MCB Strategic Plan 2012-2017
1
Our Vision Achieving excellence in the provision of quality cemetery facilities and services. Our Mission Delivering a caring and sensitive experience with burial, cremation and memorialisation services that reflect the Community’s values and beliefs. Our Values The Metropolitan Cemeteries Board is a leader in cemetery management and through our values demonstrates this to our staff, clients, stakeholders and the environment through: • Compassion • Understanding • Respect • Integrity MCB Strategic Plan 2012-2017 Business Goal 1 Excelling in Customer Service Provide excellence in Customer Services to our Clients and Stakeholders 2 Building and Expanding our People Capability MCB is an organisation in which staff know they are valued and are proud to be a part of 3 Planning for Business Sustainability Efficient and effective resource management that is responsive to our current and changing operational needs 4 Influencing and Shaping our Environment MCB has effective systems and infrastructure that supports the needs of the business What we deliver Outcomes 1. Gaining and using knowledge of clients and stakeholders. 2. Effective management of client and stakeholder relationships. 3. Understand and manage client and stakeholder needs and expectations. 4. Marketing and communication of all our products and services. 5. Increasing community awareness of our products, services and legislative requirements. Outcomes 1. MCB is a great place to work. 2. Our organisational capability is built on through our people. 3. We attract and retain a skilled and diverse workforce. 4. Creativity and innovation is encouraged. 5. We lead by example and model our behaviours on our organisational values. 6. Staff share and demonstrate our Vision, Mission and Values. Outcomes 1. We have a governance framework that ensures our statutory obligations are met. 2. The delivery of our vision, mission, values and goals are supported by sound, policies, procedures, systems and risk management framework. 3. Strategic and operational business plans drive our financial resource allocations, planning and forecasting outcomes. 4. Achieving continuous improvement through sharing and applying knowledge. 5. Capacity to meet identified needs. Outcomes 1. We use systems and processes to establish and communicate our vision, mission, values and goals. 2. We generate, collect and analyse the right data for informed decision-making. 3. We champion suitable and continual improvement in our business planning and project management. 4. We use qualitative and quantitative measures for our products and services to determine our level of excellence. 5. We demonstrate a positive and responsible approach in meeting our obligations to society, the community and the environment. How we deliver Strategies 1. We use our understanding of customer requirements to enhance our operations, products and services. 2. We increase our community awareness of products and services through targeted communication. 3. We have systems and processes that define client and stakeholder groups, their requirements and communicate their significance throughout the organisation. 4. Our employees are selected, trained and empowered to provide an excellent customer experience. 5. We use processes to facilitate and respond to customer feedback and use the feedback for improvement of processes and performance. 6. Information about customers’ experience is determined and communicated throughout the organisation. 7. We analyse gaps between customer experiences and expectations to drive improvement in service delivery. Strategies 1. Ensure we have the right staff, at the right place, and at the right time to meet current and future needs. 2. We foster a culture that encourages and empowers high individual and organisational performance. 3. We build a culture of innovation, learning and continuous improvement. 4. Our staff builds relationships through behaviours at all levels that demonstrate trust and respect. 5. We have policies, facilities and services in place that consider and promote the wellbeing and safety of our people. 6. We have attraction, retention and recognition strategies that are aligned to our Vision, Mission and Goals and consider our future workforce requirements. 7. We create an environment that enables the collection and sharing of information and knowledge to facilitate continuous improvement. 8. We will continue to work with the State Government to achieve stated sector wide objectives through: • Enhancing the public workforce • Building trust and confidence in the conduct of ethical decision-making capacity of the public sector • Enhancing Indigenous Economic Participation National Partnership outcomes • Reducing red tape and the regulatory burden on business and the community Strategies 1. We promote a system of values, policies, regulations, processes and controls, risk management and relationships to meet our legal, financial and ethical obligations. 2. We maintain a business environment that reflects our values and we recognise and acknowledge these behaviours. 3. We use a risk management approach that assists in strategy development to maximise future opportunities. 4. Our measures are balanced and performance is monitored and reported across all areas. 5. We have established methods and skills within the organisation to analyse and interpret information to support decision-making at all levels. 6. We construct and maintain good quality facilities to meet our operational needs. 7. We continually evaluate our Business Model to ensure the long term expectations of the community are capable of being met. 8. We have effective systems and infrastructure that support the needs of the business. 9. We maximise the usage and earning capacity of all products, services and land. Strategies 1. We have a clear understanding of our vision, mission, values, and goals and communicate them to employees. 2. We have the capacity to absorb change through contingency planning, managing risk and predicting and influencing change. 3. Our annual, operational, marketing and people plans are aligned and integrated throughout the organisation. 4. We use continuous improvement when deciding how to optimise client, stakeholder and organisational requirements. 5. We use a structured approach for the improvement of all processes. 6. We are socially responsible by considering the impact of our actions and decisions on the environment, community and wider society. 