DEPARTMENT OF PERSONNEL MANAGEMENT CORPORATE PLAN · The development of the Department of Personnel Management Corporate Plan 2011 – 2015, has also enabled me and my team to undertake

DEPARTMENT OF PERSONNEL MANAGEMENT

CORPORATE PLAN 2011 – 2015

―RISE UP, STEP UP, SPEAK UP” JOHN M KALI, OBE, SECRETARY FOR DPM

Alotau CP Retreat, 28th May 2010

- I -

MINISTER’S FOREWORD

I am delighted to be able to make these introductory remarks to the Department of Personnel Management Corporate Plan 2011-2015. 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 bottom-

up 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 2010-2030. 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

- II -

TABLE OF CONTENTS

CONTENTS

Page

MINISTER’S FOREWORD i

TABLE OF CONTENTS 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

Page 1

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 2010-2030. 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 2011 – 2015, 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 2

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 2010 – 2030, 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 2010-2030,

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.

NEW CHALLENGES AHEAD

Page 3

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)

5 Year Evolution Cycle DPM IN 2015

(the new Department)

Authoritative

Supportive

Reactive

Proactive

Hold Information & Power

Share Information & Power

Control

Trust & Support

Internal Focus

External Focus

Limited Capacity & Competence

High Performing & Competent

Weak & Cumbersome Governance

Strong & Effective Governance

Divisions Operate as Silos

Divisions Operate as Partners

UNCARING & PROTECTIVE

CARING & SHARING

THE DPM VISION

Page 4

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 2010-2030. 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 stake-

holders 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 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.

Corporate Image 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.

Stakeholder and Client Focus 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.

Workforce Development 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 5

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.

CORPORATE OUTCOMES and STRATEGIES

Page 6

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:

2011 2012 2013 2014 2015

Page 7

Year One

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


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


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.


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.

Year Two


Development of effective and best practice approaches

to:


Terms and conditions of employment for Executives;


programs; and

Succession planning.

Development of a comprehensive list of National and

International providers of Executive Development

Programs and Executive recruitment.


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.


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.

Year Three


Implementation and rollout, in consultation with key stakeholders

and clients, of the developed effective and best practice systems

for:


Terms and conditions of employment of employment for

Executives;


programs; and


Comprehensive list of National and International providers of

Executive Development Programs and Executive recruitment

provided to stakeholders and clients.


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.


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.

2011 2012 2013 2014 2015

KEY PERFORMANCE INDICATORS (MILESTONES) - OUTCOME ONE

Page 8

HIGH PERFORMING , EFFECTIVE AND ETHICAL EXECUTIVE LEADERSHIP IN THE PUBLIC SERVICE

Year Four


Key stakeholders and clients consulted on the effectiveness and whether

refinements are required for systems dealing with:


Terms and conditions of employment of employment for Executives;

Training needs analysis and executive development programs; and


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.


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


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


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 em-

ployment are applied.

Succession planning process and guidelines are established and

implemented.


Executive Leaders understand and comply with the Code of Business Ethics

and Conduct and demonstrate desirable ethical behaviours and have be-

come effective role models.

Executive Leaders are made accountable for their behaviour and ethical

conduct through the terms and conditions of their employment contracts


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.

2011 2012 2013 2014 2015

HIGH PERFORMING, EFFECTIVE AND ETHICAL PUBLIC SERVICE KEY PERFORMANCE INDICATORS (MILESTONES) - OUTCOME TWO

2011 2012 2013 2014 2015

Page 9

2011 2012 2013 2014 2015

Year One

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


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,


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



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


revisions required to the Code of Business Ethics and Conduct that will

better encourage compliance and desirable ethical behaviours by

public servants.


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.

Year Two


Development of effective and best practice approaches to:

Recruitment;

Terms and conditions of employment including staff housing

and home ownership schemes;



Development of a comprehensive list of National and

International providers of training and development programs and

recruitment.


Development of effective and best practice approaches to:

Training needs analysis and capability building programs


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.


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.


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

Year Three


Implementation and rollout, in consultation with key stakeholders and

clients, the developed effective and best practice approaches to:

Recruitment;

Terms and conditions of employment including staff housing and

home ownership schemes;



Comprehensive list of National and International providers of training and

development programs and recruitment provided to key stakeholders and

clients.



clients, the developed effective and best practice approaches to:

Training needs analysis and capability building programs: and


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.



