The enhanced Commonwealth
performance framework
2016–17 corporate plans
LESSONS LEARNED
January 2017
This paper summarises progress on the development of corporate plans under the Public
Governance, Performance and Accountability Act 2013. It includes examples of better
practice to assist Commonwealth entities and companies to develop planning and
performance reporting frameworks and performance information.
Enquiries: [email protected]
Overview
In August 2015, Commonwealth entities and companies published their inaugural corporate
plans under the Public Governance, Performance and Accountability Act 2013 (PGPA Act).
Since that time, the Department of Finance (Finance) has worked with parliament (through the
Joint Committee of Public Accounts and Audit) to put in place new arrangements for the
publication of annual reports and Portfolio Budget Statements (PBS), both of which must
include information that cross-references corporate plans. Performance information in
corporate plans and PBSs is reconciled through annual performance statements contained in
annual reports. These arrangements complete the suite of legal requirements – e.g. as described
in the Public Governance, Performance and Accountability Rule 2014 (PGPA Rule) – for
performance reporting under the enhanced Commonwealth performance framework.
The second round of corporate plans were published during July and August 2016, and annual
reports, containing the first annual performance statements (reporting against 2015–16
corporate plans and PBSs), were tabled in parliament in October 2016.
Commonwealth entities have worked with Finance and with one another, including through
communities of practice, to share lessons and explore approaches to developing their corporate
plans. Many entities accepted an invitation from Finance to comment on the drafts of their
2016–17 corporate plans, and have made use of the various pieces of advice issued by Finance
(e.g. revised corporate plan guidance and a note on potential approaches to structuring a good
corporate plan). This engagement has had an impact on the quality of
2016–17 corporate plans, which represent noticeable progress on the inaugural 2015–16
corporate plans.
This paper makes a range of observations about the 2016–17 corporate plans. It is based on
Finance’s qualitative analysis against criteria outlined in Appendix A of 121 corporate plans
(see Appendix B). The observations in this paper build on a lessons learned paper based on
2015–16 corporate plans and the findings of a recent ANAO performance audit of corporate
planning in the Australian public sector (ANAO report no. 6 of 2016–17).
Summary of observations
Commonwealth entities and companies have made progress since the publication of their first
corporate plans in 2015. They are moving beyond simply complying with the minimum
requirements prescribed in the PGPA Rule and are publishing better quality plans that serve as
their primary strategic planning documents.
The 2015–16 lessons learned paper identified specific elements in the first set of corporate plans
that represented better practice. This year, there are examples of plans whose structure has been
refined to provide greater clarity about how entities’ purposes are achieved through their
activities and how progress is monitored and measured. There are also examples of plans that
provide useful analysis and discussion of how entities address key issues, including in relation
to their operating environment and capability, that influence how they pursue their purposes.
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There is evidence that the lessons learned from the 2015–16 plans have been noted and
addressed during the development of 2016–17 corporate plans. Improvements are evident in
the following areas:
 Understanding and meeting publication requirements – As at 31 August 2016, 97 per
cent of entities required to publish corporate plans had done so. In 2015–16, 15 per cent of
entities failed to meet the publication deadline, either because they misunderstood the rules
or because their internal processes took longer than expected.
 Developing clear and concise purpose statements – Many of the 2016–17 corporate plans
include examples of clear and concise purpose statements. A clear statement of what an
entity seeks to achieve forms a sound basis for a good corporate plan. Examples of better
practice purpose statements across a broad sample of Commonwealth entities are provided
in Section 1 of this paper (page 4).
 Focusing on improving performance information – Entities have invested in improving
the quality of the performance information in their corporate plans. A previous overreliance on quantitative key performance indicators is shifting to monitoring and
reporting frameworks that include qualitative information (e.g. case studies and
comprehensive evaluations). Examples of good performance information across a diverse
range of activities are provided in Section 2 of this paper (page 9).
 Structure and presentation – A number of entities have adopted different structures and
innovative ways of providing information in their 2016-17 corporate plans to make their
plans more accessible and readily understood. In some cases, plans have a strong focus on
facets of their operating context to meet the specific information needs of their
stakeholders. Examples of these are provided in Section 3 of this paper (page 19).
Finance expects that corporate plans will continue to improve over the coming reporting
periods. Finance will continue to support the work of entities through communities of practice,
improved guidance and other assistance. With the publication of each round of PBSs, corporate
plans and annual performance statements, entities will have opportunities to increase their
understanding of how these elements combine to tell a full performance story.
Appendixes
Appendix A – Assessment criteria
Appendix B – 2016–17 corporate plans included in qualitative analysis
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Section 1: Better practice – purpose statements
This section provides examples of what Finance considers to be better practice in articulating
and presenting purposes in 2016–17 corporate plans. The sample spans corporate and noncorporate Commonwealth entities, small and material entities, and diverse portfolios.
