- Title page
- Foreword from the Minister of State Services
- Introduction from the State Services Commissioner
- Chief Executive Statement of Responsibility
- Who we are and what we do
- The current environment
- What we intend to achieve
- What success will look like
- System stewardship
- Collective impact
- Learning culture
- Better every day SSC
Introduction from the State Services Commissioner
The State Services Commission has reset its business strategy to focus on its unique contribution to change in the State services to better serve New Zealand and New Zealanders, both present and future.
This is not work that the State Services Commission will achieve on its own. Accelerating the pace of system change will require the Commission to work closely with central agency partners and State services chief executives.
The chief executives are ambitious for a better New Zealand. They are determined to lead their agencies in focusing on the needs of their customers and to mobilise people and resources across agency boundaries to get traction on the long-term issues and opportunities that will make the most difference to present and future generations.
This ambition requires an agile response from the departments and agencies of New Zealand’s State services. To help Ministers achieve their aims we need to be excellent managers of public resources; shifting funding to respond to government priorities, making more effective and efficient use of money and people, and managing risk in a fast changing and unpredictable environment.
Promoting a culture of stewardship is a key area of activity and involves strengthening the ability of the State services to work as a single coherent system. Leadership development is a key part of this. Over the next several years the chief executives across the system will work with the State Services Commission to ensure the professional development of the many State servants with leadership and expert roles in the State sector. We will also work on ensuring the agencies of the State services have the greatest possible collective impact in achieving results for New Zealanders, through building the capability for collaboration and partnerships between agencies, and between agencies and communities. The State Services Commission will also continue to enable a learning culture across the State services through its work on Continuous Improvement methodologies and the Performance Improvement Framework.
We are also developing the State Services Commission itself. This is my stewardship responsibility for the department of which I am the chief executive. We will work to build the State Services Commission’s capability to deliver on its purpose of “leading a State sector New Zealand is proud of” through focused strategies for people development, improving our business processes and infrastructure and directing effort to where the most impact will be achieved.
State Services Commissioner