The journal Policy Quarterly is looking for two new co-editors
Following the review of Policy Quarterly in April 2024, and a request from the current editor Emeritus Prof Jonathan Boston, the School of Government is seeking two new co-editors. Policy Quarterly is targeted at readers in the public sector, including politicians and their staff, public servants, and a wide variety of professions, together with others interested in public issues. Its length and style are intended to make the journal accessible to busy readers.
We envisage that one of the two co-editors will have academic experience and a research interest in public policy. The second co-editor is expected to be a practitioner with experience within New Zealand’s policy ecosystem and have a genuine interest in encouraging informed public debate on a wide range of policy issues, including those related to governance and public management. The two editors will report to the Head of School of Government and will be supported by an editorial assistant (0.2 FTE). The journal has secured funding from the School of Government until mid-2026. The roles of the two editors will include:
• Co-chairing the editorial board.
• In collaboration with the editorial board continuously review the aims, scope, and ethics of the journal in line with the Policy Quarterly Publication Ethics & Publication Malpractice Statement.
• Make sure that four issues per year are published and compose short introductions for each issue.
• Oversee the editorial process including assigning and monitoring reviewers to manuscripts (using the editorial content system of the university) and making final editorial decisions.
• In collaboration with the University library and an editorial assistant make sure manuscripts are delivered expeditiously for online publication.
• Solicit special issues for the journal (typically one per year).
• Seek opportunities to promote the journal.
• Report back to the Head of School of Government on a regular basis.
We are looking for interested candidates who are willing to commit themselves to this task for around one and half years starting 1 February 2025, with the possibility of a continuation for a further six months to a year. Regarding remuneration, we will be able to pay a modest sum ($10,000 per annum) to each of the successful candidates. While we are not permitted to remunerate employees of Victoria University of Wellington, we are able to pay via Contract for Services those not on employment contracts within the University.
Prospective candidates should feel free to contact the current editor, Jonathan Boston, by email jonathan.boston@vuw.ac.nz if they wish to discuss the nature of the editing task and related production matters.
If you are interested in applying, please send a cover letter and CV to Professor Karl Löfgren by email karl.lofgren@vuw.ac.nz . Applications will close on 13 December 2024.
PUBLISHER
The Institute of Public Administration
New Zealand
PO Box 5032, Wellington, New Zealand
Email: admin@ipanz.org.nz
Website: www.ipanz.org.nz
ISSN 0110-5191 (Print)
ISSN 1176-9831 (Online)
The whole of the literary matter of Public Sector is copyright. Please contact the editor if you are interested in reproducing any Public Sector content.
EDITOR
Kathy Catton: editor@ipanz.org.nz
CONTRIBUTORS
James Adams
Chloe Cairncross
Megan Evans Seeds
Andrew Horwood
Kevin Jenkins
Carwyn Jones
Liz MacPherson
Zaira Najam
Kathy Ombler
Sara Passmore
Joshua Robati-Busby
Liam Russell
JOURNAL ADVISORY GROUP
Barbara Allen
Kay Booth
Kathy Catton
Liz MacPherson
Liam Russell
Stefan Speller
ADVERTISING
Email: admin@ipanz.org.nz
CONTRIBUTIONS
Public Sector welcomes contributions to each issue from readers.
Please contact the editor for more information.
SUBSCRIPTIONS
IPANZ welcomes both corporate and individual membership and journal subscriptions. Please email admin@ipanz.org.nz or visit www.ipanz.org.nz to register online.
DISCLAIMER
Opinions expressed in Public Sector are those of various authors and do not necessarily represent those of the editor, the journal advisory group, or IPANZ. Every effort is made to provide accurate and factual content. The publishers and editorial staff, however, cannot accept responsibility for any inadvertent errors or omissions that may occur.
What are the principles of the Treaty of Waitangi?
Carwyn Jones, Kaihautū of Te Whare Whakatupu Mātauranga at Te Wānanga o Raukawa, explains the principles of the Treaty and how they are currently applied.
6 REVIEW
2024 IPANZ Annual address from Minister Willis Zaira Najam, IPANZ New Professionals’ Network Co-Chair, gives an overview.
8 INSIGHTS
Social investment: Your questions answered
Editor Kathy Catton gets answers to some follow-up questions posed by attendees at a recent IPANZ webinar on social investment.
12 FOCUS
Unlocking resilience and mental wellness with Sir John Kirwan
Joshua Robati-Busby, Cadet Analyst at Deloitte New Zealand and member of the IPANZ New Professionals Leadership Team, reviews this keynote.
14 INVESTIGATION
The spirit of service with a Pasifika lens
Sara Passmore, public servant and doctoral candidate, outlines some of her research into how Pacific values complement the values of the public sector.
16
What is the trust equation?
Andrew Horwood from MartinJenkins looks at how agencies, officials, and private secretaries can build trust with their ministers and with each other.
Inside the Treasury: The role of a vote analyst
James Adams outlines how vote analysts help agencies navigate financial processes and support the Government to achieve its objectives.
20 KAIMAHI MAKING A DIFFERENCE
Breaking barriers
We find out what motivates this year’s Te Toho mō te Kaiārahi Rangatahi o te Tau, Young Leader of the Year Spirit of Service award winner, Tayla Yandall.
22 JOBS YOU’VE NEVER HEARD OF
What is the New Zealand Space Agency?
Liam Russell speaks with Dimitri Geidelberg, Policy Team Leader at the New Zealand Space Agency, to learn about his role in regulating outer space.
24 INSIGHTS
How partnering can improve project management
Kevin Jenkins looks at ways partnership can improve project management and highlights one example of where it has succeeded.
26 ANALYSIS
Maintaining trust when exploring generative AI in social service delivery
Megan Evans Seeds explains how agencies can make decisions about generative AI in a way that puts people’s needs and the organisation’s strengths first.
28 BOOK AND PODCAST REVIEW
IPANZ New Professionals’ Network Member Chloe Cairncross reviews The Front Page podcast and The Unsettled: Small Stories of Colonisation by Richard Shaw.
29 DID YOU KNOW?
Who is actually a public servant?
Mental wellness with Sir John Kirwan
Annual Address from Minister Willis
IPANZ PRESIDENT LIZ MACPHERSON
BE BRAVE AND BE BOLD
On 24 October, Minister Willis delivered the 2024 IPANZ Annual Finance Minister’s Address. It’s a tradition that begun in 2011 by the Rt Hon Sir Bill English, who wanted a way to speak “to the people who do the work”. Since then, every Minister of Finance has taken the opportunity to speak directly to IPANZ members. The most highly anticipated event of the IPANZ calendar, we could have filled the Beehive banqueting hall several times over. One chief executive told me they were not fast enough off the blocks and could not get a ticket for love or money.
I have been attending these addresses for all 13 years, initially as an IPANZ member and for the last four as IPANZ President and host. I love the way IPANZ membership provides a great levelling. Current chief executives rub shoulders with new graduates, public-facing and policyfacing staff chat together, central and local government swap stories, Knights and Dames of the public service talk with those whose careers are just beginning. Public professionals united by a common purpose – to make a difference for the people of Aotearoa New Zealand.
Minister Willis gave a great address, and I commend the recording to you.
But what I want to focus on is not the prepared speech, it’s the answer the Minister gave to the question, “What is one thing that has pleasantly surprised you about the public service and what would you like to see the public service do differently?”
It turns out Minister Willis was most impressed by how adaptive and professional the public service had been in “putting away one chapter with one set of political objectives and picking up an entirely new chapter and not blinking”; the integrity and impartiality with which this was done. In her own words: “I find that honourable [...] it is an important part of our democracy that the public service can pivot in this way.” It was really heartening to hear these core public service values being celebrated.
In response to the ‘do differently’ question, Minister Willis asked for bold ideas. For the public service to not self-censor and assume their ministers would be averse to the “noise” that might come with radical change. She asked people, whatever their role, to “push bold ideas upstairs”. Managers and leaders she encouraged to “seek out those people who think differently, who are imaginative, who say annoying things in meetings because they don’t get how we have always done it”. And lastly, she asked for more willingness to say to ministers, “Well, that’s interesting, but this is what you should do.”
How should we respond to this invitation? It would be very easy to retreat into the comfort of cynicism. But what if this is a real opportunity to do things differently? What if we could finally try those things evidence suggests have promise? I strongly suggest we take the Minister at her word. Let’s scare the Minister with the boldness of our ideas – I know we are up to the challenge.
WHAT ARE THE PRINCIPLES OF THE TREATY OF WAITANGI?
DR CARWYN JONES
The government is in the process of introducing a new Treaty Principles Bill. Dr Carwyn Jones, Kaihautū of Te Whare Whakatupu Mātauranga at Te Wānanga o Raukawa and Honorary Adjunct Professor at Te Kawa a Māui (School of Māori Studies) at Te Herenga Waka Victoria University of Wellington, explains the principles of the Treaty and how they are currently applied.
The concept of ‘the principles of the Treaty of Waitangi’ has been part of New Zealand law for nearly 50 years. First introduced in the Treaty of Waitangi Act 1975, the principles of the Treaty and their role in public policy are currently under review. Work is underway to review references to Treaty principles in 28 separate pieces of legislation. A Treaty Principles Bill has also recently been introduced to Parliament. The Bill sets out a new definition of Treaty principles and proposes that this be put to a referendum. The coalition agreement commits the Government to supporting the Bill to Select Committee but is silent as to support beyond that stage.
So what are the current principles of the Treaty? How have these principles developed and how are they currently applied?
