MRIT Online Tool

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Please enter your full name and organisation email address to begin, remember to use the same email address going forward as your MRIT responses will be associated with it.

Once you have completed the entries below, your visual MRIT assessment will be generated; you can save a copy of your visual MRIT assessment and also download a PDF version and a spreadsheet of your results to track changes over time.

Users can also generate a summary report to track and organisational maturity development over a set time period.

Name

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Email

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Vision, role and strategy

Corporate plan and contribution

Corporate Plan (or equivalent e.g. strategic plan)
This part of the attribute covers and Agency’s ability to document and enhance internal and external awareness of its goals, purpose, strategic objectives, performance outcomes, regulatory priorities and future work deliverables and activities. The plan expresses the strategies, milestones and performance expectations and outcomes of the Agency, along with engagement with peer regulators along the regulatory system and co-regulators to continuous corporate planning processes and align corporate planning for whole of government and whole of country outcomes.

Broader contribution
This part of the attribute describes the Agency to ability to link its purpose, strategic objectives, regulatory priorities and activities with the government’s agenda.

  Maturity Meaning
  • The Agency’s corporate goals, purpose, strategic objectives, regulatory priorities performance outcomes and strategic deliverables and activities are undocumented or not disclosed in a Corporate Plan or similar.
  • The Agency’s regulatory programs, deliverables and activities are not documented and not clearly aligned with government agenda.
  • Leaders have identified the need to develop a Corporate Plan and either just commenced its development or about to.
  • Staff undertake projects and programs in an ad hoc and reactive manner based on externally triggered problems and issues and these are not forward planned in line with the Agency’s regulatory priorities and performance outcomes.
  • The Agency is actively developing and has resourced the development of a Corporate Plan but not yet implemented.
  • The Agency is actively engaging a representative and relevant sample of staff and leaders to develop its a Corporate plan.
  • The Agency is developing a Corporate plan to clearly document Corporate purpose, strategic objectives, regulatory priorities performance outcomes and strategic deliverables and activities
  • Some projects and programs align with the government agenda but the links are not clear or transparent.
  • A Corporate Plan has been developed, is publicly available and is implemented in the Agency.
  • Templates and reporting mechanisms to support the Corporate Plan are tested and continuously improved.
  • Staff understanding of the link between corporate plan and broader government agenda is measured by surveys and focus groups.
  • Most leaders and some staff understand the link and have a clear line of sight between their work programs, operational/Branch plans, their corporate plan (or similar) and government’s priorities.
  • Corporate planning is developing elements of indigenous values for whole of country outcomes with the intent to integrate it into the plan with associated regulatory priorities and outcomes performances reporting measures.
  • The Agency is actively engaging stakeholders, public and the regulated community to continuously improve it Corporate Plan.
  • The Agency’s Corporate planning has been in place for 3 or more years.
  • The Agency invests dedicated resources for Corporate planning and it is systematically assessed and reviewed to drive continuous improvement.
  • The Agency’s Corporate plan is being adjusted to clearly integrate indigenous values for whole of country outcomes with associated regulatory priorities and outcomes performances reporting measures.
  • All leaders and most staff understand the link, the contribution and have a clear line of sight between their work programs, operational/Branch plans, their corporate plan (or similar) and broader government priorities.
  • Leaders are engaging with peer regulators in the regulatory system and/or co-regulatory agencies to align corporate planning processes and relevant elements of the corporate plan for broader regulatory cooperation and impact.
  • The Agency’s Corporate planning has been systematic assessed, reviewed and has driven continuous improvement.
  • The Agency’s corporate plan is clearly visible in the workplace in individual work plans, and operational/Branch plans and associated reports and external engagement materials.
  • The Agency’s Corporate plan clearly has integrated indigenous values for whole of country outcomes and priority work programs to deliver those outcomes for 3 years or more.
  • The Agency allocates dedicated resources and activity to support and grow peer regulators and/or co-regulatory agencies to build, use and continuously improve their corporate plan.
  • Leaders have engaged with peer regulators in the regulatory system and/or co-regulatory agencies and have aligned corporate planning processes and relevant elements of the corporate plan for broader regulatory cooperation and impact.
  • The Agency’s has demonstrated improvements made to its Corporate planning through engaging with leaders, staff, stakeholders, public and regulated community.

Risk-based regulatory approach

Risk based regulatory approach is critical to the efficiency and effectiveness of the regulator. It enables the regulator to: direct its resources, effort and action towards the highest risks to deliver outcomes; and enable and empower regulated entities and third parties to focus on and influence their activity that are in line with publicly available regulatory priorities and values to deliver regulatory outcomes.

A risk-based regulatory approach must align with relevant policy and legislative context, including: regulatory outcomes at local, regional and/or national scales; values being indigenous cultural and spiritual, social, environmental, and economic; and regulatory priorities that are set by the agency, intelligence led and are short term and long term, specific to the resource in that jurisdiction or regulatory subject.

