Guidelines for the development of corporate planning in the Department of Health and Community Services

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GUIDELINES FOR THE DEVE LOP ENT OF CORPORATE PLANNII\TG

IN Th : E

DEP RTMENT OF HEAL' IH AND COMMUN. 1TY SERVICES

() DOS7 - HISTORICAL COLLECTION

CENTRAL LIBRARY

1 3 OCT 1998

TERRITORY HEAL TH SERVICES

GUIDELINES FOR THE DEVELOPMENT OF CORPORATE PLANNING IN THE DEPARTMENT OF HEALTH AND COMMUNITY SERVICES

June 1987

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CONTENTS:

Foreword

Introduction

Why have a Corporate Plan?

Definitions

A Theoretical Model of Corporate Planning

The proposal for the Development of the Corporate Plan for the Department of Health and Community Services

Proposed Plan of Action

Conclusion

ATTACHMENT A

ATTACHMENT B

ATTACHMENT C

Department's Mission, Principles, Focus

Sample of Divisional Aims and Strategies

Sample of Program Description and Objectives

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FOREWORD:

In addition to providing on-going services, i t is essential for any large Government organisation to identify its long-term mission.

Having established a mission, i t is equally important that the right strategies are adopted in order to achieve it.

The development of a Corporate Plan provides a mechanism for senior staff to contribute towards achieving the departmental mission.

The corporate planning process requires the full participation of - senior management and can only be effective if all senior

managers are fully supportive of the concept and are prepared to put sufficient effort into its development and implementation.

I seek your commitment to this task.

KEITH FLEMING

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INTRODUCTION:

On 19 March, 1987, the Department of Health and Community

Services was created by the fusion of four departments which were providing a variety of health and community services.

In his Address of Reply to the Administrator, the Minister for Health and Community Services stated on 5 May 1987 in the

Legislative Assembly:

"Mr Speaker, a key objective of this Government is to provide an integrated network of health and community services.

The intent of these services is to mobilise available resources of individuals, families and community organisations in the best way possible to improve the health and social well-being of all Northern Territorians.

I am talking, Mr Speaker, of the quality of community life in the Northern Territory.

These services are the basics upon which people will rely as the Territory continues to become a more attractive place in which to settle and invest, a place where people can seek the good life for themselves and their families.

Mr Speaker, this is the context of the Government's decision to amalgamate four departments to form the new Department of Health and Community Services.

With the amalgamation of these four departments, Mr. Speaker, the Government's resources designed to provide services for those in need of social and physical care can work more closely together.

The 'one stop shop' concept of health and community services has long been promoted by the World Health Organisation as the most effective system.

The key result, Mr Speaker, will be more efficient delivery of such services.

This means:

greater value for the Territory's service dollar;

better opportunities to develop and maintain the quality of Territory life, and;

services in line with this Government's policy to cut red tape and the unnecessary bureaucratic barriers of the past."

In order to achieve integration, the new department quickly moved to establish eight central office divisions and four regions. A major and initial priority was to maintain the existing service

levels.

Planning for the future is an essential requirement of the new department. Attention needs to be paid to the suitability of many of the services currently provided, some of which are not subject to review or forward planning and may only be continuing because of vague notions of need which were established earlier in the life of the service. The corporate planning process

contribute~ to review and integration of services and can help to ensure that resources are channelled to priority areas.

The need to rationalise services is given further impetus by the current economic climate which demands service review in order to reduce expenditure. It is in-this environment that a Corporate Plan needs to be developed; clearly, the plan must be realistic and not a "wish-list".

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WHY HAVE A CORPORATE PLAN?

The reason a corporate plan should be developed is that the benefits of the process more than justify the investment.

Some of the benefits of a corporate plan are that it:

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assists management to focus on purpose and direction rather than merely solving daily problems;

can enhance morale and motivate staff;

provides a basis for the measurement of performance;

provides staff with an opportunity to have input into the decision making process;

identifies targets;

assists in the appropriate allocation of resources;

assists a department in providing accountability to the public and Government;

provides all staff with information about the organisation of which they are part and enables them to view the

contribution they are making.

