Briefing to the Incoming Minister of State Services

Transcription

1 Briefing to the Incoming Minister of State Services Welcome to your State Services leadership role. Your role is important to all your Cabinet colleagues and key to the success of the Government overall. All Ministers rely on the departments of the Public Service, and agencies in the wider State services, for reliable analysis and advice and for excellent implementation of government decisions. The State Services Commission (SSC) helps you drive agency performance improvement and system-wide change, thus delivering the results New Zealanders are seeking. Contents Part One: Public Services Briefing to the Incoming Government Part Two: Role of the Minister of State Services Part Three: About the State Services Commission 02 This briefing is in three parts. Part one summarises the Public Services Briefing to the Incoming Government. Part two introduces your role; it covers the current reform programme, your key relationships and some of the key system levers. Part three describes how the State Services Commission is organised to support you. This document has been proactively released. Redactions made to the document have been made consistent with provisions of the Official Information Act

2 Part One Public Services Briefing to the Incoming Government You and other Ministers have received a Public Services Briefing to the Incoming Government (BIG). It outlines the key opportunities to build the capability of the State services to achieve results expected by New Zealanders (figure 1). We would welcome the opportunity to discuss the Government s reform agenda with you. Advising on, and implementing, the Government s State sector reform programme is a major part of SSC s work, and is of vital interest to its central agency (Treasury, Department of the Prime Minister and Cabinet) partners. Leading for Results The results-focused approach means we are making the greatest impact we can with the resources we have. This investment mindset is helping drive a considerable cultural shift across the system. Figure1: Key opportunities in the Public Services Briefing to the Incoming Government (BIG) Building Collective Impact The positive system changes already made have been based on greater collective impact; more effective results are made possible when agencies work together. Driving a results focus across the whole system System Leadership Development Better use of data Better insights and advice Responding to diversity Innovation and Risk 03 02

3 Current Reform Current reform is primarily focused on getting traction on the big cross-cutting issues that require collaboration between multiple agencies. These issues, if unaddressed, will likely continue to hold back the social, environmental and economic progress of New Zealanders. The reform programme is also focused on strengthening public institutions so that they are more agile, have a greater ability to adapt to unforeseen events, and are capable of innovating and incubating great ideas. State service leaders are supporting Ministers to navigate this reform using four guiding principles (table 1). First, citizen-centricity. This means they are putting the needs of New Zealanders at the centre of everything they do. Second, a results focus. State service leaders are achieving results that support New Zealanders to get ahead. They are delivering on Government priorities, and learning to share information and to use it wisely. Leadership is the third guiding principle. State service leaders are motivating each other to provide excellent State services for New Zealanders, while learning how to work together to bring out the best in their people. Finally, they take seriously their role as kaitiaki and stewards over the assets (including people and money) entrusted by the public to their care. State service leaders give free and frank advice on today s issues with an eye to the future. Table 1: From now to the future Now Agency-centric Outputs and outcomes One or two strong agency leaders Focus on the short term Future Citizen-centric; working for and with New Zealanders. Results ; working together to make a difference for New Zealanders. Leadership; empowering our people p and motivating one another. Stewardship; looking after New Zealand for present and future generations. 03

4 Key system partnerships For the current reform to be successful Ministers and State sector leaders need to create and own a system that is better fitted to delivering results for New Zealanders. Your role as Minister of State Services is deeply connected to the role of State Services Commissioner, and critical to the success of the current reform (figure 2). Success will follow if we focus Ministers and agencies on the shared context and environment, and the needs and expectations of New Zealanders. By engaging Ministers and State sector leaders in this way, the State services will project a shared, clear and galvanising picture of the future, which will energise both their people, as well as external stakeholders. All Ministers Figure 2: Roles are deeply connected All State sector leaders, specifically Public Service chief executives and Crown entity board Chairs. Minister of State Services Closely working with the Prime Minister, Minister of Finance and State Sector Reform Ministers. i State Services Commissioner Closely working with the Secretary for the Treasury, the chief executive of Department of the Prime Minister and Cabinet and other corporate centre partners. 04

