independent review of its major regulatory functions by Mr Joe Woodward. The project found that the Department’s approach to regulation is sound and consistent with other regulators and that there was a strong desire for the Department to become a modern best-practice regulator. The project also identified areas for improvement. The Department is now responding to the project recommendations, including developing more systematic approaches to regulatory governance, developing a regulatory framework and improving engagement with the regulated community. The Department expects that the next self-assessment will show further improvement as the actions undertaken in response to the review by Mr Woodward take effect. Overall, the Department has assessed its regulatory performance as maturing to well established in relation to risk-managed and proportionate actions (KPI 3) and its compliance and monitoring approaches (KPI 4), maturing in relation to its impact on the efficient operation of regulated entities (KPI 1) and how it communicates and engages with regulated entities (KPI 2 and KPI 5), and developing in relation to actively improving its regulatory frameworks (KPI 6). The following summarises the Department’s performance against each of the KPIs. The criteria for each maturity level against each KPI is provided in Appendix 2. Maturity Level KPI do not unnecessarily impede the efficient operation of regulated entities KPI with regulated entities is clear, targeted and effective KPI 3— Actions undertaken by regulators are proportionate to the regulatory risk being managed KPI and monitoring approaches are streamlined and coordinated KPI are open and transparent in their dealings with regulated entities KPI actively contribute to the continuous improvement of regulatory frameworks Leading Well established Maturing Developing Emerging Absent Regulators Compliance Communication
changes timely decisions are accompanied by a statement of reasons and advice about relevant review or appeal mechanisms, where appropriate feedback is sought from stakeholders on guidance and advice provided by the regulator through a wide range of mechanisms (including stakeholder surveys) guidance material complies with Government accessibility guidelines demonstrated effective mechanisms for responding to stakeholder engagement and complaints. 2 in Appendix 1 outlines the legislation that was assessed against each measure. Stakeholder consultation on significant regulatory or policy changes The Department’s performance in demonstrating appropriate consultation with stakeholders prior to significant regulatory or policy changes was discussed in relation to KPI 1 above. Although most areas include consultation in the design of new or review of existing regulatory policies and there is a general understanding of the need to do so, the Department could benefit from a more systematic approach. Since the Regulatory maturity project, the Department has begun to create a more structured approach in the way it engages with industry sectors. Working groups with industry representatives such as the National Farmers Federation are being established with the aim of increasing engagement and mutual understanding. In addition to these improvements, there were examples of good practice undertaken throughout the reporting period. Australian Antarctic Division held consultative meetings with tourism stakeholders in October 2015, ahead of the Antarctic tourism season. This engagement with tourism stakeholders is ongoing and they are kept informed of developments that may affect their interests as they arise. The Director of National Parks and the Boards of Management of jointly-managed Commonwealth reserves maintain ongoing engagement with Tourism Consultative Committees, Scientific Research Advisory Committees and other consultative committees prior to recommending any regulatory changes affecting Commonwealth reserves users. During the reporting period, the Kakadu Board of Management, which includes the Director of National Parks, sought public comment on a draft Kakadu walking strategy. Public feedback was incorporated into the strategy before finalisation in 2016. Case Study Consultation with the motor racing industry on the timeframe for a phase-out of leaded petrol Environment Standards Division undertook consultation with the motor racing industry as part of its review of the Government’s policy on the use of leaded petrol in motor racing. In determining how to undertake consultation, the Department considered the following factors: the small number of stakeholders involved (less than 15) their regional distribution their familiarity with Government processes and their likely ability or inclination to provide written submissions. Telephone interviews were determined to be the best form of contact. These were held with all peak racing