- Title page
- Commissioner's Foreword
- A Public Service for the Future
- Executive Summary
- Staff Numbers
- People Costs
- Leadership in the State Services
- Capability and Diversity
- Appendix 1: FTE employees by department
- Appendix 2: Department diversity information
- Appendix 3: Tenure, annual leave, and sick leave by department
- Appendix 4: Occupations in the HR customised occupation groups
- Appendix 5: Definitions
This Human Resource Capability (HRC) survey of Public Service departments provides insights into the Public Service workforce, contributes to workforce planning and gives information on changing workforce trends. It lets New Zealanders look 'under the bonnet' of the Public Service workforce that their taxes pay for, and enables agencies to make informed decisions about their workforce to ensure the delivery of better public services.
New Zealand's public institutions, their employees and the public services they deliver, exist for the benefit of New Zealanders. Our State services and its leaders have become increasingly focused on creating a government system that can meet the present and future needs of New Zealanders in a fast-changing and technological world.
Both New Zealanders and Ministers have told us they expect government services to be designed and delivered around the needs of people, and we cannot expect people to organise themselves around artificial boundaries between government agencies and their individual processes.
We have heard this call and we are transforming into a co-ordinated system that works as one and concentrates its efforts and resources on the areas where we can make the biggest difference and achieve real and measurable results that improve New Zealanders' lives.
In 2012, the Government announced ten Results in challenging areas with stretch targets to be achieved over five years. The Results include 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 reducing the rates of rheumatic fever.
The Public Service is making real and sustained progress towards achieving these Results. For some areas, more effort is needed, but other areas are well on track to be accomplished earlier than the initial target. The Results are deliberately challenging and require sustained team work between agencies and also with partners outside of central government. The progress that has been made has required transformational change in how agencies work.
The focus now is on consolidating progress and ensuring the Results approach, and the collaborative, co-ordinated team work it requires, becomes a deeply ingrained part of how the State services work.
Making sure the Public Service can continue to deliver results, both now and into the future requires skilled and experienced leaders who are comfortable working as a team and responding to the evolving needs and challenges of New Zealand society. The State Services Commission (SSC) is leading a programme to develop a deep and broad pool of leaders for the future of the State services. These leaders will be skilled in working across agency boundaries and working together to develop smart solutions to difficult problems that will deliver results.
Achieving future success also requires effective strategic planning now. SSC and the Treasury are working closely with Public Service agencies to develop high quality Four-year Plans that set out how each agency is going to achieve the results it is responsible for, work across their sector and operate within tight financial limits. The most valuable resource an agency has is the skills, expertise and commitment of the public servants who work for it. Workforce planning to make sure they have the right mix of skills in the right places over the long term is an essential part of long term success.
State Services Commissioner