Finance Strategic Plan 2011-2014
- Secretary's Message - Year Three
- What we do
- APS Values
- Finance Behaviours
- Over the remaining period of the plan, we will continue to achieve to the following
- Governance, Risk and Planning
The Department of Finance (Finance) is well positioned to make a significant contribution to the government's service delivery and policy agendas.
The Finance Strategic Plan 2011-2014 sets down the direction in which Finance is heading and where it needs to position itself to provide the best possible contribution to government and to the APS.
The plan sets out the way in which Finance will work, drawing on the principles embodied in the APS values and Finance behaviours.
It also sets out the four key aspirations for the next three years, around culture, collaboration, excellence and influence, and the enabling strategies that Finance will use to achieve those aspirations.
Finally, it details the governance structure and planning framework through which Finance will monitor and measure its progress.
- Finance Strategic Plan [ - 2.1Mb]
Through this update to the Finance Strategic Plan 2011-2014, I want us to continue to position Finance as a leader in driving better government, delivering strong policy advice and providing excellent service.
I'd also like to see Finance being recognised as the adviser of choice by government for public sector fiscal sustainability and as a valued peer among central government agencies, where our unique knowledge and experience of government operations is sought and shared.
We already play an important part in driving positive change and influence across the Australian Public Service. Over the past twelve months our influence has been enhanced by increasing collaboration across the department and with our stakeholders by 'joining up', talking early and often and engaging others in our thinking, a core priority of the second year of the plan.
You will notice a few significant changes to the plan in year three.
Specifically, we have included a statement of what we do as a department to complement the aspirations and behaviours that already feature in the plan (the how we do it). The purpose of this is to provide a high level statement of our role as a department and you will be able to identify your own work within at least one element of this statement.
We have also included the key priorities for Finance over the course of 2013. These were developed with the Executive Board to set out those things that we need to deliver this year. These priorities will serve as useful input and direction setting for 2013-14 business planning in your groups, divisions and branches.
I look forward to sharing further successes in the coming year and to working with you to ensure that Finance remains a great place to work, where great work is done.
We provide whole-of-government advice, assurance and services to enable good public policy and administration.
We promote transparency, good governance, and effective and efficient management of resources.
We are committed to excellence in policy analysis and service delivery.
How this plan brings it together
This plan articulates our common direction, purpose and current priorities as a department.
The plan sets out the way in which we will conduct ourselves drawing on the principles embodied in the APS values and Finance behaviours.
It sets out our aspirations for the life of the plan and the enabling strategies that we are using to achieve them.
Finally, it details the governance structure and planning framework by which we are monitoring and measuring our progress.
- Live within our means
- Implement the CBMS redevelopment
- Deliver the critical functions associated with an election year
- Address the early priorities of the Capability Review Action Plan
- Continue the reform of government sector superannuation governance
- Provide advice on government policy initiatives
- Deliver the Budget and related products
- Implement the outcomes of the Commonwealth financial Accountability review (CFAR), including new legislation
- Develop and implement whole-of-government efficiency savings
- Prepare for Ministerial and Parliamentary Services election-related activities
- Champion the Australian Public Service ICT Strategy
- Deliver the new ASIO Building
- Oversee key aspects of National Broadband Network implementation
- Transfer Moorebank implementation to the GBE
- Implement enhanced deregulation agenda
- Implement COAG regulation reforms
- Drive property framework reform
- Develop and lock in a whole-of-government evaluation strategy
These priorities will be updated on a rolling basis each year, or as necessary determined by the board.
We embrace the APS values.
Committed to service
The APS is professional, objective, innovative and efficient, and works collaboratively to achieve the best results for the Australian community and the Government.
The APS demonstrates leadership, is trustworthy and acts with integrity in all that it does.
The APS respects all people, including their rights and their heritage.
The APS is open and accountable to the Australian community under the law and within the framework of ministerial responsibility.
The APS is apolitical and provides the Government with advice that is frank, honest, timely and based on the best available evidence.
* The date of effect of the APS Values is 1 July 2013.
