Phase Two: Organisational Review: Final Report

22 August 2003

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Branch Systems and Processes

• Recommendations

56. Structural changes will not, in and of themselves result in a change in behaviour if the systems and processes in place work against the change. It is important to identify the systems and processes (or lack of them) that drives behaviour within the branch. I have been particularly concerned to identify ways of improving the way in which operational and policy teams work together on projects. A number of systems or processes work against this goal:

• The lack of clear, agreed protocols around when the operational arms or other branches get involved in a policy project. The general principle should be to consult early and give the other team or branch the "right of refusal".
• Unclear authorities. This is perhaps one of the most critical issues in the branch. It is essential for positions that are out of the line (project managers, Senior Communications Advisor and the Strategic Business Advisor - with respect to managers). Clear authorities (lateral and vertical) will need to be specified for these positions. It is also important within teams. Each team member has a responsibility to his/her colleagues to understand their work and make them more successful through contribution. This can be achieved through peer reviewing work, presenting team seminars or simply discussing work over coffee. It need not be a burdensome responsibility but it does require proactivity.
• Management team meetings are more about housekeeping than contributing to a whole of organisation perspective and testing ideas.
• The way in which the outputs are currently clustered provides a disincentive to budget and plan on a branch-wide (and perhaps an MED-wide manner).

Recommendations

57. Where appropriate, policy project teams must comprise both policy and "operations" staff (including the evaluation advisor), from the beginning of the project. Appropriateness will be established through consultation with colleagues. Terms of reference and project responsibilities can be allocated at that time, including clear hand-over process when projects move from a policy to an implementation phase. Accountability for ensuring good process, including involving other branch and external stakeholders early rests with the assigned project manager.

58. Where a particular problem emerges within a "market" or where potential risks warrant further investigation, a "Market Investigation Project Team" will be configured from members of the policy team, market investigation group, other branch operations teams, other MED branches or external agencies as appropriate. Accountability and authority for project management will be clearly assigned.

59. It is recommended that the General Manager, through OD&S Finance, seek to have the Vote: Consumer Affairs outputs reduced to two - one for Policy, Research and Information, and the other for Measurement and Product Safety.

60. Role descriptions for Managers and staff, particularly those who do not have line responsibilities, need attention to ensure that they refer to lateral as well as team or line-based outcomes.

61. Considerable effort needs to go into devising a planning process for the branch that supports a branch-wide approach at the beginning of the process, rather than starting off in "silos".

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