DEPARTMENT OF AGRICULTURE AND WATER RESOURCES (AGRICULTURE)
Agriculture 2016–17 corporate plan
Agriculture’s 2016–17 corporate plan includes a
purpose statement that is readily identifiable – it
appears immediately after the table of contents and
is the first text to appear in the main body of the
plan.
We help drive a stronger
Australian economy by building a
more profitable, resilient and
sustainable agriculture sector, and
by supporting the sustainable and
productive management and use of
rivers and water resources.
This purpose statement consolidates previous
multiple outcome statements into a single sentence
about what the entity seeks to achieve and to what
effect.
DEPARTMENT OF EMPLOYMENT (EMPLOYMENT)
Employment 2016–17 corporate plan
Our role is to foster a
productive and competitive
labour market through
employment policies and
programs that increase
workforce participation, and
facilitate jobs growth through
policies that promote fair,
productive and safe
workplaces.
Employment’s purpose statement is clear and concise.
The reader can identify:

WHAT the entity aims to achieve (a productive and
competitive labour market and jobs growth)

HOW (through policies and programs) and

to what EFFECT (increased workforce participation
and fair, productive and safe workplaces).
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FAIR WORK BUILDING AND CONSTRUCTION (FWBC)
FWBC 2016–17 corporate plan
Page 8
The FWBC’s two purposes are derived from its legislative functions, which are distilled in a
way that is easily understood.
The FWBC links its purposes and the high-level (or core) activities in the beginning of the
document, which sets the scene for the rest of the plan and provides an example of how clearly
expressed purposes can be used as the basis for a good performance story.
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AUSTRALIAN FILM, TELEVISION AND RADIO SCHOOL (AFTRS)
AFTRS 2016–17 corporate plan
AFTRS’ purpose is a succinct statement of
the entity’s unique contribution – which is
to deliver education, research and training
to allow Australians to tell their stories.
PURPOSE
To find and empower Australian talent to
shape and share their stories with the world
by delivering future-focused, industryrelevant education, research and training.
It is a substantial improvement on the
purpose description in the 2015–16 plan,
which consisted of several paragraphs
under a ‘Purposes’ heading without
identifying the core purpose against which
performance was to be assessed.
VISION
To be the reference point for innovation in
screen, sound and story-making, globally.
AFTRS’ corporate plan shows that vision
and values statements can be presented
without detracting from the purpose
statement. The vision describes what
motivates AFTRS to achieve its purpose
and the values help describe the
organisational culture in which the purpose
is pursued.
VALUES
We strive for mastery
We know that mastering this craft is a lifelong endeavour. There is always more to
learn.
We encourage daring
Nothing great ever came from playing it
safe. We are bold. We take risks.
We believe in meritocracy
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AUSTRALIAN INSTITUTE OF HEALTH AND WELFARE (AIHW)
AIHW 2016–17 corporate plan
To provide information and
statistics to promote better health
and welfare among Australians.
AIHW’s purpose statement makes it clear that the
entity’s success lies in providing data that
contributes to the better health and welfare of
Australian citizens.
AUSTRALIAN SECURITY INTELLIGENCE ORGANISATION (ASIO)
ASIO 2016–17 corporate plan
We have a single enduring purpose
that delivers value for the public:
To protect the nation and its
interests from threats to security
through intelligence collection,
assessment and advice for
Government, government agencies,
ASIO’s purpose statement is direct, concise and
consistent with what most readers would
understand as its unique role.
ASIO’s corporate plan is built around its purpose.
Subsequent discussion of such things as its
operating environment, activities and capability are
with reference to this purpose and the factors it
needs to take into account to fulfil it well.
COMMONWEALTH DIRECTOR OF PUBLIC PROSECUTIONS (CDPP)
CDPP 2016–17 corporate plan
To provide an independent
prosecution service that contributes
to the respect and maintenance of
Commonwealth criminal law and
public respect in the justice system
through the prosecution of crimes.
The CDPP purpose statement explains WHAT,
HOW and to what EFFECT in a single sentence. It
prosecutes crimes under Commonwealth law to
ensure that the law is upheld and that confidence
in the justice system is maintained.
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DEPARTMENT OF IMMIGRATION AND BORDER PROTECTION (IMMIGRATION)
Immigration 2016–17 corporate plan
Page 8
Immigration’s 2016–17 corporate plan is built around three well-stated, distinct purposes.
The ‘Corporate plan – at a glance’ table, reproduced above, charts the connection between
Immigration’s three purposes and the main elements of its performance story. This places the
relevance of purposes at the forefront of the reader’s mind, helping them understand when
these purposes are achieved.
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Section 2: Better practice – performance information
This section highlights better practice examples of the presentation of performance information
identified from Finance’s analysis of 2016–17 corporate plans. Included are examples of
improvements on performance information provided in 2015–16 corporate plans and of the
better performance reporting aimed for as part of the enhanced Commonwealth performance
framework. Some of the examples show a movement away from purely quantitative key
performance indicators to a mix of quantitative and qualitative measures that, together, provide
a more complete picture and insightful information about performance at the level of an entity’s
purposes. There is also evidence of reporting information on different time scales, and at a
level and of a nature that is appropriate to measuring long-term outcomes.
