Improving our capability
Integrating and developing the Department has continued during the year. One important milestone was the relocation of Wellington staff to one building, providing staff with a substantially improved work environment and more ready access to co-workers.
We have continued implementing the suite of improvements associated with providing a 'one-stop shop' for the building and housing sector, improving quality and access to services and providing services to more communities.
Our capability to interface with the community has been strengthened through three new industry, Māori and Pacific liaison roles in Tenancy Services. They will help the Department work with community organisations to raise awareness and understanding among landlords and target groups in the rental housing market.
In addition, in December 2005 the Department undertook a series of focus groups and individual interviews with 50 landlords who own three or less properties. The findings will be used to better understand the information needs of this group, and develop new resources and tools to help the Department engage with and support them as rental property owners and managers.
The first stage of the human resources information systems project was implemented to ensure the Department captures human resources information and maintains the currency and accuracy of this data.
A recruitment strategy and related recruitment programme were developed and implemented, with the aim of achieving a full complement of staff. As at 30 June 2006 staffing was at 92.7 percent of full complement.
Good progress has been made on developing an organisational development strategy for the Department. This has included establishing a leadership development programme for managers and key senior staff.
The Department has implemented a new performance development system in conjunction with a new remuneration policy. The performance development system underpins employee-manager relationships within the Department. It sets out the process for reviewing performance, setting expectations and reviewing remuneration on an annual basis.
The Department is committed to equal opportunity in all its employment policies and practices. We collect data to monitor the diversity of our workforce. Equal employment opportunity removes barriers and supports our ability to secure the people capability we need. We link these policies to a culture that emphasises flexibility and the opportunity to contribute.
An information systems strategic plan is in place and provides the platform for further developments and enhancements to service delivery, and improved data and knowledge management. Following on from this, a future business information technology architecture plan is under development.
Work to improve the effectiveness of communications included training for key Department spokespeople and presentation training for staff involved in such work. The Department has adopted a 'plain English' approach to all forms of communication and a training programme supports this.
As a recently established department, core business systems and processes have been reviewed and improved, or new systems developed, as required. Following on from this work, the Department prepared a case for initial and ongoing funding for key systems to support core capabilities and ensure business continuity. This included funding (capital and operating) to establish critical core information and communication technology systems and ensure there are sufficient depreciation streams to maintain the Department's fixed asset base at an appropriate level. This is a critical step in developing the Department's capability.
This capability funding will enable the Department to progress the following key system developments in 2006/07 and beyond.
- Establishing a national, consolidated voice and data network
- Upgrading our human resource business application systems
- Developing a knowledge management system
- Introducing a customer management system
- Enhancing our financial data and reporting systems
The Department's capability is being built in accordance with the Development Goals for the State Services. Some examples of how we have pursued this are shown under the relevant goals.
- Employer of Choice - ensure the State Services is an employer of choice attractive to high achievers with a commitment to service.
We have invested in leadership development, and implemented performance development and remuneration systems that invest in people and ensure fair remuneration, and provide a high-quality work environment.
- Excellent State Servants - a strong culture of constant learning in the pursuit of excellence.
We use an organisational leadership model to promote learning, identification of issues, and better decision-making and advice. This involves active engagement with other interested parties and stakeholders.
- Networked State Services - use technology to transform the provision of services for New Zealanders.
We have developed a new website and provide more online services.
- Coordinated State Agencies - ensure the total contribution of government agencies is greater than the sum of its parts.
We work together with Housing New Zealand Corporation and the Ministry of Social Development as part of the Social Services Cluster to improve housing outcomes for low-income New Zealanders. We work with local government in designing and implementing initiatives and programmes under the Building Act that impact on them and their role.
- Accessible State Services - enhance access, responsiveness and effectiveness, and improve New Zealanders' experience of State Services.
We have improved access to tenancy services nationwide through providing more community service locations, online services and 0800 services.
- Trusted State Services - strengthen trust in the State Services, and reinforce the spirit of service. We actively work with stakeholders to better understand issues and needs to develop sound policy advice and practical solutions that work and address the issues. Examples include territorial authority education project briefings and key sector group meetings to discuss building practitioner licensing; and the review of the WHRS and subsequent enhancements to the service to help homeowners to address weathertightness problems and effectively repair their homes.