Strategic Management Case Analysis for QLD Department of Communities, Child Safety and Disability Services

This case analysis focuses on the development of the QLD Department of Communities, Child Safety and Disability Services to promote children and disabled people. It includes the implementation of counseling services, financial assistance, and the use of the balanced scorecard approach. The presentation also covers stakeholder perspectives, strategy maps, and recommendations for the department.

THE QLD DEPARTMENT OF COMMUNITIES,
CHILD SAFETY AND DISABILITY SERVICES

 Name of the student-
 Student number:
 Unit Name: Strategic Management
 Unit Code:
DESCRIPTION OF THE STUDENT

CASE ANALYSIS-
 Development of department of Queensland to promote
children and disable people.
 Set counseling services to support institutional department to
implement beneficiary services to children and disable people
 Providing financial assistance to supporting institutional.

IMPLEMENTED CHILD SAFETY AND
DISABILITY SERVICES
Social welfare
department DISABILITY
SUPPORT
CHILD SAFETY
AND COMMUNITY
Financial assistance

FACTS OF CHILD SAFETY AND DISABILITY
SERVICES
 Focuses on the child safety program.
 Implementing the child labour work program and policies.
 Implementation of Safety and disability services

FACTS AND STRUCTURE OF QLD DEPARTMENT OF COMMUNITIES,
CHILD SAFETY AND DISABILITY SERVICES …
 One Division director for each division.
 Director will work as senior management team.
 Passing the votes for the setting performance evaluation
methods.
 Implementation of balance score card as directed by the
division directors and senior manager.

DESIGNING AND IMPLEMENTING THE BALANCE
SCORE CARD
Balanced scorecard:
The balance score card is prepared to set four key performance indicators.
Financial perceptive- Set budget plans
Process perceptive- customize the process working of departments
Learning outcomes- hire new experts and supporting agencies
Internal process- Implement new hiring program to promote disable and
needy people.

BALANCE SCORE CARD OF CHILD SAFETY AND
DISABILITY SERVICES
It is used to evaluate the financial perspective, customer
perspective, process perspective and infrastructure.
Focused on increasing the outcome of different perceptive.
Assists in preparing the strategic management.
It helps in development of plan for Child Safety and Disability
Services by Department.

BALANCED
SCORECARD
LAG INDICATORS
1. Key performance drivers
2. Pointers that make the department to take pre-emptive
actions for achieving its strategic goals.
3. Absence of lag indicators will help the manager to focus
on short term performance.
LEAD INDICATORS
1. Measurement of output
2. Not possible to achieve the target without lead indicators.

THEORY AND FACTS. (STATISTICAL DATA FOR THE
CHILD SAFETY AND DISABILITY SERVICES)
Mission, objectives and strategic
priorities
Mission, objectives and strategic
priorities
Strategic map
Performance measures chosen
Cascading Initiatives are developed
reports generated on regular basis

DEVELOPMENT OF INCENTIVE PLANS FOR
STAFFS OF DDCD)
 Use of employee stock option scheme.
 Setting new standards and goals for the employees and
collaborative communities of DDCD.

OBJECTIVE OF THE QUEENSLAND DEPARTMENT TO
PROMOTE DISABLE PEOPLE AND CHILDREN
 Install new design and implement the new departmental
services.
 Set new criteria and departments to satisfy client’s needs and
demand.
 Arrangement of resources as per the needs and demand of
clients.

MAIN OBJECTIVES CONTINUED..
 Establish effective communication methods
 Arrangement of proper educational and service program
 Build the strong infrastructure and effective work functions.

STAKEHOLDER PERSPECTIVE
 Children and disable people
 Financing commission
 Authority and department
 Clients
 Staff members and employees

Stakeholders
Departments
and
communities
Governance
program
Capabilities Financial
perceptive
• Satisfaction
level
• Setting new
departments
and supporting
channel for
children and
disable people
• Use of social
media and
implement
proper rules
and
regulations.
• Improve the
performance
by using
innovative
technologies.
• Training and
development
to promote
employees.
• Reducton in
cost
• Increased
output support
• Quality focus
frontline
• Design and
develop
communities to
support
children and
disable people
in Queensland
• Increase the
productivity by
creating more
employment
for disable
people
• Financial
support and
available funds
to implement
plan
• Investing
more funds
to design the
budget plan.
STAKEHOLDER PERSPECTIVE

THEORY AND FACTS CONTINUED..
Strategy Map:
 it is the graphical presentation of the four key activities.
There are basically four different perspective measured by
balance scorecard approach. These are:
Finance perspective
Internal perspective
Customers perspective
Learning and growth perspective.

STRENGTHEN THE SERVICES OF THE QUEENSLAND
DEPARTMENT
 Use of strong and advance system to distribute services.
 Implement online methods and social media to communicate
with stakeholders
 Issue of extra bonus and loyalty program to motivate clients
to avail the services.
 Hiring experts employees to work accordingly.
 Set Key performance drivers

RENDERING SERVICES BY QUEENSLAND
DEPARTMENT
 Setting performance indicators.
 Use of advance technologies and communication system
 Implementing effective working plan by hiring more experts
members.
 Arrangement of proper seminars and classes for the disable
people and children (Baporikar, 2017).

