EPG should provide additional support and guidance to embedded officers working with state and territory governments, in particular: clarify with the embedded officer and the relevant agency with respect to the amount of assistance provided on assessments; monitor performance at regular intervals; and facilitate regular meetings between the Department, the embedded officer and the relevant agency. EPG should routinely share key assessment documentation with co-regulators (such as state and territory agencies). 6.5 Engaging with The Department should increase engagement with relevant communities of practice to communities of build its regulatory capability. This could include: practice 3 2 further engagement with Commonwealth forums (such as those managed by PM&C) and national forums such as AELERT and EIANZ; and convening ad-hoc working groups with states and territories and/or other Commonwealth regulators to consider particular issues. 6.6 Speaking with EPG should work with the Policy and Communication Branch in PAID to develop a a single voice broad communication strategy for EPG. This should focus on identifying the most effective engagement options given limited resources. In the longer term, this policy should also map stakeholders across EPG and the Department to allow a more coordinated approach to engagement. EPG should record all relevant information about its interactions with stakeholders (i.e. 3 2 meetings, phone calls, e-mails, inspections) and make this information available to all relevant officers to improve corporate memory, inform intelligence and analysis, support an accurate understanding of the operating environment of the regulated community, and support risk management (see also the Strategic Risk Assessment section and the Resource Allocation section in Chapter 5). In conjunction with intelligence, EPG should also use this information to target and prioritise stakeholder engagement and inform strategies.
EPG should provide additional support and guidance to embedded officers working with state and territory governments, in particular: clarify with the embedded officer and the relevant agency with respect to the amount of assistance provided on assessments; monitor performance at regular intervals; and facilitate regular meetings between the Department, the embedded officer and the relevant agency. EPG should routinely share key assessment documentation with co-regulators (such as state and territory agencies). 6.5 Engaging with communities of practice The Department should increase engagement with relevant communities of practice to build its regulatory capability. This could include: further engagement with Commonwealth forums (such as those managed by PM&C) and national forums such as AELERT and EIANZ; and convening ad-hoc working groups with states and territories and/or other Commonwealth regulators to consider particular issues. 3 2 6.6 Speaking with a single voice EPG should work with the Policy and Communication Branch in PAID to develop a broad communication strategy for EPG. This should focus on identifying the most effective engagement options given limited resources. In the longer term, this policy should also map stakeholders across EPG and the Department to allow a more coordinated approach to engagement. EPG should record all relevant information about its interactions with stakeholders (i.e. meetings, phone calls, e-mails, inspections) and make this information available to all relevant officers to improve corporate memory, inform intelligence and analysis, support an accurate understanding of the operating environment of the regulated community, and support risk management (see also the Strategic Risk Assessment section and the Resource Allocation section in Chapter 5). In conjunction with intelligence, EPG should also use this information to target and prioritise stakeholder engagement and inform strategies. 3 2
regulatory-maturity-project-final-report.docx