- 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 Development Goals are aspirational and will not be achieved by the SSC alone, as the programme is far broader than could be completed by any one agency. However the SSC has responsibility for ensuring that it has the capability required to drive the Development Goals programme.
The Deputy State Services Commissioner, through his leadership of the Performance Management Branch, has overall responsibility for ensuring performance management, and for monitoring and driving progress by departments towards achievement of the Development Goals. His branch is responsible for providing leadership in relation to all aspects of chief executive appointment and performance management.
All Deputy Commissioners have performance management responsibilities for relationship and performance management of allocated agencies, and all have regional responsibilities.
The SSC implemented an internal re-organisation on 1 July 2005 to ensure that it was well aligned with the goals. This new structure means that responsibility for each Development Goal resides with a Deputy Commissioner of a branch. For example, the Employer of Choice and Excellent State servants goals are the responsibility of the Deputy Commissioner, People Capability. The Networked State Services goal is the responsibility of the Deputy Commissioner, Information and Communication Technologies. The goal of Accessible State Services is the responsibility of the Deputy Commissioner, Development, while responsibility for the Coordinated State agencies and Trusted State Services goals rests with Deputy Commissioner, Governance. Each of these Deputy Commissioners has overall responsibility for planning and implementing the rollout of the Development Goal or Goals in their area. This will include responsibility for planning for evaluation of progress.
The SSC is also supported by the Corporate Services Branch. The Deputy Commissioner, Corporate Services' role is to ensure that the SSC has the capability necessary to support and facilitate the achievement of the Development Goals. This includes ensuring that the SSC develops the right organisational culture, has the necessary resources, and has appropriate systems and processes in place, so that it can deliver the right things at the right time, while meeting its statutory obligations as an employer and Public Service department. Currently, Corporate Services Branch's priorities are to make the SSC a preferred employer, fill the SSC's talent bench, ensure SSC people have a shared mindset, manage information, and manage stakeholders.
The State Services Commissioner also leads a small Commissioner's Office, which supports him in his functions. This includes a Legal Team, which ensures that the State Services Commissioner has ready access to legal advice concerning the exercise of statutory powers. Occasional ad hoc functions will also be added to this Office.
The structure of the SSC is attached as Appendix One.