DEFINITIONS:

There is no agreed set of definitions of terms commonly used in the planning process. The following definitions can, however, be established as constants for the purpose of the exercise:

Corporate Planning

(sometimes called strategic planning, corporate management planning)

Aims (sometimes called goals) and Objectives

Strategies

the process by which an organisation identifies its present position, creates a vision of its future, and develops the necessary structure, resource

allocations and programs to achieve that future.

an aim is a preferred long- term situation which an organisation's efforts sets out to achieve.

an objective is a specific, measurable achievement by a certain date.

(using these definitions of aims and objectives, i t is clear that objectives will have:

a) specificity - stated in terms of outcomes

b) a time frame c) measurability)

the way in which an

organisation achieves its aims.

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Principles

Program

Sub-Program

Performance Indicator

the underlying aims and strategies adopted by the Department to achieve its mission.

a grouping of related sub- programs or activities which contribute to the achievement of the Department's mission.

a grouping of related

components which contribute to the achievement of program objectives.

the pre-defined measure of achievement of program objectives.

A THEORETICAL MODEL OF CORPORATE PLANNING:

Many references outline a corporate planning process similar to Figure 1.

FIGURE 1 - MODEL FOR CORPORATE PLANNING

1 . UNDERTAKE an ENVIRONMENTAL SCAN

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consider relevant Government Policy ' identify client needs

/ identify strengths, weaknesses, opportunities, threats

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key issues

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2. IDENTIFY MISSION

I!\ AIMS

OBJECTIVES

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3 • SELECT OPTIMUM STRATEGIES to achieve mission, aims, objectives

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0:: 4. DEVELOP PROGRAMS and SUB-PROGRAMS

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5. ALLOCATE RESOURCES

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6. IMPLEMENT PROGRAMS

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and SUB-PROGRAMS:=]

, ; ~ 7. EVALUATE ACHIEVEMENT of AIMS/OBJECTIVES

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As Figure l indicates, the corporate planning process is one of defined stages bound together in a cycle of direction, activity, evaluation of activity, and review of direction. Corporate

planning is a tool for management to monitor its performance and priorities and to redefine its direction. Beringer, Chomiak and Russell in their book "Corporate Management - the Australian Public Sector" describe the process well by using the analogy of a modern weapon system that uses continual feedback and

adjustment to track a moving target.

Corporate planning incorporates a series of processes that are continuous and repetitive. To be effective, a corporate plan needs to be continuously updated to maintain its relevance and accuracy.

The Queensland Department of the Public Service Board requires that departments go through a corporate planning process. The guidelines the Board has produced to facilitate the process state:

"The first stage of Strategic Planning - scanning the environment and formulating the organisational direction - is the most vital in the whole strategic planning process. If these steps are not completed properly, major problems will occur further down the planning track as the strategies developed will most probably not have a sufficient firm base upon which to operate.

Formulating the organisation's direction may seem a complicated and time consuming activity, but the hard work will pay off for management in the long term. It is vital that the senior

management of organisations take the time to look seriously at the business they are in, to analyse critically all the factors which are impacting on their organisation, and to clarify the organisation's future direction."

THE PROPOSAL FOR THE DEVELOPMENT OF THE CORPORATE PLAN FOR THE DEPARTMENT OF HEALTH AND COMMUNITY SERVICES:

The Government and Department have already accepted the following mission statement:

~romote individual and conununity well-being

A set of principles has been developed (refer ATTACHMENT A).

From that point we can progress to the development or maintenance of programs either operating or planned within those strategies, as outlined in Figure 2.

FIGURE 2 : CORPORATE PLAN MODEL FOR DEPARTMENT OF HEALTH AND COMMUNITY SERVICES

COMMUNITY NEEDS

DEPARTMENTAL PRINCIPLES

. Aims

. Strategies

DEPARTMENTAL FOCUS

PROGRAMS

SUB-PROGRAMS

GOVERNMENT POL~CY

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A check will need to be made later to ensure that the corporate plan is:

compatible with the Department's organisational structure, consistent with divisional/regional aims, strategies and contributions to programs.