5 Some of the key system levers While there are a range of levers in the system, there are six primary levers currently available to you and the State Services Commissioner (figure 3). The levers enable us to influence and drive both the pace of change, and the levels of performance. For example, the Results approach enables a focus on services designed to meet customer needs and expectations. Some of the levers are more mature than others. Some are more impactful. They are mutually supporting. Good governance and integrity is integral to the application of all these levers. Figure 3: Integrated system levers Results We have overall responsibility for supporting the Results approach. We identify and resolve system bottlenecks that constrain the result focus. Results Executive Management We work on behalf of the Crown to ensure the best Public Service chief executives are recruited and they are successful. Four-year plans With the Treasury we support agencies to develop a medium term strategy that is fiscally sound and aligns resources to the required results. Some questions you might have: How do I use these levers to target agencies effort towards the hardest and mostly costly issues? Are there areas where you want to discuss how the levers can be used, e.g. how do we ensure we are future focused as we rebuild Christchurch? How could the Results approach be applied in Auckland? System Risk and Assurance Risk is a fact of reform. We cannot avoid risk altogether, but we work with others to identify it, manage and use it. We help the system to prepare for what is around the corner. Continuous performance improvement We deliver the Performance Improvement Framework and Continuous Improvement programmes on behalf of the system. Workforce and Leadership We oversee State sector workforce bargaining, and the issues arising in the course of bargaining. We are building a system leadership pipeline that is both more diverse, and more able to respond to the needs and expectations of New Zealanders. 05

6 Results: helping you go faster Figure 4: the component parts of the Results approach Agencies are organised around the results that matter to the Government and New Zealanders. Results require agencies to find new ways of combining capabilities and resources to address difficult issues that are important to New Zealanders. Focus on the vital few. Trying to do too much has hampered previous efforts to improve outcomes because it has been unclear how to prioritise scarce resources and capability. Data and performance information is used to drive action. Those responsible for result achievement are required to demonstrate progress against key indicators and targets. Leaders are accountable for achieving cross-agency results. Each result area has a named Minister and chief executive tasked with leading across agencies and accountable for achievement of results targets. Open Government. Progress towards achieving the results is announced every six months. Publication is an important driver of action. Tangible outcomes. Results are achieving tangible, measurable outcomes for New Zealanders. Government actions can be tracked and measured. Need to reset result targets and measures, and establish crossportfolio Ministerial leadership. 06

7 Public Service executive management Ministers lead board appointments to agencies in the wider State sector. You and the State Figure 5: Appointments of Public Services chief executives Services Commissioner work together on a range of decisions regarding Public Service chief that are led by the State Services Commissioner executives (figure 5). Appointment Most importantly, this includes the appointment (and reappointment, where appropriate) of most Public Service chief executives. It is vitally important that the appointees are able to work effectively with Ministers and the government. It is the statutory role of the State Services Commissioner to run the appointment process for most Public Service chief executive positions, and to submit a recommended appointee. You have a formal role in forwarding the State Services Commissioner s s recommendations through Cabinet and the Executive Council. You and your office have a role in ensuring that the views of responsible Ministers on a vacancy are made known to the State Services Commissioner. The Commissioner is required to consult you and the Prime Minister prior to finalising terms and conditions of employment for appointees. MCH MWA ENV SFO DIA CL DHBs MSD MPIA TPK DOC MOJ CORR MOH TREAS DPMC MPI CUS GCSB POL CS STATS MOT NZTA MOD MFAT SIS PS PCO Performance management You, your ministerial colleagues and the State Services Commissioner work together on an ongoing basis to ensure good performance by chief executives across their terms. The State Services Commissioner is the employer of most Public Service chief executives. In that capacity, he sets expectations for their performance, and he reviews their performance. In recent months those expectations have been renewed, to ensure a clear focus on agency and system- wide performance. Put simply, the bar has been raised. The State Services Commissioner reviews chief executive performance against the expectations. He determines the extent to which those chief executives, whose remuneration he sets, receive part or all of the remuneration designed to incentivise performance. He and his staff are always working to ensure that chief executives development is well-supported, with an eye to performance in their current roles and beyond. This in turn supports succession planning for chief executive roles, and in identifying opportunities for deployment across the system. You, senior Ministers and responsible/portfolio Ministers have a vital interest in this ongoing performance management. The State Services Commissioner and his staff will want to talk to Ministers throughout the year, to share perspectives on the performance of each chief executive, the departments they lead, and on the performance of the Public Service chief executive cohort as a whole. This engagement is mandated by s43 of the State Sector Act. The State Services Commissioner sees it as essential to drive and support best possible performance. EDNZ TEC EDU MBIE IR HNZC NZTE NZQA ERO CERA ACC CALL WS Key: State Services Commissioner appoints these Public Service chief executives Appointments led by others NZDF 07