In one sense, the principles of the Treaty are simply the key ideas that underpin the Treaty of Waitangi. However, through its use in law and government, the phrase now carries a particular technical meaning when used in that context. This has become the Government’s preferred framework for engaging with the Crown’s obligations under Te Tiriti o Waitangi.
As noted above, the concept first appeared in legislation in the Treaty of Waitangi Act 1975. That is the statute that established the Waitangi Tribunal. That Act gives the Tribunal the power to inquire into actions of the Crown which are claimed to be “inconsistent with the principles of the Treaty”. Therefore, it is the principles of the Treaty that the Tribunal uses as its measure to assess claims. The Act does not prescribe a list of specified Treaty principles. Instead, Parliament gave the Tribunal the role of determining what those principles are and how they ought to apply in the context of claims into which it inquires. The Act does define ‘the Treaty of Waitangi’ as being both the English and Māori texts of the Treaty. That has the effect of requiring the Tribunal to consider both texts when identifying Treaty principles, even though, as the Tribunal itself has pointed out, there are good reasons to give greater weight to the Māori text, Te Tiriti o Waitangi.
The Waitangi Tribunal has an important role in identifying and articulating Treaty principles, particularly as those principles apply to the Tribunal’s own jurisdiction and the claims that come before it. However, the Tribunal’s findings and recommendations are, generally, not binding on the Crown.
Since 1975, Parliament has enacted many other pieces of legislation that have incorporated the principles of the Treaty in some way. The courts have been required to identify Treaty principles when they have been faced with cases involving those statutory references to Treaty principles. One of the earliest and best-known examples of this was when the Court of Appeal in 1987 needed to interpret and apply the Treaty principles provision in the State-Owned Enterprises Act 1986 in order to determine whether the proposed government policy was legal. In that case, the Court found that, in order to act consistently with Treaty principles, the Government needed to agree a mechanism with the New Zealand Māori Council that would protect the ability of Waitangi Tribunal claimants to seek state-owned enterprise land for the settlement of historical claims.
That case was able to be brought because the State-Owned Enterprises Act includes a section that says, “Nothing in this Act shall permit the Crown to act in a manner that is inconsistent with the principles of the Treaty of Waitangi.” Other pieces of legislation have similar provisions or require
certain decision-makers to have regard to the principles of the Treaty. Perhaps the strongest Treaty principles clause is in the Conservation Act 1987, section 4, which states, “This Act shall so be interpreted and administered as to give effect to the principles of the Treaty of Waitangi.”
So, while there is no definitive or exhaustive list of Treaty principles, there is now a considerable body of law from the courts that identifies and applies Treaty principles, in addition to the Waitangi Tribunal’s reports. Decisions from the courts create binding precedent. The courts are not bound by the findings of the Waitangi Tribunal but may refer to the Tribunal’s analysis of Treaty principles, and, where appropriate, may defer to the Tribunal’s expertise as the subject matter specialists.
There is now a considerable body of law from the courts that identifies and applies Treaty principles, in addition to the Waitangi Tribunal’s reports.
Some Treaty principles that have been identified and applied are:
• Partnership: The Treaty established a relationship akin to a partnership and imposed on both Treaty partners an obligation “to act towards each other reasonably and with the utmost good faith” (New Zealand Māori Council v Attorney General [1987] 1 NZLR 641 (CA), p 667). The principle of partnership is about the balancing of the concepts of kāwanatanga (government authority) and tino rangatiratanga (Māori authority).
• Active protection: The Crown has positive obligations to deliver on the guarantee of tino rangatiratanga. The capacity of Māori to exercise authority over their own affairs “as far as practicable within the confines of the modern State” is critical to the active protection of tino rangatiratanga (Waitangi Tribunal, The Ngāpuhi Mandate Inquiry Report (2015), p 23).
• Redress: Where there has been a breach of Treaty principles, there ought to be “a fair and reasonable recognition of, and recompense for, the wrong that occurred” (New Zealand Māori Council v Attorney General [1987] 1 NZLR 641 (CA), p 693).
• Mutual benefit: The basic concept was that a place could be made for two people of vastly different cultures, of mutual advantage, and where the rights, values, and needs of neither would necessarily be subsumed. It is obvious, however, that to achieve the objective, compromises on both sides are required and
a balance of interests must be maintained (Waitangi Tribunal, Mangonui Sewerage Claim Report (1988), p 4).
• Options: This requires that the Crown must adequately protect the availability and viability of kaupapa Māori solutions in the social sector as well as so-called mainstream services in such a way that Māori are not disadvantaged by their choice (Waitangi Tribunal, Hauora (2023), pp 35-36).
• Equity: Freedom from discrimination, also obliges the Crown to positively promote equity (Waitangi Tribunal, Hauora (2023), pp 33-35).
Some government agencies have also made statements from time to time on how they understand the principles of the Treaty and how they apply them to their work. In
THE TREATY OF WAITANGI – THE WAITANGI SHEET.
ARCHIVES NEW ZEALAND: I/A 9/9
1989, the then government of the day published a set of Treaty principles intended to guide Crown action on matters relating to Te Tiriti. Those principles were identified as:
• the principle of government or kāwanatanga
• the principle of self-management, or tino rangatiratanga
• the principle of equality
• the principle of reasonable co-operation and
• the principle of redress.
There is currently a high level of certainty and predictability about the way the courts and the Tribunal apply Treaty principles and what is required of the Crown.
So the principles of the Treaty is a concept that was created by Parliament and has been developed by the Waitangi Tribunal, the courts, and the Government. Although there is no single, authoritative list of Treaty principles, with decades
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of case law to draw upon, this is a relatively settled area of law. That is to say, there is currently a high level of certainty and predictability about the way the courts and the Tribunal apply Treaty principles and what is required of the Crown. The Treaty Principles Bill would fundamentally disrupt that certainty and predictability.
The Ministry of Justice took the view that “the proposed policy is not grounded in the Treaty/te Tiriti or the existing Treaty principles, that the underlying rationale for the principles as described in the ACT party policy relies on a novel reading of the Treaty/te Tiriti that is not supported by the available evidence, and that the policy does not recognise tino rangatiratanga or the distinct political status of Māori as the indigenous people of Aotearoa New Zealand”. The Treaty Principles Bill would, therefore, be a radical change to the way in which rights and obligations under Te Tiriti are recognised in New Zealand law.
Dr Carwyn Jones FRSNZ (Ngāti Kahungunu) is Kaihautū of Te Whare Whakatupu Mātauranga at Te Wānanga o Raukawa and teaches into the Māori Laws and Philosophy programme there. He is an Honorary Adjunct Professor at Te Kawa a Māui (School of Māori Studies) at Te Herenga Waka Victoria University of Wellington. He is one of the authors of Treaty Law: The Principles of the Treaty of Waitangi in Law and Practice.
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2024 IPANZ ANNUAL ADDRESS FROM MINISTER WILLIS
ZAIRA NAJAM
On 24 October 2024, the Hon. Nicola Willis, Minister of Finance, the Public Service and Social Investment, presented the 2024 Annual Address of the Institute of Public Administration New Zealand (IPANZ) at the Beehive. Zaira Najam, IPANZ New Professionals’ Network Co-Chair (Wellington Board), summarises the key messages and offers her reflections.
“It is the time for your best and boldest ideas.”
– Hon. Nicola Willis, Minister of Finance
The Minister expressed her gratitude for the invaluable work performed by public servants in safeguarding the wellbeing of New Zealanders and ensuring access to essential public services. She acknowledged the enduring commitment and integrity with which public servants
operate, emphasising their significant contributions to society.
Addressing the current economic landscape, the Minister reiterated the Government’s priority of restoring fiscal order, which necessitates a culture of fiscal discipline. She emphasised that the ongoing efforts to reduce the fiscal deficit represent a long-term commitment and a state of mind rather than a one-time, one-off, one-budget affair. For public sector leaders, this message underscores the importance of continually exploring innovative strategies to achieve financial stability. The Minister talked about the aim of the Government in actively seeking creative solutions to address the socio-economic issues of the part of society that needs the most attention, with a focus on social investment. This provides an opportunity for public servants to prioritise collaboration, working more closely across agencies to develop creative ideas to honour their commitment to the public of improving their lives.
The Minister further articulated that the Government’s interests extend beyond merely meeting targets; their focus is on enhancing the quality of life for New Zealanders. Although they have set targets, these are to keep the public service on track and heading in the right direction. She highlighted the importance of prioritising outcomes over outputs, with targeted interventions aimed at supporting the most vulnerable members of society. This approach positions public servants to fulfil their commitment to improving the lives of all New Zealanders through free, frank, and evidence-based advice to the Government. The Minister repeatedly called for public servants to be brave and put forward bold ideas.
She highlighted the importance of prioritising outcomes over outputs, with targeted interventions aimed at supporting the most vulnerable members of society.
The Minister emphasised the significance of understanding both successes and failures in public service. The understanding of what is working and what is not working is critical, so that services and approaches that are working can continue to exist, and those that are not working can be
changed and improved. She proposed five critical questions and points for public servants to consider in delivering on Government priorities:
1. What do we, as the public sector and Government, aim to achieve, rather than merely what can we provide.
2. Understand who requires assistance the most. This enables us to prioritise resources effectively.
3. Which services should we invest in to maximise impact?
4. How can we empower service providers to achieve desired outcomes? For this, the Government is keen to look into the devolution of authority to those best positioned to deliver results.
5. Assessment of the progress we make, including evaluating the efficacy of our interventions and decisions.
By framing our advice clearly around these critical points and questions, we can advise government to take decisions that will work towards a better future for all New Zealanders.
