The establishment of the Regulation and Compliance Division (RCD) in late 2023 combined all regulatory functions within the Department of Energy and Mining (the department) into one division. These regulatory functions were previously in separate divisions covering mineral resources, energy and technical regulation for electricity, gas and plumbing installations and networks. The department has a strategic objective of delivering and enforcing effective, efficient and transparent regulation using a one-window to co-regulation.
This internal audit will apply the world-leading Modern Regulatory Improvement Tool (MRIT), developed by the Australasian Environmental Law Enforcement and Regulators neTwork (AELERT), to assess the maturity level of the department's regulatory functions and develop a roadmap to reach its strategic vision.
Get involved
You have been nominated to provide your views on the twelve (12) attributes of the MRIT. You will be requested to read the statements within each of the 12 attributes and indicate whether you "Agree", "Disagree" or "Unsure" as they apply to your current team. You will also be requested to provide your overall assessment of the current and target maturity levels (out of six) for each of the twelve attributes.
The assessment should take about 30 minutes to complete. However, each participant will have about 2 weeks to complete all 12 attributes, as assessment can be saved at any point in time if not fully completed. Please remember to save your responses before you close the page.
Maturity Level Definition
Maturity Levels
Maturity Level Description
1-Absent
The attribute is not present in the agency or is present only in a rudimentary form. There is no judgment associated with an agency identifying itself as 'absent' for a particular attribute, as there are many legitimate reasons why an attribute might not be present. For example, this might apply to a newly formed agency which has yet to develop some of the attributes, or to a more established agency that has not branched out into a particular area (such as compliance planning).
2-Emerging
The attribute is present but is at an early stage of its development. The agency may have recognised the importance of the attribute and begun developing its capability, or it may not have formally developed it but parts of the agency may be displaying the attribute in an ad hoc or unstructured way.
3-Developing
The agency will have recognised the importance of the attribute and will have progressed down the path of embedding it into the systems, processes or culture of the agency. Agencies at the 'developing' level will have a growing degree of confidence with the attribute, but its presence may not be at a consistently high level across the whole agency.
4-Maturing
An agency's confidence or proficiency is growing, and they may be recognised within their regulatory community or their jurisdiction as performing well in the attribute. The attribute may not be fully embedded in the agency, though. A change of leadership or change in the external environment could impact on the attribute.
5-Well-developed
The attribute is now embedded in the agency and will likely continue at this level despite organisational changes. The agency will be recognised by its peers as being at a high level of development in this attribute, and the agency will achieve strong results as a consequence of its level of maturity.
6-Leading
It is not expected that many agencies will reach this level of maturity, without a conscious investment of resources in the attribute. A 'leading' agency will be recognised as such across the AELERT network, and quite likely overseas. It will have a strong theoretical understanding of the attribute, as well as a best-practice approach that achieves consistently strong results in matters related to the attribute.
Your response will be consolidated and summarised to establish the baseline maturity level for your directorate and for the Regulatory and Compliance Division. These results will be discussed and validated at the respective directorate workshops and subsequently confirm with the respective Directors.
What are the next steps?
This internal audit will be undertaken in accordance with the following process:
Background
The establishment of the Regulation and Compliance Division (RCD) in late 2023 combined all regulatory functions within the Department of Energy and Mining (the department) into one division. These regulatory functions were previously in separate divisions covering mineral resources, energy and technical regulation for electricity, gas and plumbing installations and networks. The department has a strategic objective of delivering and enforcing effective, efficient and transparent regulation using a one-window to co-regulation.
This internal audit will apply the world-leading Modern Regulatory Improvement Tool (MRIT), developed by the Australasian Environmental Law Enforcement and Regulators neTwork (AELERT), to assess the maturity level of the department's regulatory functions and develop a roadmap to reach its strategic vision.
Get involved
You have been nominated to provide your views on the twelve (12) attributes of the MRIT. You will be requested to read the statements within each of the 12 attributes and indicate whether you "Agree", "Disagree" or "Unsure" as they apply to your current team. You will also be requested to provide your overall assessment of the current and target maturity levels (out of six) for each of the twelve attributes.
The assessment should take about 30 minutes to complete. However, each participant will have about 2 weeks to complete all 12 attributes, as assessment can be saved at any point in time if not fully completed. Please remember to save your responses before you close the page.
Maturity Level Definition
Maturity Levels
Maturity Level Description
1-Absent
The attribute is not present in the agency or is present only in a rudimentary form. There is no judgment associated with an agency identifying itself as 'absent' for a particular attribute, as there are many legitimate reasons why an attribute might not be present. For example, this might apply to a newly formed agency which has yet to develop some of the attributes, or to a more established agency that has not branched out into a particular area (such as compliance planning).
2-Emerging
The attribute is present but is at an early stage of its development. The agency may have recognised the importance of the attribute and begun developing its capability, or it may not have formally developed it but parts of the agency may be displaying the attribute in an ad hoc or unstructured way.
3-Developing
The agency will have recognised the importance of the attribute and will have progressed down the path of embedding it into the systems, processes or culture of the agency. Agencies at the 'developing' level will have a growing degree of confidence with the attribute, but its presence may not be at a consistently high level across the whole agency.
4-Maturing
An agency's confidence or proficiency is growing, and they may be recognised within their regulatory community or their jurisdiction as performing well in the attribute. The attribute may not be fully embedded in the agency, though. A change of leadership or change in the external environment could impact on the attribute.
5-Well-developed
The attribute is now embedded in the agency and will likely continue at this level despite organisational changes. The agency will be recognised by its peers as being at a high level of development in this attribute, and the agency will achieve strong results as a consequence of its level of maturity.
6-Leading
It is not expected that many agencies will reach this level of maturity, without a conscious investment of resources in the attribute. A 'leading' agency will be recognised as such across the AELERT network, and quite likely overseas. It will have a strong theoretical understanding of the attribute, as well as a best-practice approach that achieves consistently strong results in matters related to the attribute.
Your response will be consolidated and summarised to establish the baseline maturity level for your directorate and for the Regulatory and Compliance Division. These results will be discussed and validated at the respective directorate workshops and subsequently confirm with the respective Directors.
What are the next steps?
This internal audit will be undertaken in accordance with the following process:
