- Title page
- Operating Environment
- State Services Development Goals
- Capability of the State Services Commission
- Leadership and coordination
- State Services Commission interventions and the development goals
- Implementation and milestones
- Other business
- Financial statements
- Glossary of terms
A well performing State Services can make a huge difference - to New Zealand's success as a country and to the people who make up our society. New Zealanders have high expectations of the government system and its many agencies. Not only about the quality or range of services provided, but also the way in which those services are delivered. People need to trust that the system will deliver the services needed in order to go about their lives. People's trust is hard won. It is also easy to erode and difficult to re-establish.
It is therefore not surprising that there is an ongoing focus on improving the effectiveness of the public sector. This work on improving the State Services will never be complete. Government and the public will always expect that the State Services will develop to better meet needs and adapt to changed circumstances. This is positive and an important spur to improvement.
The priorities for improvement change over time. Over the last couple of decades there has been a series of reforms. The positive aspects of these reforms are known - including increased transparency, accountability, and efficiency. These remain important and the current changes do not signal a move away from them. But we have, over recent years, encouraged agencies to place more emphasis on results for the community, on partnership between agencies, and on ensuring the kind of standards in conduct and behaviour that justify public trust. Much good work has been done in these areas and the Government has been prepared to make a considerable investment in capability, including staff numbers. However, much remains to be done to ensure that the Government and public see the investment as a worthwhile one.
The development of the State Services has been hampered by the lack of arrangements for leadership across the sector as a whole, and by a lack of cohesiveness across this large group of, sometimes disparate, agencies. The conclusion of the work programme of the 2001 Review of the Centre, the recent passage of new State sector legislation, and the Development Goals for the State Services agreed by the Government, have changed this situation.
As a result, the role of the State Services Commission is expanding and it will need to work across a much larger field, and in new ways, to make better use of its resources. This Statement of Intent shows how we will go about doing this. As the Responsible Minister I am satisfied that this Statement of Intent is consistent with the policies and performance expectations of the Government.
Hon Trevor Mallard
Minister of State Services
State Services Commissioner