This article is part of a comprehensive report published by the International Foundation for Customer Experience in Government, which aims to enhance the global dialogue on Customer Experience (CX) in the public sector. Drawing on innovative practices from around the world, the report establishes benchmarks for governments to improve their CX initiatives.
CASE STUDY: NEW ZEALAND’S PUBLIC SERVICE ACT
INTRODUCTION
New Zealand has been a pioneer in transforming its government CX. The New Public Management reforms in New Zealand have made bold and radical changes in the way of working in the public administration. Since then, social, economic, and technological changes have created expectations about how public services should be delivered.
Through collaborative efforts, legislative changes, and shared values among chief executives, the country has made significant progress in delivering seamless and citizen-focused public services. Despite challenges in transitioning from traditional practices and aligning financial arrangements, the commitment to achieving greater customer centricity remains strong.
DESCRIPTION OF THE INITIATIVE
In response to the new expectations and challenges posed by them, New Zealand put in place a model which lays a collaborative effort on the same footing as individual agency efforts. The changes in the Public Service Act in 2020 37 enable the government to reorganise itself more flexibly while a clear line of accountability remains and the spirit of service to the community is emphasized.
As part of the act, a regulation about a new organizational set-up was introduced – the Interdepartmental Executive Boards 38 so far, five have launched. These boards are created by the Cabinet of Ministers, and they run at the level of the chief executives of the departments. A board membership gives them a joint responsibility that is equivalent to their individual agency responsibility. They are joined by a common task, joint resources that support the alignment of effort, and a formal responsibility on the chief executives to drive the changes through in a collaborative mode.
Another reform in the Public Service Act 2020 is a movement towards a unified public service culture. The mission of a civil servant is now defined to deliver value to the public by defining foundational principles and values for a common culture to emerge. The goal is to provide an integrated and unified customer experience across multiple agencies.
SUCCESS FACTORS
Several key success factors contributed to the effectiveness of the program:
- Collaborative Legislation Model and Values: Incorporating a more collaborative model and values into legislation transforms practices and working culture. It represents an evolutionary step towards greater customer-centricity, already set in motion through performance management adoption.
- Shared Understanding: Chief executives share an understanding of the necessity of collaboration and their willingness to embrace new formats, such as the Interdepartmental Executive Boards.
- Dedicated Public Service Development and Collaboration Group: A separate high-level group dedicated to public service development and collaboration goals, and led by the Public Service Commissioner, has been instrumental. They focus on public service development and collaboration, working with the Public Service Leadership Team to foster a collective public service ethos and emphasize collaborative values within the legal changes.
MAIN CHALLENGES:
While the program achieved significant success, it also encountered some challenges:
- Transitioning from Traditional to New Practices: The existing institutional setup and incentives have been observed to foster isolated efforts within various government agencies and departments. This siloed approach has posed significant challenges when it comes to implementing rapid practice changes and adapting to the evolving needs of citizens and the changing landscape of service delivery. However, there is a recognized need to complement the legal foundation with proactive steering and action in a new direction. Top executives are actively driving a cultural shift to embrace collaborative arrangements and adapt to the evolving landscape.
- Inadequate Financing Mechanisms: Effective implementation of flexible and collaborative organizational approaches necessitates aligned financial arrangements, including the approach to budget allocation. While the Public Service Act in New Zealand has undergone modernization, the Public Finance Act, which governs public finances, lacks similar updates. Consequently, the collective approach advocated by new interdepartmental boards faces hurdles in allocating financial resources, impeding the full realization of intended structural changes. life-event services program was pivotal for the ensuing phase of proactive services.
TAKEAWAYS
The program offers valuable takeaways for successful government initiatives:
- Joint Leadership-Level Institutional Formats: Establishing collaborative leadership structures that receive administrative and financial backing is essential when addressing complex challenges and establishing integrated government CX.
- Empowering Legislation: It Is important that legislation not only allows but actively encourages the establishment and management of cross-silo collaborative efforts.
- Clearly Defined Values: Communicating collaborative values shapes behavior, adapting them to suit the context, whether in laws, policies, or practice guidelines.
- Flexibility and Relevance: To make cross-agency collaboration and institutional formats effective in practice, it is crucial to prioritize flexibility and appropriate structuring in financial allocations.
- Collaboration: Collaborate with public administration leaders to foster a collective sense of ownership towards shared objectives, moving beyond the exclusive focus on individual agencies. This approach will inspire their teams to do the same.
In conclusion, New Zealand’s efforts in transforming its CX have led to remarkable progress in delivering seamless and citizen-centric public services. The introduction of Interdepartmental Executive Boards and a shared understanding among chief executives have fostered a culture of collaboration, enabling agencies to work together efficiently.
The success of New Zealand’s approach lies in its dedication to continuously improve and adapt to the evolving landscape of service delivery. As the global landscape continues to evolve, the dedication to meeting citizens’ true expectations and providing efficient public services remains a priority. By embracing collaborative models and innovative practices, governments can create a seamless and citizen-centric CX that positively impacts the lives of the people they serve.
In our next article, explore how New South Wales is transforming public service with a central CX agency in collaboration with Service NSW, ensuring seamless, omnichannel service delivery and information access!
References:
37 “Public Service Act 2020 Reforms.” Te Kawa Mataaho Public Service Commission, July 23, 2020. https://www.publicservice.govt.nz/guidance/public-service-act-2020-reforms/.
38 Ibid