- 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 State Sector Amendment Act, passed in 2013, charged the State Services Commissioner with “promoting a culture of stewardship in the State services”.
To deliver this responsibility SSC will work with State services leaders to:
strengthen and align system governance and leadership to collectively deliver shared results and build strong and trusted public institutions
improve the ability of the system to respond with agility to the priorities of the Government of the day whilst maintaining a long-term focus on the future needs of New Zealanders
lift the performance of State services agencies to better meet the needs of New Zealanders
implement a system-wide approach to meeting future leadership and workforce capability needs.
SSC’s priority interventions to lift system stewardship are:
Setting expectations – SSC will integrate planning and accountability documents into one, customer-focused, four-year plan working with the Treasury and Public Service departments.
Aligning executive management to system performance – Renew the approach to executive management for Public Service chief executives, including the introduction of a single set of expectations which explicitly focus on collective leadership for shared results alongside serving Ministers, managing people and departmental core business, and ensuring financial sustainability.
Leadership and capability development and deployment – SSC will introduce a new, system-wide approach to developing leaders for the State services in partnership with chief executives and the Leadership Development Centre. New statutory provisions around key positions have provided a basis for a more systematic approach to succession planning for critical operational roles across the system. Career Boards, comprising sector chief executives, are beginning to play a key role in identifying and developing leadership talent across the Public Service. Over the next four years, SSC will:
create initiatives, and address barriers, to support talented leaders to move easily across agencies to high priority areas for both development and system need
develop a system wide talent management and assessment system
implement an Auckland-based plan for working with agencies on leadership opportunities
devise a programme to attract and develop a diverse range of graduates and emerging leaders, and support them to build careers across the State services.
Integrity roadmap – SSC is co-creating an integrity strategy for the State services with partner organisations, and a roadmap to roll out the strategy over five years from 2015. The strategy will build on New Zealand’s reputation for high integrity and assist us in understanding what we can do to maintain this, how we can develop new and innovative ways to improve further, and play a leadership role fostering integrity in our region.
By 2018 State services leaders will:
collectively own system performance and reform
be focused on building strong, innovative, customer-focused public agencies
collaborate across agency boundaries, with communities and the private sector, to deliver common results for a better New Zealand.
Chief executives, together with SSC and the Leadership Development Centre, will be working together to identify and develop high-performing leaders from diverse backgrounds and to meet future workforce capability requirements for the State services.
A high level of public trust is critical for the operation of the public services. SSC measures public trust, through the Kiwi’s Count Survey 1, ‘Trust in Public Services’. Success will be demonstrated by at least 70% of respondents agreeing or strongly agreeing that, based on their last service experience, they could trust public servants to do what is right (the result for March 2014 was 72%).