  Maturity Meaning
  • The Agency’s regulatory resources, activity, effort and action is largely reactive, triggered and driven by external parties including reports from the public, other government agencies, self-reports from the regulated entity or in response to management incidents.
  • The Agency has limited forward planning or proactive regulatory activity. Mostly individual projects that are isolated, site based and driven by individuals.
  • The Agency has limited or no monitoring or reporting on whether regulatory efforts have been effective.
  • The Agency is planning to but is yet to develop a risk-based approach and intelligence led regulatory priorities (short term and long term) that reflects regulatory outcomes, social, indigenous cultural, environmental, and economic values, and emerging regulatory risks.
  • The Agency’s resources, effort, activity and action is mostly reactive with adhoc proactive regulatory activity.
  • The Agency’s forward operational planning informed by limited or undocumented risk analysis or regulatory priorities.
  • The Agency’s resource allocation or proactive regulatory activity is mostly informed by single risk focus, local / site based and/or triggered in response to an accumulation of completed / outstanding reactive notifications.
  • The Agency monitors and reports on single risks associated with reactive activities.
  • The Agency has dedicated resources to and is actively building a risk-based approach and intelligence led regulatory priorities that reflects regulatory outcomes, social, indigenous cultural, environmental, and economic values, and emerging regulatory risks.
  • Agency regulatory resources, activity, effort and action is mostly reactive with some complementary forward planned proactive regulatory programs.
  • Agency staff apply risk-based approach in performing some but not all regulatory activities.
  • The Agency is building a risk-based approach that will be used to allocate regulatory resources, effort, activity, and action for incoming reactive regulatory work triggered by external parties to manage incidents.
  • The Agency’s forward planning of proactive regulatory activity is largely localised and informed by limited or undocumented risk analysis or regulatory priorities.
  • The Agency is actively planning to expand proactive regulatory activities to cover current reactive workloads and emerging regulatory risks.
  • The Agency operates a rudimentary system exists to capture, monitor, report and use industry and market data to inform the effectiveness of regulatory efforts, risk-based approach and monitoring of the risk management outcomes.
  • The Agency currently uses a risk-based approach and public facing intelligence led regulatory priorities that reflects regulatory outcomes, social, indigenous cultural, environmental, and economic values, and emerging regulatory risks.
  • Staff and leaders are clear about how they apply the risk-based approach, clear accountabilities for risk and demonstrating how risk informs decision-making.
  • Agency resources, effort and activity is allocated for both reactive and planned proactive regulatory activity.
  • The Agency uses a risk-based approach (triage) for incoming reactive regulatory notifications triggered by external parties including reports from the public, other government agencies, or self-reports from the regulated entity.
  • The Agency reflects on implications of indigenous engagement and values in its regulatory approaches.
  • The Agency’s forward planning of proactive regulatory activity is informed by set public facing short term regulatory priorities.
  • The Agency actively manages a fit for purpose system that captures, monitors, reports and uses industry and market data to continuously improve their regulatory priorities (short term and long term) and risk-based approach for both proactive and reactive regulatory activity, effort and action.
  • The Agency has used a risk-based approach and intelligence lead regulatory priorities for three years or more.
  • Agency resources, effort, and activity are clearly designated and substantially set aside to execute and report on proactive regulatory activity that aligns with agency regulatory priorities and interjurisdictional sector priorities.
  • The Agency has governance and accountability systems in place to ensure the risk-based approach underpins all activities of the regulator.
  • The Agency allocates resources to align third party interests and focus with public facing regulatory priorities and their risk-based approach. Relevant third parties include local, catchment-based or peak industry groups, public, community groups and other localised government agencies.
  • The Agency’s regulatory priorities and proactive regulatory activity effectively integrates Indigenous science and knowledge, and cultural and spiritual values.
  • The Agency systematically seeks feedback on its risk monitoring and reporting approach to inform continual improvement of its risk-based regulatory approach.
  • The Agency has for three years or more, managed an agile fit for purpose system that effectively captures, monitors, reports and uses relevant industry and market data to continuously improve their regulatory priorities, and risk-based approach for both proactive and reactive regulatory effort and action.
  • The Agency has dedicated resources and activity in place to support and grow peer regulators to build, use and continuously improve their risk-based approach and public facing regulatory policy.
  • The Agency has embedded governance arrangements that provides public clarity around assignment of organisational responsibility for risk.
  • The Agency has dedicated resources that uses data and intelligence from peer regulators and other government agencies to inform and continuously improve their risk-based approach.
  • The Agency can demonstrate its risk-based approach has achieved a high level of voluntary compliance in line with published regulatory priorities and publicly reports on those regulatory outcomes.
  • The Agency can demonstrate its risk-based approach has resulted in third parties (such as peak industry groups, public, peak regional and national community groups and other govt agencies) to align their activities with agency regulatory priorities to achieve higher rates of voluntary compliance and publicly reports that activity and outcomes.
  • The Agency’s risk assessment method is agile, integrated with multiple sources (including data from third parties), enables comparisons of risk across multiple areas of focus and is actively used as a model by other regulators.
  • The Agency has systems in place that allow for real time readjustment of effort, and re prioritisation including public facing regulatory policy, regulatory priorities and risk-based approach in response to new intelligence and data about current and emerging risk.

Problem-solving approach

Problem-solving is a way of resolving specific and/or complex problems by rearranging effort, skills and resources around the problem itself rather than through traditional functional structures. Problem solving approach applies structure and governance of risk and procedure to ensure that the root cause, impacts and benefits of problem solving are analysed before solution design begins. Problem solving approaches enable regulators to collaborate and innovate in a reliable systematic way within and across different regulatory systems. This empowers modern regulators to efficiently and effectiveness deliver identifiable outcomes for the public interest building high levels of public trust and confidence in the regulator and the regulatory system.

  Maturity Meaning
  • Staff and leaders see problems as intractable or impossible and problems have occurred over a long period with multiple people or parties involved.
  • The Agency solves problems only in a reactive way using traditional functional approaches with little or no resolution.
  • The Agency has no clear approach to resolution or nomination of regulatory problems.
  • The Agency is planning to but is yet to develop a systematic, lean and objective problem-solving approach.
  • The Agency’s approach to problem solving is ad hoc reactive and addition to staff normal duties.
  • The Agency identifies problems in the absence of a documented process.
  • The Agency has allocated dedicated resource to and is actively building a lean problem-solving approach that effectively addresses the root cause(s), impact(s) and solution criteria of a problem.
  • The Agency’s problem-solving approach and associated regulatory work is mainly site based and draws mainly on historical information generated by the regulator.
  • The Agency runs projects that are unsuccessful, show little chance of succeeding or that become a low priority have been closed and new projects started.
  • The Agency currently uses a lean problem-solving approach that is clearly articulated to effectively addresses the root cause (s), impact(s) and solution criteria of a problem, is communicated internally and implemented.
  • The Agency has dedicated resources to maintain their problem-solving approach and manage solving problems programs.
  • The Agency’s problem-solving approach and associated programs are used to solve problems solely within the Agency’s roles and responsibilities and in line with its publicly available regulatory priorities.
  • The Agency has developed a process/framework to support the gathering and analysis of information to help inform risk assessments and problem identification/solution.
  • The Agency’s problem-solving approach is comprised of programs draws on information, data and intelligence from a range of sources within and outside the Agency.
  • Agency projects have performance measures that demonstrate that the projects have solved the identified problem.
  • The Agency problem-solving programs form part of the performance reporting for the Agency.
  • The Agency has used the problem-solving approach and dedicated problem-solving programs to address publicly facing regulatory priorities for 3 or more years.
  • The Agency’s problem-solving programs and associated outcomes are communicated externally and publicly available.
  • The Agency has completed and closed several projects, and more projects are waiting to be commenced.
  • The Agency's annual report documents problem-solving projects.
  • The Agency’s problem-solving programs draws on information, data and intelligence from a range of sources within and outside the Agency.
  • The Agency’s problem-solving approach and associated programs is applied to solve problems across the regulatory system, within a sector and/or levels of government.
  • The Agency’s problem-solving approach has achieved sector change and mitigated regulatory impacts within regulators roles and responsibilities.
  • The Agency’s problem-solving approach and associated program outcomes are publicly available.
  • The Agency has dedicated resources to support and build the problem-solving capability and capacity of peer regulatory Agencies.
  • The Agency’s problem-solving approach is subject to systematic assessment, evaluation and review that drives continuous improvement.
  • The Agency uses successful problem-solving projects as the main way to document its performance and identify future problems to prevent harm.
  • The Agency’s problem-solving approach and programs draws on peer regulators and/or third parties.
  • The Agency’s problem-solving approach and associated programs is applied solve problems across boundaries, regulatory subjects, jurisdictions and sectors.
  • The Agency’s problem-solving approach has achieved system change and transboundary outcomes.