TOURISM AUSTRALIA
Tourism Australia 2016–17 corporate plan
Tourism Australia uses a relatively small set of performance criteria to convey the growth it
seeks to facilitate in the Australian tourism market by pursuing its purpose. The key
performance measure is growth in tourism expenditure. This is supported by other information
that connects Tourism Australia’s activities with the growth of the tourism sector. This includes
information on the extent to which Tourism Australia contributes to recognition of the Australian
tourism brand (measured as earned advertising value), the return on marketing investment
and the proportion of stakeholders who recognise the value added by Tourism Australia.
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AUSTRALIAN NATIONAL AUDIT OFFICE (ANAO)
ANAO 2016–17 corporate plan
The ANAO uses a mix of quantitative and qualitative information to measure performance. For
example, output measures are used to report on audit activities, such as the numbers of
financial statement audits, performance audit reports, and new or revised better practice
guides.
Outcome measures are used to measure the impact of the ANAO’s activities. These include
the extent to which audit committees acknowledge the value added by the ANAO’s audit
services, the extent to which audited entities implement recommendations made in ANAO
reports and the extent to which the Australian Parliament – one of the ANAO’s key
stakeholders – considers the ANAO contributes to better government administration.
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FAIR WORK BUILDING AND CONSTRUCTION (FWBC)
FWBC 2016–17 corporate plan
The FWBC has broadened the output measures in its 2015–16 plan, and they are now
complemented with outcome measures that assess the impact of the FWBC’s activities.
For example, measures of education activities and number of visits to building sites have
been extended to encompass the level of client satisfaction with these activities and the
impact the activities have had. A measure to assess the percentage of enterprise
agreements that are compliant, which reflects the FWBC’s progress towards achieving its
purpose, has also been added. This complements the efficiency measure of assessing
enterprise agreements within set timeframes.
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COMMONWEALTH SUPERANNUATION CORPORATION (CSC)
CSC 2016–17 corporate plan
CSC has rationalised the number of performance measures that were included in its 2015–16
corporate plan.
The simplified performance information outlined in the 2016–17 plan is likely to make it easier
for readers to draw a connection between CSC’s purpose – to grow the wealth of members of
Australian government superannuation funds – and the impact generated when that purpose
is fulfilled.
The performance information is highly relevant to CSC’s members, and appropriate for an
entity that is responsible for growing the value of its members’ contributions. The main
performance information consists of targets for returns above CPI and limiting the number of
years in which funds managed by the CSC make a loss.
Other information – such as client satisfaction measures – is linked to CSC’s administrative
functions, including paying benefits to eligible members.
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DEPARTMENT OF DEFENCE (DEFENCE)
Defence 2016–17 corporate plan
Defence’s 2016–17 corporate plan is a good example of a complex entity focusing on highlevel performance measures and activities. It does not describe in depth everything Defence
does to deliver its purposes, but provides a high-level set of performance measures at the
purpose level that is supported by high-level activities undertaken to achieve each purpose.
More detailed, operational-level performance information for Defence is contained in its
classified internal business plan. A distinct set of performance information is provided for each
of Defence’s three purposes. This means that the standard for judging the achievement of
each purpose is unambiguous and easily identified. The measures describe what success
looks like for each of Defence’s purposes.
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The purpose-level performance measures are supported by performance information for
activities that Defence undertakes to achieve its purposes. Defence states the intended results
for each activity, which provides the reader with a link back to how each activity contributes to
achieving the purpose and the overall impact being sought.
Each activity is described in terms of:
•
•
•
an intended result (e.g. Government is able to deploy defence capability to support
policy objectives)
the criteria used to measure the quality of outcomes (e.g. preparedness levels meet
government requirements)
when assessment against these criteria will be conducted (e.g. on an ongoing basis).
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AUSTRALIAN SECURITY INTELLIGENCE ORGANISATION (ASIO)
ASIO 2016–17 corporate plan
ASIO’s plan provides an example of how performance information can be linked to activities
with clarity. The presentation of the purpose, activities, intended results and performance
measures in a single illustration is very effective.
ASIO’s purpose is delivered through five high-level activities. Performance information is
presented for each activity (e.g. countering terrorism and the promotion of communal violence)
in terms of the intended results, performance measures and targets. The intended results
describe the contributions the activity makes to ASIO’s purpose (e.g. identifying terrorismrelated activities to help protect Australia against security threats). Performance measures
identify how these results are to be assessed and targets provide a standard against which to
judge the quality of results.
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ASIO’s performance information acknowledges that achieving results is necessary for national
security partners to achieve their purposes. For example, targets associated with countering
terrorism and the promotion of communal violence involve ASIO sharing data with partners in
the national security community. ASIO has met these targets if national security partners are
able to use the data to successfully counter threats.
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SCREEN AUSTRALIA
Screen Australia 2016–17 corporate plan
The performance information in Screen Australia’s plan provides an example of how proxy
measures can be used to assess outcomes that are difficult to measure directly.
