Strategic Plan - dpc.sa.gov.au · The Strategic Plan sets out the targets we are working towards...

Strategic Plan2019 - 2020

The Strategic Framework was informed by a survey of over 200 department staff. The framework ensures all staff know why we exist, what our priorities are and what we want to achieve.

The Strategic Plan sets out the targets we are working towards for 2019-20. Each target relates to one of our strategic goals.

The Strategic Plan was developed in close consultation with members of the Executive Leadership Team, divisional Directors and staff.

The targets in the Strategic Plan will guide our work and activities for this financial year.

The Department of the Premier and Cabinet’s Strategy is comprised of our Strategic Framework (vision, purpose and strategic goals for 2019-2022) and our Strategic Plan which sets out specific priorities for 2019-20 to achieve our strategic goals.

Introduction

STRATEGIC PLAN 2019 - 2020

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Our department

The Department of the Premier and Cabinet delivers specialist policy advice to the Premier and supports the Cabinet process.

We have overarching responsibility for Commonwealth-state relations.

The department leads the implementation of South Australia’s strategic priorities and policy commitments in economic and social development, international relations and strengthening digital engagement between government and the community.

We lead whole of government ICT and data policy and programs. We provide leadership across government policy development on Aboriginal affairs and reconciliation, multicultural affairs and the arts.

Our department is supported by a range of internal corporate services functions.


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Our major customers are the Premier, the Cabinet and the South Australian Community.

We work in close collaboration with other public sector agencies.

The Department of the Premier and Cabinet has adopted the public sector values. We incorporate these into all the work we do, from performance development discussions and recruitment practices to the way we work together as divisions and teams.

Our customers Our values

Our structure and functions

Chief ExecutiveOffice of the Chief Executive

LOT Fourteen Office for Data Analytics

ICT and Digital Government

Intergovernmental and Diplomatic

Relations

CabinetOffice

Communities and Corporate

Office for Digital Government

Intergovernmental and Relations

Cabinet Advice

Multicultural Affairs

Office for Technology

Diplomatic Relations and

Protocol

Social Policy Advice

Arts South Australia

Office for Cyber Security

Security and Emergency

Management

Economic Policy Advice

Artlab Australia

French Strategy Aboriginal Affairs and

Reconciliation

Business and Projects

Population Strategy

People and Culture

ICT Services

Communications

Finance

Attached Offices

Office for Recreation, Sport and Racing

Office for the Commissioner for

Aboriginal Engagement

Office of the South Australian Productivity

Commission

State Governor’s Establishment

Statutory Authorities

Art Gallery of SA Carrick Hill SA Museum State Library of SA Aboriginal Lands Trust

Adelaide Festival Centre Trust

Adelaide Festival Corporation

Country Arts SA State Theatre Company of SA

State Opera of SA


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https://publicsector.sa.gov.au/culture/public-sector-values/

https://publicsector.sa.gov.au/culture/public-sector-values/

Our vision articulates how we want things to be in the future; what we are working towards.

The scope of our vision is broader than just the Department of the Premier and Cabinet as an organisation. It reflects the outcomes the department can generate for the government and the state.

Our visionThe Premier and the Cabinet can fulfil their objectives for South Australia and deliver outcomes for the South Australian community.

As the central agency for the South Australian public sector, DPC provides a unique advisory role and whole of government perspective to priority issues for the Premier and the Cabinet.

We work in partnership and collaborate with public sector agencies to ensure integrated approaches to policy, projects and program delivery.

Our purpose

Our purpose is about why we exist for our staff, customers, partners and stakeholders.

Our purpose reflects the role, structure and functions of the department.


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Our strategic goals are relevant to all staff across the department. However, some business units have

a more direct role than others in achieving each strategic goal through targets and activities in 2019-20.

Our strategic goals

Strategic goals are our desired results or outcomes. They are directly related to our purpose and will support us to achieve our vision.

