This statement needs a responds to the key to success in any venture, large or s

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This statement needs a responds to the key to success in any venture, large or small, is the foresight of those participating to identify potential positives and negatives to their actions on the path to reaching the ultimate goal. This is what is referred to as planning. In order to move forward and achieve goals organizations must develop milestones and guidelines to manage the pathway toward their goals. When organizations make the effort to plan, they often identify risks and rewards. Organizations will also benefit from having a visual aid to keep the individuals of that organization focused on task and looking forward to goal accomplishment. With any organizational venture there are inherent risks. Planning helps to identify these risks by incorporating individual experiences and insights into the proper ways of handling tasks and the associated risks that go with them. As well as risk avoidance, planning also weeds out tasks that may prove unnecessary to accomplish goals and become time and resource wasters. Planning makes a goal more manageable by providing milestones that can be disseminated within an organization which may result in an esprit de corps or a sense of team building. With everyone seeing the fruits of their labor and being held accountable to the plan, the individual becomes part of something bigger than themselves. In this sense the plan becomes an entity. Organizations that fail to plan will often lose time back-tracking and trying to fix problems that would have been assessed in a plan. The individual within an organization will have no vision as to what they are a part of and will not have the motivation to achieve the goals that a plan would outline. A goal with no plan would be very difficult for an organization to manage. Time-sensitive tasking and milestone achievement would fail to exist, so the organization would have no timeline to hold itself to. While achievable without a plan, goals can be met in a much more timely, efficient, and higher quality way when careful planning is implemented prior to launching.t

Explanation / Answer

Implementation Planning is the process of determining how a policy will be implemented in sufficient detail for Cabinet to make an informed judgement about whether to proceed in the light of the risks and requirements involved. Implementation planning has a strong management focus which requires best practice approaches, skills and experience to be applied in the following seven areas: 1. Management Control and Program/Project Management 2. Governance and Accountability 3. Planning 4. Resource Management 5. Risk Management 6. Stakeholder Engagement 7. Review, Monitoring and Evaluation Effective implementation planning requires a structured approach to thinking and communicating in these seven areas. This will create a shared understanding among those who will drive implementation, from the most senior leaders to the most junior managers, and across boundaries between and within departments and agencies and non APS bodies. Note that implementation planning is not about “filling in an implementation plan template”: rather the final implementation plan document should simply be a record of the structured thinking and communication that has occurred between key leaders and managers through face-to-face workshops, discussions and conversations. It must be underpinned by consultation and research. When is an Implementation Plan required? All Cabinet submissions, memoranda and New Policy Proposals which have significant implementation risks or challenges (as determined by PM&C) are required to attach robust implementation plans. As a guide, Cabinet submissions are likely to have significant implementation risks or challenges when the submission: • addresses a strategic priority of the Government; • makes major or complex changes; • involves significant cross-agency or cross-jurisdictional issues; • is particularly sensitive, e.g. has a large number of conflicting stakeholders, has or is likely to receive adverse media attention or is particularly risky; • requires urgent implementation; • involves new or complex delivery systems; or • has been developed over a very short period. Guide to Preparing Implementation Plans October 2012 3 New Policy Proposals must be assessed using the Risk Potential Assessment Tool (RPAT). It is a recommended best practice that submissions without an NPP are also assessed with the RPAT to confirm the level of implementation risks or challenges (Finance website). A submission which has a medium risk rating will require an implementation plan to be attached. Moreover, central agencies may also require departments and agencies to attach implementation plans to submissions where proposals are deemed to be higher risk than shown by the risk assessment or have particular implementation challenges. If central agencies determine that a submission has ‘significant implementation challenges’ and does not contain an implementation plan it will not be considered by Cabinet unless the Cabinet Secretary provides written authority for an exception to be made. Getting started Departments and agencies must consult early in the first instance with the relevant policy area of PMC, the Gateway unit in Finance (gateway@finance.gov.au) and the Cabinet Implementation Unit (CIU) (Implementation@pmc.gov.au) to determine whether an implementation plan is likely to be required. The CIU offers a range of knowledge resources that will assist implementation planning, from broad guidance, general case studies and other people to speak with, through to detailed examples, checklists and templates. The very first thing required is a “plan for the planning” – in other words a commitmen

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