Capability and improvement

Regulatory office capability

Regulatory Officer capability
This attribute measures what the regulatory agency has in place to ensure its staff and leaders are equipped with the requisite combination of skills (i.e. abilities, knowledge and expertise in regulation) and competencies, to exercise their regulatory function and achieve short- and long-term management outcomes now and into the future. This attribute connects to AELERT’s regulatory officer capability framework (70:20:10 model) which combinates ‘on the job learning’, ‘observations’ and ‘formal training’ to build capability at all levels of the organisation. This attribute covers core capabilities such as indigenous cultural capabilities as well as specialised capability needs that are to be aligned with specific regulatory priorities set by each agency.

Procedures and policies
This attribute also measures how the regulator supports its staff at all levels and reinforce expected behaviours, through access to procedures and policies such as delegations, decision supports, standard operating procedures, system guidance, manuals and protocols, and ongoing professional development.

  Maturity Meaning
  • The Agency’s approach to regulatory practitioner capability is reactive and limited to ad-hoc training.
  • The Agency’s regulatory practitioner supports such as procedures do not exist or are developed in reactive way.
  • The Agency is reliant on the delivery of a mix of planned and ad-hoc generic formalised training programs.
  • The Agency has localised or reactionary approach to developing training programs and procedures, developed by individual work units and duplicated across the workplace.
  • The Agency is planning to build and implement a ‘fit for purpose’ regulatory officer capability framework and program and resources have been allocated to plan its build.
  • The Agency has dedicated resources and is actively building a centralised and coordinated regulatory officer capability framework and program that aligns with their core regulatory function and specific regulatory capability needs
  • The Agency is conducting a capability needs analysis as part of building their regulatory officer capability framework and program.
  • The Agency has a central/coordinated approach to training only and some procedures for core regulatory functions.
  • The Agency has dedicated resources to maintain and continuously improve agency regulatory officer capability framework and program. Program is coordinated centrally and all staff and leaders in agency have access to it.
  • The Agency’s regulatory officer capability framework and program is embedded in organisational practice and is informed by professionally recognised units of competence.
  • The Agency’s regulatory officer capability framework and program contains professionally recognised core regulatory capabilities alongside fit for purpose specific regulatory capabilities including indigenous cultural capabilities that align with regulators and public facing regulatory priorities and the agency’s roles and responsibilities.
  • The Agency systematically measures, monitors, evaluates, reviews and reports periodically on the effectiveness of regulatory capability framework and program.
  • All staff have access to clear and concise procedures and policies that effectively reflect their roles, responsibilities, core regulatory function and tailored to fit agency publicly facing regulatory priorities.
  • The Agency’s regulatory capability framework and program is: Benchmarked or accredited; Supported by dedicated resources and budget; and Supported by a formal mentoring program and/or job swaps program.
  • The Agency’s regulatory officer capability framework and program is clearly aligned with public facing regulatory priorities.
  • The Agency periodically engages with relevant peer regulators in their sector to benchmark and improve their own regulatory capability framework.
  • The Agency’s regulatory capability framework and program is: Subject to systematic assessment, Review, Reporting and improvement action as part of the regulator’s established quality assurance and review function and feedback loops via operational and peer experiences; Used to assess capability strengths and gaps, and report on agency wide capability risks and action; Adapted to changing regulatory priorities and evolving capability benchmarks.
  • The Agency is taking action to address agency wide regulatory officer capability risks.
  • The Agency has embedded procedures and policies are in Agency practice and supported by reliable and integrated systems (including HR and IT).
  • The Agency’s regulatory officer capability framework and program is clearly backed up by embedded procedures and policies ensuring staff work effectively and efficiently across divisions/units within the organisation.
  • The Agency has used a Benchmark and accredited regulatory officer capability framework and program for three or more years.
  • The Agency has dedicated resources, structures in place and undertakes periodic activities to support peer regulators to develop, grow and improve their capability framework and programs and procedures and policies.
  • The Agency’s action to address agency wide regulatory officer capability risks have taken effect and demonstrated to successfully sustain agency capability strengths and mitigate agency capability gaps and risks.
  • The Agency adapts regulatory capability program to address emerging strategic regulatory risks.
  • The Agency’s regulatory officer capability framework and program is clearly used to build the technical and engagement competencies of regulatory leaders to specifically build levels of public trust and confidence in the regulatory agency and regulatory system.

Regulatory assurance function and review

This attribute describes initiatives that assure regulatory practice and decision-making consistency, fairness, independence, effectiveness and continuous improvement. These initiatives include internal quality assurance and reviews such as structured assessments and reviews of service quality, decision robustness and staff competence, program for assuring the quality of staff authorisations and multiple avenues for duty holders to review officer and regulatory decisions or lodge conduct complaints exists within and outside of the agency.

Importantly this attribute covers a regulators responsibility to continuously maintain and improve the whole regulatory system through effective application of regulatory assurance frameworks, regardless of whether regulatory functions across the whole regulatory system are within the regulators legislative remit or not.

  Maturity Meaning
  • The Agency has a reactive approach to assessing operational decisions and approaches (e.g. as a result of a major incident/crisis).
  • Legislative review and complaint processes are the only mechanisms in place for the Agency duty holders to test decision-making.
  • The Agency applies an ad-hoc approach to internal checks on decision making (e.g. isolated to enforcement decisions only).
  • Agency benefits of a quality assurance function and/or review mechanisms have been identified.
  • The Agency resources have been allocated to develop an internal quality assurance and review function in accordance with a prioritisation schedule.
  • Leaders discuss developing a fit for purpose regulatory assurance framework.
  • The Agency has implemented a quality assurance function and review mechanisms are implemented and resourced.
  • The Agency’s internal quality assurance and review results are fed back into discrete regulatory functional areas.
  • The Agency is actively planning and/or developing a fit for purpose regulatory assurance framework that covers the whole regulatory system.
  • The Agency has dedicated resources allocated to develop a fit for purpose regulatory assurance system.
  • The Agency’s continuous improvement actions are directed at one part of the regulatory system.
  • The Agency’s quality assurance function has been in place for 3 or more years and is readily used by agency staff and leaders.
  • Internal review and dispute management procedures exist in the Agency in addition to legislative requirements and are readily accessible to external stakeholders.
  • The Agency’s internal quality assurance and review results are systematically reported.
  • The Agency has in place a fit for purpose regulatory assurance framework that covers the whole regulatory system.
  • The Agency has dedicated resources to implement and maintain a fit for purpose regulatory assurance system.
  • The Agency’s continuous improvement actions are directed at multiple parts of the regulatory system.
  • The Agency’s internal quality assurance and review mechanisms are embedded and fit for purpose.
  • Outcomes from the Agency’s internal quality assurance and reviews and used to feed into agency strategic planning.
  • The Agency’s fit for purpose regulatory assurance framework that covers the whole regulatory system has been in place for 3 or more years and demonstrated to improve the efficiency and effectiveness of one or more parts of the regulatory systems.
  • The Agency has dedicated resources have been allocated to continuously improve a fit for purpose regulatory assurance system.
  • The Agency’s continuous improvement actions in the last 12 months have been directed at all parts of the whole regulatory system from policy making to law enforcement.
  • The Agency has dedicated resources and activities that support peer regulatory agencies to build and continuously improve their internal quality assurance and reviews and their regulatory assurance framework.
  • The Agency’s quality assurance and review mechanisms are benchmarked or accredited.
  • Outcomes from quality assurance and reviews and systematically assessed and reviewed across all areas of the Agency and with regulatory peers and improvements incorporated back into the business.

