Aligning culture and expectations of regulators

How do you know if a regulator is good at what they do? That was the question I helped the Department of Health and Human Services Victoria to answer when they asked me to develop a regulator performance oversight strategy. The department promised to develop the strategy after an unflattering Victorian Auditor General’s audit report in 2015. The report described the health regulators as having a ‘low level of maturity’ and said the department didn’t understand how its regulators were performing. It pointed to a linear accountability structure which meant each regulator reported to their CEO or deputy secretary, to the Secretary and then the Minister. But the senior executive team didn't have

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