Strategic goal 1

Lead whole of government policy, major initiatives and projects that deliver outcomes in line with the Premier and the Cabinet’s priorities

Strategic goal 2

Drive strong policy outcomes across government portfolios through accurate, timely and evidence based advice, collaboration and coordination

Strategic goal 3

Deliver programs and services within the Premier’s portfolio responsibilities that support South Australian communities

Strategic goal 4

Support the Premier to lead a well administered, Cabinet-led government

Strategic goal 5

Be a high performing and effective central agency


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Achieving our goals

Strategic targets have been identified for each of our strategic goals. These help staff, business units and divisions understand how to translate the strategic goals into tangible objectives for the financial year.

Each divisional business plan should directly link to and build on relevant targets. This means collectively, we are working towards achieving the same outcomes.

The targets in this plan will be measured through a range of established measurement processes including divisional business plans and DPC and whole of government strategies.

Targets that are at risk must be identified early and appropriate action taken to address issues. The Executive Leadership Team will monitor these targets throughout the year.

Identifying targets

Measuring our performance


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The targets for each strategic goal will be reviewed and updated annually before the start of the new financial year. The timing of this process is designed to ensure

strategic flow, from high level priorities and targets, through to divisional and individual work activities.

Embedding the cycle

DPC strategic priorities

Individual PDP reviews

DPC strategic risks

CE performance agreement reporting

Government priorities

Business plan reporting

DPC Strategic Framework 2019-20

Annual Report

Budget targets

Budget highlights

DPC Strategic Plan

CE’s performance agreement

Performance Development Plans (PDPs)

Divisional business plans


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Our strategic targets and indicators for 2019-20

Strategic goal 1 Lead whole of government policy, major initiatives and projects that deliver outcomes in line with the Premier and the Cabinet’s priorities

Strategic targets

1.1 Lead the development of Lot Fourteen to capitalise on the cultural, environmental and economic strengths of our city

1.2 Lead the design and ongoing operating model for the Aboriginal Art and Cultures Gallery at Lot Fourteen

1.3 Coordinate South Australian Government implementation of the Adelaide City Deal to create innovation and job opportunities, increase population and enhance cultural experiences in the state

1.4 Finalise the Vulnerable Children Project; facilitating information sharing between agencies to provide frontline workers and strategic decision makers with a fuller picture of South Australia’s vulnerable children and their families

1.5 Lead the development of a South Australian cyber sector strategy to identify and leverage opportunities for job creation and economic growth

1.6 Lead the development of a population strategy to increase interstate migration and ensure successful long term settlement of migrants

1.7 Implement a new engagement model that will enhance the government’s engagement with Aboriginal South Australians through both consultation and decision making processes


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• Develop and implement across government policy, guidelines and standards to drive the policy priorities of the Premier.

• Continue making South Australia the lead state for engagement with France

• Drive economic growth through policy advice and engagement with key local, domestic and international partners

Other things we will continue to do

Strategic targets

2.1 Co-ordinate collaborative development of the South Australian Growth Agenda to prioritise and guide the State Government’s economic development initiatives

2.2 Negotiate the best possible outcomes for South Australia in intergovernmental forums

2.3 Co-lead development of South Australia’s jurisdictional action plan under the refresh of the Council of Australian Governments national Closing the Gap strategy

2.4 Develop a whole of South Australian Government Reconciliation Action Plan to formalise the government’s commitment to Reconciliation

2.5 Implement relevant actions within the Government’s Aboriginal Affairs Action Plan to continue to improve opportunities and services available to Aboriginal South Australians

Strategic goal 2 Drive strong policy outcomes across government portfolios through accurate, timely and evidence based advice, collaboration and coordination


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2.6 Finalise and progress implementation of a new Arts Plan for South Australia 2019-2024 to deliver a successful sustainable arts ecosystem

2.7 Provide strategic advice to the Premier in identifying, scoping and responding to the outcomes of Productivity Commission inquiries

2.8 Develop a whole of South Australia Cyber Security Policy Framework to drive strategic and risk-based investment in cyber security

2.9 Review and implement an across government cyber security maturity program to strengthen and enhance the cyber security resilience of South Australia

