C o r p o r at e p l a n. adding value to public sector performance and accountability

Size: px
Start display at page:

Download "C o r p o r at e p l a n. adding value to public sector performance and accountability"

Transcription

1 Departm C o r p o r at e p l a n adding value to public sector performance and accountability

2 Commonwealth of Australia 2007 ISBN This work is copyright. Apart from any use permitted under the Copyright Act 1968, no part may be reproduced by any process without prior written permission from the Commonwealth available from the Department of Communications, Information Technology and the Arts. Requests and inquiries concerning reproduction and rights should be addressed to: Commonwealth Copyright Administration Intellectual Property Branch Department of Communication, Information technology and the Arts GPO Box 2154 Canberra ACT 2601 or posted at:

3 C o r p o r at e p l a n 3 foreword 4 role 5 our values and behaviours 6 vision 7 our environment 8 our risk management framework 9 key areas of improvement 10 how we plan to deliver our services 11 KRA 1: our clients 12 KRA 2: our products and services 13 KRA 3: our people 14 KRA 4: our business performance 15 measuring performance - the ANAO scorecard 16 our strategic planning framework 17 contact

4 2 corporate Plan

5 F o r e wo r d The Corporate Plan is the overarching document in our strategic planning framework. The corporate planning process is particularly useful as a discipline to ensure that we consider our business from a fresh perspective at least every three years. The Corporate Plan is a key document as it describes the context of our business and articulates the key strategies we intend to pursue in meeting our objectives over the next three years. It communicates our planned approach to all staff and stakeholders so there is a clear understanding of the directions the Office is taking and the goals we expect to achieve. This Plan retains the fundamental elements of our planning approach by focussing on our clients, our products and services, our people and our business performance. However, some of the objectives and strategies in the previous Corporate Plan have been modified to reflect our changing environment and requirements. In addition to the Corporate Plan, we develop an annual Business Plan that is consistent with the Corporate Plan but contains greater specificity in presenting the objectives, strategies and initiatives to guide our progress for each year of this Plan. To ensure that you have a good sense of our operational environment and the direction that we are taking our business, I encourage you to take the time to read the Corporate Plan. I look forward to working with you in meeting the objectives and strategies set out in this Plan. Ian McPhee Auditor-General May 2007 corporate Plan 3

6 R o l e The ANAO is a specialist public sector agency providing a full range of audit services to the Parliament, Australian Government public sector entities and statutory bodies, as well as government corporations. The ANAO assists the Auditor-General to provide an independent view of the performance and financial management of public sector entities. The Auditor General Act 1997 sets out the Auditor-General s functions, mandate and powers. The Act establishes a unique, independent relationship between the Auditor-General and the Parliament. Our primary client is the Parliament. While the JCPAA is our primary point of contact within the Parliament, we work closely with other parliamentary committees to inform their understanding of public administration and the outcomes of our audit coverage. It is the independence of the Auditor-General and the ANAO, and the quality and objectivity of our work, that underpins our standing and reputation. 4 corporate Plan

7 O u r va l u e s a n d behaviours We share a set of Australian Public Service (APS) Values that the Parliament has set out in the Public Service Act These APS Values describe the unique public interest features of the APS and the attributes that define the way we conduct ourselves professionally. Our specific agency values are underpinned by these APS Values and address the unique aspects of our business and environment. The ANAO Values and Behaviours as illustrated below influence the way we do our work. lead by example enjoy our work be mutually supportive be innovative and creative work with courage and tact communicate openly and be receptive r e s p e c t i n t e g r i t y celebrate and take pride in our achievements e x c e l l e n c e corporate Plan 5

8 V i s i o n An international leader in the provision of independent public sector audit and related services The ANAO s two outcomes, set out below, are directly related to the role and vision of the Auditor-General. Improvement in public administration independent assessment of the performance of selected Commonwealth public sector activities including the scope for improving efficiency, and administrative effectiveness. Assurance independent assurance of Commonwealth public sector financial reporting, administration, control and accountability. In turn, these objectives and strategies will be shaped by our environment, our Values and Behaviours, and our risk management framework. Timeframe This Corporate Plan has a life of three years. The objectives and strategies that support the Key Result Areas are intended to be accomplished within this timeframe. Annual targets are set out in our Business Plan, which is revised annually within the framework of the Corporate Plan. These outcomes will be met through the achievement and implementation of the objectives and strategies in four Key Result Areas: KRA 1 KRA 2 KRA 3 KRA 4 Our clients Our products and services Our people Our business performance 6 corporate Plan

9 O u r e n v i r o n m e n t Critical to our success is our ability to recognise and respond to changes occurring in our environment which impact directly and indirectly on the provision of our products and services. The environment we operate in will have a significant and sustained impact on the way we do our work and the cost of meeting our statutory responsibilities. Key environmental issues facing the ANAO include; The increasing complexity of the public sector operating environment as a result of factors such as: > the continuing trend in using the private sector to provide government services to the public with the attendant need for appropriate management and accountability arrangements; Developments in the accounting and auditing profession: > continuing attention to sound corporate governance; > the emphasis on risk management and the importance of robust control environments; > the adoption of international accounting and auditing standards; > the continuing development of government accounting standards including harmonisation with Government Finance Statistics; and > the ongoing development of audit methodologies, including an appropriate focus on legislative compliance. > the increasing variety of channels being used to deliver services to the community including whole of government approaches; > the ever increasing reliance on, and complexity of, information technology systems; > the need for more effective use and retention of corporate knowledge and the importance of effective record keeping, particularly electronic records; > challenges in recruiting and retaining the required skills for today s APS; and > an increased focus on the physical environment for example, water and the greenhouse effect and on security matters. corporate Plan 7

