Strategy Planning & Business Excellence Manager’s Guide
The QHSSP Planning Cycle
QHSSP Strategy Map
The QHSSP Planning Cycle starts with the QHSSP Strategy Map, a tool that defines our
strategic direction and objectives.
The QHSSP Strategy Map contains a number of statements that encapsulate our vision and
future direction. To provide balance and to allow links between information and consequences
to be readily evident, the statements are grouped into four key result areas. QHSSP uses the
same key result areas that were developed for the implementation of the Shared Service
Initiative. Although the SSI has now been ‘mainstreamed’ (incorporate into standard business),
the result areas continue to meet the SSP’s needs. The key result areas are:
Within these key result areas, QHSSP’s objectives and strategies are built upon the foundations
of the Queensland Health and Corporate Services Division values and incorporate both the
Shared Service Initiative’s strategic direction and the strategic directions outlined in the
Queensland Health Strategic Plan 2007-12.
Business Excellence Framework – Focus Groups
Note: detailed information on the Business Excellence Framework – Focus Groups will be
included following the finalisation of the process for the QHSSP in March 2009.
Staff and Client Surveys
QHSSP conducts regular staff and client satisfaction surveys. Comprehensive staff satisfaction
surveys are conducted annually using the Queensland Public Agency Staff Survey (QPASS)
tool, which provides an indication of our overall organisational climate. Pulse surveys are
conducted on an ad hoc basis throughout the year to enable more responsive engagement with
staff around key issues.
Client and Customer Satisfaction Pulse Surveys are conducted for each QHSSP Service
throughout the calendar year. Each pulse survey contains three core questions around
satisfaction with staff, satisfaction with services and changes in service levels over the
preceding survey period. Each Service then also asks a few questions about key issues
pertinent to service delivery at the time, for instance implementation of new systems and
In addition to collecting quantitative information, comments are invited from staff and clients
through all survey processes. These comments are communicated back to staff and clients,
feedback on progress of significant issues is provided through various publications and
comments are included in the development of pre-reading materials for the BEF Focus Group
In this way, client and staff feedback feeds directly into the planning process for QHSSP.
Organisational Self-Assessment Report
Note: detailed information on the Organisational Self-Assessment Report will be included
following the finalisation of the process for the QHSSP in March 2009.
Business Improvement Opportunities – the Business
Note: detailed information on the Business Improvement Opportunities – the Business
Improvement Register will be included following the finalisation of the process for the QHSSP
in March 2009.
The Service Operational plans are developed each June and identify the specific service
strategies and initiatives required to achieve the strategic objectives outlined on the QHSSP
Strategy Map. Operational Plans form the basis for Service activity during each financial year.
They are also the foundation of Performance Agreements between each Director and the
Executive Director QHSSP.
As has been outlined, Operational Plans are developed based on the business improvement
opportunities identified through BEF focus groups, staff surveys, client surveys and day-to-day
Once Operational Plans have been developed, each Director, in consultation with the Executive
Director and Business Improvement Service, will determine whether a detailed Project Plan
needs to be developed for service improvements, service expansions and/or or new business
A Communication Strategy will be prepared to support each project plan.
Operational Plans are reviewed and updated quarterly.
Project Plans and Benefits Identification
Note: detailed information on Project Planning and Benefits Identification will be included
following the conclusion of a benefits management pilot in Supply Services in early 2009.
The diagram below depicts how all the activities outlined above contribute to the Business
Framework of QHSSP.
Monitoring and Review
A scorecard report is one that draws information from a variety of sources and consolidates it
into a single document for ease of understanding and communication. A balanced scorecard is
where this information is grouped under the key result areas.
Anecdotally, many people associate scorecards with financial performance and reporting.
QHSSP has taken a different approach. Our Scorecard measures focus on quality,
improvement and outcomes – there is not a single dollar sign on the Scorecard report!
QHSSP has two main scorecard reports:
• Internal Scorecard Report; and
• Client Scorecard Report
Internal Scorecard Reports
Internal Scorecard Reports are produced and published monthly at the State-wide (QHSSP),
Service and Hub level. The measures included in the Internal Scorecard Reports are outlined in
the diagram above and detailed in the Internal Scorecard Data Dictionary (see Support Tools).
Client Scorecard Reports
Client Scorecard Reports are produced and published monthly at the State-wide (QHSSP),
Service and Business Area level. Most Client Scorecards include a Rework Rate, Client
Satisfaction Score and a number of other performance indicators agreed between QHSSP and
client representatives in the Corporate Services Division.
Note: detailed information on Post Implementation Reviews and Benefits Reviews will be
included following the conclusion of a benefits management pilot in Supply Services in early
Expectations and Responsibilities
Executive Director of QHSSP
The Executive Director of QHSSP has the responsibility for all services provided by QHSSP to
Queensland Health. The Executive Director is expected to:
• clearly articulate the SSP’s strategic direction, which informs the development of the
QHSSP Strategy Map;
• review the QHSSP Internal Scorecard Report and Service Internal Management
Scorecard Reports each month and discuss results with Directors and the Executive
• provide leadership during the implementation and review of the Strategy Map and
• provide leadership during the development and implementation of QHSSP’s planning
• endorse and sponsor projects with state-wide or budget implications.
Directors are expected to:
• develop and monitor Operational Plans and Business Improvement Initiatives for their
• prepare Project Plans as required for business improvement initiatives identified in
• ensure all staff within their area of responsibility understand their obligations and
expectations during the implementation of strategic initiatives.
• review their Internal and Client Scorecard Reports each month;
• provide informative comment on the scorecard results and trends;
• ensure accuracy of data collection for their Scorecard report; and
• actively participate in the review and refinement of the Strategy Map and Internal
Hub, Service and Regional Managers
Hub, Service and Regional Managers are expected to:
• contribute to the development and monitoring of Operational Plans and Business
Improvement Initiatives for their Service;
• prepare Project Plans as required for business improvement initiatives identified in
• ensure all staff within their area of responsibility understand how the work they do
contributes to achieving the organisation’s strategic objectives
• review the Internal and Client Scorecard Reports for their Service each month; and
• provide informative comment on the scorecard results and trends as required;
Business Improvement Services
Business Improvement Services are expected to:
• provide support and guidance throughout Operational planning and during identification
of Business Improvement initiatives for all services;
• develop and implement models to support the standardised QHSSP best practice
approach to Project, Benefit and Risk Management
• develop and manage processes that support the use of the Australian Business
Excellence Framework across the QHSSP
• develop, review & distribute Internal and Client scorecards to support measured
reporting of QHSSP service-wide performance
• distribute regular communication to all QHSSP staff reiterating the strategic objectives
and mission of the organisation
• QHSSP Strategy Map
• QHSSP Internal Scorecard
• QHSSP Internal Scorecard Reports
• QHSSP Internal Scorecard Data Dictionary
• QHSSP Client Scorecard Reports
• QHSSP Client Scorecard Data Dictionary
• QHSSP Service Operational Plans
• QHSSP Performance Governance Framework
• QHSSP Planning Governance Framework
• Project Plan template
• Operational Plan template
• Communication Strategy template