The department operates within an Integrated Reporting Framework and promotes the end-to-end cycle of planning, budgeting and reporting. The focus is on managing processes by developing and refining long, medium and short term plans to guide work efforts and resources to achieve agency-level strategic outcomes. The approach is highly customer-centric, engaging with staff and key stakeholders alike. The Framework for 2017–18 is detailed at Figure 11.
Figure 11: Integrated Reporting Framework 2017–18
During 2017–18, the focus has been to re-establish a process to respond, deliver and monitor on government priorities in achieving client-focus, collaboration, and efficiencies in business practice. The department achieves this with a cascaded approach to managing government alignment to corporate accountabilities through the department.
The Strategic Intent provides a clear statement of the new department’s purpose and approach
as a regulator, service provider and policy maker. It complements, and provides a context for,
the established organisational structure.
This Strategic Intent is a statement of where we want the department to go and the structure to be used to help us get there. It provides high-level direction for the department’s staff and stakeholders from the Director General and the Corporate Executive.
The Strategic Intent was developed and refined through discussions linked to the Outcomes Based Management (OBM) reporting structure process, the Director General and the Minister on the expectations for the department.
The Strategic Intent served to guide the development of the department’s organisational structure. It will also serve as the blueprint for the department in its future strategic planning, and focus in Group Plans around the principles of regulator, service provider and policy maker functions.
The high level direction of our Strategic Intent is translated into priority activities in Group Plans
and aligns to our functions of regulator, service provider and policy maker. The operational
planning exercise, usually for one year, aligns operational objectives to the deliverables of
groups, divisions, branches or teams. The operational plan objectives for the financial year are
identified together with workforce resourcing, risks, performance measures and timeframes.
This cycle of Group planning considered priorities areas are illustrated in Figure 12 below.
Figure 12: Cycle of Group Planning
Organisational planning is extended to the individual level through primary performance
development processes existing in the department at the time of the amalgamation. The
department’s process relies on completion of operational plans and is integral to ensuring both
the operational objectives and an individual’s learning and development, and career planning
needs are captured and addressed.
This process ensures a strong alignment exists between individual activities to operational objectives, managing employee performance, developing staff capabilities and supporting the growth and advancement of individuals.
Quality review and reporting mechanisms will be embedded into strategic, group and individual levels to evaluate the progress of deliverables. This will reprioritise and identify any new initiatives for the next financial year.