10 O u r r i s k m a n ag e m e n t f r a m e wo r k The ANAO has a comprehensive risk management framework, which forms an integral part of our strategic planning processes and underpins our business and support functions. The framework includes an overarching risk management plan for the Office as a whole and risk plans for each work functional area. These plans set out the identified risks and determine appropriate treatment measures designed to reduce all risks to an acceptable level. In broad terms, our strategic risks relate to the need to: > maintain independence, integrity and professionalism by meeting our legal and professional standards, delivering quality products and having effective relationships with our clients; > effectively recruit, manage and retain our people within a comprehensive framework that recognises both the requirements of the organisation and the needs and skills of our people; > effectively manage our financial resources within a sound financial framework; and > have cost effective systems and processes which support our business. The objectives and strategies identified in this plan have been developed within the context of our risk management framework. 8 corporate Plan

11 K e y a r e a s o f i m p r ov e m e n t Through the implementation of the strategies outlined under each Key Result Area, over the life of the plan, we expect to achieve improvement in the following areas: > our relationships with the Parliament and our public sector clients; > the delivery of a suite of quality products and services which meet the evolving needs of our clients and provide the greatest potential for improvements in public sector administration; > our business methodologies and approaches, including the way we measure and/or assess the impact of our work; > the way we manage our workforce, including our ability to build and sustain a long-term organisational capability; > the way we use knowledge and information to enhance the quality of our products and services; and > our systems and processes which support our business outputs. corporate Plan 9

12 H ow w e p l a n t o d e l i v e r o u r s e r v i c e s Key result areas We will deliver our services by focusing our efforts on four Key Result Areas: KRA 1 KRA 2 KRA 3 KRA 4 Our clients Our products and services Our people Our business performance Link to our Business Plan Details of specific initiatives to give effect to the implementation of the strategies outlined below are contained in our Business Plan which is revised each year to reflect changing business requirements. 10 corporate Plan

13 KRA 1 o u r c l i e n t s Strategies > Further strengthening our relationships with the Parliament and Parliamentary Committees, particularly the JCPAA, their Secretariats and with the Executive Government. Our clients are the Parliament (our primary client), the Government and public sector entities. Our objectives > Timely and high quality assurance to our clients on public sector administrative performance and accountability. > Our clients understand and accept the role of the ANAO. > Our clients recognise the value of the ANAO s people, products and services in contributing to improving public administration. > Leverage off our high visibility products to promote the work of the Office and improve understanding about what we do. > Refine our whole of office approach with better coordination of effort when dealing with agencies. > Improve and grow our dialogue and relationships with our public sector clients with more emphasis on managing the relationship to encourage more timely and effective outcomes, and assisting good practice. > Continue to develop our awareness and understanding of public policy, agency operations and professional requirements across the APS and internationally. > Enhance our liaison and cooperation with public and private sector auditing organisations, including the accounting and auditing profession. corporate Plan 11

14 KRA 2 o u r p r o d u c t s a n d s e r v i c e s Our key products are independent financial statement audits of all relevant public sector entities, performance audits of selected public sector entities, better practice guides and our newsletters Opinions and Auditfocus. Our objectives > Quality and independent financial statement audits of all Australian Government entities in accordance with recognised professional standards. > A suite of performance and assurance products and information support activities that meet, or exceed the Auditor-General s requirements and relevant professional standards. > Ongoing access to, and visibility of, our products and services to maximise their impact on public administration. Strategies > Deliver a mix of timely and relevant products on topics that provide the greatest opportunity for improvement in administration across the APS. > Improve awareness and usage of our products and services. > Continue to progress a strategic approach to IT audit capability. > Enhance the ANAO s national and international activities to support the achievement of our outcomes and outputs and to develop capability in Audit Offices within the Asia/Pacific region. > Deliver a robust system of quality assurance reviews of our organisational activities and products. 12 corporate Plan

15 KRA 3 o u r P E O P L E Highly performing people working in an environment that maximises their contribution to our business objectives. Strategies > Develop our understanding of the expectations of an evolving workforce including what is achievable. Our objectives > A sustainable, highly skilled, longer term workforce capability. > A working environment that it is recognised as a workplace of choice, and a good place for people to achieve their potential in a team environment. > Innovation in work practices to better align people and business practices. > Maintain a workforce plan that assists us to determine our optimal workforce requirements, including skills and capabilities. > Continue the development of innovative employment options and work practices as part of attracting and retaining highly performing people. > Further develop structured training and development support of staff with more emphasis on new starters. > Recognise and reward the demonstration of APS and ANAO Values and Behaviours. corporate Plan 13

16 KRA 4 o u r b u s i n e s s p e r f o r m a n c e Continuously review and improve our processes, support structures and procedures to deliver optimum business performance. Our objectives > A strategic focus that facilitates a timely response to changes in our environment. > Effective processes, systems and management practices which meet our business needs. > A flexible funding model that better aligns our resources base with externally driven resource demands. > Business innovation to enable the ANAO to respond effectively to future audit demands and requirements. Strategies > A strong focus on the people and financial dimensions of the ANAO in addition to the technical and client aspects of our business. > Evaluate and apply contemporary business technology and processes and resourcing practices to support all ANAO business requirements. > Identify complementary productivity and performance measures which support our business directions. > Enhance forums that encourage broad-based participation in organisational decision making. > Investment in organisational capability that will give the ANAO a long term benefit. 14 corporate Plan

17 M e a s u r i n g p e r f o r m a n c e - o u r s c o r e c a r d We will continue to maintain a scorecard of performance measures for communicating and understanding how we are performing internally and externally. The scorecard, which forms an integral part of our Business Plan, is aligned with our four Key Result Areas and relevant performance measures from our annual Portfolio Budget Statement. This framework provides us with the information we need to focus our current and future efforts. Our performance against the scorecard is set out in our Annual Report. corporate Plan 15

