Strengthening our capability
Continuing to develop our Organisational Capability
The Department needs to strengthen and build the capability of its people and systems to achieve its vision.
The Department is focused on:
- creating a strong organisation with clearly defined roles aligned with the Department's vision, outcomes and strategies, that can adapt to a changing world
- ensuring core organisational systems support the strategic priorities and performance culture the Department wants
- strengthening organisational leadership capability
- engaging employees throughout their entire relationship with the Department, from recruitment to transition to other roles within the Department
- building a culture of high performance and achievement that is open to new ideas and learning, that encourages innovation and leadership
- investing in skill development.
Work on the new organisational structure was completed and announced to staff in November 2006, with the new structure coming into effect in March 2007. Feedback from staff was considered before the final structure was announced.
Progressing our Development Priorities
The Department continues to adapt to changes in our operating context, work programme, resourcing needs and capability requirements.
Our organisational development components have been pulled together into a single plan, the purpose of which is to build a capable, adaptive organisation.
This supports the Chief Executive and Deputy Chief Executives to lead the Department to its next stage of development and deliver on its strategies.
The Organisational Development Plan has a 3-year horizon. The proposed approach is to complete the foundation elements in the first 2 years, with subsequent refinements and follow-on projects. The Plan will be monitored and feedback mechanisms used to evaluate how the Department is doing and how the Plan needs to evolve over time as the Department's operating context changes.
The programme for the 2006/07 year and beyond is based around five priority areas.
- Building appropriate staffing capability and skills
- Developing leadership and management capability
- Strengthening our capability for monitoring and advising on Crown entities and statutory boards
- Developing and enhancing business systems to enhance service delivery, improve data and knowledge, and to strengthen capability
- Strengthening and maintaining our relationship with the building and housing sector
Building appropriate staffing capability and skills
Competition for skills and talent is a feature of the current labour market, particularly in areas of technical expertise and leadership. Recruiting, selecting and retaining the right people is critical to success. The Department has developed an Employee Engagement System which focuses on staff from recruitment development through to transition to other roles within the Department. The first stage of this system is being implemented. A recruitment strategy is in place that has a key goal of getting the right people, with the right skills (or potential to develop the right skills) in place. This is designed to build permanent staff capability and skills.
For the 12 months to 30 June 2007, the average percentage of full complement against approved positions was 94.6 percent. This represents very good progress against the recruitment strategy.
New role descriptions have been developed to provide better definition of roles and related authorities, accountabilities and required capability. These are being implemented progressively through the Department. Role descriptions will be used as a cornerstone of performance development across the organisation, to identify individual and group capability development needs and opportunities.
Training needs were assessed and, where required, targeted training was developed and implemented to achieve the required capability. A Plain English writing programme was delivered to staff and a comprehensive induction programme for all new staff is under development.
Developing leadership and management capability
Building leadership capability is a key priority. Leadership programmes tailored to managers and team leaders were designed and rolled out in 2006/07. This is an ongoing programme and all managers will have the opportunity to participate. Development and implementation of core management training is also under way. This technical management training programme will assist new managers and existing managers in developing vital financial, human resources, business planning and communications skills. The initial focus has been on front-line managers, recognising the critical importance of leadership of front-line staff to quality service delivery.
The Chief Executive leads regular discussions with the Department's leadership group to identify priorities for work in the Department and core systems improvement to enhance overall organisational performance.
Strengthening our capability for monitoring and advising on Crown entities and statutory boards
Our advice on and monitoring of Housing New Zealand Corporation must be of the highest standard to provide appropriate support to the responsible Ministers - the Minister of Housing and Minister of Finance. In 2006/07 we committed to investing further in developing our capability to perform this role, and to providing advice to the Minister for Building and Construction on statutory boards.
In line with the Crown Entities Act 2004, the Department has strengthened its capability for monitoring and advising on Crown entities and statutory boards to provide increased support to the responsible Ministers on governance and performance of Crown entities and statutory boards.
A capability assessment was undertaken in the first quarter of 2006/07 and, based on this, a training and recruitment plan was developed and implemented for staff responsible for monitoring and advising on Crown entities.
The Department reviewed the skills required to cover the workload relating to statutory responsibilities and performance advice. As a result of this review, a revised structure for this team was put in place, and recruitment and training to fill the newly established positions was completed.
Developing and enhancing business systems to enhance service delivery, improve data and knowledge, and to strengthen capability
We have committed to developing and enhancing a number of business systems to enhance service delivery, improve data and knowledge, and strengthen capability. In doing so, we identified a number of development priorities to be progressed over a 3-year period commencing in 2006/07 to support this priority area.
Solid progress has been made during the year to advance the priorities outlined here.
National, consolidated voice and data network
The consolidation of the Department's existing voice and data network onto a single platform will enable us to mobilise our tenancy services workforce and extend our services over a greater geographic area. The Department is currently identifying and documenting its immediate and long-term telecommunications requirements. These requirements will form the basis of a business case that will be progressed during the latter half of 2007.
Human Resource Business Application System
The Department is currently identifying and documenting enhancement opportunities for its existing Human Resource Information Systems that support organisational development and improve reporting capabilities. These enhancement opportunities will form the basis of a business case that will be progressed during 2007/08.
Knowledge Management System
The Department has progressed the development of a Knowledge Management System to better meet statutory record-keeping requirements, knowledge management initiatives, and e-government metadata standards and principles.
An Electronic Document and Records Management System (EDRMS) proposal that will capture the Department's records and documents was approved in June 2007. A Request For Proposals for an EDRMS solution was posted on the Government Electronic Tenders Service on 29 June 2007.
Customer Relationship Management System to support our nationwide Services Centre
The Department is currently reviewing customer relationship management requirements with a view to introducing a customer management system to support the Department's Services Centre now and to provide for future needs.
An enhanced Customer Relationship Management System capability will ensure the Services Centre can provide consistent, accurate information and advice to the public. It is also expected to improve accessibility and the cost-effectiveness of existing services, and allow the data collected by Services Centre staff to be used for analysis of trends and research into future policy. A business case for this project will be progressed during 2007/08.
Financial data and reporting systems
Work commenced during the year to enhance our financial data and reporting systems to better assist managers in understanding and managing financial responsibilities. Monthly reporting to the Strategic Leadership Team and the Minister has been improved to provide timely and strategic advice.
The Finance and Procurement Policies and Procedures have been revised and are being updated. This will be completed in the first quarter of 2007/08.
The Financial Management Information System review is to be completed in the first quarter of 2007/08 with a view to identifying the business requirements and replacing or upgrading the existing system to enhance budgeting, reporting, transaction processing, costing and purchasing functions.
Human resource systems
In addition to the organisational development priorities, work on developing a comprehensive suite of appropriate human resource systems continued to be advanced during the year. Our focus was to ensure effective application of the performance development and remuneration systems and improve staff and managers' understanding of these systems. This work has included additional training, provision of a managers' handbook and implementation of an employee feedback loop.
Strengthening and maintaining our relationship with the building and housing sector
The Department is committed to building and maintaining strong relationships with the sector and local government to ensure building reforms occur in a practical and 'do-able' way, and changes required are supported by the sector.
The Department is committed to early and active engagement with the sector on policy development, regulatory system design and technical issues. We have developed better capability (skills and systems) to enable us to engage effectively with the sector to support this. This has been factored into the performance expectations and individual development plans for staff who are responsible for engaging with the sector.
Performance plans were put in place during the year incorporating training and development initiatives that support the development of more effective policy capability and engagement with the sector.