Analysis of performance against purpose 4

Comcare’s Corporate Management Group provides high quality, timely management of corporate services, and supports business innovation and improvement by leading corporate planning and building the capability of our people. The performance measures in the Comcare 2015–16 Corporate Plan (Corporate Plan) are important to ensure corporate services are efficient and cost-effective and enable Comcare to be a leading insurer, national regulator, and provide excellence in scheme management and design.

Corporate services

In 2015–16, Comcare conducted its first Corporate Management Group Client Satisfaction Survey (client survey). Accumulated scores demonstrated this across specific performance measures, indicating a satisfaction level of 75.8 per cent, with only 7 per cent of respondents rating themselves as dissatisfied or very dissatisfied with Corporate Management Group overall. This positive result demonstrated the Group’s ability to meet client requirements for timeliness, efficiency and cost-effectiveness.

Corporate Management Group has set a minimum target of 75 per cent satisfaction across all performance measures for the January 2017 survey. The Group will continue to improve service delivery efficiency and lead a one Comcare approach to identifying cost savings.

Comcare is on track to reduce the cost of delivering corporate services by 20 per cent by 30 June 2017 from the 2014–15 budget baseline. Comcare established strategies in 2015–16 to achieve operational efficiencies and reduce operational costs in time to meet the target deadline of 30 June 2017.

One of these strategies was a new system for monitoring Corporate Management Group’s work and performance. The new system will capture all corporate service requests, with the aim to streamline current practices and reduce the costs associated with the inefficiencies of older processes and practices.

Leadership

Comcare improved leadership performance by implementing regular workshops for senior leaders. The Comcare Executive participated in a number of workshops focussed on strategic discussions, developing leadership behaviours and building a cohesive and collaborative whole of organisation approach. In 2016–17, work will continue to look at collaboration across Comcare and continue to build a strong organisational culture.

In 2016–17, Comcare is introducing a mentoring programme. This programme seeks to contribute to the ongoing development of leadership skills and capability across all levels of Comcare. Our first intake of mentors and mentees occurred in August 2016 with a plan to increase the programme in February 2017.

Comcare experienced an overall improvement in our 2016 APS Employee Census results as compared to the 2015 results. There was a significant improvement in engagement scores across all elements of the survey, which has been attributed to the implementation of numerous strategies across the organisation. These strategies included the establishment of a reference group in 2016 to look at a cohesive and collaborative whole of organisation approach to improving engagement and communication.

Risk oversight and management

Comcare developed and implemented a new Risk Management Framework in 2015–16, including a risk oversight and management policy. This enterprise-wide risk management system incorporates key elements of the Commonwealth Risk Management Policy.

In 2015–16, there has been an increased focus on risk by Comcare’s Executive and Audit and Risk Committee. This has resulted in improved risk management transparency and communication. Activities include:

  • reviews of the Risk Management Framework
  • redevelopment of the Comcare Risk Oversight Management Policy and Comcare Risk Management Procedural Guide
  • refining risk reporting across Comcare.

Comcare has a clear and user-friendly risk management policy and framework and is working to continuously improve the management of risk across the organisation.

A recent internal audit into Comcare’s risk management systems identified that Comcare demonstrates effective risk identification and management at the higher levels of the organisation through the enterprise risk register and group risk registers. In 2016–17, Comcare will make additional improvements at the project and team levels, which will focus on embedding an effective risk management culture.

Stakeholder engagement strategy

Comcare’s new stakeholder engagement strategy is to be implemented in 2016–17 and will assist us to understand the needs of our stakeholders within a structure that presents a coordinated approach.

The new strategy is a road map that will guide a cross-business initiative to managing and engaging with Comcare’s diverse range of stakeholders. Outlining a five-step process for stakeholder management, the strategy requires plans that include defining goals, identifying and prioritising stakeholders, engagement through consultation and collaboration, and evaluating our actions to ensure they are effective. It is essential that we engage with our stakeholders effectively and consistently, and that our management of these important relationships aligns with our corporate goals.

People plan

In January 2016, the Comcare Executive endorsed the Comcare People Plan 2016–2019 (People Plan). The focus of the People Plan is on creating a high performing organisation making Comcare an employer of choice. Comcare will achieve this by delivering a number of strategies and projects within the five key strategic people themes of leadership, capability, cohesiveness, health safety and wellbeing, and innovation.

The People Plan aims to:

  • ensure everyone in Comcare models leadership behaviours that drive and facilitate high performance
  • enable all our employees to have the capability and capacity to deliver organisational objectives, now and in the future
  • engage all of our employees to participate in creating a collaborative workplace culture
  • promote Comcare as a leader and role model in work health and safety (WHS) behaviours, systems and practices
  • encourage our employees to be adaptable and engage in building an innovative workplace.

In 2015–16, Comcare completed a review of our Performance Development Framework for Comcare employees. This was the first strategy from the People Plan to be implemented. The objective of the review was to create a process that was more user friendly and engaging, and better aligned with improving the capability of Comcare. The new framework encourages a culture of maximising and maintaining high performance through regular conversations (both informal and formal). The revised framework also includes revised guidance and support for managers, clearer processes and procedures, and integration with Aurion.

Project management framework

In 2015–16, Comcare endorsed a whole of organisation project management policy. The new Comcare Project Management Policy will be fully implemented in 2016–17 and will include:

  • guidelines for managing projects from start to finish
  • templates to use at every phase of a project, including project concept proposals, project initiation documents, business cases, stakeholder engagement plans, communications management plans, project management plans, project status reports, and project closure reports
  • tools to make project management tasks easier such as stakeholder analysis, risks assessments, project or team meetings
  • online references on project and programme management current trends
  • easy to use subject guides to improve workplace knowledge and efficiency.

Work health and safety performance

Comcare is committed to the continuous improvement of its work health and safety performance. A number of initiatives in 2015-16 were implemented to drive improvements in Comcare’s work health and safety performance to achieve a workers’ compensation premium rate that is below the premium payer average by 2018.

Each of these initiatives have being championed by Comcare’s senior leaders and are supported across the business. Each business plan includes goals that support the success of these initiatives, with every employee having a responsibility to contribute to the improvement of Comcare’s work health and safety performance.

Comcare has made strong progress against this target, driven by a reduced number of claims, the introduction of mandatory work health and safety training for all Comcare staff and the application of early intervention strategies to reduce potential harm.

Comcare has audited its work health and safety and rehabilitation management systems in order to identify additional improvements to ensure high quality systems. In 2016-17, Comcare will be working on the creation of a new rehabilitation case management manual for its staff and reviewing all policies and procedures for currency and best practice.

Digital transformation programme

In 2015–16, Comcare released the Comcare Digital Strategy 2015–20 (Digital Strategy). The Digital Strategy outlines a five-year programme of work, known as the Digital Transformation Programme (DTP), which supports Comcare to achieve the objectives of the Digital Strategy and the Corporate Plan.

The DTP is implementing a series of user-friendly digital initiatives to enhance client service for all stakeholders who interact with Comcare. The aim of the programme is to transition the organisation to digital ways of working, where paper is the exception rather than the norm. It is anticipated that productivity issues associated with core systems and business processes will be addressed through the DTP initiatives, resulting in a decrease in operating and administration costs.