Strategic Plan - Directions to 2014 by lindash


Strategic Plan - Directions to 2014

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                       DIRECTIoNS To 2014
‘Protecting and enhancing Australia’s environment, heritage and culture’

It is not overstating the case to say that this   Strategic Priorities
department has the most ambitious and
challenging agenda in its existence.              The department has a number of clear
As Australia transforms to a low pollution
                                                  1. Rolling out the government’s key policies
economy and recovers from the effects
                                                     and programs for energy efficiency,
of the global economic downturn, the
                                                     waste and heritage reforms – both to
department has carriage of policies and
                                                     stimulate the economy and create a more
programs that will be central to how we
                                                     sustainable built environment.
shape our future.
                                                  2. Addressing adaptation to climate change
This plan brings together for the first time         including through water policy reform
our corporate and our policy agenda in one           and implementation of water programs –
document. It sets out where we want to be in         we are engaged in a revolution in water
five years time and sets out clear targets for       management across state boundaries and
the coming year.                                     in urban environments.

This plan describes what the department           3. Developing better ways to protect our
expects of us as Australian public servants,         unique biodiversity, including through
as policy advisers, program managers,                better engagement with our stakeholders
administrators, reformists, planners,                and through the review of the EPBC Act.
scientists, communicators, rangers …              4. Establishing an environmental information
whatever our roles might be.                         capability for the development of national
                                                     environmental accounts and outlooks
It also outlines guiding principles on               to improve targeting and evaluation of
how we want to work.                                 government spending.

5. Developing and supporting Australian            A Renewed Commitment
   creativity and cultural expression,
                                                   to Planning
   including greater recognition of the
   important role which the arts play in the       This plan gives us a framework for the future
   Australian economy.                             and a blueprint for the 2009–10 financial
6. Developing and improving organisational         year. I expect that its contents will be fully
   effectiveness particularly by responding to     captured in divisional, branch, section and
   the outcomes of the 2008 staff survey.          individual plans.
7. Developing innovative policy addressing         The plan is also a living document, and
   emerging issues and government priorities       as part of the department’s renewed
   while recognising the imperative to be          commitment to strategic planning it will be
   fiscally responsible.                           updated annually. This will be an opportunity
                                                   to retest our priorities, check our progress
The department has many other core
                                                   against our key performance indicators
regulatory, program, policy and management
                                                   and where necessary revise our strategic
functions which require substantial ongoing
effort. The fact that these are not specifically
identified as strategic priorities does not        I look forward to working with you as we put
diminish their importance.                         the plan into action.

2 | Strategic Plan – Directions to 2014
‘Protecting and enhancing Australia’s environment,
heritage and culture’

The department’s primary roles are best conceptualised through the five outcomes we aim to
achieve and an overarching corporate outcome:

Outcome 1: Conserving our natural assets

Outcome 2: Living and working sustainably

Outcome 3: Protecting Antarctica

Outcome 4: Adapting to a future with less water

Outcome 5: Protecting and enhancing Australia’s culture and heritage

Corporate Outcome: Improving Organisational effectiveness


In addition to the Australian Public Service    We are evidence-based
(APS) values and APS Code of Conduct, we        • We are a valued and respected source
adhere to the following guiding principles:       of policy and program advice. We
                                                  provide robust policy advice and program
We value our people                               implementation based on best available
• We build a strong performance culture           evidence.
  focused on recognising, rewarding and
  developing staff, including leadership        We are effective managers
  and capability development. We respect        • Our financial and information management
  and encourage diversity in our working          practices and business systems meet
  environment and encourage a healthy             legislative and best practice requirements
  work-life balance.                              for allocating resources efficiently,
                                                  effectively and ethically to achieve the best
We deliver                                        outcomes for government. We manage
• We deliver high quality environmental,          our strategic risks.
  water, heritage and arts programs to the
  Australian community.                         We set the direction and plan for
                                                the future
We value our stakeholders                       • All areas of the department have
• We value and actively engage with               appropriate business plans developed
  our stakeholders. Our staff work                as part of the annual planning process,
  collaboratively and constructively across       providing a clear connection to
  the department, all levels of government        departmental outcomes and our corporate
  and with the community. We understand           and governance priorities. They are
  that our policies and programs have             actively managed and kept up-to-date.
  implications for business. We actively look
  to minimise the regulatory burden, and
  seek win-win outcomes where possible.

