- 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
- Operating Intentions
- Organisational Health and Capability
- Managing Risk
- Departmental Capital and Asset Management Intentions
Our Strategic Direction
SSC’s purpose is: Leading a State sector New Zealand is proud of.
SSC is committed to leading a public sector that is working to deliver things that matter most to New Zealanders. A big part of this drive is working with leaders across State Services to set the direction for the system. It is about lifting State sector performance and shaping the way the Public Service works to achieve results that benefit New Zealanders...
SSC’s strategic direction is set within an environment where the global economic situation still poses significant uncertainty for New Zealanders. The Government and the public have rising expectations about the quality of delivery of services, while operating within capped public spending. As a result of these challenges, the Government is focused on:
building a strong and stable economy
responsibly managing the Government’s finances
lifting State sector performance and achieving better services for New Zealanders
rebuilding Christchurch after the earthquakes.
New Zealand operates with an increasingly networked and ICT-enabled world that is changing the flow of information and increasing expectations for easily accessible services that can be shaped by the user. Technology will play a larger role, particularly as a driver of efficiency. In response, SSC is improving assurance in the areas of ICT and information management.
Supporting the rebuild in Christchurch is a priority for the Government. The Canterbury rebuild is seeing government agencies find new and innovative ways of working together to deliver services to the community more efficiently and effectively. SSC is focused on supporting the Government’s efforts in the recovery of Canterbury and learning from the improvements in the delivery of services to the public to see if they can be applied across the State sector.
Better Public Services is a key priority for the Government and the reform programme ensures we are focused on driving tangible actions in key areas and includes:
a focus on results
people-centred service design and delivery
strengthening system leadership
building capability to deliver services in the best way
delivering effective spending and efficiencies.
The Government expects to see tangible progress on the 10 Result Areas1 for New Zealanders. This includes evidence that agencies are working together and reorienting resources and decision-making around delivery of results. To support this it is imperative that SSC provide a different style of leadership, more innovation and improved responsiveness to the needs and expectations of how the State sector performs. Part of this includes continuing to develop and deploy the future leaders of the Public Service to assist.
The Government also expects continued improvement in the management of services and delivery of efficiencies. Services need to be designed with people and business in mind and around their needs. Functional leadership will be important to achieving efficiencies and system wide improvements in the areas of ICT, property and procurement. Efficiencies will also have to be delivered by appropriate management of the Public Service workforce as the Government continues to cap the core government administration to 36,081 full-time equivalent (FTE) positions.
All of this requires change, and the Government is supporting State sector reform to deliver Better Public Services, led by SSC and its Corporate Centre partners. This includes legislative change to provide the Corporate Centre with the tools to drive changes to support the State Services to deliver on these expectations.
Central Agencies Working as the Corporate Centre
To meet the challenges and help deliver on the Governments priorities, SSC, the Treasury and the Department of the Prime Minister and Cabinet, working together as a ‘Corporate Centre’, are responsible for providing strong and coordinated leadership to improve how the State sector performs. This is done by leveraging the respective strengths and collective expertise of the central agencies to lead and support the State sector to deliver the results that matter to New Zealanders.
The central agencies need to act as a strong and coordinated Corporate Centre to:
assist State sector agencies to meet New Zealanders’ expectations of better public services, delivered in more immediate and flexible ways
gain better traction on the results that matter most
increase the efficiency and effectiveness of the State sector to deliver more with less.
In recent years, the central agencies have collaborated on a number of initiatives and issues, including the development of key management and performance tools, such as the Performance Improvement Framework (PIF). These have demonstrated how, together, the central agencies can drive better and higher-performing services and encourage value-for-money improvements, both across the State sector and within the agencies themselves.
Our Outcomes Framework
To achieve its long-term purpose and deliver on its strategic priorities, SSC works towards one outcome: A higher-performing State sector that New Zealanders trust, delivering outstanding results and value for money.
The outcomes framework aligns with the Government’s intentions to lift State sector performance and achieve better services for New Zealanders. The outcome framework outlines:
SSC’s outcome for the sector
the Government’s expectations for SSC
the impacts SSC intends to make over the next three years
specific outputs SSC intends to achieve or contribute to.
Supporting the outcome are four pillars that set out the impact of SSC’s work. The four pillars are:
leading the system – a State Service that is innovative, efficient and focussed on results that matter to New Zealanders
building system capability – a resilient, responsive and adaptable State sector
delivering performance excellence – a State Services that is performing
strengthening trust and integrity – a State Service that has high standards of integrity.
SSC acknowledges that transformational change is needed to ensure it can model expected behaviours, particularly with a focus on results. This ‘foundation’ pillar, ‘Transforming SSC’, is outlined in the organisational health and capability work programme (see pages 22 and 23).
The outcomes framework demonstrates the link between SSC’s outputs, impacts and outcome, which align to the Government’s priorities. The work programmes that support SSC’s impacts are balanced between tactical interventions to address areas requiring immediate improvement and longer-term programmes that provide a foundation for improved performance over time. SSC has developed specific measures and performance targets relating to the key pillars. These can be found in the 2013/14 Budget Estimates documentation.
Our outcome will be delivered through one multiclass appropriation: Policy Advice and Management of the Public Management System. This is supported by two sub categories:
State Services Policy Advice
Management of the Public Management System.
The sub categories relate to all SSC outputs to a varying degree, with much of SSC's policy advice focused on the pillar 'leading the system' and the output 'Lift performance of sectors and agencies in the State Services' as we lead a State sector reform programme. SSC's outputs are highly interrelated and complementary to achieving our outcome.