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Public Safety Business Agency
Operations Division
Governance Framework
Version 0.9 16 September, 2015
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Revision History
Version Issued Modified by Comments
0.1 3 October 2014 B. Borowik Initial draft
0.2 19 March 2015 A. Shaw Further development of outline
0.3 25 March 2015 A. Shaw Incorporating feedback from B.
Borowik
0.4 1 April 2015 A. Shaw Incorporating further feedback
from B Borowik
0.5 17 April 2015 B. Borowik Additional content included
0.6 14 May 2015 A. Shaw Minor edits
0.7 1 June 2015 A. Shaw Minor update
0.8 10 August 2015 B. Borowik Minor updates
0.9 16 September 2015 P. Robertson Minor edits and additional content
included
This document is maintained by the Executive Director, Operations Division, Public
Safety Business Agency. Contact details are:
Ms Peta Robertson
Executive Director
Operations Division
Public Safety Business Agency
Phone: 3635 3912
Email: [email protected]
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Contents
1. Introduction .................................................................................................... 4
2. Factors affecting Operations Division governance arrangements ................. 5
3. Elements of Operational Division governance ............................................... 5
4. Operations Division Structures ...................................................................... 6
5. Operations Division’s link to PSBA Strategic Plan and Operational Plan ...... 7
6. Operational Planning ..................................................................................... 8
7. Key Committee Memberships ........................................................................ 9
8. Risk Management .......................................................................................... 9
9. Performance Management ............................................................................ 9
10. Reporting ..................................................................................................... 10
11. Personal Performance Planning .................................................................. 10
12. Policies and Procedures .............................................................................. 10
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1/ Introduction
This framework documents the governance arrangements within Operations Division. They have been tailored to suit the Operations Division’s working environment and business model. The mechanisms for implementing the framework are strategies, policies, processes and resources used to drive good governance practice. The Operations Division provides services through two major functions – Blue Card Services and State Government Security (SGS). Blue Card Services administers the blue card system under the Working with Children (Risk Management and Screening) Act 2000 (WWC Act). Responsibility for the blue card system transitioned from the Commission for Children and Young People and Child Guardian to PSBA on 1 July 2014. The purpose of the blue card system is to contribute to the creation of safe and supportive environments for children and young people when receiving services and participating in activities which are essential to their development and wellbeing, such as child care, education, sport, and cultural activities. Blue Card Services performs the following functions:
conducting the Working with Children Check for people seeking to work in child-related business or employment regulated by the WWC Act;
educating the community about the blue card system, legislative requirements and associated obligations;
providing training and assistance to employers and business operators to develop and implement a child and youth risk management strategy; and
assessing incoming complaint information and auditing regulated organisations to ensure compliance with the WWC Act.
SGS incorporates the State Government Protective Security Service (SGPSS) and operates under the State Buildings Protective Security Act 1983 (SBPS Act) and the State Buildings Protective Security Regulation 2008. Responsibility for administering State Government Security was transferred from the Department of Housing and Public Works to PSBA on 1 January 2014. SGS provides protective security services to the people and property assets of the Queensland Government and protects government assets including schools, parklands, courthouses and government offices. SGS performs the following functions:
static site security, to government property assets throughout the State;
mobile patrolling of property assets;
government identification card production;
alarm monitoring; and
security assessments and technical advice.
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2/ Factors affecting Operations Division governance arrangements
Strategic Environment The strategic environment for both Blue Card Services and State Government Security is characterised by:
completing the transition to the PSBA;
increasing customer expectations for high quality service;
rising demand for services;
ageing of the workforce;
the increased threat level and the need for coordinated, robust and effective protective security ;
a tight fiscal environment;
a requirement for flexible, agile and economical service delivery models;
the review of the PSBA and implementation of agreed recommendations;
the implementation of recommendations and findings from the Child Protection Commission of Inquiry; and
the implementation of recommendations and findings from the Royal Commission into Institutional Responses to Child Sexual Abuse.
In addition to legislation covering the operations of the Public Safety Business Agency, specific legislation affects the work of the Operations Division:
Working with Children (Risk Management and Screening) Act 2000;
Working with Children (Risk Management and Screening) Regulation 2011;
State Buildings Protective Security Act 1983; and
State Buildings Protective Security Regulation 2008. Service delivery model Blue Card Services and State Government Security provide centrally managed services. Individuals can request a Blue Card from anywhere in the state and the application is processed centrally in Brisbane. While SGS protects government buildings throughout Queensland, it is managed centrally from Brisbane. 3/ Elements of Operations Division governance
The governance arrangements within Operations Division reflect the following key elements:
openness and transparency – we have clear procedures in place, and the right roles and responsibilities for making decisions and exercising power;
integrity – we act impartially, ethically and in the best interests of the Operations Division and the PSBA;
accountability – we are answerable for decisions and having appropriate mechanisms in place to ensure the Division adheres to all applicable standards;
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due care – we expect the right degree of care to be exercised to avoid harm in the circumstances, or alternatively, the absence of negligence; and
public defensibility – we ensure our activities and decisions are open to, and can withstand, reasonable scrutiny in the context of fairness, equity and value for money.
In turn, these elements support the following PSBA principles:
Service
Be service and outcome focused, providing value for money;
Make decisions close to where the service is delivered.
Engagement
Actively engage with our partners, customers and stakeholders;
Focus on face-to-face service delivery.
Collaboration and ethics
Actively collaborate with our partners to jointly achieve results;
Act ethically with transparency and accountability in all our dealings.
Innovation
Focus on the future with innovation and improvement as business drivers;
Take a calculated risk.
