A17.EC decision document 26.01.22.pdf

Electoral Commission
Decision Document

Presented by
Alicia Wright
Chief Electoral Officer / Chief Executive

For release 26 January 2022

Confidential

1.  Introduction from the Chief Electoral Officer

Kia ora koutou
I want to thank you for your professionalism as we worked through our consultation for
change.   Change is always difficult, but I have appreciated your thoughtful feedback and questions
throughout this process.
The Board has endeavoured to take a balanced view in reviewing the submission feedback themes
to develop this final decision document.  We also referred to the engagement survey comments and
results, and the feedback from engagements undertaken as part of the Operating Model refresh
work, such as Design Councils and subject matter expert workshops, to ensure that we stayed true
to the outcomes we were striving for.
Some changes have been made to the original proposal, based on your feedback. -This document
outlines the decisions made for how we structure and define the Electoral Commission and it
provides a high-level response to the feedback received.  It has been reviewed by our external
lawyers, and PwC. It has also been endorsed by the Board.
This document goes into a lot of detail about the written feedback submissions received during
consultation. We also had well attended Q&A sessions during the consultation period, where we
received a lot of encouraging feedback and positive questions about the proposed change.
I was impressed that 17 people made submissions offering feedback for us to include in the content
of position descriptions.  It sends a strong signal that people were broadly supportive of these new
roles and some excellent feedback was provided to really strengthen the content of the position
descriptions.
In addition to feedback supporting change, we received a small amount of feedback that the new
structure would create an additional layer of management which would be bureaucratic, slow down
decision making and be costly to fund.  The new DCE roles will be accountable for driving integration
and end-to-end system thinking in the new groups.   This new structure will be supported by an
effective delegations framework which will reset decision making at the right level, to empower and
expediate decision making throughout the Commission. Changes to our structure are affordable
given the offset achieved through the reduction of two SMT roles.
We also received feedback that people were expecting to see one operational arm in the new
structure but that the change did not go far enough to integrate the structures below the manager
level.  We were provided with detailed suggestions for how some teams could be further structured.
I recognise that this next level of integration is required and is something that many of you want, and
I do see this as a logical step forward. Ongoing efforts to integrate teams will be something that the
incoming CEO will undertake with you, your managers, and the new DCEs over time.
Structural change is only one mechanism to drive lasting change and improvement for the
Commission.   The next evolution of change requires your support and help to create and embed new
ways of working, new leadership, culture, and behaviours.
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This change will also be followed by other initiatives as part of a wider programme of work which
includes work on our culture, our regional review and addressing our known capability gaps.
Administratively, new roles, role titles, and budgets will all be in place by 25 April 2022. Recruitment
may take longer so please bear with us. We will clarify where teams or individuals will have an interim
reporting line until such time as new leadership roles are in place.
You can find a more detailed breakdown of timing and implementation later in this document. We will
work with affected staff members to clarify the next steps for them personally.
Thank you again for your participation in the process to date. Your feedback has enabled us to arrive
at a solution that will put us in a strong position for the future.
Ngā mihi nui

Alicia Wright

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Purpose of the document
This decision document outlines decisions on the proposals for how we structure the Commission
and provides a response to the feedback received.

2.  Summary of changes to the original
proposals

Following receipt and review of all feedback submissions, the changes to the original proposals have
been summarised below.

Proposal
Original Proposal
Changes to original proposal

Proposal 1.0
Establish an Enterprise
No change to original proposal.
Services Group
Proposal 1.1
Establish a new Deputy Chief
The Position Description for DCE Enterprise
Executive (DCE) Enterprise
Services has been updated to incorporate
Services role
feedback.
Proposal 2.0
Create a Strategy,
The name of this group has been updated to
Governance & Data (SG&D)
Strategy, Governance & Development (SG&D).
Group
Proposal 2.1
Establish a new Deputy Chief
The Position Description for DCE SG&D has
Executive (DCE) Strategy,
been updated to incorporate feedback. The
Governance & Data
title of this role will now be DCE Strategy,
Governance & Development.
This role will also have the Principal Advisor
Data Insights role as a direct report.
Proposal 2.2
Establish a new Manager
The Position Description has been updated to
Planning, Risk & Assurance
incorporate feedback and remove reference to

