- Title page
- Foreword from the Minister of State Services
- Introduction from the State Services Commissioner
- Chief Executive Statement of Responsibility
- The Nature and Scope of Our Functions
- Our Operating Environment
- Our Strategic Direction
- Our Medium Term Measures of Success
- Operating Intentions
- Organisational Health and Capability
- Departmental Capital and Asset Management Intentions
Our Strategic Direction
The State Services Commission's purpose statement is: We provide leadership to the State Services so that government works better for New Zealanders.
Our role is not only to hold to account, but also to help improve the performance of agencies, and therefore the quality of services they deliver to New Zealanders. The Commission works with Public Service chief executives and agencies in the wider State sector to improve their performance, in a similar way to a manager's role of coaching their staff as well as monitoring performance. We do this through assessing the performance of individuals and agencies and providing assistance to improve that performance through guidance, knowledge broking, standards and expectation setting and the provision of trusted advice.
For the five year period of this Statement of Intent, the Commission's work programme is designed to contribute to the Government's strategic direction for the State sector - Delivering better, smarter public services for less. We want agencies to focus on results, work more closely together and lift their capability to deliver services while operating in an environment of tightening budgets.
The Commission works towards Government's strategic direction through achieving two outcomes that are aligned to our legislative mandate and the attainment of our purpose. These contributing outcomes are:
Outcome 1: The public receive better services
Outcome 2: The State Services are resilient and fit for purpose
Our work programme is designed to contribute to these outcomes through making a series of impacts across the State sector. Our strategic framework reflects our priorities, and demonstrates the linkage between the activities that the Commission carries out on a day-to-day basis, the Commission's outcomes, and the Government's strategic direction.
Improving State sector performance is a shared priority of the three central agencies (the State Services Commission, the Treasury and the Department of the Prime Minister and Cabinet) and in this area the three central agencies work individually and collaboratively with agencies and Ministers. This priority, our shared outcomes and measures of success, are represented on the right of our outcomes framework on the adjacent page. More detail around our shared priorities and how the central agencies will work together can be found in this section.
Our output classes, details of which can be found in the Information Supporting the Estimates, are: Output Class 1: Public Management System and Output Class 2: Chief Executive and Agency Performance Management. They are designed to help us achieve our objectives and, over time, contribute to our outcomes. To achieve our outcomes, the Commission works at both a system level and directly with agencies, chief executives and their Ministers, to improve the overall functioning and performance of both the public management system and individual agencies.
The outputs of the Commission are highly interrelated and complementary. Outputs from both of our output classes contribute to the attainment of each of our outcomes.
Our outcomes framework is illustrated in this A4 landscape diagram (PDF 424.2k).