Changing how we work

To achieve its strategic intentions, the Ministry is changing the way it works, to takea whole-of-Ministry approach that will better integrate our services, resources andsupport. 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 a people-centred operating model are:

• improving data-informed decision-making by establishing a Data Hub to provide a single view of the people we work with and modernising ICT systems to better manage information and more effectively deliver services
• simplifying business processes to make transactions easier for New Zealanders who deal with the Ministry
• strengthening organisational culture and capability by improving corporate and governance systems and building a constructive culture and leadership style.

Improving data-informed decision-making

Establishing a Data Hub

Data, and the information it provides, is one of the Ministry’s most significant assets. We are consolidating the Ministry’s data and analytics expertise into one place in order to maximise the use and value of our information.

The establishment of a Data Hub is central to the Ministry’s ability to develop an integrated view of the people we work with. This will allow a more comprehensive understanding of each person’s specific needs, provide the foundation for us to deliver tailored services and support frontline decision-making.

The Data Hub will use enhanced analytics tools to predict which New Zealanders are most likely to have adverse outcomes. This will be critical to expanding an investment approach across more of the Ministry’s services. The combination of these analytics will ultimately improve how we target services and resources to achieve the greatest impact.

Over the next four years we will expand secure data links with other agencies, including central government and NGOs to further enhance the base of information to inform decision-making.

Improving the Ministry’s ICT platform

We are investing in ICT systems and infrastructure that will allow more effective use, and better management, of the Ministry’s information assets.

Over the next four years, we will implement a long- term strategy that will reduce duplication between ICT platforms and integrate information systems that support service delivery. This will underpin the Ministry’s move towards people-centred and convenient services.

Better technology systems will also support more integrated data, enabling frontline staff to access information about how services are working. This will help them to make decisions about what are the right services to meet people’s needs.

We will continue to develop comprehensive self-service, online and mobile services to streamline the way people access government services and create an integrated transaction account view for users.

We will align our investment in ICT with the Government ICT Strategy and Action Plan to 2017, through the Ministry’s ICT Strategy and Action Plan 2013-2016.

Information Security Programme

Our success is reliant on public trust and confidence in our ability to manage information responsibly.

The protection of people’s confidential information will be paramount in our processes. We will effectively and sensitively manage, use, share, protect and destroy the information we hold. For example, we have set up an independent Expert Advisory Group on Information Security to oversee best practice in the implementation of the Vulnerable Kids Information System.

We have undertaken a broad programme of work to integrate information security into all strategic planning. A number of rapid response measures have been completed to enhance IT information security and we are now focused on securing some longer-term solutions. Over the next four years we will develop and implement a broader information security strategy and roadmap.

Complying with the Privacy Act

We will ensure we comply with the Privacy Act in all new uses and disclosures of personal information. We are currently developing a Ministry-wide privacy strategy that will maintain and build privacy capability across the Ministry. The privacy strategy will recognise that privacy goes further than legal compliance and will focus on enhancing our privacy culture and establishing best practice across the Ministry.

Simplifying business processes

Simplification Project

We are changing the way we manage the delivery of transactional services for financial assistance through the Simplification Project.

Simplification aims to streamline the processes and systems for delivering transactional services, so the right people receive the right financial support at the right time. Simplification is about clearing away unnecessary and costly tasks and administration so more of the Ministry’s effort can focus on improving outcomes for New Zealanders.

By 2015 the Ministry will develop a business case for Government which will outline potential options and, if approved, be progressively implemented over the next three years.

We are deliberately taking a people-centred approach in the design of these options. This will deliver an improved service experience for New Zealanders, by finding ways to reduce complexity and duplicated activity, increase effectiveness and improve future flexibility.

This new way of working will provide seamless, co- ordinated and convenient services, providing people with the financial assistance they are entitled to through a process that is simple, transparent and of high integrity.

Transactional services represent a significant portion of our activity and operating costs. By making these processes easier and reducing the time and effort required, we will release efficiencies and savings that will help the Ministry to manage cost pressures in future years, and allow a greater capacity to invest in outcomes.

Integrated Service Delivery Initiative

A joined-up approach to vital services such as statutory social work, employment support and social housing allows us to better meet people’s needs without asking them to provide the same information in many different places. A Ministry-wide view means people are able to access all they require from the Ministry through the most appropriate delivery channel for their needs.