the Data & Insights function.
Proposal 2.6
Change the reporting line of
The Principal Advisor Data Insights will report
the Principal Advisor Data
directly to the DCE SG&D.
Insights
Proposal 3.0
Create an Operations Group
No change to the original proposal.
Proposal 3.1
Establish a new Deputy Chief
The Position Description for this role has been
Executive (DCE) Operations
updated following feedback.
role
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3. Electoral Commission confirmed structure Tier 2 & 3 (includes
other minor changes to roles)
Following the final decisions made on the proposals outlined in the consultation document, the confirmed structure for tiers 2 &3 for the
Commission is as follows. Feedback and responses are detailed in the sections following.

Permanent role

New role

Minor change
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4.  Group Definitions
The definitions for each of the three new groups at the Electoral Commission are as follows:
Enterprise Services
•  Enterprise Services is a grouping of the Commission's back-office functions, which deliver
core services across the Commission to enable and support the delivery of electoral events
and all other core support activities. The Enterprise Services Group is structured across the
following business teams:
•  Information Technology
•  Finance, Property & Procurement
•  People & Culture
•  Business Continuity Planning

Operations Group
The Operations group incorporates the Electoral Commission's front-office functions, which are
accountable for the delivery of initiatives to enable the public information, education, enrolment, and
vote process. These functions are highly operationally aligned, so they are grouped together to drive
collaboration, alignment, and integrated delivery of key outcomes. The Operations group is
structured across the following business teams:

•  Communications and Education
•  Enrolment and Community Engagement
•  Voting Services

Strategy, Governance & Development (SG&D)
The Strategy, Governance & Development (SG&D) group brings together roles which perform
specific strategic, governance and development functions on behalf of the Commission. These
functions are grouped together to drive collaboration, alignment and integrated delivery of key
outcomes.
The SG&D Group is structured across the following business teams:

•  Planning, Risk and Assurance
•  Governance
•  International
•  Data Insights

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5.  Summary of Feedback Themes
The change team received 25 individual submissions and three group submissions in response to the
proposal for change.  The feedback and any questions were responded to in the Q&A sessions and
individually in relation to personal questions.  Two batches of questions were sent in by our staff prior
to each session for Alicia to respond to.

Overall, the proposal has been well received and people have engaged well with the proposal and the
process. The questions received were constructive and thoughtful.

Following the close of consultation, the feedback was analysed and themed to shape up the draft
Decision Document. The working draft was reviewed by our external legal advisors and then
provided to the Board. The Board reviewed the feedback analysis and themes and the Decision
Document and provided their own feedback into the final document. PwC were then asked to review
the final deliverable prior to it being released to all staff.

A summary of the high-level feedback themes is set out in the table below.  More detailed feedback
is included later in the document.

Feedback theme
Summary of feedback
Position Descriptions
We received 17 pieces of feedback from individuals and several teams
about the proposed position descriptions including feedback about
titles and specific accountabilities.  The engagement and questions
about the new position descriptions was very positive and most of the
feedback has been incorporated into the final versions.

Overall Structure of the
Feedback about the creation of three functional groups under
Commission
Enterprise Services, Operations, and Strategy, Governance & Data was
well received with feedback that the structure was not a surprise and
that this was a logical way to create functional grouping across the
SMT following analysis through the Operating Model Refresh.

Structure of each of the
We received a range of feedback about the overall purpose of the new
new groups
groups, the names of the groups, the size of the groups and whether
some of the functions had been adequately represented in the new
groups.
Where possible, we have incorporated suggestions for name changes
to groups and ways of better representing the teams in the groups.

