Results

Critical Area

Lead Questions

Government Priorities

1. How well has the agency identified and responded to current government priorities?

Core Business

2. How effectively is the agency delivering this core business area?

3. How efficiently is the agency delivering this core business area?

4. How well does the agency's regulatory work achieve its required impact?

Organisational Management

Critical Area

Element

Lead Questions

Leadership, Direction and Delivery

Vision, Strategy & Purpose

5. How well has the agency articulated its purpose, vision and strategy to its staff and stakeholders?

6. How well does the agency consider and plan for possible changes in its purpose or role in the foreseeable future?

Leadership & Governance

7. How well does the senior team provide collective leadership and direction to the agency?

8. How well does the board lead the Crown Entity? (For Crown Entities only)

Culture & Values

9. How well does the agency develop and promote the organisational culture, behaviours and values it needs to support its strategic direction?

Structure, Roles & Responsibilities

10. How well does the agency ensure that its organisational planning, systems, structures and practices support delivery of government priorities and core business?

11. How well does the agency ensure that it has clear roles, responsibilities and accountabilities throughout the agency and sector?

Review

12. How well does the agency monitor, measure, and review its policies, programmes and services to make sure that it is delivering its intended results?

External Relationships

Engagement with the Minister(s)

13. How well does the agency provide advice and services to its Minister(s)?

Sector Contribution

14. How well does the agency provide leadership to, and / or support the leadership of other agencies in the sector?

Collaboration & Partnerships with Stakeholders

15. How well does the agency generate common ownership and genuine collaboration on strategy and service delivery with stakeholders and the public?

Experiences of the Public

16. How well does the agency meet the public's expectations of service quality and trust?

People Development

Leadership & Workforce Development

17. How well does the agency develop its workforce (including its leadership)?

18. How well does the agency anticipate and respond to future capability requirements?

Management of People Performance

19. How well does the agency encourage high performance and continuous improvement among its workforce?

20. How well does the agency deal with poor or inadequate performance?

Engagement with Staff

21. How well does the agency manage its employee relations?

22. How well does the agency develop and maintain a diverse, highly committed and engaged workforce?

Financial and Resource Management

Asset Management

23. How well does the agency manage agency and Crown assets, and the agency balance sheet, to support delivery?

Information Management

24. How well does the agency utilise information & communications technologies to improve service delivery?

Efficiency

25. How robust are the processes in place to test for efficiency and make efficiency improvements?

26. How well does the agency balance cost and quality when considering service delivery options?

Financial Management

27. How well does the agency manage its financial information and ensure financial probity across the business?

Risk Management

28. How well does the agency manage agency risks and risks to the Crown?

Applying the Agency Performance Improvement Model

There are two ways of applying the agency model:

· Self review - an agency can use the model as a self-review tool in order to inform its own performance

· Formal review - agencies are provided with an independent review of their capability, performance and ability to deliver on Government's priorities.

Example of Agency Summary Assessment

Government Priorities

Rating

 

Core Business

Rating

(Effectiveness)

Rating

(Efficiency)

Greater efficiency for Government's ICT Procurement

""

 

Technology procurement for government

""

""

Use syndicated suppliers to drive an efficient State Services

""

 

Best Practice support

""

""

Best practice available through State Services

""

 

School lunches

""

""

     

Policy advice

""

""

       

Rating

 
     

Regulatory Impact

""

 

Organisational Management

Leadership, Direction and Delivery

Rating

 

People Development

Rating

Vision, Strategy and Purpose

""

 

Leadership and Workforce Development

""

Leadership and Governance

""

 

Management of People Performance

""

Culture and Values

""

 

Engagement with Staff

""

Structure, Roles and Responsibilities

""

 

Financial and Resource Management

Rating

Review

""

 

Asset Management

""

External Relationships

Rating

 

Information Management

""

Engagement with the Minister(s)

""

 

Efficiency

""

Sector Contribution

""

 

Financial Management

""

Collaboration and Partnerships with Stakeholders

""

 

Risk Management

""

Experiences of the Public

""

     

Anchor statement

Strong

""

Well placed

""

Needing development

""

Weak

""

Not assessed

?

The agency report for a formal assessment contains four sections:

  • Context - discussion of agency's operating environment, its role, purpose and function.
  • Findings - an overall summary supported by narrative and evidence
  • Actions - priority areas identified to drive improvement
  • Response from agency on the report.

For more information

More information is available on the State Services Commission website at publicservice.govt.nz/pif . Alternatively contact the Performance Improvement Framework team on 04 495 6600 or email performance.improvement.framework@publicservice.govt.nz .

Copyright: https://www.publicservice.govt.nz/copyright

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