Learning with others

This attribute measures the Agency’s capacity and capability to connect, support and learn from their regulatory peer Agencies. It measures an Agency’s connection to the broader regulatory profession. This covers being part of well-established regulatory networks and/or practical co-regulatory programs that shares information, practices and experiences; builds leader and staff regulatory capabilities of other regulators, continuously improves collective regulatory practice effectiveness to grow our collective capabilities and collaborates and innovates with co-regulators or peer regulators to solve broader regulatory problems and improve the regulatory integrity and performance of the broad system.

  Maturity Meaning
  • Leaders and staff have only reactive contact with other regulators.
  • Leaders and staff are not aware of established networks, communities or practice or other opportunities to exchange ideas.
  • Leaders and staff are aware of networks and regulatory partners but have limited engagement with them.
  • Leaders and staff exchange ideas and information with other regulators but it happens in an ad hoc fashion through informal networks on an individual level.
  • Leaders and staff often use informal networks to exchange ideas.
  • The Agency is a member of formal regulators networks or program. within the Agency’s regulatory subject (e.g. safety, environmental, environmental health) and uses network when needed to find information to support current initiatives of the agency.
  • Leaders and staff are supported to explore available opportunities for shared and cross- over learning forums and information exchange initiatives, including internally with other regulatory functions.
  • The Agency is engaged member of a regulators network that provides practical agency supports, enables interagency collaboration and innovation to grow capability.
  • The Agency’s regulatory practice contributes to, and/or is integrated with professional standards, language, codes, initiatives etc.
  • Staff are resourced to actively participate in networking, collaboration and exchange forums and challenged to stay up to date with developments in regulatory practice (within and beyond their Agency) that aligns with their regulatory practice and regulatory priorities.
  • The Agency has a dedicated contact point has been identified or resources established within the Agency to seek out and share learnings, data and information with regulatory peers and partners.
  • The Agency has been engaged member of a regulators network or co-regulatory program (twinning program) for 3 or more years that provides practical agency supports, enables interagency collaboration and innovation to grow capability.
  • Leaders and staff, at all levels across the organisation, are key officeholders, contributors and focal points in networking, collaboration and exchange forums, and routinely disseminate information and connections throughout the organisation.
  • The Agency contributes to networking, collaboration and exchange forums are innovative, strategic and of broad benefit.
  • The Agency actively participates in regulatory practice networks more broadly and/or networks that extend internationally.
  • The Agency has dedicated resources and budget to regulatory stewardship and leadership with a single regulatory peer agency.
  • The Agency has taken effective actions that have materially benefited the capability and maturity of a single regulatory peer agency or co-regulator.
  • The Agency has been engaged member of a regulators network and co-regulatory program (twinning program) for 3 or more years that provides practical agency supports, enables interagency collaboration and innovation to grow capability.
  • The Agency has or is actively in the process of accessing a cross functional international or national regulators network and co-regulatory program (twinning program) to provides practical agency supports, enables interagency collaboration and innovation to grow capability.
  • Networking, collaboration and exchange are core Agency principles and a key part of organisational culture, regulatory capability and subject to continual review and improvement.
  • The Agency has dedicated resources and budget to regulatory stewardship and leadership within its regulatory system and sector.
  • The Agency has taken effective actions that has materially benefited the capability and maturity of multiple peer regulators in that sector and/or regulatory system.
  • The Agency actively supports the viability and growth of a cross functional international or national regulators network or co-regulatory program (twinning program) for the 3 years or more.
  • Leaders and staff play a leading role in cross functional international or national regulators network or co-regulatory programs (twinning program) for the 3 years or more.
  • The Agency has reliable access to a cross functional international or national regulators network and co-regulatory program (twinning program) for the 3 years or more which has demonstrated material to the agency and its peers that has grown capability and maturity.

Governance and delivery

Activity and visibility

This attribute measures the extent of the Agency’s regulatory presence and actions when performing its regulatory role and responsibilities and more broadly by public, government and the whole regulatory system. It covers the degree to which the regulated community, the public, peer regulators and government are aware of the Agency’s approach, its role and function and its impact and influence.