4 | Strategic Plan – Directions to 2014
We are innovative
• We strive for innovative policy solutions
  and ideas for our areas of responsibility
  and to improve our organisation.

We lead by example
• We pursue environmental best practice,
  manage environmental impacts from
  our office management and general
  operations, and best practice in the
  management of our cultural and heritage

We achieve excellence
• As individuals we strive to find effective
  solutions to problems. We adapt and
  respond to shifting priorities, listen to,
  and respect, the views of others, and
  contribute in positive ways to the work


The DEWHA Strategic Plan draws on the Portfolio Budget Statements, the government’s
election commitments and the priorities identified by the ministers and the department’s
senior executive. The plan guides and drives common threads across the work plans for each
division, branch, section and individual, as shown in the diagram below.

                            MINISTERS’                      ELECTION                  PORTFOLIO BUDGET
                            PRIORITIES                    COMMITMENTS                    STATEMENTS
                         Key strategic issues            Priorities for current              Describes our
                        identified by ministers         term identified by the            outcomes/program
                         and the government                  government                   framework and the
                                                                                            basis for funding

                                                        SEMM PRIORITIES
                                              High level strategic policy and direction
                                                    setting for the department.

                                                         EMG PRIORITIES
                                               Monitoring performance and reviewing
                                              significant issues across the department
                                                             and portfolio

                                                         STRATEGIC PLAN
                      Key strategic issues and priorities at the departmental level, including priorities for the
                                    coming year identified and agreed by the senior executive.

                                         DIVISION / BRANCH / SECTION WORK PLANS
                        Outlines key divisional/branch/section activities and projects for the coming year.
                                 Strategic priorities identified in the strategic plan are addressed

                                           INDIVIDUAL PERFORMANCE AGREEMENT
                                            Individual role in achieving work objectives

6 | Strategic Plan – Directions to 2014
The executive leadership of the department        Our operations and performance are
uses a number of mechanisms to ensure             supported by a number of key corporate
appropriate implementation of our planning,       documents including the following:
the most significant of which are:
• Senior Executive Management Meeting             Chief Executive Instructions
  (SEMM): meets weekly, comprises the
                                                  The Chief Executive has overall
  Secretary, deputy secretaries and the two
                                                  accountability and responsibility for financial
  corporate division heads.
                                                  stewardship in the department. The Chief
• Executive Management Group                      Executive Instructions (CEIs) derive their
  (EMG): meets fortnightly, comprises the         authority from the Financial Management
  Secretary, deputy secretaries and heads         and Accountability Act 1997 (FMA Act) are
  of all divisions of the department, including   issued to promote the efficient, effective and
  the Director of National Parks and the          ethical use of Commonwealth resources.
  Supervising Scientist, plus the Chairman
  of the Great Barrier Reef Marine Park           Service Charter
                                                  The Charter sets out the standard of service
                                                  that can be expected from the department,
                                                  information on the services provided by
                                                  the department and the opportunity to
                                                  provide feedback on the performance of the

DEWHA Project Management                          Workplace Diversity Plan
                                                  The Workplace Diversity Plan ensures that
The Framework provides guidance for               the diversity of our organisation’s workforce
project management within the department,         is recognised and embraced.
supporting the achievement of project and
organisational goals and assisting in giving      Risk Management Policy
greater assurance to stakeholders that
                                                  The Risk Management Policy provides a
resources are being managed effectively.
                                                  consistent and systematic framework for risk
                                                  management in the department in order to
Information and Communication
                                                  promote the efficient, effective and ethical
Technologies (ICT) Strategic Plan
                                                  use of Commonwealth’s resources while
The ICT Strategic Plan provides a foundation      also promote the adoption of better practice
for ICT service delivery over the next three      principles within the department.
years and a planning structure that guides
technology investment.                            DEWHA Fraud Control Plan
                                                  This plan is in place to help reduce the
International Activities Workplan
                                                  risk of fraud against the department, in
The Workplan outlines the portfolio’s             line with the government’s statutory and
objectives, strategies and key priorities for     policy requirements under the Financial
engaging at the international level on issues     Management and Accountability Act 1997.
of significant interest.

DEWHA Strategic Workforce Plan
The Strategic Workforce Plan ensures DEWHA
has the workforce capability to achieve current
and future business outcomes.