Screen Australia’s purpose is to ‘inspire, inform and connect audiences with compelling
Australian stories’. One of the ways it does this is by supporting the promotion and marketing
of Australian film and television projects so that more Australians view Australian product.
Direct measures against this activity include the number of people attending cinemas to watch
Australian films and television rating figures. They are also indirect – or proxy – measures
because they enable readers to draw conclusions about the quality of Australian film and
television programs.
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AUSTRALIAN CURRICULUM, ASSESSMENT AND REPORTING AUTHORITY
(ACARA)
ACARA 2016–17 corporate plan
ACARA’s plan provides examples of how performance information can demonstrate progress
over the four reporting periods covered by the plan.
The table below relates to the activity ‘to conduct national assessment of education outcomes’
and shows how ACARA plans to pursue the goal of supporting schools to conduct annual
NAPLAN testing. In the short term (i.e. during 2016–17) it intends to provide online proficiency
standards and reports that are agreed and understood by key stakeholders (e.g. the Education
Council). Over the medium term (the period 2018–17 to 2019–20) it expects to demonstrate
improvement of its online delivery of NAPLAN testing – including through customer satisfaction
surveys and the development of a dataset that will allow it to monitor satisfaction over the
longer term.
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Section 3: Structure and presentation
DEPARTMENT OF THE ENVIRONMENT AND ENERGY (ENVIRONMENT)
Environment 2016–17 corporate plan
Environment’s 2016–17 corporate plan describes multiple purposes and connects them to
the entity’s operational context and the activities through which they are fulfilled. This
provides the platform for a performance story for each purpose that is easy to follow and
understand.
Purposes
Environment’s 2016–17 corporate plan presents four distinct and succinctly worded purposes,
each of which gives a clear indication of the high-level impacts the entity is seeking to achieve.
Beneath each purpose statement is a description of the high-level activities which Environment
undertakes to achieve its purposes. This provides a strong platform for the rest of the plan,
particularly the presentation of performance information.
Page 2
Environment
The context in which Environment operates is diverse, challenging and global in nature.
Information provided in the ‘Operational context’ section provides the reader with a clear
understanding of this complexity. It also explains how Environment’s purposes fit into a broader
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context – for example, it discusses the fundamental links between the economy and the
environment. This section also includes a sophisticated discussion of Environment’s scale of
influence, governance and enterprise issues, and risk.
Risk
The treatment of enterprise risk goes beyond the obligation under the PGPA Rule to
summarise an entity’s formal risk oversight and management systems. The plan discusses risk
in an operational context. The discussion covers various aspects of risk, including enterprise
risks, risk appetite and tolerance for risk. Of note is the clear statement that Environment will
only tolerate risk which permits it to achieve its stated purposes and activities efficiently and
cost-effectively.
Capability
Environment opens the discussion about capability with a clear statement of its intent to grow
its capability in specific areas over the period of the plan to ‘achieve our purposes and build
our influence’. This statement is followed by the diagram below, which illustrates the links
between required capabilities and the achievement of purposes. Capabilities are characterised
in six high-level categories and presented in a way that points to a program of cultural change
to ensure that Environment is well placed to deliver on its purposes over the medium to long
term.
Page 7
The discussion of capability is complemented by case studies that demonstrate the
development of capability in response to particular challenges. For example, the case study
titled ‘Tackling the Digital Transformation Agenda – Department and Parks Australia
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collaborating to be ahead of the game’ describes the development of a new e-ticketing system
for access to Kakadu National Park. It shows how Environment is working with partners to
develop skills and IT platforms in response to a broader whole-of-government agenda of
making better use of digital technologies to conduct government business.
Performance
In the section ‘Measuring our performance’, Environment discusses how it is using its activity
performance planning, evaluation and reporting framework to improve performance reporting
systems so that they can better demonstrate the impact of the entity’s work. It also expresses
a commitment to developing ‘contextual indicators’ that will help build an understanding of
the broader impacts of its interventions, particularly where objectives are long term and
short-term success is difficult to measure. This work is being done with a view to better
communicating the entity’s more sophisticated understanding of the impacts of its activities to
government and the community.
Detailed performance information is presented for each purpose against specific activities.
The intended result of each activity is described, followed by detail of the delivery strategies.
Page 18
Performance criteria and targets for the current year and forward years are then provided,
followed by a discussion of how performance will be assessed.
The activities associated with Environment’s purposes are aimed at long-term management of
complex policy issues. Long-term impacts can be difficult to demonstrate over the four-year
period covered by the corporate plan. Environment manages this issue by including
performance information for outputs that can reasonably be expected to contribute to longerterm outcomes (e.g. identifying and monitoring threatened species and ecological
communities). This information is complemented with case studies that demonstrate impact in
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specific areas. These case studies help establish an understanding of what can be expected
more broadly over the long term.
