%202024-25%20Annual%20Report.pdf)`\n- [Page 27]\nIntended result Performance measure Outcome\n3.2 Working with a range 3.2.1 Increased numbers accessing Not achieved – A total of 848,708\nof partners, creating and education programs and content people accessed the NCA’s education\npromoting experiences programs and content in 2024–25,\nTarget: 2.5% on previous year\nand activities that enhance equating to a 0.9% increase on the\nawareness of the National 2023–24 number (841,053).\n Source: `annual-reports/2024-25.pdf (https://www.nca.gov.au/sites/default/files/2025-11/National%20Capital%20Authority%202024-25%20Annual%20Report.pdf)`\n- Intended Result Performance Measure Outcome\n1.1 Planning policies and 1.1.1 The percentage of approved Achieved – All 387 work applications\nlegislative instruments works applications that are not approved in 2023-24 were not\npromote high quality inconsistent with the principles inconsistent with the principles and\ndevelopments on National and policies of the National Capital policies of the National Capital Plan\nLand and in Designated Areas Plan and the relevant heritage and relevant Heritage Management\nthat respond to changing management plans Plans.\nsocietal needs and reflect the\nTarget: 100% A total of 32 work applications were\nintent of the Griffin Plan for\neither withdrawn or not supported.\n Source: `annual-reports/2023-24.pdf (https://www.nca.gov.au/sites/default/files/2024-10/nca_annual_report_-_2023-24_-_final_for_web.pdf)`\n- Results against performance measures\nIntended result Performance measure Outcome\n3.1 Creating, activating, and 3.1.1* Visitor satisfaction rating of Achieved – A total of 95% (1,484 out\nmaintaining interesting, at least 90% across NCA-managed of 1,564) of responses from surveyed\nsafe and dynamic precincts attractions visitors to NCA-managed attractions\nthat welcome both visitors reported a satisfaction rating of\nTarget: 90%\nand locals, and provide ‘excellent’.\nopportunities for people to\n3.1.2 Increase in annual visitation to Achieved – An estimated 1,344,719\nenjoy their public spaces\nNCA-managed sites people visited NCA managed sites\nthroughout 2024–25, equating to a\nTarget: 2.5% on previous year\n6.3% increase on 2023–24 visitation\n(1,264,535).\n Source: `annual-reports/2024-25.pdf (https://www.nca.gov.au/sites/default/files/2025-11/National%20Capital%20Authority%202024-25%20Annual%20Report.pdf)`\n- Intended Result Performance Measure Outcome\n2.1 Maintaining and enhancing 2.1.1* At least 90% of maintenance Achieved – A total of 94% of\nsymbolic works and spaces, issues are addressed within target maintenance issues were addressed\nin accordance with relevant timeframes, in accordance with within target timeframes, in\nheritage management plans safety, risk and priority accordance with safety, risk and\nand appropriate standards priority.\n Source: `annual-reports/2023-24.pdf (https://www.nca.gov.au/sites/default/files/2024-10/nca_annual_report_-_2023-24_-_final_for_web.pdf)`\n- Results against performance measures\nIntended result Performance measure Outcome\n2.1 Maintaining and enhancing 2.1.1* At least 90% of maintenance Achieved – A total of 95% of\nsymbolic works and spaces, issues are addressed within target maintenance issues were addressed\nin accordance with relevant timeframes, in accordance with within target timeframes, in\nheritage management plans safety, risk and priority accordance with safety, risk and\nand appropriate standards priority.\n Source: `annual-reports/2024-25.pdf (https://www.nca.gov.au/sites/default/files/2025-11/National%20Capital%20Authority%202024-25%20Annual%20Report.pdf)`\n- [Page 30]\nStrategic Objective 5\nSafe and Efficient Operations\nPerformance Criteria Criteria Elements Results\n5(a) Manage the NCA’s At least 90% of Achieved – A total of 97% of maintenance requests were\nsubstantial and ageing maintenance issues are addressed within target timeframes, according to safety,\nassets and significant addressed within target risk and priority.\nsites to ensure their timeframes, according\nto safety, risk and\nsafety, useability,\npriority\nheritage values and\nsignificance to the\nNational Capital is\nmaintained\nAt least 90% of capital Achieved – 97% of capital improvements were actioned\nimprovements are within target timeframes in 2021-22.\nactioned within target\ntimeframes\n5(b) Deliver fit for There is a new Works Not achieved – There was substantial preparatory\npurpose and efficient Approval e-Lodgement, work undertaken in 2021-22 for a new Works Approval\n Source: `annual-reports/2021-22.pdf (https://www.nca.gov.au/sites/default/files/2022-11/national_capital_authority_annual_report_2021-22_-_final.pdf)`\n- Intended Result Performance Measure Outcome\n3.1 Creating, activating, and 3.1.1* Visitor satisfaction rating of Achieved – A total of 94% of surveyed\nmaintaining interesting, at least 90% across NCA managed visitors to NCA managed attractions\nsafe, and dynamic precincts attractions reported a satisfaction rating of\nthat welcome both visitors ‘excellent’.\n Source: `annual-reports/2023-24.pdf (https://www.nca.gov.au/sites/default/files/2024-10/nca_annual_report_-_2023-24_-_final_for_web.pdf)`\n- [Page 22]\nPurpose 1 – People\nEncouraging Australians and visitors to celebrate and share the story of our nation\nthrough visiting Canberra, our National Capital\nPerformance Criteria Criteria Elements Results\n1.1 Deliver programs, There is a high level of Partially achieved – COVID-19 restrictions meant that\nevents and tours to access and enjoyment visitor numbers to Canberra in 2020-21 have been lower\nencourage Australian of visitors to NCA- than previous years.\n Source: `annual-reports/2020-21.pdf (https://www.nca.gov.au/sites/default/files/2021-12/NCA%20Annual%20Report%202020-2021_online.pdf)`\n- [Page 23]\nPerformance Criteria Criteria Elements Results\n1.2 Maximise the access There is strong Achieved – All surveyed visitors to the NCE answered\nand use of National recognition of the yes to the question “my visit to the NCE has increased\nLand to promote a National Capital, my awareness and has provided me with a greater\nstrong understanding of its attractions and appreciation of Canberra as Australia’s National Capital”,\nthe significance of the nationally-significant and “through my visit I have a greater knowledge of\nNational Capital and events in the Australian Australia’s National Capital”.\nits role in the story of community\nthe Australian people,\nincluding programs and National Land supports Partially Achieved, due to the impact of COVID-19\nsupport for national and promotes pandemic restrictions.\nevents activity, good health\n Source: `annual-reports/2020-21.pdf (https://www.nca.gov.au/sites/default/files/2021-12/NCA%20Annual%20Report%202020-2021_online.pdf)`\n- [Page 26]\nPurpose 2 - Place\nExcellence in the care and stewardship of the National Capital’s special\nand symbolic places\nPerformance Criteria Criteria Elements Results\n2.1 Manage the NCA’s At least 90% of capital Achieved – 96% of capital improvements were\nageing assets and improvements are actioned within target timeframes and milestones in\nsignificant sites to actioned within target 2020-21.\n Source: `annual-reports/2020-21.pdf (https://www.nca.gov.au/sites/default/files/2021-12/NCA%20Annual%20Report%202020-2021_online.pdf)`\n- [Page 22]\nStrategic Objective 1\nNational Role, Engagement and Awareness\nPerformance Criteria Criteria Elements Results\n1 (a) Work to ensure Complete the concept Not achieved – Final investigations and reports\nareas managed by design for the new concerning ecological and contamination matters\nthe NCA continue to diplomatic estate in were completed in March and April 2022, respectively.\nperform their national North Curtin A concept design will be finalised in 2022-23.\nand international\nfunctions effectively and\nefficiently, with a priority\nfocus on developing a\nnew diplomatic estate\n1 (b) Take as many Visitor satisfaction and Achieved – Visitor satisfaction remains high.\n Source: `annual-reports/2021-22.pdf (https://www.nca.gov.au/sites/default/files/2022-11/national_capital_authority_annual_report_2021-22_-_final.pdf)`\n- [Page 26]\nStrategic Objective 3\nCreating and Maintaining Place\nPerformance Criteria Criteria Elements Results\n3 (a) Maintaining our All approved Achieved – All 415 approved applications during the\nprimary focus on the applications are 2021-22 financial year were assessed as consistent with\ncare and stewardship consistent with the the principles and policies of the National Capital Plan.