WCG DoTP APP 2023/2024

7.3.5.

Explanation of planned performance over the medium-term period

CHIEF DIRECTORATE ORGANISATION DEVELOPMENT

During 2022/23, the foundations were layed for the culture journey the WCG embarked on. The focus of 2023/24 is to build on the foundations layed in 2022/23 and to deepen/enrich the work in each of these areas. The aim is to attain the following:

• A cohesive leadership group enabled to lead the culture journey across the WCG.

• An understanding of the core areas requiring focus in the culture as well as the pockets of excellence that need to be built on.

• A sense in the organisation that employees feel enabled to support their own wellness.

• Defined technical and process/core competencies across the WCG to enable focus development.

• Optimised approaches to ensure agile organisation design to support business delivery.

• A deeper understanding of and behaviours aligned to the values.

• Culture becomes a way of doing things as embedded through the culture bootcamp process.

DIAGRAM 12: Our Citizen Centric Culture

To enable the above, the following initiatives will be actioned in 2023/24:

1. Capacity model embedding: The capacity model and its embedding encompass all aspects of the CD OD strategic intent as well as that of the broader DoTP. It provides the frame and approach to define and optimise all elements required to enable the delivery of WCG functions required to deliver on its strategic intent. 2. Improving people capacity across WCG: Creating a cohesive and maturing leadership in the WCG; enabling culture debriefing engagements; wellness culture in the WCG will be enhanced by enabling leadership awareness and development to support wellness matters;

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DOTP ANNUAL PERFORMANCE PLAN FOR 2023/2024