COM 0500.001 1996-1998 - Laserfiche WebLink

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J.K ~1cLay Limited: Cnang:nb an Economy by Chang~.ng ;ts Public hector ;;a~_ 10 ' Part II ' Public sector management reform Introduction Reform of public sector management has been described as "a worldwide phenomenon, particularly as governments grapple with rapid social, economic and technological change, including the effects of globalisation". Basic structure of the New Zealand public service The reformed structure and institutional framework of the New Zealand public service has several relevant features - • As in most Westminster systems; New Zealand has a politically neutral public service, accountable to the political executive and open on a competitive basis to suitably qualified persons who are recruited and promoted on the basis of merit. • The organisation, structure and functions of the public service are governed by legislation (State Sector Act 1988 and Public Finance Act 1989). • The central departments are those of the Prime Minister and Cabinet (excluding the Prime Ministers private office), the Treasury, and the State Services Commission (SSC). In addition, the New Zealand Defence Force, Police and parliamentary agencies are funded directly from parliamentary appropriations, as are a number of Crown entities, including various boards and authorities. • The Treasury advises the Minister of Finance and the Cabinet on fiscal policy, financial management, macro-economics, and regulatory policies that have a major influence on economic performance. It also also advises on major social, trade and environmental issues. • The SSC is headed by a Commissioner and Deputy Commissioner, appointed by the Governor General on the recommendation of the Prime Minister. The SSC is responsible to the Minister of State Services for several functions, including policy advice on the design and management of government organisations, personnel management, industrial relations and training services. The SSC also provides policy advice on the development, remuneration and conditions of employment of senior public servants, and on issues of management and performance within the public service. This has involved the "review of the efficiency, effectiveness, and economy of each department, including the discharge by the Chief Executive of his or her functionsls "