7. We establish proven advocacy mechanisms to ensure regular input to the political environment. How we measure what we deliver Measures 1. Extent of customer satisfaction with services provided and aligned with reportable KPI measures. 2. Improved products and services that increase value to customers (measured via surveys and sales). 3. Communication of products, sales and services (measured via surveys). 4. We ensure a positive customer experience by training and empowering our employees to meet and exceed customer expectations (measured via surveys). Measures 1. Creating the right culture (measured through employee surveys). 2. Building trust, respect and effective communication (measured through employee surveys). 3. We establish a safe environment with appropriate facilities and tools that enable staff to do their work well (measured through our compliance with OSH legislation, % of Loss Time Injury). 4. Aligning organisational needs and people’s expectations that are supported by learning, positive reinforcement, recognition, remuneration (measured by results of exit interviews). 5. We have in place structures, policies, systems, processes and tools for both; leading and managing people and measuring efficiency and effectiveness (measured through employee surveys). 6. We have processes in place to ensure that all employees have a clear understanding of their role and how it integrates into achieving our goals (100% of employees participating in the performance management process). Measures 1. Development and implementation of a corporate governance framework that meets obligations and compliance information is reported in a timely manner. 2. All operations meet within a budget tolerance of 10%. 3. Unqualified audit opinion. 4. Key expectations of clients and stakeholders are monitored and reported across all areas. 5. We will develop and implement a Risk Management Framework that assists in strategy development to maximise future opportunities. 6. We measure our technology, knowledge, skills and resources and benchmark this information against what is required to be sustainable. 7. Land is identified in the south eastern and north eastern urban corridors for future cemetery sites. Measures 1. We ensure that improvement initiatives being undertaken align with strategic objectives and future client and stakeholder needs (measured through employee surveys). 2. Our processes are identified and documented as needed to manage consistency and improve customer outcomes. 3. Our planning approach involves employees at all levels and clarifies how objectives will be achieved (measured through employee surveys, Joint Consultative Committee meetings). 4. We determine the key objectives of each stakeholder group, giving consideration to their perception of value and the systems used to track success in achieving objectives. 5. Board approval is obtained for cemetery renewal in burial, memorials and mausoleum sections for cemeteries and cemetery renewal plans are endorsed by the Minister. Minister, Board (Chair), Public Sector Commissioner Chief Executive Officer Director Corporate Services Director Client Services Director Planning and Operations Director Finance Organisation Chart
Transcript of MCB Strategic Plan 2012-2017
Our VisionAchieving excellence in the provision of quality cemetery facilities and services.
Our MissionDelivering a caring and sensitive experience with burial, cremation and memorialisation services that reflect the Community’s values and beliefs.
Our ValuesThe Metropolitan Cemeteries Board is a leader in cemetery management and through our values demonstrates this to our staff, clients, stakeholders and the environment through:
• Compassion • Understanding
• Respect • Integrity
MCB Strategic Plan 2012-2017Bu
sine
ss G
oal
1 Excelling in Customer Service
Provide excellence in Customer Services to our Clients and Stakeholders
2 Building and Expanding our People Capability
MCB is an organisation in which staff know they are valued and are proud to be a part of
3 Planning for Business Sustainability
Efficient and effective resource management that is responsive to our current and changing operational needs
4 Influencing and Shaping our Environment
MCB has effective systems and infrastructure that supports the needs of the business
Wha
t we
deliv
er
Outcomes1. Gaining and using knowledge of clients and
stakeholders.2. Effective management of client and stakeholder
relationships.3. Understand and manage client and stakeholder needs
and expectations.4. Marketing and communication of all our products and
services.5. Increasing community awareness of our products,
services and legislative requirements.
Outcomes1. MCB is a great place to work.2. Our organisational capability is built on through our people.3. We attract and retain a skilled and diverse workforce.4. Creativity and innovation is encouraged.5. We lead by example and model our behaviours on our organisational values.6. Staff share and demonstrate our Vision, Mission and Values.
Outcomes1. We have a governance framework that ensures our statutory
obligations are met.2. The delivery of our vision, mission, values and goals are supported
by sound, policies, procedures, systems and risk management framework.
3. Strategic and operational business plans drive our financial resource allocations, planning and forecasting outcomes.
4. Achieving continuous improvement through sharing and applying knowledge.
5. Capacity to meet identified needs.
Outcomes1. We use systems and processes to establish and
communicate our vision, mission, values and goals.2. We generate, collect and analyse the right data for informed
decision-making.3. We champion suitable and continual improvement in our
business planning and project management.4. We use qualitative and quantitative measures for our
products and services to determine our level of excellence.5. We demonstrate a positive and responsible approach in
meeting our obligations to society, the community and the environment.
How
we
deliv
er
Strategies1. We use our understanding of customer requirements to
enhance our operations, products and services.2. We increase our community awareness of products and
services through targeted communication.3. We have systems and processes that define client
and stakeholder groups, their requirements and communicate their significance throughout the organisation.