Objectives Lag indicators Lead Indicators
Business and Governance
 Efficiency in cost
 Community engagement
 Budget management (Increasing the cash
outflow by 20% as compare to capital
expenditure made in last year for providing
disability services).
 Use of advance system to increase quality.
 Actively involving the community members.
 Increasing the productivity.
 Meeting the requirements.
 Increasing the number of seminar and
workshops.
Clients or communities
 Providing timely service with quality
 Making communities safe and caring
 Focusing on customer satisfaction measures.
 Experiencing the customer services.
 Measuring the waiting time of each client.
 Looking at the complaints of each client.
 Average time and calls responded for
customer queries.
Infrastructure
 Easy accessibility.
 Improving experience in customer
service.
 Collaborating with the agency reforms.
 Supporting the department that deals with
the prevention of domestic violence.
 Delivering the child and family reforms
through collaborating.
 Improving service quality.
Finance
 Reducing the cost
 Innovation and investment
 Providing the services that are cost effective.
 Employee engagement in various reforms and
initiatives.
 Enhancing online services and social media.
 Using digitalized system of services.

USE OF BALANCE SCORE CARD BY SENIOR
MANAGER OF DDCD)
 Development of action plan
 Setting key indicators and assigning the responsibilities.
 Setting collaboration with the agency and issue of rules and
regulations for the supporting (Chavan, 2009).

Customer
Perspective
Internal
Perspective
Learning &
Growth
Perspective
Financial
Perspective
STRATEGY MAP -
managing
the
financials
Increasing
the
number of
services
offering
best quality
services
Reducing
the cost of
services
Amount
charges
Variety of
services
Accessibil
ity Quality requireme
nts
Customer
satisfacti
on
Online
services
Increasin
g the
number of
clients
Productivity Strategy Revenue Growth Strategy
Production Service Attributes Relationship Image
Operations
Management
Processes
Use of advance
technologies
Customer
Management
Processes
Focusing on child
and female clients
Innovative
Processes
Innovations and
enhancing services
Regulatory and
Social Processes
Improving service
providing system
Human Capital
Staff member of
department
Information Capital
Using strategic
methods
Organisational
Capital
Teamwork and
proper planning
Sustained Shareholder
Value
+ +
Customer Value
Proposition
Vision: Leading with inspiration and courage, passionate about future possibility and change
Mission: Managing with greatness and strength, improving everything daily

OUTCOME OF THE APPROACH
 Set future growth by the department
 By using the balance score card set the performance
indicator and systematic work program.
 Estimates its growth in future and measure its success
factors (Ludin, & Arbon, 2017).

RECOMMENDATION
 Set standards rules and regulations for the child safety and measures.
 Responding to institutional commission to develop children safety and disable promotion
program
 Deliver the support measures for the betterment of children and disable people development
program.
 Implement non-government development program.

RECOMMENDATION PART-1
 Arrange proper training and development center for the disable people with the collaboration
of other authority.
 Contribute the finance to promote the daily life of the children and disable people•
 Setting cross agency partnership to establish the development center in Queensland.
 Continue to support community services delivered by non-government organizations•
 Establish the service integration program for the disable people and children in Queensland
(Gurd, & Gao, (200

RECOMMENDATIONS..
 Implement the child labour and disable safety program.
 Focuses on continuing delivering the best quality services to promote children and disable
people in Queensland.
 Continue to deliver high-quality service access, clinical,
 Providing funds and contribution to the development of children disable people with the
collaboration of private bodies
 Implement the proper National Disability Strategy in Queensland and delveop supporting
plan.

CONCLUSION:
Department of Communities, Child Safety and Disability
Services assist in raising funds for the promotion of child and
disable people.
It assists in promoting them to live independent life.
It also assists in reducing the overall unemployment rate and
social welfare of society.
The DCCSDS sets the proper health safety program for children
and disable people for the betterment of their lives.

REFERENCES:
 Ludin, S. M., & Arbon, P. A. (2017). Improving community disaster
resilience through scorecard self-testing. Disaster Prevention and
Management: An International Journal, 26(1), 13-27.
 Chavan, M. (2009). The balanced scorecard: a new challenge. Journal
of management development, 28(5), 393-406.
 Gurd, B., & Gao, T. (2007). Lives in the balance: an analysis of the
balanced scorecard (BSC) in healthcare organizations. International
Journal of Productivity and Performance Management, 57(1), 6-21.
 Gheith, N. A. R. (2017). Applying a balanced score card approach and
Multi-Rater feedback strategy to shift from appraising to managing
head nurses’ performance at general surgical units-Main Mansoura
University Hospital-Egypt. Journal of Nursing Education and
Practice, 7(8), 119.

THE END!!!
Questions?