CORPORATE DIVISION BUSINESS PLAN

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CORPORATE DIVISION

BUSINESS PLAN

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Table of Contents

Forward ... 4

Divisional Overview ... 5

1.1 Organisation Structure ... 5

1.2 Operating Environment ... 8

1.3 Achievements in 2011-12 ... 8

1.4 Priorities for 2012-13 ... 9

1.5 People Management ... 10

1.6 Customer Satisfaction/Performance Indicators ... 11

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Forward

It is my pleasure to present the Business Plan for the Corporate Division for 2012-13.

The coming year promises to be challenging as the department focuses on taking a lead role in the Government’s productivity and economic transformation agenda. Corporate Division will continue to play a significant support role in providing an operating environment which supports the delivery of this important and challenging work.

The department’s operating environment significantly changed in 2011-12 with the revised

Administrative Arrangements Orders in December 2011, which transferred the Tertiary, Skills and International Education functions into the department. The department now has four Ministers (three in the Cabinet) and two Parliamentary Secretaries. The scale and scope of the department has expanded substantially with an annual program budget of around $16 billion, almost $0.5 billion in departmental expenditure and around 3,300 staff.

The division’s key achievements in 2011-12 reflect our role in this significant machinery of government change and include:

• Working with colleagues across the department and the portfolio to deliver the 2011-12 Additional Estimates and 2012-13 Budget documentation and communications, which was a substantially larger process with the inclusion of the new outcome, programs and new policy proposals;

• The transfer of over 1,100 staff onto the department’s Human Resource Information

Management System, the incorporation of the new divisions into the Financial Management System and the associated induction and training of these staff (including in relation;

• The relocation of over 1,500 people across multiple sites in a little more than a month;

• The establishment of five new Minister’s offices and two Parliamentary Secretary offices and associated support systems, along with the provision of seven sets of incoming briefing;

• Development and implementation of revised delegations and authorisations to support the transferring functions and integrating transferred legal and investigatory functions; and

• The delivery of communications and media support for six Ministers’ over the year, including facilitating the creation of multiple Ministers’ websites.

I would like to thank everyone in the Corporate Division for the significant contribution they have made in 2011-12. I am extremely proud of the commitment and professionalism demonstrated across the division in dealing with the workload and uncertainty associated with the machinery of government changes and with this in mind; I look forward to the promising year ahead.

In 2012-13 we will focus our efforts on ensuring the transferred functions are fully integrated into the department’s operating environment and continuing to deliver high quality and timely support services to the department, which add value and ensure the department meets its compliance requirements.

Vanessa Graham Head of Division Corporate

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Divisional Overview

1.1 Organisation Structure

Corporate Division provides a range of essential support services and facilities to the department, and its Ministers, including corporate governance advice, ministerial coordination, legal and procurement services, human resource management, marketing and communications, employee information services, facility services and financial budgeting and reporting.

The objective of these services and facilities is to support the department in meeting its compliance requirements; delivering its programs and services externally; and meeting its strategic priorities as outlined in the Strategic Plan.

The division consists of seven branches: Corporate Strategy Branch

The Corporate Strategy Branch provides advice and services in relation to business performance, program evaluation and management, governance, strategic planning, grants management, project management, risk management, insurance, and business continuity planning. It also undertakes analysis and coordination activities in partnership with other divisions and agencies within the portfolio.

Parliamentary and Business Services Branch

The Parliamentary and Business Services Branch provides policy advice and support on a range of business services that contribute to the achievement of the department's outcomes. These include procurement and grants1, information management, travel and fleet management, ministerial liaison and coordination, project management and financial transaction processing. Human Resources Management Branch

The Human Resources and Facilities Branch provides policy advice and services to the

department on human resource management matters, including pay and conditions, occupational health and safety and learning and development.

Facilities and Security Branch

The Facilities and Security Branch provides policy advice and services to the department in relation to the ongoing management and strategic direction of the property portfolio and management of security matters ensuring compliance with the security framework. Legal Services Branch

The Legal Services Branch provides legal policy advice and services to the department,

including both client based services and services in specialist areas such as legislation, Freedom of Information, privacy, litigation, HR and fraud, discretionary compensation and Ombudsman matters.

Finance Branch

1 The grants function will transfer to the Parliamentary and Business Services Branch from 1 September 2012. This

does not include the SGMS project which will remain with the Corporate Strategy Branch until the project has been completed and the grants management system moves to business as usual.

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The Finance Branch is responsible for the delivery and management of external and internal financial processes and reporting, including the preparation of the Financial Statements and the annual Budget, the management of the financial controls framework, cash and appropriations management, and the provision of financial advice. The branch is also responsible for the support and maintenance of the department’s financial management information system (FMIS) and the human resource management information system (HRMIS).

Communications Branch

The Communications Branch is responsible for the delivery and management of communications activities for the department and Portfolio Ministers. It provides advice and services for internal and external communications, online communications and media liaison.

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1.2 Operating Environment

Corporate Division “exists to serve and support”.

We seek to provide facilities and services underpinned by the following operating principles: Responsiveness

We respond to staff, colleagues and stakeholders in a timely and accurate manner. Communication

We provide the right information, to the right people, at the right time, in the right way. Stakeholder satisfaction

There is a mutual understanding and respect between each of us and our stakeholders, they are our advocates.

