Is your Corporate Plan compliant with PGPA Rule 16EA (Performance measures for Commonwealth entities) and better practice? To assist you in your assessment, we have provided a selection of Grosvenor’s better practice criteria for Section 16EA in an interactive document.
Divisional and Branch level Business Plans are not currently a regulatory requirement within the Commonwealth, but this does not mean that they are not important. Such plans are critical to tell an organisations complete and sound performance story. While Corporate Plans are supposed to cover performance measurement from the strategic outcome level, this is often miles away from the work of each branch and team. Ascertaining how an individual or team’s work and performance links to the Corporate Plan requires some serious mental gymnastics. Business Plans are designed to bridge this divide, helping teams and individual staff members to establish and understand ‘where do I fit (with my work) into the picture’.
Reviewing your Corporate Plan may not be at the top of your priority list or at least not something welcomed with open arms. But now is the time to write/overhaul your Corporate Plan and make it fit-for-purpose for 2022/2023. This will not only help you meet regulatory requirements, but also bring it to the next maturity level of your organisation’s performance culture and management capabilities.
There are many different types of crises: natural and human-made disasters, political scandals, terrorism attacks, commercial collapses, global health emergencies. Some crises arrive swiftly, undetected, catching us off-guard. Others we can see coming from a long way off, yet are powerless to avoid them.
The public sector exists in an atmosphere dominated by change. Regular changes to policy, rapid development of information and knowledge management capabilities and increasing expectations of the public enforce the notion that change is an inherent characteristic of public sector organisations.
Benchmarking can offer meaningful insights into relative performance and help identify learnings for improvement. So why do so many organisations fail at this important activity?
Many organisations are facing this, sometimes controversial, question right now. For example, the Federal Department of Human Services is, very publicly, trying to grapple with this question in testing opportunities for outsourcing some or all of its back-of-house processing and payment functions.
More and more, large private sector organisations are making the successful change to flexible workplaces, providing Public Sector property managers with compelling case studies on how to improve the effectiveness of their own workspaces
Every day, organisations communicate with a wide range of internal and external stakeholders in every aspect of their operations. However, when analysing our clients’ stakeholder engagement approaches, it becomes evident that efforts to engage with stakeholders often occur in an ad-hoc and rather visceral manner.