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PROPOSED PLAN OF ACTION:

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4.

Activity

Present draft guidelines to a Management Meeting to evoke interest in the corporate plan, seek input, gain commitment.

Completion Date 22 June

Consult with individual 27 July Divisional Heads/Regional

Directors and their Branch Heads to convey the

processes to be followed to develop divisional/

regional aims and strategies.

Each Divisional 31 July Head/Regional Director

to arrange for

branch heads/program managers to compile program documentation.

Compile document for presentation to

management.

14 September

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Comment

It is essential that Branch Heads be fully involved in this process.

(Example at ATTACHMENT B) Documents to state program description, issues/trends, program

objectives, relevant target dates and sub- programs.

(Example at ATTACHMENT C)

On completion of the above steps, management will be provided with a situational document which describes what the Department

is currently doing, and what is proposed.

The next phase will entail the development of performance

indicators for each program, and a systematic method of program evaluation to measure the achievement of program objectives.

This exercise will extend to the sub-program level. Equipped with this information, management can then consider if the entire plan from mission to programs is consistent and appropriate given the environment of the time. If i t is not, changes to the

mission, aims, objectives, strategies and programs will need to be made.

Since the creation of the Department, management attention has focused on issues such as:

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determining organisational structure matching people with positions

establishing workable channels of communication maintaining existing services

responding to budgetary constraints

relocation of sections of the Department information sharing

However, a further area in which senior management commitment will be a sound investment is the development of the Department's corporate plan. The corporate plan process will:

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clarify and publicise the Department's directions

ensure that programs are consistent with the direction facilitate decision-making by senior management

establish criteria for performance measurement provide a basis for program budgeting

Corporate planning is based on the thesis that the performance of an organisation should be measured and assessed in terms of its output. Through effective staff participation, the corporate planning process provides a means for optimising outputs thereby

improving the Department's overall performance.

The corporate planning process has an important role to play in binding together the Department. All staff need to be able to

see the Department as a corporate whole and understand how their contribution or service fits into the overall .purpose; the

corporate plan should meet this challenging task .

. . . . QJK!1j.~ ... .

D.K. MEDWELL ·

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S. MOO

Policy Review & Development Policy Review ^& Development

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ATTACHMENT A

DEPARTMENT OF HEALTH & COMMUNITY SERVICES 10 April 1987

MISSION:

PROMOTE INDIVIDUAL AND COMMUNITY WELL-BEING

PRINCIPLES:

Aims

1. Strengthen and support the efforts of individuals, families and community groups to influence positively their health and well being.

2 • Ensure co-ordination of policy development and service

delivery between Commonwealth, Territory and non-government agencies with maximum use of non-governmental agencies and client input.

3. Ensure decision making, co-ordination and accountability at regional level by maximum delegation.

Strategies

i) Provide appropriate and effective staff and services of high quality, integrating disciplines and skills so that

referrals, overlapping servicing and uncertainty in process are minimised.

ii) Develop common entry points which provide convenient and improved access to the whole range of departmental advice and services (one stop shop concept).

iii) Rationalise administration, building, vehicles and support services for greater cost-effectiveness.

iv) Develop adequate integrated data systems for policy development, program evaluation and research to ensure programs are leading to achievement of the department's mission.

FOCUS:

Develop and implement integrated programs to:

a) minimise the number of people in institutional care, b) improve Aboriginal well-being; and

c) improve the effectiveness of the grant-in-aid scheme.

ffiRPORATE PIAN: DIVISICH\L AIMS & S'I'RATEXiIIB SHEEI'

DIVISictl: POLICY REVIEW AND DEVELJJIMENI'

The Policy Review and Developnent Division exists to develop an overall perspective of the structure and workings of the provision of Health and Ccmnunity Services to the Northern Territory, thereby creating the rreans to undertake shorter and

longer tenn planning at all levels of the Department.

DIVISICH\L AIMS l.

