DEPARTMENT OF PERSONNEL MANAGEMENT CORPORATE PLAN

Transcription

1 DEPARTMENT OF PERSONNEL MANAGEMENT CORPORATE PLAN RISE UP, STEP UP, SPEAK UP JOHN M KALI, OBE, SECRETARY FOR DPM Alotau CP Retreat, 28 th May 2010

2 MINISTER S FOREWORD I am delighted to be able to make these introductory remarks to the Department of Personnel Management Corporate Plan I want to acknowledge the work and input of the Secretary and staff of the Department and thank them for their efforts in compiling this Corporate Plan. There are two significant differences in this Plan to the previous corporate plans developed by the Department. Firstly, the Secretary has adopted a bottomup approach to the compilation of the Plan and has engaged all staff in a consultative process to generate staff contribution to the Corporate Plan. The Plan was then refined by senior management and referred back to staff for their information and comment. The result is a Corporate Plan that is owned by the Department as a whole and has all the staff fully committed to its successful implementation. Secondly, this Corporate Plan represents a conscious effort to unite the Department in pursuit of the strategic direction provided by the Papua New Guinea Vision 2050, and the Papua New Guinea Development Strategic Plan I am very pleased that the Corporate Plan is aligned to, and supports, the important strategic direction provided by the Government and that the approach to be adopted by the Department has moved away from the silo approach where Divisions within the Department operated as separate entities. The revised approach outlined in the Plan that inculcates an inclusive and integrated model of service delivery across all Divisions to meet the objectives of the Corporate Plan, will undoubtedly be more effective and productive. The Department of Personnel Management (DPM), as a central agency of Government, will play a vital role in the successful implementation of the Government s strategic plans for Papua New Guinea. The provision of effective human resource management support and assistance to the Public Service will be a critical element in raising the competence and capability of public servants to a level necessary to deliver effective services to our people. The way in which DPM has planned its evolution into a new and better aligned Department over the next five years is commendable. It takes into account the necessary change that must occur to the employment environment and workplace culture of the Public Service and the need for more ethical behavior by public servants. I am confident that the planned evolution of DPM will result in the delivery of high quality services and support being provided to stakeholders and clients. The manner in which the key performance indicators have been developed is an impressive inclusion in the Corporate Plan. This is a bold initiative that moves away from the traditional approach and further indicates that DPM is serious about achieving its new vision and mission and its transformation into a more effective department. I will look forward to receiving annual assessments of performance by the Department against the newly developed key performance indicators and receiving client feedback on the improved effectiveness of service delivery anticipated by DPM. Furthermore, I am pleased to note that the Public Service Workforce Development Program (PSWDP) which currently lies under the strategic leadership of the Secretary for DPM, and will be mainstreamed within the Department by 2012, will play a very important supporting role in developing the overall competence and related effectiveness of the Public Sector. The training and development activities developed under this program will ensure that all public servants are given the support they need to serve the public ethically, efficiently and effectively, and to ensure the plans and vision for Papua New Guinea provided by the Government are realized. In conclusion, I extend my warm congratulations to the Secretary for DPM and his staff for developing this new Corporate Plan. The Plan aligns the activities of the Department to strategic plans of the Government and has a bold vision and mission that provides a new strategic direction and business approach for DPM in the future. I am confident that the successful implementation of this Corporate Plan will enable the Department to provide better and more effective services to its stakeholders and clients in the Public Service, and will enable DPM to undertake its crucial role in assisting the Government to successfully deliver upon the new strategic plans for Papua New Guinea. HON. MOSES MALADINA, LLB, MP Minister for Public Service - I -

3 TABLE OF CONTENTS CONTENTS MINISTER S FOREWORD TABLE OF CONTENTS Page i ii INTRODUCTION BY THE SECRETARY 1 NEW CHALLENGES AHEAD 2 THE DPM VISION 3 THE NEW MISSION FOR DPM 4 CORPORATE OUTCOMES AND STRATEGIES 5 KEY PERFORMANCE INDICATORS (MILESTONES) 6 MONITORING AND EVALUATION 17 THE NEW DPM 19 PUBLIC SECTOR WORKFORCE DEVELOPMENT PROGRAM (PSWDP) 20 - II -

4 INTRODUCTION BY THE SECRETARY FOR DPM RISE UP, STEP UP, SPEAK UP I am very proud to present this Corporate Plan which will guide our Department s strategies, activities and service delivery over the next five years. Importantly, the Corporate Plan has been developed through an ongoing consultative process with all of our staff within the Department of Personnel Management (DPM) and every staff member has had the opportunity to contribute his or her views and ideas during the Corporate Plan s development. This is important because the successful implementation of the Corporate Plan will require commitment and determination from all of our staff to work harder and smarter. Our staff will need to change any entrenched and unethical behaviours or workplace cultures which lead to improper, inefficient or ineffective delivery of our services. I believe the only way you can obtain this kind of commitment and determination from staff, and obtain a willingness to change, is to ensure that staff are included and involved in the decision making process that will affect them and require their support in order to succeed. In addition, the development of the Corporate Plan has been guided by and aligned to the Papua New Guinea Vision 2050, and the supporting Papua New Guinea Development Strategic Plan These National strategic plans, recently introduced by the Government, set out the roadmap for the Public Service during the next 40 years and the challenges and aspirations for the Nation during a long period of National development and significant change. The development of the Department of Personnel Management Corporate Plan , has also enabled me and my team to undertake an objective analysis of our performance and delivery of services to date, as well as the roadmap provided by the Government. As a result, when the Corporate Plan is implemented, it will enable me to lead a new department that has: taken into account and is aligned to the new strategies and directions of the Government and the inherent challenges that arise; listened and responded to criticisms from stakeholders and clients; established a new mission and vision that emphasizes a client and stakeholder focus and is responsive to client and stakeholder needs; adopted a new workplace culture that underpins and supports a shift promoting ethical behavior and service delivery based upon a client and stakeholder focus; become an employer of choice that supports and values our staff; and established a corporate image of being reliable, ethical, responsive and operates in a manner that is lawful and compliant with Government policies. We are fortunate that the newly established roadmap for the Public Service outlined by the Government s new strategic direction is supported by two important initiatives that have recently been undertaken by DPM and continue to be developed. These two initiatives are the Devolution Project and the Public Sector Workforce Development Program. The Devolution Project devolves or decentralises operational human resource management powers to Department Heads and Chief Executive Officers of Government agencies and is aligned to the Government s strategic plan which seeks to decentralise authority. The project continues to be rolled out and is now supported by a DPM help desk facility that is accessible to Government Agencies. This facility is provided by the newly established Human Resource Advisory Services Division of the Department which will also be providing training to human resource staff employed by Government agencies. The Public Sector Workforce Development Program (PSWDP) has been developed to provide effective and high standard training and development activities to public servants. The Program seeks to ensure that all public servants from new graduate starters up to Executives have their competence and capabilities raised to a level that will enable them to effectively meet the service needs of the Government and the Nation. I am pleased to advise that a dedicated Office will be established within DPM to manage and co-ordinate this important program. In conclusion, I am very excited by this new corporate plan which has been developed for DPM. I wish to formally thank the Government for the strategic direction it has given us. I wish to thank my Minister, Hon. Peter O Neill, CMG, MP, for his guidance and support during the development of the corporate plan. And I wish to thank my management team and staff for their commitment and support during the new corporate plan s development. Now it is time for all of us within DPM to rise up to the challenge of the Government s strategic plans, step up and meet the expectations and needs of our clients and stakeholders, and speak up so that communication which will be critical to success is encouraged and maintained at all times. JOHN M. KALI, OBE SECRETARY Page 1

