3. Competency and capability improvement
Our People Strategy aims to attract, develop and retain the people needed to achieve the Ministry's organisational goals. In support of continual learning and improvement, a competency-based capability development programme is being adopted throughout the Ministry. Organisational management and leadership development programmes, designed in association with the Leadership Development Centre, are underway to ensure our managers and leaders are skilled in their areas of responsibilities. All Ministry staff are expected to make an ongoing investment in their skill development and capability growth and they each have a target of at least five days formal training per year. In 2006/07 this investment totalled eight days per staff member and this level of ongoing development is expected to continue.
In 2008/09 a new human resource information system will become operational to enable improved resource management and utilisation. Providing managers with up to date tools and information will support our focus on building capability and competency in the Ministry. This will also help us with planned work on succession and work force planning.
Prior to the start of the 2008/09 year the Ministry will have completed the first engagement survey with staff. Information from this State Services development goal initiative will be used to identify and address any issues and seek to improve the level of staff engagement within the Ministry and the wider public services.
Improved internal communications with staff across the wide range of services and locations is a priority and technology solutions will be used that are cost effective and efficient.
Equal Employment Opportunities
The Ministry is scheduled to complete its Pay and Employment Equity review before the end of the 2007/2008 year. The Ministry will use results from the review to address any gender issues that may have been highlighted in it. The Ministry continues to address issues around disability on the basis of individual needs and actively promotes Mäori participation.
Strategic risk management
For any organisation involved in strategic policy, regulations and service delivery, strategic risks are created. The Ministry aims to build on work started in 2007, establishing and implementing an organisation strategic risk management framework and associated assessment, mitigation and monitoring processes.
In 2008/09, our planning and prioritisation processes will be assessed for risk, and more detailed responses will be developed to identify and manage strategic and operational risks within the Ministry.
How will we demonstrate success?
During 2008/09 the Ministry will develop measures to monitor our performance in achieving State Sector development goals. In the meantime, we have identified some process measures that will contribute towards enhancing organisational health.
During 2008/09, we will:
- Establish a single database for external contacts.
- Establish a new Risk Advisory Group to build on the role of the current Organisational Risk Management Committee.
- Enhance the Status of Fisheries section of our website and NABIS site with latest available fisheries information.
- Complete the investment in our education website content, www.starfish.govt.nz.
- Implement a new human resource information system.
- Analyse the results of the engagement survey with staff.
- Develop measures to monitor our performance in achieving State Sector development goals.
Capital intentions
The Ministry's capital intentions over the five year period from 2008 to 2013 are shown below. The capital expenditure programme covers the routine replacement of motor vehicles used by fishery officers and pou hononga, and the replacement of vessels for fisheries compliance duties.
In addition, there is provision for the building and upgrade of new and replacement information systems, including associated hardware, and replacement of minor plant and equipment necessary to maintain the Ministry's operating environment.
Departmental Capital Expenditure forecast
| |
2007/08 |
2008/09 |
2009.10 |
2010/11 |
2011/12 |
2012/13 |
Buildings and leasehold
improvements |
0 |
210 |
0 |
0 |
0 |
0 |
Office plant and equipment
including computer equipment |
2,382 |
1,440 |
2,014 |
1,894 |
2,084 |
2,084 |
| Motor vehicles |
518 |
918 |
886 |
1,006 |
816 |
816 |
| Vessels |
0 |
332 |
0 |
0 |
0 |
0 |
| Total |
2,900 |
2,900 |
2,900 |
2,900 |
2,900 |
2,900 |
Table 1: Linkages between Ministry strategies and State Sector goals
| Organisational health and capability |
Linkage to State Sector Goals |
| Work streams and detailed work elements |
Employer of Choice |
Network-ed State Services |
Value for money |
Coordinat-ed State Agencies |
Accessible State Services |
Trusted State Services |
| Improving stakeholder relations, public awareness and communications |
| Support web-based access to information, collaboration, and consultation |
|
• |
• |
|
• |
• |
| Develop and implement stakeholder information and relationship strategies |
|
|
|
|
• |
• |
| Education website content improvement |
|
|
|
|
• |
• |
| Enhance co-ordinated consultation calendar for stakeholders |
|
|
• |
|
• |
• |
| Maintain a single external contact database |
|
|
• |
|
• |
|
| Increasing operating efficiency |
| Risk Advisory Group established |
|
|
• |
|
|
• |
Establish and implement an organisational risk management framework
and associated assessment, mitigation and monitoring processes |
|
|
|
|
|
• |
| Development measures to monitor development goals |
• |
• |
• |
• |
• |
• |
| Update organisational strategy |
• |
|
• |
|
• |
• |
Update information systems: Implement best practice processes to
capture, store, use and disseminate information |
• |
• |
• |
|
• |
• |
Embed the document and records management system into the
Ministry's work culture |
• |
|
• |
|
• |
• |
Implement the Ministry's principles and values for sustainable work
practices to reduce environmental footprint |
• |
|
• |
|
|
• |
| Rationalise and standardise procurement within defined categories |
|
|
• |
• |
|
• |
| Competency and capability improvement |
Continue Lominger competency frameworks for performance and
development |
• |
|
• |
|
|
• |
| Continue management and leadership development programmes |
• |
|
• |
|
|
• |
| Implement Human Resources information system |
• |
|
• |
|
|
• |
| Improved internal staff communications |
• |
|
|
|
|
|