Below is a collection of better practice examples from a range of non-corporate and corporate Commonwealth entities for each of the following corporate plan requirements:
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Commonwealth Director of Public Prosecutions 2021-25 Corporate Plan
The Commonwealth Director of Public Prosecutions provides an example of a clear and concise purpose providing the reader with an understanding of what they do and for what reason.
Australian Maritime Safety Authority 2020-21 Corporate Plan
The Australian Maritime Safety Authority (AMSA) purpose statement is derived from its enabling legislation and clearly states AMSA’s statutory obligations, functions and role. The purpose is supported by a concise vision and mission statement and a summary of AMSA’s primary role as set out in their enabling legislation.
Services Australia 2020-21 Corporate Plan
The Services Australia purpose statement is clear and succinct with a supporting vision and task statement which sets the benefits for their client base and service expectations.
National Housing Finance and Investment Corporation 2021-22 Corporate Plan
The presentation of key activities by the National Housing Finance and Investment Corporation (NHFIC) provides a clear line of sight from the purpose through to high level activities and intended results to related performance measures. The provision of key activities in this way also allows for a clear read to related program performance reporting in the Portfolio Budget Statements.
Commonwealth Scientific and Industrial Research Organisation 2021-22 Corporate Plan
The Commonwealth Scientific and Industrial Research Organisation (CSIRO) sets out trends that influence its strategies and therefore the achievement of its purposes. These are presented in an easy to understand diagram with further explanation provided, including the impacts of the trends and how CSIRO is responding to the trends and their impacts.
Department of Industry, Science, Energy and Resources 2021-22 Corporate Plan
The Department of Industry, Science, Energy and Resources clearly sets out high level key activities with a concise explanation of what the activity is and intended results. There is a clear read from the purpose to the key activities undertaken to achieve it and the related performance measures.
Commonwealth Scientific and Industrial Research Organisation 2021-22 Corporate Plan
The Commonwealth Scientific and Industrial Research Organisation (CSIRO) sets out trends that influence its strategies and therefore the achievement of its purposes. These are presented in an easy to understand diagram with further explanation provided, including the impacts of the trends and how CSIRO is responding to the trends and their impacts.
Defence Housing Australia 2021-22 Corporate Plan
Defence Housing Australia (DHA) provides a comprehensive analysis of the environment it operates in, including the provision of trend data. This provides the reader with a very good understanding of the environment in which DHA operates.
Australian Criminal Intelligence Commission 2021-22 Corporate Plan
The Australian Criminal Intelligence Commission (ACIC) provides a comprehensive discussion of its capability around discreet areas of focus. It discusses planned improvements to its capability to respond to challenges and risks in its operating context and to meet the needs of its partners. As an example, in the discussion of its partnerships and the services it offers, ACIC lists the services it will provide partners with and sets out for the period of the corporate plan how they will invest in their partnerships and services.
Commonwealth Scientific and Industrial Research Organisation 2021-22 Corporate Plan
The Commonwealth Scientific and Industrial Research Organisation (CSIRO) clearly sets out areas of focus for investing in future capability, including the activities it will undertake to ensure capability is maintained and enhanced. Through a simple use of symbols CSIRO also provides the reader with an understanding of the stages of implementation of the key activities covering the entire period of the corporate plan.
Bureau of Meteorology 2021-22 Corporate Plan
The Bureau of Meteorology (BoM) adopts a thematic approach to discussing its capability needs and plans to improve and maintain capability, characterising five enterprise capabilities. This is followed by a discussion of the strategy related to each enterprise capability, including a description of each of the capabilities, an assessment of current capability, what capability BoM aims to have and a capability development pathway.
Summary of risk oversight and management
Australian Criminal Intelligence Commission 2021-22 Corporate Plan
The Australian Criminal Intelligence Commission (ACIC) provides a concise and informative discussion of its risk oversight and management systems.