18 O u r s t r at e g i c p l a n n i n g f r a m e wo r k Portfolio Budget Statement describes outcomes and outputs framework and the basis for funding Fraud Control and Risk Management Plans identify and analyse business risks and fraud risk and how we deal with these risks Corporate Plan outlines our vision, values and key business strategies -reviewed every three years IT Strategic Plan guidance on future decisions regarding the selection and management of information systems Business Plan > describes specific action items to implement strategies under each KRA and details the scorecard for measuring performances > describes specific products, services and resources required and indicators to measure our performance > reviewed annually Individual Performance Agreements each performance agreement contains elements, which relate to the Key Result Areas as set out in our Corporate and Business Plans 16 corporate Plan

19 C o n tac t Executive Director, Corporate Management Branch Australian National Audit Office GPO Box 707 CANBERRA ACT 2601 Telephone: (02) Facsimile: (02) Internet: corporate Plan 17

Management of Business Support Service Contracts

Management of Business Support Service Contracts The Auditor-General Audit Report No.37 2004 05 Business Support Process Audit Management of Business Support Service Contracts Australian National Audit Office Commonwealth of Australia 2005 ISSN 1036

More information

The Australian Government Performance Measurement and Reporting Framework

The Australian Government Performance Measurement and Reporting Framework The Auditor-General Report No.28 2012 13 ANAO Report The Australian Government Performance Measurement and Reporting Framework Australian National Audit Office Commonwealth of Australia 2013 ISSN 1036

More information

GUIDELINES FOR THE CONDUCT OF PERFORMANCE AUDITS

GUIDELINES FOR THE CONDUCT OF PERFORMANCE AUDITS GUIDELINES FOR THE CONDUCT OF PERFORMANCE AUDITS NOVEMBER 2013 THE ANAO S LEGISLATIVE FRAMEWORK The Auditor-General Act 1997 (the Act) sets out the functions, mandate and powers of the Auditor-General

More information

Australian National Audit Office. Human Resource Management Performance Audit

Australian National Audit Office. Human Resource Management Performance Audit Australian National Audit Office Human Resource Management Performance Audit December 2008 Australian National Audit Office Human Resource Management Performance Audit December 2008 Commonwealth of Australia

More information

Better Practice Guide

Better Practice Guide Better Practice Guide June 2008 Risk Management COMCOVER Commonwealth of Australia 2008 ISBN 1 921182 78 4 print ISBN 1 921182 79 2 online Department of Finance and Deregulation This work is copyright.

More information

INFORMATION MANAGEMENT STRATEGIC FRAMEWORK GENERAL NAT 11852-08.2004 OVERVIEW

INFORMATION MANAGEMENT STRATEGIC FRAMEWORK GENERAL NAT 11852-08.2004 OVERVIEW GENERAL OVERVIEW NAT 11852-08.2004 SEGMENT FORMAT PRODUCT ID INFORMATION MANAGEMENT STRATEGIC FRAMEWORK In the context of the Information Management Strategic Framework, information is defined as: information

More information

IT Security Management

IT Security Management The Auditor-General Audit Report No.23 2005 06 Protective Security Audit Australian National Audit Office Commonwealth of Australia 2005 ISSN 1036 7632 ISBN 0 642 80882 1 COPYRIGHT INFORMATION This work

More information

Corporate Plan 2015-19

Corporate Plan 2015-19 Corporate Plan 2015-19 i ii Serving the Australian Parliament The DPS Corporate Plan 2015-2019 This corporate plan lays out the strategic direction for the Department of Parliamentary Services for the

More information

The National Health Plan for Young Australians An action plan to protect and promote the health of children and young people

The National Health Plan for Young Australians An action plan to protect and promote the health of children and young people The National Health Plan for Young Australians An action plan to protect and promote the health of children and young people Copyright 1997 ISBN 0 642 27200 X This work is copyright. It may be reproduced

More information

Foreword. Closing the Gap in Indigenous Health Outcomes. Indigenous Early Childhood Development. Indigenous Economic Participation.

Foreword. Closing the Gap in Indigenous Health Outcomes. Indigenous Early Childhood Development. Indigenous Economic Participation. National Aboriginal and Torres Strait Islander Health Workforce Strategic Framework 2011 2015 Prepared for The Australian Health Ministers Advisory Council by the Aboriginal and Torres Strait Islander

More information

Security Awareness and Training

Security Awareness and Training T h e A u d i t o r - G e n e r a l Audit Report No.25 2009 10 Performance Audit A u s t r a l i a n N a t i o n a l A u d i t O f f i c e Commonwealth of Australia 2010 ISSN 1036 7632 ISBN 0 642 81115

More information

Agency Management of Software Licensing

Agency Management of Software Licensing The Auditor-General Audit Report No.27 2001 2002 Assurance and Control Assessment Audit Agency Management of Software Licensing Australian National Audit Office Commonwealth of Australia 2001 ISSN 1036-7632

More information

Health LEADS Australia: the Australian health leadership framework

Health LEADS Australia: the Australian health leadership framework Health LEADS Australia: the Australian health leadership framework July 2013 Health Workforce Australia. This work is copyright. It may be reproduced in whole for study purposes. It is not to be used for

More information

Supporting Managers Financial Management in the Health Insurance Commission

Supporting Managers Financial Management in the Health Insurance Commission The Auditor-General Audit Performance Audit Supporting Managers Financial Management in the Health Insurance Commission Health Insurance Commission Australian National Audit Offi ce Commonwealth of Australia

More information

Developing and Managing Internal Budgets. top-down. embed. hasing variation. allocation. forecasting. bottom-up

Developing and Managing Internal Budgets. top-down. embed. hasing variation. allocation. forecasting. bottom-up Developing and Managing Internal Budgets top-down embed hasing variation forecasting allocation bottom-up Better Practice Guide June 2008 ISBN No. 0 642 81021 4 Commonwealth of Australia 2008 COPYRIGHT

