supporting resource sector growth - Queensland Mining and Safety ...

REVIEW OF QUEENSLAND’S EXPLORATION AND DEVELOPMENT APPROVAL PROCESSES
INDUSTRY WORKING GROUP REVIEW
supporting resource sector growth 30 April 2010
Case study ~ benefits of case management
As part of the call for case studies and submissions, a number of companies who had been allocated a DEEDI case
manager wanted to acknowledge the value that this approach had delivered for their project. None of the companies were
able to quantify the time and money saved, but a typical comment was, ‘if you don’t fall down a hole, you don’t know how
much damage it would have done to you.’ The common sentiment was that it saved projects from wasting time, money
and effort on processes which were unnecessary.
Clearly the experience of having a case manager had not only saved time for the project proponents, but that it had also
greatly increased the transparency of the process. One company commented, ‘it was reliable as clockwork, every week
we got a call from our case manager, just to update us on progress and to see if we had any concerns – that’s fantastic
service’.
Another said, ‘taking a project through an approvals process is hard work, but this is a really smart way for the
government to acknowledge the importance of my project. It’s good PR for Queensland and it made me more confident of
meeting my project deadline.’
The issues that industry submissions called out varied – some saved time, some appreciated the clear communications,
others saw the value in the confidence of having someone in their corner.
‘Every single resource project in Queensland should have a case manager – simple as that. It’s a great idea.’
Industry submission
Another important aspect of the reforms which
industry sees as necessary to give full effect to
the lead agency concept is to move to a
modern work-flow system which would allow
government to work electronically and online.
The current paper-based system is thoroughly
outmoded and must be complex, difficult and
expensive to manage. A paper-based system
lacks transparency and makes it difficult to
track progress, whereas industry would like to
see a modern customer-focused system
whereby the progress of an application can be
tracked online.
The final aspect of the lead agency concept is
to ensure the appropriate resources are
available to administer the system. This
requires not just more hands, but more
experienced hands. The development of a
lead agency will require more delegations to
provide officers with the confidence to make
decisions. Good examples of where industry
can see the need for additional appropriate
resources include in the native title area and to
provide DERM with a pool of specialist mining
officers to mirror the specialist capability which
has been developed in petroleum and gas.
Industry Working Group recommendation
h. Move to a virtual model of a one stop
shop, through the confirmation of
DEEDI as the lead agency that is
responsible for managing the overall
project approval process from end to
end. To realise the benefits of this lead
agency model also requires:
• the appointment of a dedicated
case manager for each project to
act as an important coordination
point within government, as a
contact point for proponents and
to be responsible for stewarding
the project through the application
processes
• the implementation of a modern
work-flow system to provide
seamless management of all
aspects of the assessment and
granting of tenure, including
environmental and native title
processes
• appropriate resources and
delegations are available within
key concurrence agencies
including resources for native title
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