about
corporate plan | 2009-2012
Delivering Services
The Mint will efficiently deliver high quality products and services to our customers and stakeholders through a value for money framework incorporating:
- project outputs, quality and costing
- whole-of-life costing
- identification of risks
- allocation of the management of risks to the appropriate party.
The Mint continues to grow and develop its people. They are a diverse workforce in a unique working environment and a key part of the organisation's success. Growth and development are achieved through programs which foster mutual trust, respect, work life balance and flexibility to attract and retain a uniquely skilled and energetic workforce.
The Mint will deliver services by focusing our efforts on four key result areas (KRA):
KRA 1 Our Products and Services
KRA 2 Our Clients
KRA 3 Our Business Capability
KRA 4 Our People
Each KRA contains a number of key objectives for the organisation to focus on over the next three years. Activities or strategies to deliver business improvements for each objective have been agreed by the Mint's Senior Management Team.
Details of the activities and strategies outlined below are contained in the Mint's Business Plan. The Business Plan is revised each year to reflect changing business requirements. The initiatives aim to ensure that the Mint is a competitive and preferred employer in the market place.
KRA 1: Our Products and Services
Meet the coinage needs of Australia, coin collectors and stakeholders.
Objective 1.1 Quality products and timely delivery of services in line with performance standards.
Key Activities for 2009–12
- Evaluate and apply contemporary business technologies and processes to support business requirements.
- Develop and implement a 'One Mint' approach to quality in line with ISO 9001 Quality Management Systems.
Objective 1.2 Sustainable circulating coin and numismatic program.
Key Activities for 2009–12
- Continued integration of operational delivery systems ensuring efficient operations and inventory control, including use of the buffer stock model.
- Strategy to grow and develop minting business lines.
- Foster relationships with government, commercial partners and other stakeholders for mutual gain.
- Maintain the building and manufacturing infrastructure and services.
- Develop, implement and review a business sustainability plan.
Objective 1.3 Awareness and guardianship of Australia's coin history.
Key Activities for 2009–12
- Promote public understanding about the cultural and historical significance of coins and associated government programs, including civics and citizenship.
- Provide an educational program to school students online and at the visitor centre.
- Provide curatorial services associated with maintaining Australia's National Coin Collection.
- Provide advice to government about Australia's coinage.
KRA 2: Our Clients
Enhance stakeholder confidence by ensuring our dealings are professional, timely and accountable.
Objective 2.1 Communicate and consult effectively with our stakeholders to achieve expected outcomes.
Key Activities for 2009–12
- Develop a One Mint Strategic Communication Plan to create opportunities for stakeholders to participate in corporate strategy consultation.
- Maintain an operational framework to align information sharing and planning.
- Conduct an annual review of the Mint's Service Charter.
Objective 2.2 Mutual understanding of the role of the Mint by key stakeholders.
Key Activities for 2009–12
- Refine committee structures and review terms of references to improve understanding with internal and external stakeholders.
- Promote the Mint's vision to stakeholders through brand management, planned outreach activities and communications.
- Conduct an annual review of the corporate governance structure.
Objective 2.3 Conduct market research and consult with coin collectors to stay in touch with their interests and needs from the Mint's numismatic program.
Key Activities for 2009–12
- Establish and maintain a feedback forum.
- Conduct surveys with all customers.
- Participate in outreach activities, such as trade shows and fairs.
KRA 3: Our Business Capability
Continuously improve our operations by monitoring and evaluating outcomes and creating opportunities that lead to innovative solutions.
Objective 3.1 Continuous improvements in operational effectiveness and process efficiencies.
Key Activities for 2009–12
- Develop operational plans that establish clear roles and responsibilities and align performance agreements with functions.
- Implementation of a performance management framework to deliver consistent services, support continuous improvement and effective and efficient administrative and technical systems.
- Ensure that business continuity and disaster recovery plans remain effective and compliant.
Objective 3.2 Robustly apply the risk management framework to all strategic and key business activities.
Key Activities for 2009–12
- Enhance the risk management framework to support strategic and operational decision making.
- Maintain and adapt the security environment for information, assets and resources.
Objective 3.3 Sound financial performance and management.
Key Activities for 2009–12
- Continue to refine financial monitoring and reporting processes that deliver key financial measurements to internal and external stakeholders.
- Strengthen internal controls and the financial governance framework to ensure that the Mint's financial systems withstand scrutiny.
- Lead and direct the financial decision making processes including the management of investments and use of working capital.
- Provide financial and business due diligence to the evaluation of business growth opportunities.
KRA 4: Our People
An appropriately skilled, well managed, valued and committed workforce.
Objective 4.1 Strategically focused and effective leadership and management.
Key Activities for 2009–12
- Continuously support and integrate corporate governance frameworks into workforce behaviours.
- Deliver development programs to prepare future leaders and managers while sustaining and building the skills of the current workforce.
- Monitor and report on performance to improve staff development, leadership and management.
Objective 4.2 Staff who are qualified, skilled and experienced for their role and future business challenges.
Key Activities for 2009–12
- Enhance the capability of staff through effective business planning, staff development, improved systems design and administration.
- Continue to build an environment that allows our people to grow, learn and challenge accepted practice through innovative solutions.
- Foster a culture of leadership and professional development.
- Implement and monitor a learning and development strategy that is responsive to the Corporate and Business Plans.
- Implement and monitor a 3–5 year strategic workforce plan.
Objective 4.3 Maintain a culture of safety, quality, innovation and high performance.
Key Activities for 2009–12
- Deliver whole of Mint training to improve the skills, culture and dynamics of the organisation.
- Enhance our staff capabilities through the Performance Development Scheme to ensure and acknowledge high performance.
- Promote a progressive modern culture through an exchange of practical skills and knowledge with external institutions and bodies.
Next: Planning Framework and Measuring our Performance
Previous: Organisational Profile, Managing Risk, Business Lines and Stakeholders
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