2.

3.

4.

To achieve quality analysis of departmental policies

To develop a plan of the Department's future directions

To establish an approach to program evaluation

To analyse econanic issues and requirements relevant to the Department

DIVISICH\L S'l'RA'l'EUIIB

(a) by establishing standards for policy review and develq:ment

(b) by undertaking specific policy reviews and policy developnent projects

(a)

(a)

by co-ordinating the developnent of divisional aims and strategies, program objectives,

perfonnance indicators and resource implications in a corporate plan stat6Tent

by providing advice on appropriate methodologies to be used for program evaluation

(b) by performing evaluations of selected programs

(a)

(b) (c)

by co-ordinating the developnent of submissions to the NT Treasury in relation to Grants Cannission matters

by rronitoring the cost-effectiveness of the Department

by m::rlelling departmental resource reguirenents and projecting alternative departmental strategies

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CDRPORATE PLAN : DIVISICNAL AIMS & STRATEXHES SHEET

DIVISICN: POLICY REVIEW AND DEVEIDIMENI'

DIVISICNAL AIMS 5.

6.

7.

To provide an efficient information service at all levels of the Department

To ensure that data collections throughout the depa~nt are established to ~et identified management and legislative requirenents

To provide a service which meets departmental requirerrents for all fonns of visual material

DIVISICNAL STRA'.['El;lES

(a) by analysis, design and developnent of sma.11 and large scale systems

(b) by providing technical expertise for and

co-ordination of carputing related hardl,..rare and software acquisition, use and maintenance

( c) by developing integrated manageuent and reporting systems

(a) by reviewing existing departmental data collections to achieve improved accuracy, standardisation and streamlining

(b) by analysing data to provide information for d e ~ n t a l policy formulation and review

(a) by assisting in the design and layout of

d e ~ n t a l publications and display materials (b) by providing technical advice on and co-ordination

of departmental printing requirerrents

(c) by ensuring that all departmental forms are reviewed on a cyclical basis

CORPORATE PLAN PROGRAM SHEET

PROGRAM TITLE: CRISIS ACCOMMODATION - SUPPORTED ACCOMMODATION ASSISTANCE PROGRAM (SAAP) DIVISION: COMMUNITY SERVICES

BRANCH: GRANTS POLICY

PROGRAM DESCRIPTION

SAAP is a national program which addresses the needs of hareless people in Australia for short and m:rlium tenn accc:nm:dation, and provides related support

services.

Services funded include

~ ' s refuges, youth refuges and overnight shelters.

SMP is a program linked

to the Crisis

Accamndation Program (CAP) of the Depa.rbrent of Lands and Housing which provides capital funding for buildings and other facilities.

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ISSUES/TRENDS

Concern is increasing at the gro.,..,ing nt.nnber of people not having access to adequate rredium-tenn accc:nm:dation.

All funded services are in urban centres.

Research into the appropriateness of the program for rem::::>te carrm.mities has recently been approved.

There is develop standards

a need to ai:propriate (and perfonnance indicators)

for funded services.

The establishment of an award for shelter workers is being considered interstate.

PROGRAM OBJECTIVES

To provide a range of supported acc~ation and related support services to rren, vJaren and their dependents, and young people who are either pennanently hareless or temporarily hareless as a result of a crisis and who need such assistance to rrove to.vards independent living where possible and appropriate.

RJI'E: Program objectives should:

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contribute to the mission and principles

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be rreasurable over tirre and have absolute target dates

* be realistic and achievable

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be easily understood, i.e. free fran

technical language or jargon

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RELEVANT TARGET DATES

1. Evaluation of program in N.T.

by 29 July 1987.

2. National

evaluation to be finalised January 1988.

3. Client data collections:

first tables to be developed by July 1987.

CONTACT

OFFICER: JIM PEARSE

LISTING OF SUB-PROGRAMS

Wanens flrergency Services Program

(WESP)

Youth Supported Acccmrodation Assistance Program

(YSMP)

General Supported Accc:nm:dation Assistance Program

(GSAAP)

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