Strategic Plan 2007–08

Strategic Plan 2007–08 DEPARTMENT OF HUMAN SERVICES SECRETARY’S MESSAGE This Strategic Plan sets out the work priorities and commitments for the Core Department of Human Services in 2007–08. In achieving our objectives we work in partnership with the two agencies that are part of the Portfolio Department of Human Services, the Child Support Agency and CRS Australia, and the four agencies that form part of the Human Services Portfolio; Australian Hearing, Centrelink, HSA Group and Medicare Australia. As the Core Department, we are in a unique position to influence future service delivery policy because of the breadth of the footprint of the Human Services Portfolio. We have a crucial role in influencing the strategic focus and co-ordination of service delivery for Australians. In every project we should consider creative whole-of-government solutions that offer value for money, while also considering the implications for all parties. This plan guides staff in how we intend to work with our colleagues, service delivery agencies, other departments and external stakeholders. As we work to achieve our objectives in 2007–08, the Australian Public Service Values and the additional values developed by the Core Department must underpin all aspects of our work. By clearly setting out our purpose, values and approach in this Strategic Plan we set the basis for working together to achieve our policy and service delivery objectives for 2007–08. Helen Williams AO Secretary Department of Human Services Strategic Plan 2007-08 Department of Human Services 1 OUR PURPOSE What we are here to do The Core Department drives the development and delivery of creative and efficient government programs for Australians, in partnership with Portfolio agencies, departments and the community. The Department of Human Services was created on 26 October 2004 to achieve improved governance, clearer accountability and better performance in government service delivery. It is committed to achieving best value for money in service delivery while emphasising innovation and continuous improvement, and to working across service delivery agencies and government as a whole to achieve these objectives. The Core Department works with policy departments to influence the development of policy that incorporates sound and innovative service delivery. It also provides leadership at a whole-of-government level so that service delivery implementation issues are taken into account in policy design and decision-making. OUR KEY STRATEGIES We will       Consider community requirements when reviewing services offered by service delivery agencies, to promote simplicity and innovation. Work in partnership with human services agencies and external stakeholders to strengthen community confidence in service delivery. Partner with other government agencies to develop and influence policy and devise appropriate service delivery mechanisms. Work to ensure that Australians are able to access government services in an efficient, effective and contemporary way. Balance individuals’ preference for service delivery with the risks to taxpayer funds caused by fraud and incorrect payment. Work with the service delivery agencies to deliver value for money in service provision, and sound and sustainable financial and governance arrangements. Strategic Plan 2007-08 Department of Human Services 2 OUR OBJECTIVES For 2007–08 In addition to achieving our overall purpose, in 2007–08 we will  Work towards achieving simple and convenient access to Commonwealth social and health-related services, including financial assistance for Australians, through: o o o  efficient and effective implementation of the Access Card; removing excess complexity in forms and letters; and timely and effective delivery of all Government commitments and Budget measures. Develop strategies to reduce fraud and non-compliance through: o o o building a more strategic approach to managing social, health and welfare fraud and compliance; making existing activities effective in reducing fraud, errors, debts and overpayments to customers; and achieving key milestones in readiness for the implementation of the Access Card.  Co-ordinate and improve the effectiveness of services for Indigenous Australians to tackle social dysfunction in Indigenous communities, through the implementation of Government welfare reforms and other initiatives to create a safe and healthy environment for children; and maintain a focus on the implementation of Reconciliation Action Plans across the Human Services Portfolio. Drive the Job Capacity Assessment program to maximise workplace participation by connecting people quickly to assessments and referring them to employment services; working with the Department of Employment and Workplace Relations, Portfolio agencies and service providers to monitor the impact of Welfare to Work measures. In conjunction with the Child Support Agency, Centrelink and the Department of Families, Community Services and Indigenous Affairs, manage the implementation of the Child Support Scheme and Building a Better Child Support Agency (BBCSA) reforms. Provide effective leadership to support Portfolio agencies in responding to natural disasters in a rapid and flexible manner. Work with CRS Australia to deliver efficient and effective vocational rehabilitation services in a competitive market.     Strategic Plan 2007-08 Department of Human Services 3 OUR APPROACH How we approach our work The Core Department is a highly focused, strategic organisation. We are part of the framework of Australia’s democratic system of government, assisting the Government to serve the public interest. We contribute to the social and economic well being of the Australian community by providing advice and implementing the Government’s policies and programs in accordance with the APS Values. Our approach:     recognises accountability to our Minister and, through the Minister, to the Government and the Australian public; considers the needs and expectations of all Australians; acknowledges the benefit of working with other departments to achieve the Government’s goals; and values listening to and utilising the experience of the Portfolio’s service delivery agencies. OUR VALUES How we will work together In addition to the APS Values, the Core Department has developed specific values that describe how we will work together to deliver on our purpose. We value   Respect: we respect others’ perspectives and behave professionally in all of our dealings. Collaboration: we work together with our colleagues inside and outside the Core Department, by sharing our expertise and information to achieve agreed outcomes. Results: we strive to deliver results for government that improve service delivery outcomes for the Australian community, and accept responsibility for our work. Innovation: we constructively challenge ourselves and others, and support creative, smart and cost-effective innovations that lead to continuous performance improvement. Support for people and performance: we provide leadership, tools and support for learning so our people can do good work. We encourage work/life balance, so our efforts are sustainable.    Strategic Plan 2007-08 Department of Human Services 4 The APS Values As Australian public servants our work is underpinned by the APS Values. The Australian Public Service:       is apolitical, performing its functions in an impartial and professional manner; is a public service in which employment decisions are based on merit; provides a workplace that is free from discrimination and recognises and utilises the diversity of the Australian community it serves; has the highest ethical standards; is openly accountable for its actions, within the framework of Ministerial responsibility to the Government, the Parliament and the Australian public; is responsive to the Government in providing frank, honest, comprehensive, accurate and timely advice and in implementing the Government's policies and programs; delivers services fairly, effectively, impartially and courteously to the Australian public and is sensitive to the diversity of the Australian public; has leadership of the highest quality; establishes workplace relations that value communication, consultation, cooperation and input from employees on matters that affect their workplace; provides a fair, flexible, safe and rewarding workplace; focuses on achieving results and managing performance; promotes equity in employment; provides a reasonable opportunity to all eligible members of the community to apply for APS employment; is a career-based service to enhance the effectiveness and cohesion of Australia's democratic system of government; and provides a fair system of review of decisions taken in respect of employees.          Strategic Plan 2007-08 Department of Human Services 5