The Minister’s confidence in public servants was
evident throughout her address. She commended the thoughtfulness, tenacity, and dedication of public sector employees, expressing gratitude for their expertise and experience in navigating challenging economic conditions. While these reassuring remarks foster confidence, they also heighten the responsibility and expectations placed on public sector leadership to provide robust and evidencebased advice to the Government.
As the Minister stated, “There is light at the end of the tunnel.” Public servants should remain optimistic and steadfast in their commitment to service. Haumi e, hui e, taiki e.
Zaira Najam, a member of the IPANZ New Professional leadership team, holds a background in Economics. She came to New Zealand from Pakistan to pursue her PhD at the University of Waikato and was captivated by the beauty of Aotearoa. She made a heartfelt decision to stay in New Zealand and contribute to the public sector, striving to enhance the lives of people in New Zealand. With a fervour for community development and a strong advocacy for equal rights, her commitment extends beyond professional expertise, embodying a genuine passion for fostering inclusive growth and social justice.
SOCIAL INVESTMENT: YOUR QUESTIONS ANSWERED
Following the successful IPANZ webinar in July 2024 featuring Professor Arthur Grimes of Te Herenga Waka Victoria University of Wellington and Aphra Green, Deputy Chief Executive of the Social Investment Agency, Kathy Catton, editor of Public Sector journal, got answers to some of the follow-up questions posed by attendees.
Q1: What are the main challenges in applying social investment to public funding decisions for citizens?
A (Arthur): There are two key aspects to consider here. Firstly, quantitative analysis: the government needs to analyse which investments yield the greatest benefits (relative to costs) through cost-benefit analysis. It is also essential to decide who benefits from these investments. That’s the factual side. Then there are the philosophical considerations. For example, if Project A benefits wealthier individuals while Project B benefits poorer citizens, then the ethical implications must be considered as well as the benefit: cost calculations. It’s not just about the numbers; we need to determine who we aim to help and whether we give greater weight to the benefits of more disadvantaged people.
by some locals, was shown to have a very low level of benefit in relation to the over $600 million cost involved. No matter how much local support there was for it, the evidence showed that it should be scrapped, as eventually did occur.
Q3: What are the characteristics of a robust approach to performance measurement and monitoring in social investment?
A (Arthur): Effective performance measurement should be established before a project begins. This includes setting up evaluations and identifying necessary data in advance. A proper control group is essential for comparison. New Zealand’s public sector has been rightly criticised for inadequate evaluation practices, making this a critical area for improvement.
Q4: How can governance, analysis, and reporting of data better respect and reflect Māori rights and interests, as stipulated by te Tiriti o Waitangi and Māori data sovereignty principles?
A (Arthur): StatsNZ has strong policies regarding data sovereignty and collaborates extensively with iwi and Māori groups. Ongoing evaluation of accessibility and effectiveness in data use is necessary. When using StatsNZ data, these protocols are followed.
Q5: How should a cost-benefit analysis (CBA) be approached given its limitations?
Q2: How do we reconcile localism with evidencebased decision-making when community needs may differ from what the evidence suggests?
A (Arthur): The social investment approach is relevant at both local and central government levels. While local communities may express desires that contradict evidence, it’s crucial for governments to balance community wants with effective strategies. Politicians must be willing to assert that some popular ideas may not work effectively, focusing instead on what is proven to be beneficial. For example, the cycleway across the Waitematā Harbour, which was favoured
A (Arthur): There are criticisms that CBA is not appropriate for dealing with transformative contexts. This criticism is simply wrong. It possibly refers to the way that specific CBAs have been undertaken in the past, but there is nothing to prevent a CBA approach being used to evaluate so-called transformational projects. In these contexts, however, it is likely that several scenarios will need to be presented given the wide confidence intervals evaluators are likely to have about both benefits and costs.
Q6: How can we allocate capital in such a way to maximise net positive social outcomes?
A (Arthur): We can allocate capital by evaluating different programmes based on their impact on subjective wellbeing, such as life satisfaction (or happiness). This way, we can assess the cost-effectiveness of various initiatives. By using established measures like the WHO-5 questionnaire or
ARTHUR GRIMES
StatsNZ’s question on life satisfaction (which aligns with the OECD definition), we can provide meaningful comparisons of benefits across sectors. For instance, in my research, we looked at how introducing heat pumps to people’s houses improved people’s wellbeing. We used measures that aligned with StatsNZ’s measures of subjective wellbeing and had a treatment and control group. We then compared indoor temperature and subjective wellbeing outcomes of the treatment versus control group before and after the heat pump intervention. This approach (known as a differencein-difference approach) enabled us to quantify the benefits of heat pump installation for the treated houses.
Q7: How is the social investment approach incorporated into advice given to ministers in the context of legislative and policy reform?
A (Arthur): Currently, the integration of social investment in regulatory impact statements is inadequate. These statements should include robust evaluative data, but research suggests they often lack quality in this area. Improved analysis based on quantitative data could enhance decision-making for new legislation.
What is social investment?
Social investment is about driving better outcomes from the investments made in social services, particularly for our most vulnerable people. It involves using data, evidence, and analytics to understand the value from these investments, including what works for whom, where, and when; and using that understanding to drive better outcomes for people.
It’s also about recognising that not all the answers are held by central government – communities often know what the best solutions for their people are and hold the data and evidence needed to understand how to drive outcomes.
The Social Investment Agency, a new standalone central agency reporting to the Minister for Social Investment, Hon Nicola Willis, leads the implementation of social investment and provides cross-sector insights to decision-makers to improve people’s lives.
See example below of how it could work with youth crime.
Example – youth crime
What outcome do we seek?
For whom and where should effort be focused?
What works?
How might we deliver differently?
How do we know if we’re making progress?
▪ What are we currently doing?
▪ What impact is it having?
▪ What else works?
▪ What are the opportunities to improve the impact of our investments?
Q8: What insights do you have about the social investment framework’s effectiveness?
A (Arthur): While it’s easy to critique existing frameworks, it’s important for critics to identify alternatives that are demonstrably superior. Without better options, we should focus on refining and effectively implementing current strategies.
“New Zealand’s
public sector has been rightly criticised for inadequate evaluation practices, making
[performance management] a critical area for improvement.”
Arthur Grimes
Q9: How does the change in title from Social Wellbeing Agency to Social Investment Agency play out in practice?
A (Aphra): Our new name, alongside our change to become a central agency, reflects our expanded functions in implementing social investment across the public service. As the Minister for Social Investment recently outlined, this means the agency is responsible for leading, building, and demonstrating a social investment approach. In practice, this means building on our multi-disciplinary and specialist data capabilities to drive better service delivery, ultimately aiming for improved outcomes for New Zealanders most in need.
A (Aphra): I think we should think of the IDI as ‘innovative’ and ‘world-leading’. Since it was first developed over 10 years ago (at a time when it was more experimental), a number of safeguards have been put in place and enhanced to ensure its reliability and safety.
Firstly, the use of the IDI is governed by the Five Safes Framework, which ensures that data is handled securely and ethically. Also, before any research is conducted using the IDI, a rigorous research application process is required. This process involves thoroughly examining the research’s purpose and methodology, ensuring that ethical standards are upheld and that the study is designed to produce meaningful results.
In addition, frameworks addressing privacy, human rights, and ethics further enhance the integrity of research conducted through the IDI. The establishment of a Centre for Data Ethics by StatsNZ provides additional guidance and oversight, reinforcing the commitment to ethical data use and ensuring that research findings are communicated thoughtfully and responsibly.
Q12: Is it likely that the Social Investment Fund will follow the Social Impact Bond model, or are other approaches being considered?
A (Aphra): The Social Investment Fund is currently in the design phase. While the Social Impact Bond model is one potential funding mechanism, other approaches are under consideration. The agency is exploring a variety of mechanisms to ensure that the fund effectively invests in initiatives that will measurably improve people’s lives.
Q13: What is the Social Investment Agency’s ‘value add’, given that most agencies have their own internal evidence centres and stats labs?
Q10: Any advice for those seeking to use the Integrated Data Infrastructure (IDI) who need this specialist capability?
A (Aphra): We recognise that IDI is a specialist capability. Agencies can hire data scientists to bridge this gap, but collaboration across the system is equally vital. By teaming up with other organisations that possess the necessary expertise, agencies can pool resources and knowledge to maximise the benefits of the IDI. If you have a question that you think might be able to be answered using the IDI, ask your data team – and feel free to ask us too!
Q11: StatsNZ promotes the IDI as ‘experimental’. Are there methods in place to mitigate the risk of something that is ‘experimental’?
A (Aphra): We are a central agency, and we report to the Minister for Social Investment, Hon Nicola Willis, who sets the priorities for the portfolio. Our purpose is to shift the system, setting standards and using data and evidence so that the system invests earlier and more effectively to improve the lives of New Zealanders. Our role is to lead the implementation of the social investment approach, build the infrastructure and tools required, and show how social investment can work in practice. The Social Investment Agency is able to work across the social system to advise on the often inter-connected factors that affect people’s lives.
Q14: How will the Social Investment Approach help Māori?
A (Aphra): We know that Māori are often disproportionately represented in our social statistics, but
APHRA GREEN
often these statistics only tell one part of a bigger story of intergenerational whānau need. Social investment recognises communities often hold the data and evidence, and the ability to deliver the solutions needed, to drive outcomes.
“Our purpose is to shift the system using data and evidence, so that
the system invests earlier and more effectively to improve the lives of New Zealanders.”
Aphra Green
Q15: Will there be requirements to plan for evaluation before implementing social investments?
A (Aphra): Understanding whether an initiative is making a difference – and for whom – is fundamental to social investment. The word ‘evaluation’ often conjures up images of lengthy and bureaucratic processes for many, but it is not hard to put in place data-feedback loops that enable rapid understanding of whether initiatives are achieving their intended outcomes.
