Solution
Two key principles underly all our strategy work:
- Strategy is only good if it is implemented.
- The strategy process has to actually build client capability, not make clients dependent on us or other providers.
We developed a comprehensive Operational Plan for 2024–2026. It was purposely not called a “strategy”, to emphasise the practical, delivery-focused importance of the plan. It is nevertheless underpinned by a sound change strategy. The process was highly consultative, involving numerous interviews, meetings and workshops with Directorates within PC&W and internal and external stakeholders and clients. We also conducted additional research, including analysis of APS Employee Census results.
The process identified a great deal of work to be done, and it was clear that not everything could be actioned at the same time. The plan strategically identifies urgent initiatives to be delivered in the short term in response to enquiries, commissions and ministerial directives, and other longer-term actions.
The plan also deconflicts the work of the different PC&W Branches and Directorates, to improve efficiency, coordination and collaboration.
Of great importance to the long-term value of the project is the development work with individuals and leadership groups. As a result of the work of the CPO and of this intervention, the PC&W function has clear strategic direction, has a phased, long-term plan of delivery and improvement, and has improved capability to meet challenges strategically and effectively.
BEING continues to provide empowering support as part of the original contract.