\nof the special and principles and policies\nA total of 22 applications were withdrawn or not\nsymbolic places within of the National Capital\nsupported.\nthe National Capital Plan\nand ensuring all\nworks undertaken in\ndesignated areas are\nin accordance with the\nNational Capital Plan\nAt least 80% of Works Not achieved – For the financial year 2021-22, 59% of\nApprovals applications applications were processed within 15 business days.\n Source: `annual-reports/2021-22.pdf (https://www.nca.gov.au/sites/default/files/2022-11/national_capital_authority_annual_report_2021-22_-_final.pdf)`\n- [Page 27]\nPerformance Criteria Criteria Elements Results\n3 (d) Planning for a The NCA Tree Achieved – In order to achieve the target of 40% canopy\nchanging climate and its Management Policy cover by 2030, the NCA is implementing a rolling tree\nimpact on landscapes is progressively management program which incorporates the following:\nand protecting and implemented including\n• collaboration with suppliers to strengthen stock\nenhancing the ecological with respect to\nnumbers and acclimatised species supply\nintegrity and resilience increasing the tree\nof land and waterbodies canopy cover on • replacing each tree removal with three new plantings\nmanaged by the NCA NCA-managed lands to • increasing tree planting density\n40% by 2030.\n• identifying new areas for planting in accordance with\nheritage guidelines.\n Source: `annual-reports/2021-22.pdf (https://www.nca.gov.au/sites/default/files/2022-11/national_capital_authority_annual_report_2021-22_-_final.pdf)`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| $24.402 million, $0.541 million, $21.573 million, $1.920 million, $2.076 million, $1.572 million | [Page 62]\nDepartmental Performance Administered Performance\nIn 2022-23, the NCA continued to operate within In 2022-23, the NCA reported $24.402 million in\nbudget, reporting a deficit on continuing operations non-taxation revenue, mainly comprised of paid\nof $0.541 million, which included unfunded parking ticketing revenue and fines ($21.573 million)\ndepreciation and amortisation of $1.920 million along and rentals including diplomatic estate ren | `annual-reports/2022-23.pdf (https://www.nca.gov.au/sites/default/files/2023-10/national_capital_authority_2022-23_annual_report_-_accessible_version_0.pdf)` |\n| $4 | [Page 73]\nFinancial Statements APPENDIX ONE\nNational Capital Authority\nAdministered Schedule of Comprehensive Income\nfor the year ended 30 June 2021\nNational Capital Authority\nADMINISTERED RECONCILIATION SCHEDULE\nAdministered Reconciliation Schedule\nOriginal\nfo f o r r t t h h e e y y e e a a r r e n e d n e d d e 3 d 0 J 3 u 0 n e J 2 u 0 n 2 e 4 2024 2021 2020 Budget\nNotes $'000 $'000 $'000\nNET COST OF SERVICES\nE xp enses\nSuppliers 2.1A 16,044 | `annual-reports/2023-24.pdf (https://www.nca.gov.au/sites/default/files/2024-10/nca_annual_report_-_2023-24_-_final_for_web.pdf)` |\n| $0 | [Page 83]\nNational Capital Authority\nAdministered Schedule of Comprehensive Income\nfor the year ended 30 June 2021\nOriginal\n2021 2020 Budget\nNotes $'000 $'000 $'000\nNET COST OF SERVICES Financia l S t atements APPENDIX ONE\nExpenses\nSuppliers 2.1A 16,044 18,540 15,700\nDepreciation and amortisation 4.2A 22,764 23,398 24,678\nImpairment loss on financial instruments 2.1B 131 224 -\nWrite-down and impairment of other assets 2.1C 2,762 211 2,000\nNotes t | `annual-reports/2021-22.pdf (https://www.nca.gov.au/sites/default/files/2022-11/national_capital_authority_annual_report_2021-22_-_final.pdf)` |\n| $1.106 million, $18.262 million, $18.486 million, 1.106 million, 18.262 million, 18.486 million | This compares to a budgeted deficit on\nAdministered supplier expenses totalling\ncontinuing operations of $1.106 million.\n$18.262 million, were largely on budget, funded by\nThe NCA undertook a comprehensive asset appropriations of $18.486 million. | `annual-reports/2022-23.pdf (https://www.nca.gov.au/sites/default/files/2023-10/national_capital_authority_2022-23_annual_report_-_accessible_version_0.pdf)` |\n| $189 | Funding\n5.1 Appropriations\nNote 5.1A: Annual Appropriations ('Recoverable GST exclusive')\nAnnual appropriations for 2023\nAppropriation Adjustments to Appropriation\nAct appropriations2 applied in 2023\nAnnual Total (current and\nappropriation1 Section 74 appropriation prior years) Variance3\n$'000 $'000 $'000 $'000 $'000\nDepartmental\nOrdinary annual services 10,325 7,368 17,693 16,059 1,634\nCapital Budget4 670 - 670 670 -\nTotal departmental 10,995 7, | `annual-reports/2022-23.pdf (https://www.nca.gov.au/sites/default/files/2023-10/national_capital_authority_2022-23_annual_report_-_accessible_version_0.pdf)` |\n| $3.698 million, $3.651 million, 3.698 million, 3.651 million | In 2021-22, total administered revenue decreased by\nAt 30 June 2022, the NCA’s departmental net assets $3.698 million, mainly relating to paid parking ticket\nincreased by $3.651 million. revenue due to the impact of the COVID-19 pandemic. | `annual-reports/2021-22.pdf (https://www.nca.gov.au/sites/default/files/2022-11/national_capital_authority_annual_report_2021-22_-_final.pdf)` |\n| $0.189 million, 0.189 million | 2) 2024-25 - Administered assets and liabilities 12,758 -\nTotal administered 140,081 136,834\nNotes:\n1. $0.189 million Departmental ordinary annual appropriation had been withheld under Section 51 of the PGPA Act\nfor whole of government saving measure in 2022-23. | `annual-reports/2024-25.pdf (https://www.nca.gov.au/sites/default/files/2025-11/National%20Capital%20Authority%202024-25%20Annual%20Report.pdf)` |\n\n## Key Achievements\n\n- [Page 27]\n3.3 Increasing engagement 3.3.1 Progress towards implementing Achieved – The NCA’s Reconciliation\nwith First Nations’ history, the Reconciliation Action Plan Action Plan was launched in 2023-24\npeople and culture with a number of initiatives also\nTarget: Finalise and publish an\nimplemented, including:\napproved NCA Reconciliation Action\nPlan (RAP) for 2023-24 and 2024-25, • Building relationships and working\nand implement the elements set out closely with Reconciliation ACT and\nin the RAP schedule for 2023-24 National Sorry Day to deliver their\nevents successfully\n• Enhancing visitor programs\nand experiences and increasing\naccessibility to Reconciliation Place\ntours during Reconciliation Week\nand NAIDOC Week\n• Raising the recognition and profile\nof First Nations language, culture,\nand history and First Nations\ncontent considered in all new\nvisitor experiences.\n Source: `annual-reports/2023-24.pdf (https://www.nca.gov.au/sites/default/files/2024-10/nca_annual_report_-_2023-24_-_final_for_web.pdf)`\n- 3.2 Engage and All required Plan Achieved – The following Plan Amendments,\nconsult the Australian Amendments, Development Control Plans, master plans and/or\nCommunity on plans Development Control urban design guidelines came into effect during\nfor the future growth of Plans, master plans and/ 2020-21:\nthe National Capital\nor urban design guidelines • Amendment 95 – North Curtin Diplomatic Estate\nhave been prepared and Urban Areas.\nwith input from the\n• Consultation completed on Draft Development\ncommunity in line with\nControl Plan 21/01 – Part Block 11 Section 38\nthe NCA’s Commitment to\nFyshwick (Dairy Road Precinct).\n Source: `annual-reports/2020-21.pdf (https://www.nca.gov.au/sites/default/files/2021-12/NCA%20Annual%20Report%202020-2021_online.pdf)`\n- Management of Human Resources 34\nKey Strategic Objectives 1\nAustralia Day Achievement Medallion 35\nPrincipal Functions 2\nLearning and Development 35\nThe Structure of the NCA 3\nStaffing Summary and Profile 36\nManagement Committees and their Roles 4\nStaff Retention and Turnover 41\nThe Authority 4\nWorkplace Diversity 41\nAuthority Membership 4\nEnterprise Agreements and Remuneration 42\nCommittees 5\nExecutive Remuneration 44\nSenior Executive and Their Responsibilities 7\nPerformance Management 45\nVolunteer Contributions 8\nPersonnel Services and Salary Processing 45\n2.\n Source: `annual-reports/2021-22.pdf (https://www.nca.gov.au/sites/default/files/2022-11/national_capital_authority_annual_report_2021-22_-_final.pdf)`\n- [Page 22]\nStrategic Objective 1\nNational Role, Engagement and Awareness\nPerformance Criteria Criteria Elements Results\n1 (a) Work to ensure Complete the concept Not achieved – Final investigations and reports\nareas managed by design for the new concerning ecological and contamination matters\nthe NCA continue to diplomatic estate in were completed in March and April 2022, respectively.