Kete Hoahoa Pūnaha: He aratohu me ngā ngā take wānanga Further guidance and case studies: System Design Toolkit for shared problems

  1. Section 01
    Ētahi umanga ā-motu A few agencies at a national level
    1. 1.1
      Te whakarite ngātahi Voluntary coordination
    2. 1.2
      Haepapa ngātahi Shared responsibility
    3. 1.3
      Kawenga tōpūtanga Collective accountability
    4. 1.4
      Tari taupua Semi-structural integration
  2. Section 02
    Te nuinga/katoa o ngā umanga ā-motu Most/all agencies at a national level
    1. 2.1
      Karapu tūao Voluntary club
    2. 2.2
      Kaiārahi mahi/upoko rōpū ngaio Functional leader/head of profession
    3. 2.3
      Kaiārahi ā-pūnaha System leader
    4. 2.4
      Aroturuki tara-ā-whare Internal regulator/monitor
    5. 2.5
      He mahi hei painga Shared functions
  3. Section 03
    Te mahitahi a aroākapa me te hapori rānei Working together at a frontline or community level
    1. 3.1
      Nohotahitanga Co-location
    2. 3.2
      Kōtuinga pānga ngātahi Collective impact network
    3. 3.3
      Poari pānga ngātahi Collective impact board
    4. 3.4
      Ratonga whakawhiti Federated services
    5. 3.5
      Ara tukunga Delivery vehicles

Cabinet decides to locate relevant services in a particular agency (possibly a new vehicle) to get best joined-up service delivery.

The basics

  • When to use this tool
    • Service provision is the most important way to group/divide agencies
    • The service can be easily separated from and transferred to another agency
    • The problem justifies significant disruption, upfront cost, and potential exit costs
    • Where the problem involves organisations other than departments (for example, Crown entities) the functions are able to be transferred into another entity

  • How to agree goals/outcomes
    • Cabinet decision
    • Order in Council

  • Governance model required
    • Department
    • Business unit
    • Branded business unit
    • Departmental agency
    • Interdepartmental venture (between partner agencies)
    • Crown entity

  • Ministerial relationships required
    • Usually a separate minister

  • Incentives required
    • Annual reporting and audit under Public Finance Act 1989
    • Ministerial accountability
    • Recognition for CE

  • How to manage the funding
    • Separate appropriation

About this model

A new organisational model (the interdepartmental venture) was established through the Public Service Act 2020 as an option for strengthening joint working arrangements. This model makes relevant public service chief executives jointly responsible to the appropriate minister for the operation of the venture. This model was created because Public Service departments are not distinct legal entities but separate administrative units of the same legal entity (the Crown). No interdepartmental ventures have yet been established.

Supplementary guidance note — interdepartmental ventures

Case Study: Whaikaha Ministry of Disabled People

This new ministry is a departmental agency hosted by the Ministry for Social Development that initially brings together the Office for Disability Issues (from MSD), the Disability Services Directorate (formerly in the Ministry of Health) and the work underway in several parts of New Zealand to implement a Mana Whaikaha/Enabling Good Lives approach, where people living with disabilities are able to determine the support they need.  Over time it will increasingly take a leadership role on strategic disability policy across government.

Whaikaha will have ongoing arrangements to ensure its work remains driven by people with disabilities (the ‘nothing about us without us’ principle of Enabling Good Lives).

Home — Whaikaha Ministry of Disabled People

  1. Section 3.4
    Ratonga whakawhiti Federated services