- 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
Our Corporate Services group is focused on organisational health and resilience within the Commission. We aim to be an exemplar for the State sector, by implementing best practice ourselves.
The Commission has committed to understanding the context behind our gender pay gap. Knowing the drivers that cause the gender pay gap will support us in closing the gap at the Commission. The current gender pay gap is 18%, and we are committed to being below the Public Service average in three years.
Through our work so far, we have identified that a primary driver of the Commission's pay gap is that there are more women than men in lower paid jobs. More analysis is required to fully understand the root causes of the gender pay gap at the Commission. While the gap has reduced in the past 12 months more solutions will be implemented as the insights are gained from the data analysis. During the last remuneration round, budget was allocated to taking a gender pay lens to the remuneration review.
Realigning to meet our goals
Our operating model has been reviewed and reorganised to enable a more agile and flexible way of working. Cross-Commission teams are used widely as a way to increase collaboration and information sharing.
Our workplace must enable the new operating model, reflect the respect we have for our stakeholders and demonstrate the best practice in terms of agency performance. We are redesigning our workspace to enhance our collaboration, adopt an activity-based way of working, while making the most efficient and effective use of our property footprint. The proposed changes in the workplace are in line with both the Government Chief Information Officer's (GCIO) strategy for IT and Government Property Group's (GPG) strategy for workplace effectiveness. Both strategies support digital transformation and paper independence and reduction.
Risk and assurance
We are in the process of refreshing our risk framework and supporting tools, which will allow us to better apply risk-based thinking over the work we do. This will bring the Commission's standard up to reflect best practice and ISO 31000. Our internal policies and control procedures are being reviewed and updated to reflect an agile work environment and new standards in a modern workplace.
New Zealand Business Number1
The New Zealand Business Number (NZBN) is a universal identifier that will help businesses to easily update, share key information and interact with each other. This has been introduced to streamline all essential business information, and over time will become the only number businesses will need to use to interact with a range of other businesses and government agencies. The Commission is a tier three agency and must implement NZBN requirements by 31 December 2018. We will work collaboratively with the other central agencies and this project has been added to the Central Agencies Shared Services' (CASS) work programme for the 2017/18 financial year.