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The key capabilities needed to achieve DPMC’s outcomes and ensure delivery on the Development Goals for the State Services are: high-performing staff; agency credibility; good networks and working relationships; effective infrastructure; and strong performance management. Over the next three years, the department will continue to focus on the management and enhancement of its capability in several priority areas. These are based on an overall assessment of the department’s requirements and business risks.
The central agencies – Treasury, DPMC and SSC – will continue to maximise the benefits of working more closely together. We will extend our sharing of information and resources as part of improving performance, increasing the alignment and integration of policies, and building systems and processes that make working together as easy as possible.
DPMC’s top priority is action to improve whole-of-department performance. As a central agency DPMC has significant responsibilities in leadership, coordination, and advice. Initiatives underway to improve performance include: adopting the e-government strategy to complement our existing information strategy; upgrading information systems; advancing secure remote access via the government shared network (GSN); and completing the department-wide rollout of the new electronic records and document management system (eDRMS). This year we will also be analysing the results of our stakeholder survey, which measures effectiveness across the department’s business units.
The relative scarcity of experienced resources that exists in all its business units will present challenges for DPMC. In the policy field, more clustering of cross-departmental working groups and drawing contractors into core policy work will go some way to addressing these challenges.
The department has already taken a number of steps to reduce its environmental impact. As part of our wider leadership responsibility for achieving a carbon-neutral public service, we will be putting in place within DPMC a greater range of measurement and monitoring systems that will allow us to more systematically manage our resources. Work to implement a sustainability programme is already well advanced.
Our organisational health is regularly monitored through exit interviews and staff surveys. Results from the last climate survey show that staff enjoy working for DPMC and that morale is good. Results from such assessments help inform departmental thinking about other areas of ongoing improvement.
DPMC will embrace the public service’s new Equality and Diversity Policy, which took effect in April 2008 and replaces the longstanding Equal Employment Opportunities (EEO) Policy. We will continue our commitment to the four EEO groups – Maori, ethnic or minority groups, women, and people with disabilities – and to appointments on merit.
We will evaluate our biannual employee climate survey findings by age, gender and ethnicity. This will support workforce planning, and will ensure we are meeting the needs of our diverse workforce.
The department collects data on gender and ethnicity distribution in each of its business units. Trends will be monitored and reported on, and action taken where necessary.