\nperform their national North Curtin A concept design will be finalised in 2022-23.\nand international\nfunctions effectively and\nefficiently, with a priority\nfocus on developing a\nnew diplomatic estate\n1 (b) Take as many Visitor satisfaction and Achieved – Visitor satisfaction remains high.\n Source: `annual-reports/2021-22.pdf (https://www.nca.gov.au/sites/default/files/2022-11/national_capital_authority_annual_report_2021-22_-_final.pdf)`\n- [Page 27]\nPerformance Criteria Criteria Elements Results\n3 (d) Planning for a The NCA Tree Achieved – In order to achieve the target of 40% canopy\nchanging climate and its Management Policy cover by 2030, the NCA is implementing a rolling tree\nimpact on landscapes is progressively management program which incorporates the following:\nand protecting and implemented including\n• collaboration with suppliers to strengthen stock\nenhancing the ecological with respect to\nnumbers and acclimatised species supply\nintegrity and resilience increasing the tree\nof land and waterbodies canopy cover on • replacing each tree removal with three new plantings\nmanaged by the NCA NCA-managed lands to • increasing tree planting density\n40% by 2030.\n• identifying new areas for planting in accordance with\nheritage guidelines.\n Source: `annual-reports/2021-22.pdf (https://www.nca.gov.au/sites/default/files/2022-11/national_capital_authority_annual_report_2021-22_-_final.pdf)`\n- Management of Human Resources 39\nKey Strategic Objectives 1\nAustralia Day Achievement Medallion 39\nPrincipal Functions 2\nLearning and Development 39\nThe Structure of the NCA 3\nStaffing Summary and Profile 40\nManagement Committees and their Roles 4\nStaff Retention and Turnover 45\nThe Authority 4\nWorkplace Diversity 45\nAuthority Membership 4\nEnterprise Agreements and Remuneration 46\nCommittees 5\nExecutive Remuneration 48\nSenior Executive and their Responsibilities 7\nPerformance Management 49\nVolunteer Contributions 8\nPersonnel Services and Salary Processing 49\n2.\n Source: `annual-reports/2022-23.pdf (https://www.nca.gov.au/sites/default/files/2023-10/national_capital_authority_2022-23_annual_report_-_accessible_version_0.pdf)`\n- In\nland reflect the intent new memorials particular, on International Women’s Day – 8 March 2023\nof the Griffin Plan and and statues in the – statues of Dame Enid Lyons and Dame Dorothy Tangney\nare able to perform their National Triangle, were unveiled by the Minister for Regional Development,\nnational and international specifically a statue Local Government and Territories, the Hon Kristy McBain\nfunctions with a priority of Dame Enid Lyons MP, together with representatives of the Lyons and\nfocus on enhancements and Dame Dorothy Tangney families.\nto Commonwealth Park Tangney by March\nand Commonwealth Place 2023\n1 (b) Engage and consult Action in the new Achieved – The revitalised Commitment to Community\nwith the broader Commitment Engagement was progressively implemented over 2022-23.\n Source: `annual-reports/2022-23.pdf (https://www.nca.gov.au/sites/default/files/2023-10/national_capital_authority_2022-23_annual_report_-_accessible_version_0.pdf)`\n- Australian community to Community The policy itself was completed in November 2022, used\non the evolution of their Engagement policy in engagement processes from around that time, and\nNational Capital are progressively finalised and published on the NCA website in April 2023.\nimplemented from The new Commitment to Community Engagement policy\nMarch 2023 promotes fit-for-purpose approaches to engagement\nand consultation and sets out a range of multi-layered\nand innovative methods, including providing ongoing\ninformation and engagement through traditional and\nsocial media, print advertising, email campaigns, onsite\ninformation sessions and stakeholder meetings.\n Source: `annual-reports/2022-23.pdf (https://www.nca.gov.au/sites/default/files/2023-10/national_capital_authority_2022-23_annual_report_-_accessible_version_0.pdf)`\n- Capital Plan and\nrelevant Heritage\nManagement Plans\nAt least 90% Achieved – 98% of capital improvements were actioned\nof capital within target timeframes.\nimprovements are\nNote: this measure was included in the NCA’s Portfolio\nactioned within\nBudget Statement 2022-23 (October).\ntarget timeframes\nAt least 90% of Achieved – A total of 93% of maintenance issues were\nmaintenance issues addressed within target timeframes, in accordance with\nare addressed within safety, risk and priority.\ntarget timeframes,\nNote: this measure was included in the NCA’s Portfolio\nin accordance with\nBudget Statement 2022-23 (October).\nsafety, risk and\npriority\n2(b) Ensure high At least 80% of Achieved – For 2022-23, 93% of applications were\nquality design and Works Approvals processed within 15 business days.\nlandscaping, heritage applications\nNote: this measure was included in the NCA’s Portfolio\n Source: `annual-reports/2022-23.pdf (https://www.nca.gov.au/sites/default/files/2023-10/national_capital_authority_2022-23_annual_report_-_accessible_version_0.pdf)`\n- Management of Human Resources 35\nRoles and Functions 1 Australia Day Achievement Medallion 35\nMission 1 Learning and Development 35\nPlanned Outcomes 1 Staffing Summary and Profile 36\nPrincipal Functions 2 Staff Retention and Turnover 41\nThe Structure of the NCA 3 Workplace Diversity 41\nManagement Committees and their Roles 4 Enterprise Agreements and Remuneration 42\nThe Authority 4 Executive Remuneration 44\nAuthority Membership 4 Performance Management 45\nCommittees 5 Personnel Services and Salary Processing 45\nSenior Executive and their Responsibilities 7 Disability Reporting 46\nVolunteer Contributions 8 Work Health and Safety 46\n2.\n Source: `annual-reports/2023-24.pdf (https://www.nca.gov.au/sites/default/files/2024-10/nca_annual_report_-_2023-24_-_final_for_web.pdf)`\n- 2.3 Improving the ecological 2.3.1 Milestones achieved in NCA Partially Achieved – The NCA\nvalues of conservation initiatives towards NetZero 2030 collected and reported emissions\nareas and reducing the delivered in accordance with planned data for the 2022-23 financial year\nenvironmental impact of the objectives to the Department of Finance in\nNCA’s activities and programs accordance with the Net Zero in\nTarget: Collection of NCA emissions\nas we track towards net zero Government Operations Strategy.\ndata for 2022-23, focusing on direct\nemissions by 2030\nemissions; Reporting in the NCA’s The Emissions Inventory tables were\n2022-23 Annual Report; Initial included in the NCA’s Annual Report\nemissions reduction measures, 2022-23.\nincluding through property\nmanagement, government vehicles\nand procurement measures\n*Performance criterion in Program 1.\n Source: `annual-reports/2023-24.pdf (https://www.nca.gov.au/sites/default/files/2024-10/nca_annual_report_-_2023-24_-_final_for_web.pdf)`\n- [pages 24,25,26,27]\nds NetZero 2030 collected and reported emissions\nareas and reducing the delivered in accordance with planned data for the 2022-23 financial year\nenvironmental impact of the objectives to the Department of Finance in\nNCA’s activities and programs accordance with the Net Zero in\nTarget: Collection of NCA emissions\nas we track towards net zero Government Operations Strategy.\ndata for 2022-23, focusing on direct\nemissions by 2030\nemissions; Reporting in the NCA’s The Emissions Inventory tables were\n2022-23 Annual Report; Initial included in the NCA’s Annual Report\nemissions reduction measures, 2022-23.\nincluding through property\nmanagement, government vehicles\nand procurement measures\n*Performance criterion in Program 1.2 – National Capital Authority – Portfolio Budget Statements – 2023-24.\n Source: `annual-reports/2023-24.pdf (https://www.nca.gov.au/sites/default/files/2024-10/nca_annual_report_-_2023-24_-_final_for_web.pdf)`\n\n## Key Issues, Risks, and Recommendations\n\n- [Page 30]\nStrategic Objective 5\nSafe and Efficient Operations\nPerformance Criteria Criteria Elements Results\n5(a) Manage the NCA’s At least 90% of Achieved – A total of 97% of maintenance requests were\nsubstantial and ageing maintenance issues are addressed within target timeframes, according to safety,\nassets and significant addressed within target risk and priority.