5 NEW CHALLENGES AHEAD The recently introduced 40 year National strategic plan titled Papua New Guinea Vision 2050, and the supporting 20 year National strategic plan titled Papua New Guinea Development Strategic Plan , outline strategies and goals for the Public Service that demand a new role and mission for DPM. An ever-growing demand for skilled employees from an inadequate supply continues to generate an unprecedented highly dynamic and competitive market force environment. Attracting and retaining skilled staff in this environment represents a significant challenge but is an essential outcome if the strategic plans objectives of institutional strengthening and employment growth in the public service are to be achieved. A shift from a public service wages policy based upon affordability to a new policy based upon flexibility and competitiveness in the labour market will be an important ingredient to meeting the significant challenge posed by the emerging competitive labour market and in attracting and retaining the right people to the public service. Strategies requiring public servants to be more innovative and accountable, to exhibit a high performance and output focus and to commit to ethical behaviours at all times, must be supported by a significant shift in the workplace culture that has developed over a long period of time in the public service. The attainment of significant shifts in workplace culture has proven to represent a significant challenge all over the world. Another challenge is the necessary shift from a centrally controlled public service management system to a devolved, trusted, supported and monitored management system that will involve the empowerment of public servants in line agencies, Provincial Administrations and District Administrations with support through targeted capacity building programs and courses and readily accessible information will greatly assist in meeting this challenge. Revising the employment framework in the public service so that it provides the flexibility required within organization structures to enable an effective client and service delivery focus but under good governance management and to the exclusion of any corruption is another challenge. Finally, providing our Executive Leaders in the public service with training and development and new employment contracts that makes them accountable to provide the public service with role-model leadership focused upon high performance outcomes delivered in an ethical manner provides yet again a challenge. DPM has developed a new corporate plan and identified its new mission and vision to better align the Department with the PNG Vision 2050 and the PNG DSP , and to better place DPM to meet the challenges outlined above. Corporate outcomes to be achieved over the next 5 years have been identified and a phased and controlled whole of Department approach to the new alignment of the Department has been adopted. DPM has a determined leadership team with a preparedness to change and has staffs who have already given their commitment to support their leadership team and perform with a can do attitude. We understand in DPM that where there are challenges there are opportunities for us to demonstrate we have the necessary attributes to meet these challenges and with the right planning, preparedness to change and a commitment to a can do attitude we can and will succeed. Page 2

6 THE DPM VISION The DPM vision is to evolve into a new department in order to meet the new DPM mission (or role) over the five year period of the DPM Corporate Plan. It is intended that the whole Department will evolve simultaneously and in a controlled, integrated and comprehensive manner. All aspects of the operations of DPM, and the attitudes and perspective of all staff within the Department, will be included in the evolutionary process so that a holistic change to the Department occurs and all aspects of our operations are effectively aligned to the new needs of the Government and the public service. The key aspects of DPM evident at the beginning of the Corporate Plan period and the changed key aspects of a new and better aligned department that should be evident at the end of the Corporate Plan in 2015, are depicted below: DPM IN 2010 (the old Department) Authoritative Reactive Hold Information & Power Control Internal Focus 5 Year Evolution Cycle DPM IN 2015 (the new Department) Supportive Proactive Share Information & Power Trust & Support External Focus Limited Capacity & Competence Weak & Cumbersome Governance Divisions Operate as Silos UNCARING & PROTECTIVE High Performing & Competent Strong & Effective Governance Divisions Operate as Partners CARING & SHARING Page 3

7 THE NEW MISSION FOR DPM As stated earlier, DPM must realign its mission (or role) to the Government and its agencies to best support the directions and strategies outlined in the PNG Vision 2050 and the PNG Development Strategic Plan This will require the provision of effective and comprehensive human resource management (HRM) support and assistance to the Public Service and enable it to effectively reform and best serve the Government to achieve its long term strategic plans. The changes, anticipated by the Government, to the employment environment, to service delivery and performance and to the workplace culture of the Public Service will necessitate a significant change to the way in which DPM provides its services to best meet the changing needs of our stakeholders and clients. The key components that will underpin the new mission for DPM and the provision of services to stakeholders and clients are outlined in the table below: Integrated Service Delivery The Divisions and Offices of DPM must provide services to stakeholders and clients in an integrated and effective manner. Effective and efficient service delivery to stakeholders and clients is impeded by Divisions and Offices working in isolation of each other and only focusing upon their respective areas of demarcated responsibility. Effective Service Delivery Systems and Service Standards Corporate Image Stakeholder and Client Focus Workforce Development Stakeholders and clients will be consulted on a regular and ongoing basis to: identify the service needs of stakeholders and clients, determine the most effective and efficient service delivery systems to be applied; meet stakeholder and client service expectations through the development of service standards; and provide stakeholders and clients with regular service evaluation feedback opportunities. The corporate image of DPM is very important and has a significant impact upon the credibility of the Department and, consequently, the level of influence we can exert over others. An effective corporate image for DPM must be supported by: all advice and assistance provided by DPM must be compliant with the law and Government policy; all advice and assistance must be consistent; employees must behave in a professional and ethical manner; corporate interests must over-ride personal interests must provide leadership to clients through being a role model; and recognizing the importance of staff through the adoption of a duty of care attitude. Adopting a stakeholder and client focus must be supported by: provision of ready access to relevant, comprehensive and accurate information; being supportive and not adversarial; ongoing consultation with stakeholders and clients regarding service needs and service delivery (or performance) evaluation; flexible organization structure and remuneration systems; undertake benchmarking, surveys, and research to enable stakeholders and clients to make informed decision making; and motivated, competent, responsive and ethical employees. Provision of a comprehensive and effective suite of training and development programs and courses that are supported by: a training needs analysis of public servants; and development of competency standards and assessments; The Mission for DPM is: To support our clients with strategic leadership and effective human resource management services for them to develop the nation and provide high quality services to the people of Papua New Guinea. Page 4

