Part 3: Towards a people-centred operating model
The Ministry recognises that to meet changing expectations we need to operate differently. A significant programme of work is underway to position the Ministry to meet the challenges of the present and the opportunities of the future. Technological changes, increasing expectations from those we work with, financial constraints and the need to integrate services and support across Government are fundamentally changing the way we think about how we operate as an organisation and how we design and deliver services.
Implementing a new single integrated operating model
The Ministry has a good track record of delivering results; however, we are acutely aware of the stewardship obligations we have to make sure the Ministry can meet medium and long-term issues and challenges. Our traditional approach of self-contained service lines is inefficient and unsustainable, making it difficult to work cohesively internally or across the sector. The Ministry is progressively moving towards a single integrated operating model providing a whole of Ministry view across our functions and services. We are investing in governance capability and corporate systems to guide decision-making.
The new model will support the development of better integrated service delivery, including how to achieve the best outcomes for people with complex needs, and ensure the needs of the people we work with are at the centre of our services. This will result in change for every part of the Ministry, as structures, services and ways of working are aligned with this model.
We are deliberately and actively shaping an innovative, open and constructive culture to support this new way of working. Culture change is a priority for the Ministry.
Better use of data will improve our understanding of what people need
Data, and the insights that can be generated from that data, are among the Ministry’s most significant assets. A Data Hub has been established to ensure these assets are fully exploited to provide:
- a more comprehensive understanding of the needs of the people we work with
- a richer way of analysing policy options
- a more sophisticated method of targeting the level and intensity of service appropriate to the needs of an individual or family
- frontline staff with information about how services are working, helping them make decisions about the right services.
Improved data integration and analytics are critical for extending the techniques associated with the investment approach, introduced through the welfare reforms, to improve the effectiveness of our services.
Simpler systems and processes will be easier for the people we work with and will generate efficiencies
Transactional business processes represent a significant proportion of the Ministry’s activity and operating costs. The Simplification project is redesigning these processes to be ‘simple at the front and smart at the back’. It will remove duplication from different parts of the Ministry and streamline and automate the application, assessment and payment of financial assistance and support.
The Simplification project is also developing comprehensive online and mobile services to encourage users to take up self-service options.
Upfront investment in people, processes and systems will be needed to achieve the aims of Simplification. However, by making these processes easier and reducing duplication, the Ministry expects to realise efficiencies and savings that will help to manage cost pressures in future years and free up resources to reinvest in high-priority areas.
Integrating service delivery at the front line
While Simplification looks at redesigning and integrating internal systems and processes, the Service Delivery Learning Initiative is exploring what works in terms of integrating the delivery of services at the front line.
The initiative is not about designing a new service model, but rather about testing new and innovative ideas and strategies that improve the way people access the services and support they need from the Ministry, regardless of how they make initial contact. The challenge is to work together across service lines to provide integrated solutions.
The initiative, which began in May, is running from the Durham Street site in Christchurch and is set to run until the end of November. The lessons learnt through the initiative will help inform the development of the new operating model and the design of future service delivery so that it is more people-focused and meets the changing expectations of those we work with.
Investment in technology and robust information governance is necessary to support these changes
All of these changes will, over time, require significant investments in ICT and robust information governance. Better use of technology and improved management of information will allow us to meet the demand for more on-line and self-service options. Efficiencies will be generated by reducing the duplication and fragmentation of our current systems and platforms.
Increased agency collaboration depends on clear information-sharing processes and agreements. A key challenge will be managing the interface between different systems and capabilities across government agencies, community organisations and business partners. More integrated ICT and information management may not be welcome to some people, and it will be critical to address concerns about how we use people’s information. It is important that New Zealanders have confidence in government agencies to do all they can to keep personal information safe. Practices and procedures are in place to maintain the security of information, balanced against the insights and efficiencies gained from sharing information. Robust information management and security practices will be critical as we progress this work.