More information

The Use and Management of HRIS in the Australian Public Service

The Use and Management of HRIS in the Australian Public Service The Auditor-General Audit Business Support Process Audit The Use and Management of HRIS in the Australian Public Service Australian National Audit Office Commonwealth of Australia 2004 ISSN 1036 7632 ISBN

More information

Fraud Control in Australian Government Entities

Fraud Control in Australian Government Entities Fraud Control in Australian Government Entities Better Practice Guide March 2011 This Better Practice Guide was prepared by the Australian National Audit Office and KPMG. ISBN No. 0 642 81180 6 Commonwealth

More information

Guide to the National Safety and Quality Health Service Standards for health service organisation boards

Guide to the National Safety and Quality Health Service Standards for health service organisation boards Guide to the National Safety and Quality Health Service Standards for health service organisation boards April 2015 ISBN Print: 978-1-925224-10-8 Electronic: 978-1-925224-11-5 Suggested citation: Australian

More information

Mary Immaculate College. Human Resources Strategy 2014-2016

Mary Immaculate College. Human Resources Strategy 2014-2016 1.0 Introduction Mary Immaculate College Human Resources Strategy 2014-2016 1.1 Mary Immaculate College Strategic Plan 2012-2016 rests on 7 foundational pillars, each pillar representing a thematic imperative

More information

DEPARTMENT OF INFRASTRUCTURE AND REGIONAL DEVELOPMENT

DEPARTMENT OF INFRASTRUCTURE AND REGIONAL DEVELOPMENT Corporate Plan 2015 2016 Corporate Plan 2015 2016 i DEPARTMENT OF INFRASTRUCTURE AND REGIONAL DEVELOPMENT Commonwealth of Australia 2015 ISBN 978-1-925216-54-7 June 2015 / INFRA2410 Ownership of intellectual

More information

National VET E-learning Strategy 2012-2015

National VET E-learning Strategy 2012-2015 NATIONAL VET E-LEARNING STRATEGY National VET E-learning Strategy 2012-2015 flexiblelearning.net.au National VET E-learning Strategy 2012-2015 Commonwealth of Australia 2011. Licensed under AEShareNet

More information

The Auditor-General Audit Report No.19 2001 2002 Assurance and Control Assessment Audit. Payroll Management. Australian National Audit Office

The Auditor-General Audit Report No.19 2001 2002 Assurance and Control Assessment Audit. Payroll Management. Australian National Audit Office The Auditor-General Audit Report No.19 2001 2002 Assurance and Control Assessment Audit Payroll Management Australian National Audit Office Commonwealth of Australia 2001 ISSN 1036-7632 ISBN 0 642 44313

More information

STRATEGIC PLAN 2013-16

STRATEGIC PLAN 2013-16 STRATEGIC PLAN 2013-16 CONTACT INFORMATION If you require further information or have any queries in relation to this Strategic Plan, please contact: National Health Funding Body PO Box 3139, Manuka ACT

More information

Preparation of Financial Statements by Public Sector Entities

Preparation of Financial Statements by Public Sector Entities Preparation of Financial Statements by Public Sector Entities Better Practice Guide June 2009 ISBN No. 0 642 81073 7 Commonwealth of Australia 2009 COPYRIGHT INFORMATION This work is copyright. Apart from

More information

The NSW Health Leadership Framework

The NSW Health Leadership Framework The NSW Health Leadership Framework July 2013 Foreword It is with great pleasure that I recommend to you the first NSW Health Leadership Framework. This framework has been developed by the Health Education

More information

Australasian Council of Public Accounts Committees

Australasian Council of Public Accounts Committees ISSUE 2 June 2015 Committee Chair, Dr Andrew Southcott MP Australasian Council of Public Accounts Committees In April, the Chair of the Joint Committee of Public Accounts and Audit (JCPAA), Dr Andrew Southcott

More information

Information Communication Technology

Information Communication Technology Information Communication Technology Strategic Plan 2011 15 BTS11/00102 Commonwealth of Australia 2011 This work is copyright. You may download, display, print and reproduce this material in unaltered

More information

august09 tpp 09-05 Internal Audit and Risk Management Policy for the NSW Public Sector OFFICE OF FINANCIAL MANAGEMENT Policy & Guidelines Paper

august09 tpp 09-05 Internal Audit and Risk Management Policy for the NSW Public Sector OFFICE OF FINANCIAL MANAGEMENT Policy & Guidelines Paper august09 09-05 Internal Audit and Risk Management Policy for the NSW Public Sector OFFICE OF FINANCIAL MANAGEMENT Policy & Guidelines Paper Preface Corporate governance - which refers broadly to the processes

More information

National Framework for Values Education in Australian Schools

National Framework for Values Education in Australian Schools National Framework for Values Education in Australian Schools National Framework for Values Education in Australian Schools Commonwealth of Australia 2005 ISBN: 0 642 77496 X ISBN: 0 642 77497 8 (online

More information

Australian Professional Standard for Principals

Australian Professional Standard for Principals AITSL is funded by the Australian Government Australian Professional Standard for Principals July 2011 Formerly the National Professional Standard for Principals 2011 Education Services Australia as the

More information

NSW SENIOR EXECUTIVE SERVICE

NSW SENIOR EXECUTIVE SERVICE NSW SENIOR EXECUTIVE SERVICE NSW DEPARTMENT OF EDUCATION AND TRAINING Position Description POSITION DETAILS Position Title: Reports to: Location: Directorate: Chief Financial Officer Deputy Director-General,

More information

Settlement Grants Program

Settlement Grants Program T h e A u d i t o r - G e n e r a l Audit Report No.36 2008 09 Performance Audit Department of Immigration and Citizenship A u s t r a l i a n N a t i o n a l A u d i t O f f i c e Commonwealth of Australia

