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:
|
|
Department of Finance Corporate Plan 2022–23
The Department of Finance provides an example of a clear Introduction which sets out the plan’s reporting period, the reporting periods covered by the plan and that the plan is prepared under paragraph 35(1)(b) of the PGPA Act.
Department of Education Corporate Plan 2022–23
The Department of Education’s purpose statement clearly describes what they do and why they are here.
Department of the Prime Minister and Cabinet Corporate Plan 2022–23
The Department of the Prime Minister and Cabinet provides a clear and concise purpose statement.
Indigenous Business Australia Corporate Plan 2022–23
The Indigenous Business Australia purpose statement reflects IBA’s purposes as outlined in their enabling legislation. IBA’s purposes reflect why they were established.
The Department of Infrastructure, Transport, Regional Development, Communication and the Arts Corporate Plan 2022–23
The Department of Infrastructure, Transport, Regional Development, Communication and the Arts purposes clearly reflect the different functions and roles they undertake.
Attorney-General's Department Corporate Plan 2022–23
The Attorney-General’s Department (AGD) outlines the 5 key activities that help them to achieve their purpose. AGD describes each key activity and the associated activities that sit below.
Office of the Australian Information Commissioner Corporate Plan 2022–23
The Office of the Australian Information Commissioner (OAIC) clearly describe their 4 key activities and detail the associated activities.
Office of the Director of Public Prosecutions Corporate Plan 2022–23
The Office of the Director of Public Prosecutions (CDPP) clearly sets out their 2 high-level key activities. The CDPP provide a clear link between their purpose and key activities as those that help them to achieve their purpose.
Cancer Australia Corporate Plan 2022–23
Cancer Australia outlines their 4 high-level key activities in the context of their purpose statement and functions under their enabling legislation.
Department of Climate Change, Energy, the Environment and Water Corporate Plan 2022–23
The Department of Climate Change, Energy, the Environment and Water (DCCEEW) clearly set out their operating environment in the context of how they deliver on their purpose. DCCEEW acknowledge their operating context includes factors both in and out of their direct control which may impact their delivery.
Defence Housing Australia Corporate Plan 2022–23
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.
Australia Electoral Commission Corporate Plan 2022–23
The Australian Electoral Commission (AEC) includes a detailed discussion of the challenges, trends and factors which influence their environment in the context of delivering free, fair and impartial elections which is at the core of their purpose. The AEC also detail how they intend to respond to these factors and the reasons for doing so.
Department of Finance Corporate Plan 2022–23
The Department of Finance (Finance) outlines the strategies and plans they will implement to have the capability they need to deliver on their purpose across their workforce, people, integrity framework, business optimisation, data and information management, ICT and financial management.
Department of Education Corporate Plan 2022–23
The Department of Education (Education) acknowledges that through their people, structures, processes and technology, they ensure they have the capability to undertake their functions and deliver on their purpose. Education outline the relevant strategies under clearly identifiable areas of focus. Education also clearly identify the relevant strategies as they relate across the 4-year period of their corporate plan.
Bureau of Meteorology Corporate Plan 2022–23
The Bureau of Meteorology (the Bureau) 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 the Bureau aims to have and a capability development pathway.
Australian Electoral Commission Corporate Plan 2022–23
The Australian Electoral Commission (AEC) discuss the strategies and plans as they relate to their unique people and ICT capability needs.
Office of the Director of Public Prosecutions Corporate Plan 2022–23
The Office of the Director of Public Prosecutions (CDPP) outlines the capability strategies and plans it needs to deliver on its purpose. This includes a discussion of their investments across people, workforce planning, learning and development, diversity and inclusion and wellbeing.
Department of Education Corporate Plan 2022–23
The Department of Education (Education) outline their enterprise risk management arrangements, including how they manage emerging risks. Education clearly set out their enterprise-wide risks and mitigation strategies. Education also illustrate their operating risk environment, linking back to their purpose.
National Health and Medical Research Council Corporate Plan 2022–23
The National Health and Medical Research Council (NHMRC) clearly outline their key enterprise risks (strategic and operational) and risk tolerances across the 4-year reporting period. NHMRC describe their strategic risks, if realised, as those which would have a significant impact on achieving one or more of their purposes.
Department of Employment and Workplace Relations Corporate Plan 2022–23
The Department of Employment and Workplace Relations (DEWR) outlines it s operating risk environment. DEWR illustrate their enterprise risk management policy and framework.
Department of Climate Change, Energy, the Environment and Water Corporate Plan 2022–23
The Department of Climate Change, Energy, the Environment and Water (DCCEEW) illustrate the key stakeholders and partners they cooperate with to deliver on their purpose. DCCEEW provide examples of the key contributions under each group and the role it plays.
