strategy statement03 - 05

Strategy and Planning

Operate an effective business planning and reporting process

which translates strategy into measurable outputs and outcomes;

Performance Indicator: Divisional business plans agreed end Febuary annually, reviewed mid-year annually.

Review overall plans and strategy twice yearly;

Performance Indicators: Business Plans and Strategy reviewed twice yearly by Management Board. Overall report on Departmental performance via the Annual Report.

Ensure that the Department incorporates best environmental

practice into its management and activities, thereby reducing our environmental impact.

Performance Indicators: Ongoing awareness and information programme on environmental issues developed. Environmental best practice report prepared. Sustainable development training programme developed. Completion of an environmental audit of the Department. Green products and materials in use across the Department. Reduction in paper use in the Department. Recyling programme implemented.

Managing change for improvement

Review internal structures and organisation to ensure best fit

with our new strategy, and implement change as required;

Performance Indicator: New divisional structure put in place June 2003, reviewed end 2005.

Undertake business process reviews and expenditure reviews

to improve service delivery and achieve value for money;

Performance Indicators: A programme of Business Process Reviews to be carried out each year by a dedicated Business Process Review (BPR) Services Unit. Line sections required to report biannually on the progress made in implementing recommendations made by the BPR Services Unit. Reviews completed on schedule and submitted to Central Steering Committee by the agreed date.

Deepen change and modernisation by mobilising four new

cross functional teams to progress key issues of Openness and Quality Customer Service, Human Resources Management, Financial Management, and Information Systems;

Performance Indicator: Teams formed 2003, report on progress to Management Board annually.

Work through our Partnership Committee to promote internal

dialogue and consultation with staff on key issues in the process of change and improvement;

Performance Indicator: Partnership Committee to meet five times per year, with regular meetings of the Committee’s subgroups taking place between meetings to promote and progress the partnership agenda.

Enhanced openness, transparency and accountability

Expand and improve our website www.entemp.ie as a key

communications portal and information resource for our customers;

Performance Indicators: Standardised layout of website across Divisions. Clear logical and user-friendly content. Positive Customer Feedback.