More information

Enhanced Commonwealth Performance Framework. Discussion Paper

Enhanced Commonwealth Performance Framework. Discussion Paper Enhanced Commonwealth Performance Framework Discussion Paper AUGUST 2014 Commonwealth of Australia 2014 With the exception of the Commonwealth Coat of Arms and where otherwise noted, all material presented

More information

the Defence Leadership framework

the Defence Leadership framework the Defence Leadership framework Growing Leaders at all Levels Professionalism Loyalty Integrity Courage Innovation Teamwork Foreword One of the founding elements of Building Force 2030, as outlined in

More information

Australian National Audit Office. IT Performance Review

Australian National Audit Office. IT Performance Review Australian National Audit Office IT Performance Review May 2010 Australian National Audit Office IT Performance Review Performance Audit May 2010 Commonwealth of Australia 2010 ISSN 1036 7632 ISBN 0 642

More information

Fraud Control in Australian Government Agencies

Fraud Control in Australian Government Agencies T h e A u d i t o r - G e n e r a l Audit Report No.42 2009 10 Performance Audit Fraud Control in Australian Government Agencies Attorney-General s Department Australian Institute of Criminology A u s

More information

The Auditor-General Audit Report No.25 2001 2002 Assurance and Control Assessment Audit. Accounts Receivable. Australian National Audit Office

The Auditor-General Audit Report No.25 2001 2002 Assurance and Control Assessment Audit. Accounts Receivable. Australian National Audit Office The Auditor-General Audit Report No.25 2001 2002 Assurance and Control Assessment Audit Accounts Receivable Australian National Audit Office Commonwealth of Australia 2001 ISSN 1036-7632 ISBN 0 642 80606

More information

Living Sustainably. The Australian Government s National Action Plan for Education for Sustainability

Living Sustainably. The Australian Government s National Action Plan for Education for Sustainability Living Sustainably The Australian Government s National Action Plan for Education for Sustainability ISBN 978-0-646-50992-1 Commonwealth of Australia 2009 This work is copyright. Apart from any use as

More information

Ambulance Tasmania Business Plan 2013-2016

Ambulance Tasmania Business Plan 2013-2016 Ambulance Tasmania Business Plan 2013-2016 Considering our patients first. Department of Health and Human Services Message from the CEO Since the development of Ambulance Tasmania s (AT) inaugural Business

More information

2015 19 Strategic Plan

2015 19 Strategic Plan 2015 19 Strategic Plan humanservices.gov.au The strategic plan outlines our vision, mission, strategic themes and strategic priorities. 2 Strategic Plan 2015 19 Table of Contents Message from the Secretary

More information

Quality Manual Quality Management System Description

Quality Manual Quality Management System Description Australian Government Security Vetting Agency Quality Manual Quality Management System Description Commonwealth of Australia 2013 This work is copyright. Apart from any use as permitted under the Copyright

More information

Standard 1. Governance for Safety and Quality in Health Service Organisations. Safety and Quality Improvement Guide

Standard 1. Governance for Safety and Quality in Health Service Organisations. Safety and Quality Improvement Guide Standard 1 Governance for Safety and Quality in Health Service Organisations Safety and Quality Improvement Guide 1 1 1October 1 2012 ISBN: Print: 978-1-921983-27-6 Electronic: 978-1-921983-28-3 Suggested

More information

Position Description

Position Description Position Description Wesley Disability Services Quality Risk & Compliance Specialist Agreement Signed Quality Risk and Compliance Specialist Signed Executive Manager, Wesley Disability Services Date Date

More information

School Focused Youth Service Supporting the engagement and re-engagement of at risk young people in learning. Guidelines 2013 2015

School Focused Youth Service Supporting the engagement and re-engagement of at risk young people in learning. Guidelines 2013 2015 School Focused Youth Service Supporting the engagement and re-engagement of at risk young people in learning Guidelines 2013 2015 Published by the Communications Division for Student Inclusion and Engagement

More information

Strategic Plan 2011 2012 to 2014 2015. Working Together for Australian Sport

Strategic Plan 2011 2012 to 2014 2015. Working Together for Australian Sport Strategic Plan 2011 2012 to 2014 2015 Working Together for Australian Sport Strategic Plan 2011 2012 to 2014 2015 Working Together for Australian Sport Australian Sports Commission 2011 Ownership of intellectual

More information

TGA key performance indicators and reporting measures

TGA key performance indicators and reporting measures TGA key indicators and reporting measures Regulator Performance Framework Version 1.0, May 2015 About the Therapeutic Goods Administration (TGA) The Therapeutic Goods Administration (TGA) is part of the

More information

AUSTSWIM Strategic Plan January 2014 December 2017

AUSTSWIM Strategic Plan January 2014 December 2017 AUSTSWIM Vision Safe enjoyment of aquatic environments Strategic Initiative One: Governance, Leadership & Management Strategic Initiative Two: Product & Service Development & Delivery Strategic Initiative

More information

Government Agencies Management of their Websites

Government Agencies Management of their Websites The Auditor-General Audit Report No.13 2008 09 Performance Audit Government Agencies Management of their Websites Australian Bureau of Statistics Department of Agriculture, Fisheries and Forestry Department

More information

Fighting Terrorism at its Source

Fighting Terrorism at its Source The Auditor-General Audit Report No.30 2011 12 Performance Audit Australian Federal Police Australian National Audit Office Commonwealth of Australia 2012 ISSN 1036 7632 ISBN 0 642 81237 3 COPYRIGHT INFORMATION

More information

Rehabilitation Guidelines for Employers. Issued under section 41 of the Safety, Rehabilitation and Compensation Act 1988

