- 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
The current environment
New Zealand can boast comparatively low levels of corruption, a robust civil society, and strong public institutions. New Zealanders are seen to have a sense of fair play and are perceived as creative and entrepreneurial. We have natural resources and an outdoor environment that are the envy of other countries.
Our system of government, public institutions, their employees and the public services they deliver, exist for the benefit of New Zealanders. Over the last two decades State services leaders have become increasingly focused on creating a State sector that can meet the present and future needs of New Zealanders in a fast-changing and technological world. As a small country we have grappled with the recent global recession, major earthquakes, and with difficult and complex issues like welfare dependency and child abuse.
Over the past three years the momentum for change in the State services has been building. Changes to State sector legislation, passed with bi-partisan support in July 2013, provided a mechanism for jointly funding work which crosses agency boundaries, strengthened the collective duties of Crown entities, and extended the potential to use whole-of-government directions to drive common approaches to common functions where there are efficiency and effectiveness gains from doing so. The legislative changes expanded the role of the State Services Commissioner to include explicit responsibility for leadership and oversight of the performance of the State services as a whole.
Apart from legislative change the most visible element of State sector reform has been the focus on results. In 2012, the Government announced ten Results in challenging areas with stretch targets to be achieved over five years. The Results range from reducing long-term welfare dependency, increasing participation in early childhood education and the proportion of 18 year olds with NCEA level 2, reducing crime and reoffending, providing businesses with an online shop for all government advice and support, and ensuring New Zealanders can complete their transactions with government easily in a digital environment.
The results approach was designed to help Ministers drive better outcomes for New Zealanders and to drive progress on issues that require State services leaders to work across agency boundaries and in partnership with communities, NGOs and the private sector.
Other initiatives to drive the collective management of common functions have included appointing functional leads for government property, procurement, and ICT, and heads of profession for core business functions including legal and communications.