Page 20
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AUSTRALIAN FEDERAL POLICE (AFP)
AFP 2016–17 corporate plan
The AFP’s 2016–17 corporate plan is an incremental yet substantive improvement on its
2015–16 plan. Important points of difference are a more distinct and clearer statement of the
AFP’s purposes and changes to content, structure and presentation that improve readability.
The plan sets a ‘performance story’ for AFP activities that is comprehensive and easy to read
and understand. The purpose statements give readers a clear understanding of what the
AFP seeks to achieve. The environment and capability sections provide a succinct and
comprehensive picture of the context in which the AFP operates. The discussion of
performance makes it easy for readers to identify the activities through which the purposes
are to be pursued, and how the AFP will know if and when the purposes have been
achieved.
Environment
The AFP makes a clear and concise opening statement to the section describing its operating
environment which provides the reader with an immediate understanding of the complexity of
this environment and the capability required to succeed in this environment.
Page 8
This is followed by specific detail about its operating environment based on the key challenges
that the AFP is likely to face over the period the plan. A description of plans to tailor its activities
and capability development in response to these challenges is provided in a readily
understood diagram outlining strategic initiatives and activities.
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Pages 10-11
Performance
The performance information is a well-thought-out mix of indicators and methodologies, which
combines qualitative and quantitative sources. An example of a quantitative measure is KPI 2,
the percentage of cases before the courts that result in conviction. This measure demonstrates
a link between the AFP’s operations and the extent to which it fulfils aspects of its purpose of
protecting Commonwealth interests from criminal activity. It is supported by a qualitative
measure, KPI 1, a measure of client/stakeholder satisfaction.
Page 14
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Another qualitative measure is KPI 11, which uses periodic evaluations to assess the impact
of the AFP’s international assistance activities. The plan includes a schedule for programspecific evaluations over the four reporting periods to 2019–20. The evaluations will assess
international activity from a range of perspectives that include efficiency, effectiveness,
sustainability and gender equality.
Page 15
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The AFP notes that it intends to continue refining its organisational performance framework
over the period covered by the plan.
Page 13
Capability
The narrative about capability is clearly linked to the capacity of the AFP to effectively deliver
on its purposes over the period covered by the plan. The AFP has included information on
efforts to build capability by co-locating specialist and operational capacity, conducting a
comprehensive review of diversity within its workforce, investing in IT capability to capture and
make the most of intelligence, and strengthening relationships with partners.
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DEPARTMENT OF SOCIAL SERVICES (DSS)
DSS 2016–17 corporate plan
The DSS 2016–17 corporate plan puts the entity’s purposes and what happens when they are
achieved at the front of readers’ minds. This provides the platform for a performance story that
is easy to follow and understand, by making clear the impact that DSS seeks to deliver through
its activities.
Purposes
The DSS corporate plan is structured around four distinct purposes, each of which clearly
indicates what is being done, for whom and to what effect. For example, the ‘Housing’ purpose
makes clear that it is about providing support and services (the WHAT) to individuals
experiencing homelessness (the WHO) to improve access to affordable housing (to what
EFFECT).
Page 3
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Risk
DSS discusses enterprise risk in the context of its operational environment. Specific risks are
related to organisational priorities that help focus and direct activity towards achieving DSS’s
purposes.
Page 9
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Performance
DSS’s performance framework is based on the program logic model. It describes purposes –
both individually and taken together – as being aimed at generating impacts in response to
identified needs.
Page 10
This approach makes the framework easy to understand and interpret. Each purpose is
associated with a long-term outcome resulting from shorter-term, ‘intermediate’ outcomes.
Page 11
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Detailed performance criteria are used to describe the outputs that show how outcomes are
achieved. This structure provides readers with an understanding of cause and effect and
allows them to judge whether performance information is credible and adequately measures
the impact.
Page 13
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AUSTRALIAN TRADE AND INVESTMENT COMMISSION (AUSTRADE)
Austrade 2016–17 corporate plan
Austrade’s 2016–17 corporate plan presents a clear picture of an entity that collaborates
across government and business to achieve its purpose.
Purpose
Austrade’s purpose statement clearly articulates its role in working with Australian businesses
and organisations to access overseas markets:
The purpose of Austrade is to contribute to Australia’s economic prosperity by helping Australian
businesses, education institutions, tourism operators, and governments to:
– develop international markets
– win productive foreign direct investment
– promote international education, and
– strengthen Australia’s tourism industry
Page 6
Collaboration is a strong theme throughout the plan. It is an acknowledgment that Austrade
depends on effective partnership with stakeholders to understand their needs and provide
practical assistance that contributes to the growth of export markets.
Environment
The discussion of environment demonstrates a clear understanding of the global market in
which Austrade seeks to help its stakeholders compete. Information under the subheading
‘Strategic partnerships and collaboration’ highlights the relationships it has in place to best
assist these stakeholders. For example, it notes that its strategic partnership across
government entities ‘helps increase Austrade’s reach into the business community and
leverages external resources, knowledge and skills’.
