Department of Corporate and Information Services annual report 2016-17
Annual report 2016-17
Northern Territory. Department of Corporate and Information Services
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Northern Territory. Department of Corporate and Information Services -- Periodical
Northern Territory Government
Department of Corporate and Information Services annual report; Annual report
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Northern Territory Government
Annual Report 2016-17 | Department of Corporate and Information Services 73 CORPORATE GOVERNANCE Service statements are developed with input from clients, are regularly monitored by DCIS, with a formal review annually, and are updated when the service is appreciably changed and when new services come into DCIS. Each service statement includes standards which address the key activities within the service line and reflect the primary performance levels which DCIS undertakes to deliver. The service framework and statements are available to all agencies on NTG Central. Performance Measures Key Performance Indicators (KPIs) for divisions are reported quarterly to the Executive Management Board. The KPIs are aligned to the Strategic Plan and DCIS Service Statements and reflect performance metrics for each division. KPI performance, trends and issues are carefully considered at board meetings. During 2016-17, the KPIs continued to be reviewed and expanded to capture changes in the departments structure and business and ensure the board has a well-defined insight on service performance across the department. Managing Risk The department has a Risk Management Framework, which is consistent with AS/NZS ISO 31000:2009 Risk Management: Principles and Guidelines, to form a cohesive and robust risk management approach. The Risk Management Framework consists of a Risk Management Policy, procedures and information sheets which provide staff with the information and tools to manage risks on a day to day basis. The Employment Screening Policy implemented in 2015-16, together with the Fraud Control Policy, strengthens the departments Risk Management Framework. In addition, the department continues to enhance its management of business continuity risks by regularly reviewing its various plans for DCIS whole of agency and key services to ensure it is prepared, able to respond and recover disrupted services. Scenario testing of business continuity plans was undertaken in mid-2017 to test effectiveness and identify opportunities for improvement. The Risk Management Committee is responsible for overseeing risk management activities, including business continuity management. The committee promotes a risk management culture and provides direction to enable DCIS to proactively manage its risks through structured strategic and operational risk management and well defined processes for project and procurement risks. Structured risk workshops are held across the department biennially for the management of operational and fraud risks and are planned for 2017-18. Workshops are also held with senior management and oversighted by the Risk Management Committee to assess the departments strategic risks, with two new strategic risks assessed in 2016-17. The status of risk management is monitored by the Executive Management Board via quarterly reports provided by the Risk Management Committee. The strategic and operational risk registers are accessible online to the Risk Management Committee and relevant staff to manage the departments risks. The department has a broad range of policies, plans and procedures which are reviewed on a regular basis or as required to ensure they provide sufficient guidance to ensure good governance and compliance. Future Priorities Develop the DCIS Business Plan 2017-18. Review existing and develop new DCIS Service Statements and related service standards to inform of new or amended services. Commence planning for the development of the 2019-2021 Strategic Plan. Consider any recommendations from scenario testing of business continuity plans for continuous improvement ofprocesses. Review the departments Employment Screening Policy and identify opportunities to improve processes. Review the departments Fraud Control Policy in conjunction with the Northern Territory Auditor-Generals Office Fraud Health Survey to identify opportunities to improve fraud awareness and controls. Undertake formal risk workshops for operational and strategic risks, including a greater emphasis on specific fraud risk assessments for identified operations.