Department of Sustainability, Environment, Water, Population and Communities Annual Report 2011–12
Corporate outcome Sustainable performance
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- Corporate and operational planning
- Departmental Audit Committee
- Business Continuity Plan
- Certificate of Compliance
Corporate outcomeSustainable performance‘Fostering a culture of excellence, achievement and good governance.’Main responsibilities for this outcome
This chapter encompasses the department’s corporate outcome—to improve the sustainable performance of the department. Sustainability reporting serves to bring to the forefront of each Australian Government entity the short, medium and long-term economic, social and environmental impacts of the way it conducts its internal operations to ensure that sustainability is an essential and integral element of government entities’ decision-making processes. Corporate governanceThe department’s governance framework assists the department in delivering policy, program and regulatory objectives efficiently, effectively and ethically. Corporate and operational planningThe department’s Strategic Plan 2011–15 outlines the department’s mission, outcome structure, strategic priorities and key focus areas. The plan provides a framework for the department’s business activities, which support the Australian Government’s objectives to protect the environment and promote a sustainable way of life—to advance a sustainable Australia: our environment, water, heritage and communities. The Annual Operational Plan provides a yearly roadmap for the delivery of our strategic priorities and goals for the current year. The plan provides an operational description of how the department will achieve the priorities identified in the strategic plan, and in line with the Portfolio Budget Statements. It also serves as an overarching guide to divisions, enabling the development of division, branch and section planning documents. Division, branch and section planning is reflected in performance agreements of individual staff. In 2011–12 the department strengthened and consolidated corporate and organisational planning. These changes have also responded, in part, to the recommendations of the Capability Review conducted by the Australian Public Service Commission. The Annual Operational Plan and the strategic plan have been more closely aligned, and the department is pursuing opportunities to strengthen its capabilities in the areas of strategy, leadership, delivery, communications and connections. The recommendations of the Capability Review also provide a strong platform for the next stage of the department’s development, particularly in relation to further improving our capacity to plan strategically for the future and to prioritise effectively across many competing demands. Oversight of corporate and operational planning is aided by monthly reporting to the Executive Board. This reporting outlines the significant developments and risks associated with all major external and internal projects. Together, these elements set out the department’s corporate and operational planning, as well as guiding continued improvements in organisational effectiveness. Executive committeesTable 1: Senior management committees and their roles
Internal auditInternal audits improve effectiveness by strengthening the organisational control environment through audits and providing assurance to the secretary (through the Departmental Audit Committee) on the robustness of the department’s governance arrangements. The department has a dedicated Internal Audit Section. During 2011–12 the internal audit program was delivered in line with the approved Internal Audit Work Plan. Delivery of the internal audit program was supported by PricewaterhouseCoopers, the appointed internal audit service provider to the department. To further strengthen the quality and performance of the department, internal audit section is continuing to develop its method of identifying and promulgating lessons learnt from audit activities to ensure continuous improvement across the department. This is achieved through a widespread use of a range of audit activity including, Good Start Reviews, Health Check Reviews, Compliance and Program Reviews and ensuring that reports of all audit activity are brought to the attention of senior management. In addition, audit findings are used in a broader context within the department through identifying improvements to governance arrangements and risk and project management.
Ms Elizabeth Montano continued in her appointment as the Chair of the committee. Two new appointments were made to the committee in February 2012, Mr Michael Roche as independent member and Mr David Parker as departmental member (replacing Mr Mark Tucker). In April 2012 the committee membership increased from five to six members with the additional appointment of Mr Sean Sullivan as departmental member. Seven ordinary meetings were held during 2011–12. Observers at the committee meetings include the First Assistant Secretary of Policy and Communications Division, the Chief Operating Officer, Assistant Secretary Governance and Legal Branch, Chief Financial Officer, representatives of the Australian National Audit Office (ANAO) and the internal audit service provider. Table 2: Departmental Audit Committee membership and meeting attendance 2011–12
Risk managementIn 2011–12 the department continued to build on the outcomes of the Enterprise Risk Management Improvement project by further refining and enhancing the risk management toolkit and providing specialist risk management support to all divisions. New initiatives and enhancements included:
Oversight arrangements continue to evolve, with increased visibility over identified risk being provided to division and branch heads for ongoing mitigation and monitoring. Further development of the risk managers’ network will continue the progression towards embedding risk management practices at all levels across the department. Fraud controlIn 2011–12 the department updated its fraud control plan with an increased emphasis on conducting fraud risk assessments for projects, programs and business-as-usual activities. In recognising the importance of ensuring the incidence of fraud is minimised and fraud prevention capability is strengthened, the department has implemented several initiatives. As a result, a new fraud awareness program is currently under development, new tools are being introduced with clearly articulated fraud indicators and improved fraud risk assessment guidelines are being implemented. The department provides guidance for staff in the identification of suspected fraud and, where identified, takes action or refers matters to appropriate enforcement agencies. During 2011–12 there were two cases of suspected fraud identified. In accordance with the Commonwealth Fraud Control Guidelines, this agency has prepared fraud risk assessments and fraud control plans, it has in place appropriate fraud prevention, detection, investigation, reporting and data collection procedures to meet its needs and has taken all reasonable measures to minimise the incidence of fraud and to investigate and recover the proceeds of fraud.
Project managementIn 2012 the department focused its efforts on broadening the application of project management methodology and appropriate implementation strategies across the portfolio and modernising the project management framework. The department brought together project management expertise from within the organisation to form the Portfolio Project Management Office. The office provides specialist support services across the portfolio, by:
Business Continuity PlanThe department’s Business Continuity Plan describes the arrangements to be used to ensure continuity of key services after a major, unexpected and disruptive incident. It details the management structure, staff roles, responsibilities and actions that would be implemented in the event of a major incident. The department developed a revised Business Continuity Plan, which captures information and provides an effective response for all critical functions. Appropriate maintenance, training and testing regimes have been implemented and are ongoing. Certificate of ComplianceThe department’s financial control framework includes the Certificate of Compliance. The department undertakes a self-assessment process three times a year. Results are provided to management and the Departmental Audit Committee. The department took several steps to improve its performance, including:
Directory: system -> files -> resources resources -> Environmental Best Practice Port Development: An Analysis of International Approaches resources -> The National Heritage List and Commonwealth Heritage List: 1 july 2008 30 june 2013 resources -> Reference list for water related coal seam gas and coal mining research resources -> Michigan Association of Intermediate School Administrators isd sections of Law resources -> Executive Summary 3 Background 4 Developing the National Television and Computer Recycling Scheme 4 resources -> Threat abatement plan for disease in natural ecosystems caused by resources -> Sawfish and River Sharks Multispecies Issues Paper resources -> Wildlife Trade Management Plan – Queensland Crocodile Farming Download 5.6 Mb. Share with your friends:
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