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.



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.

HIGH PERFORMING, EFFECTIVE AND ETHICAL PUBLIC SERVICE

2011 2012 2013 2014 2015

Page 10

2011 2012 2013 2014 2015

Year Four


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;



Key stakeholders and clients consulted on their experiences using the comprehen-

sive list of National and International providers of training and development

programs and recruitment and any refinements to the list are identified.


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.


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.



refinements are required to, the revised Code of Business Ethics and Conduct that

better encourages compliance and desirable ethical behaviours by public servants.


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.

Year Five


Attraction and retention of suitably qualified and experienced public service workforce

is evident.

Flexible, competitive and performance focused terms and conditions of employ-

ment 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.


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.


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 ser-

vices to stakeholders and clients.


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 .

Page 11

KEY PERFORMANCE INDICATORS (MILESTONES) - OUTCOME THREE

DEPARTMENT OF PERSONNEL MANAGEMENT IS RECOGNISED FOR ITS CLIENT SERVICE AND CUSTOMER FOCUS

2011 2012 2013 2014 2015

Year One

3.1 Client Service Focus Strategy

Identification through consultation with key clients and through re-

search, 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 informa-

tion 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 ef-

fective 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


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.


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.


Development of a professional corporate image DPM including;


Consistent service delivery provided in an accurate and

timely manner;

Development and maintenance of corporate relationships;

and


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.

3..2 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 effec-

tive 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.


Implementation and roll out, in consultation with key stakeholders, of

professional corporate image requirements for DPM including:


Consistent service delivery provided in an accurate and timely

manner;



DEPARTMENT OF PERSONNEL MANAGEMENT IS RECOGNISED FOR ITS CLIENT SERVICE AND CUSTOMER FOCUS

Page 12

2011 2012 2013 2014 2015

Year Four


Key clients consulted on the effectiveness and efficiency of the implemented ser-

vice 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).


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 ser-

vice 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 effi-

ciency 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.


Key stakeholders consulted regarding the effectiveness of professional corporate

image initiatives adopted for DPM and refinements identified. These initiatives

include:


Consistent service delivery provided in an accurate and timely manner;



Year Five


Effective and efficient service delivery underpinned through integration and collaboration

between DPM divisions.

Client service needs are clearly identified and met.

Effective and efficient service delivery systems, including service standards, are developed

and implemented.

Clients empowerment to deliver services provided through appropriate HRM delegations and

support.

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 improve-

ment.


Effective and efficient service delivery underpinned through integration and collaboration

between DPM divisions.

Stakeholder service needs, including regular and accurate provision of information and re-

ports, 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 improve-

ment.


Professional corporate image for DPM established and maintained through:


Consistent service delivery provided in an accurate and timely manner;



Page 13

KEY PERFORMANCE INDICATORS (MILESTONES) OUTCOME FOUR GOOD GOVERNANCE FOR HUMAN RESOURCES IN THE PUBLIC SECTOR

Year Three

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.

Year One



and through research and benchmarking with national and international

employers, compliant, effective and efficient management of all

resources, including human and financial resources.



employers, transparent management and decision-making processes

and procedures including:

HRM;


Risk management;


Records management.



their needs in order to determine a DPM organization structure that

most effectively aligns to those needs.


effective and regular monitoring and auditing processes and

procedures that will ensure compliance of government policies,

standards and regulations.



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.



and through research and benchmarking, effective and efficient

communications for DPM that is supported by:




Records management.

2011 2012 2013 2014 2015

Year Two


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;


Risk management; and

Asset management.


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.


Development of effective and efficient communications for DPM

that is supported by:



Accurate, consistent, transparent and timely

communication; and

Records management.

GOOD GOVERNANCE FOR HUMAN RESOURCES IN THE PUBLIC SECTOR

Year Four


Implementation and rollout, in consultation with key stakeholders and clients, of

compliant, effective and efficient systems of management for all resources,

including human and financial resources.


transparent management and decision-making processes and procedures

including:

HRM;


Risk management;


Records management.


Implementation and rollout, in consultation with key stakeholders and clients, of a

DPM organization structure that effectively aligns to the needs of key stakeholders

and clients.


effective and regular monitoring and auditing processes and procedures that will

ensure compliance of government HRM policies, standards and regulations.


an HRM policy framework that effectively supports good governance,

anti-corruption and OH&S.


monitoring and evaluation processes to regularly measure the effectiveness of

DPM operations.



effective and efficient communications for DPM that is supported by:




Record keeping.