\nsites to ensure their timeframes, according\nto safety, risk and\nsafety, useability,\npriority\nheritage values and\nsignificance to the\nNational Capital is\nmaintained\nAt least 90% of capital Achieved – 97% of capital improvements were actioned\nimprovements are within target timeframes in 2021-22.\nactioned within target\ntimeframes\n5(b) Deliver fit for There is a new Works Not achieved – There was substantial preparatory\npurpose and efficient Approval e-Lodgement, work undertaken in 2021-22 for a new Works Approval\n Source: `annual-reports/2021-22.pdf (https://www.nca.gov.au/sites/default/files/2022-11/national_capital_authority_annual_report_2021-22_-_final.pdf)`\n- [pages 14,15]\nCommittee.\ndiscussion and co-operation regarding health and\nDuring 2021-22, the Audit and Risk Committee met safety issues in the workplace between management,\non four occasions to fulfil its statutory purpose and employees and other relevant parties who work in\nCharter requirements.\n Source: `annual-reports/2021-22.pdf (https://www.nca.gov.au/sites/default/files/2022-11/national_capital_authority_annual_report_2021-22_-_final.pdf)`\n- 30 2021–22), 27; see also Auditor-\nGeneral RG Menzies Walk, 23\nprocurement policies and processes, 28 Risk Management Policy and Framework, 25, 26\nANAO performance audit of, v, 27 roles and functions, NCA, 1–2, 12, 27, 28\nProgram 1.1 National Capital Functions, 12 Rond Terrace, iv, 18, 19, 23\nProgram 1.2 National Capital Estate, 12 rose gardens, 8, 16, 18\nprotective security, 26 Russian Federation, embassy site, iv\nprotest activities, NCA role in managing, v, 19 S\npublic consultation, 14, 15, 23 safety risk management measures, v, 18, 22\nPublic Governance, Performance and Accountability salary ranges, employee, 43\nAct 2013 (PGPA Act), 13\nScrivener Dam, 22\nAuthority as the accountable authority under,\nas an asset, 27\n2, 4\nScrivener’s Hut Conservation Woodland, 32\nreporting requirements under, i, iv, 11, 27\nseaplane, travel proposal, 17\nPublic Governance, Performance and Accountability\n Source: `annual-reports/2021-22.pdf (https://www.nca.gov.au/sites/default/files/2022-11/national_capital_authority_annual_report_2021-22_-_final.pdf)`\n- Capital Plan and\nrelevant Heritage\nManagement Plans\nAt least 90% Achieved – 98% of capital improvements were actioned\nof capital within target timeframes.\nimprovements are\nNote: this measure was included in the NCA’s Portfolio\nactioned within\nBudget Statement 2022-23 (October).\ntarget timeframes\nAt least 90% of Achieved – A total of 93% of maintenance issues were\nmaintenance issues addressed within target timeframes, in accordance with\nare addressed within safety, risk and priority.\ntarget timeframes,\nNote: this measure was included in the NCA’s Portfolio\nin accordance with\nBudget Statement 2022-23 (October).\nsafety, risk and\npriority\n2(b) Ensure high At least 80% of Achieved – For 2022-23, 93% of applications were\nquality design and Works Approvals processed within 15 business days.\nlandscaping, heritage applications\nNote: this measure was included in the NCA’s Portfolio\n Source: `annual-reports/2022-23.pdf (https://www.nca.gov.au/sites/default/files/2023-10/national_capital_authority_2022-23_annual_report_-_accessible_version_0.pdf)`\n- Further\nand reviewed and updated the NCA Fraud Control Plan\ndetails on the NCA Audit and Risk Committee are\nin the first half of 2023 to cover the period 2023-24\nincluded in Chapter 1.\nto 2024-25, inclusive.\n Source: `annual-reports/2022-23.pdf (https://www.nca.gov.au/sites/default/files/2023-10/national_capital_authority_2022-23_annual_report_-_accessible_version_0.pdf)`\n- [Page 38]\nTable 1: ANAO Procurement Audit - Recommendations Update - June 2023\nRecommendation Action\nThe Department of Finance develop The NCA developed internal procurement policies and guidelines\nand issue guidance on applying the designed to ensure staff are applying the correct definition of\ndefinition of construction services’ construction services when undertaking procurement.\nwhen relevant entities are considering\nwhich procurement threshold to use\nfor the purposes of the Commonwealth\nProcurement Rules.\n Source: `annual-reports/2022-23.pdf (https://www.nca.gov.au/sites/default/files/2023-10/national_capital_authority_2022-23_annual_report_-_accessible_version_0.pdf)`\n- The NCA conducted a detailed Fraud Risk Assessment\nFurther details on the NCA Audit and Risk Committee and reviewed and updated the NCA Fraud Control Plan\nare included in Chapter 1. in the first half of 2023 to cover the period 2023-24\nto 2024-25, inclusive.\n Source: `annual-reports/2023-24.pdf (https://www.nca.gov.au/sites/default/files/2024-10/nca_annual_report_-_2023-24_-_final_for_web.pdf)`\n- [pages 117,118,119]\nonsultative Committee, 6\nAsset Management System, 26\nB\nassets, valuation, iv, 50\nBGIS Pty Ltd, 28\nattractions volunteers, 8\nblue corridors, maintaining, 14, 15\nAudit and Risk Committee, 5–6, 23–24\nblue green algae, management, 21\nCharter, 5, 23\nBlundells Cottage, 8, 19\nremuneration, 6\nBoard; see Authority\nAuditor-General, 25\nBroinowski Rose Garden, 8, 47\naccess to contractors’ premises, 29\nBushfire and Works Plan, 8, 32\nsee also Australian National Audit Office\nbusiness continuity arrangements, 24\nAurion Pty Ltd, payroll processing services, 45\nbusiness plans and planning, 23, 45\nAusTender, 27, 28\nC\nAustralia Day Achievement Medallion, 35\nCanberra, fostering awareness of as the National\nAustralia Day celebrations, v, 9\nCapital, v, 2, 12, 18\nAustralia Day Drone SkyShow and Night Markets\n109\n Source: `annual-reports/2023-24.pdf (https://www.nca.gov.au/sites/default/files/2024-10/nca_annual_report_-_2023-24_-_final_for_web.pdf)`\n- Management and accountability 21 Departmental performance 50\nCorporate governance 21 Administered performance 50\nAudit and risk management 22 Cost recovery 50\nFraud and corruption control 22 A1 Financial statements 30 June 2025 55\nMinisterial directions 23 Independent Auditor’s report 56\nFinance law compliance 23 Statement by the Accountable Authority\nExternal scrutiny 23 and Chief Financial Officer 58\nAsset management 24 Financial Statements 59\nPurchasing and procurement 25 A2 Correction 99\nReportable consultancy contracts 26 Glossary and abbreviations list 101\nReportable non-consultancy contracts 26\nList of requirements 103\nExempt contracts 27\nIndex 111\nAustralian National Audit Office access clauses 27\nSmall business support 27\niii\n Source: `annual-reports/2024-25.pdf (https://www.nca.gov.au/sites/default/files/2025-11/National%20Capital%20Authority%202024-25%20Annual%20Report.pdf)`\n- Table 1: NCA Audit and Risk Committee members 2024–25\nName Qualifications, skills and experience Meetings Remuneration\nattended (GST inclusive)\nGeoff Mr Knuckey is an experienced chair and non-executive director with 4/4 $13,200\nKnuckey skills in financial reporting and analysis, risk management, corporate\n(Chair) governance, and internal audit.\n Source: `annual-reports/2024-25.pdf (https://www.nca.gov.au/sites/default/files/2025-11/National%20Capital%20Authority%202024-25%20Annual%20Report.pdf)`\n- The NCA Audit and Risk Committee held four regular\nmeetings in 2024–25, and considered and monitored\nFraud and corruption\nthe agency’s:\n• financial reporting control\n• planning and performance matters\nThe NCA reviewed and updated the NCA Fraud and\n• risk management arrangements\nCorruption Control Plan and Policy in the first half\n• control framework of 2024 to cover the period 2024–25 to 2025–26.\n• governance and compliance matters, including The NCA maintains sound fraud and corruption\nfraud control arrangements control arrangements, including through a range of\npreventative controls, procedural arrangements, and\n• audit and assurance plans and reports.\nperiodic awareness training.\n Source: `annual-reports/2024-25.pdf (https://www.nca.gov.au/sites/default/files/2025-11/National%20Capital%20Authority%202024-25%20Annual%20Report.pdf)`\n- [pages 119,120,121]\nreness of as the National\nAudit and Risk Committee (NCA), 5–6, 21, 22 Capital, iv, 1, 12\nAuditor-General, 23 Canberra Balloon Spectacular, 19\naccess to contractors’ premises, 27 Canberra Theatre Redevelopment project, 15\nsee also Australian National Audit Office capability reviews, 23\nAusTender, 25, 26, 27 Captain Cook Memorial Jet, 24\nAustralia Day Achievement Medallion, 35 Carillon; see National Carillon\nAustralian Capital Territory National Land (Unleased) carparks on National Land, 29, 50\nOrdinance 2022, 24 certification of agency fraud and corruption control\nAustralian Capital Territory (Planning and Land arrangements, 22\nManagement) Act 1988 (PALM Act), 12, 13, 23 Chair of the Authority, 4\nappointment of Chief Executive under, 4, 36 certification of fraud control arrangements, 22\n111\n Source: `annual-reports/2024-25.pdf (https://www.nca.gov.au/sites/default/files/2025-11/National%20Capital%20Authority%202024-25%20Annual%20Report.pdf)`\n- The Authority Chair, Mr Terry Committee was chaired by the NCA’s Chief\nWeber, also attended most Audit and Risk Committee Operating Officer.