  Maturity Meaning
  • The Agency uses a small number of regulatory tools and actions in response to breaches of the legislation.
  • The Regulated community is unaware of the Agency’s regulatory role, and the is unsure of the regulator’s jurisdiction and activity.
  • The Agency’s activity is mostly reactively triggered by ad hoc reactive complaints and notifications from the public or the regulated community.
  • Information about the Agency’s regulatory functions and activities not easily accessible regulated community, key stakeholders and public.
  • The Agency is intending to establish baseline levels of performance (baseline compliance levels where applicable) of the regulated community.
  • The Agency is intending to build its regulatory activity, visibility and regulatory presence to build levels public trust and confidence in the regulator and the regulatory system.
  • The Agency is building its proactive regulatory programs and intending to build publicly available regulatory priorities that addresses current and emerging regulatory risks and market/industry behaviour.
  • Leaders have identified the need to expand compliance monitoring (inspection/audit) regime to include proactive and reactive inspections, but not yet implemented.
  • Information about the Agency’s regulatory functions and activities is easily accessible by the regulated community, key stakeholders and public.
  • The Agency is establishing baseline levels of performance (baseline compliance levels where applicable) of the regulated community that will be in line with publicly available regulatory priorities.
  • The Agency is actively building its regulatory activity, visibility and regulatory presence to build levels public trust and confidence in the regulator and the regulatory system.
  • The Agency has in place some proactive regulatory programs and is building publicly available regulatory priorities.
  • The Agency uses a range of regulatory tools and functions.
  • Regulated community understands the reach and limits of the agency's jurisdiction and function but is largely unaware of the Agency’s regulatory activities.
  • The Regulated community perceives that there is a low likelihood of detection of unlawful action and/or a low consequence to them and/or their industry.
  • The Public is aware of the Agency’s regulatory role, but not aware of its effectiveness in carrying out that role.
  • Information about all of the Agency’s regulatory functions and some of the activities is easily accessible by the regulated community, key stakeholders and public.
  • The Agency has established baseline levels of performance (baseline compliance levels where applicable) of the regulated community that are in line with publicly available regulatory priorities
  • The Agency has dedicated and sustained resources that drive activity, visibility and regulatory presence around its publicly facing regulatory priorities that maintain community and public trust and confidence levels in the regulator and the regulatory system.
  • The Public and the regulated community is aware of proactive work programs and regulatory actions taken by the regulator.
  • The Regulated community perceives that there is a high likelihood of detection of unlawful action and a high consequence to them and/or their industry.
  • The Agency has an appropriate mix of planned and reactive activities that are in line with publicly facing regulatory priorities.
  • Staff and leaders across the Agency are confident in using a range of regulatory tools and functions to respond to a variety of situations and emerging regulatory risks.
  • The Agency has established baseline levels of performance (baseline compliance levels where applicable) of the regulated community that are in line with publicly available regulatory priorities and has dedicated activity in place to lift performance above the baseline.
  • The Agency has established regulatory priorities and has dedicated and sustained activity, visibility and regulatory presence within those regulatory priorities that maintain community and public trust and confidence levels in the regulator and the regulatory system for 3 years or more.
  • The Public and regulated community largely understands the role of the regulator and has trust and confidence in the way in which it does its work and the outcomes it delivers.
  • The Regulated community views regulatory activities as effective, and some members modify their behaviour in response.
  • The Agency’s provides easily accessible information about its contemporary activities to the public and regulated community through a range of channels.
  • The Agency has an appropriate mix of planned and reactive activities that are in line with publicly facing regulatory priorities and/or risk-based approach, allowing it to be confident that risks and harms are being identified and regulated in an efficient and effective way.
  • The Agency publicly reports on the progress and outcomes of its proactive regulatory programs and its regulatory priorities. Information about progress and outcomes are easily accessible by the regulated community, key stakeholders and public.
  • The Agency has dedicated programs in place to build and maintain levels of public trust and confidence in the Agency and the regulatory system.
  • The Agency has high 'brand recognition' amongst the public, who see the regulator as credible, effective and trustworthy.
  • The Regulated community respects and values the contribution of the regulator, and they are aware of regulatory activities relevant to them, perceive a high risk of detection of unlawful behaviour, and modify their behaviour accordingly.
  • The Agency anticipates change through contingency planning and agile systems that allow for rapid response to new challenges.
  • The Agency uses of real time information on its operating conditions of regulatory focus and compliance reporting to enable informed and timely responses.
  • The Agency dedicates resources to work with indigenous groups and communities, industry groups and other government agencies) to elevate its regulatory presence and elevate levels of trust and confidence in the regulator and the regulatory system.
  • The Agency has dedicated resources and undertakes periodic activity to support and grow peer regulators to build, use and continuously improve their peer regulator’s activity and visibility.
  • The Agency has demonstrated to the public and the regulated community that it has lifted baseline levels of performance (baseline compliance levels where applicable) of the regulated community that are in line with publicly available regulatory priorities.

Performance reporting

The collection, analysis, and distribution of data and information, supported with explanatory narrative, that effectively reports to the public on whether the Agency (regulator) is efficient, effective and credible in delivering its regulatory obligations, mission and intended outcomes. Publicly available performance reporting (including outcomes-based performance reporting) is key to regulator transparency and accountability which builds public confidence and trust in the regulator, regulatory practice and broader outcomes. Publicly available performance reporting that is in line with regulatory priorities encourages the regulated sector to take ownership and build levels of voluntary compliance within their industry.

  Maturity Meaning
  • The Agency’s performance data and information is either not collected or collected but not in ways where it can be easily analysed and reported to the public.
  • The Agency has little to no data and information is provided to the public about the regulator’s performance in delivering against its regulatory obligations, mission and intended management outcomes.
  • Leaders have identified the need to collect relevant data and information and make available effective public reports on the regulator’s performance in delivering against its regulatory obligations, mission and intended regulatory outcomes.
  • Leaders identify the need for internal resourcing requirements to deliver performance reporting.
  • The Agency allocate some resources to performance reporting and consider options for further developing internal capability and capacity.
  • The Agency is building procedures and systems that collect appropriate data and information to use to enable the generation of effective publicly available reports on the regulator’s performance.
  • The Agency operates a rudimentary system that collects basic data and information about the regulators activities and outputs (such as number of site inspection and enforcement responses) and is used to support internal operational and strategic decision-making.
  • The Agency is building a performance reporting system that will collate and analyse basic data and information to report: on the baseline performance of the sector being regulated; and against performance targets assigned to the regulator, accompanied by an explanatory narrative.
  • Some information about the Agency ‘s regulatory activities and outputs is reported proactively to the public via limited channels (such as annual reports).
  • The Agency has dedicated resources allocated to performance reporting, and improving internal reporting capability.
  • The Agency has in place procedures and operates a basic system that collects appropriate information to build publicly available reports on the Agency’s performance to deliver outcomes.
  • The Agency’s current performance reporting practice is in place including reporting on a range of activity and output measures that provide: baseline performance of the sector being regulated; and performance targets assigned to the regulator, accompanied by an explanatory narrative.
  • The Agency performance reporting is proactively and regularly made available in an easy to access manner to the public.
  • The Agency’s performance reports are actively used internally to inform a range of strategic and operational planning decisions (such as setting regulatory priorities, problem solving and regulatory continuous improvement and organisational maturity action plans).
  • The Agency dedicates resources to effectively manage the Agency’s performance reporting as business-as-usual activity.
  • The Agency has used effective procedures and advanced systems that collect appropriate performance data and information for public reporting for three years or more.
  • The Agency has routine processes in place to support continuous improvement of procedures and systems that collects outcomes performance data and information.
  • The Agency continues to publicly reports on the range of activity and output measures that is beyond baseline performance data and it is presented to the public via an interactive contemporaneous platform.
  • The Agency’s current performance reporting practice makes publicly available reports on outcomes-based performance measures that includes detailed explanatory narrative that align with its set and published agency regulatory priorities, and regulatory obligations, mission and set regulatory outcomes.
  • The availability and location of performance reporting is well known to the public and regulated community and actively accessed by them.
  • Senior leaders regularly review and use performance reporting to contemporaneously respond to instances of underperformance with set targets.
  • The Agency can provide evidence that performance reporting is used internally to drive agile strategic and operational planning and activity such as decisions on regulatory posture and policy.
  • The Agency’s Performance reporting is consistent in nature with other Agencies in the regulatory sector.
  • The Agency’s outcomes-based performance reporting provides a sophisticated picture of the regulators effectiveness and efficiency to achieve its set agency regulatory outcomes aligned with its regulatory priorities, legal obligations and mission.
  • The Agency’s outcomes-based performance reporting is coordinated and aligns with relevant cross jurisdictions, and/or set national regulatory outcomes.
  • The Agency allocates resources and planned activity to support peer regulators to build, use and continuously improve their performance reporting procedures and systems towards effective reporting on outcomes-based measures and interactive output and activity measures.
  • The Agency drives performance reporting excellence amongst peer regulators through direct assessment of cross jurisdictional risks and trends in regulatory outcomes.
  • The Agency has structures in place that uses data and intelligence from peer regulators and other government agencies to inform and continuously improve their outcomes performance measures and regulatory priorities.
  • The Agency proactively engages with peer regulators, indigenous groups and communities, peak industry and community groups to engage on trends and risks and their outcomes-based performance.
  • The Agency performance outcomes-based reporting is proven to build levels of public trust and confidence in the regulator and the relevant regulatory system.
  • The Agency’s performance outcomes-based reporting in specific regulatory functions is used to continuously improve the whole regulatory system.