Rehabilitation Guidelines for Employers. Issued under section 41 of the Safety, Rehabilitation and Compensation Act 1988 Rehabilitation Guidelines for Employers Issued under section 41 of the Safety, Rehabilitation and Compensation Act 1988 Publication details These guidelines are issued under section 41 of the Safety, Rehabilitation

More information

Management of Recruitment in the Australian Public Service

Management of Recruitment in the Australian Public Service The Auditor-General Audit Report No.31 2007 08 Performance Audit Management of Recruitment in the Australian Public Service Australian National Audit Office Commonwealth of Australia 2008 ISSN 1036 7632

More information

Reconciliation action plan 2010 13

Reconciliation action plan 2010 13 Reconciliation action plan 2010 13 COMMONWEALTH OF AUSTRALIA 2010 This work is copyright. Apart from any use as permitted under the Copyright Act 1968, no part may be reproduced by any process without

More information

Capitalisation of Software

Capitalisation of Software The Auditor-General Audit Report No.54 2002 03 Business Support Process Audit Capitalisation of Software Australian Maritime Safety Authority A ustralian National Audit Office 1 Commonwealth of Australia

More information

Administration of the Trade Training Centres in Schools Program

Administration of the Trade Training Centres in Schools Program The Auditor-General Audit Report No.25 2010-11 Performance Audit Administration of the Trade Training Centres in Schools Program Department of Education, Employment and Workplace Relations Australian National

More information

Knowledge Management. Better Practice Checklist. Practical guides for effective use of new technologies in Government 13 KNOWLEDGE MANAGEMENT

Knowledge Management. Better Practice Checklist. Practical guides for effective use of new technologies in Government 13 KNOWLEDGE MANAGEMENT 13 Knowledge Management 13 KNOWLEDGE MANAGEMENT Better Practice Checklist Practical guides for effective use of new technologies in Government www.agimo.gov.au/checklists version 1, 2004 Introduction Australian

More information

Marketing E-government

Marketing E-government 20 Marketing E-government 20 MARKETING E-GOVERNMENT Better Practice Checklist Practical guides for effective use of new technologies in Government www.agimo.gov.au/checklists version 1, 2004 Introduction

More information

Diversity and inclusion strategy 2016 2020

Diversity and inclusion strategy 2016 2020 Diversity and inclusion strategy 2016 2020 2 Airservices diversity statement Diversity recognises and celebrates the value and contribution that each individual brings to our workplace. It facilitates

More information

An outline of National Standards for Out of home Care

An outline of National Standards for Out of home Care Department of Families, Housing, Community Services and Indigenous Affairs together with the National Framework Implementation Working Group An outline of National Standards for Out of home Care A Priority

More information

Some Text Here. Policy Overview. Regulation Impact Statement for Early Childhood Education and Care Quality Reforms. July 2009

Some Text Here. Policy Overview. Regulation Impact Statement for Early Childhood Education and Care Quality Reforms. July 2009 Some Text Here Early Childhood Development Steering Committee Policy Overview Regulation Impact Statement for Early Childhood Education and Care Quality Reforms July 2009 1 Introduction The early years

More information

DIVERSITY STRATEGY 2014 2019

DIVERSITY STRATEGY 2014 2019 DIVERSITY STRATEGY 2014 2019 DIVERSE INCLUSIVE ADAPTABLE We re in the business of saving lives OUR COMMITMENT Our vision is to create a high-performance workplace culture that values individual differences,

More information

Capitalisation of Software

Capitalisation of Software The Auditor-General Audit Report No.14 2010-11 Performance Audit Australian Bureau of Statistics Civil Aviation Safety Authority IP Australia Australian National Audit Office Commonwealth of Australia

More information

Managing Assets and Contracts at Parliament House

Managing Assets and Contracts at Parliament House The Auditor-General Performance Audit Managing Assets and Contracts at Parliament House Department of Parliamentary Services Australian National Audit Office Commonwealth of Australia 2015 ISSN 1036 7632

More information

REVIEW OF THE CORPORATE GOVERNANCE OF STATUTORY AUTHORITIES AND OFFICE HOLDERS. Archived

REVIEW OF THE CORPORATE GOVERNANCE OF STATUTORY AUTHORITIES AND OFFICE HOLDERS. Archived REVIEW OF THE CORPORATE GOVERNANCE OF STATUTORY AUTHORITIES AND OFFICE HOLDERS REVIEW OF THE CORPORATE GOVERNANCE OF STATUTORY AUTHORITIES AND OFFICE HOLDERS June 2003 Commonwealth of Australia 2003 ISBN

More information

The Auditor-General Audit Report No.19 2003 04 Business Support Process Audit. Property Management. Australian National Audit Offi ce

The Auditor-General Audit Report No.19 2003 04 Business Support Process Audit. Property Management. Australian National Audit Offi ce The Auditor-General Audit Business Support Process Audit Property Management Australian National Audit Offi ce Commonwealth of Australia 2003 ISSN 1036 7632 ISBN 0 642 80746 9 COPYRIGHT INFORMATION This

More information

The Auditor-General Audit Report No.19 2004 05 Performance Audit. Taxpayers' Charter. Australian Taxation Office. Australian National Audit Office

The Auditor-General Audit Report No.19 2004 05 Performance Audit. Taxpayers' Charter. Australian Taxation Office. Australian National Audit Office The Auditor-General Audit Report No.19 2004 05 Performance Audit Taxpayers' Charter Australian Taxation Office Australian National Audit Office Commonwealth of Australia 2004 ISSN 1036 7632 ISBN 0 642

More information

NES/11/111. Dorothy Wright Director HR & OD Christine McCole, Depute Director HR Tom Power, OD Business Partner (Leadership & Performance Management)

NES/11/111. Dorothy Wright Director HR & OD Christine McCole, Depute Director HR Tom Power, OD Business Partner (Leadership & Performance Management) NES Item 8d December 2011 NES/11/111 (Enclosure) NHS Education for Scotland Board Paper Summary 1. Title of Paper People & Organisational Development Strategy 2. Author(s) of Paper Dorothy Wright Director