Data Insights
We received a couple of feedback submissions which questioned
whether the Data Insights function would align better with the
Enterprise Services group.  We acknowledge that Data Insights could
easily sit with IT and provide further explanation about our decision to
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leave it as part of the Strategy, Governance & Development group
later in this document.

Placement of teams
We received a number of feedback submissions about where teams
could be incorporated into in the new structure.  We are grateful for
this feedback and interpret this as people being genuinely interested in
identifying the best fit for teams under these functional groupings.

Placement of specific
We received several feedback submissions about the placement of
roles
particular roles in the teams in the new structure.   We appreciated the
opportunity to discuss some of these suggestions with a number of
you and have provided further rationale for placement of specific roles
later in the document.

Risks of changing or not
We received a range of pieces of feedback which we have clustered
changing
here under the high-level theme of risks of changing or not changing.
This included feedback about the perception of cost of the new
structure, the timing of the change, retention of staff and acceptance
of the change.  These were all very useful submissions and we have
responded to each of these in more detail later in this document.

Culture
We received a number of feedback submissions, predominantly about
the culture of the Operations team to the effect that that this change
would address the siloes and poor integration in that group and
support the needed culture change; some submissions indicated that
the proposal did not go far enough.

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6.   Summary of Decisions based on Feedback by Theme
The table below shows the summary of the decisions made in relation to the feedback themes received during consultation.

Feedback theme -
Feedback Response
Decision
Position Descriptions

DCE Enterprise Services
Individuals and several teams provided feedback
•  This Position Description has been
as per Proposal 1.1
on the proposed position descriptions including
modified to clarify Chief Security Officer
feedback about titles and specific accountabilities.
delegations and experience of leading
We value this feedback and have endeavoured to
multidisciplinary teams in the experience
include relevant feedback that aligns with the
section of this position description.
functional accountabilities of the new roles into
•  Position Description also modified to
the position descriptions.
clarify financial delegations (as per the

delegations framework). The
Commission’s delegations framework is
being developed in parallel with this SMT
structural change. This will clarify
delegations held by all new roles.

DCE Strategy, Governance
•  This position description has been
and Development (SG&D)
modified to better represent the
As per Proposal 2.1
International team.  This role will also have

the Principal Advisor Data Insights

reporting directly into it.
•  The title of this Group has been changed to
Strategy, Governance & Development to
be more representative of the teams which
are included in this group.

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DCE Operations
•  This position description has been
As per Proposal 3.0
modified to better represent the
Communications and Education team in
this Group and to flesh out the required
experience for the DCE.

Manager Planning, Risk &
•  This position description has been
Assurance
modified to reflect the changes to the
As per Proposal 2.0
reporting line for the Principal Advisor Data
Insights.

Structure of the Electoral
We received the following feedback in relation to
•  The three functional groups of Enterprise
Commission
proposals 1.0, 2.0, 3.0 - the creation of three new
Services, Operations, and Strategy,
Creation of three functional
functional groupings.
Governance & Development will be
groups

established with three new DCE level roles.

Feedback which supported the establishment of
•  The creation of three functional groups is a
As per proposals 1.0, 2.0, 3.0
three groups to enable the functional shifts sought
pragmatic first step in achieving logical
by the Commission.
groupings of like functions across front-

office, back-office and strategy and
Feedback that the SMT level change did not go far
planning functions.
enough to drive integration in each functional
•  Throughout the change, there has been an
group.
intention to retain and stabilise as many

SMT members as possible and retain
Feedback that the DCE layer would create
intellectual property critical to our work.
bureaucracy, slow down decision making and
This change was not intended to go below
remove authority from the SMT.
SMT level roles.
•  The associated work that is underway on
our delegations framework will ensure that
delegations empower decision making at
the right level in the organisation and
expedite decision-making.

