Changing how we work

To achieve its strategic intentions, the Ministry is changing the way it works, to take a whole-of-Ministry approach that will better integrate its services, resources and support. By being an integrated agency we will achieve better results for people and make a greater contribution to the social sector.

Our key priorities over the next four years to build our capability and enable change towards our strategic direction are:

• streamlining processes and systems for delivering transactional services and improving the effectiveness of our frontline
• strengthening our capability to allow us to operate as a single, cohesive agency working together for collective impact.

Streamlining processes and systems for delivering transactional services and improving the effectiveness of our frontline

Transactional services are a significant portion of the Ministry’s work and one of the main channels through which the public experiences our services.

The Ministry is clearing away transactional clutter and allowing staff to focus on necessary interactions in relation to obligations, work readiness, and job search.

Innovative approaches to service delivery are also an important focus for the next four years.

The next four years

The Ministry plans to continuously roll out a programme of simplified processes and transactions over the next two to three years.

Starting with current Ministry clients in 2015/2016, there will be a greater opportunity for applying for assistance and support online or on mobile devices.

Enhanced use of digital channels will also speed up transactions, meet individuals’ expectations and contribute to the achievement of Better Public Services Result Area 10 – New Zealanders can complete their transactions with the Government easily in a digital environment.

The public will benefit through a simpler system, with increased accuracy, efficacy and timeliness in processing.

In 2016/2017 these and other processes will be rolled out to new clients. By late 2017 there will be integrated digital channels into the Ministry’s back-end systems.

Focusing on effectiveness

Once staff transactions are simpler and more efficient, there will be more opportunity for staff to focus on the activities that make a difference to people’s lives.

The investment approach relies on staff being able to identify those who would benefit from more intensive support, and on staff having the time to undertake the required activities.

Simplifying transactions and streamlining processing mean that information is in one place; it’s accurate; and staff spend less time inputting data or checking for accuracy- rather they can focus on putting in place a plan for improving individual and family circumstances.

Better use of data

The Ministry uses data and insights to improve the way it works and identify who it needs to provide services to and how to provide these services. Data informs decision-making and ensures that services provided are effective, based on sound evidence and support the Ministry’s overall goals. We see data as among our most significant assets.

Better use of our own data, and integrating our data with that of other agencies, will allow us to continue to improve and target our services and evaluation.

Over the medium term, the Ministry will develop the capability for its transaction systems to line up with those of other agencies to foster efficiencies. Work with Statistics New Zealand’s Integrated Data Infrastructure (IDI) (for research and statistical purposes) and the Vulnerable Kids Information System (ViKI) has already begun.

Fraud prevention

The Ministry is committed to strengthening fraud prevention and debt recovery to help people avoid debt and achieve better future outcomes. Our priorities in the fraud area are to support people to do the right thing and make it difficult for people to defraud taxpayers.

Through the Debt Collection Strategy, the Ministry will take steps to increase debt collection by automating business processes where appropriate.

Supporting older people

New Zealand Superannuation represents nearly 50 percent of the Ministry’s total expenditure. The number of people receiving New Zealand Superannuation is growing and year on year we expect a net increase of around 25,000 people.

With the growing population, we will also see a growing cohort of the public who will demand a more diverse range of service offerings. They will be more open to using technology to meet their service needs and may require less interaction with the Ministry’s case managers than our current superannuitant base. Over the medium term the Ministry will position itself to cater for both the changing demographics and the changing needs of superannuitants.

Strengthening our capability to allow us to operate as a single, cohesive agency working together for collective impact

It is vital that the Ministry builds the required capability in people, processes and systems to enable it to deliver more efficient services and better outcomes. A successful organisation requires a strong centre to both guide and provide the right support and to deliver on goals, but is also an investment in the future.

The next four years

The Ministry’s strategic direction and medium-term priorities are centred on becoming an integrated, client-centred organisation. This strategy requires strong and effective corporate functions and leadership.

Corporate capability and systems

As the Ministry’s strategy develops, the corporate model needs to adapt to meet new expectations and responsibilities. This includes increased leadership functions beyond a traditional transactional support role.

Three specific areas are a focus for supporting the Ministry’s leaders to understand and make decisions from a whole-of-Ministry perspective to deliver its strategic objectives and accountabilities:

• governance arrangements - enabling the decision-making framework and environment that support the effective integration of services and ensuring the organisation understands its outcomes holistically
• supporting a single, integrated organisation – leading communications, corporate policies and procedures
• information, performance framework and reporting – supporting the Ministry to carry out its governance and accountability responsibilities.

Leadership and capability

Strong leadership is instrumental in effecting the desired shifts in our culture and performance.

To be the type of organisation we need to be in the future, we are focused on ensuring the Ministry has the appropriate mix of knowledge, skills and experience at all levels.

The Ministry has a suite of Leadership Development Programmes that we will use over the medium term to develop managers and leaders at all levels.

Talent management and succession planning

The Ministry is focused on building the right capability to deliver its strategic plans and sustain long-term organisational performance.

Talent management and succession planning approaches and tools will be used to allow the Ministry to identify and nurture talent.

Strengthening our support for Māori clients

The Ministry is committed to building its capability to work effectively with Māori people and organisations across its roles and functions – policy advice, service delivery and commissioning.

We are progressively building a knowledge base about what works for our clients. This will be translated into services that our clients can engage with and that are delivered in a setting they know and trust.