We are committed to supporting our staff, investing in capability building, and identifying and modelling behaviours which demonstrate:
- Collaboration, mutual respect and productive working relationships.
- Courteous, respectful and effective communication.
- Innovation, creativity, and appropriate levels of risk-taking.
- A commitment to excellence, professional development and a strategic approach to achieving results.
- Personal drive and integrity.
Through our senior champions we support and promote initiatives in the following important areas:
- Advancing women - Jan Mason
- Diversity - Stein Helgeby
- Innovation - Susan Page
- Work/life balance - David Martine
- Young leaders - Jenet Connell
- a great place to work where great work is done
Our positive culture is nurtured and strengthened through:
- Being professional, forward looking and supportive of creative ideas and better ways of doing business.
- Fostering informed and appropriate risk-taking.
- Establishing clear roles, responsibilities and accountabilities.
- Implementing appropriate levels of delegation to support our decision-making.
- Promoting Finance as an exemplary place to work.
- Modelling and rewarding the Finance behaviours.
We will know we are succeeding when:
- Our valued behaviours are consistently evident in our approach to our work and each other.
- Finance has a reputation across the APS as a model employer and a highly desirable place to work.
- Staff benefit from rich and challenging development opportunities and experiences.
- engaging with others to deliver better outcomes
To inform and implement good policy and service delivery through:
- Fostering productive relationships and working collaboratively with key stakeholders.
- Strengthening our understanding of our stakeholders' needs and expectations.
- Supporting line agencies in achieving the best possible outcomes for government.
- Simplifying governance frameworks and rules to reduce the administrative burden on agencies.
We will know we are succeeding when:
- Relationships with our key clients, partners and stakeholders are mature and productive.
- Agencies seek early engagement with Finance on policy, governance and delivery.
- Our reputation is one of a cohesive and collegiate organisation providing high quality advice, assistance and services.
- being the best that we can be
Excellence in policy and service delivery through:
- Providing a whole-of-government policy view on financial management and the implementation of major projects.
- Expanding our public governance and policy understanding and expertise.
- Ensuring our advice gives consideration to short, medium and longer term priorities.
- Empowering our staff to show initiative and adapt to change by thinking flexibly and creatively.
- Building our capabilities to ensure our staff have the necessary skills and knowledge.
We will know we are succeeding when we:
- Model leadership and innovation when implementing our own policies and practices.
- Guide the development of better governance and frameworks across government.
- Have a reputation for consistently delivering high quality services.
- See positive long-term benefits resulting from our policy advice.
- respected for the difference we make
Be respected for our contribution through:
- Giving reliable, evidence-based advice and information to help agencies and government achieve good outcomes.
- Providing improved frameworks for the development and implementation of good, value for money policy.
- Strengthening relationships with State and Territory government agencies, academia, and the private and community sectors.
We will know we are succeeding when:
- Our key stakeholders value our early contribution on major policy decisions.
- We are sought out to facilitate better government processes.
- We are respected as a trusted partner and valued contributor across government and the APS.
- We increase our positive influence on public policy issues and service delivery outcomes.
- We feel empowered to exercise greater initiative and creativity and take appropriate risks.
In order to fulfil our four aspirations and deliver on our priorities through our day-to-day work, we need to be able to guide, monitor and measure our progress in a practical way. We are achieving this through our planning framework, governance arrangements and risk management to ensure a strong alignment with our strategic plan.
Finance Planning Framework
The strategic plan is the principal component of the Finance planning framework and links to our annual business plans, our enabling strategies, and the risk and governance frameworks which guide our progress.
To achieve our objectives, we are investing in these key supporting and enabling strategies and frameworks.
Finance Governance Arrangements
Our governance structure reflects our direction, our leadership style and our culture. It also recognises the need for a high level of transparency and accountability across the department.
The governance committee structure enables us to provide advice, governance and assurance as well as make recommendations across key areas of our business. The governance structure may change from time to time to reflect changing business needs.
Finance Governance Structure
Approach to Risk Management
Implementing an approach to risk that supports better business outcomes and ensures openness and transparency in risk assessment, management and reporting, while fostering an appropriate balance of risk and opportunity.