State Services Commission Performance Framework 2016-2020
|Purpose||Leading a State sector New Zealand is proud of.|
|Outcome||A higher performing State sector that New Zealanders trust, delivering outstanding results and value for money.|
|Values||Own system leadership; Mobilise others; Deliver through agility|
|Government & Minister's Priorities||Outcomes||Impacts||Priority Activities||Measures|
|Our operating environment||What we are aiming to achieve||The difference we want to make||The activities we do||Demonstrating success
(Note: key stakeholders for all survey measures are Ministers and Chief Executives)
Responsibly manage the Government's finances
Build a more productive and competitive economy
Deliver Better Public Services (BPS) to New Zealanders
Support the rebuilding of Christchurch
Demonstrate excellence in our business, in particular:
CE performance management
Leadership and talent development
Performance Improvement Framework Learning Culture
(policy may relate to any portfolio)
Policy advice:Minister of State Services has 80% satisfaction with policy advice
Policy quality: technical quality of policy advice papers rated at 70%
Policy cost: Total cost per output hour at $160
(reflect the activities of all portfolios)
Results Achievement: 80% of BPS results are on track to be achieved
Service Quality: Overall Kiwis Count service quality score of 75
Trust: 80% of Kiwis Count respondents agree or strongly agree that, based on their last service experience, they could trust public servants to do what is right
Employment relations: The Labour Cost Index indicates that Central Government wage growth does not exceed private sector wage growth
|CEs take collective responsibility and work together to ensure that State services make the greatest possible difference for New Zealanders.||
SSC supports system leaders to drive sustainable improvements in:
Performance management and recruitment:
Providing advice on system design
CE quality: Percentage of stakeholders agreeing that NZ Public Service Chief Executives are effective leaders of the Public Service increases (average score of 4 out of 5, or better in stakeholder survey)
CE performance: 95% of Public Service Chief Executives' who have been in the role for one year or more meet or exceed the State Services Commissioner's performance expectations
Collective impact: Percentage of stakeholders agreeing that agencies are working together more effectively than two years ago to deliver results increases (average score of 4 out of 5, or better in stakeholder survey)
|State services has the people, institutions and approach to anticipate and respond effectively to the needs of New Zealanders today and in the future.||
A robust leadership pipeline develops and deploys future system leaders at all levels.
The Public Service has capacity and capability to anticipate and respond effectively to the changing needs of New Zealanders.
The system's institutions and public servant's behaviour supports and builds system legitimacy.
Leadership capability development and deployment
Work with agencies to build the leadership pipeline - implement a common approach to developing and deploying leaders for the State services.
Employment relations and effective people strategy
Grow system capability to design and implement effective and efficient people strategy and provide employment relations advice.
Strengthen integrity of the State Services
Support the delivery of the Integrity Strategy for the State Services and New Zealand's Open Government Partnership commitments.
Talent pool: Percentage of stakeholders agreeing that tier 2 and tier 3 capability in the NZ Public Service is fit-for-purpose increases (average score of 3.3 out of 5, or better in stakeholder survey).
Employment relations: Stakeholders are satisfied that SSC's oversight role of state sector employment relations achieves solutions within Government Expectations and provides for effective management of risk within and across agencies (average score of 3.6 out of 5, or better in stakeholder survey).
Talent deployment: 12 deployments of senior leaders through Career Boards.
Leadership development: 90% of the Career Board cohort have been assessed using a standard framework and have agreed development objectives.
|The State sector learns about what works best and uses this to improve its performance for customers.||
The system methodically uses customer information and insights to improve performance.
The design and delivery of public services to better meet the needs of New Zealanders.
Performance Improvement Framework (PIF)
Develop the model for sectors and support agencies to improve performance around understanding their customers.
Continuous Improvement (CI) centre of expertise
To support State Services leaders to improve services for New Zealanders, including across agency boundaries.
Enable efficient and effective use of information to lift system performance.
PIF: Percentage of chief executives agreeing that Performance Improvement Framework reviews have led to changes that improve agency performance increases (average score of 4 out of 5, or better in stakeholder survey).
100% of chief executives surveyed within three months of the Performance Improvement Framework reviews response that they gained valuable insights.
Continuous improvement: 100% of ‘Better Every Day' continuous improvement engagements result in agencies reporting customer or performance benefits.
|Better Every Day SSC|
|SSC is a respected system leader.||
SSC internally and externally models the behaviours we expect of others.
SSC is sought out and respected for its leadership, advice and innovative, usable products and services.
Supporting the rest of SSC to deliver.
Administrative costs: administrative and support service costs reduce to less than 15% of total running costs.
Staff engagement: SSC employee engagement improves and is above public sector benchmark.
|Inputs The way we use our resources|
|People||Systems||Processes||Vote State Services|
|Develop and retain a capable and engaged workforce.||Use technology to more effectively share information and transfer knowledge.||Embed a culture of continuous improvement.||