To incentivise collaboration to deliver results:
|CEs take collective responsibility and work together to ensure that the State Services make the greatest possible difference for New Zealanders.|
SSC offers an increasingly tailored package of services to support leaders across the system to create collective impact. The result is that:
Chief Executives take collective responsibility and work together to ensure that the State services make the greatest possible positive difference for New Zealanders.
Performance management and recruitment
Chief executives have been appraised for the first full year (2014/15) against new common expectations that balance the delivery of short-term results with a longer-term ‘stewardship' requirement. SSC is maturing the approach to CE recruitment, appraisal and support. Further building the continuous improvement approach will create a more flexible platform for CE recruitment. SSC continues to take a whole-of-career approach to developing talent.
SSC will work with CEs to steward a system recognised for meeting the priority needs of New Zealanders and delivering for the Government of the day. This includes CEs making New Zealanders central to their agency's objectives and work, and operating collectively and shifting resources across the system when that is what it takes. SSC will be instrumental in developing CEs as a leadership group across the system. To that end, SSC supports sector governance mechanisms such as the Social Sector Board. SSC also is working through the State Services Leadership Group to develop a 10 year ambition and four year plan for system improvement that the CEs own and are held to account for. This will be in place from mid-2016.
Providing advice on system design
SSC's ongoing advice on the machinery of government and system design, with a key role in working with Central agencies and the sector, means that effective social sector investment mechanisms that support service delivery are in place and barriers to collaboration are addressed.
Strengthening connections with Auckland
The growing size, diversity and importance of Auckland to New Zealand has major implications for the work of the State services in our largest city. Recognising this, the new role of SSC Deputy Commissioner (DC), Auckland was established in May 2015. Two key responsibilities of the DC to better position the State services to respond to and support Auckland's growth are to:
- strengthen engagement between Wellington and Auckland-based leaders, and
- lead work across government.
While the precise nature and form of that response will evolve over time, it is clear is that the challenges and opportunities Auckland presents are enduring. For this reason SSC has committed to continued investment in its Auckland operations.
We will know our ambition has been achieved when:
- We offer a bespoke package of support to CEs.
- Senior leaders are working collectively on key issues and opportunities to drive improvement and deliver results. New approaches to CE recruitment, appraisal and support deliver efficiency gains.
- A modest ongoing reduction in resourcing is realised from 2015/16.
SSC invests in building capable CEs who are aligned and working together to deliver results for New Zealanders. SSC takes a whole of SSC approach to its relationship with CEs, targeting the work programme to balance CE and overall system need, and making better use of information. Further integration of products, services, and resources, including analytical capability, enable SSC to redesign its processes. These are then less resource intensive and use external recruitment and other consultants more strategically. Alongside this SSC continues to provide policy and design advice on the broader public management system so that it is fit for the future, but only in areas where SSC is best placed to do this.
Success is agencies working together seamlessly on cross-cutting issues, overcoming barriers and disincentives to collaboration and shared results. The clearest demonstration of this will be an increasing number of results on track to achieve their targets (with seven out of eleven or 64% of targets reported as on track in July 2015).
|Impacts||Stakeholders agree that NZ Public Service chief executives are effective leaders of the Public Service (SSC stakeholder survey).||Average score of 4 out of 5, or better|
|Public Service chief executives who have been in the role for one year or more meet or exceed the State Services Commissioner's performance expectations.||95%|
|Stakeholders agree that agencies are working together more effectively than two years ago to deliver results (SSC stakeholder survey).||Average score of 4 out of 5, or better|
How we will get there: Collective Impact work programme by year
Chief executive performance management and recruitment
to deliver results and incentivise collective leadership
|Chief executive management||Review approach||Implement review recommendations|
|Cabinet fees framework||Update current framework to better reflect market range|
|Design for new framework||Implement new framework and online database|
|Chief executive appointments / reappointments||Appointments / reappointments as needed|
|Review succession planning approach|
|More targeted use of recruitment and assessment consultants|
|Remuneration framework||Review framework||Implement review recommendations|
Collective governance of system priorities
to improve State Services performance and drive the delivery of results
|Oversight and advice to lift system performance||Anticipate and respond to emerging needs|
|Coordination of advice on system workforce specialist capability|
|Commissioning and contracting provision of services||
Advice and supporting implementation of:
Four-year Plan for system reform
Health & safety
Social Sector Investment Change Programme (SSICP) including place-based service delivery models
Productivity Commission report on social services
|Deliver refresh of BPS results||Measuring against refreshed BPS results||Evaluate revised measures and trends|
|BPS results for Auckland|
Providing advice on system design issues
including tailoring government services to the needs of specific communities and evaluating what works in State sector reform
|Advice on organisation structures, functions and governance (Machinery of Government)||Anticipate and respond to emerging needs|
|Advise on and support implementation of decisions
arising from CYF expert panel report
|Strengthening connections with Auckland||Leadership of, and plan for developing the Auckland Policy Office||Link opportunities and people||Devolve or handover|
|Seamless dialogue between Auckland Council and central government|
|Identify and give effect to government's top priorities for Auckland|
|Auckland career board actively building a network of leaders|