Arthur Grimes is Professor of Wellbeing and Public Policy at Te Herenga Waka Victoria University of Wellington’s School of Government, and Senior Fellow at Motu Economic and Public Policy Research. He coconvenes the World Wellbeing Panel. In 2023, he was awarded the title of Research Fellow of the International Society for Quality-of-Life Studies (ISQOLS). Professor Grimes’ prior roles include Chairman and Chief Economist of the Reserve Bank of New Zealand, and President of the New Zealand Association of Economists.
Aphra Green is Deputy Chief Executive of the Policy, Data and Insights Group at the Social Investment Agency. Aphra is passionate about evidence-based decision-making and brings a wealth of experience from the social and justice sectors, particularly from her former senior leadership roles in Oranga Tamariki and the Ministry of Justice.
Cautiously Optimistic...
With the arrival of spring we're caustiously optimistic that there are some early indications of slight warming of the job market. Business confidence is starting to improve which provides some comfort; however, we anticipate budget considerations and change to remain high on the agenda and expect recruitment activity will continue to fluctuate over the coming months.
November Market Update
Contractors – A number of organisations are opting for shorter or fixed term appointments in cases where delivery is required on discreet pieces of work, or demand for additional resource is for a finite period. These opportunities can be a fantastic way for candidates who generally seek permanent employment or are between contracts to secure some great work as we navigate this time. Contracting is still experiencing demand on a short term basis across Senior HR Advisors, ER Specialists, Change Managers and Finance.
Permanent Roles - Application numbers remain high across most disciplines, providing employers with an ability to hone in on those candidates that demonstrate the full suite of desired capabilities and competencies. Our advice to organisations is to secure top talent while it is available, aligned to your talent strategy, before the market picks up next year. Visit www.H2R.co.nz/meet-our-team for the contact details of our recruiters or feel free to contact Eugene, Katerina or ShaneWellington: 04 4999471 / Auckland: 09 3687300
UNLOCKING RESILIENCE AND MENTAL WELLNESS WITH SIR JOHN KIRWAN
Joshua Robati-Busby, Cadet Analyst at Deloitte New Zealand and member of the IPANZ New Professionals Leadership Team, reviews Sir John Kirwan’s recent keynote, as part of the IPANZWestpac partnership event, held in October in Te Whanganui-aTara (Wellington).
Attending and authoring an article for an event focused on mental health, led by the All Black legend and Westpac Ambassador Sir John Kirwan (JK), initially seemed daunting due to my imposter syndrome. However, I overcame these anxieties and fears, choosing to embrace the opportunity to gain experience and learn.
JK’s keynote emphasised the demanding nature of a public service career, requiring resilience and the ability to manage elevated levels of stress. He acknowledged the challenges of downsizing and uncertainty in the public sector, which can heighten anxiety, guilt, and feelings of unworthiness. His engaging introduction captivated us, demonstrating how his experience as an All Black legend could be relevant to the struggles faced in the public sector.
The workshop encompassed more than just the keynote. It gave public servants valuable insights, from practical mental
health strategies to a renewed perspective on resilience and wellness.
Before the workshop began, JK interacted with attendees, creating a welcoming environment. Despite his legendary status, JK’s openness about his personal battles with depression and anxiety created a safe space to discuss mental health openly. This was vital for the audience to feel okay with being vulnerable and knowing it is okay to not be okay; public service often entails managing other people’s crises while neglecting their own. JK’s raw and honest approach reminded us that vulnerability is a part of strength, which resonated with the attendees regardless of their status.
Honest conversations about mental health struggles
An impactful aspect of the workshop was JK’s willingness
JOSHUA ROBATIBUSBY
to share the vulnerable parts of his mental health journey, demonstrating his struggles with anxiety-based depression and suicidal thoughts. His open dialogue about the stigma and fears he faced brought valuable insights, encouraging others to seek help with their mental health.
Overall, JK’s keynote provided a platform for essential conversations about mental health and resilience. It empowered public servants to confront their challenges and seek support while normalising the discussion of mental wellness in the professional sphere.
Managing anxiety through breathing and mindfulness
In the workshop, JK shared an exercise on mindful breathing, describing how it has helped him reduce anxiety. He emphasised the power of controlled, deep breaths to help calm the mind and bring oneself back to the present. By focusing on “What can I control?” and “What can I do right now?” JK showed how to break down overwhelming thoughts and regain focus.
These techniques are particularly beneficial for public servants, who often work in high-pressure environments. Learning to manage anxiety in the moment can make a significant difference in both personal wellbeing and job performance.
Addressing ‘sharks’ – the negative thoughts that feed anxiety
JK’s first psychology session was with a man who he did not connect with and his techniques to cope with mental health did not suit him.
After a couple of failed attempts with other doctors, JK met Dr Louise Armstrong, and through her JK identified four ‘sharks’ that tend to surface during moments of stress: self-doubt, imposter syndrome, the need for acceptance, and guilt. Dr Armstrong’s approach of ‘naming the sharks’ helped JK – and, in turn, the workshop attendees – to identify and understand these underlying issues. By recognising these thoughts rather than suppressing them, public servants learned a valuable technique for managing negative thoughts constructively.
One quick tool
One of JK’s tools for combatting mental illness is D.O.T and D.A.T. These acronyms mean DO ONE THING, and once you have DONE ONE THING, then DO ANOTHER THING.
The six pillars
Below are the six pillars JK uses as his practical strategies and self-care tools:
Chill: Taking time to relax and unwind is essential. Public servants were encouraged to identify activities that helped them relax, from reading to cooking or playing an instrument, and make time for them in their daily lives.
Move: Physical activity plays a critical role in mental health, and JK encouraged participants to prioritise exercise, even if it is just going for a walk. Regular movement can improve mood and reduce stress.
Do: Simple actions, like setting and completing small tasks, can create a sense of achievement and momentum. The ‘To-Done List’, which records what one has achieved rather than tasks left undone, promotes positivity, and builds self-esteem.
Celebrate: Recognising accomplishments, big or small, is essential. Celebrating with family, friends, or even through personal moments helps to reinforce positive experiences.
Enjoy: Being fully present in the moment and connecting with loved ones brings balance to life. JK encouraged attendees to use technology mindfully, enjoy the little things, and prioritise time with family and nature.
Connect: Talking with others, sharing concerns, and connecting socially can reduce feelings of isolation. JK highlighted that a problem shared is a problem halved – a valuable reminder for public servants who often carry heavy responsibilities alone.
Sir John Kirwan believes that action and the courage to act are the best foundations to overcome stress and anxiety. By using the tools above, you can start to practise mental wellness.
IPANZ extends its thanks to Westpac for hosting this event. Joshua Robati-Busby is a Kiwi of New Zealand Māori, Cook Island Māori, and Danish heritage. Deloitte has been his professional home since July 2023, where he delivers solutions within the ServiceNow Offering. He is also part of the IPANZ New Professionals Leadership Team, supporting and learning from some incredible individuals since May 2024.
THE SPIRIT OF SERVICE WITH A PASIFIKA LENS
Sara Passmore, public servant and doctoral candidate at Te Herenga Waka Victoria University of Wellington, outlines some of her PhD research into how the Pacific values of mutual respect, sharing, humility, and cooperation complement the values of the public sector.
In June 2024, I travelled to Vava’u with my family to visit the remote Tongan island that I had only heard about from my grandmother. I and 18 other passengers crammed into a DHC6 Twin Otter Classic. On arrival, the sweet relief of exiting the tightly packed plane was quickly replaced by the instant oppression of humidity and heat crossing the tarmac to collect our bags. I felt conflicted as we made our way across the island, feeling at once at home and simultaneously alien, recognising the style of houses and villages from photos and stories, but it all being new to me.
More than half of all people who are Tongan live outside of Tonga. The Tongan population in Aotearoa New Zealand is just over 82,000, three-quarters of whom were born some place other than Tonga. I know I won’t be alone in feeling as if I straddle multiple cultures, trying my best to fit in.
My academic research focuses on Public Service Motivation, a form of motivation that emphasises intrinsic desires over extrinsic rewards, altruism and service to communities, and a desire to shape policy for a wider public cause. Travelling to my ancestorial lands was an opportunity to reflect on how Tongan values have been passed down through my matriarchal line and the connection of these to the values held by public servants.
Defining the spirit of service
Winners of this year’s Te Hāpai Hapori, the Spirit of Service Awards, were announced on 26 September. These awards recognise public servants who “open their hearts and minds to the needs of others, having an attitude of humility and being motivated by something bigger than ourselves”. The
people attracted to work in the public sector often do so because they want to apply their skills and experiences to larger societal problems and challenges. So plenty of people would be worthy recipients of these awards.
There are explicit links to the values these awards recognise, and the values promoted and exhibited by Pacific communities. Tonga has four core values that are inseparable from the cultural identity: fefaka’apa’apa’aki (mutual respect), feveitokai’aki (sharing, cooperating, and fulfilment of mutual obligations), lototoo (humility and generosity), and tauhi vaha’a (loyalty and commitment).
These values are easy to identify in practice if you have ever participated in a Pacific cultural event within the public service. Pacific employee networks invite people in during events like Pacific language weeks. These events are not just an opportunity to connect culturally with others with a shared heritage; these celebrations are a form of cultural exchange. They are an expression of an organisational culture that the Spirit of Service awards want to promote and encourage: one of mutual respect, sharing, humility, and cooperation.
Pacific countries tend to be overlooked in management and leadership research.
