Te Kawa Mataaho Public Service Commission’s Statement of Performance

For the year ended 30 June 2021.

Leadership of the Public Management System

This appropriation is limited to ensuring the Public Management System has the design, capability and performance to deliver public services and providing advice and services to support Ministers to discharge their portfolio responsibilities relating to the Public Management System.

2020 Actual*

$000

 

2021 Actual

$000

2021 Budget

$000

2021 Supps

$000

2022 Forecast

$000

33,714

Total Expenses

35,651

31,029

38,818

38,468

26,992

Revenue Crown

27,580

26,379

27,580

27,641

6,337

Revenue Department

8,662

3,950

10,389

10,127

910

Revenue Other

575

700

849

700

34,239

Total Revenue

36,817

31,029

38,818

38,468

*2020 actuals are from the MCA – Policy Advice and Leadership of the Public Management System. This MCA was finished on 30 June 2020 and all funding and expenses transferred to the Leadership of the Public Management System appropriation. All revenue and expenses have been transferred to the new appropriation in 2020/21.

The increase in budgeted expenditure between the 2021 budget and the 2021 supplementary estimates was $7.789 million. The majority of this shift results from an increase in Departmental revenue to fund:

  • the Pacific Service Fale
  • Pay Equity and Gender Pay Gap Taskforce cross-agency collaboration
  • the Workforce Deployment programme
  • the Clerical and Administration Pay Equity Claim
  • the Employee Led Networks programme.

Actual expenditure for the year was higher than the original budget due to the inclusion of these programmes.

What was achieved

Performance Measure

Actual 2019/20

Budgeted Standard Target 2020/21 performance

Actual 2020/21 performance

Technical quality of policy advice papers assessed using the Policy Quality Framework

70%

70%

76%

Measurement Approach

Policy advice provided by the Commission is reviewed by a panel in accordance with the guidance for assessment panels in the Policy Quality Framework. Papers are independently scored by panel members, and moderated, before arriving at an overall score. The Commission looks at a random selection of papers, adjusted to ensure spread across business groups, of all policy papers provided to Ministers. This includes policy briefings, Cabinet papers and related/similar material.

Performance Measure

The Minister for the Public Service  has satisfaction with policy advice

85%

80%

79%

Measurement Approach

The Minister for the Public Service is surveyed to assess satisfaction with policy advice provided during the reporting period. Policy advice papers are papers provided to the Minister for the Public Service for presentation to, and endorsement by, Cabinet.

Commentary

We received feedback from the Minister noting that while the Minister is largely satisfied with the policy advice received, there could be be improvement in the clarity and conciseness of the advice. 

Performance Measure

The Commission works with Public Service chief executives to agree individual development plans.

Achieved

100% of Public Service chief executives have an agreed development plan

Achieved

Measurement Approach

A current development plan must be in place for all chief executives appointed by the Commission to achieve this measure. The Commission works with Public Service chief executives to agree and finalise their development plans; this is evidenced through their signing the document or committing to the content of the plan through other means. The Commission maintains a log of all development plans as they are established and maintained for all Public Service chief executives.

Performance Measure

A succession plan is developed for the chief executive position of all Public Service agencies.

Achieved

100% of Public Service chief executives positions have a succession plan

Achieved

Measurement Approach

The Commission maintains a record of roles, incumbents, expiry of the current term and potential successors for all chief executive positions appointed by the Commission.

Commentary

A succession workshop was run on the 15th March 2021 where all Public Service chief executives roles were reviewed as part of the wider succession project. Attendants included the Public Service Commissioner, Deputy Public Service Commissioner and other senior leaders across the Public Service Commission.

Performance Measure

The Kiwis Count trust and confidence survey is run by the Commission with reporting provided yearly that identifies the public’s perceptions and experiences of trust and confidence in public services.

Published 24 June 2020

Annual results are published by 30 June

Survey is now performed quarterly. Refer below

Measurement Approach

Participants are selected from names on the electoral roll. Approximately 500 people take part every quarter (three months) and around 2,000 every year.

Commentary

The COVID-19 lockdown and technical issues prevented the survey from running for the period July–September 2020.

This measure is no longer applicable because the publication of the Kiwis Count survey has shifted to quarterly, which allows for more up-to-date and meaningful reporting. Consequently, the quarterly reporting rhythm is out of sync with the current target annual date of publication. Our new reporting rhythm and publication dates are included below.

