Corporate Plan 2013-2018 - Dstl

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Critical Enablers Delivering our Purpose and ensuring we are an employer of choice We believe in the vital role of public servants in undertaking the work we deliver in direct support of our customers in MOD, across wider Government and with trusted international partners. Central to this is an excellent, engaged and agile workforce that is the right shape and size, working in the right locations and answering the right problems. Since 2001, our status as a Trading Fund of MOD has given us the ability to do that effectively and efficiently, maintaining a strong profile within the defence and security community with a reputation for integrity and impact. These Critical Enablers set out the elements of the business that are essential to delivering our Purpose effectively, without which our likelihood of achieving our Strategic Objectives would reduce significantly. The continued planning for our Helios programme and the current economic climate mean that we need to drive for efficient solutions while ensuring access to appropriate facilities and infrastructure. We will continue to look for every opportunity to do things more efficiently with the capabilities provided by our Strategic Partners, Steria and Serco. To improve both our own use of information as well as its exploitation in wider Government, we will continue to ensure the safe, resilient and efficient operation of our business processes and systems. We will also address the opportunities afforded within Civil Service Reform including the new Government ‘Digital by Default’ strategy. To support our Vision we will implement a procurement capability with capacity and awareness matched to demand, seeking to improve our management of suppliers and update our procurement strategy to align with our evolved role as MOD’s S&T agent. Since our previous Corporate Plan, we have: • maintained sound financial management to allow us to initiate our Helios programme, funded from our own capital investment programme • been awarded the 2012 PwC Building Public Trust award for excellence in reporting in the public sector • realigned our Infrastructure Portfolio Management Office to provide oversight of a balanced and prioritised portfolio of infrastructure-based projects • optimised our assurance framework around our important strategic risks and transformed our approach to internal control, operation and assurance • worked with our strategic service partners to improve efficiency and asset utilisation • realigned our Safety, Health, Environment and Fire (SHEF) internal support and conducted a workforce survey to baseline and improve our organisational SHEF culture and better enable us to operate safely • successfully completed safety audits of the majority of our hazard areas with corrective action in place where required. 18
Our productive networks and trusted relationships enhance the value of our investment in S&T and provide advantage with our national and international partners. Our effective end-to-end delivery of programmes, portfolios and projects will enable us to deliver a high-impact S&T programme across a changing defence and security environment. The desired outcomes of these Critical Enablers are in a three-point timeline below. Our people are our most valued asset and we are committed to investing in their leadership development and their technical and professional skills, ensuring we become an employer of choice. We are committed to maximising the diversity of our workforce and giving our talented people the best chance of career progression and personal development in a safe and secure environment. As an effective and efficient organisation, continually seeking improvement, we will complete our Helios programme and markedly improve our commercial and information systems. These activities will enable us to work successfully and share knowledge in a much more effective way than today. Achieving these outcomes is critical to our agility, our ability to seize opportunities and to enable our passionate and committed workforce, suppliers and partners, to maximise the impact of S&T. During the life of this Corporate Plan, we will: THEME START WAYPOINT END Effective and Efficient Organisation Helios programme initiated with associated staff relocation under way Helios build programme commenced, core capabilities and all staff transitioned from Fort Halstead site Effective, efficient and integrated organisation operating from our reduced core sites Procurement Capability Commercial capacity adequate to meet overall demands of current work but improvements needed to realise our Vision Procurement strategy implemented, contracting consolidated and commercial awareness of all staff improved The first port of call for defence and security-related S&T and trusted S&T agent status underpinned by procurement capability, capacity and awareness that is matched to demand with supply chain interface managed Information Systems Information systems adequate for our current requirement but investment and innovation required to realise our Vision Key investments supported with prioritisation of information systems to support knowledge management and exploitation Information systems enabled that support our ability to be an entrepreneurial organisation and seize new opportunities, be transparent and share knowledge as a trusted agent of S&T SHEF and Resilience Safe, secure and resilient organisation actively reviewing baseline policy and processes and setting targets to address changing Government needs Implementation of new safety culture targets completed and a proactive, risk-informed approach to all our site operations A learning organisation that proactively addresses safety, environmental and resilience issues Civil Service Reform Implementation of changes driven by Civil Service Reform commenced with further work under way to access impact Revisions to services agreed and our processes improved in line with our Vision and Civil Service Reform An integrated organisation taking and offering services to the Civil Service with the infrastructure that supports integrated working Strategic Partners Strategy developed to optimise relationship with Serco and Steria with new performance indicators to emphasis partnership and shared responsibility Strategic Partners proactively shape planning with us to provide timely enabling services efficiently Strategic Partners operating in an integrated organisation as part of our delivery enabling our Vision Regulation Maintain regulatory compliance while continually seeking areas for improvement Reduce any residual risks associated with maintaining compliance Recognised across Government for pro-activity and best practice in regulatory compliance 19
Page 1: The Defence Science and Technology
Page 4 and 5: Introduction The Purpose of Dstl is
Page 6 and 7: The first port of call for defence
Page 8 and 9: Our Purpose, Vision and Strategic O
Page 10 and 11: Positioning To be the first port of
Page 12 and 13: Capability An agile and interdiscip
Page 14 and 15: Capability continued Our priority
Page 16 and 17: Delivery An entrepreneurial organis
Page 20 and 21: Finance Our principal financial obj
Page 22: Implementation At the heart of our

Corporate Plan 2013-2018 - Dstl

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