In setting the Agency’s business direction, it needs to describe its purpose, vision, objectives and strategies to deliver on these objectives. Purpose (Mission) specifies the overall aim of the Agency. Vision indicates what the Agency aspires to be. describe the effects or impacts an Agency seeks to have on its clients and the community in Agency objectives contributing to Government’s objectives and priorities and any legislated business objectives and directions. Objectives help the Agency focus on achievable goals and attain the best possible results from its capabilities. Objectives are typically achieved progressively over a number of years. Agency objectives should be: clear, concise and specific; strategic; results or impact focused; standard focused i.e. what the Agency wants to achieve; attributable to the Agency or more broadly to Government; and measurable/verifiable and achievable in the mediumterm. Future challenges and opportunities from analysis of both external and internal environments Analysing the external and internal factors that may affect the Agency objectives will inform planning choices. External factors can include: forecasts of economic conditions; sectorspecific inflationary pressures; longerterm changes to the drivers of demand; inconsistent/variable demand for services provided; demographic changes; anticipated technological developments; actions by other governments; and the regulatory environment. Internal factors can include: the Agency’s culture and structure; capacity to deliver; resources, including the available technology and condition of assets; physical location of service delivery providers; performance data; and clients/community, service, and operation plans. This type of information will allow an Agency to conduct risk and SWOT (strength, weakness, opportunities and threats) assessments. Strategies to meet service demands and objectives in the corporate plan period including strategies to deliver high quality/better services to Victorians at minimum cost. For Government Business Enterprises, these are to include measures to improve return on investment The next of planning is formulating strategies and developing implementation plans to deliver high quality/better services at minimum cost and meet Agency objectives over the mediumterm. Government Business Enterprises are to consider measures to improve return on investment. This should involve the whole business to ensure planning addresses key performance drivers, emerging risks, challenges and opportunities.
In setting the Agency’s business direction, it needs to describe its purpose, vision, objectives and strategies to deliver on these objectives. Purpose (Mission) specifies the overall aim of the Agency. Vision indicates what the Agency aspires to be. Agency objectives describe the effects or impacts an Agency seeks to have on its clients and the community in contributing to Government’s objectives and priorities and any legislated business objectives and directions. Objectives help the Agency focus on achievable goals and attain the best possible results from its capabilities. Objectives are typically achieved progressively over a number of years. Agency objectives should be: clear, concise and specific; strategic; results or impact focused; standard focused i.e. what the Agency wants to achieve; attributable to the Agency or more broadly to Government; and measurable/verifiable and achievable in the mediumterm. Future challenges and opportunities from analysis of both external and internal environments Analysing the external and internal factors that may affect the Agency objectives will inform planning choices. External factors can include: forecasts of economic conditions; sectorspecific inflationary pressures; longerterm changes to the drivers of demand; inconsistent/variable demand for services provided; demographic changes; anticipated technological developments; actions by other governments; and the regulatory environment. Internal factors can include: the Agency’s culture and structure; capacity to deliver; resources, including the available technology and condition of assets; physical location of service delivery providers; performance data; and clients/community, service, and operation plans. This type of information will allow an Agency to conduct risk and SWOT (strength, weakness, opportunities and threats) assessments. Strategies to meet service demands and objectives in the corporate plan period including strategies to deliver high quality/better services to Victorians at minimum cost. For Government Business Enterprises, these are to include measures to improve return on investment The next of planning is formulating strategies and developing implementation plans to deliver high quality/better services at minimum cost and meet Agency objectives over the mediumterm. Government Business Enterprises are to consider measures to improve return on investment. This should involve the whole business to ensure planning addresses key performance drivers, emerging risks, challenges and opportunities.
Standing-Directions-2016-Guidance%20%28updated%20July%202018%29.DOCX