SECTION THREE: SUBMISSIONS AND MEETINGS
- Submissions from Government Departments and Crown Entities
- Staff Focus Groups
- Staff Submissions
- Stakeholder Groups
- Beneficiary Advocacy Groups
- Public Submissions
B. STAFF FOCUS GROUPS
12.1 Focus groups were held with 351 staff of DWI, from different positions and locations around the country.
12.2 Staff were mainly positive about the Department and integration, particularly integrated case management but were keen to raise issues they felt needed to be resolved in moving forward. They were consistent across the country although some, particularly those in the larger metropolitan areas, where the pressures tend to be greater, felt more strongly about them than others.
Service Delivery
12.3 Service Delivery staff were, in the main, supportive of integrated case management. They felt it improved their job satisfaction and allowed them to understand their clients' needs better. Many staff felt strongly about this and gave a clear message they did not want a separation of work and income functions. Rather staff preferred the idea of specialisation of work-tested and non-work tested clients to reduce the breadth or their role and the knowledge required.
12.4 A consistent issue for Service Delivery staff was workloads. Case Managers, Work Brokers and Managers all felt their workloads were too great and that this was limiting their effectiveness. Staff suggested a range of solutions including more Case Managers and Work Brokers, permanent receptionists, more support staff and reduction in administration.
12.5 KPIs were raised as a concern at all of the focus groups. The need for performance measures was acknowledged, but staff felt the focus on KPIs was too strong and that KPIs were did not count all their outcomes and were driving the wrong behaviours. Related was concern about performance appraisals. The linkage to KPIs, the individual nature of appraisals and the frequency were the key points. Some staff were positive about the new performance appraisals and felt they were an improvement on the previous system.
12.6 A theme that emerged from the focus groups was need for increased local flexibility to provide solutions for the widely varying needs in different sites. Consequently staff wanted to see more National Office consultation and front-line involvement in decision making.
12.7 Staff commented that training for Case Managers needed to better prepare staff for the reality of front-line work. The Team Coach role was viewed positively by most although, some staff saw the need for more support and training on site particularly for new staff on return from formal training courses.
12.8 Other issues for Service Delivery staff included the reliability and integration of information technology systems and the impact that media coverage and political criticism, had on their morale and interaction with clients. (They reported an increase in tension with clients over the past twelve months).
12.9 A variety of views on culture and style emerged from the focus groups. Many staff supported the efforts the Chief Executive made to keep in touch with staff through visits and communication. Views were mixed on brand, offices, corporate wardrobe and terminology - while some expressed very strong views, others did not discuss them, did not see them as an issue or supported them.
12.10 Another theme to emerge from several of the focus groups was a desire for more consultation and discussion between front-line and National Office. Some felt that criticism was discouraged as being negative and that a safer environment for discussion was required.
12.11 Maori staff raised the need for more of a partnership approach with the Maori community and more focus on the needs of Maori staff and clients. Staff wanted more hui and developmental opportunities.
Call Centres
12.12 Call Centre staff feedback varied according to the Call Centre they worked in. The theme that emerged most consistently was frustration with technology, particularly issues with reliability and the inability to get new technology tools as required. Call Centre staff also talked about the need for better relationships with front-line Service Delivery staff and some Call Centre staff talked about their need for a clearer understanding of their direction and contribution to the DWI strategy.
Debt and Benefit Control
12.13 Debt and Benefit Control staff were generally satisfied with their areas but wanted more certainty about future their direction and what the new Government could expect from them. Like their Service Delivery counterparts Debt and Benefit Control staff were concerned about the media coverage and political criticism.
Overall Consensus
12.14 Overall staff who attended the focus groups were positive about DWI as an integrated organisation and many gave a strong message about not wanting to 'go back'. Staff did however, stress the need for improvement to be made in moving forward.
