State Services Commission Performance Framework 2016-2020

Government

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

Minister

Demonstrate excellence in our business, in particular:

CE performance management

Collective Impact

CE recruitment

Collective impact

Leadership and talent development

System Stewardship

Employment relations

System Stewardship

Performance Improvement Framework Learning Culture

Policy Outputs:

(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

Outcomes:

(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

SSC supports system leaders to drive sustainable improvements in:

• the results Government wants to achieve,
• customer experience year on year, and
• the capability of agencies and system leaders.

Performance management and recruitment:

• Support the delivery of results
• Incentivise collaborative leadership

Collective governance:

• Focus CEs and senior officials on key issues and opportunities to improve how the State Services work.
• Support Ministers to ensure agencies deliver Government priorities and results for New Zealanders.

Providing advice on system design

• Develop government services tailored to the needs of specific communities.  Better position the State sector to respond to and support Auckland's growth. Undertake an evaluation of what works in State sector reform to guide effective investment.

Impacts:

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)

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.

Impacts:

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).

Outputs:

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 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.

Information strategy

Enable efficient and effective use of information to lift system performance.

Impacts:

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.

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.

Corporate services

Supporting the rest of SSC to deliver.

Outputs:

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.

Year

DOE

NDOE

2016/17

$27.2m

$14.1m

2017/18

$26.5m

$14.1m

2018/19

$25.4m

$14.1m

2019/20

$25.4m

$14.3m