Corporate Plan 2008/09 - 2011/12

High quality and timely Budget Estimates and policy advice to support effective budget decision making and financial management.

Positive feedback from ministerial and other stakeholders concerning the quality and timeliness of Budget Estimates and advice.

Professional working relationships with agencies.

Budget Estimates process and documentation delivered in accordance with the requirements and timetable agreed to by Cabinet, including accuracy indicators, which reflects the funding requirements of all Australian Government decisions.

Implementation of Operation Sunlight initiatives that improve the transparency of government budget information.

Support effective economic and fiscal governance in Indonesia, Papua New Guinea and other Pacific Island countries.

Positive feedback from host governments that the support provided is building the capacity of staff and institutions.

Accurate, timely and complete external financial reports and consistency in accounting treatments across the general government sector.

Achieve the reporting targets set by the government from time to time and comply with statutory obligations under the Charter of Budget Honesty Act and the Financial Management and Accountability Act.

Timely provision of the underlying cash balance to the government.

Australian Government’s deregulation agenda is implemented.

Review of the stock of regulation completed by July 2008 and the One-in One-out process implemented by September 2008.

A financial governance framework that robustly delivers confidence in the use of Australian Government resources.

Stakeholders provide feedback that budget information is more useful and review reports are accepted and the majority of the recommendations are accepted and implemented.

Parliamentary and public confidence in the Australian Government’s use of resources.

A procurement policy framework for agencies to achieve value for money in supporting the delivery of government services.

Effective use of Australian Government resources in procurements through competition, transparency and ethical behaviour.

Efficiency through the provision of a whole-of-government procurement reporting system.

Effective management, ownership and divestment of government assets relating to government enterprises, property and land assets.

Completion of sales on time and within budget to meet government objectives.

Commercial returns from investments in government enterprises, property and listed portfolios.

Positive feedback from ministers concerning the quality and timeliness of advice.

Efficient management of the government’s non-Defence property portfolio to achieve required rate of return.

Effective delivery of major construction projects assigned by the government.

Delivery of projects to meet stakeholder requirements on time, on budget and within quality parameters.

Provide high quality insurance services and risk management advice for agencies.

Provide appropriate insurance cover to government agencies that is broadly comparable to commercial insurance; and manage capital targeted to minimise any call on the budget.

Improved risk management practices within agencies.

Special Claims issues are managed effectively.

Provision of high quality and timely advice to the government and completion of cases within specified timeframes.

Provision of infrastructure and professional support services to parliamentarians and their staff.

Positive feedback from clients, measured using qualitative research and quantitative (call register) data.

Continuous improvement of the parliamentary entitlements framework based on the principles of Flexibility, Accountability, Cost effectiveness, Transparency and Simplicity (FACTS).

Successful implementation of entitlements framework improvements agreed by the government.

Effective management of entitlements.

Continuous improvement of internal business processes underpinning delivery of services.

Successful implementation of business process improvements.

Achieve appropriate key performance indicators.

Effective administration of non- discretionary grants on behalf of the department.

Grants paid and acquitted in accordance with program guidelines and grant deeds. 

Effective delivery of government information and services online.

Australia rated highly in independent government ranking studies.

Increased take-up of the internet for contact with government is at least 75% of any growth in broadband connectivity.

More than 60% of Australians indicate awareness of the Australian Government entry point, www.australia.gov.au.

Value for money for the government from ICT investment and procurement.

Co-ordinated procurement arrangements for ICT implemented.

Any savings targets from co-ordinated procurement that were agreed with government are achieved.

Improved ICT project management in the Australian Public Service (APS).

Australian Government agencies apply whole-of-government frameworks, standards, principles, guidelines and tools.

Value for money targets from investment in ICT are realised.

Enhanced capacity of the APS workforce to deliver ICT programs.

Over 90% of apprentices who complete their apprenticeship are recruited as ongoing APS employees.

Increased productivity across the department to meet the efficiency dividend target and provide resources for high priority outputs.

Implement identified productivity improvement projects.

Greater business productivity by better delivery of services through more effective investment in information technology.

Project delivery and customer satisfaction.

Reduce overhead costs.

Overheads to continue to reduce on a full time equivalent basis.

Annually review recruitment and retention strategies to ensure outcomes and needs remain relevant.

Reduce Finance’s turnover rate by 1% each year for the next three years.

Increase the retention rates for entry-level recruits engaged through targeted campaigns (such as graduates, Career Starters, accountants and IT apprentices) each year for the next three years.

Ensure that Finance’s remuneration and working arrangements remain competitive.

Improve feedback from the Finance Staff Survey on key employee satisfaction and engagement measures.

Effective delivery of appropriate learning and development opportunities to enhance the skills and capabilities of all staff.

Learning and development program is linked to Finance’s valued behaviours.

Expenditure on formal (off the job) learning and development is greater than 1.5% of departmental running costs.

Finance staff respected for expert and ethical advice across the APS.

Ministers’ satisfaction with the quality, relevance and timeliness of advice for Australian Government decision-making.

Feedback from other Finance stakeholders and external agencies is positive and consistent with Finance’s valued behaviours.

All staff performance agreements contain a commitment to responsibilities as set out in the APS Code of Conduct.

Promote and support a safe and healthy workplace.

Improved feedback from the Finance Staff Survey on key employee satisfaction and engagement measures, particularly in relation to work life balance and organisational change.

Manage OH&S matters in accordance with the provisions and targets set out in the Finance OH&S Strategic Plan.

Improved accuracy, currency and effectiveness of Finance’s published information, including our websites and in other publicly available forms.