Strategic Planning Branch
1. Purpose of this document
The purpose of this document is to provide an overview of the functions and key activities of the Strategic
Planning Branch - one of four branches in the Policy and Strategy Group. The Policy and Strategy Group also
includes the following branches: Policy Reform, industry, Workforce and Transformation and the Centre for
Human Services Research and Evaluation.
2. Group description
Group purpose
Policy and Strategy is a flexible and dynamic strategic planning and policy group that formulates our future
directions and the strategies to get there. It considers the long-term future of the department and the human
services system within a broader state, federal and international context. It tackles the big issues in strategy,
policy, workforce and service reform and incorporates a clear, evidence-based understanding of the needs of
vulnerable Victorians in policy development.
The department’s policy functions are consolidated into a single group that develops holistic policy responses to
complex social policy problems, as well as retaining portfolio-specific expertise. To do this, the group has a mix
of generalists and specialists sitting in cross-program teams. Staff can be deployed into time-limited teams for
specific pieces of work.
A separate Centre for Research and Evaluation sets and leads our research and evaluation program, and
assists all business units across the department with consultation, advice and training.
Policy and Strategy supports the Secretary and the Board with strategic planning (including asset planning), risk
management and reporting, and development of budget, risk and operational plans. It manages the
development of budget submissions, and leads strategic social policy and workforce initiatives.
This group maintains our relationship with the Commonwealth in matters of policy and strategy, and represents
the department in whole-of-government strategic processes.
It builds a comprehensive evidence base about clients, disadvantaged populations and the effectiveness of
interventions to inform strategy, policy development, service design and performance management. It sets the
department’s research agenda and builds our skills in research, evaluation, analysis and modelling.
Process ownership – Policy and Strategy Group
 Corporate planning
 Organisational/strategic planning
Department of Human Services
 Risk management and reporting
 Budget submissions
 Policy development
 Evaluation
Process ownership – Strategic Planning Branch
 Corporate Planning
 Organisational/strategic planning
3. Branch description
Branch purpose
The Strategic Planning Branch will lead organisation-wide strategic planning and will focus specifically on
organisational planning and governance, budget strategy and strategic asset planning. The branch will take a
leading role for the department on matters of strategic importance, such as comprehensive responses to highprofile inquiries and reports. The director of this branch will advise the board on efficient and effective operation
of board practices and procedures, including leading regular performance reviews of the board against its
annual work plan.
The branch will set the strategic directions and imperatives for the department and these will in turn drive
departmental activities across the organisation, with particular regard for budget allocation, and service delivery
and asset development. The branch will lead Budget Expenditure Review Committee and Public Accounts and
Estimates Committee processes for the department.
Branch structure
Strategic Planning Branch will consist of the following units:

Planning Unit

Governance Unit

Strategic Asset Planning Unit

Budget Strategy Unit
4. Unit descriptions
Planning Unit
Key functions and activities
The Planning Unit will:

lead organisational planning for the department and support the Secretary and the departmental Board
to set strategic directions and imperatives for the department

lead development of the department’s strategic plan and provide leadership to subsidiary and
operational plans

oversee the department’s risk management framework to systematically identify and evaluate risks that
may impact the department’s objectives.
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Governance Unit
Key functions and activities
The Governance Unit will:

support corporate governance by implementing and operating organisation-wide decision-making
processes

lead the department’s response to matters of strategic importance to promote the department’s strategic
directions

guide the principles and strategy for ongoing coaching for Board members, regularly review capabilities
and performance

guide governance policy and business rules for committees, work plans and review of performance

use and review the decision making framework.
Strategic Asset Planning Unit
Key functions and activities
The Strategic Asset Planning Unit will:

lead strategic asset planning for the department’s property and asset portfolio

provide advice and assistance to high-level decision-making processes in relation to the department’s
property and asset portfolio

develop high-level proposals to inform the department’s investment in housing and related
infrastructure.
Budget Strategy Unit
Key functions and activities
The Budget Strategy Unit will:

lead the development of budget strategy for the department to support the achievement of
organisational objectives, strategic directions and policy imperatives

develop and implement strategies to promote the department’s interests through the state budget
development process

lead departmental activities in relation to Budget Expenditure Review Committee and Public Accounts
and Estimates Committee processes.
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