More information

Standards for Accredited Courses

Standards for Accredited Courses Standards for Accredited Courses Commonwealth of Australia October 2007 This work is copyright. It may be reproduced in whole or in part for study or training purposes, subject to the inclusion of an acknowledgement

More information

Records Management in Health

Records Management in Health The Auditor-General Performance Audit Department of Health Australian National Audit Office Commonwealth of Australia 2015 ISSN 1036 7632 (Print) ISSN 2203 0352 (Online) ISBN 978-1-76033-093-4 (Print)

More information

Budget development and management within departments

Budget development and management within departments V I C T O R I A Auditor General Victoria Budget development and management within departments Ordered to be printed by Authority. Government Printer for the State of Victoria No. 39, Session 2003-2004

More information

Commonwealth Department of Family and Community Services. Submission to the Joint Committee of Public Accounts and Audit (JCPAA)

Commonwealth Department of Family and Community Services. Submission to the Joint Committee of Public Accounts and Audit (JCPAA) Commonwealth Department of Family and Community Services Submission to the Joint Committee of Public Accounts and Audit (JCPAA) Inquiry into the Management and Integrity of Electronic Information in the

More information

A U S T R A L I A N N A T I O N A L. Enhance A U D I T PSM O F F I C E

A U S T R A L I A N N A T I O N A L. Enhance A U D I T PSM O F F I C E A U S T R A L I A N N A T I O N A L A U D I T O F F I C E 6 th ASOSA AI Symposium Country Paper Australia Leveraging Technology to Enhance Audit Quality and Effectiveness Kualaa Lumpur, Malaysia 122 th

More information

Medibank Private Limited Statement of Corporate Intent 2013-14

Medibank Private Limited Statement of Corporate Intent 2013-14 Statement of Corporate Intent 2013-14 Our Purpose At Medibank, we stand For Better Health. These three simple words sit at the heart of everything we do. They define why we exist and what we stand for.

More information

HPF Tool. Template for the Performance and Accountability Statement Second round reviews. Amended December 2012

HPF Tool. Template for the Performance and Accountability Statement Second round reviews. Amended December 2012 HPF Tool Template for the Performance and Accountability Statement Second round reviews Amended December 2012 The High Performance Framework was developed by the Public Sector Performance Commission. This

More information

Registered nurse professional practice in Queensland. Guidance for practitioners, employers and consumers

Registered nurse professional practice in Queensland. Guidance for practitioners, employers and consumers Registered nurse professional practice in Queensland Guidance for practitioners, employers and consumers December 2013 Registered nurse professional practice in Queensland Published by the State of Queensland

More information

APPENDIX 13.1 WORLD FEDERATION OF OCCUPATIONAL THERAPISTS ENTRY LEVEL COMPETENCIES FOR OCCUPATIONAL THERAPISTS

APPENDIX 13.1 WORLD FEDERATION OF OCCUPATIONAL THERAPISTS ENTRY LEVEL COMPETENCIES FOR OCCUPATIONAL THERAPISTS APPENDIX 13.1 WORLD FEDERATION OF OCCUPATIONAL THERAPISTS ENTRY LEVEL COMPETENCIES FOR OCCUPATIONAL THERAPISTS APPENDIX 13.1 FORMS PART OF THE APPENDICES FOR THE 28 TH COUNCIL MEETING MINUTES CM2008: Appendix

More information

leadership s t r a t e g y MCEETYA A u s t r a l i a N e w Z e a l a n d

leadership s t r a t e g y MCEETYA A u s t r a l i a N e w Z e a l a n d leadership s t r a t e g y MCEETYA A u s t r a l i a N e w Z e a l a n d Leadership enhanced by information and communication technologies responds to the expectations, challenges and possibilities of

More information

UTS POSITION DESCRIPTION UTS:HUMAN RESOURCES

UTS POSITION DESCRIPTION UTS:HUMAN RESOURCES UTS POSITION DESCRIPTION UTS:HUMAN RESOURCES Position Title HR Change Manager Unit/Division or Faculty HRU Position Number Current HEW Level HEW 8 Job Family(HR Use Only) ANZSCO Code (HR Use Only) UTS

More information

Strategic Plan 2014-2017

Strategic Plan 2014-2017 Strategic Plan 2014-2017 DRIVING AMBITION, INSPIRING SUCCESS WWW.MBRO.AC.UK FOREWORD Welcome to Middlesbrough College s Strategic Plan 2014-17 which has been developed in consultation with our staff, students,

More information

Strengthening the Performance Framework:

Strengthening the Performance Framework: Strengthening the Performance Framework: Towards a High Performing Australian Public Service Diagnostic Implementation July 2014 2155 This paper was prepared by: Professor Deborah Blackman, University

More information

c o n t e m p o r a r y

c o n t e m p o r a r y c o n t e m p o r a r y MCEETYA A u s t r a l i a - N e w Z e a l a n d 21 st century education integrates technologies, engaging students in ways not previously possible, creating new learning and teaching

More information

SEARCH PROFILE. Executive Director Provider Compensation and Strategic Partnerships. Alberta Health. Executive Manager I

SEARCH PROFILE. Executive Director Provider Compensation and Strategic Partnerships. Alberta Health. Executive Manager I SEARCH PROFILE Executive Director Provider Compensation and Strategic Partnerships Alberta Health Executive Manager I Salary Range: $125,318 $164,691 ($4,801.47 $6,310.03 bi-weekly) Open Competition Job

More information

A framework for managing learning and development in the APS

A framework for managing learning and development in the APS BUILDING CAPABILITY A framework for managing learning in the APS APRIL 2003 A Guide for Senior Managers Line Managers Human Resource Practitioners Contents Foreword 3 Introduction and overview 4 Purpose