8 | Strategic Plan – Directions to 2014
Conserving our natural assets

Biodiversity and Ecosystems:                    In 2009–10 we will do this by:
                                                • Sustainable management of natural
The conservation and protection                   resources and the environment, particularly
of Australia’s terrestrial and marine             through achievement of targets established
biodiversity and ecosystems through               in the Caring for our Country business plan.
research, developing information,               • Effective environmental regulation
                                                  especially in relation to matters of national
supporting natural resource
                                                  environmental significance.
management, regulating matters of
                                                • Developing marine bioregional plans
national environmental significance               to guide ministerial and government
and establishing and managing                     decision-making and support the
Commonwealth protected areas.                     identification of marine protected areas.
                                                • Building and researching the
                                                  national reserve system, managing
Where we want to be in 2014:
                                                  Commonwealth terrestrial and marine
• We are an international leader in               protected areas and effective off reserve
  biodiversity conservation.                      and ex-situ management.
• We base our natural asset policy, planning    • Adopting an integrated approach to the
  and management on landscapes,                   protection and management of Australia’s
  seascapes and ecosystem function.               natural assets across the portfolio.
• A comprehensive information base              • Progressing the biodiversity policy agenda
  across our continent and oceans that            and finalising the review of the EPBC Act,
  supports effective decision-making, spatial     and raising the profile of the economic, social
  management and conservation.                    and cultural importance of biodiversity.
• Our work is coordinated and                   • Playing a constructive and active role in
  communicated effectively between                international biodiversity forums.
  all stakeholders including the
  Commonwealth, states and territories,
  local, regional and national partners.

In 2009–10 we will measure                       Challenges ahead:
success by:                                      • Embedding the Caring for our Country
• Caring for our Country delivered as per          Monitoring Evaluation Reporting and
  the approved business plan.                      Improvement Strategy into program
• The review of the EPBC Act completed             delivery.
  on time followed by the development of         • Continuing to provide high quality advice
  a government response to ensure better           on matters considered under the EPBC
  environmental outcomes.                          Act within tight statutory timeframes as
• High quality marine bioregional plans            the number of referrals under the Act
  supporting effective decision-making,            increase.
  spatial management and conservation.           • Developing national standards for
• Indigenous initiatives contribute to closing     management of protected areas in
  the gap targets.                                 accordance with Australia’s Strategy for
                                                   the National Reserve System.
• An increase in the protection and active
  management of natural terrestrial assets       • Managing stakeholder communication,
  achieved through the addition of five            engagement and expectations.
  million hectares to the National Reserve       • Stakeholder engagement on fisheries
  System by June 2010.                             assessments, draft plans under the
• A network of representative marine               Marine Bioregional Planning Program and
  protected areas identified across all            coastal policies.
  marine regions by June 2010.                   • Incorporating climate change effects
• At least three strategic assessments             and adaptation policy into environmental
  completed and used to guide                      management strategies.
  governmental decision making.                  • Continue to streamline environmental
• Acceptance of the revised biodiversity           assessment processes to avoid
  policy agenda and the response to                duplication between Commonwealth and
  the EPBC Act review by all levels of             State processes.
  government and other stakeholders.
• Australian contributions to international
  biodiversity forums positively

10 | Strategic Plan – Directions to 2014
living and working sustainably

Environmentally Sustainable                      • The costs of resource recovery and waste
                                                   management are borne by the participants
Communities and Industry
                                                   in the product supply and consumption
Improved capacity of Australian                    chain and not by the community generally.

communities and industry to                      • A reduction in the levels of hazardous
                                                   chemicals and other substances in the
protect the environment by promoting
                                                   environment and the volume of waste
energy efficiency, reducing carbon                 disposed to landfill.
emissions, and regulating hazardous              • Air quality is improved so that the human
substances, wastes, pollutants, ozone              health impacts of air pollution are minimised.
depleting substances and synthetic               • Communities, industries, households
greenhouse gases.                                  and individuals have the awareness,
                                                   knowledge, skills, values and motivation to
                                                   live sustainably.
Where we want to be in 2014
• Communities, business and governments          In 2009–10 we will do this by:
  demonstrate their commitment to reducing       • Promoting the uptake of energy efficiency
  their environmental footprint in the design,     measures and renewable energy in
  manufacture and supply of products;              all sectors through innovative policy
  individual behaviours; and purchasing            development and effective delivery of
  decisions.                                       department programs.
• Households, businesses and communities         • Delivering on the government’s Energy
  are managing their energy use to reduce          Efficiency Home Package.
  carbon pollution and improve their
                                                 • Leading by example in the adoption
  economic wellbeing and comfort.
                                                   of innovative energy efficiency policy
• Renewable energy and energy efficiency           and auditing of the energy efficiency of
  deployment are supported by effective            department-occupied buildings.
  market-based incentives and innovative
  financial mechanisms.

