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To improve performance over the next three years, DPMC will continue to focus on assessment, management and enhancement of capability in some key priority areas.
Capability issues are central to DPMC’s ability to perform its role and achieve its outcomes because of its strong servicing functions and explicit whole-of-government responsibilities for specific issues.
Government systems and structures are complex: significant new events are always occurring; and problems and issues change, often in subtle ways. So the ability to work well with all parts of the public service is central to DPMC’s effectiveness in dealing with complex public-policy issues. The ability of staff to adapt and to learn quickly is also central to DPMC’s success – particularly in its “troubleshooting” and issues-management role, and when it needs to quickly assess, analyse and respond to a new development.
The key capabilities we need to achieve our outcomes are: high-performing staff; agency credibility; good networks and working relationships; effective infrastructure; and strong information management.
In focusing on these areas, DPMC has identified some ongoing risks and priority areas for capability management and enhancement.
During 2005/06 the department developed and implemented a new risk-management framework. This exercise allowed us to identify key risks that face DPMC and to assess the quality and appropriateness of the measures in place for managing these risks. The framework is intended as a living document that is regularly reviewed and updated.
In 2006/07, each DPMC business unit will be reviewing its key business risks. This will include identification of the specific controls that should exist for managing each risk, how current controls compare with the recommended controls, and where controls need to be enhanced (for higher-rated risks) or reduced (especially for lower-rated risks). Once this detailed in-house assessment is complete, DPMC will report its findings.
The following table outlines our responses in the next few years to the capability risks that have been identified.
Key Performance Risks |
Capability Risk |
|---|---|
Risk of not having appropriate and/or adequate specialist knowledge and skills to operate the key functions of the department |
Not developing and maintaining the necessary levels or mix of staff skills in DPMC
|
Risk of not being able to attract and retain the type of people required to successfully operate the department |
Not developing a supportive and challenging work environment where people are motivated to achieve a high standard
|
Risk of not having quality processes to support the delivery of reliable, effective, efficient, and timely advice and service |
Not making use of opportunities offered by improvements to information systems and more joined-up government
|
Risk of the department losing the trust and confidence of key stakeholders |
Recruitment processes resulting in the wrong appointments; or significant errors of judgement being made by our staff
|
Risk of not being able to provide high-quality, relevant, objective, and credible information and advice within required timeframes to key stakeholders |
Not implementing and supporting available improvements in information and communications technology
|
DPMC undertook staff climate surveys in February 2005 and in March 2006 – a key measure of organisational health. Response rates were high and results positive, in both years. Staff are committed to the department, and have a sense of pride in DPMC: they are satisfied with the work they do and the tasks they carry out.
The 2006 results show a year-on-year improvement in the four major climate indicators (clarity, drive, alignment, and confidence). This is most evident in the clarity score that measures purpose, values and roles, and in the drive score that measures standards, leader behaviour and challenge. There are also improvements in cross-organisation co-operation and workplace flexibility. Job satisfaction has increased; and ratings of organisational effectiveness have risen to over 80 per cent. This evidence suggests that the organisational health of DPMC compares favourably with that of other organisations.