 

Quarter 1

Quarter 2

Quarter 3

Quarter 4

Period

July-Sep

Oct–Dec

Jan–Mar

Apr–Jun

Results published

Data unavailable due to COVID-19

January 2021

April 2021

August 2021

 

Performance Measure

Respondents in the Kiwis Count survey agree or strongly agree that, based on their last service experience, they could trust public servants to do what is right.

79%

80%

80%

Measurement Approach

All respondents who confirm they have ‘used or had contact with a Public Service organisation’ within the last 12 months receive the question with regard to the Public Service “Overall, you can trust them to do what is right”. Respondents provide a numeric response on a 1–5 scale (1 = strongly disagree, 5= strongly agree).

The scale also has an ‘N/A’ option.

Commentary

The COVID-19 lockdown and technical issues prevented the survey from running for the period July–September 2020.

Publication of the Kiwis Count survey has shifted to quarterly, which allows for more up-to-date and meaningful reporting. The aggregated scores of the available quarters are provided for the performance measure. The quarterly scores are as follows:

 

Quarter 1

Quarter 2

Quarter 3

Quarter 4

Period

July-Sep

Oct–Dec

Jan–Mar

Apr–Jun

Score

Data unavailable due to COVID-19

81%

79%

81%

Performance Measure

The Commission strengthens Public Service leadership through all Public Service departments being members of the Leadership Development Centre (LDC).

97% membership

100% membership

100% membership

Measurement Approach

Public Service departments pay a membership subscription to participate in the LDC. Membership of the LDC will include at least the 32 organisations defined as Public Service departments. 

Commentary

The 97% membership in 2019/20 was due to the Pike River Agency not being a member of the LDC. They became a member in 2020/21, lifting the membership to 100%.

Performance Measure

The Commission strengthens Public Service leadership by promoting attendance at the Public Service Leaders’ Summit

1051 invitees

At least 500

invitees

1042 invitees

Measurement Approach

The annual Public Service Leaders Summit is arranged by the Commission and attendance for the event is recorded leading up to the day of the summit. At least 500 attendees are invited to attend the event.

Commentary

Invitee numbers exceeded the performance measure by more than double. This translated to 639 participants attending the March 2021 Summit, which was held virtually due to the impact of COVID-19. A total of 489 people participated individually, and 150 people participated via 23 watch parties.

Performance Measure

The Commission strengthens Public Service leadership by supporting career boards.

112 active members as of 30 June 2020

At least 90 active members across all career board cohorts

113 active members as of 30 June 2021

Measurement Approach

Established practice is to record career board cohort members as ‘Active’, ‘Wider’, or ‘Wider-Development network’. The active cohort is recorded in Talent Exchange and the size of the active cohort is reported quarterly. At the end of the reporting period, Talent Exchange will be interrogated to validate that there are at least 90 active members across the four career boards.

Performance Measure

The Commission collects and publishes Public Service workforce data annually.

Achieved

Published no later than 15 December

Achieved

Measurement Approach

As reporting is prepared annually, and published no later than 15 December, the measure will relate to the report for the previous year. The Commission is measured for its action within the reporting period (compiling and publication of the report) rather than the data contained in the report that relates to the previous period.

Commentary

The data as of 30 June 2020 was published on the Commission’s website on 10 December 2020.

Performance Measure

The Commission reports the remuneration of Public Service chief executives every financial year.

Achieved

100% of all CE remuneration is published

Achieved

Measurement Approach

The Commission has previously published a single annual report of chief executive expenditure. This approach did not accommodate the varied remuneration cycles of chief executives.

Part way through the 2019/20 year, the Commission moved to quarterly reporting of the chief executives whose remuneration cycle renewed during the quarter. Reporting is made available on the Commission’s website and can be reconciled with the list of Public Service departments.

Performance Measure

The Commission meets its statutory requirements for appointment, reappointment and transfer of Public Service chief executives.

Achieved

100%

Achieved

Measurement Approach

The Commission retains evidence of compliance with each of the requirements. Compliance will be recorded in the register of CE appointments. Evidence may include (depending on the nature of the appointment/ reappointment/transfer):

  • correspondence with Ministers and the Governor-General in council to advise of vacancies, make recommendations and receive decisions
  • public notification of the role
  • selection and meeting dates of the selection panel.

Performance Measure

The Commission, in partnership with the Ministry for Women, supports all Public Service agencies to publish their gender pay gap action plans before 31 December 2020.

