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Organisational capability and health

Organisational Health and Capability

The Ministry's capability is reflected in its people, information and knowledge, systems, support and communications processes. A review of the Ministry’s baseline budget capability was undertaken in 2006 by an independent external reviewer. Additional capability funding was provided to the Ministry in the 2007 Budget to address the under-resourcing identified by this review. A ‘Programme of Action’ was then implemented in 2007/08 to ensure that the additional resources secured in the Budget were applied as effectively as possible to enhance both the Ministry’s capability and its capacity to achieve its outcomes.

Over the next five years the Ministry’s success in managing towards outcomes will increasingly rely on:

  • strategic leadership of the Ministry
  • sustaining a positive organisational culture and staff committed to the organisation’s work
  • developing effective managers
  • the recruitment, retention and development of skilled and talented staff
  • the effective and efficient use of knowledge and information, based on robust IT systems
  • effective resource planning and deployment in key areas of the Ministry
  • access to high-quality information, and an information-sharing culture
  • strong relationships with Māori and ensuring that the Ministry is equipped to liaise effectively and confidently with Māori
  • continued development of the Ministry’s strategic policy and research capability.

Organisation health and capability strategy

The Ministry’s strategy is to sustain the continuous improvement of systems, processes, people, leadership and culture. Particular emphasis over the next five years will be placed on developing our leadership capability, strengthening the professional development of staff, sustaining a culture that enables the delivery of outcomes, and developing strong relationships with our stakeholders. The effect of this strategy will be to:

· enhance the Ministry’s overall level of performance

· ensure that the Ministry’s strategic initiatives and services have the impacts required to achieve the Ministry’s outcomes

· support the State Services Development Goals.

Key Objectives

The specific objectives supporting the Ministry’s organisational health and capability strategy and their links to the State Services Development Goals are:

 

Key Objectives

Links to State Services Development Goals

Improve systems and processes

Common systems and processes for appropriate activities

Networked State Services; Trusted State Services

Sustainable management of Ministry resources

Value for Money State Services

Develop people and culture

Develop future leaders

Employer of Choice; Trusted State Services

Maintain a culture that supports the achievement of the Ministry’s goals

Employer of Choice; Trusted State Services; Value for Money State Services

Continue to develop effective managers and capable and productive staff

Employer of Choice; Trusted State Services

Attract and retain the right people

Employer of Choice; Trusted State Services

Stakeholder engagement

Enhance the Ministry’s engagement with Māori

Trusted State Services

Enhance the flow of information to stakeholders on the Ministry’s direction, activities and achievements 

Coordinated State Agencies; Accessible State Services

Enhance the inflow of information that informs the Ministry’s strategic policy development and research

Coordinated State Agencies

Measures and indicators

Consistent with our approach to monitoring progress in managing towards outcomes, the Ministry uses key indicators to monitor the progress of its organisational health and capability strategy. The key medium-term initiatives and indicators for the Ministry’s organisational health and capability programmes are outlined in the following table.

 

Organisation health and capability objectives

Key five-year initiatives

Key organisation health and capability Indicators

Systems and processes

Common systems and processes for support activities

Implement common resource planning, project planning and risk management in key areas of the Ministry

Implement common web and application development platforms and processes for the production of cultural resources

Projects being completed on time and to budget

Use of Ministry project, risk and resource planning tools and processes

Project resourcing – resource deployment on projects across the Ministry

Cost to develop and serve digital resources online

Sustainable management of Ministry resources

Develop and implement systems and practices for managing and reporting the Ministry’s performance under the Govt3 programme

Energy usage; water usage; rental car usage; air travel; recycling/waste minimisation; office procurement

People and culture

Develop future leaders

Continued implementation of the Ministry’s leadership development programme

Ministerial and stakeholder confidence in the Ministry’s strategic direction and progress against outcomes

Willingness to act on 360o feedback

Leaders displaying desired leadership behaviours

Maintain a culture that supports the Ministry’s goals

Implement staff engagement survey

 

Staff engagement in Ministry initiatives

Staff engagement survey completed every two years

Ministry’s willingness to take  appropriate actions in response to the staff survey

Continue to develop effective managers and capable and productive staff

Expand the professional development programme

Progress on development plans

Progress on personal performance objectives

Stakeholder engagement

Enhance the Ministry’s engagement with Māori

Develop a programme to ensure that the Ministry is equipped to liaise effectively and confidently with Māori

Successful implementation of the Māori engagement programme

Enhance the flow of information to stakeholders on the Ministry’s direction, activities and achievements 

Continued implementation of the Ministry’s communications strategy

Recognition by stakeholders and partners of the value and contribution of culture to the government’s long-term outcomes

Enhance the inflow of information that informs the Ministry’s strategic policy development and research

Identify future policy development and research priorities for culture and heritage

Develop strategic policy thinking within the Ministry’s current capacity

Progress on the Ministry’s research programme

Feedback on the quality of strategic policy advice

 

Equal employment opportunities, equality and diversity

In 2007/08 the Ministry concluded its inaugural pay and employment equity review. The main focus of this project was identifying and prioritising any areas of difference that are attributable to gender, and determining and implementing appropriate responses. The review concluded that the Ministry had no systemic pay or employment equity issues. The plan of action arising from the review focuses on monitoring the internal pay and employment equity environment and reviewing statistics. The plan will be implemented in 2008/09.

Also in 2008/09, the Ministry will develop systems to support the implementation of the Public Service Equality and Diversity policy.


Updated on 23rd July 2015