8 CORPORATE OUTCOMES and STRATEGIES There are five (5) broad Corporate Outcomes and seventeen (17) supporting Corporate Strategies identified that will align the activities of DPM to support the new directions and strategies of the Government and they are depicted below: The corporate outcomes outlined above and the activities, decisions and actions of DPM necessary to achieve them must be undertaken in a manner that is consistent with the cross-cutting policies of the Government that apply to: Increased knowledge and awareness of strategies to manage and prevent HIV-AIDS and to manage sensitively and in a non-discriminatory manner those staff who are HIV positive or have AIDS;. Increased knowledge, awareness and promotion of gender equity and subsequent development activities; and Increased knowledge, awareness and promotion of good governance and anti-corruption practices. Page 5

9 KEY PERFORMANCE INDICATORS (MILESTONES) As stated earlier, it is intended that all aspects of DPM will evolve simultaneously and in a controlled, integrated and comprehensive manner to meet the new mission and vision of the Department. The operations of DPM and the attitudes and perspective of all of our staff within the Department will be included in the evolutionary process so that a holistic change to the Department occurs. This will ensure that all aspects of our operations, including staff behavior and performance, are effectively aligned to the new needs of the Government and the public service. To best support such a holistic change to DPM, and to provide effective guidance and priorities to our operations and staff, a staged approach to the change process for the Department has been developed. This staged approach will make clear in each year of the Corporate Plan the priorities to be pursued throughout the Department and will provide a realistic and deliverable timetable to the total realignment of the Department. The staged approach to be adopted over the five year period of the Corporate Plan will also enable the ongoing provision of services to our clients and stakeholders during the transition toward the new mission and vision for DPM and the realignment of our services. Each of the five years covered by the period of the corporate plan has been allocated an overarching priority to be applied across all of the 5 Corporate Outcomes and 17 supporting Corporate Strategies. This overarching priority will clearly identify each of the stages to be adopted and the related activities to be undertaken by the Department. The overarching priority of activity to be applied in each year of the Corporate Plan is as follows: Year 1 - The Information Gathering Year Year 2 - The Development Year Year 3 - The Implementation and Roll Out Year Year 4 - The Revision and Refinement Year Year 5 - The Consolidation and Way Forward Year Key Performance Indicators (or milestones) have been developed for each of the corporate outcomes and supporting corporate strategies for each of the five years of the Corporate Plan. These key performance indicators or milestones identified for each of the seventeen corporate strategies, are designed to clearly identify the outcomes that should be achieved at the end of each year in order to demonstrate that the achievement of the five Corporate Outcomes and the comprehensive change process to be applied to the whole Department are on track and will occur by the end of the Corporate Plan period. The key performance indicators or milestones for each of the five (5) corporate outcomes, for the period of this Corporate Plan, are shown in the following pages: Page 6

10 KEY PERFORMANCE INDICATORS (MILESTONES) - OUTCOME ONE Year One 1.1 Leadership and Executive Development Strategy Year Two 1.1 Leadership and Executive Development Strategy Year Three 1.1 Leadership and Executive Development Strategy Identification through consultation with key stakeholders and clients and through research and benchmarking with national and international employers, effective and best practice approaches to : Executive recruitment; Terms and conditions of employment for executives; Training needs analysis and executive development Programs; Succession planning; and Research and Identification of providers of Executive Development Programs and Executive recruitment. 1.2 Leadership Ethics and Behaviour Strategy Identification through consultation with key stakeholders and clients the level of understanding by Executive Leaders of the Code of Business Ethics and Conduct and whether Executive Leader s terms and conditions of employment effectively encourage compliance and desirable ethical behaviours by Executive Leaders. 1.3 Leadership Performance and Effectiveness Strategy Identification through consultation with key stakeholders and clients, and through benchmarking with National and International employers, terms and conditions of employment for Executive Leaders that effectively make them more accountable for the establishment of good governance systems of management and the provision of annual and other reports in a timely and accurate manner. Identification through consultation with key stakeholders and clients, and through benchmarking with National and International employers, effective Executive Leaders training programs that include the need for building and maintaining strong relationships with peers and others and effective communication methods in order to strengthen their organizations and better support whole of Public Service effectiveness. Development of effective and best practice approaches to: Executive recruitment; Terms and conditions of employment for Executives; Training needs analysis and executive development programs; and Succession planning. Development of a comprehensive list of National and International providers of Executive Development Programs and Executive recruitment. 1.2 Leadership Ethics and Behaviour Strategy Development of awareness-raising programs for Executive Leaders on the Code of Business Ethics and Conduct and the need to role model desirable ethical behaviour. Executive Leaders terms and conditions of employment are revised and developed to ensure Executive Leaders are made more accountable for their behaviour and ethical conduct. 1.3 Leadership Performance and Effectiveness Strategy Executive Leaders terms and conditions of employment are revised and developed to ensure they are made more accountable for: the establishment and implementation of good governance systems of management. and the provision of annual and other reports in a timely and accurate manner. Executive Leaders training and development programs are developed to include the need for building and maintaining strong relationships with peers and others and effective communication methods in order to strengthen their organizations and better support whole of Public Service effectiveness. Implementation and rollout, in consultation with key stakeholders and clients, of the developed effective and best practice systems for: Executive recruitment; Terms and conditions of employment of employment for Executives; Training needs analysis and executive development programs; and Succession planning. Comprehensive list of National and International providers of Executive Development Programs and Executive recruitment provided to stakeholders and clients. 1.2 Leadership Ethics and Behaviour Strategy Awareness-raising programs for Executive Leaders on the Code of Business Ethics and Conduct and the need to role model desirable ethical behaviour developed and delivered. Executive Leaders terms and conditions of employment revised to ensure Leaders are made more accountable for their behaviour and ethical conduct and revisions are implemented through new contract arrangements. 1.3 Leadership Performance and Effectiveness Strategy Executive Leaders terms and conditions of employment revised and developed to ensure they are made more accountable for the establishment and implementation of good governance systems of management and for the provision of annual and other reports in a timely and accurate manner and revisions are implemented through new contract arrangements. Executive Leaders training and development programs developed to include the need for building and maintaining strong relationships with peers and others and include effective communication methods that strengthen their organizations and better support whole of Public Service effectiveness are delivered. Page 7

