H—l4

REPORT

INTRODUCTORY In terms of the Public Service Act, 1912, we are required to report on " the condition and efficiency of the Public Service." This is the thirty-eighth annual report since nonpolitical control of the Service was established under that Act; it is our fourth report as a Commission since we were appointed under the Public Service Amendment Act, 1946. The past year has been one in which the difficulties and limitations referred to in our earlier reports have continued : shortage of essential staff, relative to the expanded and varied tasks of Government administration ; a still excessive number of separate Departments ; poor, inadequate, and temporary office accommodation, which can only be corrected by putting up new buildings in several centres ; housing difficulties, making it unreasonably difficult for officers to put their best into their work, and certainly stopping good officers from accepting transfers, even on promotion. Many of these, of course, are troubles not confined to the Public Service ; we suffer from them in common with the rest of the country. It has been gratifying, and not surprising to any one familiar with the Public Service, to note that the departmental and administrative problems involved in the change of Government following the 1949 general election were satisfactorily met. In line with the now well-established tradition, the new Government, without a single exception to our knowledge, took over and continued to use the services of all officials who were serving under the preceding Government; the disinterested, impartial co-operation that was to be expected of the Public Service has been given ; and both the new Administration and the outgoing one have been generous in expressing appreciation of the good and loyal work of the Service. THE CONDITION AND EFFICIENCY OF THE PUBLIC SERVICE In the following paragraphs steps taken to improve the efficiency of the Service are mentioned. These are not the whole answer to the problem. The Commission can do little compared with what Departments can do for themselves. Our aim is to instil into responsible officers an awareness of the need to promote efficiency in their Departments ; to continually and critically scrutinize establishments, organization, and methods ; to look to the education, training, and welfare of employees. Efficiency in any Department rests primarily on its controlling officers. With good controlling officers prepared to lead, both by example and precept, and to display real interest in their work and staff, efficiency will take care of itself. STEPS TAKEN TO IMPROVE EFFICIENCY Inspection of Departments During the year many full-scale inspections have been carried out by the Commission's staff in Wellington, Auckland, and Christchurch; establishments, organization, and methods have been reviewed. Also, departmental offices in east and west coast towns of the North Island and in Nelson and Blenheim were visited, thereby completing the inspection of the Service outside Wellington. A good spirit was found throughout. With few exceptions, district offices are reasonably staffed and able to handle their work with despatch. In some cases branches would not suffer unduly if called upon to provide one ©r. two officers for transfer to Wellington, where the need is greater. Such transfers, however, are seldom welcomed, and when enforced .may lead to rancour or resignations.

3