at this point that the minister is able to formally request modifications to the Program if they are considered necessary. Assessment partner responsibilities Finalise the Program document and strategic assessment report based on public comments and any advice from the department. Ensure that there is whole-of-government sign off for the commitments in the Program (if necessary). Address modifications (if any) to the submitted final Program if required by the minister. Department responsibilities Provide clear advice about the requirements for the Program and strategic assessment report. Provide advice to the minister on whether any modifications to the submitted final Program are needed. Required output Final Program document. Final strategic assessment report or supplementary strategic assessment report to go along with the draft. Suggested timing 3+ months. Program endorsement Endorsement of a Program by the minister does not equate to the approval of actions under the EPBC Act. However, it is a necessary step towards approval. Endorsement occurs when the minister is satisfied that the Program and the associated strategic assessment report: adequately identifies and addresses impacts on matters of national environmental significance meet the terms of reference, endorsement criteria, and any other requirements set out in the strategic assessment agreement provide for any modifications recommended by the minister. Assessment partner responsibilities None Department responsibilities Submit the final documents to the minister for endorsement Required output Formal endorsement of the Program by the minister Suggested timing 2 months Approval of actions Following endorsement of a Program, the minister may approve the taking of an ‘action’ or ‘class of actions’ in accordance with the endorsed Program. This approval is the legal step that allows activities under the Program to proceed without need for further federal approval of individual proposals or developments. Approval may occur concurrently with endorsement or any time after that, and conditions may be attached to an approval if the minister considers them necessary. Approvals may be staged, whereby classes of actions are approved at different times.
While strategic assessments offer many potential benefits, experience to date suggests that there are a set of ingredients that need to be in place for the process to be successful (see Table 1). When considering a strategic assessment, it is recommended that assessment partners consider this list and how well it applies to their project. Ingredient Comment Timing The timing has to be right to start a strategic assessment. For example, there needs to be a clear link with a state or territory process to ensure that integration of the outcomes can be achieved. It is critical that a Program is not so advanced in its development that changes cannot be made to it to protect matters of national environmental significance. Imperative There needs to be a clear imperative from the assessment partner to enter into and complete the assessment. Lack of imperative may result in the process drifting. Leadership Leadership from both the assessment partner and the Australian Government is critical. Management of the process at an ‘inadequate’ level has major risks as the process unfolds. Governance arrangements involving senior engagement from both parties should be established early in the process. Collaboration at all levels Strategic assessments are a collaborative process. Collaboration at all levels between the assessment partner and the Australian Government is necessary to move the process forward and deal with the difficult issues. Honesty Developing and maintaining an honest approach to the assessment is critical. This is the approach that is most likely to generate trust and provide opportunities to achieve the best outcomes. Expectation management Both parties need to set and then meet clear expectations. Clear communication around the ability to meet expectations is critical throughout the process. Outcome focus An ongoing focus on the outcomes to be achieved is vital. Outcomes need to be developed early in the project by both parties and referred to throughout. Agreed timelines and project management Having clearly agreed timelines and proactively managing the project throughout the process are vital for both parties. Table : Ingredients for a successful strategic assessment