This Human Resource Capability (HRC) survey of Public Service departments provides a wide range of insights and information on New Zealand's Public Service and State services workforce. The report gives information on trends and changes that individual agencies and the Public Service ‘system' can draw on to plan for future needs and address current or forecast workforce pressure points.
It is vital that the Public Service represents the public it serves. We need to have a workforce that reflects the diverse population of New Zealand, and is led by people who, regardless of their personal background, can engage with and respond to our many different communities. This is especially true in Auckland, which continues to grow rapidly and is now one of the most ethnically diverse cities in the world.
This report is a snapshot of how diverse the Public Service is, both as a total workforce and the senior leadership as a group. As State Services Commissioner I am responsible for the appointment of most Public Service Chief Executives. I am very pleased that there has been a marked and ongoing increase in the number of female Chief Executives appointed. Between 2010 and 2015 the percentage of female Chief Executives has grown from 16% to 39%. The number of females in the wider senior leadership group (Chief Executives and tier two and three managers) has increased from 39.8% to 44.2% over the same period.
Ensuring we can attract and retain the people we need to deliver high quality public services has to be carefully balanced against making sure there is good value for the taxpayer. This report sets out a range of information on wage and salary movements in public agencies. There are a number of different ways to measure remuneration movement, but the consistent finding is that remuneration growth in the Public Service continues to be moderate and slower than seen in the private sector.
Costs only represent part of the value for money equation though, performance and results are just as important. I am confident that, while there will inevitably be particular issues that will be identified and dealt with, our public agencies are performing at a high standard overall and are continuing to improve their performance.
One of the most visible ways of assessing this performance is to look at the progress being made against the Government's Ten Results for Better Public Services. The Results include reducing long-term welfare dependency, reducing crime and reoffending, and providing businesses with an online shop for all government advice and support.
I invite you to visit the SSC website to see an up to date dashboard showing how well the Public Service is performing against these targets. You will see that there is real and sustained progress towards achieving all the results. This is down to a lot of hard work and dedication by Public Servants who are increasingly working together with their colleagues in other agencies in new ways to try new and innovative approaches to address important issues.
State Services Commissioner