Better Public Services: Results

DOUG CRAIGDeputy Commissioner State Services Commission

Health and Disability Sector NGO-MoH Forum18 April 2013

Delivering Better Public Services

Start by showing short video about what is driving reforms for better public services and the critical need in the Public Service to work with others12

2One of Governments four priorities:31. Responsibly managingthe Governments finances2. Building a more competitive and productive economy3. Delivering better public services 4. Rebuilding Christchurch

Delivering better public services is one of the Governments four priorities for this term

Discuss how these four priorities connect

According to the Treasury, government has been operating on a deficit since 2009

2009 - $3.9 billion2010 - $6.3 billion2011 - $18.4 billion2012 - $9.2 billion2013 - $7.3 billion (forecast)2017 - $ 2 billion surplus (forecast)

Earthquake damage in Christchurch amounts to about $20 billion or around 10 per cent of GDP, and $30 billion estimated for rebuild.

3Drivers for change4Financial constraintsIncreasing public expectations Demand for improvements in addressing complex societal issues

Global financial crisis

Expectation from NZ public and business for more responsiveness to service needs and better joined up services

Agencies need to work together to help clients with co-dependent needs and issues you would be especially aware of that in the health sectors. Health, housing and employment needs are often connected.

In education, for example, NZ has very high standards of achievement for some New Zealanders, with a high number of students passing national qualifications, yet in other areas there are groups of our population who are missing out in schools, who are not learning to read, who are not attaining qualifications. These are the wicked problems that all governments struggle with, in spite of government focus and resourcing, and which require us to take a different approach. 4Ten priority resultsReducing long-term welfare dependencereduce the number of people who have been on a working age benefit for more than 12 months

5Reduce by 30% from 78,000 in April 2012 to 55,000 by 2017

Supporting vulnerable childrenincrease participation in early childhood educationincrease infant immunisation rates and reduce the incidence of rheumatic feverreduce the number of serious assaults on children

By 2016, 98% of new entrants will have participated in quality ECEAchieve and maintain 95% coverage of eight-month olds fully immunised with scheduled vaccinations by June 2017By 2017, halt the 10-year rise in children experiencing physical abuse and reduce current numbers by 5%Boosting skills and employmentincrease the proportion of 18 year-olds with NCEA level 2 or equivalent qualificationincrease the proportion of 2534 year-olds with advanced trade qualifications, diplomas and degrees (at level 4 or above)

85% of 18-year olds will have achieved NCEA level 2 or an equivalent qualification55% of 25 to 34 year-olds will have a qualification at level 4 or above by 2017Reducing crimereduce the rates of total crime, violent crime and youth crimereduce re-offending By June 2017, reduce crime rate by 15%, violent crime rate by 20%, youth crime rate by 5%, and reoffending by 25%Improving interaction with governmentNew Zealand businesses have a one-stop online shop for all government advice and support they need to run and grow their businessNew Zealanders can complete their transactions with the government easily in a digital environment

Reduce business cost from dealing with government by 15% by 2017 An average of 70% of New Zealanders most common transactions with government will be completed in a digital environment by 2017 up from 24% currentlyThe backbone of this new approach is what were calling the results-approach. We focus on what matters to New Zealanders and we work with other agencies, with NGO groups, and with whoever we need to get the results that New Zealanders need. This is highlighted by the governments 10 priority results. I know that many of you are or will be involved in the work that government agencies need to undertake to deliver on targets set for these results. Minister have made it clear to departments you wont be able to deliver on our results on your own.56Focus on resultsWorking with othersMake sure people are at the heart of everythingStrengthen system leadershipIncreased flexibility and provide innovative and agile servicesKey to providing better public services

We know New Zealanders are not particularly interested in how were organised, what our accountability arrangements look like, what our four-year plans contain or what processes were following. What they are very interested in are results, things that will make a difference to their lives and their childrens lives. And thats what public servants come to work for: to make a difference. I know for many of your agencies, in working with the State sector, you need to know about our processes, our reporting timetables and our expectations but for you, on the frontline, in the work you do, you are especially aware of what is important to the people you work with.

To deliver a high performing State Sector that New Zealanders trust, and one that provides outstanding results and value for money, State sector agencies need to:Focus on results shifting from outputs to achieving results that benefit families and communities Working with others - Need for greater collaborationacross the systemMake sure people are at the heart of everythingPeople-centred service design and delivery designing services with people and businesses around their needs High performing engaged workforce State servants are highly engaged and there is the right capacity and capability to deliver on resultsStrengthen system leadershipnew system level roles to drive better performance (e.g. HoSS, Result leaders, Functional leaders)A new leadership culture leadership at all levels with strong cross-agency leadership through the system and sustainable, capable organisations that are able to meet the challenges of the present and the futureIncreased flexibility and provide innovative and agile services Develop capability to deliver services in the best way, whether from public, not-for-profit or private sectors, achieved through a vibrant culture of performance improvementMaintain effective spending and efficiencies purchasing together for common functions and ensuring agencies have the capability to do what is needed to work in this new way(e.g. functional leadership and four-year planning).

6Better Public Services You are part of the journey7

RESULTSFor many results, targets will not be achieved unless agencies mobilise resources beyond the State services, in particular the resources of non-government NGOs and local government. While there has been focus on linking with NGOs in some result areas (particularly in the Vulnerable Children result area, and in reducing crime), we should expect to see more.We know that agencies have to truly collaborate with NGO colleagues, that we have to explore opportunities for co-creating and fully consulting.By the end of 2013 we expect to have greater confidence that targets will be achieved on the back of improved inter-agency collaboration, evident not only through joint governance arrangements, but also through:a. joint funding arrangementsb. joined-up front line service delivery for businesses, families and communities, including closer work with NGOs and local government.

7Questions/Discussion 88