Assessing organisational health and capability

Strategy: Continue to build the capability and performance of the Department to deliver value for New Zealanders

The process of change is ongoing for the Department as the groups from which it was formed evolve into a single, cohesive organisation along with implementing the appropriate infrastructure to support the operations of the Department. The building and housing sector is also undergoing considerable change, in large part because of the reforms that are under way. To succeed in this environment and fulfil our sector leadership role, we are committed to building a capable, adaptive organisation with a culture of accountability, pride in our work, a willingness to work with others in the sector to build knowledge and understanding and to achieve results including effective service delivery to our many clients and customers.

The Department put in place a new structure with effect from 1 March 2007. As roles have been filled there have been further reviews of the appropriate organisational arrangements as the Department moves from design to implementation, to business as usual. There is still work to do to complete the recruitment to the new structure and to get the anticipated efficiencies and effectiveness. The Department still has work to do to put in place the new business systems which were funded in 05/06 with additional capital and associated operating costs.

What we will do

The Department will continue to build organisational capability based on the State Services Development Goals.

1. Employer of Choice - ensure the State Services is an employer of choice attractive to high performers who are committed to service and the achievement of results.
2. Networked State Services - use technology to transform the provision of services for New Zealanders.
3. Value-for-Money State Services - use resources and powers in an efficient, appropriate and effective way.
4. Coordinated State Agencies - ensure the total contribution of government agencies is greater than the sum of its parts.
5. Accessible State Services - enhance access, responsiveness and effectiveness, and improve New Zealanders' experience of State Services.
6. Trusted State Services - strengthen trust in the State Services, and reinforce the spirit of service.

The Department's organisational development programme for the forthcoming year and beyond is based around the priority areas.

• Continuing to strengthen our leadership capability at all levels
• Developing an effective performance and assurance system which includes risk identification and management
• Clarifying roles and accountabilities to align with the changing expectations of the Department
• Developing business systems and infrastructure to support the operations of the Department
• Delivering the Employee Engagement System across the Department
• Translating strategy into action through an improved planning system that aligns the Department's strategic, business and financial planning systems and progress reporting
• Measuring our culture and employee engagement through an effective process.

Why we will do it

Our intention is to develop a flexible and responsive organisation that can adapt to changing circumstances. Our aim is to ensure the organisation is 'fit for purpose' and we deliver on our role in a way that adds value to the Government, sector stakeholders and consumers alike, particularly in our effective service delivery.

Building capability and performance underpins all of the Department's strategies and links to each of the intermediate sector outcomes.

How we will do it

The Department will continue to build people capability by enhancing skills and knowledge. The focus is on engaging with our people as an ongoing process, not a single induction event that occurs when they join the Department.

Leadership and management capability will continue to be developed. Effective leadership through change is critical to the successful development of the Department and its people. Internal change will continue as the Department adapts to changes in the sector and its operating context. The Department will continue to work on an integrated service delivery system and train and develop front-line staff to provide effective services.

Developing and enhancing our core systems is also an important contributor to achieving strategies and outcomes. The Department is committed to implementing systems that:

• enhance service delivery: our systems will directly improve the quality of our service, improve access for our clients and enable the Department to better connect with the communities it serves
• grow the sector knowledge-base: systems will support the development of people and the dissemination of information to and across the sector, as well as gathering and collating information that will enable well-informed policy advice and operational decisions
• strengthen our relationship-building capability with the building and housing sector: the Department is committed to building its capability to work with the sector to implement reforms in the building sector and at local government level in a way that is practical and 'do-able', and supports the changes required.

Our forward focus is on driving delivery and performance across the organisation off a base of sound organisational systems and structure.

What we will deliver

In 08/09 the Department will:

• design and implement the role description system as part of the Employee Engagement System (in order to better define and align roles, and the related authorities, accountabilities and capabilities to be successful in all roles)
• continue development and implementation of the Performance and Assurance System
• continue to build staffing capability including front-line staff skills through targeted training and development
• continue to develop interpersonal, organisational and sectoral leadership capability through specific programmes
• develop requirements for an integrated service delivery model
• progress specific business system developments, including:
  - implementing the national, consolidated voice and data network to effectively mobilise our Tenancy Services workforce, extending our services over a greater geographic area
  - implementing the upgrade of our Human Resources Information System including payroll to better help managers with more accurate and useful online data
  - implementing the first phase of the Electronic Document and Records Management system to better meet our statutory record-keeping requirements, and e-government metadata standards and principles
  - upgrading the Financial Management Information System to provide more accurate and useful data to managers
  - developing an integrated platform for the registration of electrical workers and licensed building practitioners
• develop greater capability (skills and systems) to enable early and active engagement with the sector on policy development and regulatory system design and technical advice.

Organisational Capability Development and links to State Sector development goals
Employer of Choice	Delivering on the Employee Engagement System and other employee capability enhancement initiatives
Networked State Services	Implementation of the consolidated network
Value-for-Money State Services	Work on the cost effectiveness of our services as described on page 24
Coordinated State Agencies	Working with other agencies on sustainability, energy efficiency and affordability work programmes
Accessible State Services	Work on the requirements for the integrated service delivery model and continuing to measure and improve the effectiveness of our consumer information and advice services
Trusted State Services	Work on the development of greater capability skills and systems to enable early and active engagement with the sector on policy and system design and implementation.

Capital Expenditure Plan For 08/11
$000	Forecast 2008/09	Forecast 2009/10	Forecast 2010/11
Office equipment	50	50	50
Office renovations	200	200	200
Computer hardware	254	750	750
Computer software	7,634	2,007	0
Motor vehicles	0	250	50
	8,138	3,257	1,050