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What capability does the Ministry need to be effective?

Within this section:

This section outlines the capability we need to achieve our outcomes and what capability developments we will be focusing on in the forthcoming year.

Capability is what the Ministry needs now and in the future to deliver the outputs and best contribute to the outcomes that are specified by government. Capability is strongly affected by the role of the Ministry and by the context in which it operates. The Ministry assesses its capability by systemic consideration of the six dimensions of culture, people, leadership, relationships, processes/systems and structure.

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The capability review

The Ministry has responded to all the recommendations of the capability review undertaken in 2003. A report to Ministers in March 2005 gave a very positive assessment on improving policy development, management systems and processes, and cross-governmental relationships. Furthermore, an internal climate survey places the Ministry above the public sector benchmark for positive internal culture.

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What drives our capability requirements?

A basic underlying capability of the Ministry is expertise in gender analysis of policy, informed by knowledge of women's perspectives. This capability is founded upon relationships with the widest possible groups of women in communities - particularly with Maori women. This expertise is the Ministry's unique contribution to the whole-of-government effort. There is no one story about women; their situations are highly diverse and require specific analysis.

The Ministry is small and has to be influential across a wide domain. The capability challenges are being:

  • Communication specialists using highly credible information - because the relevance must be demonstrated of a gender and Maori perspective to all policy issues. This needs strong relationships, above average communication skills, and accessible and credible information, including information disaggregated for Maori and non-Maori.
  • Strategic and analytical thinkers - because the impact upon outcomes for women is achieved through relevant and compelling information and analysis is brought to colleagues and Ministers about policy changes that will change the outcomes for women. There is also a role to monitor the unintended consequences of other policy. Quality of policy thinking is essential. People are needed who are big picture thinkers and strongly analytical. This requires quantitative as well as qualitative analysis.
  • Transformational and innovative leaders - the task for a small agency influencing large policy agencies requires smart thinking about interventions. This is a leadership task, for everyone in the Ministry, and puts a high premium on a culture that releases intellectual and emotional potential.

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The skills of leading, influencing, and monitoring policy development are dependent upon four key capabilities

The most important capability of all is the quality of the analytical and strategic thinking of the Ministry staff. This cannot be achieved without supporting staff with inspiring leadership and management, and with the excellent management of knowledge and information. And staff will be unable to have influence if they do not run positive and productive relationships.

All policies, procedures, structures, assets and technology should support these drivers of success.

WHAT IS NEEDED

WHAT WILL BE DONE TO ACHIEVE IT

ASSESSING PROGRESS

Highly analytical staff

thinking strategically
  • Recruit for these skills and make partnerships to bring in skills if needed.
  • Major commitment to individualised development for all staff
  • Use networks and external agencies for input and ideas
  • Skill the whole organisation in strategic thinking, through seminars, discussions and culture
  • Training in analytical frameworks e.g. Maori perspective, statistical analysis, and evaluation and monitoring.
  • Post-appointment and exit interviews assessing support.
  • Ministerial satisfaction assessing contribution
  • Stakeholder review assessing value added by Ministry
  • Regular review of policy advice
  • Internal climate survey

Inspiring leadership and exemplary management
  • Management team focused on policy
  • Inclusive and open leadership style from all managers - explicit plan to develop specific skills
  • Individual training in leadership for managers
  • Coaching to build leadership capability Undertake evaluation and capability building on our influencing capability
  • 360° review of managers
  • Post-appointment and exit interviews assessing leadership
  • Internal climate survey to assess leadership, alignment with outcomes and relationships

Excellent management of knowledge and information
  • Culture of sharing - internal debate/ seminars on strategy
  • Implement a document management system in the context of knowledge management strategy
  • Regular external expert input into policy
  • Monitoring and evaluation is essential
  • Ministerial satisfaction of policy advice
  • Internal feedback of staff on information support systems
  • Repeated review of the quality of policy processes and advice

Positive and productive relationships
  • Extend the relationship management strategy to wider groups in communities
  • Build relationships with specific groups e.g. Maori, universities, researchers, business, local authorities
  • Continue to train staff in effective communication and relationship skills
  • A website which makes us accessible for our external stakeholders
  • Continued development of relationships with Maori women, whānau, hapū and iwi
  • External stakeholder review to assess reputation and contribution
  • Ministerial satisfaction on relationships
  • Internal climate survey to assess internal relationships

All policies, procedures, structures, assets and technology should support these drivers of success. Structures need to be flexible, but with clear accountabilities. No major changes in these areas are planned in the coming year.

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Pay and Employment Equity

The government has formulated a Pay and Employment Equity plan of action. The intermediate outcomes of this plan are the removal of barriers to employment equity for women, and remuneration being free of gender bias.

The Ministry of Women's Affairs, as a public service employer, will be working with the Department of Labour, and consulting the State Services Commission, to develop appropriate reporting mechanisms, including audits and response plans. During 2005/06, the Ministry will start preparatory work to undertake a Pay and Employment Equity audit, the timing of which has yet to be agreed with the Department of Labour.

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Last modified: May 28, 2008 12:14 am