• Developing innovative policy options to          • Extending the national air quality
  help households make energy efficiency             framework to address emerging issues
  and renewable energy choices.                      through the development of new air and
• Developing transition exit strategies early in     fuel quality standards and strategies.
  the life of renewables and energy efficiency     • Engaging the community in sustainability
  support programs to enable industry to             through a range of initiatives including
  become commercially sustainable.                   the National Council for Education for
• Meeting Australia’s obligations under              Sustainability, stakeholder networks,
  international conventions, treaties and            national research programs and national
  agreements to protect the global environment       action plan initiatives.
  from hazardous and ozone depleting               • Developing a whole of Government ICT
  substances and synthetic greenhouse gases.         Sustainability Plan that minimises energy
• Leading the avoidance and management of            consumed by Australian Government
  waste by working through the Environment           information and communications
  Protection and Heritage Council.                   technology activities.
• Developing a National Waste Policy that
  provides incentives and regulation to
                                                   In 2009–10 we will measure
  deliver a major reduction in waste.
                                                   success by:
                                                   • Agreement on a National Waste Policy.
• Managing and regulating hazardous
  substances, fuels, wastes, air pollutants,       • The government’s expectations for
  ozone depleting substances and synthetic           implementing renewable energy and
  greenhouse gases.                                  energy efficiency programs and election
                                                     commitments are met.
                                                   • All renewables and energy efficiency
                                                     programs have clear transition strategies
                                                     in place within 12 months.

12 | Strategic Plan – Directions to 2014
• Options for household financial and           • Reconciling the different international
  information policy regarding energy             perspectives on the proposed mercury
  efficiency are developed within 12 months.      agreement and the management of
• An energy services delivery model is            synthetic greenhouse gases.
  available for use across government.          • Achieving further improvements in air
• Adherence to regulations and standards          quality.
  to manage hazardous substances, fuels,        • Raising the profile of Education for
  air pollutants, ozone depleting substances,     Sustainability (EfS) within government and
  synthetic greenhouse gases, chemicals           the department, including recognition that
  and waste.                                      undertaking EfS activities will benefit the
• Reduction in the use and emissions of           overall success of individual programs.
  ozone depleting substances and synthetic
  greenhouse gases.
• Air quality in Australia is maintained or
• Agreement on a whole of government
  ICT Sustainability Plan.

Challenges ahead:
• Continuous improvement of business
  systems and the human resource capability
  to deliver the massive expansion in the
  delivery of energy efficiency programs.
• Adoption of the National Waste Policy.
• Achieving national consistency in
  implementing the COAG agreement on
  managing chemicals of concern in the

Protecting Antarctica

Antarctica:                                    In 2009–10 we will do this by:
                                               • Developing a new Antarctic Science
Advancement of Australia’s strategic,            Plan based on national policy and
scientific, environmental and                    environmental management priorities.
economic interests in the Antarctic            • Establishing environmental measures that
by protecting, administering and                 are international best practice.

researching the region.                        • Continuing to pursue the approval of the
                                                 Antarctic Key Policy Priorities paper; and
                                                 developing a practical implementation plan
Where we want to be in 2014:                     for endorsed recommendations.
• We are recognised as an international        • Contributing to the review of relevant
  leader in Antarctic science and                legislation to ensure Antarctic interests are
  environmental management.                      recognised and represented.
• Australian sovereignty of the Antarctic      • Developing a targeted campaign, including
  territory is maintained and reinforced         performance measures, to promote
  and its significance is appreciated by the     Australia’s Antarctic presence.
  Australian population.                       • Engaging with specific Antarctic partners
• Australia leads and leverages key              to seek formal sharing arrangements.
  international programs and collaboration
  arrangements in Antarctica to meet
  national policy and research needs.
• We have enhanced capability to deliver on
  Australia’s Antarctic priorities

