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Creating a supportive and focused workplace is central to the department's ability to maintain high performance.
Key capability requirements in DPMC are fairly constant. They are based on our ability to attract and retain high-performing staff who can communicate with influence, maintain agency credibility, build and sustain strong networks and effective working relationships, ensure robust infrastructure, and deliver strong information-management. DPMC seeks to create a workplace where staff are treated – and treat each other – fairly and with respect, where staff are well managed, and where unhelpful barriers to work and personal development are removed as much as possible.
One-third of our staff have been with us for more than five years – and half of this one-third have been with us for more than ten years. This is almost the same as two years ago, indicating that DPMC continues to retain a proportion of staff with good organisational knowledge.
Planned turnover (defined as retirement and secondment) and unplanned turnover dropped slightly in the last 12 months to 19 per cent (2007/08: 20 per cent). DPMC's solid practice of secondment of staff is reflected in this figure; staff are attracted to the department to broaden their policy coordination experience in a whole-of-government environment or to work on specialist projects or taskforces with the intention of using this experience upon their return to a line agency.
| Reason for leaving | Percentage |
|---|---|
| Travel | 9% |
| Private-sector employment | 9% |
| Lifestyle change | 22% |
| Government employment | 17% |
| End of fixed-term agreement | 26% |
| End of secondment | 17% |
The integration of equality and diversity is a key ingredient for organisational success. In July 2008 DPMC updated its Flexible Work Policy in line with the Employment Relations (Flexible Working Arrangements) Amendment Act 2007 and published easy-to-use forms and guides for employees and managers alike. We recognise that achieving a work-life balance is a shared responsibility and that we need to continue discussing ways in which we can improve. The department this year promoted Te Wiki o Te Reo in July 2008, the Privacy Awareness Week in August 2008, and Fraud Awareness Week in March 2009. It also audited policies and documents to ensure relevance and compliance with privacy requirements.
Our performance management and development framework operates through individual performance agreements and a process of regular feedback exchanges between employees and their managers during the year. The framework ensures that all employees understand their roles in the department and the standards of performance expected of them as well as identifying and addressing learning and development needs. Participation in the Leadership Development Centre (LDC) remains high, with good participation in the two Newly Nominated Managers Clinics run by the LDC; and in July 2008 the "Made In New Zealand" NZ Leadership Week sponsored by the Sir Peter Blake Trust was well patronised by our staff. We are committed to providing staff with learning and development opportunities to maximise our capabilities. Staff continue to participate in the Advanced Leadership Programme, in the Australia New Zealand School of Government (ANZSOG) offerings, in the special clinics and case study courses provided by LDC and, where possible, in secondments to other departments. In addition, 2008/09 saw the development of stronger collegiality between central agencies in the learning and development space, with the Treasury and the SSC opening opportunities to DPMC staff; and together the central agencies ran an induction programme on three separate occasions for new staff to understand the role and function of each central agency.
Creating a healthy and safe work environment is an ongoing departmental priority. Our staff are encouraged to participate in a wide variety of health and wellbeing activities.
Absence due to illness continues to remain low. Average sick-leave usage is 5.7 (4) days per annum; average accrued sick leave is 41.8 (40) days. We continue to monitor sick leave and actively encourage staff to stay home when they are sick. The department has been vigilant in its response to the H1N1 influenza outbreak by supplying all employees with a personal pack of hand antiseptic, providing travel packs for those travelling for work purposes, arranging extra cleaning services of commonly used services, and advising staff and managers to stay home if they have any flu symptoms.
DPMC also provides a comprehensive occupational health service to all staff. This includes:
The department has a counselling programme (the Employee Assistance Programme) available to employees and has been actively promoting the use of this service to staff and managers. As a result the number of staff accessing the service has increased to 10.1 per cent (4 per cent) and referrals by managers have doubled, demonstrating good awareness of and support for the programme.
The Health and Safety Committee met four times during 2008/09 and facilitated occupational health and safety discussion between management and staff. In addition, one health and safety investigation was undertaken by DPMC and validated by an external resource: the investigation highlighted good practices and low risk to staff, and demonstrated responsiveness to workplace health concerns.
In September 2008, the results of the stakeholder survey were received. The aim of the survey was to evaluate how effective stakeholders perceive DPMC to be in providing its services and to identify areas where stakeholders thought DPMC could improve. The primary objectives of this study were to:
DPMC is perceived to be performing well. Stakeholders were positive about the department's business, its highly professional business units, its strong leadership at senior levels, and the high calibre of its staff. Stakeholders value the support that DPMC brings to their organisations, particularly the willingness to engage at senior level. The role of DPMC is clear, with stakeholders commenting that DPMC is responsible for coordination between the political and policy systems as well as for coordinating the development of policy across a number of government agencies. Providing advice to the Prime Minister, assessing risk and issues of importance to New Zealand, and being a vital communication channel between the Prime Minister and government agencies are also key areas where DPMC is perceived to be performing well.
DPMC continues to update its strategic risk profile; and, after further efforts from a DPMC-wide working group, the Senior Management Group has instituted a formal agenda item to review each of our high-level risks and associated mitigation strategies. This review process is expected to continue into the 2009/10 financial year.
The Audit and Risk Committee has continued to meet regularly to review and assess a range of DPMC capabilities and areas of potential risk and report on these to the Chief Executive. The committee consists of two external members (Michael Wintringham, who is also the Chair; and Souella Cumming) and one DPMC representative (Steve Long).
The department completed the integration of its three networks into a single managed environment over six locations.
Upgrading of the document management system has been completed for Cabinet Office and EAB. Development of a business process tool for the Honours Secretariat is well underway, and systems have been put in place to enable DPMC staff to work away from our Wellington office when required.
Migration on to the Government Shared Network was completed earlier in the year and the process of switching over to the new rationalised One.Govt model is nearing completion.
Challenges for network management, security, and the protection of data integrity continue to mount in the face of an ever-increasing frequency of viruses, spam, and cyber threats.