- 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 Better Public Services (BPS) Advisory Group in 2011 reviewed the performance of the New Zealand State Sector, and concluded that agencies were generally efficient and effective at delivering outputs that were under their control. Despite this, some problems were persistent, particularly where responsibility for those problems spanned multiple agencies.
SSC is supporting agencies to use a collaborative approach to make real progress on addressing these persistent problems. We expect that most services and interventions will continue to be delivered by individual agencies, but where multiple agencies have responsibilities for the same issue or results, working together in a co-ordinated way will be more effective.
Progress to date on the ten Results suggests that having a clear set of priorities, and publically measuring progress towards them, is a powerful way for the Government to drive change. Over the next four years SSC will work with its central agency partners and State services leaders to accelerate the pace of progress on the Results and to make innovation and working together part of the core business of State services agencies.
We will also mature the model for managing common business functions across the State services. Functional leads for ICT, procurement and property were established in 2012 to improve the effectiveness, and reduce the overall costs to Government, of common business functions by:
driving efficiencies (through economies of scale, leveraging buying power in whole-of-government contracts, setting common standards and approaches, and reducing duplication)
developing expertise and capability (through centres of expertise, co-ordinated professional development and deploying capability to where it is most needed)
improving services and service delivery (through sharing and coordinating activities and facilities and through joined up service delivery).
Heads of profession have been appointed to build capability in other common functions including legal and communications. The State Services Commissioner has appointed a new Government Chief Talent Officer who will act as Head of Profession for organisational development and human resources leaders, with an objective to build capability across the system.
SSC’s priority interventions to maximise collective impact are:
Removing barriers to collaboration – SSC and its central agency partners are working with a range of agencies with common results, customers or functions, to identify and overcome barriers to collaboration including funding, governance and structural arrangements. New State services-wide leadership development initiatives will strengthen capability across the system to lead collaborative work across agencies, and in partnership with communities, NGOs and the private sector.
Refining the results focus – SSC will work with central agency partners to continue to deliver Results reporting and to provide advice on extending the results focus, including potential new result areas. We will support agencies and sectors to design and implement customer-focused operating models to drive the delivery of common results.
Supporting the success of functional leadership – SSC will work with central agency partners to ensure functional leads have the mandate, tools and resources to succeed, and the functional leadership model is mature. This will include supporting the Government Chief Information Officer to develop proposals for sustainable funding, supporting functional leads in implementing the extension of their mandate to include crown entities, supporting the development of outcome measures, and growing a community of practice between functional leads.
Expanding the collective management of common functions – SSC will work with central agency partners and State services leaders to identify whether there is a case to extend a collective management approach to other common functions through the appointment of additional functional leads or heads of profession or the use of shared services.
Success will mean agencies are working seamlessly together on cross-cutting issues with barriers and disincentives to collaboration and shared results being removed The most clear demonstration of this will be an increasing number of the ten Results on track to achieve their targets (with eight out of eleven or 72% of targets reported as on track in July 2014)2.
The functional leads will be reducing cost and demonstrating other benefits including increased expertise and capability. SSC will ensure the work of the Government Chief Talent Officer is lifting strategic human resource capability across the system and is a model of good practice for heads of profession.