14 | Strategic Plan – Directions to 2014
In 2009–10 we will measure                      Challenges ahead:
success by:                                     • Maintaining Australia’s reputation as an
• The Antarctic Science plan is endorsed          international leader in Antarctic Science
  and communicated to the science                 and environment management.
  community in May 2010.                        • Development of an effective policy and
• Progress is made at the Antarctic Treaty        administrative framework for the Australian
  Consultative Meeting (ATCM) 2010                Antarctic Territory.
  towards adoption of Antarctic quarantine      • Enhancing the community’s understanding
  guidelines.                                     of, and commitment to, the Australian
• Proposal to implement Key Policy Priorities     Antarctic Territory
  is ready for discussion by June 2010.         • Increasing real cost of doing business in
• Review formal MOUs, bilateral and               the Antarctic.
  multilateral agreements established for
  collaborative arrangements to improve
  alignment of these with AAD strategic
• Two management plans are under
  development for priority areas in the
  Australian Antarctic Territory.
• A significant improvement in post-season
  reviews by project leaders as a result
  of better service to the external science
• The 10-year Antarctic Future Plan is
  prepared for government consideration.

Adapting to a future with less water

Water:                                             • Australian water resources are used
                                                     effectively through a well functioning and
Adaptation to climate change, wise                   transparent water market without trade
water use, secure water supplies and                 restrictions.

improved health of rivers, waterways               • Urban water use is more efficient with cities
                                                     and towns managing supply and demand
and freshwater ecosystems by
                                                     without over reliance on restrictions.
supporting research, and reforming
                                                   • Australia’s rivers, wetlands and freshwater
the management and use of                            ecosystems are healthy.
water resources.
                                                   In 2009–10 we will do this by:
                                                   • Timely implementation and effective
Where we want to be in 2014:
                                                     administration of the government’s
• Communities and industry, particularly
                                                     programs under Water for the Future and
  in the Murray-Darling Basin, are well
                                                     commencement of reviews of the more
  positioned to adapt to a future with
                                                     advanced water programs.
  reduced water availability.
                                                   • Finalising Commonwealth-State Water
• Irrigation is significantly more efficient and
                                                     Management Partnership agreements
  there is compliance with the entitlement
                                                     (bilaterals) under the inter-governmental
  framework for projects funded by
                                                     agreement on Murray-Darling Basin Reform.
  infrastructure programs.
                                                   • Anticipating stakeholder concerns and
• Reforms have delivered more resilient
                                                     effectively communicating the policy
  irrigation communities and a healthier
                                                     rationale for, and opportunities from,
  natural environment, particularly in the
                                                     reforms and programs, particularly the
  Murray-Darling Basin.
                                                     rationale for the water buyback and
                                                     infrastructure elements.

16 | Strategic Plan – Directions to 2014
• Working with jurisdictions to deliver           price paid for water entitlements provides
  Commonwealth environmental water to             value for money - as judged against
  maximise environmental benefits.                benchmarks from the 2008 program
• Reviewing the impacts of programs and           external review.
  reforms and engaging effectively with         • The extent to which the Commonwealth
  stakeholders to manage impacts.                 Environmental Water Holder (CEWH)
• Bedding down new institutional                  has used Commonwealth environmental
  arrangements in the Murray-Darling Basin,       water to benefit the health of rivers and
  and helping to drive a full review of the       wetlands, as monitored throughout the
  Murray-Darling Basin Agreement.                 year and reported in the 2009–10 CEWH
                                                  Annual Report.
• Working with states, territories and
  landholders to improve management             • An improvement in community
  of our rivers, wetlands and freshwater          understanding of the purpose and
  ecosystems.                                     opportunities from Water for the Future
                                                  policy and program, based on web based
In 2009–10 we will measure                        attitude surveys, with the baseline to be
success by:                                       set by December 2009 and a review done
                                                  in June 2010.
• Bilaterals are finalised with all Basin
  States and the ACT by 30 June 2010.           • Further progress with a range of COAG
                                                  and National Water Initiative related
• Water for the Future projects are delivered
                                                  reforms, including achieving a National
  on-time, to budget and are operating
                                                  Water Metering Framework, National
  in accordance with the deliverables
                                                  Hydrologic Modelling Strategy and a
  outlined in the 2009–10 Portfolio Budget
                                                  National Water Market System Portal by
                                                  June 2010.
• Water entitlement purchase processes
  continue to be run effectively, and the