11 HIGH PERFORMING, EFFECTIVE AND ETHICAL EXECUTIVE LEADERSHIP IN THE PUBLIC SERVICE Year Four 1.1 Leadership and Executive Development Strategy Key stakeholders and clients consulted on the effectiveness and whether refinements are required for systems dealing with: Executive recruitment; Terms and conditions of employment of employment for Executives; Training needs analysis and executive development programs; and Succession planning. Key stakeholders and clients consulted on their experiences using the comprehensive list of National and International providers of Executive Development Programs and Executive recruitment and any desirable refinements to the list are identified. 1.2 Leadership Ethics and Behaviour Strategy Key stakeholders and clients consulted on the awareness-raising programs for Executive Leaders on the Code of Business Ethics and Conduct and the need to role model desirable ethical behaviour that have been delivered to the Leaders and feedback is sought regarding the program s effectiveness and any suggested refinements. Key stakeholders and clients consulted on the Executive Leaders terms and conditions of employment, revised to ensure Leaders are made more accountable for their behaviour and ethical conduct under new contract arrangements, and feedback is sought regarding the effectiveness of the revisions and any suggested refinements 1.3 Leadership Performance and Effectiveness Strategy Key stakeholders and clients are consulted regarding the Executive Leaders employment contracts and whether the contracts have made Leaders more accountable for the establishment and implementation of good governance systems of management or whether further refinements are required. Key stakeholders and clients are consulted regarding Executive Leaders employment contracts and whether the contracts have made Leaders more accountable for the provision of annual and other reports in a timely and accurate manner or whether further refinements are required. Key stakeholders and clients are consulted regarding Executive Leaders and whether they are building and maintaining strong relationships and communicating effectively with peers and others to strengthen their organizations and better support whole of Public Service effectiveness. Year Five 1.1 Leadership and Executive Development Strategy Attraction and retention of suitably qualified and experienced Executive Leaders are achieved. Executive Leaders training and development program is established and implemented. Flexible, competitive and performance focused terms and conditions of employment are applied. Succession planning process and guidelines are established and implemented. 1.2 Leadership Ethics and Behaviour Strategy Executive Leaders understand and comply with the Code of Business Ethics and Conduct and demonstrate desirable ethical behaviours and have become effective role models. Executive Leaders are made accountable for their behaviour and ethical conduct through the terms and conditions of their employment contracts 1.3 Leadership Performance and Effectiveness Strategy Executive Leaders are accountable for the establishment and implementation of good governance systems of management through the terms of their employment contract. Executive Leaders are accountable for the provision of annual and other reports in a timely and accurate manner through the terms of their employment contract Executive Leaders build and maintain strong relationships with peers and others to strengthen their organizations and better support whole of Public Service effectiveness. Executive Leaders ensure the establishment of effective communications with internal and external stakeholders and clients. Page 8

12 KEY PERFORMANCE INDICATORS (MILESTONES) - OUTCOME TWO Year One Year Two Year Three 2.1 Workforce Planning Strategy Identification through consultation with key stakeholders and clients and through research and benchmarking with national and international employers effective and best practice approaches to: Recruitment; Terms and conditions of employment including staff housing and home ownership schemes; Competency standards for classification structures; and Succession planning. Research and identification of providers of training and development programs and recruitment. 2.2 Workforce Capacity Building Strategy Identification through consultation with key stakeholders and clients, and through research and benchmarking with national and international employers, effective and best practice approaches to: Training needs analysis and capability building programs; and Competency assessment Internal training and development needs and internal training programs identified for all DPM staff; and relevant professional and vocational bodies identified. 2.3 Workforce Performance Strategy Identification through consultation with key stakeholders and clients and through research and benchmarking with national and international employers effective and best practice approaches to terms and conditions of employment and in particular performance or output based remuneration to ensure staff are: Motivated; Recognised; and The workforce are clearly informed of their responsibilities and accountabilities in delivery of services to stakeholders and clients. 2.4 Workforce Ethics and Behaviours Strategy Identification through consultation with key stakeholders and clients revisions required to the Code of Business Ethics and Conduct that will better encourage compliance and desirable ethical behaviours by public servants. Identification through consultation with key stakeholders and clients revisions required to the terms and conditions of employment for public servants in order to make them more accountable for their behaviour and ethical conduct. 2.1 Workforce Planning Strategy Development of effective and best practice approaches to: Recruitment; Terms and conditions of employment including staff housing and home ownership schemes; Competency standards for classification structures; and Succession planning. Development of a comprehensive list of National and International providers of training and development programs and recruitment. 2.2 Workforce Capacity Building Strategy Development of effective and best practice approaches to: Training needs analysis and capability building programs Competency assessment Development of internal training programs to meet identified needs for all DPM staff. Relevant professional and vocational bodies identified and DPM staffs are encouraged to become members or affiliates of these bodies. 2.3 Workforce Performance Strategy Development of effective and best practice approaches to terms and conditions of employment and performance or output based remuneration to ensure staff are: Motivated; Recognised; and Clearly informed of their responsibilities and accountabilities in the delivery of services to stakeholders and clients. 2.4 Workforce Ethics and Behaviours Strategy Development of a revised Code of Business Ethics and Conduct that better encourages compliance and desirable ethical behaviours by public servants. Development of terms and conditions of employment for public servants that make them more accountable for their behaviour and ethical conduct 2.1 Workforce Planning Strategy clients, the developed effective and best practice approaches to: Recruitment; Terms and conditions of employment including staff housing and home ownership schemes; Competency standards for classification structures; and Succession planning. Comprehensive list of National and International providers of training and development programs and recruitment provided to key stakeholders and clients. 2.2 Workforce Capacity Building Strategy clients, the developed effective and best practice approaches to: Training needs analysis and capability building programs: and Competency assessment Internal training programs to meet identified needs for all DPM staff delivered. Recognition systems developed for DPM staff who are members or affiliates to relevant professional and vocational bodies. 2.3 Workforce Performance Strategy clients, the developed effective and best practice approaches to terms and conditions of employment and performance or output based remuneration that ensures staff are: Motivated; Recognised; and Clearly informed of their responsibilities and accountabilities in the delivery of services to stakeholders and clients. 2.4 Workforce Ethics and Behaviours Strategy clients, the revised Code of Business Ethics and Conduct that better encourages compliance and desirable ethical behaviours by public servants. clients, the revised terms and conditions of employment for public servants that make them more accountable for their behaviour and ethical conduct. Page 9

