This Strategic Framework will guide us over the next three years.
Our Purpose
Improving the lives of Australians by creating opportunities for economic and social participation by individuals, families and communities.
Our Key Objectives
These reflect our Ministers' higher level priorities and are supported by Business Plans across the Department.
Close the gap between Indigenous and non-Indigenous Australians
In 2009-10 we will:
- Invest in, and undertake fundamental reforms to, improving delivery and accountability of government services to Indigenous Australians including better access for Indigenous people to ‘mainstream’ services, particularly in urban and regional locations.
- Redesign the Northern Territory Emergency Response to conform with the Racial Discrimination Act.
- Implement the Indigenous Remote Service Delivery National Partnership and actively support the new position of Coordinator-General for Remote Indigenous Services.
- Implement the Remote Indigenous Housing National Partnership Agreement and provide whole-of-government leadership in Indigenous housing policy development and service delivery.
- Reset the relationship with Indigenous people through engagement and partnerships including establishment of a National Indigenous Representative Body and a Healing Foundation.
Build a modern social and income support system
In 2009-10 we will:
- Implement the Government’s Secure and Sustainable Pensions Reforms to deliver a stronger and fairer pension system and provide security and sustainability into the future.
- Contribute analysis and advice to the Henry Review of Australia’s Future Tax System which enhances the well-being of children and improves incentives and support for labour force participation.
Provide better support and services for those in need
In 2009-10 we will:
- Develop the National Disability Strategy with State and Territory governments and taking account of input from key advisory bodies and stakeholders.
- Implement the National Disability Agreement including reform priorities and improved data and performance measures.
- Deliver the National Compact to work towards an improved relationship between the third sector (not-for-profit sector) and government and help to deliver responsive and integrated services that meet community needs.
- Improve the capacity of vulnerable people and communities to participate economically and socially and to manage life transitions.
- Develop a national volunteering strategy.
Deliver family policy that best fosters the development, well-being and safety of children
In 2009-10 we will:
- Work closely with the States and Territories and the non-government sector to actively support implementation of the National Framework for Protecting Australia’s Children.
- Develop the Paid Parental Leave Scheme and undertake consultations with Employer and Community groups in preparation for the scheme’s implementation in 2011.
- Deliver financial support to contribute to the well-being of low and middle income families with children.
- Contribute to improvements in child development, safety and family functioning by better integrating the suite of services provided to families through the Family Support Program.
Reduce homelessness and make housing more affordable
In 2009-10 we will:
- Work with the States and Territories in implementing the Nation Building and Economic Stimulus Plan.
- Commence construction of 2,300 new social housing dwellings and complete repairs on up to 60,000 dwellings by 30 June 2010.
- Deliver housing and rent assistance to achieve affordable housing for low and middle income earners.
- Support initiatives to meet the Government’s target to reduce homelessness.
Promote women's safety, economic security and participation
In 2009-10 we will:
- Deliver whole-of-government leadership in policy development on gender equality and support Australia’s international leadership role.
- Work closely with the States and Territories through COAG to develop a National Plan to Reduce Violence against Women.
- Implement initiatives to improve women’s participation in leadership positions.
- Review Equal Opportunity for Women in the Workplace legislation and the effectiveness of the Equal Opportunity for Women Agency.
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Our Values
As public servants we uphold APS values which include impartiality, accountability and responsiveness to Government.
As a Department we choose to complement these with a small set of guiding principles that are meaningful to our staff:
- Respect - we respect our clients, stakeholders and each other
- Collaboration - we value collaboration with each other and all external stakeholders
- Professionalism - we provide a professional and responsive service to government and we conduct ourselves with integrity
- Results - we will measure the impact of our work on our clients and use evidence to inform and improve our programs
- Innovation - we value innovation, creativity and continuous improvement
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Leadership
The following leadership capabilities and behaviours emphasise what leaders in FaHCSIA must focus on. They are assessed in our Individual Performance Management System.
FaHCSIA leaders at all levels will:
- Set the direction
- Provide clear and consistent guidance
- Achieve results
- Set the example
- Value and develop staff
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Our Corporate and Governance Priorities
These describe the key enabling activities that FaHCSIA staff should contribute to and support in their day-to-day work. They are all equally important and address areas which we must focus on if the Key Objectives are to be realised.
Business Plans across the Department reflect these Corporate and Governance Priorities.
Our business is based on the evidence
- We invest in research and evaluation to produce evidence that informs policies and programs
- We provide robust, evidence-based policy advice and program implementation based on the evidence
We are effective and inclusive
- FaHCSIA is recognised as a valued and respected source of social policy advice
- Our staff work collaboratively across the Department, all levels of government and with external stakeholders, including the not-for-profit sector
We value our people
- Our staff are properly recognised and rewarded
- We build a strong performance culture focussed on developing staff capacity, including leadership and capability development
- We develop succession plans for key positions
- We respect and encourage diversity in our working environment
- We encourage a healthy work-life balance and provide flexible and supportive working arrangements
We manage effectively and with integrity
- Our business units use allocated resources efficiently, effectively and ethically to achieve the best outcomes for Government
- Our financial and information management practices meet legislative and best practice requirements
- We manage our strategic risks
We set the direction and plan for the future
- All areas of the Department have appropriate Business Plans, which are developed as part of the annual Budget Planning process and are actively managed and kept up-to-date
- Business Plans provide a clear connection between activities and Departmental Outcomes, our Key Objectives and our Corporate and Governance Priorities
- We deliver our plans by consistently applying our Core Business Practices
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Our Core Business Practices
These are the critical elements of work that we must do well to achieve our Purpose and Key Objectives. They provide the tools for all FaHCSIA staff to ensure that we approach common activities and tasks in a consistent way.
- Policy development and advice - an evidence-based process to develop future social policy needs or respond to current problems and issues
- Program design and implementation - the development of practical solutions to deliver the Government's planned policy outcomes
- Managing stakeholder engagement - building and maintaining effective relationships with stakeholders
- Issues management - the systematic and strategic approach to anticipating, analysing and responding to important and emerging issues
- Governance and resource management - people, policies and processes that provide the framework which guides managers and staff to make the best decisions
- Whole-of-government participation and leadership - ensuring our work contributes effectively to whole-of-government initiatives and that FaHCSIA is a valued contributor to APS-wide endeavours