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Structure of Enterprise
Feedback Response
Decision
Services Group

As per proposal 1.0
We received feedback in relation to this proposal
•  The Enterprise Services Group will be
that the following roles/teams should be included
established comprising of the
in the Enterprise Services Group:
Commission’s back-office functions
●  Programme Management
including IT, Finance, Procurement,
●  Legal & Policy
Property, Administration, Health & Safety.
●  Data Insights
•  A decision has been made not to
●  Chief Māori Advisor
incorporate any of the other teams or roles
●  Internal Communications
suggested into the Enterprise Services

group.
We also received feedback that IT must be
•  We agree that the Data Insights function
carefully managed to ensure that this team does
could also be placed in IT and may well be
not feel demoted and is able to operate
housed here in the future.  However, in the
strategically, particularly in relation to cyber
short term to bolster our capability in the
security.
SG&D Group, Data Insights will be placed

in the SG&D Group.
•  We agree that Internal Communications
could sit in Enterprise Services, but the
current size of the Communications and
Education team means that team
members work across both internal and
external facing projects.
•  We agree that it will be important to
ensure that IT continues to operate at a
strategic level within the Commission.

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Structure of Strategy,
Feedback Response
Decision
Governance & Data Group

As per proposal 2.0
We received feedback in relation to this proposal
•  We agree with the feedback and have
that the SG&D Group did not adequately
updated the description of the SG&D team
represent the functions which were part of the
and Position Description to better reflect
group, particularly the International team.
the inclusion of the functions performed

by the International Team.
There was feedback that the title of this group,
•  We agree with the feedback about the
being Strategy, Governance & Data did not reflect
name of this group and will adopt the
the inclusion of the International team in this
name suggested which is Strategy,
group.
Governance & Development.

•  We agree with the feedback that this team
Other feedback was that the SG&D Group was
is very light in terms of current resources
very light in terms of resourcing and that this
and that this is something that will need to
would need to be addressed if SG&D is to perform
be addressed as part of implementation of
the functions it has been tasked with.
the capability uplift for which we have

sought additional funding.
Other feedback was that the Communications and  •  We view the work undertaken by the
Education team should also be part of SG&D or
Communications and Education team as
should sit on their own.
being aligned to the functions performed
in the Operations group.  However, there
will be a focus on building and utilising
strategic communication capability more
widely across the organisation.

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Structure of the Operations
Feedback Response
Decision
Group

As per proposal 3.0
Feedback was received about the name of the
•  We acknowledge the feedback about the
Operations team with suggested alternatives
name of this group but feel that
being Service Delivery or Service Delivery and
Operations is the most suitable name for
Operations.
this group given the focus of the front-

office, or public facing, functions.
Feedback was received that this group was still
•  We agree with the feedback that the
large and siloed and that the change had not gone
Operations Group is still large and that the
far enough to integrate the three teams that were
teams in it are siloed. This change was a
part of it.
SMT level change not designed to drive

this second level of integration.  This next
We received feedback that the International Team
stage of change will be led by the DCE
could have been included in the Operations team.
Operations with the support of the

Managers and will incorporate the analysis
We received feedback that the Communications
gathered as part of the regional review.
and Education team were more aligned to SG&D
•  There was never an intention to drive
than Operations.
integration lower than the SMT level

through this change.
•  We view the International team as
performing functions aligned to the
functions being performed in SG&D. The
International team need to be supported
when the organisation is event focussed,
and SG&D is best placed to deliver this
support.
•  We view the work undertaken by the
Communications and Education team as
being aligned to the functions performed
in the Operations group.  However, there
will be a focus on building and utilising
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strategic communication capability more
widely across the organisation.

Data Insights
Feedback Response
Decision

Data Insights Function
Feedback was received that the function of Data
•  We accept that the Data Insights function
Insights should be placed in Enterprise Services as
could also be placed in IT and may well be
part of IT.
housed in that team in the future.

•  In the short term, to bolster our capability

in the SG&D Group, Data Insights will be

placed in this group where it can be
accessed by roles responsible for
planning, governance, and research.

