2015–19 Strategic Plan
Table of Contents
Message from the Secretary
Our vision
4
5
Our mission 5
Strategic themes
6
1. Government outcomes, customer outcomes
2. Capable and engaged people
8
3. A strong collaborative approach
8
4. Service transformation
Summary of strategic priorities
Strategic risks
7
9
10
11
How we work 12
Our culture
12
Our service commitments
The planning framework
13
Strategic plan
13
12
Corporate plan 13
Complementary department-wide strategies 13
Group plan
13
Individual performance agreement
Supporting documents
13
14
Summary documents
14
Complementary documents
14
Message from the Secretary
The Department of Human Services (the department) is the Government’s focal point for delivering
social and health-related services to the Australian community. We have a strong track record of
delivering government outcomes and excellent customer service.
Over the last two years, we have made excellent progress in providing the mechanisms to allow our
customers to manage their own interactions with us. We can accelerate this uptake so that all but the
most vulnerable of our customers will be managing their own affairs through easy-to-use, integrated
digital channels. This will make the delivery of services much more efficient, cost-effective, scalable and
comparable to other services such as banking and shopping. It will also greatly increase our capability to
provide targeted assistance to those who most need our help.
The transformation of our services and the shift towards digital delivery is the responsibility of everyone
in the department; from our frontline staff through to our programme, ICT and support areas. All areas
have important contributions to make to improve the efficiency and effectiveness of our service delivery
and reduce the red tape burden experienced by customers and partners.
To support the shift to digital channels, we have made great progress in transforming our ICT
environment and business technologies. We are well along the path to reducing complexity and building
a robust integrated framework. This will give us the flexibility we need to deliver easy, integrated access
to all our services and enhance our capability to respond rapidly to change. This crucial work will
continue to be a key focus for the department over the coming years.
In 2013 we developed the cultural statement for the department where we articulated our core values.
These unifying values need to be at the core of how we conduct ourselves as we work together and
continue to deliver our commitments to the Government and our customers.
This strategic plan provides us with a way forward—it outlines the focus, priorities and commitments
needed to achieve our goals. We will continue to focus on delivering strong government outcomes,
supporting reforms to social welfare and health, and enabling the government to respond rapidly and
effectively to crisis situations such as natural disasters. We will also continue to seek more efficient and
cost-effective ways to deliver government services and to make access to services easier for our
customers.
Together, we will take the next steps to ensure we are ‘connecting Australians to the services they
need.’
Kathryn Campbell, CSC
Secretary
Department of Human Services
Our vision
Our vision and overall goal for the department:
Excellence in the provision of government services to every Australian.
We will continue to deliver excellent services to our customers while delivering on the outcomes and
expectations of government.
There are a number of factors that inform our strategy. These include an expected growth in the demand
for government services, a push to achieve greater efficiencies in the delivery of government services, a
community expectation that services will be easy to access, connected and secure, and the continuing
growth and transformation of digital channels.
Over the next four years, we will:

have all but the most vulnerable of our customers managing their interactions with our services

streamline service delivery to achieve greater efficiencies and to make services easier to access and
manage

be able to respond quickly and effectively to change, be it political, economic or environmental, and
to unexpected emergencies such as natural disasters

improve our efficiency and effectiveness through strategic partnerships.
Our mission
Our mission is:
Connecting Australians to the services they need.
We will transform our business processes and ICT platforms to deliver an end-to-end environment that
provides our customers with easy access to government services and supports them to manage their
own affairs.
We will continue to ensure the most vulnerable in our society receive the services and care they need.
Strategic themes
To reach our goals, we will focus on four key areas. The strategic themes will be used to guide our
strategies and activities over the next four years. They are:

government outcomes, customer outcomes

capable and engaged people

a strong collaborative approach

service transformation.
The following sections cover the strategic themes in more detail. Each strategic theme specifies the
outcomes we need to achieve. The strategic themes and outcomes all specify what we want to achieve.
The outcomes form the basis for developing the strategic priorities which specify how we will achieve the
aims under each theme.
The strategic priorities show our direction and where our focus should be. They should guide all other
planning processes across the department.
Through the use of key performance indicators, which will be specified in our supporting corporate plan,
we will measure our progress to determine if we are successful in meeting our outcomes.
1. Government outcomes, customer outcomes
The department delivers social, health and other services on behalf of the Australian Government. We
not only serve the interests of our customers, but ensure we deliver the outcomes required by the
Government.
We will continue to seek ways to deliver government services as efficiently and effectively as possible.
This includes a continued effort to make services available through secure and easy to use digital
channels that will enable most people to be self-sufficient in managing their own affairs. Our frontline will
continue to play an important role in assisting people to make this transition to self-sufficiency.
To support this, and to ensure we have the flexibility and agility to respond effectively and quickly to
changes in government policies and directions, we will continue to transform and simplify our business
processes and technology for all service channels.
Required outcomes

Our day-to-day operations are informed by current government policies and directions.

The vast majority of our customers are able to complete their interactions with our services via digital
channels without the need to contact us through other channels.

All new services incorporate digital channels.

Our customer service staff have the capability, flexibility and support to respond effectively to
targeted government initiatives.

We have a robust, flexible and efficient ICT framework that supports the secure, effective and
integrated delivery of ‘always-on’ digital services.

We ensure our customers understand their rights and responsibilities and that they meet their
obligations.

We have the ability to respond quickly to emergency situations or major change.
High level strategic priorities
1A. Ensure we understand and meet the priorities of our Minister and the Government.
1B. Make the delivery of our services and regulatory functions as efficient as possible, including
reducing red tape, while providing effective government and customer outcomes.
1C. Transform and simplify our ICT environment to support secure ‘always-on’ digital access to our
services and to enable rapid, flexible responses to evolving government priorities.
1D. Accelerate the uptake of digital channels so the majority of our customers complete their
interactions independently.
2. Capable and engaged people
As we respond to evolving government priorities and transform our services and service channels, we
must ensure our people have the capabilities, understanding and support they need to meet these
challenges.
Our culture is built on our core values where we value and support one another, where we have a unity
of purpose, where personal contribution is valued and where we are proud to work for the department.
We encourage greater flexibility and understanding across the workforce by fostering collaboration,
attracting and retaining the right people, supporting diversity and encouraging mobility and agility.
The responsibilities we carry as a Department of State must be reflected in our attitudes and the
discipline we demonstrate as we deliver government priorities.
Required outcomes

We have a flexible and agile workforce, with the motivation, capabilities, skills and support necessary
to achieve our goals.

Our staff have a good understanding of government outcomes.

Our staff are focussed on providing outstanding service outcomes as agreed by the Government.

We have a motivated, well-informed, collaborative leadership team.

We have a culture built on our core values and a positive workplace environment.
High level strategic priorities
2A. Invest the time and resources required to attract and retain staff and build the skills and capabilities
necessary in our people to fulfil the roles needed to meet our service delivery goals.
2B. Strengthen our leadership group by driving accountability, supporting a high performing culture,
engaging with staff and enhancing our leadership capabilities across all levels of the organisation.
2C. Model, encourage and support the behaviours and practices that embody our core cultural values.
2D. Encourage workforce mobility, flexibility and agility to meet workload requirements and support staff
development.
3. A strong collaborative approach
The department needs to collaborate strongly in three areas: across the department to build flexibility;
with partner agencies across government and with industry and not-for-profit organisations as we look
for new ways to deliver government services more efficiently and effectively.
Our relationships with our partner agencies need to be strong. The department has extensive
information assets, experience and expertise in the delivery of government services. These assets are
crucial in designing, developing and delivering effective government policy and services.
We will continue to seek opportunities to partner effectively with industry and not-for-profit sector
organisations to enhance our capabilities and increase the efficiency and cost-effectiveness of delivery.
The importance of effective external collaboration with our partners emphasises the significance of
effective collaboration within the department. This is an area we will continue to focus on.
Required outcomes

Collaboration between teams is standard practice.

Improvements to our efficiency, effectiveness and capabilities through strategic partnerships.