8 Workforce, Leadership and Talent One of the single biggest investments the system makes is in the people who support the government of the day and provide services to New Zealanders. Investment in people comprises approximately 70 percent of State sector operating costs. Major trendsetting negotiations are due in We need to recognise Government s fiscal priorities while enabling agencies to attract and retain the talent needed for better and smarter public services. You have an important oversight role on this issue, and we would welcome an early opportunity to brief you. Figure 6: total % of FTEs working in government 13.5% 52.1% 20.3% Core Public Service, e.g. MSD State Services, e.g. DHBs, HCNZ and schools State Sector, e.g. SOEs We are moving the system from great agency leaders to great system leaders. We are building people capability aligned to system needs Clear business and service direction is essential to a high performing and productive workforce. Our workforce focus is to work with agencies to ensure that people skills and productivity are well matched to the needs of their business. The priority for agencies 2015 Four-year plans is to enable better deployment decisions through improved forecasting of people numbers and mix of skills as well as workforce costs. We work with HR leaders and practitioners as a key resource in growing the effectiveness of people across the public service. We are positioning leaders as system assets Chief Executives and senior leaders are key to driving system reform. We will develop and deploy these leaders so they can make the greatest contribution for the system and the communities they serve. We are building insights through data A system wide approach to development, assessment and talent management will be supported by strong data and analytics. We will deliver a single talent management system that will enable key talent analytics. We are unlocking Early in Career Leaders We will embed a recruitment t strategy t into the state t sector that t supports an increasingly diverse leadership cadre who are representative of New Zealand. Early in Career Leaders will see what it takes to develop a career in a modern New Zealand state service. Career paths will be described to reflect key breadth and depth experiences early. Deployment and mobility across the service will be the norm. 14.2% Public Sector, e.g. local government We are providing stewardship of our critical functions We are building maturity and capability in key functional areas. Development of a talent pipeline to lift the performance of these key functions will support long term stewardship. 08

9 What we heard you say Your policy platform for the 2014 General Election and our subsequent discussions i with senior incoming i Ministers i provide a plan for New Zealand. Working for... New Zealand s future live within our means start paying off debt keep generating new jobs New Zealand families strong focus on addressing child poverty invest in teaching quality bring in free doctors visits for children under 13 extend paid parental leave to 18 weeks cut through red tape to increase the number of homes being built Part Two Jobs and growth help smart Kiwi companies compete and win on the world stage back businesses with record levels of research and development train more people with skills in areas they need increase exports, while protecting and improving the environment Local communities get people off welfare and into work get crime rate even lower reduce hospital waiting times for cancer treatment and elective surgery invest in roads, public transport and ultra-fast broadband d to keep communities connected We had some initial i i ideas about how we can make the greatest contribution i to the Government s plan for New Zealand. We would welcome an opportunity to discuss these ideas with you. By System Stewardship We will have strengthened the perception of New Zealand as a high integrity country. We have met New Zealand s Open Government Partnership commitments, put in place a Code of Conduct for Ministerial Advisers and embedded improved information security and privacy practices across the State services. We have aligned and focused the system through 4 year plans. Four Year Plans will be used to help prioritise and achieve sector and system aims. They will provide a basis for Government decisions about investment. Collective Impact We will have made real progress in developing e and delivering e the key result areas. We will have delivered the Better Public Services results. The approach will have placed customers at the centre of Government services and driven investments to deliver better results. Aucklanders will see the Public Service as relevant to their needs. Public Services in Auckland will be operating cohesively, and in strong cooperation with the local government and non-government sectors. The results approach will be yielding real benefits in South Auckland. Learning system We have leaders who are recognised as delivering the results that make the most difference for New Zealanders. We will have enabled an ingrained culture of continuous improvement within the Public Service. Our leaders will be innovators exploiting new opportunities to deliver services to communities in new and more effective ways. They will quickly apply insights about what works and why it works. 09

