Public sector governance is the work of many, not one

27/5/2018

As promised, here are my estimates on the number of formal governance roles in the New Zealand State sector.

Putting aside the proposed changes to the State Sector Act, which will probably create more governance roles, not less, there are at the very least 3,106 roles.

Three thousand, one hundred and six (potential) roles; that is a profession, by any measure.

By way of assumptions, my workings include:

In the core public service (the departments and ministries), I have included cabinet, cabinet committees and governance support of executive leadership teams. I have excluded all interdepartmental forums, internal governance arrangements and advisory groups. I have also excluded all private secretary support to ministers and parliamentary undersecretaries.
Except for the Boards of Trustees, I have assumed two governance roles in the broader State Services. One role in supporting the Board, and the other position to support the executive leadership team. It is good practice to have these roles separate.
In the broader State Sector, I have assumed one governance role for the trusts, officers of parliament and reserve boards. I have assumed two governance roles for all other arrangements because most of them are under a corporate governance framework, and governance and management support should be run from separate roles.
It is important to note that roles do not equal FTEs.

It’s extraordinary that the central agencies don’t have a head of profession for governance professionals, let alone support, guidance or training.

Ehara taku toa i te toa takitahi. Engari, he toa takitini.

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