- Title page
- Our Vision
- Our Roles and Responsibilities
- Operating Environment
- Central Agencies Shared Outcomes
- Achieving our Vision
- Challenges the State Services Commission Faces
- Measuring Progress
- Risk Management
- Other Business
- Financial Statements
- Statement of Responsibility
- Introduction and Highlights
- Financial Highlights
- Departmental Capital Expenditure
- Forecast Financial Statements
- Statement of Forecast Service Performance
- Output Class Descriptions
- Service Performance
- Glossary of Terms
- Appendix One: The Structure of the State Services Commission
The environment in which the SSC works is important as it affects the way in which work is undertaken to achieve the Development Goals and themes.
The world is continually changing. In some cases, change is rapid and can have both positive and negative impacts on what the SSC does and what it is seeking to achieve. For example, change in the area of information and communication technologies (ICT) means it is both more important to achieve the goal of Networked State Services, and easier to do so, as technological solutions continue to become available.
New Zealand, as part of the wider global community, faces issues of terrorism, biosecurity, pandemics, natural disasters, pressures on infrastructure, energy supply, climate change, labour market challenges (such as an undersupply of skilled workers in some industries) and changes in international balances of power. New Zealand is increasingly affected by international events and the SSC needs to be able to respond to trends and events that occur outside our shores. This necessitates the SSC developing a robust and flexible approach to how it goes about doing its business. The SSC is providing leadership across the State Services in seeking to address these issues and find solutions that fit for New Zealand. The SSC's expectation is that State Services agencies will work together on these issues when it makes sense for them to do so.
There are also national changes that the State Services needs to understand and respond to. New Zealand is an increasingly diverse society. One of the most important aspects of this change is that New Zealand, along with a number of other countries, is an ageing society. More people are living longer and birth rates are lowering. Another equally strong feature is the increasing ethnic diversity of the population. Migration patterns are changing and New Zealand is more dependent on immigration for its workforce needs. New Zealand is increasingly becoming a society where there is more choice with regard to lifestyle and values. New Zealand is showing a continued ability to adapt and innovate as a nation. The State Services also needs to adapt so it is able to respond to the expectations of all New Zealanders with regard to accessing government services.
The SSC also operates within a wider environment of government, and factors that drive Government priorities also, in some part, set the agenda for its work. Government's themes of economic transformation, families - young and old, and national identity will underpin not only the overall direction of Government, but they specifically impact on the SSC's work direction. The six Development Goals are all about making the system of government work better. When the system of government is working better, Government is more able to effectively achieve its aims for New Zealanders.
The SSC works with a variety of different types of State Services agencies - Public Service departments, Crown entities and other State sector organisations. The SSC is continuing to develop ways of working effectively with these agencies. Staff throughout the State sector understand the need for change, evolution, development and growth, and the SSC is leading the State Services as it responds to these imperatives.
There are issues facing all New Zealanders in terms of the way the economy is managed. As a leader of the State Services, the SSC will provide a model for how the State Services can manage its obligations and achieve its priorities. The SSC will show through its leadership that living within our means is possible and desirable, and that fiscal responsibility can still mean effectiveness for the State sector.
Public trust in the integrity and effectiveness of the State Services remains a critical issue. It is made even more urgent by the fact that government investment in State Services capability over the past few years has been considerable. Government and the public rightly expect to see results from an investment of this magnitude. The SSC's leadership approach through the establishment of the State Services Development Goals will begin to impact in 2006/07 as the goals are better understood and are incorporated into thinking across the State Services. The best results in terms of developing public trust in the integrity and effectiveness of the State Services will be achieved by a working together across the State sector. The whole should be greater than the sum of the parts.