Shifting perspectives
Sadly, when we see the application of Pacific values in public policy, it is often in designing harm prevention or early intervention programmes. Census data shows that Pacific people living in Aotearoa have some of the worst social outcomes: shorter lives, higher rates of child hospitalisation, lower levels of post-secondary school qualifications. It’s easy to forget that these same Pacific values can be used to promote positive organisational cultures, guide recruitment and operational policies, and identify and develop leadership styles that encourage high performance in an Aotearoa setting. Social agencies could use these values to create programmes that deal with social problems that come up in a diaspora.
Pacific countries tend to be overlooked in management and leadership research. The GLOBE (Global Leadership and Organizational Behavior Effectiveness) study has been running for over 20 years and has yet to include Pacific countries in its data. This research looks at how culture relates to leader effectiveness using nine cultural
SARA PASSMORE
dimensions (see below) to articulate the shared norms, values, beliefs, and practices among its societies. Although absent from the research, it is easy to see how Tongan cultural values might support or oppose these dimensions, and how this might lead to conflict with the well-established norms and structures of the New Zealand public service.
Globally, there is awareness of cultural tensions around leadership and academic interest in cross-cultural and intercultural leadership. This interest highlights the challenges Pacific people may face in leadership roles in Aotearoa, especially where expectations might not fully align with cultural values. For example, the GLOBE Study identifies that New Zealand highly values in-group collectivism in leadership, yet, in practice, we score relatively low in this measure. In terms of power distance, we rate higher than the global average in how much we value authority and status privileges.
It is perhaps a clash of cultures between the values of the Pacific public sector workforce and the dominant cultural dimensions of effective leadership in New Zealand that is responsible in part for the significant Pacific pay gap. Public sector workforce data from 2024 shows that Pacific people make up 10.7 per cent of our public sector workforce, and the Pacific pay gap in 2023 was 16.6 per cent – higher than the gender pay gap, and both the Māori and Asian pay gap.
Broader messages and implications
Studies looking at how strong public service motivation develops have identified aspects like socialisation and the exposure to a variety of experiences as critical attributes for fostering a person’s commitment to civic duty and attraction to policymaking.
We should be looking to our Pacific colleagues for examples of public service motivation, recognising when our values of humility, loyalty, and respect are being displayed. We should be providing opportunities for these values to shape our policies and practices. As a colleague shared with me recently, “Our Pasifika people carry these values, central to our identity, into public service, enhancing it with a deep sense of purpose and cultural richness.”
Sara Passmore (BA, BEd, MBA) is a doctoral candidate at Te Herenga Waka Victoria University of Wellington. Her research is exploring what happens in community organisations when they partner with government to deliver social services. Sara has 20 years’ experience in project and programme management, and 10+ years’ experience in senior management in the charity and not-for-profit sector in New Zealand and the United Kingdom. She is currently working as a programme manager at the Ministry of Social Development and is the Chair of Wellington Sexual Abuse HELP.
Cultural dimensions and descriptions from the GLOBE study
Power Distance
Uncertainty Avoidance
Humane Orientation
Collectivism I (Institutional)
Collectivism II (In-Group)
Assertiveness
Gender Egalitarianism
Future Orientation
Performance Orientation
(Source:
The degree to which members of a collective expect power to be distributed equally.
The extent to which a society, organization, or group relies on social norms, rules, and procedures to alleviate unpredictability of future events.
The degree to which a collective encourages and rewards individuals for being fair, altruistic, generous, caring, and kind to others.
The degree to which organizational and societal institutional practices encourage and reward collective distribution of resources and collective action.
The degree to which individuals express pride, loyalty, and cohesiveness in their organizations or families.
The degree to which individuals are assertive, confrontational, and aggressive in their relationships with others.
The degree to which a collective minimizes gender inequality.
The extent to which individuals engage in future-oriented behaviors such as delaying gratification, planning, and investing in the future.
The degree to which a collective encourages and rewards group members for performance improvement and excellence.
WHAT IS THE TRUST EQUATION?
Andrew Horwood from MartinJenkins looks at how agencies, officials, and private secretaries can build trust with their ministers and with each other.
If you provide advice for a living, the impact of your advice is directly related to your trustworthiness. The Trust Equation, developed by Charles Green, is a useful tool for thinking about what builds trust and how to measure it. The equation looks like this:
Credibility, reliability, and intimacy build trust, while self-orientation – sometimes just called ‘self-interest’ –undermines it.
This article looks at how this framework applies in and around the zone of advice to ministers, including, for example, officials and agencies needing to build and maintain trust with ministers, and private secretaries maintaining the trust of their host departments.
Credibility: Expertise convincingly conveyed An adviser has ‘credibility’ when they have expertise and convey it convincingly.
Some roles are expected to include deep technical knowledge, while for others, it’s knowledge of the timeframes, dependencies, and deliverables across a programme of work. For private secretaries concerned with maintaining credibility with their minister, they need to know who to call and how to get information quickly. Across those roles there are some common credibility pitfalls to avoid. Never lie, always triple-check the information you provide, and fix mistakes quickly. Agencies should offer well-reasoned, politically neutral advice that shows an awareness of the broader environment and doesn’t relitigate policy decisions that have been made. At the same time, agencies retain credibility with the public by avoiding being ‘captured’ by their minister or stakeholders.
Reliability: Doing what you say you’ll do ‘Reliability’ means delivering when you say you’ll deliver and to the quality expected. Trusted advisers are responsive but careful to manage and prioritise their workloads. They understand their minister’s priorities and so prioritise the most critical requests. They can also anticipate demands before being commissioned.
You may need to limit the outputs you agree to provide. When negotiating expectations with ministers, explain how resource limitations and trade-offs can affect what can be achieved.
Agencies should work through their private secretaries to ensure the commissioning from ministers is clear and to keep demands to a manageable scale.
Intimacy: The trickiest part ‘Intimacy’ is evident when someone feels safe and secure in confiding in you. It is achieved through both showing empathy and keeping sensitive information confidential. Intimacy can be the hardest dimension of trust for officials to achieve, as it’s appropriately bounded by professional standards set out by the Public Service Commission. Officials need to show they understand their ministers’ political context while maintaining separation from that context. This includes factors your minister may be considering beyond pure policy objectives, like political impacts, trade-offs across portfolios, views of colleagues and stakeholders, and personal motivations. Trusted advisers show they understand the pressures ministers face without adding to them.
Key to intimacy with ministers is communicating information early, with ‘no surprises’. Where developing interpersonal relationships with a minister is difficult, officials can often develop cordial, highly productive relationships with the minister’s political advisers and press secretaries instead, giving a window on the wider context in which the minister may be receiving advice.
Key to intimacy with ministers is communicating information early, with ‘no surprises’.
Plus, some ministers do like to connect and shoot the breeze! And some have specific preferences for font size and Oxford commas that you’re best to reflect.
ANDREW HORWOOD
Self-orientation: Pushing your own interests
If you appear to be putting yourself above the interests of the minister or the public, you’ll be harder to trust. For example, if advisers are dismissive of options they don’t like but that ministers might want to consider, if they prioritise their own careers over the public interest, or perhaps by placating their superiors or delivering an output that puts style over substance.
Here, private secretaries may need to filter advice that’s too narrow or self-orientated, ensuring it’s rounded and well-evidenced.
On the other hand, sometimes the most challenging component of any trust equation is giving advice to ministers they may not want to hear.
When negotiating expectations with ministers, explain how resource limitations and trade-offs can affect what can be achieved.
A package deal
While it’s useful to break the Trust Equation down into its elements, it’s essential to work on them all together. For example, there’s no point in being highly reliable if your outputs lack credibility, while an overly familiar relationship creates risks and rarely ends well. The dimensions of this framework work as a package to build trust, both emotionally and rationally.
Andrew Horwood is a Managing Principal | Pou Mātāmua at MartinJenkins, where he leverages his extensive knowledge of regulatory and public policy processes. Known for his open and straightforward interpersonal style, Andrew provides free, frank, constructive, and trusted advice to a wide range of clients. His expertise primarily spans issues relating to economic development, energy, the environment, and natural resources. Andrew has also served as a Private Secretary in several portfolios and has worked as a public official prior to his consulting career.
Join us for an IPANZ webinar on this topic on 12 February 2025 12–1pm. Register via the IPANZ website.
INSIDE THE TREASURY: THE ROLE OF A VOTE ANALYST
JAMES ADAMS
James Adams (The Treasury) outlines how vote analysts help agencies navigate financial processes and support the Government to achieve its fiscal and economic objectives.
What is the role of a vote analyst?
A vote analyst is the bridge between a public sector agency and the Treasury. Their job is to ensure ministers get the advice they need to make high-quality decisions so that new and existing interventions offer value for money, contribute to the Government’s priorities, and improve New Zealanders’ living standards.
Staff doing Vote work are generally involved in helping government agencies navigate the Public Finance Act and Budget processes. That means providing the Government with advice on individual decisions and agency performance, with a particular focus on the economic and fiscal impacts of any changes.
The phone always seems to ring at the most unexpected times. That morning, I was on a crowded bus on my way into the office, just across the road from the Beehive. I remember it was raining, although not nearly as much as it had in the weeks beforehand. Auckland had been battered by floods on Anniversary Weekend, and then much of the North Island was hit by Cyclone Gabrielle. Hundreds of people had been involved in the immediate response, and now attention was shifting towards recovery. That was the reason for the phone ringing. I work at the Treasury, the government agency responsible for advising ministers on economic and financial matters. More specifically, I’m a vote analyst, which means I’m the first point of contact for one part of the Government’s Budget. When the Government wants to take any action (in this case,
efforts to support communities impacted by the adverse weather events), the relevant agency works with their minister to develop a proposal. Then, they check with the Treasury about how to fund it.
