Evolving the PIF to support agencies to improve performance for customers.
Extending the roll-out of the Continuous Improvement (CI) approach to the State Services.
|The State Services learns about what works best and uses this to improve its performance for customers.|
Embedding a culture of customer-centred improvement is a critical component of SSC's approach to an effective State Services system. The result will be that:
The system learns about what works best and uses this to improve its performance for customers.
Performance Improvement Framework (PIF)
Although PIF Reviews are a well-established intervention, the model is continuously improving. A renewed emphasis on customer-centricity in agency operating models will help support agencies to improve performance.
Over 2016-20, the framework will continue to evolve to meet the agency and sector needs.
To meet demand from across the system, SSC is improving and adapting the framework and extending its reach to the wider State sector in two ways:
- testing the PIF's use across systems in 2015-16 by working with the education agencies to co-design a PIF project for the system. Based on the outcome of this trial, SSC may work with another sector in 2016-17 and, if the approach proves valuable, extend the offering in future years, and
- developing an enhanced self-review option that provides greater external support and guidance for agencies assessing their readiness to deliver against the framework's lines of enquiry.
An impact evaluation of the framework is planned for 2016-17. The results of this evaluation will influence ongoing investment.
Continuous Improvement Centre of Expertise
The unit provides practical assistance to agency leaders by deeply understanding their customers and the improvement opportunities within and between agencies.
This increases customer focus in the design of state services and equips agencies to improve the timeliness, suitability and effectiveness of their services. Agencies participating in engagements to date indicate that they have realised benefits in productivity and customer and staff experience.
In the 2016-20 period, a particular aim of the unit is to seek out and take advantage of opportunities to work across agency boundaries.
In 2016/17, SSC will pursue at least one major system or multi-agency engagement.
The provision of CI will continue through 2016-20. This has been enabled by bringing forward a budget allocation in May 2015.
Information underpins SSC's assessment of system, agency and CE performance. Over the four-year period SSC will continue to improve how we use information to learn about what works best, target interventions at areas where it can be most effective and efficient, and look for opportunities to lift system performance. This includes the sharing of information from others to draw on insights.
We will know this has been achieved when:
- the PIF and ‘better every day' continuous improvement programmes are integrated and aligned with other SSC and central agency levers, e.g. the Leadership Success Profile, CEs' Performance Expectations and Four Year Plans,
- successful improvements are visible across the State sector and aggregated State sector findings are available to be acted on by leaders of the State Services as a result of SSC's work,
- SSC uses its performance improvement and information offerings strategically with the State Services to address wicked problems, and
- SSC is more adept at identifying customer needs and responds in new ways.
SSC will be more deliberate about the use of the PIF to support CEs at a particular point in their tenure and for particular system challenges. SSC provides the expertise to support CI. Agencies make improvements in vertical processes contained within their agency. The bigger gains for New Zealanders are at the interfaces between agencies and across agencies. SSC increasingly provides support in horizontal improvement activity. As the system matures SSC has options about the investment in CI, including franchise the service, partner with other providers, or continue to coach using SSC resources.
A planned evaluation of the PIF's first six years provides insight into its effectiveness in helping State services lift their performance. It also informs the future development and implementation of the PIF.
As agencies expand their use of CI methodology and thinking, customer-centred improvements are embedded not just within agencies but across the State services. As the number of State servants coached in the methodology grows, the frequency of improvements across the State sector increases organically.
Success in embedding a customer-focused learning culture is evidenced by improvements in New Zealanders' perceptions of the quality of services they receive from government agencies. This is measured by the Kiwis Count survey with results benchmarked against the latest overall service quality score. Individuals and businesses report that it is easier for them to access information from, and do business with, government.
|Impacts||Chief executives agree that Performance Improvement Framework reviews have led to changes that improve agency performance (SSC stakeholder survey).||Average score of 4 out of 5, or better|
|Chief executives surveyed within three months of the Performance Improvement Framework review respond that they gained valuable insights.||100%|
|The State Services Commission's ‘Better Every Day' continuous improvement engagements result in agencies reporting customer or performance benefits.||100%|
How we will get there: Learning Culture work programme by year
to support agencies to improve their performance and better understand their customers
|Service mode||Agency reviews …used more deliberately …for new CEs only|
|Follow-up not just through reviews…
…also on reappointment, or major shifts in priorities
|Self-reviews more commonplace, with assistance offered|
|System / sector reviews||System / sector /
result area reviews
|Multi-agency reviews (result area / functional lead)|
|Product development||Finalise design of System Review||Adapt to look at BPS Result Areas or other government initiatives like functional leadership||Evolving and flexible product suite to meet changing environment||Culture of
self-review embedded in the State Services
|Refresh PIF model to align with LSP|
|PIF external evaluation|
|Sustainability||Engage with CEs, central agencies and other stakeholders|
|Develop community of practice with associates/experts||
Support community of practice
Develop agency leaders' capability in self-review
Refresh lead reviewer cadre
|Develop and implement approach to enhanced self-reviews|
|Cost recovery (20% of Performance Review Manager time on engagements)|
Continuous improvement centre of expertise
to assist State Services leaders to improve services for New Zealanders, especially across agency boundaries
|Service mode||Single agency engagements …more major system engagements|
|Bespoke coaching and support||Connecting agencies with providers|
|Post engagement support|
Enhance and test method, particularly cross agency approach
Raise profile of ‘better every day' approach
Further refine ‘better every day' cross system approach
At least three significant systems continuously improving
Leaders see value in cross system approach
Widespread adoption for problematic systems
‘Better every day' practiced in most State Services
Culture past ‘tipping point'
Ongoing improvement of cross-sector systems the norm
Quantify current and desired future capability
Integrate capability into Central Agencies perspectives on leader role
Develop State sector leadership cadre
Build community of practitioners
Review capability against desired levels and act accordingly
Directory of good examples
Develop, connect and support leadership cadre
Review capability build against baseline
Franchise delivery / partnership model
|Explore partnerships with public and private sector||Pursue partnerships with public and private sector|
|Cost recovery (increase from 60% to 100% of Business Coach salaries)|
to enable effective use of information to lift system performance
|Information management and analysis||
Established, mature practices for managing information embedded in SSC
|SSC has the right data, with capability and systems to manage / analyse it||
Value and return on investment from SSC information initiatives is understood
Integrated information across SSC with a single, recognised and trusted source
|Future needs anticipated and invested in|
|Established, mature Business Intelligence (BI) environment|
|Transfer all SSC held strategic information to managed database|
|Research programme established and
research undertaken on SSC data
|Collections||Review existing collections with a view to rationalise||Greater automation of collection methods|
|Build better data sharing with central agency partners||Exploring shared data from agencies|
|Analysis and reporting||Better integration of reports||
New bespoke reports across all SSC data based on research topics or aspects of performance
|Whole of SSC performance of system reports|
|Enhance others' ability to use SSC data|
|More easily able to draw insights across SSC data||Improve users' awareness of data held by SSC||Public have more direct access to SSC information through digital channels|