• Completion of relevant program                  our communication with relevant
  reviews, such as the review of the Water        communities and stakeholders.
  Efficiency Labelling scheme, with clear       • Changing how Australian households,
  recommendations about improved future           businesses and industry value our scarce
  arrangements.                                   water resources, so that they are used
• States, territories and landholders have        more wisely, efficiently and sustainably.
  knowledge of and access to policy tools       • Building the knowledge base and
  and management practices to improve the         understanding of our national water
  health of Australia’s rivers, wetlands and      resources that allows us all to manage
  freshwater ecosystems.                          water in a sustainable way and adapt to
                                                  climate change.
Challenges ahead:                               • Working with the Australian community
• Improving our working relationship with         to prepare for an increase in extreme
  the states, territories and communities         weather events such as flooding as a
  so that we jointly address the barriers         result of the impacts of climate change.
  to, and deliver on the opportunities from,
  implementation of programs and policy
• Increasing community understanding of
  the value and use of water policy tools and
  management practices.
• Managing a rapid increase in the size and
  funding of programs, and strengthening

18 | Strategic Plan – Directions to 2014
Protecting and enhancing Australia’s
culture and heritage

Arts, Culture and Heritage:                  In 2009–10 we will do this by:
                                             • Identifying, assessing, selecting and
Participation in, and access to,               monitoring projects under the $60 million
Australia’s culture and heritage               heritage component of the Jobs Fund.
through developing and supporting            • Identifying and protecting places of
cultural expression, and protecting            outstanding heritage value to the nation,
                                               including through a World Heritage
and conserving Australia’s heritage.
                                               nomination for Ningaloo, and major
                                               strategic assessments of the Kimberley
Where we want to be in 2014:                   and Cape York.
• A vigorous heritage and cultural sector    • Protecting and promoting Australia’s
  has significantly increased Australians’     cultural heritage nationally and
  understanding, participation in and          internationally, by fostering the diversity
  enjoyment of our cultural and heritage       of cultural expressions, safeguarding
  assets.                                      intangible cultural heritage and combating
• Protecting heritage and keeping culture      the illicit trade in cultural property.
  strong has helped close the gap            • Achieving a coherent approach across
  between Indigenous and non-Indigenous        government, better program delivery and
  Australians.                                 showcasing Australian arts and culture
• Australian children have the opportunity     through the development of a National
  for an arts-rich education.                  Cultural Policy.

• Active engagement internationally to
  protect and promote Australia’s culture
  and heritage.

• Raising public awareness of the                In 2009–10 we will measure
  contribution of Australia’s creative           success by:
  industries through the development of a        • $60 million of high quality heritage
  Strategic Digital Industry Plan.                 projects are undertaken with support
• Implementing a Resale Royalty scheme,            from the Jobs Fund.
  and working with industry and government       • Australia’s special heritage places are
  partners to support the implementation of        identified and protected, including the
  an Indigenous Australian Art Commercial          Ningaloo World Heritage nomination
  Code of Conduct.                                 submitted before February 2010, and
• Developing and engaging a national               major assessments commenced for the
  audience for the National Portrait Gallery       Kimberley and Cape York.
  through exhibitions, education, research,      • Australia accedes to the UNESCO
  publishing, public programs and online           Convention on the Protection
  programs.                                        and Promotion of the Diversity of
• Supporting the development and                   Cultural Expressions and we support
  implementation of a national curriculum          implementation through relevant policies
  for the arts by working effectively with the     and programs, including a National
  Department of Education, Employment              Indigenous Languages Policy.
  and Workplace Relations and the                • The National Cultural Policy is supported
  Australian Curriculum, Assessment and            by the Minister and the sector.
  Reporting Authority.
                                                 • The Strategic Digital Industry Plan is
                                                   supported by the Minister and industry.
                                                 • The Indigenous Art Commercial Code of
                                                   Conduct and the Resale Royalty Scheme
                                                   are implemented to the satisfaction of the
                                                   Minister and stakeholders.
                                                 • Ninety per cent of visitors to the National
                                                   Portrait Gallery report a positive experience.

20 | Strategic Plan – Directions to 2014
Challenges ahead:
• Identifying, assessing, selecting and
  managing many hundreds of heritage
  projects and ensuring their completion by
  30 June 2010.
• Developing and implementing flexible and
  responsive funding models.
• Sufficient resources to support best
  practice regulation.
• Achieving recognition of the intrinsic,
  economic and social value of the arts,
  culture and heritage to the Australian
  people at a time of economic instability.

