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Capability

 

The Clean Energy Regulator regularly reviews and assesses its capability to ensure that it is able to deliver its purpose within the available resources. The agency takes a risk-based approach to decide its priorities across all areas of its activities.

Client and stakeholder engagement

The Clean Energy Regulator has a strategic, systematic and integrated approach to communicating and engaging with clients, stakeholders and staff. We aim to deliver consistent and targeted communications and achieve our objective of engaged, active and compliant clients.

The Clean Energy Regulator’s communication principles are:

  • An integral part of our business every day – Communication is a key part of our service offer and all staff have a responsibility to communicate effectively.
  • Coordinated, consistent and accurate – We work together to make sure we all provide the same, consistent advice.
  • Targeted, timely and continuous – We tell our clients what we know when we know it.
  • Clear and objective – We tell our clients what they need to do, using unambiguous language.
  • Information for one is information for all – The information we provide is fairly and obviously distributed with no advantage given to particular clients, stakeholders or sectors.
  • Two-way – We value feedback from our clients and take advantage of their feedback about their experiences to improve our processes.
  • Responsive and audience focused – We listen to the things our clients want, and give them the information they want in the way they want to receive it.
  • Adaptive – We continually refine our approach to make it easier for our clients to work with us.

Business operating model

The business operating model describes how the agency effectively operates to achieve its purpose and its objectives in terms of functions, processes, capabilities and key information flows.

The model categorises the functions and activities of the agency using a consistent, standardised vocabulary and reduces the underlying complexity of the organisation to its most fundamental elements. This enables us to conduct comparable analyses of our business processes across all schemes, and assists the Senior Leadership Team to make informed decisions regarding the internal operation of the agency.

The business operating model also helps the agency to ensure that standardised client-centric approaches are implemented to manage its services and apply its regulatory powers. The model underpins the agency’s fundamental controls for finance, people, and information and communications technology (ICT), and provides the starting point for reusing capabilities when implementing new schemes.

Business investment strategy

The business investment strategy outlines the agency’s priorities for investment to support the implementation of its activities. It ensures that investments are made from a whole-of-agency perspective and aligned to the agency’s purpose and objectives.

A fundamental element of the agency’s approach to investment is to consider our capability before assessing the need for additional automation of processes and continuous business improvement. This approach avoids overinvestment and provides a more agile approach to the agency’s capabilities.

The capital management plan outlines the indicative priorities for implementation activities over a rolling 10-year cycle, which ensures that the agency’s strategic capital investments are made from a whole-of-agency perspective and aligned to the agency’s purpose and objectives.

ICT strategy

The ICT strategy outlines priorities for the development of, and investment in, ICT assets to support the achievement of the agency’s purpose and objectives.

The agency aims to reuse its existing ICT assets in adapting to changes to the agency’s operations and regulatory responsibilities. This is achieved by consolidating, stabilising and integrating existing systems to ensure that ICT services are efficient and responsive.

Strong relationships between ICT specialists and the business areas of the agency enable business benefits to be realised through ICT development. By getting the basics right, the ICT and business partnership will mature over time, gradually moving from a dependable ICT platform, to internal business improvements, to external client and stakeholder benefits.

This strategy also includes the agency’s approach to the Government’s digital transformation agenda and ensures that digital services standards are embedded into the agency’s technology for engagement and service delivery with our clients and stakeholders.

Workforce planning

The agency’s People Plan sets the strategic direction for the development and management of a workforce to support the achievement of the agency’s purpose and objectives.

To ensure that the agency is equipped with an adaptable and responsive workforce, the agency’s workforce planning builds on the key themes essential to the successful transformation of our workforce, including:

  • building management capability
  • adopting a multifaceted approach to recruitment
  • improving and aligning workforce capability and skills
  • identifying and managing talent
  • developing and applying resource-based planning approaches.

The agency fosters an environment where resources and expertise are shared to maximise business outcomes and manage increased volume and complexity. This is achieved by providing opportunities for growth and development to staff and deploying the current workforce in a way that makes best use of their skills.

Governance

The Clean Energy Regulator’s governance framework sets out the relationships, structure, systems and processes that underpin the operations of the agency. As part of its culture of performance, the agency promotes accountability, integrity, trust and respect. The agency continuously reviews its governance arrangements to ensure that they remain current, reflecting the Government’s policies and priorities and contemporary best practice.

Compliance and enforcement

The Clean Energy Regulator encourages scheme participants to comply voluntarily with legislative requirements.

The Compliance, Education and Enforcement policy outlines the principles adopted by the Clean Energy Regulator to optimise compliance with the laws it administers, including the role of education and its approach to compliance monitoring and enforcement. The approach is based on:

  • assisting participants to understand their rights and obligations through education, training, guidance and other resources
  • supporting those who want to do the right thing, including by using participant feedback to enhance relevant systems, resources and processes
  • ensuring procedural fairness and natural justice are consistently applied to all participants
  • ensuring that decision-making follows rigorous corporate governance processes and can withstand review and scrutiny, including by the Administrative Appeals Tribunal and courts
  • using intelligence and information analysis to help inform all regulatory response decisions
  • ensuring that regulatory responses are proportionate to the risks posed by any non-compliance, taking into account the conduct of scheme participants (including their compliance history)
  • actively pursuing those who opportunistically or deliberately contravene the law
  • ensuring that investigative processes and the resolution of enforcement matters are conducted as efficiently and professionally as possible.

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