13 HIGH PERFORMING, EFFECTIVE AND ETHICAL PUBLIC SERVICE Year Four 2.1 Workforce Planning Strategy Key stakeholders and clients consulted on the effectiveness, and whether refinements are required, to the revised approaches to: Recruitment; Terms and conditions of employment including staff housing and home ownership schemes; Competency standards for classification structures; and Succession planning. Key stakeholders and clients consulted on their experiences using the comprehensive list of National and International providers of training and development programs and recruitment and any refinements to the list are identified. 2.2 Workforce Capacity Building Strategy Key stakeholders and clients consulted on the effectiveness, and whether refinements are required, to the revised approaches to: Training needs analysis and capability building programs; and Competency assessment. DPM staff are consulted on the effectiveness of the Internal training programs delivered and any refinements required are identified. DPM staff are consulted on the effectiveness of the recognition systems for staff who are members or affiliates to relevant professional and vocational bodies and required refinements are identified. 2.3 Workforce Performance Strategy Key stakeholders and clients consulted on the effectiveness of, and whether refinements are required to, the terms and conditions of employment and performance or output based remuneration implemented to ensure staff are: Motivated; Recognised; and Clearly are informed of their responsibilities and accountabilities in the delivery of services to stakeholders and clients. 2.4 Workforce Ethics and Behaviours Strategy Key stakeholders and clients consulted on the effectiveness of, and whether refinements are required to, the revised Code of Business Ethics and Conduct that better encourages compliance and desirable ethical behaviours by public servants. Year Five 2.1 Workforce Planning Strategy Attraction and retention of suitably qualified and experienced public service workforce is evident. Flexible, competitive and performance focused terms and conditions of employment are established including the provision of institutional housing or an affordable home ownership scheme. Competency standards are developed and applied to the Performance Based Salary Structure. Succession planning process and guidelines are established and implemented. 2.2 Workforce Capacity Building Strategy Training and development programs that include competency assessments for public servants are established, implemented and monitored. Internal training and development provided to all DPM staff. Professional membership and affiliations are recognized, provided for select staff and encouraged for all staff. 2.3 Workforce Performance Strategy Terms and conditions of employment and the staff performance appraisal system are revised and implemented to ensure staff are: Motivated; Recognised; and Clearly informed of their responsibilities and accountabilities in the delivery of services to stakeholders and clients. 2.4 Workforce Ethics and Behaviours Strategy All public servants understand and comply with the Code of Business Ethics and Conduct and demonstrate desirable and required ethical behaviours. Public servants are made accountable for their behaviour and ethical conduct through their terms and conditions of employment. Key stakeholders and clients consulted on the effectiveness of, and whether refinements are required to, the terms and conditions of employment for public servants that will make them more accountable for their behaviour and ethical conduct. Page 10

14 KEY PERFORMANCE INDICATORS (MILESTONES) - OUTCOME THREE Client Service Focus Strategy Year One Identification through consultation with key clients and through research, and benchmarking with national and international employers, of effective and efficient service delivery systems including: Client service needs are clearly identified; and Effective and efficient service delivery systems, including service standards, are clearly identified. Consultation between DPM Divisions to identify the most effective means of integration and collaboration between the Divisions in the delivery of services to key clients. Identification through consultation with key clients appropriate HRM delegations and support that will effectively empower clients. Identification through consultation with key clients the most effective means of evaluating client services, including through regular client feedback (e.g. client surveys etc) Identification of continuous improvement initiatives that will maintain the effectiveness and efficiency of systems adopted. 3.2 Stakeholder Focus Strategy Consultation between DPM Divisions to identify the most effective means of integration and collaboration between the Divisions in the delivery of services to key stakeholders. Stakeholder needs, including regular and accurate provision of information and reports, clearly identified in consultation with key stakeholders. Effective and efficient service delivery systems, including service standards, identified in consultation with key stakeholders. Identification through consultation with key stakeholders the most effective means of evaluating stakeholder services, including through regular client feedback (e.g. stakeholder surveys etc). National and international benchmarking of HRM initiated. Identification of continuous improvement initiatives that will maintain the effectiveness and efficiency of systems adopted. 3.3 Corporate Image & Public Relations Strategy Identification of professional corporate image requirements for DPM including Consistent provision of information and communication; Consistent service delivery provided in an accurate and timely manner; Development and maintenance of corporate relationships; and Effective management of service expectations. Year Two 3.1 Client Service Focus Strategy Development of effective and efficient service delivery systems including: Clear identification of client service needs; and Clear identification of effective and efficient service delivery systems, including service standards. Development of the most effective means of integration and collaboration between the DPM Divisions in the delivery of services to key clients. Development of appropriate HRM delegations and support that will effectively empower clients. Development of the most effective means of evaluating client services, including through regular client feedback. Development of continuous improvement initiatives that will maintain the effectiveness and efficiency of systems adopted. 3.2 Stakeholder Focus Strategy Development of the most effective means of integration and collaboration between the DPM Divisions in the delivery of services to key stakeholders. Development of stakeholder service needs, including regular and accurate provision of information and reports. Development of effective and efficient service delivery systems, including service standards. Development of the most effective means of evaluating stakeholder services, including through regular client feedback (e.g. stakeholder surveys etc). National and international benchmarking of HRM developed. Development of continuous improvement initiatives that will maintain the effectiveness and efficiency of systems adopted. 3.3 Corporate Image & Public Relations Strategy Development of a professional corporate image DPM including; Consistent provision of information and communication; Consistent service delivery provided in an accurate and timely manner; Development and maintenance of corporate relationships; and Effective management of service expectations. 3.1 Client Service Focus Strategy Year Three Implementation and roll out, in consultation with key clients, of effective and efficient service delivery systems that: meet client service needs; and include service standards. Integration and collaboration between the DPM Divisions in the delivery of services to key clients is implemented. Implementation and roll out, in consultation with key clients, of appropriate HRM delegations and support to effectively empower clients. Implementation and roll out, in consultation with key clients, of the most effective means of evaluating client services, including through regular client feedback (e.g. client surveys etc). Implementation and roll out, in consultation with key clients, of continuous improvement initiatives that will maintain the effectiveness and efficiency of systems adopted Stakeholder Focus Strategy Integration and collaboration between the DPM Divisions in the delivery of services to key stakeholders is implemented. Stakeholder service needs, including regular and accurate provision of information and reports are met. Implementation & roll out, in consultation with key stakeholders, of effective and efficient service delivery systems, including service standards. Implementation of the most effective means of evaluating stakeholder services, including through regular client feedback. National and international benchmarking of HRM is utilized. Continuous improvement initiatives that will maintain the effectiveness and efficiency of systems are implemented. 3.3 Corporate Image & Public Relations Strategy Implementation and roll out, in consultation with key stakeholders, of professional corporate image requirements for DPM including: Consistent provision of information and communication; Consistent service delivery provided in an accurate and timely manner; Development and maintenance of corporate relationships; and Effective management of service expectations. Page 11