We are running an integrated service delivery initiative in Christchurch over the next six to nine months to learn what works in terms of integrated service delivery. We will be trying new ways of working with people and at the same time we will learn and assess what works and what does not. The things we learn will help us move towards an increasingly people-centred operating model.

This initiative aims to make things simple for the people we work with and our staff by streamlining our everyday transactions. The site will have the freedom to bring together innovative strategies and ideas from our frontline staff from across the country, the people we work with and other areas of expertise.

Strengthening organisational culture and capability

Building organisational capability

Moving to a people-centred operating model will result in a fundamental shift in how we deliver services.

Our workforce will need to be flexible and agile, with both general and specialist skills and capabilities that can be easily deployed to where they are needed to respond to changing demands and priorities.

We will develop the capability of our workforce so it can deliver intensive case management for people with complex needs. Through enhanced data-informed decision-making, staff will be able to make evidence-based judgements about how best to meet individual needs.

Strengthening governance and corporate systems

The Ministry needs the flexibility to shift resources to where they will make the most difference. We are challenging ourselves to govern and manage better to balance risk and opportunity.

Over the next four years we will ensure that there is clear alignment between the outcomes we are seeking to achieve and the work programme that will deliver on these outcomes.

We are strengthening governance arrangements and systems to support an integrated view of our strategy and activity across our entire portfolio of work, programmes and projects. This will mean that decisions are not made in isolation from the rest of the organisation and that our investments and allocation of resources will be more efficient and effective.

Building a high-performing and constructive culture and leadership style

To provide New Zealanders with more integrated and co-ordinated services, we need to be better connected across the Ministry’s functions. This is critically important to our strategic direction of putting New Zealanders at the centre of everything we do.

We are developing a new operating model and way of working to achieve this goal, with our common purpose and principles as the foundation.

Success will also rely upon a strong organisational culture. Over the next four years we will undertake a programme of initiatives to actively foster a high-performing, collaborative and constructive organisation.

We are upskilling managers and ‘culture champions’ from across the organisation so that culture building becomes a wide-spread capability. We will continue to work with staff to create an environment where people are innovative, open and responsive, and think independently to do the right thing for New Zealanders.

Leadership capability is critical to developing a more integrated way of working, and we will rely on leaders and managers to drive change across the organisation. We are investing in leadership and talent management to underpin the development of a strong organisational culture.

By the end of 2016, we will house all of our National Office staff in a single building, with better facilities and technology. This is an opportunity to design a new, flexible work environment that encourages collaboration, innovation and better and more integrated ways of working.

Maintaining stable industrial relations

We know that positive and stable industrial relations support a high-performing organisation.

We have recently settled all five of our collective agreements. This provides a stable platform for the Ministry as we embed government initiatives for better public services and other programmes that will change the way we work.

As our operating model changes to meet new expectations, we will maintain a strong working relationship with the Public Service Association. Our Modern and Productive Public Services Agreement outlines a shared commitment to work together on innovation, productivity and value for money.

Commitment to equality and diversity

The Ministry’s equal employment opportunities (EEO) policy is supported by a commitment to promote equality and diversity within a positive work culture that is based on respect, fairness and valuing individual difference.

The 2013 Human Rights Commission EEO Survey identified that the Ministry’s EEO policies and practices have led to positive outcomes for Māori employees. The aim is to continue with these practices and to become an exemplar employer of disabled people.

To become an exemplar, the Ministry is removing barriers so that disabled employees can be integrated into all parts of the Ministry, contributing their full potential and supporting the Ministry to achieve its outcomes. As an exemplar, we would set the standards for other agencies to follow.

Managing risks

The Ministry faces a range of risks to achieve its strategic intentions over the next four years. In particular, we need to deliver a substantial programme of change, while continuing to provide core services and deliver government priorities, within an increasingly tight fiscal environment.

Key mitigation plans and strategies to manage our risks are outlined in the Ministry’s Four-year Plan.

The Ministry’s Risk and Assurance Group advises the Chief Executive and Leadership Team on the systems, processes and controls that the Ministry relies on to deliver effective and efficient services to all New Zealanders. Each year the Group undertakes a programme of audit, assurance and advisory activity to improve risk management processes across the organisation.

An independent Audit Committee provides expert risk advice directly to the Chief Executive.