Governance and oversight

The systems and institutions for ensuring that the regulator is well-managed, accountable, ethical and transparent. Systems and procedures on decision making that ensure the regulator behaviour and actions are credible being able to withstand scrutiny, ethical, lawful and fair. Modern regulators are responsible to build and maintain frameworks that manage risk, assure quality and assure regulatory effectiveness and efficiency across the whole regulatory system.

  Maturity Meaning
  • The Agency has no processes to ensure that risks are managed, staff and leaders are accountable, decisions are able to withstand scrutiny, ethical, lawful and fair and that public service requirements are upheld.
  • The Agency’s risk management approach is ad hoc and reactive.
  • Leader have identified the need for processes to support public service requirements has been identified, but they have not yet been implemented.
  • Some staff and leaders are regularly made aware of agency values, core public service obligations (such as ethical behaviour and adherence to the code of conduct) and the organisation's role as a regulator.
  • The Agency has dedicated resources to build and implement systems to manage organisational risks, staff performance and good decision making, but adherence is not uniform across all regulatory unit and functions.
  • All staff and leaders are regularly made aware of agency values, core public service obligations (such as ethical behaviour and adherence to the code of conduct) and the organisation's role as a regulator.
  • The Agency has systems in place to manage Agency risks, staff performance and good decision making, but adherence is not uniform across all of the Agency and its functions.
  • Leaders scan the Agency for risks and respond to them when found.
  • The Agency has developed a Project Management Office and tools, training and guidance provided to staff and leaders.
  • The Agency has dedicated resources to and is building a Quality assurance framework to monitor for consistency of regulatory practice and decision making across all regulatory (includes policy) units in Agency.
  • The Agency is building a risk management system, including systems to produce early warnings of possible major systems failure and mechanisms to assure that opportunities are effectively acted on and taken.
  • Governance arrangements and responsibilities are clear to all staff and leaders and publicly available.
  • The Agency identifies, evaluates, manages and reports significant agency and regulatory risks to a Board/management committee and/or audit and risk Committee.
  • The Agency systems are understood, valued and adhered to by staff across the Agency.
  • The Agency has systems in place to manage Agency risks, staff performance and good decision making and consistent and uniformed adherence across all regulatory units and functions.
  • The Agency has in place a Quality assurance framework to monitor for consistency of regulatory practice and decision making across all regulatory (includes policy) units in agency.
  • The Agency has dedicated resources and is building a Regulatory assurance framework to monitor the effectiveness of regulatory practice and decision making across the whole regulatory system.
  • The Agency has a risk management system in place that provides early warnings of possible major systems failure and mechanisms to assure that opportunities are effectively acted on and taken.
  • The Agency has embedded an internal audit function and acts as an independent, objective assurance and consulting activity that adds value and is demonstrated to improve the regulator's performance.
  • The Agency has a culture of accountability, transparency and ethical behaviour, and leader's role model appropriate behaviours for staff.
  • The Agency had systems in place for 3 or more years to manage Agency risks, staff performance and good decision making across all regulatory units and functions.
  • The Agency has in place for 3 or more years, a Quality assurance to monitor for consistency of regulatory practice and decision making across all regulatory (includes policy) units in agency.
  • The Agency has Regulatory assurance framework in place that monitors the effectiveness of regulatory practice and decision making across the whole regulatory system.
  • The Agency has dedicated resources and budget to maintain their regulatory assurance framework, quality assurance framework and / or risk management system.
  • The Agency has dedicated resources to improving the efficiency and effectiveness of whole regulatory system.
  • The Agency balances risk and opportunity by having alignment of agency divisions and budget allocations to agency-wide performance management, and agency targets and outcomes performance-based measures, with clear accountabilities for all regulatory leaders.
  • The Agency has in place a regulatory assurance framework for 3 or more years that has monitored the effectiveness of regulatory practice and decision making across the whole regulatory system
  • The Agency’s regulatory assurance framework has resulted in systems change that has improved the efficiency and effectiveness of the regulator and built and maintain levels of public trust and confidence in the regulator and the whole regulatory system.
  • The Agency has dedicated resources to support peer regulators build and maintain their regulatory assurance framework, quality assurance framework and / or risk management system.

Leadership and culture

Organisational culture & leadership focus

Culture
This part of the attribute describes the regulatory culture in the agency. This includes the expectations, experiences, vision and values that hold it together, and ensure its integrity and credibility. It is expressed in its self-image, inner workings, interactions with its employees, regulated community and stakeholders and approaches to mitigate against regulatory capture. It covers systems, structure, behaviours and vision, and strongly linked to leadership. It is based on shared attitudes, beliefs, customs, and written and unwritten rules that have been considered over time and are considered valid.

Leadership
This part of attribute covers the agency’s internal and external leadership. It covers the regulator’s ability to deliver a clear vision internally, and a shared that vision externally to enhance their impact and influence on matters within regulatory priorities. It can extend to leadership across the regulated community, public, government and peer regulators that work along their regulatory system in that sector.