Most financial changes are considered through the annual Budget process. Agencies and their ministers develop Budget ‘bids’ in the second half of each calendar year, and then submit them to the Treasury. We ask lots of questions, checking the numbers and testing the arguments. Then, usually by late January, the Treasury puts together a ‘package’ of changes that we think is consistent with the Government’s priorities – especially how much money the Government is prepared to spend. The package goes through several iterations, as ministers debate about which bids should be included. Further work is often needed on any significant proposals, and then all the public documents must be prepared before the Minister of Finance announces the Budget in May.
We ask lots of questions, checking the numbers and testing the arguments.
We were partway through the Budget process in 2023 when the terrible weather struck. Over a couple of weeks, several people were killed, and billions of dollars of damage was done to public infrastructure, homes, and other buildings. People needed shelter, blankets, and food; they needed the silt cleared from their properties; they needed clean water and electricity. There was not much the Treasury could do in those initial few days, but vote analysts were soon writing advice to support the recovery effort.
When my phone rang that morning, it was about setting up an emergency housing scheme – it was hard to know how many people would need help finding somewhere to stay, so we needed an arrangement with plenty of flexibility, but also to ensure that those most in need would be prioritised. Working alongside officials at other agencies, the Treasury played an instrumental role in a wide range of measures announced in the days following the weather events and as part of the Budget several months later.
When we’re not responding to emergencies or working on the Budget, vote analysts tend to spend their time monitoring the performance of government agencies. For example, we might meet with an agency’s finance team to discuss whether spending is tracking to forecast, or to hear from an operational team about how an existing
initiative is progressing. We often hear that initiatives are making a difference, but we typically encourage agencies to develop clearer, more rigorous evidence to help ministers make trade-offs between different options. There’s also a technical side to the role: we help agencies to estimate the financial impacts of any change and to present these impacts to ministers. Practically, that means writing reports or commenting on Cabinet papers.
We often hear that initiatives are making a difference, but we typically encourage agencies to develop clearer, more rigorous evidence to help ministers make trade-offs between different options.
In all these tasks, vote analysts are ably supported by policy experts, accountants, and economic advisers. Our job is to get the right people in the room, just as much as it is to know the answers ourselves. Many vote analysts are just at the start of our careers, but it’s a great way to learn more about policy and financial issues. In time, many of us will go on to manage teams or work on the detail of the challenges facing New Zealanders, which quite possibly means that, in years to come, some future vote analyst will be coming into work on the bus in the rain, and I’ll be the one ringing them.
James Adams is an analyst at the Treasury, working mainly on tax and welfare policy. He also tutors Public Policy at Te Herenga Waka Victoria University of Wellington.
Initiative assessment phase
‘Bids’ for new funding are typically submitted in December. The Treasury then assesses the bids and puts together the first cut of the ‘package.’
Initiative development phase
Agencies design new initiatives, identify reprioritisation and savings options, and estimate their cost pressures.
Package iteration phase
The Budget ‘package’ goes through further iterations as initiatives are refined and ministers decide which initiatives should be included.
Production phase
The final Budget ‘package’ is agreed by Cabinet, and then agencies and the Treasury finalise the Budget documents ahead of Budget Day (usually in mid to late May). December January
BREAKING BARRIERS
Making a difference for women in custody is what drives Tayla Yandall, recipient of this year’s Te Toho mō te Kaiārahi Rangatahi o te Tau, Young Leader of the Year Spirit of Service Award, awarded by Te Kawa Mataaho Public Service Commission.
Writer Kathy Ombler finds out more.
Historically, a prison director would not be so young, or someone who hadn’t worked their way through the custodial chain of command. Tayla Yandall has broken both those ceilings, but it was more than ambition that saw her successfully apply for the role of General Manager, Auckland Region Women’s Correction Facility (ARWCF), in 2022.
Tayla was driven largely by the opportunity to foster a more gendered lens into the systems, policies, and frameworks of
custodial management. “I felt I could make a difference.”
A major influence for Tayla was her experience when, as acting Regional Director Practice Delivery and Assistant Regional Commissioner, she supported the Regional Commissioner following the release of a special investigation report into the treatment of three women at ARWCF.
“My role was working with the national team, acknowledging and learning from the findings to ensure we didn’t repeat mistakes. We met with the three women and staff affected by the report and its findings. We learned a lot from them, and we needed to create a plan and pathway to ensure there was no further trauma inflicted. We also needed to uplift our capability. That was my first real introduction to a women’s custodial space. It became clear that a lot of our custodial systems had been designed for men. I wanted to be in a role where I could make an impact and get tangible results for women in custody.”
Because she was younger, and an ‘outsider’, Tayla said she initially faced both conscious and unconscious bias. “I needed time for my work to speak for itself. Also, I wasn’t an
expert in all things custodial, but I did have expert people around me to ask. It’s okay not to know everything. That said, I was very clear there were ways I wanted to operate in the women’s space, by having women’s strategies and acknowledging that a woman’s journey is very different from that in a man’s space.”
It’s a long-term shift, she says, one requiring a collaborative and multi-disciplinary approach. “We are working with people with complexities; many have experienced significant trauma, and we are supporting them to safely transition back into the community. We have to involve others in our decision-making, working in a more reflective way with the case manager, the health team, and psychologist, for example, rather than taking a custodial approach only.”
There are two areas where she feels there have already been tangible results. “There has been a significant decrease in the number of situations where force has been used. I put that down to staff focusing more on communication, understanding the cause of the behaviours, and being able to de-escalate.”
The second is increasing opportunities for speaking with those in custody. “When I first went into the job, I met with the women regularly because I really wanted understanding. Before, there were forums for the staff to speak with each other, but they didn’t have forums with those in custody. For me hearing from both the staff and those in custody provides balance.”
Tayla didn’t plan her career path; it was more about being open to opportunities, she says. She studied criminology and sociology at university, but after three years moved to explore her creative side, with a brief period at the Elam School of Fine Arts. In 2013, when motherhood called for better financial support for her family, and following her interest in criminology, she joined Ara Poutama Aotearoa Department of Corrections as a Probation Officer.
“I really enjoyed the probation training, the leadership
practice, learning from the Alcohol and Other Drug Treatment Court, working with judiciary and recovery units, and about all the opportunities to collaborate with other agencies and community groups.”
From Probation, she progressed to leadership roles. Tayla was Northern Regional Director Practice Delivery, which involved experience with specific fields such as clinical health practice, psychology and programme practice, and custodial practice, and then became Assistant Regional Commissioner, before starting at ARWCF, where she leads a team of around 300.
She encourages other young people looking to a public service career to get their foot in the door. “There are so many opportunities across the sectors,” Tayla says. “I’ve stayed in one organisation, but I’ve been able to grow across different paths. That’s the exciting thing for people coming into the public sector.
“But understand why you are in an organisation. Be clear and confident about your drivers and the values you hold and be able to articulate them. What is your why? Also know that changes over time. My ‘why’ has changed over the past eleven years.”
What hasn’t changed for Tayla is her determination to maintain a motherhood/work balance. “Being present and available as a mum to my four children while managing a complex role that I love is the achievement of which I am most proud. I don’t try to hide the fact I have to juggle my children and home life and bring that into my work life. I’ve always been an organised person and always had high standards for myself. I remind people I prioritise my work when that’s needed; equally I will prioritise my family when that’s needed.”
Kathy Ombler is a Wellington-based author and freelance writer, with a strong interest in conservation, outdoor recreation, nature tourism, and also local and national governance.
TAYLA YANDALL, RECIPIENT OF 2024 TE TOHO MŌ TE KAIĀRAHI RANGATAHI O TE TAU, YOUNG LEADER OF THE YEAR, SPIRIT OF SERVICE AWARD
TAYLA WITH ACTING AROHATA PRISON GENERAL MANAGER JACKY HOWCUTT, AND CHRISTCHURCH WOMEN’S PRISON GENERAL MANAGER RENEE CLARKSON
WHAT IS THE NEW ZEALAND SPACE AGENCY?
Liam Russell speaks with Dimitri Geidelberg, Policy Team Leader at the New Zealand Space Agency, to learn about his role in regulating outer space and highaltitude activities.
The New Zealand Space Agency – part of the Ministry of Business, Innovation and Employment (MBIE) – is the lead government agency for space policy, regulation, and sector development.
Created in 2016 to respond to and manage the rise in space activity, the Agency not only oversees the regulation and permit schemes for high-altitude and outer space activities, but also is charged with developing a ‘New Zealand-based space economy’.
“We are essentially the ‘front door’ for all space and highaltitude activity in New Zealand,” says Dimitri. “Our work supports commercial space activity – including frequent launches of satellites and other low-orbit payloads – as well as the regulation and enablement of space-related science and innovation.”
Dimitri’s team is responsible for space policy and sector development. They also oversee space-related international engagements – such as with the UN’s Committee on the Peaceful Uses of Outer Space, or with like-minded countries on international rules and norms.
New Zealand’s space pedigree
Most people will not be aware that New Zealand has a history of space innovation and leadership.
For example, Sir Bill Pickering, a New Zealand-born aerospace engineer who for 22 years headed NASA’s Jet Propulsion Laboratory. Sir Bill was at the forefront of space innovation, playing a key role in the ‘space race’ of the 1950s and 60s, and the development of NASA missions to the moon, Venus, Mars, Jupiter and beyond.
More recently, in 2006, New Zealand entrepreneur Sir Peter Beck founded Rocket Lab. With the backing of investors such as Sir Steven Tindall and Mark Rocket, and grants from
the New Zealand Government, Rocket Lab became the first private company in the southern hemisphere to reach space in 2009. The company later established the world’s first private orbital launch site, completing construction on ‘Launch Complex 1’ on the Māhia Peninsula in Hawke’s Bay in 2016.