N/A

100% of Public Service agencies publish their gender pay gap action plans before 31 December

Achieved

Measurement Approach

This target is applicable to the 37 Public Service departments and agencies listed on the Commission website.

Commentary

The Commission achieved the target for all agencies to publish their gender pay gap action plans before 31 December 2020. Future reporting will relate to agencies updating their published gender pay gap action plans by 31 December each year. Agencies have engaged with revised guidance on how to update and develop their gender pay gap action plans. Indications are that we are on track to meet the target.

The content for the following departmental agencies’ is included in their host department’s gender pay gap action plan:

·       Te Arawhiti

·       National Emergency Management Agency

·       Cancer Control Agency.

They are not required to publish separate documents.

Performance Measure

The Commission develops and oversees the implementation of the Open Government Partnership (OGP) National Action Plan. A National Action Plan and associated End-of-Term Self-Assessment is published in accordance with OGP requirements.

Achieved

Achieved

Achieved

Measurement Approach

OGP National Action Plans are published by the Commission. The date of publication is dependent on a number of factors but occurs prior to the period to which the plan relates.

Whilst publication date will vary for each plan, in years where no plan is published, the Commission will report progress towards the completion of the priorities articulated in the plan.

Commentary

The current plan’s implementation period was originally until 30 June 2020 but was extended to 30 June 2021 because of the global impact of COVID-19. This means that OGP requirements are now for our End-of-Term Self-Assessment must be published by the end of November 2021. We are on track for this.

In the meantime, we have continued to publish progress reports against the current plan in accordance with OGP requirements. We have also been publishing the agendas and minutes of the Expert Advisory Panel & Officials Group meetings and any other ad hoc meetings.

We have extended the development period for the next OGP national action plan to the end of 2022 in response to a request from civil society organisations.

Performance Measure

The Commission publishes Official Information Act (OIA) request statistics for government agencies that are subject to the OIA every six months within three months of the end of the reporting period or as otherwise agreed with the Office of the Ombudsmen.

Achieved

Achieved

Achieved

Measurement Approach

The statistics published by the Commission capture five elements:

  • The number of requests completed by agencies in the six-month reporting period.
  • The number and proportion of these requests where legislative timeliness requirements were met.
  • The number of responses proactively published on an agency’s website.
  • OIA complaints to the Ombudsman that were notified to the agency.
  • Final views issued by the Ombudsman where a deficiency was identified.

The Commission publishes the report including each of these five elements within three months of the end of the reporting period. Where extraordinary circumstances impact the ability to report within this timeframe, alternative arrangements are agreed with the Office of the Ombudsman.

Commentary

Reporting is available on the Commission’s website. Statistics covering the five elements were published on 8 September 2020 (reporting period Jan–Jun 2020), and 4 March 2021 (reporting period Jul–Dec 2020).

Performance Measure

The Commission recognises the contribution of public servants through the coordination of annual awards and recognition events by recognising and publicising the recipients within one month of the medal’s award.

Achieved

100% of recipients recognised within one month

Achieved

Measurement Approach

The Commission maintains a register of recipients of the New Zealand Public Service medal. This record is updated with the date on which they were presented with the award.

Within one month of the medal being given to the recipient, the Commission recognises them publicly where it is appropriate to identify the individual recipient. The Commission maintains a record of medal recipients and the date of award which can be reconciled to the publicly available list.

Te Kawa Mataaho Public Service Commission – Capital Expenditure PLA

This appropriation is limited to the purchase or development of assets by and for the use of Te Kawa Mataaho Public Service Commission, as authorised by section 24(1) of the Public Finance Act 1989.

2020 Actual

$000

 

2021 Actual

$000

2021 Budget

$000

2021 Supps

$000

2022 Forecast

$000

565

Property, plant and equipment

722

100

788

100

89

Intangibles

100

-

400

-

654

Total appropriation

822

100

1,188

100

Section 24(1) of the Public Finance Act 1989 allows the Commission to purchase assets to the extent its working capital allows. This allows the Commission to exceed the budget, provided it has the working capital to do so.

The majority of 2020/21 capital expenditure was spent on leasehold improvements and furniture and fittings. This is due to the fitout of a new level that was acquired by the Public Service Commission and the refresh of the Social Wellbeing Agency’s premises. Other capital spend during the year included the ongoing refresh of computer equipment and work on the Commission’s website.

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