More information

POSITION DESCRIPTION, PERFORMANCE MEASURES AND TARGETS

POSITION DESCRIPTION, PERFORMANCE MEASURES AND TARGETS POSITION DESCRIPTION, PERFORMANCE MEASURES AND TARGETS Attachment 1 Position Title: Programs & Client Relations Manager Responsible to: Chief Executive Officer Responsibility: Programs Management and Client

More information

Sector Development Ageing, Disability and Home Care Department of Family and Community Services (02) 8270 2218

Sector Development Ageing, Disability and Home Care Department of Family and Community Services (02) 8270 2218 Copyright in the material is owned by the State of New South Wales. Apart from any use as permitted under the Copyright Act 1968 and/or as explicitly permitted below, all other rights are reserved. You

More information

OUR WORKPLACE DIVERSITY PROGRAM. Diversity is important to AFSA.

OUR WORKPLACE DIVERSITY PROGRAM. Diversity is important to AFSA. OUR WORKPLACE DIVERSITY PROGRAM Diversity is important to AFSA. 2014 2017 OUR WORKPLACE DIVERSITY PROGRAM PAGE 1 OF 9 What is diversity? The concept of diversity encompasses acceptance and respect. It

More information

Organisational and Leadership Development at UWS

Organisational and Leadership Development at UWS Organisational and Leadership Development at UWS Context The University of Western Sydney s (UWS) leadership development framework is underpinned by the recognition that its managers and leaders have a

More information

National Career Development Strategy

National Career Development Strategy National Career Development Strategy ISBN: 978-1-74361-009-1 pdf ISBN: 978-1-74361-010-7 doc Except where otherwise noted, copyright in this publication is owned by the Commonwealth of Australia represented

More information

National Standards for Disability Services. DSS 1504.02.15 Version 0.1. December 2013

National Standards for Disability Services. DSS 1504.02.15 Version 0.1. December 2013 National Standards for Disability Services DSS 1504.02.15 Version 0.1. December 2013 National Standards for Disability Services Copyright statement All material is provided under a Creative Commons Attribution-NonCommercial-

More information

COMMUNICATIONS MASTER PLAN 2012

COMMUNICATIONS MASTER PLAN 2012 COMMUNICATIONS MASTER PLAN 2012 This document was approved by Mississauga s City Council on May, 9, 2012 and is intended for internal use; it provides staff with a new Communications vision and framework

More information

Better Regulation. Consumer Engagement Guideline for Network Service Providers

Better Regulation. Consumer Engagement Guideline for Network Service Providers Better Regulation Consumer Engagement Guideline for Network Service Providers November 2013 Better Regulation Consumer Engagement Guideline for Network Service Providers 1 Commonwealth of Australia 2013

More information

Essential Standards for Registration

Essential Standards for Registration Essential Standards for Registration State and Territory Registering Bodies Australian Capital Territory New South Wales Northern Territory Queensland South Australia Tasmania Victoria Western Australia

More information

Australian Research Council. Client Service Charter

Australian Research Council. Client Service Charter Australian Research Council Client Service Charter June 2014 Message from the Chief Executive Officer Page 2 The Australian Research Council (ARC) is committed to the Australian Public Service (APS) Values

More information

Records Authority. Australian Security Intelligence Organisation

Records Authority. Australian Security Intelligence Organisation Records Authority Australian Security Intelligence Organisation This is an accurate reproduction of the authorised records authority content, created for accessibility purposes CONTENTS INTRODUCTION 3

More information

Joint Statement of Principles for Professional Accreditation

Joint Statement of Principles for Professional Accreditation Universities Australia and Professions Australia Joint Statement of Principles for Professional Accreditation 9 March 2016 Preamble Professions Australia and Universities Australia, and the members of

More information

BUILDING A HIGH PERFORMING SYSTEM. A business improvement plan for the Department for Education and Child Development

BUILDING A HIGH PERFORMING SYSTEM. A business improvement plan for the Department for Education and Child Development BUILDING A HIGH PERFORMING SYSTEM A business improvement plan for the Department for Education and Child Development BUILDING A HIGH PERFORMING SYSTEM 1 Contents Executive summary 3 Increasing local decision-making

More information

FOCUS MONASH. Strategic Plan 2015 2020

FOCUS MONASH. Strategic Plan 2015 2020 F CUS FOCUS MONASH Strategic Plan 2015 2020 2 Vice-Chancellor s Introduction 4 Over the last half century, Monash University has forged a path that reflects the ambitions of its beginnings and signals

More information

Human Resources Enabling Plan

Human Resources Enabling Plan Human Resources Enabling Plan Introduction The Human Resources Enabling Plan (HREP) is a strategic human resource plan for Charles Sturt University (CSU). It has been developed to support and facilitate

More information

Business. Annual Report 2013-14. Objective. Deliver efficient and effective support services. Strategies

Business. Annual Report 2013-14. Objective. Deliver efficient and effective support services. Strategies Business Objective Deliver efficient and effective support services Strategies Optimise the support services required by the business Implement a program of systematic organisational performance reviews

More information

COMMUNICATION AND ENGAGEMENT STRATEGY 2013-2015

COMMUNICATION AND ENGAGEMENT STRATEGY 2013-2015 COMMUNICATION AND ENGAGEMENT STRATEGY 2013-2015 NWAS Communication and Engagement Strategy 2013-2015 Page: 1 Of 16 Recommended by Executive Management Team Communities Committee Approved by Board of Directors

More information

APES 325 Risk Management for Firms

APES 325 Risk Management for Firms APES 325 Risk Management for Firms Prepared and issued by Accounting Professional & Ethical Standards Board Limited ISSUED: December 2011 Copyright 2011 Accounting Professional & Ethical Standards Board

More information