15 DEPARTMENT OF PERSONNEL MANAGEMENT IS RECOGNISED FOR ITS CLIENT SERVICE AND CUSTOMER FOCUS Client Service Focus Strategy Year Four 3.1 Client Service Focus Strategy Year Five Key clients consulted on the effectiveness and efficiency of the implemented service delivery systems and any refinements identified and implemented. Integration and collaboration between the DPM Divisions in the delivery of services to key clients is refined. Key clients consulted regarding the HRM delegations and support provided to effectively empower clients and refined where necessary. Key clients consulted regarding the effectiveness of evaluating client services, including through regular client feedback (e.g. client surveys etc). 3.2 Stakeholder Focus Strategy Integration and collaboration between the DPM Divisions in the delivery of services to key stakeholders is evaluated and refined where necessary. Key stakeholders are consulted regarding whether stakeholder service needs, including regular and accurate provision of information and reports are being met and whether refinements have been identified. Key stakeholders are consulted regarding the effectiveness and efficiency of service delivery systems, including service standards, and whether refinements have been identified. Key stakeholders consulted regarding the effectiveness of evaluating client services, including through regular client feedback (e.g. client surveys etc) and whether refinements have been identified. National and international benchmarking of HRM evaluated and refined where necessary. Continuous improvement initiatives that will maintain the effectiveness and efficiency of systems evaluated and refined where necessary. Key stakeholders consulted regarding the continuous improvement initiatives being applied that will maintain the effectiveness and efficiency of systems adopted and refinements identified. 3.3 Corporate Image & Public Relations Strategy Key stakeholders consulted regarding the effectiveness of professional corporate image initiatives adopted for DPM and refinements identified. These initiatives include: Consistent provision of information and communication; Consistent service delivery provided in an accurate and timely manner; Development and maintenance of corporate relationships; and Effective management of service expectations. Effective and efficient service delivery underpinned through integration and between DPM divisions. Client service needs are clearly identified and met. collaboration Effective and efficient service delivery systems, including service standards, are developed and implemented. Clients empowerment to deliver services provided through appropriate HRM support. delegations and Ongoing evaluation of client services provided through regular client feedback (e.g. client surveys etc). Effectiveness and efficiency of systems maintained through a focus on continuous improvement. 3.2 Stakeholder Focus Strategy Effective and efficient service delivery underpinned through integration and between DPM divisions. collaboration Stakeholder service needs, including regular and accurate provision of information and reports, clearly identified and met. Effective and efficient service delivery systems, including service standards, developed and implemented. Ongoing evaluation of stakeholder services provided through regular stakeholder feedback. National and international benchmarking of HRM undertaken. Effectiveness and efficiency of systems maintained through a focus on continuous improvement. 3.3 Corporate Image & Public Relations Strategy Professional corporate image for DPM established and maintained through: Consistent provision of information and communication; Consistent service delivery provided in an accurate and timely manner; Development and maintenance of corporate relationships; and Effective management of service expectations. Page 12

16 KEY PERFORMANCE INDICATORS (MILESTONES) OUTCOME FOUR Year One Year Two Year Three 4.1 Management Strategy Identification through consultation with key stakeholders and clients, and through research and benchmarking with national and international employers, compliant, effective and efficient management of all resources, including human and financial resources. Identification through consultation with key stakeholders and clients, and through research and benchmarking with national and international employers, transparent management and decision-making processes and procedures including: HRM; Financial management; Risk management; Asset management; and Records management. 4.2 Operations Strategy Identification through consultation with key stakeholders and clients their needs in order to determine a DPM organization structure that most effectively aligns to those needs. Identification through consultation with key stakeholders and clients effective and regular monitoring and auditing processes and procedures that will ensure compliance of government policies, standards and regulations. Identification through consultation with key stakeholders and clients, and through research and benchmarking with national and international employers, an HRM policy framework that effectively supports good governance, anti-corruption and OH&S. Identification of monitoring and evaluation processes to regularly measure the effectiveness of DPM operations. 4.3 Communications Strategy Identification through consultation with key stakeholders and clients, and through research and benchmarking, effective and efficient communications for DPM that is supported by: Integrated communication processes; Best practice ICT standards and systems; Accurate, consistent, transparent and timely communication; and Records management. 4.1 Management Strategy Development of compliant, effective and efficient management of all resources, including human and financial resources. Development of transparent management and decision-making processes and procedures including: HRM; Financial management; Risk management; and Asset management. 4.2 Operations Strategy Development of a DPM organization structure that most effectively aligns to the needs of key stakeholders and clients. Development of effective and regular monitoring and auditing processes and procedures that will ensure compliance of government policies, standards and regulations. Development of an HRM policy framework that effectively supports good governance, anti-corruption and OH&S. Development of monitoring and evaluation processes to regularly measure the effectiveness of DPM operations. 4.3 Communications Strategy Development of effective and efficient communications for DPM that is supported by: Integrated communication processes; Best practice ICT standards and systems; Accurate, consistent, transparent and timely communication; and Records management. 4.1 Management Strategy clients, of compliant, effective and efficient management systems of all resources, including human and financial resources. clients, of transparent management and decision-making processes and procedures including: HRM; Financial management; Risk management; Asset management; and Records management. 4.2 Operations Strategy clients, of a DPM organization structure that most effectively aligns to the needs of key stakeholders and clients. clients, of effective and regular monitoring and auditing processes and procedures that will ensure compliance of government HRM policies, standards and regulations. clients, of an HRM policy framework that effectively supports good governance, anti-corruption and OH&S. clients, of monitoring and evaluation processes to regularly measure the effectiveness of DPM operations. 4.3 Communications Strategy Development of effective and efficient communications for DPM that is supported by: Integrated communication processes; Best practice ICT standards and systems; Accurate, consistent, transparent and timely communication; and Record keeping. Page 13

17 GOOD GOVERNANCE FOR HUMAN RESOURCES IN THE PUBLIC SECTOR Year Four 4.1 Management Strategy clients, of compliant, effective and efficient systems of management for all resources, including human and financial resources. clients, of transparent management and decision-making processes and procedures including: HRM; Financial management; Risk management; Asset management; and Records management. 4.2 Operations Strategy clients, of a DPM organization structure that effectively aligns to the needs of key stakeholders and clients. clients, of effective and regular monitoring and auditing processes and procedures that will ensure compliance of government HRM policies, standards and regulations. clients, of an HRM policy framework that effectively supports good governance, anti-corruption and OH&S. clients, of monitoring and evaluation processes to regularly measure the effectiveness of DPM operations. 4.3 Communications Strategy clients, of effective and efficient communications for DPM that is supported by: Integrated communication processes; Best practice ICT standards and systems; Accurate, consistent, transparent and timely communication; and Record keeping. Year Five 4.1 Management Strategy Key clients and stakeholders are consulted regarding the effectiveness and efficiency of the system of management for all resources, including human and financial resources and any suggested refinements. Key clients and stakeholders are consulted, and suggested refinements identified, regarding the effectiveness and efficiency of transparent management and decision-making processes and procedures including: HRM; Financial management; Risk management; Asset management; and Records management 4.2 Operations Strategy Key clients and stakeholders are consulted regarding the effectiveness and efficiency of a DPM organization structure that most effectively aligns to the needs of key stakeholders and clients and suggested refinements are identified. Key clients and stakeholders are consulted regarding the effectiveness and efficiency of the monitoring and auditing processes and procedures that will ensure compliance of government policies, standards and regulations and suggested refinements are identified. Key clients and stakeholders are consulted regarding the effectiveness and efficiency of an HRM policy framework that effectively supports good governance, anticorruption and OH&S and any suggested refinements are identified. Key clients and stakeholders are consulted regarding the effectiveness and efficiency of the monitoring and evaluation processes to regularly measure the effectiveness of DPM operations and any suggested refinements are identified. 4.3 Communications Strategy Key stakeholders and clients consulted, and any suggested refinements are identified, regarding the effectiveness and efficiency of communications for DPM that is supported by: Integrated communication processes; Best practice ICT standards and systems; Accurate, consistent, transparent and timely communication; and Record keeping Page 14

