- 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
In pursuing Development Goals we face two broad types of risk that we can take steps to manage: risks internal to the SSC itself, and risks more broadly across the State Services.
Within the SSC we face a risk that the current change process does not achieve the cultural, behavioural, and capability shifts which it is designed to achieve. This risk could emerge in practice if there is not the level of staff commitment to the Development Goals and to the new ways of working which are needed. This risk is being managed in a range of ways. The need to prevent the continuation of working in 'silos' has been recognised and addressed in the planning for structural change in the SSC. Staff understanding and commitment have been built through consultation and dialogue internally. Risks will continue to be managed by concentrating on internal communications and on the cultural aspects of the organisational development process that is now underway.
More generally, across the State Services, there is a risk that the Development Goals will not be understood as well or as broadly as is necessary for their successful implementation. There is a risk that the Development Goals will be seen as an imposition over and above the core business of agencies rather than as ways in which the State Services can become more effective in achieving its core functions and meeting its obligations to government and the public. If the Goals are seen in this way then organisations may prove resistant to working in new ways. Then there will be a risk of 'surface compliance' rather than active engagement. This risk will be managed through the way in which the SSC engages with departments and Crown entities. The Development Goals, whilst non-discretionary, are intended to enhance the effective and efficient achievement of results and, to this end, must be implemented in a way that is based on dialogue and engagement, rather than command and control.