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| 2007 | 2006 | 2005 | 2004 | ||
|---|---|---|---|---|---|
| FTE | |||||
| Office of the Chief Executive | 2 | (2) | 2 | 2 | 2 |
| Policy Advisory Group | 16 | (14.4) | 14 | 15 | 15 |
| Domestic and External Security Group | 8 | (7.0) | 7 | 5 | 6 |
| External Assessments Bureau | 28 | (27.2) | 29 | 29 | 26 |
| Cabinet Office | 27 | (24.5) | 27 | 24 | 24 |
| Corporate and Support | 16 | (15.7) | 15 | 15 | 14 |
| Government House | 28 | (27.75) | 29 | 31 | 30 |
| Foreshore and Seabed Group6 | – | – | – | - | 11 |
| Total | 1251 | (118.6)2 | 1233 | 1214 | 1285 |
1 Total includes 16 part-time staff and 11 seconded from other departments and organisations. Casual staff are not included.
2 Figures in parenthesis represent full-time-equivalent (FTE) employees.
3 Total includes 8 part-time staff and 8 seconded from other departments and organisations.
4 Total includes 5 part-time and 7 seconded staff.
5 Total includes 10 part-time and 14 seconded staff.
6 The Foreshore and Seabed Group was established within DPMC on 22 January 2004 and was disestablished in February 2005.
As at 30 June 2007, DPMC’s overall workforce was 55 per cent female (2006: 47) and 45 per cent male (53). The comparison with the previous year shows the impact of staff changes on a small agency.
In the second half of 2006/07, the department undertook a Pay and Employment Equity Review (PEER) focusing on gender equity against three indicators: rewards, participation, and fair treatment. The review showed no evidence of gender inequity in relation to respect and fair treatment and no significant differences in opportunities for participation. This is a confirmation of results from staff climate surveys that DPMC held in 2005 and again in 2006.
A gender pay gap favouring males does exist in the department. This is not the result of pay inequity, however, but of occupational gender segregation: more men are in senior management and senior professional positions, and women fill most of the administration and support roles in the department. The gender of recent appointees and applicant pools reflects this existing pattern.
There is no quick solution to such occupational segregation, as the department will continue to appoint on merit and the majority of DPMC positions require specialist skills and experience. Consideration is being given to the changes that can be made over time, including ways in which the department can (where possible) attract a wider and more gender-balanced pool of applicants for particular positions.
Most staff at DPMC have noted their ethnicity as New Zealand European, with 8 per cent of staff identifying as Maori. In the policy area, the department is not a lead agency on reducing economic and social inequalities for Maori and Pacific peoples but it has been a member of an officials’ group that looked at this and related issues.