Better Every Day SSC
|Better Every Day SSC||
||Modelling collaborative behaviour, prioritising and aligning our work to maximise our impact.||SSC is a trusted and respected leader of the State Services.|
Better Every Day SSC underpins the performance of all SSC. Better Every Day SSC is more than organisational health. It is about applying SSC products and services to SSC, working in a collaborative way, and putting people at the centre of its processes. The operating model is designed, now SSC needs to culturally and procedurally give effect to it.
The provision of corporate, IT and workforce support enables SSC to influence the broader State sector. SSC's role as Head of Profession in HR means that leadership, talent, workplace and workforce strategy need to be led by SSC, not just at a policy level but in implementation.
The result will be that:
SSC is a respected system leader.
Value for money
A value for money approach to the baseline is critical to financial sustainability. SSC knows how much its products and services cost and understands the value they offer. To invest resources where they maximise return on investment, SSC needs agility in its funding and financial management practices with early identification of opportunities for reprioritisation.
SSC will deliver the work programme within the constraints of a shrinking baseline.
The detail of the finance strategy is covered in Annex 1: Finance.
Valued and engaged workforce
SSC develops a resilient and agile workforce.
Building on the updated operating model, the new workforce strategy will:
- determine the balance of specialist and generalist staff required,
- determine the balance of skills required to deliver the work programme, and
- provide a work force story to support investment in staff.
A culture of engagement means staff understand their contribution and are highly satisfied with both what they do and with doing it in SSC. The talent management process, used alongside the Leadership Success Profile (LSP), grows leadership in SSC. Professional competence increases with the ability to move staff across and in and out of SSC in a flexible and transparent way.
The detail of the workforce strategy is covered in Annex Two: Workforce Strategy.
To deliver on these priorities SSC needs effective engagement, internally and externally, an efficient and sustainable working environment and a transparent and accountable governance structure.
Effective engagement and communication
SSC strengthens its staff and stakeholder engagement and communication in the context of the growing momentum around public sector system reform and its leadership role.
The staff engagement survey and the PIF reinforced that SSC staff do not know each other as well as they could. An effective internal communications strategy supports staff and creates opportunities to collaborate.
An efficient and sustainable working environment
Better Every Day SSC ensures that SSC has the tools to do the job now and in the future. ICT is a key business tool, as is an infrastructure that provides for the mobility and flexibility essential to support our work programme.
The SSC ICT strategy is documented in the central agencies' Information System Strategic Plan (ISSP) which is aligned to the Government ICT Action Plan. The medium term strategy is to move to Infrastructure as a Service, to purchase services from a supplier who operates the technology on our behalf.
The ICT strategy is consistent with SSC's Information Strategy to better manage and share information.
Planning and performance
Work is commissioned effectively and project management support provided for portfolio deliverables. The clear and achievable Four Year Plan is executed via portfolio management methodology using visual management techniques. Risk is consciously managed and performance measures are both lead (internal) and lag (external), and relate to the achievement of SSC's strategic objectives.
These intentions will be achieved in line with the principles outlined in the finance strategy (outlined in Annex 1).
In 2012/13 SSC changed its operating model to purchase back office services from Central Agency Shared Services (CASS), hosted in The Treasury and providing services to the three central agencies; the Department of the Prime Minister and Cabinet, SSC and The Treasury. The impact of this was twofold; total cost of support services dropped, and the average cost of FTEs in SSC increased as lower paid corporate FTEs transferred from SSC to Treasury.
SSC has a number of its support services for ICT, Finance, HR, Information Management and Web and Publications delivered through CASS.
The ICT work programme is attached in Annex 3, demonstrating the level of ICT investment and activity across the three central agencies.
Over the last 18-24 months, CASS has taken on increased scope, volume and complexity with the addition of the operational functions and activities. The central agencies CEs and CASS Partnership Board recognise the need and opportunity to improve the current CASS model to ensure that the services provided to the three agencies are effective and to establish the necessary foundations to meet future growth opportunities.
SSC is working with other central agencies to review the shared services model to ensure it is still fit for purpose and offering the services required to maximise the efficiency of back office functions. Central agency CEs and the CASS Partnership Board recognise that, in spite of cost reductions, the quality of the service has not yet met initial expectations.
We will know our ambition has been achieved when SSC:
- internally and externally models the behaviour we expect of others, and
- is sought out and respected for its leadership, advice, and innovative and usable products and services.
All portfolios work together to enable improvements in agencies that make State services better for New Zealanders. The Better Every Day SSC portfolio provides the corporate structure to SSC to enable value driven and adaptable resources to support this goal. SSC will apply the Continuous Improvement approach to improve back office services. Support services are efficient and effective, processes improve, work is organised and aligned. These actions will result in a reduced cost.
SSC uses a number of measures to evaluate culture, management practice and performance.
|Outputs||Administrative and support service costs reduce.||Less than 15% of total running costs|
|SSC employee engagement improves.||Above public sector benchmark|
How we will get there: Corporate Services work programme by year
|Communications and engagement strategy||Stakeholder engagement||Use existing channels to full advantage||Adoption of appropriate channel mix||Proactive use of all channels||Reciprocal relationship with stakeholders|
|Bed-in modified survey approach for feedback from CEs and Ministers||Re-run survey and act on feedback||Align and compare with direct feedback||Scale back survey|
|Complementary mechanisms for direct feedback||Align and compare with survey feedback||Scale up direct feedback mechanisms|
|Staff engagement||Increased engagement and satisfaction - no more ‘weak' results|
|Standardised engagement||Introduce a culture survey||Respond to culture survey results|
|Ministerial engagement||Continue to improve Ministerial engagement through
strengthened planning and integration across SSC
|Streamline processes||Working in partnership across SSC
and with Minister's office
|Build capability across SSC|
|Workforce strategy||Talent management||Fully implement talent management by improving talent conversations, development and succession planning|
|Future talent mix determined||Evolution of SSC to more generalist
workforce, supplemented by specific skills
|Recruitment||Recruitment informed by competency framework
and evolving demand
|Induction||Induction programme developed to build knowledge
and support flexibility
|Partnering for short-term resource||Flexible processes to rotate people skillsets in and
out of SSC to meet demand
for specialist skills
|Initiatives co-designed with agencies and capability built across State sector|
|Finance strategy||Four year savings strategy||Simplified internal support structure||Co-location and sharing of back office functions|
|Investment approach||Identify and apply resources to areas of greatest value||Whole of SSC approach
to funding, flexible for
|CASS partnership||Work together to identify efficiencies and implement common infrastructure|
|Respond to review findings||Increase standardisation in Central Agencies||Review shared services model||Roll-out shared services to other agencies|
Corporate Services work programme by year continued
|Planning & Assurance||Corporate accountability documents||Annual Report||Annual Report||Annual Report||Annual Report|
|Four-year Plan||Four-year Plan||Four-year Plan||Four-year Plan|
|Performance management framework||Annual priorities clearly linked to Four-year Plan||Integrated reporting and visual management|
|Suite of reports for specific needs, using common basis|
|Protective security requirements and privacy||Manage security clearances for staff and public service chief executives|
|Review against new requirements||Improve across all areas of capability maturity model|
|Risk framework||Framework applied to all work programmes||Framework reviewed and updated||Risk awareness and subsequent management integrated into BAU|