10 Part Three About the State Services Commission Executive Leadership Team Iain Rennie State Services Commissioner/Head of State Services DDI: Iain.Rennie@ssc.govt.nz Sandi Beatie Deputy State Services Commissioner DDI: Sandi.Beatie@ssc.govt.nz 120 FTEs Background We are located in the Reserve Bank Building in Wellington. Our chief executive is the State Services Commissioner. He is appointed by the Governor-General in Council on the advice of the Prime Minister. The Deputy Services Commissioner is also appointed by the Governor-General in Council on the advice of the Prime Minister. She is able to exercise all the functions, duties, and powers of the State Services Commissioner. We are one of the few agencies that works across government. Al Morrison Deputy Commissioner, State Sector Reform DDI: Al.Morrison@ssc.govt.nz Dallas Welch Deputy Chief Executive, Organisational Strategy & Performance DDI: Dallas.Welch@ssc.govt.nz Andrew Hampton Government Chief Talent Officer DDI: Andrew.Hampton@ssc.govt.nz Jenni Norton Deputy Commissioner. Performance Improvement Programme DDI: Jenni.Norton@ssc.govt.nz Liz Sinclair Deputy Commissioner. Sector and Agency Performance DDI: Liz.Sinclair@ssc.govt.nz Ryan Orange Deputy Commissioner, State Sector Performance Hub Tel: Ryan.Orange@treasury.govt.nz Our people SSC s workforce is predominately policy and business analysts, managers and service staff. The average age is 45. The average length of tenure is 3.1 years. 65% of our people are female. 9% are Maori. 5% are Asian. Role The Commissioner's role is to provide leadership and over-sight of the Statet services so as to ensure the purpose of the State Sector Act is carried out, including by (a) Promoting the spirit of service to the community (b) Promoting the spirit of collaboration among agencies (c) Identifying and developing high-calibre leaders (d) Working with State services leaders to ensure that the State services maintain high standards of integrity and conduct and are led well and are trusted (e) Overseeing workforce and personnel matters in the State services (f) Advising on the design and capability of the State services (g) Evaluating the performance of Public Service leaders, including the extent to which they carry out the purpose of this Act (h) Supporting the efficient, effective and economical achievement of good outcomes by the State services, and (i) Promoting a culture of stewardship in the State services. Functions The State Services Commission administers the State Sector Act The purpose of the Act is to promote and uphold a State sector system that a) imbued with the spirit of service to the community b) operates in the collective interests of government c) maintains appropriate standards of integrity and conduct d) maintains political neutrality e) is supported by effective workforce and personnel arrangements f) meets good-employer obligations g) is driven by a culture of excellence and efficiency, and h) fosters a culture of stewardship. The Commission also jointly administers the Crown Entities Act 2004 (with the Treasury) and administers the Protected Disclosures Act $26m Vote: State Services Portfolio We have started using a portfolio investment approach. 10

11 Part Three A portfolio investment approach Pro oducts and services Impacts We recently adopted a portfolio investment approach to drive the reform agenda. We would like to brief you on the four portfolios, and on the related products and services. These briefings may assist you to refine your priorities and work programme. Ensuring the system has the people and institutions it needs to respond to the needs of today and the future. System leaders are supported to maximise their impact and deliver agreed results to customers. Ensuring the system learns about what works best and uses this to improve its performance to customers. e.g. Leadership and Talent Trust and Integrity Employment Relations Four-year plans. e.g. Public Service executive management, including appointments and succession Results focus Common functions Machinery of Government System Risk Assurance. e.g. Performance Improvement Framework and Continuous Improvement. Using a portfolio approach, we ensure we understand the cost and value of our interventions. 11 $ 2014/15 Budget OBU