Year Five


Key clients and stakeholders are consulted regarding the effectiveness and effi-

ciency 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 deci-

sion-making processes and procedures including:

HRM;


Risk management;


Records management



ciency of a DPM organization structure that most effectively aligns to the needs of

key stakeholders and clients and suggested refinements are identified.


ciency of the monitoring and auditing processes and procedures that will ensure

compliance of government policies, standards and regulations and suggested

refinements are identified.


ciency of an HRM policy framework that effectively supports good governance, anti-

corruption and OH&S and any suggested refinements are identified.


ciency of the monitoring and evaluation processes to regularly measure the effective-

ness of DPM operations and any suggested refinements are identified.


Key stakeholders and clients consulted, and any suggested refinements are iden-

tified, regarding the effectiveness and efficiency of communications for DPM that is

supported by:




Record keeping

Page 14

2011 2012 2013 2014 2015

Year One

5.1 Information Provision Strategy


effective, comprehensive and accurate information databases that are

established to enable informed and effective decision-making and op-

erations 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


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


effective information and communication systems that are fully

supported by necessary and appropriate hardware and software.


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


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.

Year Two


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;


Newsletters; and

Media Releases.



and clients, of effective decision-making and operations

processes and procedures that are supported through ongoing:

Research;

Surveys;

Benchmarking; and




and clients, of effective Information and communication systems

that are user-friendly and support DPM and client operations.


and clients, of effective information and communication systems

that are fully supported by necessary and appropriate hardware

and software supports


and clients, of effective training and development programs that

enable clients to be confident and competent using ICT systems.


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 re-

cords management.

Year Three



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;


Newsletters; and

Media Releases.



clients, of effective decision-making and operations processes and

procedures that are supported through ongoing:

Research;

Surveys;

Benchmarking’ and




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. Implementation and rollout, in 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.


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

KEY PERFORMANCE INDICATORS (MILESTONES) - OUTCOME FIVE

2011 2012 2013 2014 2015

EFFECTIVE PUBLIC SERVICE SYSTEMS AND MANAGEMENT

Year Four


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.


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



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.


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.

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.

Year Five


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-to-

date website.

Stakeholders and clients are kept informed through:

DPM Website;


Newsletters; and

Media Releases.


Informed and effective decision-making and operations are established and supported

through ongoing:

Research;

Surveys;

Benchmarking; and


.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.


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.

Page 16

2011 2012 2013 2014 2015

CONTINUOUS IMPROVEMENT

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 2011-2015 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 2010-2030.

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, in-

cluding 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 perform-

ance against each milestone and, where required, reallocate re-

sources (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, knowl-

edge 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

MONITORING AND EVALUATION

Page 18

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 19

Positions

>20

16-20

10 -15

1-9

Grades

Post –Grad.

Adv. Dip

Dip

Cert 4

Cert.3

Cert.1

NQF

Vision 2050

Development Strategic Plan

Medium Term Development Plan and Sectoral Plans

DPM Organisational Structure

PNG PUBLIC SECTOR WORKFORCE DEVELOPMENT,RESPONDING TO NEED,

ALIGNED TO CORPORATE AND DEVELOPMENT PLANS

TO ENSURE REALISATION OF VISION 2050

DPM Corporate Plan

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.

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 De-

partment of Personnel Management by December 2012. 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.

Public Sector Workforce Development - a core function of DPM

Components of PSWDP

The PSWDP contains different component areas. Three of these components relate to Train-

ing 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 be-

tween 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 work-

place 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

CONTACT DETAILS

DEPARTMENT OF PERSONNEL MANAGEMENT

P.O BOX 519, WAIGANI 131,

NATIONAL CAPITAL DISTRICT

LEVELS 1 & 2, MORAUTA HAUS, MELANESIAN WAY, WAIGANI

TELEPHONE: (675) 327 6422

(675) 327 6379

(675) 327 6447

FACSIMILE: (675) 325 0520

(675) 327 6419

EMAIL: [email protected]

WEBSITE: www.dpm.gov.pg

Documents

DEPARTMENT OF PERSONNEL MANAGEMENT CORPORATE PLAN · The development of the Department of Personnel Management Corporate Plan 2011 – 2015, has also enabled me and my team to undertake