2.10 Develop new legislation following the outcome of the review of the South Australia Multicultural and Ethnic Affairs Commission Act 1980

2.11 Advise on and administer the Public Sector (Data Sharing) Act 2016, the Information Sharing Guidelines and other analytics initiatives involving public sector data

• Provide high quality strategic advice to the Premier and Chief Executive on critical issues across government

• Coordinate across government policy development and responses

• Ensure appropriate engagement on government policies and initiatives

• Develop digital and data analytical tools and capability across the public sector

• Promote South Australia in local, interstate and international spheres



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Strategic targets

3.1 Implement the Multicultural Grants Program to ensure funding better meets the needs and aspirations of South Australia’s growing multicultural communities

3.2 Host the fourth biennial South Australian Multicultural Festival to celebrate and engage with South Australia’s multicultural communities

3.3 Commence the redevelopment of Carrick Hill to support its cultural, artistic, social and economic viability

3.4 Complete the construction phase of the Her Majesty’s Theatre Redevelopment project to enhance access, capacity, capability and appeal of the theatre and its precinct

3.5 Progress the redevelopment of the Adelaide Festival Centre Precinct

3.6 Support the government’s objectives for international engagement, trade and diplomacy, by delivering and supporting significant inbound and outbound artistic activity and cultural exchange

3.7 Support the cultural heritage collection storage through the implementation of storage solutions

3.8 Lead, advise and provide expertise on the protection and conservation of the state’s cultural assets

3.9 Recognise a further two Aboriginal Representative Bodies under the Aboriginal Heritage Act 1988

Strategic goal 3 Deliver programs and services within the Premier’s portfolio responsibilities that support South Australian communities

Premier’s portfolio responsibilities include Aboriginal Affairs and Reconciliation, Arts and Multicultural Affairs


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• Advise the government about cultural diversity, multicultural affairs, arts and culture, and Aboriginal affairs and reconciliation

• Support the delivery of key events in the Premier’s portfolios.



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• Support core executive government functions

• Provide whole of government ICT advice, services and management with a focus on modernisation

• Coordinate across government customer satisfaction and complaints management initiatives and activities


Strategic targets

4.1 Continue to support good governance and decision-making through rigorous Cabinet process and policy analysis and collaborative relationships across government

4.2 Implement or continue to manage programs to monitor and support the delivery of:

• Government’s election commitments • Recommendations from the Review of State Government’s

international and interstate engagement• Growth State actions • Aboriginal Affairs Action Plan actions• Whole of Government Reconciliation Action Plan actions

4.3 Continue the successful delivery of state/protocol events, the international visits program, and the Premier’s international engagements, ensuring strategic alignment with state government priorities including Growth State

4.4 Enhance South Australia’s security and emergency management arrangements by reviewing the State Emergency Management Plan and developing a new South Australian Government Protective Security Framework.

4.5 Deliver effective technology platforms to enable government to serve the South Australian community, including a ‘Safety Scan’ digital barring register

4.6 Finalise and implement the review of Boards and Committees

Strategic goal 4Support the Premier to lead a well administered, Cabinet-led government


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• Maintain excellence in our service delivery to stakeholders

• Deliver strong and effective governance and risk management

• Support the department to communicate effectively with our staff and stakeholders


Strategic targets

5.1 Enhance the diversity of our workplace through programs, initiatives and training focusing on diversity and inclusion, reconciliation and gender equality and respect

5.2 Support the development of our people through programs and initiatives across performance, development and leadership

5.3 Continue to support good organisational culture, safety and wellbeing through programs, initiatives and training focusing on flexible working arrangements, domestic violence awareness and employee wellbeing

5.4 Support the department to ensure it operates within its budget as published in the 2019-20 State Budget

5.5 Transition all staff to the modern workplace environment and enhance current modern workplace tools

Strategic goal 5 Be a high performing and effective central agency


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Further information

Office of the Chief Executive

Department of the Premier and Cabinet

[email protected]

Strategic Plan - dpc.sa.gov.au · The Strategic Plan sets out the targets we are working towards...

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