The plan emphasises Austrade’s focus on ensuring its activity is joined up across the
Australian Government and the importance of maintaining close working relationships with
other entities with an interest in Australia’s overseas trade activity. The description of
collaboration across the government sector extends to joining up with state and territory
governments, for example, through committees such as the Senior Officials Trade and
Investment Group and the Australian Standing Committee on Tourism. It also details
engagement with industry associations and chambers of commerce and industry, ‘particularly
those which operate in sectors where Australia has a competitive advantage’. This information
helps the reader understand the nature of Austrade’s collaboration and provides confidence
that it has the relationships necessary to achieve its purpose.
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Performance
The performance information in the plan acknowledges the critical role of collaboration to
achieving Austrade’s purpose. A discussion of activities under the general heading ‘Develop
international markets’ notes that annual surveys of Australian businesses will be conducted to
assess such things as the:
‘Proportion of Australian businesses which have engaged with Austrade, and say Austrade made a
positive contribution to their international business activities’
‘Proportion of Australian businesses which have engaged with Austrade, and say they achieved some
form of commercial outcome as a result of working with Austrade’
Page 23
Information of this sort provides readers with a sense of the importance Austrade places on its
engagement with its business partners and contributes to an understanding of the impact when
this collaboration is successful.
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AUSTRALIAN MARITIME SAFETY AUTHORITY (AMSA)
AMSA 2016–17 corporate plan
AMSA’s 2016–17 corporate plan is an example of a well-structured document. Environment,
capability, risk and performance are treated in relation to specific purposes and integrated into
a performance story that provides a clear understanding of how each purpose is to be fulfilled.
The plan is also used to meet other reporting requirements.
Structure
The AMSA 2016–17 corporate plan is structured around three ‘challenges’, which can be
interpreted as the entity’s purposes:
 Challenge 1 – Managing risks to [maritime] safety and the environment
 Challenge 2 – Building the national system for domestic and commercial vessel safety
 Challenge 3 – Delivering [maritime] incident intervention and response.
Each challenge is described in a separate section that provides information under the following
headings:
•
Operating environment – factors within and outside AMSA’s control and their implications
for what AMSA must do to
•
Strategic goals – what success broadly looks like when the challenge is addressed well
•
Responses – the activities (referred to as ‘focus areas’) AMSA will pursue to address each
challenge, the capability required and how it will measure its success (i.e. performance
information).
Each of these sections tells a self-contained performance story that allows readers to
understand the environment in which AMSA operates to achieve each purpose, the activities
undertaken to achieve that purpose and the capability required to undertake those activities.
Other sections of the plan serve to augment the understanding of how challenges are
addressed, including the broader organisational and external environment in which AMSA
operates.
Environment
The discussion of the operating environment is framed in a way that allows readers to
understand how this environment shapes the activities AMSA undertakes. For example, the
discussion of the operating environment in which it addresses Challenge 1 emphasises the
effect of cyclical downturns and uncertainty in global markets, which, in turn, affects the number
and nature of maritime vessels carrying freight to and from Australia. Information under the
heading ‘Implications – we must’ gives the reader a sense that AMSA is responding
appropriately to the changes in the global economic environment that are affecting sea freight
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in Australian waters. It is clear that AMSA is looking at more efficient ways to collect shipping
revenue, to respond to variations in the amount of levy revenue collected and to reduce the
burden on vessel operators.
Capability
Capability requirements and development are discussed in relation to each of the three
challenges. The plan includes tables summarising the projects designed to develop and
maintain capability that AMSA will implement to help address each challenge over the period
covered by the plan. Below is the table for Challenge 1 - Managing risks to [maritime] safety
and the environment.
Page 18
Performance
As a regulator, AMSA uses its corporate plan to also incorporate reporting requirements of
the Commonwealth Regulator Performance Framework. It does this by explicitly linking
performance measurement to the outcomes-based key performance indicators in the
framework:
1.
2.
3.
4.
5.
6.
reducing regulatory burden
effective communications
risk based and proportionate approaches
efficient and co-ordinated monitoring
transparency
continuous improvement.
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The table of performance measures in each challenge section includes a column with crossreferences to the applicable indicators. Below is the table for Challenge 1 - Managing risks to
[maritime] safety and the environment.
Page 19
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BUREAU OF METEOROLOGY (BoM)
BoM 2016–17 corporate plan
BoM’s plan is a good example of a corporate plan from an entity that relies on the development
and maintenance of capability to achieve its purpose.
Purpose
Capability
BoM is an entity that requires specific technical capabilities to undertake the activities
necessary for achieving its purpose. As such, its corporate plan has a strong focus on the work
it does to attract, develop and maintain these capabilities.
Page 21
For each key area, BoM outlines its current capability, its capability ‘aim’ and what it calls the
‘capability development pathway’, which includes outputs and measures of success.
−
−
−
The current capability establishes the baseline capability.
The capability ‘aim’ sets out the enhancements or changes that are planned over the
coming four years.
The capability development pathway sets out specified outputs to be achieved over the
life of the plan and the success measures that will be used to identify when capability is
developed as planned.
