- 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 Strategic Direction
- Organisational Health and Capability
- Departmental Capital and Asset Management Intentions
The Nature and Scope of our Functions
The efficient and effective delivery of public services makes a significant difference to New Zealand’s success. The State Services Commission (SSC) ensures that State Services agencies are well placed to carry out Government policy and meet the needs of New Zealanders.
SSC was formed nearly 100 years ago as a key element of a professional public service that was autonomous of the government of the day. This autonomy ensures legislation is administered impartially and the role of Parliament in making and changing laws cannot be circumvented by administrative means. This is central to our form of democracy.
The State Services are made up of 32 Public Service departments, four non-Public Service departments, the Reserve Bank, 95 Crown entities (not counting approximately 200 Crown entity subsidiaries and about 2,435 school boards of trustees) and 55 assorted other entities listed in the Public Finance Act 1989. About 220,000 people work in the State Services – including 45,807 in the core Public Service departments.
SSC has a range of statutory and non-statutory roles relating to the operation and performance of the Public Service, State Services and the wider State sector.
SSC provides leadership to the State Services to help them perform strongly and with high levels of integrity. These two factors must be present if government and the public are to have confidence in our public institutions.
The leadership role is supported through our administration of the State Sector Act 1988, the Protected Disclosures Act 2000 and the Crown Entities Act 2004 (with the Treasury) and five other minor Acts.
The State Sector Act 1988 describes the principal functions of SSC. These can be grouped into six main areas:
System design: to review the machinery of government across all areas of government. This includes the allocation of functions to and between agencies; the creation, amalgamation or abolition of agencies and the coordination of the activity of agencies. It also includes providing advice on management systems, structures and organisations in the Public Service and Crown entities.
Agency performance: to appoint chief executives of departments, to negotiate their conditions of employment and to review the performance of each department, including the chief executive.
Leadership development: to promote and develop senior leadership and management capability in the Public Service.
Employment negotiations: to negotiate conditions of employment of employees in the Public Service and school sector, and to be consulted by agency heads of certain other parts of the State sector.
System-wide people management: to promote and develop personnel policies and standards of personnel administration for the Public Service (including equal employment opportunities and advice on training and career development).
Maintaining system trust and integrity: to provide advice and guidance to employees within the State Services (except Crown research institutes) on matters affecting the integrity and conduct of employees within the State Services.