Strong peer relationships with agencies across government.

Our expertise, capabilities and experience are recognised and valued.

The department provides expert input to the development and delivery of government service policy,
using our extensive knowledge and information assets.
High level strategic priorities
3A. Model, foster and encourage collaborative behaviour within the department and across
governments, at all levels.
3B. Seek opportunities to enhance efficiencies and increase our service effectiveness by partnering with
industry and not-for-profit organisations.
3C. Work closely with partner agencies to shape the development and delivery of government services.
4. Service transformation
As we continue to shift our services towards customer self-sufficiency and make more effective use of
new digital channels, there will be opportunities to improve all of our services to make them more
integrated, increase our efficiency and enhance the customer experience.
A key aim will be to present our customers with a seamless end-to-end experience by securely
connecting them to the services they need. Our digital services need to do more than just collect
information. They should assist and guide our customers so they can complete their interaction through
digital channels without the need for any ‘live’ intervention. Achieving this will require improvements to
the integration of our service offerings, processes, channels and information; all of which can present
legislative, technical and process challenges. We also need to improve our interactions with other
government agencies when providing services on their behalf.
With a focus on digital channels comes the risk that some of our customers may be left behind and not
receive the services they require. We must work diligently to ensure this does not happen and that
systems and processes are in place to identify and overcome or compensate for barriers to selfsufficiency.
As the majority of our customers become more self-sufficient, we will have the opportunity to continue to
transform our frontline services. We will seek new, proactive ways to deliver targeted services on behalf
of the Government to assist those most in need.
Required outcomes

Transformed services that provide a high-quality end-to-end experience that enables most customers
to complete their transaction fully in a digital channel.

Strategies are in place to identify and support customers who are unable to manage their affairs
through digital channels.

The department uses its experience, assets and best practices to continue to develop valuable and
innovative services.
High level strategic priorities
4A. Develop new, innovative and effective service approaches that encourage responsibility and enable
customers to be self-sufficient, while identifying and supporting those most in need.
4B. Continue to transform and improve core payment processes and platforms to support government
reforms and ongoing transformation of services.
4C. Transform our business processes, ICT platforms and staff capabilities to deliver a secure, easy-touse, end-to-end digital service to our customers.
Summary of strategic priorities
1. Government outcomes, customer outcomes
1A. Ensure we understand and meet the priorities of our Minister and the Government.
1B. Make the delivery of our services and regulatory functions as efficient as possible, including
reducing red tape, while providing effective government and customer outcomes.
1C. Transform and simplify our ICT environment to support secure ‘always-on’ digital access to our
services and to enable rapid, flexible responses to evolving government priorities.
1D. Accelerate the uptake of digital channels so the majority of our customers complete their
interactions independently.
2. Capable and engaged people
2A. Invest the time and resources required to attract and retain staff and build the skills and capabilities
necessary in our people to fulfil the roles needed to meet our service delivery goals.
2B. Strengthen our leadership group by driving accountability, supporting a high performing culture,
engaging with staff and enhancing our leadership capabilities across all levels of the organisation.
2C. Model, encourage and support the behaviours and practices that embody our core cultural values.
2D. Encourage workforce mobility, flexibility and agility to meet workload requirements and support staff
development.
3. A strong collaborative approach
3A. Model, foster and encourage collaborative behaviour within the department and across
governments, at all levels.
3B. Seek opportunities to enhance efficiencies and increase our service effectiveness by partnering with
industry and not-for-profit organisations.
3C. Work closely with our partner agencies to shape the development and delivery of government
services.
4. Service transformation
4A. Develop new, innovative and effective service approaches that encourage responsibility and enable
customers to be self-sufficient, while identifying and supporting those most in need.
4B. Continue to transform and improve core payment processes and platforms to support government
reforms and ongoing transformation of services.
4C. Transform our business processes, ICT platforms and staff capabilities to deliver a secure, easy-touse, end-to-end digital service to our customers.
Strategic risks
There are a number of strategic risks that potentially affect the entire department. These risks (shown
below) must be taken in to account during all our planning processes and, where necessary, treatments
should be developed during risk planning processes to deal with them.
1
Failure to effectively implement key government initiatives and priorities
2
Delays and disruptions to service delivery impacting on the department’s services and payments
3
Failure to adequately protect the department’s staff and assets and to protect customers on
departmental premises
4
Failure to manage the integrity of government outlays
5
Failure to effectively progress the strategic priorities
6
Failure to provide good customer service
7
Failure to protect customer privacy and personal information
8
Failure to develop and maintain sufficient ICT capability to meet current and future business
needs
9
Failure to deliver credible policy advice and work with central and partner agencies and others in
a collaborative and timely manner
10 Failure to attract and develop a high quality, engaged and agile workforce to meet changing
demands
How we work
How we go about our work is shaped by three key things, the APS Values and Code of Conduct, our
culture and our commitments as public servants as specified under the duties of officials in the Public
Governance, Performance and Accountability Act 2013 (PGPA Act).
We are committed to the APS Values and Code of Conduct. These reflect the high standards of
behaviour and conduct that everyone in the department must consistently demonstrate. The APS Values
are:

Impartiality

Commitment to service

Accountability

Respect

Ethical behaviour.
By recognising, encouraging and demonstrating these values we create a positive, productive and
respectful culture across the organisation.
Our culture
We strive for a culture where:

we value and support each other to deliver quality government outcomes and services

our relationships and spirit of unity underpin our success

we encourage and enable personal contribution

we are proud to work for the department.
To foster and reinforce this culture, we demonstrate the following behaviours:

We use initiative

We collaborate

We are honest

We listen

We contribute.
Our service commitments
Our service commitments are at the core of the way we develop and deliver our services. They are a
commitment to our customers.

Respect: We will listen and work with our customers to understand their individual and cultural
needs.

Quality information: We are committed to providing consistent and accurate information.

Honesty and integrity: We will be open and honest with our customers and follow through on our
commitments.

Efficiency: We will simplify the way we deliver services to our customers.
The planning framework
It is critical that the core strategies and objectives of this plan are cascaded clearly through all levels of
the organisation. The planning framework defines how this will be achieved. The aim of the framework is
to align the directions of the department to activities at all levels of the organisation, right through to the
individual.
Strategic plan
This document is a four year plan outlining the vision, mission, strategic themes and strategic priorities.
The plan will be updated as required to reflect progress towards goals, changes in the environment or
government objectives.
The strategic plan is the basis for all other plans developed in the department. It is the responsibility of
senior management to maintain, update and communicate.
Corporate plan
The corporate plan is a reporting mechanism consistent with the requirements of the PGPA Act. It
provides information in areas such as structure, investment strategies and performance information that
inform the development of the Portfolio Budget Statements. The corporate plan has elements that are
updated on an annual basis.
Complementary department-wide strategies
These plans provide more detail on specific areas. Where appropriate, department-wide initiatives from
these plans are reflected in group and division plans.
Group plan
The aim of these plans is to translate the four year strategic priorities of the department into annual
group-level initiatives.
Individual performance agreement
Individual performance agreements (IPAs) should reflect the high level directions of the department,
translated to the individual level. This is achieved by cascading appropriate group, division or branch
level initiatives to the IPAs. These form a key part of assigning accountability for various plan elements
across the department.
Supporting documents
The following supporting documents are recommended reading.
Summary documents
Strategic plan summary sheet
Provides an easy reference to the strategic plan. It contains information our staff should understand and
a ready reference for those involved in the planning process. It provides the core messages of this plan,
including the strategic priorities.
Strategic planning and reporting policy
Sets out the approach to strategic planning and reporting for the department. It provides guidance on
cascading the strategic priorities and driving accountability through all levels of business planning. The
policy includes the scope, objectives and accountabilities for strategic planning and reporting in the
department.
Complementary documents
These complementary department-wide strategies should be consulted during any planning process
where more detail is needed on a particular topic. All SES and, where appropriate, executive level
employees should be familiar with their content.

DHS corporate plan

DHS technology plan

DHS channel strategy

Internal budget

DHS workforce plan.
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