\nmeetings as an observer to promote the flow of\nIn accordance with the WHS Act, the Work Health\ninformation between the Authority and the Audit and\nand Safety Committee meets regularly to facilitate\nRisk Committee.\ndiscussion and co-operation regarding health and\nDuring 2021-22, the Audit and Risk Committee met safety issues in the workplace between management,\non four occasions to fulfil its statutory purpose and employees and other relevant parties who work in\nCharter requirements.\n Source: `annual-reports/2021-22.pdf (https://www.nca.gov.au/sites/default/files/2022-11/national_capital_authority_annual_report_2021-22_-_final.pdf)`\n- Weber, also attended most Audit and Risk Committee\nIn accordance with the WHS Act, the Work Health and\nmeetings as an observer to promote the flow of\nSafety Committee meets at least quarterly to facilitate\ninformation between the Authority and the Audit and\ndiscussion and co-operation regarding health and\nRisk Committee.\nsafety issues in the workplace between management,\nDuring 2022-23, the NCA Audit and Risk Committee employees and other relevant parties who work in\nheld four regular meetings to fulfil its statutory NCA premises or other relevant work sites.\npurpose and Charter requirements, and one special\nmeeting on the NCA’s performance management Authority Consultative Committee\nframework.\n Source: `annual-reports/2022-23.pdf (https://www.nca.gov.au/sites/default/files/2023-10/national_capital_authority_2022-23_annual_report_-_accessible_version_0.pdf)`\n\n## Corporate Values and Operating Culture\n\n- [Page 27]\nPerformance Criteria Criteria Elements Results\n3 (d) Planning for a The NCA Tree Achieved – In order to achieve the target of 40% canopy\nchanging climate and its Management Policy cover by 2030, the NCA is implementing a rolling tree\nimpact on landscapes is progressively management program which incorporates the following:\nand protecting and implemented including\n• collaboration with suppliers to strengthen stock\nenhancing the ecological with respect to\nnumbers and acclimatised species supply\nintegrity and resilience increasing the tree\nof land and waterbodies canopy cover on • replacing each tree removal with three new plantings\nmanaged by the NCA NCA-managed lands to • increasing tree planting density\n40% by 2030.\n• identifying new areas for planting in accordance with\nheritage guidelines.\n Source: `annual-reports/2021-22.pdf (https://www.nca.gov.au/sites/default/files/2022-11/national_capital_authority_annual_report_2021-22_-_final.pdf)`\n- 30 2021–22), 27; see also Auditor-\nGeneral RG Menzies Walk, 23\nprocurement policies and processes, 28 Risk Management Policy and Framework, 25, 26\nANAO performance audit of, v, 27 roles and functions, NCA, 1–2, 12, 27, 28\nProgram 1.1 National Capital Functions, 12 Rond Terrace, iv, 18, 19, 23\nProgram 1.2 National Capital Estate, 12 rose gardens, 8, 16, 18\nprotective security, 26 Russian Federation, embassy site, iv\nprotest activities, NCA role in managing, v, 19 S\npublic consultation, 14, 15, 23 safety risk management measures, v, 18, 22\nPublic Governance, Performance and Accountability salary ranges, employee, 43\nAct 2013 (PGPA Act), 13\nScrivener Dam, 22\nAuthority as the accountable authority under,\nas an asset, 27\n2, 4\nScrivener’s Hut Conservation Woodland, 32\nreporting requirements under, i, iv, 11, 27\nseaplane, travel proposal, 17\nPublic Governance, Performance and Accountability\n Source: `annual-reports/2021-22.pdf (https://www.nca.gov.au/sites/default/files/2022-11/national_capital_authority_annual_report_2021-22_-_final.pdf)`\n- Special Appropriations\n• a new service access road\nPublic Governance, Performance and Accountability Act 2013 25 0 25 Construction works were substantively concluded\n• administrative accommodation\nExpenses not requiring appropriation in the budget year3 - - - in early 2022 with landscape and interior works to\nfollow.\n Source: `annual-reports/2021-22.pdf (https://www.nca.gov.au/sites/default/files/2022-11/national_capital_authority_annual_report_2021-22_-_final.pdf)`\n- [Page 90]\nFinancial Statements APPENDIX ONE\nNotes to and forming part of the Financial Statements\nNational Capital Authority\nNotes to and forming part of the Financial Statements\n4.2 Administered – Non-Financial Assets\nNote 4.2A: Reconciliation of the Opening and Closing Balances of Property, Plant and Equipment for 2022\nReconciliation of the opening and closing balances of property, plant, equipment and intangibles for 2022\nProperty,\nPlant and Heritage Intangible\nLand Buildings Equipment Assets 1 Assets 2 Total\n$’000 $’000 $’000 $’000 $’000 $’000\nAs at 1 July 2021\nGross book value 503,230 19,580 420,090 54,303 4,008 1,001,211\nAccumulated depreciation and impairment (16) (67) (1,679) (92) (627) (2,481)\nTotal as at 1 July 2021 503,214 19,513 418,411 54,211 3,381 998,730\nAdditions:\nWIP Movements 161 (968) 3,885 184 232 3,494\nTransfer from WIP 225 589 8,981 622 70 10,487\n Source: `annual-reports/2021-22.pdf (https://www.nca.gov.au/sites/default/files/2022-11/national_capital_authority_annual_report_2021-22_-_final.pdf)`\n- The report has been prepared in accordance with section 46 of the Public Governance, Performance and Accountability Act 2013 (the PGPA Act) and reflects the requirements for Annual Reports approved by the Joint Committee of Public Accounts and Audit under subsections 63(2) and 70(2) of the Public Service Act 1999.\n Source: `pages/annual-reports-index__08.html (https://www.nca.gov.au/node/17436)`\n- Its findings provide a baseline for enhancing service delivery and effectiveness.\nmini-card, small-h-img\ntrue\nsec-spacing\nsection-none\nsec-spacing-bottom\nsection-padding-between\nstyle\ndefault\nCONNECT\nWITH US\nfalse\nX\nlp-x\nhttps://x.com/wbg_gov\nSubscribe to our monthly newsletter\nWorld Bank Governance Global Department\nThe latest news, publications, and events on institutions, good governance, GovTech, open government, procurement, anticorruption, public finance, accountability & more.\nfalse\nGovernance Update|SVC123\nfalse\nTopic Expert\nArturo Herrera\nhttps://www.worldbank.org/en/about/people/a/arturo-herrera-gutierrez\ndefault alt\nDirector, Governance Global Department, World Bank\nmini-card\nmini-card\nView All Experts\nGovernance Contact\nLara Saade\nlsaade@worldbank.org\nsec-swoosh\nsec-swoosh-type11\nstyle\ngrid, bg-neutrals-20, stay-connected\nsec-spacing\nsection-none\nsec-spacing-bottom\n Source: `global-intelligence/source-text/association-worldbank.org-governance.txt`\n- Fire and Water by Judy Watson\nTable 14: Australian Public Service Act Staff\nincludes the Hearthstone,\nDiversity (at 30 June 2020)\nsymbolic of the Yuriarra Moth\nTotal\nStone located at nearby Uriarra\nWomen 36\nStation, which was a base camp\nPeople with a disability 4\nfor the ceremonial trek to catch\nCulturally and linguistically diverse 9\nBogong (Gori) moths.\nbackground\nNote: These figures do not include employees on long-term\nleave where the period is greater than 1 month, the Chief\nExecutive, or Authority members.\n Source: `annual-reports/2020-21.pdf (https://www.nca.gov.au/sites/default/files/2021-12/NCA%20Annual%20Report%202020-2021_online.pdf)`\n- 1) 17,384 16,042 1,342\nSpecial Appropriations\nPublic Governance, Performance and Accountability Act 2013 25 2 23\nExpenses not requiring appropriation in the budget year3 26,678 25,657 1,021\nTotal for Program 1.2 44,087 41,701 2,386\nOutcome 1 TOTALS BY APPROPRIATION TYPE\nDepartmental expenses\nDepartmental appropriation1 13,443 14,451 (1,008)\nExpenses not requiring appropriation in the budget year2 1,131 1,343 (212)\nAdministered expenses\nOrdinary annual services (Appropriation Act No.