A burgeoning industry
It was against this backdrop that in 2016, the government announced that New Zealand was “joining the global space economy” – establishing a space agency function to “support the realisation of the benefits associated with the use of space”.
The Space Agency moved quickly to develop a new regulatory regime – as well as international partnerships and agreements – to enable the safe, responsible, and secure conduct of space-related activities in Aotearoa, as well as to encourage economic investment in New Zealand’s space industry.
Starting with a regulatory ‘blank canvas’
“In 2016, with a new launch facility in Māhia but no supporting domestic legislation, we had to negotiate a bilateral treaty with the United States to enable Rocket Lab to import controlled spacecraft technology while ensuring that New Zealand took measures to protect that technology,” says Dimitri.
The development and passage of the Outer Space and High-altitude Activities Act 2017 was the Agency’s first major milestone.
“My former colleagues developed the underpinning policy for the Act and related regulations – a fast process by world standards, completed in under two years. Our futureproofed approach allows the Space Regulatory Systems team to advise the Minister for Space on all licence and permit applications under the Act.”
More than just rockets
“Where ‘space’ actually begins is still debated,” says Dimitri. “Our regulatory regime captures all sub-orbital flight activity above 60,000 feet – the level considered to be ‘high-altitude’ – as well as all orbital launches originating from New Zealand’s shores that reach into outer space. This covers rocket launches and non-rocket propelled activity such as space planes, weather balloons, and other craft.”
This broad coverage allows for regulation of activities that enable a range of applications of data and signals from
LIAM RUSSELL
space. These include agri-technology, hazard management, oceanography, and meteorology.
“An exciting new area of work for the Agency has been the MethaneSAT mission – partnering with the US Environmental Defense Fund and others to monitor and study global methane emissions.”
The team at the New Zealand Space Agency are also responsible for developing new world-leading policy for operation, such as the recent blueprint agreed with the UK Space Agency to support the removal and servicing of operational satellites that are very close to each other or making contact with one another.
International partnerships and development
“Because of our location in the world and our approach to space industry investment and innovation, my team and I often get to work at the cutting edge of space policy. We work closely with counterparts such as NASA in the United States, the European Space Agency, the German Aerospace Center (DLR), as well as representing New Zealand on the world stage at international space congresses and at the United Nations. The Agency is also responsible for the Prime Minister’s Space Prizes and the New Zealand Space Scholarship programme which supports internships at NASA centres,” says Dimitri.
Why is this work so important?
“Modern life is, in many ways, dependent upon the space
industry. We rely upon data and signals from satellites on a daily basis – for everything from satellite imagery and GPS navigation to weather forecasting or hyper-accurate time measurement for secure banking systems. This ‘invisible infrastructure’ is a critical enabler of modern New Zealand government, life, society, and economic stability,” says Dimitri.
“It is important to provide ministers and the public with assurance that we are enabling innovative cutting edge space activity to take place from New Zealand in a way that is safe, consistent with our international obligations, and in keeping with the national interest.”
A 2019 report by Deloitte found that the New Zealand space industry was (at the time) worth $1.75bn, directly employed 5000 people and indirectly supported a further 7000 jobs. Today, New Zealand is third in the number of space launches worldwide (after the United States and China).
“Personally, it is a privilege to be able to work in an area that enables smart people to do great things, and to help New Zealand succeed on the world stage. Also the work that we get to do each day is just plain cool.”
Liam Russell is a former IPANZ Board member and co-chair of the New Professionals leadership team. He is a member of the Public Sector Journal’s editorial committee.
The views and opinions expressed in this article are those of the author and do not necessarily reflect those of the author’s employer or any other organisation, group, or individual.
CRISTINA PARIGINI (SENIOR TECHNICAL ADVISER, NEW ZEALAND SPACE AGENCY) AND DIMITRI AT A SUB-ORBITAL LAUNCH IN WOODHILL FOREST, NORTHWEST OF AUCKLAND
DIMITRI GEIDELBERG (POLICY TEAM LEADER, NEW ZEALAND SPACE AGENCY) WITH NASA ASTRONAUT DR SHANNON WALKER
HOW PARTNERING CAN IMPROVE PROJECT MANAGEMENT
Kevin Jenkins looks at ways partnership can improve project management and highlights one example of where it has succeeded.
It can be fun imagining a new kitchen and exciting to actually plan it. It’s not so much fun when installation goes on forever, it costs three times what you’d budgeted, and it doesn’t end up like you’d pictured.
‘The world’s leading megaproject expert’ and Professor Emeritus at the University of Oxford’s Saïd Business School, Bent Flyvbjerg co-authored the widely read How Big Things Get Done (2023) and uses kitchen renovations to illustrate what happens with most big projects.
Infrastructure
Infrastructure New Zealand CEO, Nick Leggett, says Aotearoa New Zealand is having an infrastructure moment, and the best approach is bipartisanship. That’s at the political level. What about working together at the delivery level?
We often can’t seem to manage projects properly. That’s true in the private sector, but it’s often public sector projects that get slammed.
Most projects are over budget, over time, and under benefits
The authors also talk about “Windows of Doom” (successful projects ‘zip along’, failing projects drag, so there’s more time for things to go wrong), optimism bias, planning fallacy (underestimating everything except benefits, which we overestimate), and path dependency.
They posit 11 evidence-based rules for success, including using people who have done similar projects, comparing costs with completed projects, and saying ‘no’ sometimes. My favourite is “think slow, act fast”. Exhaustive planning (with some agile exceptions) leads to ‘overnight successes’ when execution can go at pace. For example, the Empire State Building was meticulously planned and modelled on
a similar building and was finished early and under budget (partly due to it being modular, another of the 11 rules).
Friction in delivery
Many big projects are delivered by some form of partnering, but this comes with a risk of disputes about the scope, pricing, methodologies and technologies, dependency planning, and timing (avoiding digging up a new road).
In the worst cases, disputes degenerate into legal action and more costs and delays. Sadly, this is not rare and, of course, often high-profile.
When partnership works
One success story in infrastructure partnership is the LEAD Alliance in Tāmaki Makaurau Auckland. Led by Kāinga Ora, LEAD is an alliance of organisations that deliver build-ready land and infrastructure for large-scale communities.
Think 1000+ new homes in one community.
Engineers, contractors, designers, and project managers all work together (in the same office) to deliver a programme of work as one.
I’m on the board of Harrison Grierson, urban development engineering and design consultancy, one of the LEAD participant organisations, and I’ve seen first-hand the success the alliance has achieved in saving time and costs. A project manager can literally lean over and ask the stormwater engineer a question. This is rarer than it should be.
Project managers should “think slow and act fast”.
The alliancing model has seen new roads, pipes, and streetlights pave the way for thousands of new homes in Auckland and Wellington. To quote their latest report:
“22.5 km of underground utilities, 46,200 sqm of new or upgraded roads and footpaths, 4 km of wastewater pipes, 190 new streetlights and 131 trees planted.”
Like any big infrastructure project, the risks are big, and, in this case, the benefits are people get into their new homes without a lengthy wait.
It’s about clearly defining the scope together,
KEVIN JENKINS
communicating and expressing any concerns early on, and respecting the respective roles of all parties, building a culture of collaboration, and resolving any disputes early.
By collaborating across disciplines, the risks can be identified and addressed quickly.
Louis Venter, a Harrison Grierson veteran, says Eke Panuku (the development arm of Auckland Council and another client that Harrison Grierson works with) excels at defining scope.
“The team defines the scope at the start of every project. It seems simple and obvious, but not everyone gets it right,” says Louis. “If a client can clearly define a project scope, it means as consultants we know what’s expected to be delivered and we can also cost up the job with certainty.” Project managers can “think slow and act fast”.
Eke Panuku is also very good at assembling the right people for the job. They use experts with a wealth of knowledge and who “all work in harmony with each other – it’s a seamless integration into the other parts of the puzzle – we all fit together to complete it,” says Louis. “Their communication is great. It’s clear, concise, and they communicate often. They always set clear expectations and always revisit the project plan to make sure we’re on track.”
The right recipe
Most recipes rely on getting the right ingredients, and so does good project management, whether it’s your new kitchen or infrastructure. Partnering well means you can execute with confidence.
Kevin Jenkins is a professional director and commentator. His governance roles include NZQA, WorkSafe, real estate, and Harrison Grierson.
PUBLISHED BY MACMILLAN BUSINESS
REFLECTIONS ON PEOPLE FIRST: MAINTAINING TRUST WHEN EXPLORING GENERATIVE AI IN SOCIAL SERVICE DELIVERY
Megan Evans Seeds was awarded a 2024 Ian Axford Fellowship. Here, she explains her work researching how government agencies can make decisions about generative AI (GenAI) in a way that puts people’s needs and the organisation’s strengths first.
When delivering public service, is there a more critical measure than public trust? As the Director of Digital Experience for Minnesota’s largest local government agency – Hennepin County – I focus on providing equitable and inclusive digital service to our 1.3 million residents. When mindfully designed, digital channels can reduce the regressive ‘time tax’ (as quoted by A. Lowry in a 2021 The Atlantic article) that governments often levy on service-seeking residents through complex forms and lengthy processes. I believe our approach and outcomes can only be deemed successful if they maintain or increase trust with our community. After spending six months in Wellington as an Ian Axford Fellow in Public Policy, I appreciate the common focus on fostering public trust
MEGAN EVANS SEEDS
IMAGE: FREEPIK
across Aotearoa New Zealand’s public service. New Zealand and the state of Minnesota are both responsible for meeting the needs of more than 5 million residents. Even amid geographic and cultural differences, we public servants all benefit from sharing service delivery experiences and best practices, whether through national networks, international exchanges, or social platforms. The mid-career Ian Axford Fellowship opportunity to immerse myself in New Zealand’s central government public service was an incredibly valuable investment in my local government leadership in the United States.