18 KEY PERFORMANCE INDICATORS (MILESTONES) - OUTCOME FIVE Year One Year Two Year Three 5.1 Information Provision Strategy Identification through consultation with key stakeholders and clients effective, comprehensive and accurate information databases that are established to enable informed and effective decision-making and operations and accessible to DPM through an up-to-date intranet site and to clients and stakeholders through an up-to-date DPM internet website. identification through consultation with key stakeholders and clients of information media to be used as the means to keep stakeholders and clients informed including: DPM Website; Circular Instructions; Newsletters; and Media Releases. 5.2 Information Gathering Strategy Identification through consultation with key stakeholders and clients activities that will ensure effective decision-making and operations are supported through ongoing: Research; Surveys; Benchmarking; and Evaluation and feedback. 5.3 Information and Communication Systems Strategy Identification through consultation with key stakeholders and clients of Information and communication systems to be established that are user -friendly and support DPM and client operations Identification through consultation with key stakeholders and clients of effective information and communication systems that are fully supported by necessary and appropriate hardware and software. Identification through consultation with key stakeholders and clients of effective training and development programs that will enable clients to be confident and competent in the use of ICT systems 5.4 Records Management Strategy Identification through consultation with key stakeholders and clients effective records management standards that can be clearly understood and utilized by DPM staff. Identification of more effective and improved records management policies and procedures. Identification of a backup electronic facility for records management. 5.1 Information Provision Strategy Development of comprehensive and accurate databases that are established to enable informed and effective decision-making and operations and can be readily accessed by DPM staff through an up-to-date intranet site and can be readily accessed by stakeholders and clients through an up-to-date DPM website. Development of information media to be used as the means to keep stakeholders and clients informed including: DPM Website; Circular Instructions; Newsletters; and Media Releases. 5.2 Information Gathering Strategy Implementation and rollout, in consultation with key stakeholders and clients, of effective decision-making and operations processes and procedures that are supported through ongoing: Research; Surveys; Benchmarking; and Evaluation and feedback. 5.3 Information and Communication Systems Strategy Implementation and rollout, in consultation with key stakeholders and clients, of effective Information and communication systems that are user-friendly and support DPM and client operations. Implementation and rollout, in consultation with key stakeholders and clients, of effective information and communication systems that are fully supported by necessary and appropriate hardware and software supports Implementation and rollout, in consultation with key stakeholders and clients, of effective training and development programs that enable clients to be confident and competent using ICT systems. 5.4 Records Management Strategy Implementation and rollout of effective records management standards that can be clearly understood and utilized by DPM staff. Implementation and rollout of more effective and improved records management policies and procedures. Implementation and rollout of a backup electronic facility for records management. 5.1 Information Provision Strategy clients, of comprehensive and accurate databases that enable informed and effective decision-making and operations and can be readily accessed by DPM staff through an up-to-date intranet site and can be readily accessed by stakeholders and clients through an up-to-date DPM website. clients, of information media to be used as the means to keep stakeholders and clients informed including: DPM Website; Circular Instructions; Newsletters; and Media Releases. 5.2 Information Gathering Strategy clients, of effective decision-making and operations processes and procedures that are supported through ongoing: Research; Surveys; Benchmarking and Evaluation and feedback. 5.3 Information and Communication Systems Strategy clients, of effective information and communication systems that are user-friendly and support DPM and client operations. clients, of effective information and communication systems that are fully supported by necessary and appropriate hardware and software supports. clients, of effective training and development programs that will enable clients to be confident and competent in the use of ICT systems. 5.4 Records Management Strategy Implementation and rollout of effective record management standards that can be clearly understood and utilized by DPM staff. Implementation and rollout of more effective and improved records management policies and procedures. Implementation and rollout of a backup electronic facility for records management. Page 15

19 EFFECTIVE PUBLIC SERVICE SYSTEMS AND MANAGEMENT Year Four Year Five 5.1 Information Provision Strategy Key stakeholders and clients consulted on the effectiveness of comprehensive and accurate databases established to enable informed and effective decision-making and operations and suggested refinements identified.. DPM staff and key stakeholders and clients consulted on the effectiveness of comprehensive and accurate information databases readily accessed by DPM staff through an up-to-date intranet site and is readily accessed by stakeholders and clients through an up-to-date DPM website and any suggested refinements are identified. Key stakeholders and clients consulted on effectiveness, and any suggested refinements, of information media used to keep stakeholders and clients informed. 5.2 Information Gathering Strategy Key stakeholders and clients consulted on the effectiveness, and any suggested refinements, of decision-making and operations processes and procedures that are supported through ongoing: Research; Surveys; Benchmarking and Evaluation and feedback. 5.3 Information and Communication Systems Strategy Key stakeholders and clients consulted on the effectiveness of Information and communication systems that should be user-friendly and support DPM and client operations and any suggested refinements are identified. Key stakeholders and clients consulted on the effectiveness of information and communication systems that should be fully supported by necessary and appropriate hardware and software supports and any suggested refinements are identified. Key stakeholders and clients consulted on the effectiveness of training and development programs that should enable clients to be confident and competent in the use of ICT systems and any suggested refinements are identified. 5.4 Records Management Strategy DPM staff consulted on the effectiveness of records management standards that should be clearly understood and utilized by DPM staff and any suggested refinements identified. 5.1 Information Provision Strategy Comprehensive and accurate databases are established to enable informed and effective decision-making and operations and they are readily accessed by DPM staff through an up-to-date intranet site and readily accessed by stakeholders and clients through an up-todate website. Stakeholders and clients are kept informed through: DPM Website; Circular Instructions; Newsletters; and Media Releases. 5.2 Information Gathering Strategy Informed and effective decision-making and operations are established and supported through ongoing: Research; Surveys; Benchmarking; and Evaluation and feedback..5.3 Information Systems Strategy Information systems are established that are effective, user-friendly and support DPM and client operations. Established information systems are effective and fully supported by necessary and appropriate hardware and software supports. Clients are confident and competent in the use of ICT systems. 5.4 Records Management Strategy Record management standards are established, effective, clearly understood and utilized by all of DPM staff. Record management policies and procedures are established and implemented that are improved and effective. Backup electronic facility for records management is established and implemented. Key stakeholders and clients consulted on the effectiveness of improved records management policies and procedures and any suggested refinements are identified. Assessment of the effectiveness of a backup electronic facility for records management is undertaken and any necessary refinements are identified. Page 16

