- 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
State Services Development Goals
The Government's overall goal for the State Services is "A system of world class professional State Services serving the government of the day and meeting the needs of New Zealanders." This goal is deliberately timeless, because it is ongoing. The State Services will work towards this overall goal through the achievement of Development Goals which are time-bound and which address the major challenges, which we currently face in enhancing the overall performance of the State Services.
The Development Goals are not intended to outline what outcomes the State Services will achieve, that is a matter for government policy from time to time. Rather, the Development Goals are aspirations for how the State Services will be configured and perform.
The six Development Goals reflect judgements about the key things that need to change at a system-wide level if we are to advance towards the overall goal.
The first two goals relate to the need to develop the people capability of the State Services. The State is a major employer and, while it should not be an over-generous employer, it must be a good employer if it is to attract and retain the people it needs to deliver quality services. We also need to recognise the dynamic nature of skills and knowledge in today's workplace. Developing a strong commitment to constant learning in pursuit of excellence is the subject of the second Development Goal.
The third and fourth goals address the quality of the organisational systems within which people work. These stress the need for the State Services to adopt and use information technology, and to ensure a stronger focus on results in organisational planning and management. This requires more of a focus on coordination between agencies than has been the case in the past.
The fifth goal focuses on the ways in which New Zealanders access the State Services and the responsiveness of these services. This reinforces the need for the agencies of the State Services to take an "outside in" perspective, i.e. to see quality of service from the point of view of the public.
The first five Development Goals build towards the sixth, which focuses on trusted State Services. Trust will be enhanced as the State Services further develop people and organisational capability, and take an "outside in" perspective in shaping services. This goal also emphasises the need to focus directly on standards of conduct in the State Services.
The State Sector Development Goals, agreed by the Government, are:
Goal 1: Employer of choice
Ensure the State Services is an employer of choice attractive to high achievers with a commitment to service.
Goal 2: Excellent State servants
Develop a strong culture of constant learning in the pursuit of excellence.
Goal 3: Networked State Services
Use technology to transform the provision of services for New Zealanders.
Goal 4: Coordinated State agencies
Ensure the total contribution of government agencies is greater than the sum of its parts.
Goal 5: Accessible State Services
Enhance access, responsiveness and effectiveness, and improve New Zealanders' experience of State Services.
Goal 6: Trusted State Services
Strengthen trust in the State Services, and reinforce the spirit of service.
The SSC will formulate and implement measures to achieve these goals. There is a strong capability dimension to this work, and not only for the SSC. For this reason we next address capability development, leadership, and coordination.