  Maturity Meaning
  • Leaders and staff do not discuss the agency’s regulatory culture as it is yet to be defined.
  • Leaders and staff rarely discuss organisational vision and values or it is actively promoted by leaders to set expectations for staff.
  • Leaders and staff are unable to clearly articulate the organisation’s vision and values.
  • The Agency’s vision and values are undocumented and applied inconsistently across the organisation.
  • Some aspects of the Agency’s regulatory culture such as leadership, structure, regulatory vision and values and regulatory behaviour are discussed by some leaders but not defined and not discussed broadly with staff.
  • The Agency is actively working on defining regulatory culture including accepted regulatory behaviours, structure and leadership.
  • Leaders and staff are actively setting clear organisational vision and values has been identified but not yet implemented.
  • The Agency’s vision, values and behaviours are discussed by some but not all staff and leaders in the organisation.
  • Leaders have identified the need to establish, set and share its clear vision and values with the regulated community, public, government and peer regulators that work along the regulatory system in that sector.
  • The Agency has defined and documented its regulatory culture, defining the accepted regulatory behaviours of its staff and leaders, structure and leadership regulated community, public, government and peer regulators that work along the regulatory system in that sector.
  • The Agency’s vision and values are clearly documented in the corporate plan and articulated in one/some but not all elements of work planning.
  • Staff and leaders understand vision and values is measured by surveys and focus groups.
  • Leaders communicate their vision to all staff through speeches, newsletters and other media.
  • Leaders have established, set and is actively sharing its clear vision and values with the regulated community, public, government and peer regulators that work along the regulatory system in that sector.
  • The Agency’s vision and values are embedded across the agency as they are understood and clearly articulated, and this is measured through staff surveys or focus groups.
  • The Agency has a mechanism or process in place to ensure decision making and decisions are open and transparent.
  • The Agency has a mechanism or process in place to allow staff to give feedback on performance and discuss career progression.
  • The Agency has dedicated resources and programs in place for leadership development.
  • Agency vision and values are clearly documented and embedded in work program planning that are in line with published regulatory priorities.
  • The Agency has defined its regulatory culture to specifically mitigate against regulatory capture, defining the accepted regulatory behaviours of its staff and leaders, structure and processes and systems when engaging with regulated community, public, stakeholders and government that mitigate against regulatory capture.
  • The Agency monitors and commits resources to increase the level of understanding on its vision and values with the regulated community, public, government and peer regulators that work along the regulatory system in that sector.
  • Leaders create an environment in which employees embrace and believe in the vision, want to achieve it, live the culture and seek to achieve ambitious targets.
  • Leaders behave strategically by analysing data, anticipating change, leveraging resources, driving policy debate, solving complex problems and implementing robust plans.
  • Agency decisions on strategy are made collaboratively and, where appropriate, are challenged and reviewed.
  • The agency dedicates resources to support peer regulators build their leadership and culture.
  • The Agency demonstrates that the regulated community, public, government and peer regulators that work along the regulatory system in that sector understands its vision and values.
  • The Agency periodically monitors public trust and confidence levels in the regulator and the regulatory system and acts on results of that monitoring.
  • The Agency has specific actions and structures in place to mitigate against regulatory capture, defining the accepted regulatory behaviours of its staff and leaders, structure and processes and systems when engaging with regulated community, public, stakeholders and government that mitigate against regulatory capture.
  • The Agency has embedded its vision and values as demonstrated via the delivery of regulatory outcomes in line with published regulatory priorities.
  • The Agency’s dedicated leadership development programs demonstrate to build leadership maturity and depth in the agency.

Regulatory philosophy & approach

This attribute covers the regulator's ability to clearly articulate and apply the guiding principles for the way it regulates. This covers the agency’s regulatory posture being the agency’s ability to connect and apply a diverse range of fit for purpose regulatory tools (policy to enforcement). It also covers how agency’s balance proactive / reactive work programs, so they effectively respond to external notifications as well as proactively prevents harms to the public interest and the integrity of the regulatory system.

It also covers an agency’s regulatory culture, and the guiding principles of problem and human centricity, outcomes driven and attention to results; independence and acting with integrity, empathy, accountability, and fairness; collaboration and accommodating constructive conflict within and externally; and built on strong foundations of trust and confidence in their regulator practice and agency.

  Maturity Meaning
  • The Agency’s guiding principles being its approaches to its regulatory role to deliver outcomes are undocumented and not discussed by staff or leaders,
  • Leaders and staff are unable to clearly articulate the guiding principles which set up the agency’s regulatory posture and culture.
  • The Agency’s regulatory posture and culture is undocumented,
  • Leaders discuss the guiding regulatory principles and approach to undertake its regulatory role.
  • The Agency has dedicated resources to and is actively developing to define regulatory posture and culture and is starting to document them.
  • Leaders intend to dedicate resources and build proactive work programs to sustain a balanced regulatory posture and documented culture.
  • Leaders have identified the need to share its regulatory posture and approach with the regulated community, public, government and peer regulators that work along the regulatory system in that sector.
  • The Agency’s regulatory posture, and culture are discussed by some staff and leaders but not all in the organisation.
  • The Agency’s guiding regulatory principles and approach to undertake its role, its regulatory posture and culture is documented internally and implemented for some but not all internal work programs and business planning.
  • The Agency’s has dedicated resources and is developing proactive regulatory work programs to build a balanced regulatory posture and culture in all proactive and reactive work programs.
  • The Agency is developing a public facing regulatory policy (or equivalent) that will document its guiding regulatory principles being its approach to undertake its regulatory role, and its regulatory posture and culture
  • The Agency has in place a publicly facing regulatory policy (or equivalent) that documents its guiding regulatory principles being its approach to undertake its regulatory role, and its regulatory posture and culture.
  • The Agency is proactively sharing its regulatory posture and approach with the regulated community, public, government and peer regulators that work along the regulatory system in that sector.
  • The Agency measures its leaders, staff, government, public and the regulated community's understanding its guiding regulatory principles being its approach to undertake its regulatory role, and its regulatory posture and culture by surveys and/or focus groups.
  • The Agency has dedicated resources allocated to run proactive regulatory work programs to sustain a balanced regulatory posture and documented culture.
  • The Agency has implemented its regulatory posture and culture in all work programs and is building to integrate elements of restorative justice in it.
  • Some staff but not all are able to accurately and consistently articulate the agency’s regulatory posture, and culture.
  • All leaders and most staff understand its guiding regulatory principles being its approach to undertake its regulatory role, and its regulatory posture and culture and apply it in their regulatory decision making.
  • The regulated community, public, government and peer regulators in that sector largely understand its guiding regulatory principles being its approach to undertake its regulatory role, and its regulatory posture and culture.
  • The Agency has mechanisms in place that allows it to be agile and adjust its regulatory posture to sustain a balance and optimise its delivery delivers regulatory outcomes that are in line with its regulatory priorities.
  • The Agency has embedded proactive work programs to sustain a balanced regulatory posture for 3 years or more and has an embedded regulatory culture into all its proactive and reactive work programs for 3 years or more.
  • The Agency has in place for 3 or more years a publicly facing regulatory policy (or equivalent) that documents its guiding regulatory principles being its approach to undertake its regulatory role, and its regulatory posture and culture including elements of restorative justice.
  • The Agency measures the impact of its guiding regulatory principles being its approach to undertake its regulatory role, and its regulatory posture and culture.
  • The Agency actively scans for emerging regulatory theory and practice for continuous review and improvement in peak regulator networks.
  • The regulated community, public, government and peer regulators in that sector have a clear and unmistakable understanding its guiding regulatory principles being its approach to undertake its regulatory role, and its regulatory posture and culture.
  • The Agency has measured, tracked and reported on the impact of its guiding regulatory principles being its approach to undertake its regulatory role, and its regulatory posture and culture for 3 years or more.
  • The Agency demonstrates that it is agile and has adjusted its regulatory posture to sustain a balance and optimise delivery of regulatory outcomes that are in line with its regulatory priorities
  • The Agency has dedicated resources and planned activities in place to support peer regulators build their guiding regulatory principles and their regulatory posture and culture.
  • The Agency is actively supporting peer regulators to build their publicly facing regulatory policy (or equivalent) that documents their guiding regulatory principles and their regulatory posture and culture.
  • The Agency is actively supporting peer regulators to build measures to monitor and track the impact of their guiding regulatory principles and their regulatory posture and culture.