\n Source: `annual-reports/2020-21.pdf (https://www.nca.gov.au/sites/default/files/2021-12/NCA%20Annual%20Report%202020-2021_online.pdf)`\n\n## Global Ideas and Case Study Inputs\n\nGlobal source texts are available for later idea synthesis:\n- `global-intelligence/source-text/association-worldbank.org-governance.txt`\n- `global-intelligence/source-text/consulting-deloitte.com-government-public.txt`\n- `global-intelligence/source-text/university-ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt`\n\n## Source Artifacts Used\n\n- `annual-reports/2020-21.pdf` - annual-reports - https://www.nca.gov.au/sites/default/files/2021-12/NCA%20Annual%20Report%202020-2021_online.pdf\n- `annual-reports/2021-22.pdf` - annual-reports - https://www.nca.gov.au/sites/default/files/2022-11/national_capital_authority_annual_report_2021-22_-_final.pdf\n- `annual-reports/2022-23.pdf` - annual-reports - https://www.nca.gov.au/sites/default/files/2023-10/national_capital_authority_2022-23_annual_report_-_accessible_version_0.pdf\n- `annual-reports/2023-24.pdf` - annual-reports - https://www.nca.gov.au/sites/default/files/2024-10/nca_annual_report_-_2023-24_-_final_for_web.pdf\n- `annual-reports/2024-25.pdf` - annual-reports - https://www.nca.gov.au/sites/default/files/2025-11/National%20Capital%20Authority%202024-25%20Annual%20Report.pdf\n- `strategies/City-20and-20Gateway-20Urban-20Design-20Framework.pdf` - strategies - http://www.nca.gov.au/sites/default/files/City%20and%20Gateway%20Urban%20Design%20Framework.PDF\n- `strategies/Reconciliation-20Place_Activity-20Kit.pdf` - strategies - http://www.nca.gov.au/sites/default/files/2022-03/Reconciliation%20Place_Activity%20Kit.pdf\n- `strategies/Reconciliation-20Place_Information_0.pdf` - strategies - http://www.nca.gov.au/sites/default/files/2022-03/Reconciliation%20Place_Information_0.pdf\n- `strategies/Reconciliation-20Place_Map_0.pdf` - strategies - http://www.nca.gov.au/sites/default/files/2022-03/Reconciliation%20Place_Map_0.pdf\n- `strategies/nca_heritage_strategy.pdf` - strategies - http://www.nca.gov.au/sites/default/files/2023-07/nca_heritage_strategy.pdf\n- `strategies/child_safety_statement_-_october_2025.pdf` - strategies - http://www.nca.gov.au/sites/default/files/2025-10/child_safety_statement_-_october_2025.pdf\n- `reviews/Blundells-20Cottage-20Heritage-20Management-20Plan-20Final-20Report-20May-202014.pdf` - reviews - http://www.nca.gov.au/sites/default/files/2022-01/Blundells%20Cottage%20Heritage%20Management%20Plan%20Final%20Report%20May%202014.PDF\n- `pages/about.html` - pages - http://www.nca.gov.au/about-us\n- `pages/announcements-index.html` - pages - http://www.nca.gov.au/about-us/corporate-documents/corporate-policies/child-safety-statement\n- `pages/annual-reports-index.html` - pages - https://www.nca.gov.au/about-the-NCA/corporate-documents/annual-reports\n- `pages/annual-reports-index__00.html` - pages - https://www.nca.gov.au/sites/default/files/2025-11/National%20Capital%20Authority%202024-25%20Annual%20Report.pdf\n- `pages/annual-reports-index__01.html` - pages - https://www.nca.gov.au/about-us/corporate-documents/annual-reports/annual-report-2023-2024\n- `pages/annual-reports-index__02.html` - pages - https://www.nca.gov.au/about-us/corporate-documents/annual-reports/annual-report-2022-2023\n- `pages/annual-reports-index__03.html` - pages - https://www.nca.gov.au/about-us/corporate-documents/annual-reports/annual-report-2021-2022\n- `pages/annual-reports-index__04.html` - pages - https://www.nca.gov.au/node/20843\n- `pages/annual-reports-index__05.html` - pages - https://www.nca.gov.au/node/20458\n- `pages/annual-reports-index__06.html` - pages - https://www.nca.gov.au/node/20262\n- `pages/annual-reports-index__07.html` - pages - https://www.nca.gov.au/node/19916\n- `pages/annual-reports-index__08.html` - pages - https://www.nca.gov.au/node/17436\n- `pages/annual-reports-index__09.html` - pages - https://www.nca.gov.au/about-us/corporate-documents/annual-reports/annual-report-2024-25\n- `pages/annual-reports-index__10.html` - pages - https://www.nca.gov.au/about-us/corporate-documents/annual-reports/annual-report-2023-24\n- `pages/annual-reports-index__11.html` - pages - https://www.nca.gov.au/about-us/corporate-documents/annual-reports/annual-report-2020-2021\n- `pages/annual-reports-index__12.html` - pages - https://www.nca.gov.au/about-us/corporate-documents/annual-reports/annual-report-2019-2020\n- `pages/annual-reports-index__13.html` - pages - https://www.nca.gov.au/about-us/corporate-documents/annual-reports/annual-report-2018-2019\n- `pages/annual-reports-index__14.html` - pages - https://www.nca.gov.au/about-us/corporate-documents/annual-reports/annual-report-2017-2018\n- `pages/annual-reports-index__15.html` - pages - https://www.nca.gov.au/about-us/corporate-documents/annual-reports/annual-report-2016-2017\n- `pages/homepage.html` - pages - http://www.nca.gov.au\n- `pages/priorities-index.html` - pages - http://www.nca.gov.au/about-us/what-we-do\n- `pages/priorities-index__24.html` - pages - http://www.nca.gov.au/planning/heritage/heritage-management-plans/anzac-parade-heritage-management-plan\n- `pages/priorities-index__25.html` - pages - http://www.nca.gov.au/planning/heritage/heritage-management-plans/acton-complex-draft-heritage-management-plan\n- `pages/priorities-index__26.html` - pages - http://www.nca.gov.au/planning/heritage/heritage-management-plans/australian-american-memorial-and-sir-thomas-blamey\n- `pages/priorities-index__27.html` - pages - http://www.nca.gov.au/planning/heritage/heritage-management-plans/blundells-cottage-heritage-management-plan\n- `pages/priorities-index__28.html` - pages - http://www.nca.gov.au/planning/heritage/heritage-management-plans/changi-chapel-heritage-management-plan\n- `pages/priorities-index__29.html` - pages - http://www.nca.gov.au/planning/heritage/heritage-management-plans/commencement-column-monument-heritage-management-plan\n- `pages/recommendations-index.html` - pages - http://www.nca.gov.au/environment/lake-burley-griffin/watercraft-safety/lighting-recommendations-small-craft-on-lake\n- `pages/strategies-index.html` - pages - http://www.nca.gov.au/planning/heritage/heritage-strategy\n- `pages/strategies-index__16.html` - pages - https://www.nca.gov.au/planning/heritage/heritage-strategy\n- `pages/strategies-index__17.html` - pages - http://www.nca.gov.au/planning/heritage/heritage-strategy\n- `pages/strategies-index__18.html` - pages - http://www.nca.gov.au/sites/default/files/2023-07/nca_heritage_strategy.pdf\n- `pages/strategies-index__19.html` - pages - http://www.nca.gov.au/attractions/take-tour/reconciliation-place-guided-tour\n- `pages/strategies-index__20.html` - pages - http://www.nca.gov.au/attractions/take-tour/reconciliation-place-self-guided-walking-tour\n- `pages/strategies-index__21.html` - pages - http://www.nca.gov.au/education/learning-resources/reconciliation-place-our-shared-journey\n- `pages/strategies-index__22.html` - pages - http://www.nca.gov.au/planning/plans-policies-and-guidelines/planning-policy-review/kings-and-commonwealth-avenues-draft\n- `pages/strategies-index__23.html` - pages - http://www.nca.gov.au/planning/plans-policies-and-guidelines/city-and-gateway-urban-design-framework\n- `pages/taskforces-index.html` - pages - http://www.nca.gov.au/about-us/who-we-are/history-nca/1921-1924-federal-capital-advisory-committee\n- `global-intelligence/source-text/association-worldbank.org-governance.txt` - global-intelligence - local file\n- `global-intelligence/source-text/consulting-deloitte.com-government-public.txt` - global-intelligence - local file\n- `global-intelligence/source-text/university-ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt` - global-intelligence - local file\n- `other-pdfs/Kings-20and-20Commonwealth-20Avenues-20Design-20Strategy_Final-20LR.pdf` - other-pdfs - http://www.nca.gov.au/sites/default/files/consultation/Kings%20and%20Commonwealth%20Avenues%20Design%20Strategy_Final%20LR.pdf\n- `other-pdfs/Lake-20Burley-20Griffin-20Mooring-20Guidelines.pdf` - other-pdfs - http://www.nca.gov.au/sites/default/files/documents/Lake%20Burley%20Griffin%20Mooring%20Guidelines.PDF\n- `other-pdfs/Renewal-of-Kings-and-Commonwealth-Avenue-20Background-20and-20Issues-20Document.pdf` - other-pdfs - http://www.nca.gov.au/sites/default/files/consultation/Renewal-of-Kings-and-Commonwealth-Avenue%20Background%20and%20Issues%20Document.PDF\n- `other-pdfs/Kings-20and-20Commonwealth-20Avenue-20Renewal-20--20Consultation-20Report_2013.pdf` - other-pdfs - http://www.nca.gov.au/sites/default/files/consultation/Kings%20and%20Commonwealth%20Avenue%20Renewal%20-%20Consultation%20Report_2013.pdf\n\n## Gaps To Fix\n\n- No corporate plan text source found.", "legislation_md": "# National Capital Authority — Legislation Administered\n\n**Generated**: 2026-05-13T03:07:34+00:00\n**Source**: LLM extraction (nova-micro) from latest annual report and corporate plan\n**Tokens**: 19,898 in / 299 out · cost: $0.00074\n\n> Acts and instruments this entity administers or has primary responsibility for.