While I arrived at the Ministry of Social Development (MSD) in early 2024 planning to explore digital experience approaches more generally, it was clear that the generativeAI-in-government conversation was escalating rapidly just as the new Government was forming. The opportunity to focus more deeply on this topic as it quite literally evolved was welcome and challenging.
This [GovGPT pilot] is the kind of intentionally applied GenAI technology that could improve the service delivery experience and reduce the time tax. Bravo!
My research considered how government agencies can navigate decision-making about GenAI in a human- and value-centred manner that prioritises organisational strengths and the needs of those being served. It focused on MSD to frame how a social service organisation might explore GenAI, including by:
• accounting for its existing values
• mitigating risks so it can focus on the most impactful opportunities
• prioritising use that empowers staff to improve client service, and
• exploring GenAI in a manner that maintains trust with clients, partners, and staff.
Emerging government use of GenAI technology has the potential to perpetuate harm without intentional mitigation of existing biases, known risks, and discriminatory output. A deliberately values-based approach that transparently engages stakeholders could create AI that extends human abilities and enhances the human service experience.
I propose social service organisations guide exploration by:
• defining GenAI values
• employing a maturity model that prioritises AI literacy development, and
• identifying use-case characteristics by risk to client trust.
To move from an initial maturity level to a sustained one, organisations would progressively capture needs, invest in AI literacy, iteratively experiment with solutions, evaluate before scaling, and implement opportunities that support human-led activities while improving outcomes for the most vulnerable clients. Ensuring – and building – trust through each maturity phase is a critical investment opportunity in GenAI exploration.
While GenAI is a powerful and transformative technology, it is still a tool that organisations must wield deliberately – and with transparent accountability – in service of people. Macro policy statements may set the direction, but on-the-ground GenAI implementation choices will continue to shape residents’ service experience and trust.
Since I’ve returned to the United States, GenAI continues to evolve. The existence of technological change, however, is not new, even if the pace is increasing exponentially. This is why I persistently gravitate to user-centred approaches: who we serve is the most constant and common of denominators across government organisations.
I continue to monitor New Zealand’s GenAI progress, including the recently launched GovGPT pilot at govgpt.govt. nz. Beyond the service information the tool can provide for users, I’m most pleased to see transparent system prompt details that tightly guide which sources to reference and cite and how to provide truthful and clearly worded responses.
The pilot is seemingly based on user-focused values, designed to progressively mature based on feedback and structured to deliver a low-risk-to-client trust experience by remaining fact-based with accessible citations. While Kiwi users must be the judge, this is the kind of intentionally applied GenAI technology that could improve the service delivery experience and reduce the time tax. Bravo!
As I write, my home country prepares for the 2024 presidential election in an era more politically divided than any other in my lifetime. Readers of this published piece know the outcome; I can presently only cheer or fear. As a career public servant and pragmatic optimist, I must believe that in either case, our democratic systems – and the people who comprise them – will endure through our shared values. Just as with exploring GenAI, we humans remain responsible for maintaining public trust in government.
Megan Evans Seeds served as a 2024 Ian Axford Fellow in Public Policy with the Ministry of Social Development. In the United States she serves as the Director of Digital Experience at Hennepin County, Minnesota (seated in Minneapolis), where her team drives equitable and inclusive online service delivery for the 1.3 million community members.
BOOK AND PODCAST REVIEW
IPANZ New Professionals’ Network Member
Chloe Cairncross reviews The Front Page podcast and the book The Unsettled: Small Stories of Colonisation by Richard Shaw.
Podcast
and often uncomfortable truths that lie beneath the surface of family lore.
If you’re looking for a daily news podcast that keeps you informed and engaged, The Front Page by the The New Zealand Herald is a standout choice. This podcast offers a succinct yet comprehensive dive into the most pressing stories of the day, both within New Zealand and globally. Each episode, approximately 20 minutes long, is crafted with a straightforward format: seasoned journalists and expert guests break down complex stories into digestible segments. This approach not only makes the news accessible but also provides depth and context that often gets lost in traditional news formats.
One of the podcast’s strengths is its ability to cover a wide range of topics – from politics and business to social issues and cultural events. Recent episodes have delved into everything from the implications of New Zealand’s latest political decisions to analyses of complex and sensitive developments (see the episode on Natalia Burgess, the woman caught catfishing dozens of young men across New Zealand). The discussions are thought-provoking, and the balanced perspectives ensure listeners are well-informed.
In a world where staying updated can feel overwhelming, The Front Page offers a refreshing and reliable source of news.
Book
In The Unsettled: Small Stories of Colonisation, Richard Shaw embarks on a deeply personal journey to untangle the threads of his Pākehā heritage in Aotearoa. His exploration is not just a recount of history but a reflection on the intricate
“All families have origin myths.” These myths, however, often omit the uneasy alliances and decisions behind the “vigorous, uncomplicatedly positive pioneer stories” many Pākehā grew up with. With voices from at least 14 correspondents, the book delves into why parts of these pasts have been forgotten and what it means to confront them now.
Unlike typical historical accounts, the strength of The Unsettled: Small Stories of Colonisation lies in its ability to ask the “gnarly questions”: What happens when long-buried family histories reveal entanglement in the violence of colonisation? Why do fragments of our past – those “unsaid, difficult things” – continue to unsettle us, even to the extent that Shaw has personally received many hateful messages for discussing the decisions that our forebears made?
Shaw argues that “it is not possible … to explain the magnitude of the economic, social and cultural transformation that took place in some families within a single generation or two solely by reference to individual merit, hard yakka and the grace of our God”. The paradox is that the dispossessed who came to New Zealand to find their fortune, in turn, played a part in dispossessing Māori of their land, willingly or otherwise.
In essence, The Unsettled: Small Stories of Colonisation is an invitation to engage in small yet significant acts of reflection and conversation. It reminds us that our shared legacy of colonisation is inescapable and challenges us to ask the difficult questions that pave the way for understanding and reconciliation.
Chloe Cairncross is a Senior Consultant at Deloitte. She studied English and Art History, and went on to develop her career in the public sector across business units responsible for customer service, regulatory compliance, and digital services before making the move to consulting. She continues to primarily work alongside government agencies, helping them to embrace innovative technologies, drive transformational change, and positively impact operations and business processes.
CHLOE CAIRNCROSS
DID YOU KNOW? WHO IS ACTUALLY A PUBLIC SERVANT
Learn
more about what constitutes a public servant and get clarity on the difference between the terms ‘public service’ and ‘public sector’.
1
What is the definition of the public sector?
The public sector includes all organisations and institutions that are owned and run by central and local government, and get their income from taxes and rates. Its main focus is to provide services like education, healthcare, and transport networks. While the private and non-profit sectors are independent of government, public money can be an important source of income for non-profit organisations. This highlights the public sector’s commitment to serving the whole community and delivering services in different ways.
2
What’s the difference between the public sector and the public service?
People often get the terms ‘public sector’ and ‘public service’ mixed up, but they do mean different things. The public sector includes a wide range of central government organisations as well as local government. In contrast, the public service refers to the core of central government agencies including all public service departments as well as departmental agencies, interdepartmental executive boards, and interdepartmental ventures. So in addition to local government and the public service, the public sector includes a variety of organisations in the wider state sector, including Crown entities, state-owned enterprises, and the organisations in the legislative branch of government.
3
Who is a public servant?
A public servant is someone who works for a government department or agency delivering services to the public. This includes a wide range of roles, from chief executives to front-line workers, within central government. Public servants are expected to uphold principles of political neutrality, free and frank advice, merit-based appointments, open government and stewardship. They advise the Government and implement government policies and programmes, making them a vital part of our democracy. Public servants literally ‘serve the public’ with the goal of improving the lives of all New Zealanders.
4
How many public employees are there?
Public Service Commission Te Kawa Mataaho reports that the public sector employed around 462,300 people in 2023, or 18.8 per cent of New Zealand’s total workforce. The majority (88 per cent) work in central government (407,200) and 12 per cent in local government (55,100). The vast majority of central government employees work in the wider state sector – for example, nurses and teachers. In 2023, agencies in the public service employed 63,117 full-time equivalents or 13.7 per cent of the public sector workforce.
5
What does the term ‘government’ mean?
Central Government – Te Kāwanatanga o Aotearoa – is the political authority that exercises political power in New Zealand. As a constitutional monarchy with a parliamentary system of government, it operates on the basis that the King reigns, but the Cabinet government rules.
There are three branches of Government at national level – Parliament, the Executive, and the Judiciary. In principle, power is separated between Parliament (which makes the law), the Executive (Cabinet Ministers and departments which administers the law), and the Judiciary (which interprets the law through the courts). In practice, in our Westminster system there is an overlap between the Executive and the Legislature, as Cabinet Ministers are drawn from the Legislature and the Government has a majority in the Legislature (so-called confidence).
For more information on these topics, we recommend reading the Cabinet Manual, Te Kawa Mataaho Public Service Commission website publicservice.govt.nz/system/centralgovernment-organisations, and signing up to IPANZ's course Public Sector 101 – an online learning resource ideal for anyone new to the public sector, or wanting to expand their knowledge in this area.
INNOVATIVE IDEAS AND PRACTICES FOR THE PUBLIC SERVICE
HIGHLIGHTS FOR 2025
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