36
As an example, the capability pathway for the key area ‘ICT, data and information’ is provided
below.
Page 24
Environment
The discussion of environmental factors, under the heading ‘Environmental scan’, gives the
reader an understanding of the drivers of BoM’s capability requirements. For example, BoM
states that users of its services are:
expecting greater value for money, better targeting of services to individual requirements [and] immediate
access to localised information and services ... This is demonstrated by an increasing preference for highly
accessible visual services provided via multiple devices … The Bureau must continuously reassess user
requirements … to respond to user demands, including delivering services through an increasing number
of channels.
Page 9
This external trend clearly influences the capability BoM requires to deliver relevant services
to its users. A focus on developing user-driven forecast and warning services is readily
identified as a response to this trend.
37
Appendix A
Assessment criteria
Finance used the following criteria to guide its assessment of the quality of 2016–17 corporate
plans. Questions under four broad themes — the corporate plan as a whole, purpose
statements, operating context and performance information – were used as a guide to
analysing the content of plans and to identify examples of better practice.
THEME 1 – Corporate plan as a whole
General impression of quality
Quality compared to 2015–16
corporate plan
General impression of structure
 Does the corporate plan give the reader a clear
understanding of what the purposes of the entity are?
 Does the plan describe the activities the entity
undertakes to achieve its purposes?
 Does the plan explain the context in which the entity
operates?
 Does the plan show how the entity intends to measure
progress towards achieving its purposes?
 Does the plan explain how the entity will know when it
has achieved its purposes?
 Is the entity’s 2016–17 plan an improvement on its
2015–16 corporate plan?
 If yes, in what ways has it improved?
 Is the structure of the 2016–17 corporate plan different
to that of the 2015–16 plan?
 If yes, is the structure of the 2016–17 plan based on
guidance and suggestions provided by Finance?
 Does the structure of the plan facilitate access to
information in the plan?
 Does the structure enable the reader to understand
how each element of the plan connects to the entity’s
purposes?
THEME 2 – Purpose statements
Clarity and conciseness
 Do the purpose statements convey information in a way
that is easy to understand and interpret?
 Are the purpose statements succinct but sufficiently
comprehensive?
Distinct Purposes
 Are the entity’s purposes easy to find (for example, not
embedded in several paragraphs of descriptive text)?
38
Purposes clearly indicate impact
when achieved
 Do the purposes convey a sense of what effect or
influence is to be achieved, for whom and when?
 Is the reader able to understand what difference is
made when the purposes are achieved?
THEME 3 – Operating context
Relationship between environment
and purposes
 Is it clear how the entity’s operating environment affects
and shapes the activities it undertakes to achieve its
purposes?
Link between capability and
purposes
 It is clear that the entity has an understanding of the
capability required to undertake activities to achieve its
purposes?
 Does the plan describe how the capability needed to
achieve the entity’s purposes will be sourced or
developed?
Risks
 Does the discussion of risk extend beyond identifying
formal oversight and management of enterprise risk?
 Does the plan give a sense of what specific risks affect
the entity’s ability to achieve its purposes, and what is
being done to manage and mitigate those risks?
Collaboration
 Does the plan give a sense of how the entity works with
others – across the Commonwealth and with state and
territory jurisdictions, the private sector and not-forprofit organisations – to achieve its purposes?
THEME 4 – Performance information
Contribution of activities to
purposes
Appropriateness
 Are the activities through which the entity achieves its
purposes easily identifiable?
 Is it clear how the activities contribute to achieving the
entity’s purposes?
 Is the performance information relevant – i.e. does it
clearly demonstrate who will benefit from the entity’s
activities, how they will benefit and why?
 Is the performance information reliable – i.e. does it
use information sources and methodologies that are fit
for purpose and verifiable?
39
 Is the performance information complete – i.e. does it
help stakeholders judge whether the purposes of the
entity are being achieved?
 Is there an appropriate mix of short-term, medium-term
and longer-term quantitative and qualitative
performance measures?
Improvements since 2015–16
 Does the performance information in the 2016–17 plan
represent a significant improvement on that in the
2015–16 corporate plan – i.e. is it clearly superior to the
2015–16 performance information?
40
Appendix B
2016-17 corporate plans included in qualitative analysis
Non-corporate Commonwealth entity - NCE (69)
Corporate Commonwealth entity – CCE (44)
Commonwealth Company – CC (8)
Total – 121 entities and companies
Portfolio
Agriculture and Water Resources
Attorney-General’s
Entity
Type
Department of Agriculture and Water Resources
NCE
Australian Pesticides and Veterinary Medicines Authority
CCE
Murray-Darling Basin Authority
CCE
Attorney-General’s Department
NCE
Administrative Appeals Tribunal
NCE
Australian Commission for Law Enforcement Integrity
NCE
Australian Crime Commission (Australian Criminal
NCE
Intelligence Commission)
Communication and the Arts
Australian Federal Police
NCE
Australian Financial Security Authority
NCE
Australian Law Reform Commission
NCE
Australian Security Intelligence Organisation
NCE
Australian Transaction Reports and Analysis Centre
NCE
Federal Court of Australia
NCE
National Archives of Australia
NCE
Office of the Australian Information Commissioner
NCE
Office of Parliamentary Counsel
NCE
Office of the Director of Public Prosecutions
NCE
Australian Human Rights Commission
CCE
Department of Communications and the Arts
NCE
Australian Communications and Media Authority
NCE
Australian Broadcasting Corporation
CCE
Australian Postal Corporation
CCE
National Gallery of Australia
CCE
National Library of Australia
CCE
National Museum of Australia
CCE
Old Parliament House
CCE
41
Communication and the Arts cont.
