- Title page
- Commissioner's Overview
- Our Strategic Direction
- The Role of the State Services Commission
- Delivering Better Public Services
- Organising for the Future
- Responding to Changing Needs
- Our Success in 2016/17
- Strategy and Policy
- Integrity, Ethics and Standards
- System and Agency Performance
- Workforce and Talent Management
- Corporate Services
- Report on Strategic Intentions
- End-of-Year Reporting
- Statement of Responsibility
- Independent Auditors Report
- Statement of Performance
- Statement of Budgeted and Actual Departmental and Non-departmental Expenses and Capital Expenditure Incurred Against Appropriations
- Financial Statements and Schedules
- Departmental Financial Statements
- Notes to the Departmental Financial Statements and Non-departmental Schedules
- Non-departmental Schedules
- List of Acronyms
Strategy and Policy
The strategy function incorporates data collection, management, analysis and reporting, to produce strategic insights to inform work on thinking about the Public Service as a system and enabling design around customer needs. The policy function leads the system reform work, providing advice and innovative tools to support the future architecture of the Public sector.
This year these aligned functions were brought together in one team to lift our capability to better lead the future redesign of our public management system. We have led a plan that has Public sector chief executives working collectively together as the State Services Leadership Team, to deliver a multi-year programme of work that will give pace and focus to achieve a system that meets the needs of New Zealanders.
Public sector reform
The plan contains six priority areas: digital services; shared data and analytics; leadership development; diversity and inclusion across the system; trust and confidence in the Public Service; and how the system can better organise to meet citizens' needs. Each workstream is led by a chief executive and they are directly accountable to the State Services Leadership Team.
Social system leadership
As part of improving the machinery of government, this year we assisted in establishing the Ministry for Vulnerable Children, Oranga Tamariki. We took a customer focus by leading a number of workshops, with social sector and central agencies, designed to work through the available options to ensure an optimal solution was selected. This resulted in the replacement of the existing Social Sector Board with a new Social Investment Board, which is supported by a new Social Investment Agency. These arrangements focus on helping clients with multiple and complex needs that are best addressed by a coordinated effort from more than one social sector agency.
We collect data from across the system and analyse it to inform our strategy. We use this intelligence to understand how parts of the system operate to inform the architecture of the public management system; for example, how to identify and manage talent across our system, and to improve our understanding of issues such as diversity and inclusion, and integrity. We also provide open access to data that other agencies can use to support their planning and decision making.