- 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
Using a better understanding of customers to deliver more personalised public services, more effective public policy, and results for a better New Zealand, is at the heart of State services reform.
To develop a customer-focused learning culture, SSC will be working with State services leaders to:
Put information to work – to ensure high-quality evaluation of policy development and service delivery is improving our understanding of what is working well and what isn’t; resulting in continuous improvement across the system. SSC will work with the Treasury to ensure that information collected by Public Service agencies is being integrated to understand performance across the system.
Support innovation and improvement – to ensure senior leader development, expectations and incentives encourage State services leaders to develop new ways of working and managing their organisations that improve the design and implementation of policy and services.
Engage with citizens – to support agencies to view their customers as ‘customers of government’ and ensure policies and services are designed and implemented around customer need rather than agency boundaries. Co-designing policies and services with customers and partners within and beyond the State services will be standard practice across the system.
SSC’s priority interventions to build a customer-focused learning culture across the State services are:
Putting customer needs first – through events such as a State services leadership summit on customer value, and a workshop on accelerating progress towards customer-focused government.
Continuous improvement – SSC is working in partnership with six agencies to test whether a continuous improvement approach can drive a culture of innovation and improvement where customers receive the services they need uninterrupted by agency boundaries. If the proof of concept is successful, a business case will be developed to integrate and expand work across the system to introduce approaches to continuous improvement, service design and innovation. The proposed approach will include establishing an expanded centre of expertise, a virtual academy, and a community of practice to build system capability and standards.
Developing leaders and leadership – SSC will promote and embed a customer-centred learning culture through executive management and leadership development initiatives.
Updating and learning from the Performance Improvement Framework (PIF) – upgrades to the PIF model, and system-level analysis of PIF findings, will contribute to lifting system performance and growing a customer-focused learning culture across the State services.
Success in embedding a customer-focused learning culture will be evidenced by improvements in New Zealanders’ perceptions of the quality of services they receive from government agencies. This will be measured by the Kiwis Count survey with results benchmarked against the latest overall service quality score (SQS) of 72 for the March 2014 quarter. Individuals and businesses will report that it is easier and faster for them to access information from, and do business with, government.
The PIF evaluates whether agencies are fit-for-purpose to deliver on current and future expectations and is not a benchmarking tool. However, as lessons about what is working and what is not are shared across the State services we would expect improvements in follow-up PIF reviews. An impact evaluation of the PIF programme is planned for 2015/16.
Further evidence of success will be that high-quality, customer-focused evaluation of policy development and service delivery has become systematic and routine across the system, with insights shared across agencies and with customers and partners.