Subject Matter Expertise

We are seen as a credible source of information and our advice is accepted and used by internal and external stakeholders.

Leadership

Our people are guided and supported to do the best possible work. We are professional and resilient.

Clients

Our clients are staff across the department, including the departmental Executive. Stakeholders

Our stakeholders are the Portfolio Ministers, the Australian Parliament, other government agencies, and the Australian Public.

1.3 Achievements in 2011-12

The division’s achievements in 2011-12 have been heavily influenced by of the impact of the

machinery of government changes. The division had to reprioritise and focus its resources to achieve a range of tasks in a relatively short period of time. This, of course, was all undertaken while our

business as usual work continued in the background. Achievements in 2011-12 to note, include:

• implementing the ‘One Innovation’ Enterprise Agreement’;

• signing the 2010-11 Financial Statements;

• setting up ministerial offices and providing support for 5 Ministers (including 3 Cabinet Ministers) and 2 Parliamentary Secretaries, including coordinating 7 sets of incoming briefs;

• successfully relocating over 1,500 staff within a 5 week period;

• transferring over 1,000 staff on to the department’s Human Resources Information System (Aurion) and seamlessly continue to pay everyone;

• incorporating the new division’s into the department Financial Management System (Technology One) and rolling out extensive group and one-on-one training for Technology One and Aurion;

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• assisting our new divisions, often working with them one-on-one, with approval and processing for grants, procurements and other purchases to ensure that payments were as timely as possible;

• coordinating Question and Answer sessions and the delivery of a number of orientation/induction sessions for both SES and non-SES transferring staff;

• developing and implementing delegations and authorisations to support transferring functions;

• producing the 2011-12 PAES and 2012-13 PBS documents, which included the new Outcome 3 functions transferred and related new policy proposals;

• creating new logos and templates for the Department of Industry, Innovation, Science, Research and Tertiary Education;

• creating and managing an extranet for the transferring staff;

• delivering communications and media products and services to six Ministers’ over the year; and

• facilitating the creation of multiple new Ministerial websites.

1.4 Priorities for 2012-13

The department’s operating environment, strategic priorities, staffing levels and program funding has changed as a result of the machinery of government changes announced in December 2011. Corporate Division staffing levels have increased from approximately 220 to 300.

While it is always a priority of the division to ensure the business as usual (BAU) activities continue to be high quality and timely, there is a need in 2012-13 to focus on ensuring the transferred functions are fully integrated into the department’s operating environment. To do this we need to ensure the whole department understands what Corporate Division does and why. Therefore, the priorities of the Corporate Division over the coming 12 months are two fold.

Firstly, the division will need to get the BAU right – with a focus on:

• consolidating activities post machinery of government changes;

• quality service delivery;

• streamlining processes both within the division and the department, including effectively utilising corporate systems; and

• facilitating compliance across the department.

Secondly, the division will need to focus more broadly on the following over the coming year:

Change management: The department and division have undergone significant change in the last 12 months. The fiscal environment that we operate in continues to tighten as the responsibilities of the department grow. The division will play a key role in managing the change across the department.

Executive support: The division will need to support the Executive to position the department for its new direction.

Communication: To be an effective service delivery division, we must not only understand why Corporate Division does what it does, but also effectively communicate that within our division and to the whole department.

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In the context of these broad directions, specific key priorities for each branch include: Corporate Strategy

• Strategic Plan

• Risk review

Parliamentary & Business Services

• Electronic information management

• Project management improvement Communications

Communications & Media

• Communications Review recommendations

• Communications Strategy Communications Products & Services

• Website transition & useability/accessibility

• Social media policy & management Human Resources

• Increasing the department’s capability and performance

• Develop a strategy for the 2014 Enterprise Agreement Facilities & Security

• Property consolidation strategy

• New security framework Legal

• Service delivery

• Litigation, legislation and FOI management Finance

• Understanding new programs

• Managing financial pressures

1.5 People Management

In our people we value: • Integrity; • Leadership; • A customer focus;

• Subject matter expertise – technical skills; and • Respect for others and collaborative relationships.

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To support our people we will:

• Be open in our communication with our staff and explain decisions that affect them; • Recognise the contribution of teams and individuals within the division;

• Ensure that appropriate resources are devoted to the development of our staff; and • Recognise the need for an appropriate work/life balance.

1.6 Customer Satisfaction/Performance Indicators

Corporate Division has in previous years developed key performance indicators for the following operating principles (outlined in section 1.2 above) which articulate the way we operate as a division and provide a framework for the services and activities the division delivers. While the division has a number of activities, objectives and priorities to achieve over the coming 12 months, these KPIs will continue:

Responsiveness Communication

Stakeholder satisfaction Subject Matter Expertise Leadership

Once again, our measure of success in these areas will be demonstrated by the feedback we receive from our key stakeholders; the impact of our communications; the quality of our services; the effectiveness of our advice; and the commitment and responsiveness of our staff.

1.7 Communication

Good communication is key to effective service delivery and will once again be a key focus for the division. We not only need to sell our role to the other division and portfolio agencies, but also need to understand and articulate our role and how we can better deal with our stakeholders more effectively. In the current financial environment, we need to facilitate change management within the department, that is, how can we change and or simplify processes within the division and department including expectation management.

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