Stakeholder and community engagement

This attribute covers the agency's ability to actively bring stakeholder and community including indigenous voices into decisions and be agile to adjust its approach to achieve regulatory outcomes. It covers the agency’s maturity to engage with stakeholders and the community, build broader ownership of regulatory issues and challenges and build public trust and confidence. Attribute maturity requires dedicated resourcing, strategy, effective engagement including with indigenous community members, outcomes and support to other peer and co-regulators.

  Maturity Meaning
  • The Agency’s engagement with stakeholders and the community is ad-hoc and completely reactive triggered from externally notified concerns, problems and/or issues.
  • The Agency’s stakeholder and community engagement strategy and plan is undocumented and not discussed by staff or leaders,
  • Leaders and staff are unable to clearly articulate the agency’s stakeholder and community engagement strategy and purpose.
  • The Agency’s engagement with stakeholders and the community is ad-hoc and mostly reactive triggered from externally notified concerns, problems and/or issues.
  • Leaders intend to allocate dedicated resources to build a stakeholder and community engagement strategy and plan (or equivalent).
  • Leaders have identified the need to understand and effectively engage with stakeholders and the community but not yet implemented across the Agency.
  • Some staff but most in the agency don’t undertake both planned proactive and reactive stakeholders and the community engagement.
  • The Agency has allocated dedicated resources to and is actively building its stakeholder and community engagement capacity and capability.
  • The Agency has allocated dedicated resources to and is actively building its developing stakeholder and community engagement strategy and plan (or equivalent) that is not limited to but is in line with its regulatory priorities.
  • The Agency is actively building work programs that are dedicated to better understand and effectively engage with stakeholders and community members.
  • Engagement with stakeholders and the community is undertaken by some staff but not all in the organisation.
  • The Agency has in place dedicated staff resources to undertake both planned proactive and reactive stakeholders and community engagement.
  • The Agency has allocated dedicated resources with sufficient capacity and capability to effectively perform its stakeholder and community engagement function including with indigenous stakeholders and community members
  • The agency has implemented a stakeholder and community engagement strategy and plan (or equivalent) with specific elements of inclusive, diversity, early engagement, proactivity and building public, regulated community and government trust and confidence that is not limited to but is in line with its regulatory priorities.
  • The Agency measures leaders, staff and the regulated community's understanding of the agency’s key stakeholders and community members by surveys and focus groups.
  • The Agency is actively seeking the values and views of a representative and diverse range of interested and affected stakeholders and community members to have their say when new policies, guidelines and standards are developed.
  • The Agency is actively seeking the values, knowledge and views of indigenous stakeholders and community members and encouraging them to have their say when new policies, regulatory priorities, outcomes performance reporting, guidelines and standards are developed.
  • The Agency is building mechanisms that will allows it to measure engagement effectiveness and public trust so it can be agile and adjust its strategies, plans and actions.
  • All leaders and most staff have a clear understanding of why it is engaging, the Agency’s engagement strategy and plan, to enable them to communicate it clearly with stakeholders and the community.
  • The Agency has multiple pathways and ongoing mechanisms for stakeholders and the community including indigenous stakeholders to participate in the development of new and the continuous improvement of existing policies, regulatory priorities, performance reporting, guidelines and standards.
  • The Agency has sustained dedicated resources with sufficient capacity and capability to effectively perform its stakeholder and community engagement function for the last 3 years or more including engaging with indigenous stakeholders and community members
  • The Agency has measured leaders, staff and the regulated community's understanding of the agency’s key stakeholders and community members by surveys and focus groups for 3 years or more.
  • The Agency has integrated the values, knowledge and views of indigenous stakeholders and community members to improve policies, regulatory priorities, outcomes performance reporting, guidelines and standards, including giving weight to Indigenous and western science.
  • The Agency has integrated the values and views of a representative and diverse range of interested and affected stakeholders and community members when new policies, regulatory priorities, outcomes performance reporting, guidelines and standards.
  • The Agency measures engagement effectiveness and public trust and confidence and has mechanisms in place to be agile and strategically adjust its strategies, plans and actions accordingly.
  • The Agency has demonstrated that through integrating the values and views of indigenous stakeholders and community members it has improved policies, regulatory priorities, outcomes performance, guidelines and standards.
  • The Agency has demonstrated that through integrating the values and views of a representative and diverse range of interested and affected stakeholders and community members it has improved policies, regulatory priorities, outcomes performance reporting, guidelines and standards are developed.
  • The Agency has allocated dedicated resources and activities to support peer regulatory agencies build, implement and evolve their stakeholder and community engagement strategies, capabilities and capacities.
  • The Agency has reported on engagement effectiveness and impact for 3 years or more and has demonstrated engagement effectiveness and building / maintain levels of public trust and confidence.
  • Stakeholders, the regulated community and the community members initiates effective action that is aligned with the Agency’s regulatory priorities and desired regulatory outcomes.
  • The Agency has allocated dedicated resources and activities to work with co-regulators along the regulatory systems to engage with stakeholder and community in that sector and about that regulatory system.

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