People and respect
Interest in our people, develop capacity and support a culture of high performance;
Respect for people and staff potential, forms a core belief. 4/ Operations Division Structures
The Operations Division is one of eight direct reports to the PSBA Chief Executive, as shown in the PSBA structure below:
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The Operations Division is structured as shown below:
5/ Operations Division’s link to PSBA Strategic Plan and Operational Plan
Operations Division contributes to the following PSBA objectives:
collaborate with public safety entities to develop workplaces and practices that drive productivity, engagement, inclusiveness and diversity;
build relationships with our partners, stakeholders and customers that are
agile, responsive and based on trust;
focus on delivering benefits to frontline services, with a strong emphasis on
continuous improvement; and
take a lead role in supporting value for money public safety services.
More specifically, Operations Division fulfils the following activities from the PSBA Operational Plan:
Implement recommended standards and embrace the direction set by the PSBA Inclusion Taskforce
Establish mechanisms to support more effective engagement, strengthen communication networks and increase opportunities for collaborative effort
Support the Public Service Commission in its official review of the Public Safety Business Agency and implement any endorsed recommendations
Progress efficiencies in PSBA Operations.
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6/ Operational Planning
The Operations Division plan flows from the PSBA plan and allows the Executive Director to set the direction of the division for the financial year by outlining the priorities and actions to realise the strategic plan. The Division Plan aligns the objectives and strategies to actions, responsible officers, timelines and performance measures. It provides a strong link between strategic and divisional performance management. The Division Plan includes the following components:
Purpose
Risks, opportunities and challenges
Values
Principles
Behaviours
Priorities
Services
Performance measures
Actions
Responsible officer/s
Linkage to PSBA Strategy
Timelines The Division Plan is an annual document developed for implementation from 1 July. It is influenced by strategic and operational plans, government commitments, environmental scanning and risk planning, the Executive Director’s performance agreement and the Service Catalogues. Drafted in consultation with internal and external stakeholders, as appropriate, it is then endorsed by the Deputy Chief Executive Officer of the PSBA. Both Blue Card Services and State Government Security prepare Branch Operational Plans so that the respective Directors can set the direction of their areas for the financial year by outlining their priorities and actions. These plans are shaped by the overall organisational strategic and operational context as well as local environmental scanning and are developed for implementation from 1 July. They are drafted in consultation with internal and external stakeholders as appropriate and are endorsed by the Executive Director, Operations Division. Each Branch Operational Plan includes the following components:
Services
Performance Measures
Actions
Responsible Officer/s
Linkage to PSBA strategies and Operations Division actions
Timelines
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The timetable for developing the operational plans for Blue Card Services and State Government Security is:
January – review existing plans
February/March – conduct environmental scan and consultations
April – develop the plans
May – plans drafted
June – plans finalised 7/ Key Committee Memberships
Operations Division contributes to the PSBA governance through membership of the Demand and Resource Committee, which reports to the PSBA Board of Management and as well as participating in the Weekly PSBA Planning Management Meeting. The day to day management of the Operations Division is overseen by the Executive Director and the Directors of State Government Security and Blue Card Services. Both Blue Card Services and State Government Security have monthly Executive Management Team meetings which include:
the Executive Director (chair);
the Directors of Blue Card Services or Director, State Government Security; and
representatives from other PSBA divisions including Business Services, Human Resources and Front Line and Digital Services.
The Executive Director meets on a fortnightly basis with individual Directors and, on a monthly basis, separately with the Director and Managers of each Branch. 8/ Risk Management
Operations Division contributes to the PSBA’s strategic risk assessment and developing the PSBA’s Strategic Risk Register, considered by the Board of Management in May. The Operations Division maintains an overall risk register as well as individual branch risk registers covering in more detail the risks and treatments for Blue Card Services and State Government Security. These risk registers are updated on an ad hoc basis as required, and are also regularly reviewed. 9/ Performance Management
Performance management within the Operations Division is undertaken to reflect the Queensland Government Performance Management Framework and is built into the Division’s operational plans. The performance measures used are indicators that help assess progress against the Division’s objectives, strategies and actions and
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are monitored by the leadership team to assess whether actions have had the expected outcome. The performance management framework is part of the Operations Division’s culture of continuous improvement and using performance information and evidence in decision making. The performance management framework provides information about:
finances;
human resources, and
operational measures. Included in the framework are both Service Delivery Statement (SDS) targets and operational measures. SDS targets are key performance indicators for the agency that are set annually by Government. 10/ Reporting
Data collected as a result of the performance management framework is reported to the Executive Director on a regular monthly basis or as requested. As required, data is also included in the quarterly report that is provided to the PSBA Board of Management. This information reports on key projects/actions and measures as identified in the Division Plan. Data is also provided for the PSBA Annual Report (including SDS measures) and the Report on Government Services. 11/ Personal Performance Planning
Individual staff within Operations Division are required to participate in a personal performance planning process. This process aligns individuals’ responsibilities and activities, projects and initiatives with those of the Division and the PSBA. The Performance Plans are influenced by the Division and Branch operational plans relevant to each individual’s role. Individual Performance Plans are undertaken each year to reflect the Branch actions for the year. Interim individual performance appraisal ‘check-ins’ occur every six months. 12/ Policies and Procedures
Documented operational policies and procedures are essential to provide consistent and accurate decision making, to ensure agency goals and objectives are being met. They provide staff with information and guidance necessary to undertake their work to the required standards, thus ensuring compliance with relevant policy and legislation. In addition to the agency-wide documents, both Blue Card Services and State Government Security maintain appropriate policies and procedures specific to
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each business area, which are reviewed on a regular cycle and updated where necessary. In addition, new policies and procedures are introduced when required.