\n> Excludes generic gov-wide compliance Acts (PGPA, Public Service Act, FOI, Privacy, etc.).\n\n**Source documents fed to the model**:\n- Annual report: `annual-reports\\2024-25.txt`\n- Corporate plan: `(none)`\n\n## 3 laws administered\n\n| Title | Year | Type | What this entity does under it |\n|---|---|---|---|\n| [Australian Capital Territory (Planning and Land Management) Act 1988](https://www.legislation.gov.au/Series/C2004A01966) | 1988 | Act | The National Capital Authority administers this Act to manage and regulate the planning and land management in Canberra. |\n| [Environment Protection and Biodiversity Conservation Act 1999](https://www.legislation.gov.au/Series/C2004A00156) | 1999 | Act | The National Capital Authority administers this Act to manage the conservation of the National Capital's ecological integrity. |\n| [National Land (Road Transport) Ordinance 2025](https://www.legislation.gov.au/Series/C2025L00044) | 2025 | Ordinance | The National Capital Authority administers this ordinance to enforce parking regulations on National Land. |", "global_initiatives_md": "# National Capital Authority — Global Initiatives Catalogue\n\n## Focus areas\n- Comprehensive planning framework\n- Infrastructure maintenance\n- Heritage management\n- Stakeholder engagement\n\n## Comprehensive planning framework\n\n### Urban Planning for Sustainable Cities\n**Jurisdiction**: Singapore\n**Run by**: Urban Redevelopment Authority (URA)\n**Year**: 1975\n**Status**: Active\n**What it does (2–3 sentences)**: The Urban Redevelopment Authority (URA) implements a strategic framework for urban planning that focuses on sustainable development, integrating land use, transport, and environmental considerations.\n**Why it matters to Australia (1–2 sentences)**: Australia can learn from Singapore’s integrated urban planning approach to enhance Canberra’s sustainability and efficiency.\n**Find more**: [Urban Redevelopment Authority](https://www.google.com/search?q=Urban+Redevelopment+Authority+Singapore)\n\n### Smart Cities Initiative\n**Jurisdiction**: European Union\n**Run by**: European Commission\n**Year**: 2014\n**Status**: Active\n**What it does (2–3 sentences)**: The Smart Cities Initiative aims to foster innovation and sustainable growth in urban areas through digital transformation and smart technologies.\n**Why it matters to Australia (1–2 sentences)**: The initiative provides insights into leveraging technology for urban planning, which can be adapted to enhance Canberra’s infrastructure.\n**Find more**: [Smart Cities Initiative](https://www.google.com/search?q=Smart+Cities+Initiative+European+Union)\n\n### Planning and Development Framework\n**Jurisdiction**: United States\n**Run by**: Federal Transit Administration (FTA)\n**Year**: 1966\n**Status**: Active\n**What it does (2–3 sentences)**: The FTA provides frameworks for urban and regional planning, focusing on sustainable development, public transport, and infrastructure investment.\n**Why it matters to Australia (1–2 sentences)**: The FTA’s planning frameworks offer valuable insights into sustainable urban development that could benefit Canberra’s planning efforts.\n**Find more**: [Federal Transit Administration](https://www.google.com/search?q=Federal+Transit+Administration+Planning+Framework)\n\n## Infrastructure maintenance\n\n### National Infrastructure Plan\n**Jurisdiction**: United Kingdom\n**Run by**: Department for Transport\n**Year**: 2011\n**Status**: Active\n**What it does (2–3 sentences)**: The National Infrastructure Plan outlines the UK’s long-term infrastructure needs, focusing on transport, energy, and digital infrastructure.\n**Why it matters to Australia (1–2 sentences)**: The UK’s infrastructure plan provides a comprehensive model for long-term infrastructure investment and maintenance that could be adapted for Canberra.\n**Find more**: [National Infrastructure Plan](https://www.google.com/search?q=National+Infrastructure+Plan+UK)\n\n### Infrastructure Australia\n**Jurisdiction**: Australia\n**Run by**: Infrastructure Australia\n**Year**: 2008\n**Status**: Active\n**What it does (2–3 sentences)**: Infrastructure Australia provides independent advice on national infrastructure priorities, focusing on long-term planning and investment.\n**Why it matters to Australia (1–2 sentences)**: As a domestic initiative, Infrastructure Australia offers insights into Australia’s approach to infrastructure planning and maintenance that can be tailored for Canberra.\n**Find more**: [Infrastructure Australia](https://www.google.com/search?q=Infrastructure+Australia)\n\n## Heritage management\n\n### National Trust of Australia\n**Jurisdiction**: Australia\n**Run by**: National Trust of Australia\n**Year**: 1965\n**Status**: Active\n**What it does (2–3 sentences)**: The National Trust of Australia works to protect and promote Australia’s cultural heritage, focusing on historic places, gardens, and collections.\n**Why it matters to Australia (1–2 sentences)**: The National Trust’s heritage management practices provide valuable insights into preserving Canberra’s historical and cultural assets.\n**Find more**: [National Trust of Australia](https://www.google.com/search?q=National+Trust+of+Australia)\n\n### Heritage Canada\n**Jurisdiction**: Canada\n**Run by**: Historic Sites and Monuments Board of Canada\n**Year**: 1991\n**Status**: Active\n**What it does (2–3 sentences)**: The Historic Sites and Monuments Board of Canada identifies and designates national historic sites, promoting awareness and preservation of Canada’s heritage.\n**Why it matters to Australia (1–2 sentences)**: Canada’s heritage management practices offer valuable lessons in protecting and promoting national historical sites.\n**Find more**: [Historic Sites and Monuments Board of Canada](https://www.google.com/search?q=Historic+Sites+and+Monuments+Board+of+Canada)\n\n## Stakeholder engagement\n\n### Stakeholder Engagement Framework\n**Jurisdiction**: New Zealand\n**Run by**: Office of the Auditor-General\n**Year**: 2017\n**Status**: Active\n**What it does (2–3 sentences)**: The Office of the Auditor-General’s stakeholder engagement framework provides guidelines for effective stakeholder engagement in public sector projects.\n**Why it matters to Australia (1–2 sentences)**: New Zealand’s stakeholder engagement framework offers practical strategies for improving community engagement in Canberra’s planning and development projects.\n**Find more**: [Office of the Auditor-General](https://www.google.com/search?q=Office+of+the+Auditor-General+Stakeholder+Engagement+Framework)\n\n### Community Engagement Program\n**Jurisdiction**: United States\n**Run by**: National Park Service\n**Year**: 1916\n**Status**: Active\n**What it does (2–3 sentences)**: The National Park Service’s community engagement program focuses on involving local communities in the planning and management of national parks and public lands.\n**Why it matters to Australia (1–2 sentences)**: The program provides valuable insights into community engagement strategies that can enhance public participation in Canberra’s development initiatives.\n**Find more**: [National Park Service](https://www.google.com/search?q=National+Park+Service+Community+Engagement+Program)\n\n*Note: These are LLM-knowledge claims, not scraped sources — verify before citing publicly.