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Efficient and effective administration

As an agency operating for the public good we have an obligation to be efficient and effective. In response to the government’s deregulation agenda, we continuously look for ways of doing things more efficiently for us and our clients.

Strategy

  • Use risk–based and continuous improvement approaches to deploy agency resources to best effect.
  • Maintain and enhance the skills and expertise of our people and encourage innovation to benefit us and our clients.

Strategic priorities

  • Refine processes and regulatory posture to reflect any changes to scheme or policy settings.
  • Continue to digitise business processes to reduce client burden and deliver operational efficiencies.
  • Embed, refine and evaluate data governance and management activities undertaken to streamline systems and business processes.
  • Continue to build the capability and skills of our staff to enhance the agency’s approach to managing compliance.
  • Anticipate potential changes to national and international obligations that impact on our schemes and develop our response.
  • Ensure that our digitised business processes are reducing client burden and delivering operational efficiencies.
  • Enable clients to benchmark against other industry participants.
  • Continue to leverage whole-of-government arrangements and move towards cloud-based systems and shared services where appropriate.

Key Performance Indicators

  • Proportion of successful litigation commenced by the Clean Energy Regulator.
  • Proportion of non-compliance cases brought back into compliance.
  • Positive assessments of the agency’s performance under the Regulator Performance Framework.
  • No significant breaches of government administrative, legal and policy requirements.
  • Level of client satisfaction with staff interactions.

Innovation in practice

We strive to design and implement efficient and effective ways of administering our schemes and improving our processes–for the benefit of both our clients and ourselves. Indeed, it is acknowledged across government that innovative approaches to public administration are required to address new challenges and solve multidimensional issues into the future.

Beyond the well-established governance and assurance activities already undertaken across the agency, we are increasingly drawing from the diversity, knowledge and experience of our staff to innovate and to identify new opportunities to improve the efficiency of the agency, our workplace and the way in which we work.

In a relatively short period, the agency’s new staff-driven approach to innovation, known as INNDi, has already begun reshaping our culture to empower staff to raise ideas, share and collaborate on idea development, and take an active role in implementing new initiatives. Through INNDi, staff are developing a better awareness of strategic thinking and design-thinking principles, and gaining experience in applying these to their work and the broader work of the agency.

In addition to its goals of improving and facilitating innovation and fostering a strong culture of innovation, INNDi is encouraging staff to engage with risk and be more comfortable with taking risks, failing safely and learning from failures.

 

The continual identification of innovative and diverse ideas shows that agency staff not only have a wealth of ideas, but also are willing to express and champion those ideas. Some ideas identified through INNDi, such as job flexibility programs and improvements to National Greenhouse and Energy Reporting Scheme compliance and assessment processes, are already being trialled and will continue to be reflected in broader agency policies and programs. The introduction of INNDi has also motivated staff to think more creatively about how to realise efficiencies in their work and this has been supplemented by workshops to encourage innovative thinking.

Mr Chris Ramsden, Chief Operations Officer

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