Australian Electoral Commission Corporate Plan 2022–23
The Australian Electoral Commission (AEC) clearly identify the key contributions and how they help them to succeed. The AEC discuss their contributions through cooperation across election events, electoral participation and outreach, and international engagement.
Murray-Darling Basin Authority Corporate Plan 2022–23
The Murray-Darling Basin Authority (MDBA) clearly illustrate their key partners: Communities, Advisory groups, Government, Research organisations, and Industry. MDBA also identify the key partners within each group.
Commonwealth Scientific and Industrial Research Organisation Corporate Plan 2022–23
The Commonwealth Scientific and Industrial Research Organisation (CSIRO) clearly identify their subsidiaries and their contribution to CSIRO’s purpose. CSIRO also outlines their subsidiaries’ jurisdiction of operation, equity holding, and goals and functions for additional context.
Indigenous Land and Sea Corporation Corporate Plan 2022–23
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.
Australian Research Council Corporate Plan 2022–23
The Australian Research Council (ARC) makes it clear that they do not have subsidiaries through the use of a readily identifiable heading and a short and to the point statement.
Department of Agriculture, Fisheries and Forestry Corporate Plan 2022–23
The Department of Agriculture, Fisheries and Forestry (DAFF) clearly identify Regulator Performance through outlining the regulator performance principles and requirements they need to report against through their corporate plan.
Office of the Director of Public Prosecutions Corporate Plan 2022–23
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.
Attorney-General's Department Corporate Plan 2022–23
The Attorney-General’s Department (AGD) discuss how they use proxy measures to support measuring their performance, especially related to efficiency. AGD clearly state their suite of measures are reviewed annually for currency and appropriateness. AGD also provide a clear line of sight between their corporate plan and PBS.
National Film and Sound Archive Corporate Plan 2022–23
The National Film and Sound Archive (NFSA) acknowledge that measuring effectiveness, or impact, can be challenging for arts and cultural institutions. The NFSA discuss how they use proxy measures to measuring their effectiveness. The NFSA do this through measuring visitors and online engagement, as research indicates that engaging with culture and creativity has a range of benefits for audiences.
Department of Infrastructure, Transport, Regional Development and Communications and the Arts Corporate Plan 2022–23
The Department of Infrastructure, Transport, Regional Development, Communications and the Arts (DITRDCA) has clearly set out in the plan that in some cases they are unable to establish targets, including where they are demand driven. Rather than specifying a target for these activities, it was determined that in such cases it was not reasonably practicable to do so. The performance of these activities will still be measured and the performance reconciled in the DITRDCA annual performance statements with associated analysis of the results.
Department of Agriculture, Fisheries and Forestry Corporate Plan 2022–23
The Department of Agriculture, Fisheries and Forestry (DAFF) use an Appendix to clearly outline the changes to their performance information since their 2021–22 Corporate Plan. DAFF also outline the rationale for any changes.
Australian Radiation Protection and Nuclear Safety Agency Corporate Plan 2022–23
The Australian Radiation Protection and Nuclear Safety Agency (ARPANSA) made a number of changes to their performance measures following their annual review. This was clearly set out in an appendix.
Australian Transaction Reports and Analysis Centre Corporate Plan 2022–23
The Australian Transaction Reports and Analysis Centre (AUSTRAC) outline their regulator performance reporting requirements in their corporate plan. AUSTRAC use a key to identify the performance measures linked to the principles of regulator best practice.
Department of Agriculture, Fisheries and Forestry Corporate Plan 2022–23
The Department of Agriculture, Fisheries and Forestry (DAFF) clearly identify regulator performance as outlining the regulator performance principles and requirements they need to report against through their corporate plan.
Australian Communications and Media Authority Corporate Plan 2022–23
The Australian Communications and Media Authority (ACMA) clearly identifies which regulator performance principle each performance measure relates to and the PBS links for a clear line of sight. ACMA also outline the rationale, methodology and data source for each measure.
Airservices Australia Corporate Plan 2022–23
Airservices Australia provides a good example of how to integrate a Statement of Expectation and responding Statement of Intent in a corporate plan.
Department of Climate Change, Energy, the Environment and Water Corporate Plan 2022–23
The Department of Climate Change, Energy, the Environment and Water (DCCEEW) outline their role as a regulator and the principles of regulator best practice in their corporate plan. DCCEEW clearly state that they will include performance information for their regulatory functions in their 2023–24 Corporate Plan.