20 MONITORING AND EVALUATION PLANNING, MONITORING AND REPORTING DPM has adopted a tiered approach to planning, monitoring and reporting that will help drive the implementation of the Department s corporate strategies over the next five years. The DPM Corporate Plan is characterized by five strategic outcomes and a series of a Annual Key Performance Indicators or Milestones that will require an effective Reporting and Monitoring Framework to assess performance and to provide greater certainty in the journey towards achieving the Department s Vision, Mission and Corporate Outcomes in 2015 and beyond, including the realization of the Government s Vision 2050 and its supporting strategic plan the PNG Development Strategic Plan The framework involves reporting and monitoring by individuals at all levels of the organization. The advantages of a multi-layered reporting and monitoring framework include: Greater accountability by individuals at all levels of the organization for performance and outputs; Treatment of the monitoring and evaluation function as part of existing work processes rather than as an additional or independent task completion of planned program activities and tasks in a timely manner; Flexibility to change planned priorities as circumstances permit; Resource utilization and achievements are linked to provide indications of cost/benefit; A knowledge base covering the areas of planning, budgeting and reporting is maintained and enhanced over time; and Information from regular reporting assists in the development of quarterly, half-yearly and annual reports for the department. Planning Framework Planning at all levels enables divisions, branches and individual staff to identify their own work within the DPM Corporate Plan. Management Action Plan/Annual Work Plan The Management Action Plan (MAP)/ Annual Work Plan (AWP) is derived from the Corporate Strategies identified for each year, including annual milestones or Key Performance Indicators (KPI). The achievement of the KPIs annually will result in an evolution towards meeting the five Corporate Outcomes of DPM. The MAP/AWP presents an overview of the programs and activities for each year of operation and allows the Executive Management Team and the Planning Branch to monitor and evaluate performance against each milestone and, where required, reallocate resources (human resources and finances) to ensure priorities are consistent with the KPIs and the department s Corporate Vision. Divisional Management Action Plans/Annual Work Plans Divisions will allocate programs and activities for each branch. In particular, the divisional head, in consultation with branch heads, will identify the deliverables for each priority program; the major tasks and activities and the resources needed for implementation, including Action Officers who have the appropriate skills, knowledge and experience. As good management practice, the divisional head will consult with the branch heads and relevant staff to develop the MAP/AWP for the branch. Branch Management Action Plans/Annual Work Plans/ Implementation Plans The Branch MAP/AWP/Implementation Plans will contain the specific programs and activities detailed into manageable tasks with specific timelines and resource requirements. These plans must be developed prior to July annually in order to inform the framing of the forthcoming Annual Budget. Individual Work Plans Each officer will develop an Annual Work Plan that identifies the program(s) earmarked for implementation, tasks and activities, timelines and related resources required. It is expected that each individual work plan is agreed to by the officer and his/her immediate supervisor in order that the officer s performance is assessed progressively. The information derived from the performance assessments may be used to evaluate branch and divisional priorities and inform capacity development initiatives. Page 17

21 CONTINUOUS IMPROVEMENT REPORTING AND MONITORING The supervisor and the individual officer share the responsibility of reporting and monitoring. The process is multi-layered and begins from the individual upwards. A reporting and monitoring framework is provided hereunder: Reporting and Monitoring and Reporting Framework The framework identifies an inherent feedback loop that underpins monitoring and reporting: An individual officer reports to the Team Leader on tasks undertaken on a weekly basis. A Team Leader reports on deliverables to the Branch Head on a weekly basis. A Branch Head reports on deliverables and strategies to the Divisional Head on a weekly basis. A Divisional Head reports to the Secretary and the Executive Management Team on progress and achievements, including issues and constraints, against annual strategic milestones (KPIs) for each Corporate Outcome, on a quarterly basis. As a good management practice, feedback is provided at each level as part of the normal supervisory process to help in the timely implementation of program activities and to monitor progress towards successful completion of tasks and activities. It is important to note that reporting and feedback requirements should not affect implementation in any way. Instead, implementation of tasks and activities should continue as planned unless important changes are required, without limitation, due to changing circumstances and competing priorities. Page 18

22 THE NEW DPM Providing Public Sector Workforce Development to ensure all public servants are capable to serve the public ethically, efficiently and effectively, so that the plans and the vision for Papua New Guinea are achieved. Vision 2050 Development Strategic Plan Medium Term Development Plan and Sectoral Plans DPM Corporate Plan DPM Organisational Structure Post Grad. Adv. Dip Dip Cert 4 Cert.3 Cert.1 NQF Positions PNG PUBLIC SECTOR WORKFORCE DEVELOPMENT, RESPONDING TO NEED, ALIGNED TO CORPORATE AND DEVELOPMENT PLANS TO ENSURE REALISATION OF VISION 2050 > Grades Page 19

23 Public Sector Workforce Development - a core function of DPM The Public Sector Workforce Development Program (PSWDP) PSWDP s a Government of Papua New Guinea (PNG) and Australian Government project. It has been designed to encompass all training and professional development activities that support the overall competence and associated effectiveness of the PNG Public Sector. The program, which commenced as an initiative in 2005 is designed to become mainstreamed within the Department of Personnel Management by December The workforce development programs and activities are focussed on the training needs of public servants in the workplace. Some training is undertaken using the PNG Public Sector Training Package, which has qualifications from National Certificate Two through to the Advanced Diploma in Government. The units which form these qualifications link directly to work practices and are aligned to public service positions. All education and training programs delivered under the PSWDP are carefully considered to ensure that the content is relevant and supports the capacity building of the PNG Public Service. Components of PSWDP The PSWDP contains different component areas. Three of these components relate to Training products and services. They include: Providing New Basics; Developing The Next Generation; and Executive Development. Another component area relates to the outcomes achieved both during implementation and as a result of implementation. This component area is described as: Strengthening of Lead Agencies/Institutions It is vital that the knowledge, upon which new practices are developed, become shared between partners. It is also important to promote the many good news stories that arise as a result of PSWDP related activities, so that the public perception of the Government of PNG s Public Sector becomes more positive. This important process component area is: Building and Sharing Knowledge The final but critically important process component focuses on the strategic development governance systems and management and coordination of operational implementation. Coordination and Management PSWDP A PROGRAM OF PARTNERSHIPS Whilst the Department of Personnel Management manages and coordinates workforce training and development, it could not happen without key strategic partners. The Public Sector Training model includes education and training providers, led by PNGIPA, who deliver and assess the qualification competency standards; Human Resource Managers who are responsible for identifying training needs and ensuring training and assessment in the workplace is supported. Assuring that education and training programs and the organisations deliver them are meeting high standards of quality are the National Training Council and the Office of Higher Education. Page 20