Defence
Screen Australia
Australia Business Arts Foundation Ltd
CC
Bundanon Trust
CC
NBN Co Limited
CC
Department of Defence
NCE
Department of Veterans’ Affairs
NCE
Australian War Memorial
CCE
Australian Military Forces Relief Trust Fund
CCE
Defence Housing Australia
CCE
Royal Australian Air Force Welfare Trust Fund
CCE
Royal Australian Navy Central Canteens Board
CCE
AAF Company
Education
CCE
CC
Department of Education and Training
NCE
Australian Research Council
NCE
Tertiary Education Quality and Standards Agency
NCE
Australian Institute of Aboriginal & Torres Strait Islander
CCE
Studies
Employment
Australian Curriculum, Assessment & Reporting Authority
CCE
Department of Employment
NCE
Workplace Gender Equality Agency
NCE
Office of the Fair Work Building Industry Inspectorate
NCE
Fair Work Commission
NCE
Coal Mining Industry (Long Service Leave Funding)
CCE
Corporation
Environment and Energy
Finance
Comcare
CCE
Department of the Environment and Energy
NCE
Bureau of Meteorology
NCE
Clean Energy Regulator
NCE
Climate Change Authority
NCE
Great Barrier Reef Marine Park Authority
NCE
Australian Renewable Energy Agency
CCE
Clean Energy Finance Corporation
CCE
Director of National Parks
CCE
Sydney Harbour Federation Trust
CCE
Department of Finance
NCE
Australian Electoral Commission
NCE
Future Fund Management Agency
NCE
42
Finance cont.
ASC Pty Ltd
Foreign Affairs and Trade
Department of Foreign Affairs and Trade
NCE
Austrade
NCE
Export Finance and Insurance Corporation
CCE
Tourism Australia
CCE
Department of Health
NCE
Australian Aged Care Quality Agency (Quality Agency)
NCE
Australian Sports Anti-Doping Authority
NCE
Cancer Australia
NCE
National Health and Medical Research Council
NCE
National Mental Health Commission
NCE
Australian Commission on Safety and Quality in Health
CCE
Health
CC
Care
Australian Institute of Health and Welfare
CCE
Australian Sports Commission (Australian Institute of Sport)
CCE
Food Standards Australia New Zealand
CCE
Independent Hospital Pricing Authority
CCE
Australian Sports Foundation Limited
CC
Immigration
Department of Immigration and Border Protection
NCE
Industry, Innovation and Science
Department of Industry, Innovation and Science
NCE
Geoscience Australia
NCE
Australian Institute of Marine Science
CCE
Australian Nuclear Science and Technology Organisation
CCE
Commonwealth Scientific and Industrial Research
CCE
Organisation
Infrastructure and Regional
Department of Infrastructure and Regional Development
NCE
National Capital Authority
NCE
Airservices Australia
CCE
Australian Maritime Safety Authority
CCE
Infrastructure Australia
CCE
National Transport Commission
CCE
Development
Parliamentary Departments
Australian Rail Track Corporation Limited
CC
Moorebank Intermodal Company Limited
CC
Department of Parliamentary Services
NCE
Department of the House of Representatives
NCE
Department of the Senate
NCE
Parliamentary Budget Office
NCE
43
Prime Minister and Cabinet
Social Services
Treasury
Department of the Prime Minister and Cabinet
NCE
Australian National Audit Office
NCE
Australian Public Service Commission
NCE
Central Land Council
CCE
Indigenous Business Australia
CCE
Northern Land Council
CCE
Torres Strait Regional Authority
CCE
Department of Social Services
NCE
Department of Human Services
NCE
Australian Institute of Family Studies
NCE
National Disability Insurance Agency
CCE
Department of the Treasury
NCE
Australian Bureau of Statistics
NCE
Australian Competition and Consumer Commission
NCE
Australian Office of Financial Management
NCE
Australian Prudential Regulation Authority
NCE
Australian Securities and Investments Commission
NCE
Australian Taxation Office
NCE
Commonwealth Grants Commission
NCE
National Competition Council
NCE
Royal Australian Mint
NCE
Office of the Auditing and Assurance Standards Board
NCE
Australian Reinsurance Pool Corporation
CCE
Reserve Bank of Australia
CCE
44