Improving Organisational Effectiveness

Organisational Effectiveness                     • Leading a well-coordinated environmental
                                                   research agenda.
Improved organisational effectiveness            • Well regarded as a professionally led
and efficiency through strategic                   agency and a great place to work.
and innovative policy and technical
                                                 In 2009–10 we will do this by:
advice; effective coordination of cross
                                                 • Defining and communicating our vision
cutting issues; and best practice
                                                   and purpose.
workforce management, use of
                                                 • Ensuring effective governance, systems
Information Technology and financial               and processes support a collaborative and
management.                                        well integrated DEWHA.
                                                 • Making sound financial decisions and
                                                   ensuring that we continue to live within
Where we want to be in 2014:
                                                   our means while addressing emerging
An organisation that is:                           financial pressures.
• Healthy, effective, flexible, innovative and   • Using the Executive Management Group
  adaptive to changing fiscal environments,        collaboratively to address and advance
  technology trends and workforce patterns.        innovative solutions to cross-cutting policy
• Known for our strong relationships               issues.
  and positive engagement with our               • Developing strategic policy options on
  stakeholders.                                    climate change adaptation, with clearly
• Delivering accurate and comprehensive            articulated responsibilities across the
  national environmental accounts.                 department.

22 | Strategic Plan – Directions to 2014
• Project management and risk                  • Ensuring that our corporate operations
  management are embedded in day-to-day          are in alignment with our public profile
  operations and governance.                     of being a best practice environmental
• Better understanding and responding            organisation.
  to workforce trends and measuring            • Driving improvements to the quality of our
  and enhancing performance through              key performance indicators.
  implementation of the next workforce plan.   • Supporting policy and program
• Fostering and valuing the contributions        implementation through provision of
  that diversity brings to our work and          high quality advice on the acquisition,
  culture and implementing a Workplace           management and use of environmental
  Diversity Plan.                                information.
• Engaging staff to enhance performance
  culture and consultative mechanisms.         In 2009–10 we will measure
• Underpinning our performance with high
                                               success by:
  quality Information and Communications       • Improving the organisational health of
  Technology (ICT) systems identified in the     the department as benchmarked against
  ICT Strategic Plan.                            comparable public sector agencies.
• Developing effective exit strategies for     • Satisfaction of stakeholders and our
  short term programs.                           clients.
• Establishing meaningful internal and         • Internal and external benchmarking of
  external benchmarks and metrics.               people management including the staff
• Delivering quality information and
  environmental research, including            • Progress towards internal and external
  through the Commonwealth Environment           benchmarking of ICT and other business
  Research Facilities and incorporating          systems, including implementing robust
  these outputs in policy across the             cost-accounting frameworks.

• New arrangements address cross cutting         • Improving the efficiency and effectiveness
  policy initiatives and innovative solutions.     of our information technology and other
• A majority of staff support the                  business systems.
  Enterprise Agreement.                          • Building and demonstrating leadership
• High completion rate of executive level          capability at all levels of the organisation.
  and senior executive staff participation in    • Establishing a new employment
  the Leadership Program.                          framework for all staff that moves us
• Performance indicators in the 2009–10            from being a good employer to a great
  Portfolio Budget Statements delivered to         employer.
  the satisfaction of the senior executive       • Retaining an identity as a well-run
  and Ministers.                                   organisation that attracts and retains
                                                   quality people.
Challenges Ahead:
• Continuing to build one DEWHA through
  its people, place and systems.
• Effective workforce and resource
  management delivering agreed programs.
• Working within the government’s medium-
  term fiscal strategy to bring the federal
  budget back to surplus and its objective
  to hold real growth in spending to two per
  cent a year and that new policy proposals
  being met through re-prioritising existing

24 | Strategic Plan – Directions to 2014
All images are copyright of the Department of the Environment, Water,
Heritage and the Arts (and associated photographers) unless noted below.

Front Cover:
Children at Rivett Primary School planning native trees
(Department of Foreign Affairs and Trade)
Waterfall (J. Baker)
Beach clean up activities at Cullen Point, Mapoon, QLD (D. Markovic)
Penguin (C Wilson) Australian Antarctic Division
Meeting of Urban Biodiversity Team (J. Baker)
Woakwine Range Wind Farm (D. Markovic)

Back cover:
Drawing lesson (M. McAulay)
Sydney Opera House (M. Lindquist)
WELS Scheme Stakeholder Forum (D. Markovic)
Seven Mile Beach, TAS (M. Williams)
‘Ride to Work Day’ (M. Mohell)

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