Key risks and its management
Attorney-General’s Department 2021-22 Corporate Plan
The Attorney-General’s Department (AGD) sets out key risks and the strategies adopted to manage these risks in a clear and structured manner. This practice is becoming more common in entity corporate plans providing the reader with a quick understanding of identified key risks and management strategies.
National Housing Finance and Investment Corporation 2021-22 Corporate Plan
The National Housing Finance and Investment Corporation (NHFIC) adopts a similar approach to the Attorney-General’s Department in presenting key risks and its response to these risks and controls put in place to manage the risks.
Special Broadcasting Service 2021-22 Corporate Plan
Key risks and the management of these risks can be provided in forms other than a table. This information can be provided in forms such as in narrative. The Special Broadcasting Service (SBS) adopts this approach, discussing its top three risks in a narrative form covering a description of the risk and management strategies.
Department of Infrastructure, Transport, Regional Development and Communications 2021-22 Corporate Plan
The Department of Infrastructure, Transport, Regional Development and Communications (DITRDC) offers clear connection between each measure and related key activities. The measures and targets are accompanied by the reporting periods it relates to.
Office of the Director of Public Prosecutions 2021-22 Corporate Plan
The Office of the Director of Public Prosecutions (CDPP) provides a clear understanding of the relationship between each measure and related key activities. For each measure there is a short narrative on how and why the related key activity is undertaken.
Department of Health 2020-21 Corporate Plan
The Department of Health provides information on cooperation with other entities organised by outcomes and whether the entity is within the Health portfolio or another portfolio.
Australian Commission for Law Enforcement Integrity 2021-2025 Corporate Plan
The Australian Commission for Law Enforcement Integrity provides readers with details of organisations that make a significant contribution in achieving ACLEI’s purposes. It lists partner entities in the Australian Government Integrity Framework, providing details of partnerships in the investigative process.
Indigenous Land and Sea Corporation 2021-22 Corporate Plan
The Indigenous Land and Sea Corporation (ILSC) provides the reader with a clear understanding of why they have subsidiaries, who the subsidiaries are and what they do, and how they contribute to ILSC achieving its purposes.
Department of Defence 2021-22 Corporate Plan
The Department of Defence makes it clear that they do not have subsidiaries through the use a readily identifiable heading and a short and to the point statement.
Finance encourages the testing and revision of performance measures with a view to improving the quality of performance information published by entities. If changes are made to performance measures it is important to maintain a ‘clear line of sight’ between the old and new measures through explaining what measures have changed, how they have changed and why they were changed. This can be done through various means in the corporate plans as illustrated by the following examples.
Australian Criminal Intelligence Commission 2020-21 Corporate Plan
The Australian Criminal Intelligence Commission (ACIC) changed or modified a number of performance measures in the 2020-21 reporting year. The changes, and the reasons for the changes, were clearly set out in an appendix to the 2020-21 corporate plan.
Australian Radiation Protection and Nuclear Safety Agency 2021-22 Corporate Plan
The Australian Radiation Protection and Nuclear Safety Agency (ARPANSA) made a number of changes to the structure of the reporting of performance information and performance measures. This was clearly set out in an appendix and measures that were retained or new clearly identified in the performance section of the 2021-22 corporate plan.
Department of Infrastructure, Transport, Regional Development and Communications 2021-22 Corporate Plan
The Department of Infrastructure, Transport, Regional Development and Communications (DITRDC) has structured the performance measure tables in the corporate plan to report targets. When planning for 2021-22, a number of activities DITRDC reports the performance of would be impacted by COVID but the extent of the impact was unclear. Rather than specifying a target for these activities, it was determined that in such cases it was not reasonably practicable to do so for the 2021-22 reporting period. This is clearly set out in the corporate plan. The performance of these activities will still be measured and the performance reconciled in the DITRDC annual performance statements with associated analysis of the results.
Australian Commission for Law Enforcement Integrity 2021-25 Corporate Plan
The Australian Commission for Law Enforcement Integrity provides an example of a performance measure where it is not reasonably practicable to report a target. The reason for this is clearly set out in a detailed footnote to the performance measure table.