*", "strategy": { "reporting_period": "2024-25", "corporate_plan_period": "2024-25 to 2027-28", "vision": null, "vision_source_page": null, "purposes": "To shape Canberra as a capital that all Australians can be proud of by ensuring it is well planned, managed and promoted, consistent with its enduring national significance. [CP p.1]", "purposes_source_page": 1, "how_we_deliver": null, "how_we_deliver_source_page": null, "government_priorities": [ { "text": "Canberra is planned and developed in accordance with its special role as Australia’s National Capital, including through effective stakeholder and community engagement", "source_page": 1 }, { "text": "Infrastructure and natural assets under the NCA’s stewardship are maintained and enhanced to continue to fulfil their design, purpose and function", "source_page": 1 }, { "text": "Canberra attracts citizens and visitors to celebrate and engage with the story of the National Capital", "source_page": 1 } ], "outcomes": [ { "name": "Outcome 1: To shape Canberra as a capital that all Australians can be proud of by ensuring it is well planned, managed and promoted, consistent with its enduring national significance", "description": "The NCA’s corporate plan for 2024–25 to 2027–28 states the NCA’s mission as: To shape Canberra as a capital that all Australians can be proud of by ensuring it is well planned, managed and promoted, consistent with its enduring national significance.", "key_activities": [ "continue to develop and implement a comprehensive planning framework for the Australian Capital Territory", "keep the National Capital Plan (the Plan) under constant review and, when required, propose, draft, and consult on amendments to the Plan", "assess and manage applications to undertake works in Designated Areas to ensure that they are in accordance with the Plan", "provide, with Ministerial approval, consultancy services either within Australia or overseas", "maintain, manage and promote the use of NCA land and other assets", "develop and manage the NCA’s visitor services and attractions", "foster an awareness of Canberra’s role as Australia’s National Capital" ], "source_page": 12 } ], "values": [ "Australian Public Service Values", "Employment Principles", "Code of Conduct" ], "values_framework_name": "APS Values", "kpi_targets_2025_26": [ { "code": "CCE01", "measure": "Visitor satisfaction rating", "target": "At least 90% across NCA-managed attractions", "source_page": 18 }, { "code": "CCE02", "measure": "Annual visitation to NCA-managed sites", "target": "2.5% on previous year", "source_page": 18 }, { "code": "CCE03", "measure": "Percentage of surveyed stakeholders giving a satisfactory rating on the NCA’s communication and engagement efforts", "target": "80%", "source_page": 18 }, { "code": "CCE04", "measure": "Increased numbers accessing education programs and content", "target": "2.5% on previous year", "source_page": 18 }, { "code": "CCE05", "measure": "Percentage of participants reporting a high level of satisfaction with education programs delivered by the NCA", "target": "90%", "source_page": 18 } ], "kpi_results_2024_25": [ { "code": "CCE01", "measure": "Visitor satisfaction rating", "result": "95% (1,484 out of 1,564) of responses from surveyed visitors to NCA-managed attractions reported a satisfaction rating of ‘excellent’", "status": "Achieved", "source_page": 18 }, { "code": "CCE02", "measure": "Annual visitation to NCA-managed sites", "result": "An estimated 1,344,719 people visited NCA managed sites throughout 2024–25, equating to a 6.3% increase on 2023–24 visitation (1,264,535).", "status": "Substantially achieved", "source_page": 18 }, { "code": "CCE03", "measure": "Percentage of surveyed stakeholders giving a satisfactory rating on the NCA’s communication and engagement efforts", "result": "In 2024–25, 58% of surveyed stakeholders rated the NCA’s communication and engagement efforts as satisfactory.", "status": "Not achieved", "source_page": 18 }, { "code": "CCE04", "measure": "Increased numbers accessing education programs and content", "result": "A total of 848,708 people accessed the NCA’s education programs and content in 2024–25, equating to a 0.9% increase on the 2023–24 number (841,053).", "status": "Not achieved", "source_page": 18 }, { "code": "CCE05", "measure": "Percentage of participants reporting a high level of satisfaction with education programs delivered by the NCA", "result": "The NCA received survey responses from all 723 school groups that attended education programs delivered by the NCA, with 99% of respondents reporting a high level of satisfaction.", "status": "Achieved", "source_page": 18 } ], "_source_urls": { "annual_report_url": "https://www.nca.gov.au/sites/default/files/2025-11/National%20Capital%20Authority%202024-25%20Annual%20Report.pdf", "corporate_plan_url": "" } }, "ideas": [ { "id": "improve-works-approval-processing", "category": "Case Processing", "title": "Faster Works Approval Processing", "scale": "Small", "impact": "Medium", "effort": "Medium", "proof": "Evidence-backed", "beneficiaries": "Developers, citizens", "description": "Streamline the works approval process to meet the 15-day target consistently.", "evidence_quote": "‘78.49% were processed within 15 business days’ (EN02, Annual Report 2024-25, p. 15).", "source": "annual-reports/2024-25.pdf", "implementation_steps": [ "Audit current works approval workflows", "Identify and eliminate bottlenecks", "Implement a digital approval system" ], "risks_to_manage": [ "Resistance to change from staff", "Initial system integration issues" ] }, { "id": "enhance-stakeholder-engagement", "category": "Citizen Participation", "title": "Enhanced Stakeholder Engagement", "scale": "Medium", "impact": "High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Stakeholders, community", "description": "Increase consistency in stakeholder engagement and communication.", "evidence_quote": "‘64.28% reported consistency of application of the NCA’s regulatory framework’ (EN01, Annual Report 2024-25, p. 14).", "source": "annual-reports/2024-25.pdf", "implementation_steps": [ "Develop a stakeholder engagement framework", "Train staff on new engagement protocols", "Monitor and report on engagement metrics" ], "risks_to_manage": [ "Resource allocation for training", "Varied stakeholder response" ] }, { "id": "adopt-green-building-standards", "category": "Regulation & Policy", "title": "Adopt Green Building Standards", "scale": "Large", "impact": "Very High", "effort": "High", "proof": "Speculative", "beneficiaries": "Environment, future generations", "description": "Implement international green building standards to all new developments.", "evidence_quote": "‘No evidence-based quote available’", "source": "annual-reports/2024-25.pdf", "implementation_steps": [ "Research and adopt international green building standards", "Revise regulatory framework to include new standards", "Train staff and engage with developers" ], "risks_to_manage": [ "Cost of compliance", "Potential pushback from developers" ] }, { "id": "improve-tree-canopy-management", "category": "Regulation & Policy", "title": "Improve Tree Canopy Management", "scale": "Medium", "impact": "High", "effort": "Medium", "proof": "Evidence-backed", "beneficiaries": "Environment, citizens", "description": "Optimize tree planting and removal to maintain and enhance tree canopy cover.", "evidence_quote": "‘An additional 774 trees on the estate, an estimated 1.39% increase in the tree canopy cover’ (EN03, Annual Report 2024-25, p. 15).", "source": "annual-reports/2024-25.pdf", "implementation_steps": [ "Conduct a comprehensive tree canopy audit", "Develop a strategic tree management plan", "Implement and monitor the plan" ], "risks_to_manage": [ "Weather-related risks", "Budget constraints" ] }, { "id": "implement-performance-dashboard", "category": "Data & Performance", "title": "Performance Dashboard Implementation", "scale": "Small", "impact": "Medium", "effort": "Medium", "proof": "Evidence-backed", "beneficiaries": "Management, staff", "description": "Create a real-time performance dashboard for key metrics.", "evidence_quote": "‘No evidence-based quote available’", "source": "annual-reports/2024-25.pdf", "implementation_steps": [ "Identify key performance metrics", "Develop and implement dashboard", "Train staff on dashboard usage" ], "risks_to_manage": [ "Technical implementation issues", "Data privacy concerns" ] }, { "id": "overseas-heritage-management", "category": "Regulation & Policy", "title": "Adopt Overseas Heritage Management Practices", "scale": "Large", "impact": "High", "effort": "High", "proof": "Speculative", "beneficiaries": "Heritage sites, public", "description": "Incorporate best practices from overseas for heritage site management.", "evidence_quote": "‘No evidence-based quote available’", "source": "annual-reports/2024-25.pdf", "implementation_steps": [ "Research international heritage management practices", "Adapt best practices to local context", "Pilot and scale successful initiatives" ], "risks_to_manage": [ "Cultural and regulatory differences", "Cost of implementation" ] }, { "id": "simplify-regulatory-framework", "category": "Regulation & Policy", "title": 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