Part three - Key strategies and charter report: Developing our people and infrastructure
Developing our people and infrastructure
The Development Goals for the State Services are useful drivers for focusing our people capability and information technology development. Inland Revenue contributes to overall state sector development by providing leadership in a number of key areas eg the employer of choice goal and providing practical leadership in the delivery of electronic services. Figure 25 shows our contribution to the development goals during the year.
| Development goals | Development goals by June 2007 | Inland Revenue's 2006-07 position |
|---|---|---|
| Goal 1: Employer of choice | ||
| Ensure the State Services is an employer of choice, attractive to high achievers with a commitment to service. | A comprehensive guide to good employment practice developed with input from State Services employers and unions, in place for use across government agencies. | The feedback received from our engagement survey still shows that our people consider Inland Revenue as a good place to work. In the last year, there was a significant increase in their likelihood to recommend it as a great place to work. |
| Goal 2: Excellent state servants | ||
| Develop a strong culture of constant learning in the pursuit of excellence. | A framework for learning and development across government agencies. | We are actively involved with the State Services Commission's Learning and Development Framework and have worked with and supported, other government agencies during the development of e-learning systems. These systems have let us improve the delivery of training online. |
| Goal 3: Networked state services | ||
| Use technology to transform the provision of services for New Zealanders. | Networks and internet technologies are integral to the delivery of government information, services and processes. | Our e-business programme co-ordinates this work to ensure we move towards the development goal. Our electronic services are still expanding and we expect them to develop into the channel of choice. |
| Goal 4: Coordinated state agencies | ||
| Ensure the total contribution of government agencies is greater than the sum of its parts. | Government agencies demonstrating improvement through Managing for Outcomes, including joint outcomes and other shared accountabilities across clusters of agencies. | Ongoing delivery of Working for Families Tax Credits, KiwiSaver, student loans and paid parental leave with other agencies. We also work closely with other agencies eg Ministry of Economic Development and Ministry of Social Development on issues that interact with the tax system. |
| Goal 5: Accessible state services | ||
| Enhance access, responsiveness and effectiveness, and improve New Zealanders' experiences of state services. | No wrong door - any New Zealander accessing government services will be referred appropriately to the organisation best able to address their concerns. | We worked closely with the Ministry of Social Development in delivering Working for Families Tax Credits. We work with the New Zealand Companies Office in delivery of the Companies Online service. |
| Goal 6: Trusted state services | ||
| Strengthen trust in the State Services and reinforce the spirit of service. | Agencies of the State Services demonstrate their commitment to earning trust by working with the State Services Commissioner to develop and promote codes of conduct. | Our Code of Conduct sets out the expectations we have of our people in delivering services to New Zealanders. Through the induction process and ongoing reinforcement by managers, our people understand the importance of upholding the integrity of our tax system, and maintaining personal conduct that is beyond reproach. |
Date published: 23 Oct 2007
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