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Department of Corporate and Information Services annual report 2016-17



Department of Corporate and Information Services annual report 2016-17

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Annual report 2016-17


Northern Territory. Department of Corporate and Information Services


E-Publications; E-Books; PublicationNT; Department of Corporate and Information Services annual report; Annual report




Made available by the Library & Archives NT via the Publications (Legal Deposit) Act 2004 (NT).




Northern Territory. Department of Corporate and Information Services -- Periodical

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Northern Territory Government

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Department of Corporate and Information Services annual report; Annual report



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Attribution International 4.0 (CC BY 4.0)

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Northern Territory Government



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Annual Report 2016-17 | Department of Corporate and Information Services 93 OUR PEOPLE MyPlan Performance Management Framework The department applies the MyPlan employee performance management and development process to support employee development and build a skilled and capable workforce. MyPlans are linked to business planning and the departments Innovation Program and are a requirement under the Public Sector Employment and Management Act. Under individual MyPlans, roles and tasks are confirmed, performance is reviewed and assessed and development opportunities are identified to advance learning and the employees career. MyPlans are undertaken in addition to regular on the job workplace performance feedback. The department requires all staff to complete a MyPlan. In 2016-17, 550 MyPlans were completed, representing a completion rate of 91%. The 2016-17 MyPlan training provided additional focus on the NTPS Capability and Leadership Framework to inform development plans and an emphasis on the provision of feedback. The Executive Management Board monitors the progress and completion rates of the MyPlan. In addition, a working party oversaw a comprehensive review of the MyPlan tool in 2016-17, which included consideration of other department formats and workshops with the Staff Consultative Committee and a range of focus groups. The updated MyPlan tool will be finalised by the end of 2017 for implementation in 2018. DCIS Leadership Programs Strengthening our commitment to our people, recognising their criticality to our success as an organisation; doing more to foster high performance, develop talent and improve Aboriginal participation; along with growing leadership across the department are our priorities. STRENGTHENING OUR PEOPLE PROGRAM The department continued the Strengthening our People program in 2016-17 to develop and grow emerging talent at the supervisory and middle management levels across DCIS and proactively support succession management. Open to all staff and facilitated by DCIS subject matter experts, 109 staff attended the following range of interactive sessions: project management essentials emergency procedures and business continuity myCareer / myDevelopment career planning managing a budget and FTE allocation. EMERGING LEADERS PROGRAM The Emerging Leaders program was developed specifically for DCIS, primarily targeting staff that perform management / supervision duties as a part of their role. Up and coming leaders are also identified and nominations are endorsed by the Executive Management Board. Learning topics include: understanding self and others; leading teams and high performance; delivering service excellence; future proofing teams, budget management and delegations. Feedback prompted a review and enhancement of the program during 2016-17 to strengthen and expand the program targeting staff at the AO7 to SAO1 level. The revised program will be targeted at up and coming leaders at the AO7 to SAO1 level with delivery expected during the first half of 2017-18. Consultative Change Management Practices This reporting period saw some considerable structural changes for DCIS with the transfer of Online Services from the Department of the Chief Minister; the creation of the Office of Digital Government in late 2016-17 which included the consolidation of Digital Policy and Telecommunications, ICT Governance, Cyber Strategy and Design, and Online Services; and internal reviews progressed for Executive Services and Online Services to reflect current business arrangements. In supporting staff through these changes, change management practices were followed, with a focus on regular communications with affected staff. The departments People and Development unit were actively engaged throughout the changes, with a dedicated consultant provided as a contact for support. Staff were consulted on impacts to job roles and functions through open communication, with affected staff contributing to the development of job analysis questionnaires where this was required. Unions were also engaged and kept informed of all change management activities, ensuring the department remains open and transparent and maintains its proactive relationship with unions.