4. Our employees are selected, trained and empowered to provide an excellent customer experience.
5. We use processes to facilitate and respond to customer feedback and use the feedback for improvement of processes and performance.
6. Information about customers’ experience is determined and communicated throughout the organisation.
7. We analyse gaps between customer experiences and expectations to drive improvement in service delivery.
Strategies1. Ensure we have the right staff, at the right place, and at the right time to meet
current and future needs.2. We foster a culture that encourages and empowers high individual and
organisational performance.3. We build a culture of innovation, learning and continuous improvement.4. Our staff builds relationships through behaviours at all levels that demonstrate trust
and respect.5. We have policies, facilities and services in place that consider and promote the
wellbeing and safety of our people.6. We have attraction, retention and recognition strategies that are aligned to our
Vision, Mission and Goals and consider our future workforce requirements.7. We create an environment that enables the collection and sharing of information
and knowledge to facilitate continuous improvement.8. We will continue to work with the State Government to achieve stated sector wide
objectives through:• Enhancingthepublicworkforce• Buildingtrustandconfidenceintheconductofethicaldecision-making
capacity of the public sector• EnhancingIndigenousEconomicParticipationNationalPartnershipoutcomes• Reducingredtapeandtheregulatoryburdenonbusinessandthecommunity
Strategies1. We promote a system of values, policies, regulations, processes
and controls, risk management and relationships to meet our legal, financial and ethical obligations.
2. We maintain a business environment that reflects our values and we recognise and acknowledge these behaviours.
3. We use a risk management approach that assists in strategy development to maximise future opportunities.
4. Our measures are balanced and performance is monitored and reported across all areas.
5. We have established methods and skills within the organisation to analyse and interpret information to support decision-making at all levels.
6. We construct and maintain good quality facilities to meet our operational needs.
7. We continually evaluate our Business Model to ensure the long term expectations of the community are capable of being met.
8. We have effective systems and infrastructure that support the needs of the business.
9. We maximise the usage and earning capacity of all products, services and land.
Strategies1. We have a clear understanding of our vision, mission, values,
and goals and communicate them to employees.2. We have the capacity to absorb change through
contingency planning, managing risk and predicting and influencing change.
3. Our annual, operational, marketing and people plans are aligned and integrated throughout the organisation.
4. We use continuous improvement when deciding how to optimise client, stakeholder and organisational requirements.
5. We use a structured approach for the improvement of all processes.
6. We are socially responsible by considering the impact of our actions and decisions on the environment, community and wider society.
7. We establish proven advocacy mechanisms to ensure regular input to the political environment.
How
we
mea
sure
wha
t we
deliv
er
Measures1. Extent of customer satisfaction with services provided
and aligned with reportable KPI measures.2. Improved products and services that increase value to
customers (measured via surveys and sales).3. Communication of products, sales and services
(measured via surveys).4. We ensure a positive customer experience by training
and empowering our employees to meet and exceed customer expectations (measured via surveys).
Measures1. Creating the right culture (measured through employee surveys).2. Building trust, respect and effective communication (measured through employee
surveys).3. We establish a safe environment with appropriate facilities and tools that enable
staff to do their work well (measured through our compliance with OSH legislation, % of Loss Time Injury).
4. Aligning organisational needs and people’s expectations that are supported by learning, positive reinforcement, recognition, remuneration (measured by results of exit interviews).
5. We have in place structures, policies, systems, processes and tools for both; leading and managing people and measuring efficiency and effectiveness (measured through employee surveys).
6. We have processes in place to ensure that all employees have a clear understanding of their role and how it integrates into achieving our goals (100% of employees participating in the performance management process).
Measures1. Development and implementation of a corporate governance
framework that meets obligations and compliance information is reported in a timely manner.
2. All operations meet within a budget tolerance of 10%.3. Unqualified audit opinion.4. Key expectations of clients and stakeholders are monitored and
reported across all areas.5. WewilldevelopandimplementaRiskManagementFramework
that assists in strategy development to maximise future opportunities.
6. We measure our technology, knowledge, skills and resources and benchmark this information against what is required to be sustainable.
7. Land is identified in the south eastern and north eastern urban corridors for future cemetery sites.
Measures1. We ensure that improvement initiatives being undertaken
align with strategic objectives and future client and stakeholder needs (measured through employee surveys).
2. Our processes are identified and documented as needed to manage consistency and improve customer outcomes.
3. Our planning approach involves employees at all levels and clarifies how objectives will be achieved (measured through employee surveys, Joint Consultative Committee meetings).
4. We determine the key objectives of each stakeholder group, giving consideration to their perception of value and the systems used to track success in achieving objectives.
5. Board approval is obtained for cemetery renewal in burial, memorials and mausoleum sections for cemeteries and cemetery renewal plans are endorsed by the Minister.
Minister, Board (Chair), Public Sector Commissioner
Chief Executive Officer
Director Corporate Services
Director Client Services
Director Planning and Operations
Director Finance
Organisation Chart
