- Title page
- Foreword from the Minister of State Services
- Introduction from the State Services Commissioner
- Chief Executive Statement of Responsibility
- Nature and Scope of Functions
- Strategic Direction
- Operating Intentions
- Central Agencies' Shared Agenda
- Managing in a Changeable Operating Environment
- Assessing Organisational Health and Capability
Central Agencies' Shared Agenda
Improving State sector performance
The central agencies will work together to lead the State sector to improve the quality of services within existing baselines - building smarter, better public services for less cost.
The Department of the Prime Minister and Cabinet guides the process of collective decision-making, conveys Cabinet's decisions to the relevant Ministers and officials, and ensures that the Cabinet receives well-conceived and coordinated advice. The department also works to ensure that the State sector responds to the Government's priorities and conveys the Government's priorities to officials.
The Treasury monitors and manages the financial affairs of the government, and provides economic and fiscal policy advice. The Treasury is the lead agency to support Ministers in balancing priorities through the budget process. It provides insight into the efficiency and effectiveness of government agencies and their interventions.
The State Services Commission appoints and manages the performance of chief executives in the Public Service. It provides leadership on the capability of agencies, sectors and systems; sets standards; and ensures that State servants focus on delivering the Government's priorities.
Our priorities for the short to medium term are:
Delivering results for New Zealand
The central agencies will collectively lead the State sector to improve services to New Zealanders and deliver on the Government's priorities. To achieve this we will:
- ensure that State sector agencies are clear about the Government's priorities
- coordinate State sector agencies to deliver on the Government's priorities
- improve governance and management arrangements where necessary to improve delivery on the Government's priorities
- regularly report on progress towards the Government's priorities.
We will seek feedback through an independent stakeholder survey on how well we achieved these indicators.
Improved State sector performance
Build a culture of continuous performance improvement and value for money in the State sector. To achieve this we will:
- work with agencies to ensure they collectively deliver a shift in resources to achieve the Government priorities, and;
- provide Ministers with systematic, comparative analysis of performance of agencies, sectors and across the system.
Our measure of effectiveness for this year will be that the performance framework is implemented and baseline performance data is established (see the section Developing and implementing the performance framework).
Disciplined State sector expenditure
Ensure the State sector exercises restraint on growth of Government's operating expenditure while improving front line services to citizens. To achieve this we will:
- manage State sector collective employment agreements more tightly to achieve prudent results
- cap the size of core government administration to rebalance people and money towards areas that support Government's priority to enhance front line services
- reduce the growth of government wage expenditure.
To measure whether the central agencies are adding value to State sector performance, State sector agency leaders will be surveyed, and feedback will be sought from central agency Ministers.