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Placement of Teams
Feedback Response
Decision

Legal & Policy
Feedback was received that the Legal & Policy
•  We have considered the feedback

team should have been incorporated into
received in relation to Legal & Policy,
International
Enterprise Services or SG&D.
International, and Communications and

Education.
Communications and
There was other feedback that the International
•  Legal & Policy will continue to report to
Education
team should have been placed in the Operations
the Chief Electoral Officer.
Group.
•  International will be incorporated into

SG&D as per the original change proposal.
Other feedback was received that the
•  Communications and Education will be
Communications and Education team should be
incorporated into Operations as per the
placed in Enterprise Services, SG&D or on its own.
original change proposal.

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Placement of Specific Roles
Feedback Response
Decision

Chief Information Officer
We received feedback that changing the reporting  •  We acknowledge this feedback and agree

line of the CIO into the DCE Enterprise Services
that the CIO will need to continue to

would be seen as a step backwards to 2017 where
engage with Senior Leadership at a

the CIO was not part of the leadership group and
strategic level to enable the delivery of

the Commission had much less awareness and
the ISSP.

focus on cyber security.

Principal Advisor Data Insights

We received feedback that the effectiveness of
●  We accept this feedback and will change
the Data Insights function would be diluted if this
the reporting line of this role to report to
role reported into the Manager Planning, Risk &
the DCE SG&D to ensure that this role is
Assurance.
able to deliver the Data Insights function

most effectively and that this capability is
grown in the future.

Programme Director

We received feedback that the Programme
●  We regard the Programme Director role
Director role could have been incorporated into
as needing support and profile to establish
SG&D or Enterprise Services.
this function within the Commission,

hence it is included in the Senior
There was other feedback that this role should not
Leadership Team and reports into the
be part of the Senior Leadership Team.
Senior Responsible Officer (SRO).

●  If the SRO changes, then the reporting line
for the Programme Director role would
move too.
Chief Electoral Advisor

We received feedback that the Chief Electoral
●  We see that the Chief Electoral Advisor
Advisor role would be underutilised in the future.
role will be appropriately utilised in the

new structure given the new leadership
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Other feedback stated that it was imperative that
team will need a lot of transition support
the Chief Electoral Advisor role with the current
and guidance.
incumbent was retained to support a new CEO and  ●  It will be important from a business
three new DCEs.  This role also retains the
continuity perspective to retain the
statutory accountabilities for the Chief Electoral
Manager Strategy and that the Chief
Officer.
Electoral Advisor role is able to perform

the statutory accountabilities for the Chief

Electoral Officer.

Timing of the Change
Feedback Response
Decision

Timing  of  the  change  and  new  Feedback was received that the change should
•  We accept that change is difficult and that
appointments
not have been started by the current CEO given
there is no good time to run a consultation

that they are not staying on in the role.
for change but we also recognise that the

Commission needs to evolve to ensure it

We received other feedback which stated that if
delivers on its purpose.

the Commission did not drive forward with a

change now, we would have missed the window of
•  This change was instigated with the
opportunity to address known issues given the
intention of addressing several known
short cycle in which to implement any change.
challenges faced by the Commission and

to make it easier for people to do their
roles.

•  The timing of our change was dictated by
the window of opportunity to consult and
establish new roles well ahead of any
planning activity for the next General
Election.

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Change approach
Feedback Response
Decision

How the change was planned
Feedback was received that the change approach
•  The change approach adopted was
and implemented
should have disestablished the SMT level roles and
undertaken to minimise the impact on

then enabled the Commission to group related
affected roles and to retain intellectual

functions together to sit under the new DCE roles.
property where possible.

•  The next phase of change transformation

We also received feedback that two weeks hasn’t
will involve new DCE leadership roles

allowed enough time during a very busy period to
evolving structures, functions, and
give the proposal adequate consideration.  In
responsibilities in their own groups with
addition, a single round of consultation seems
their people.
unusual because there will not be opportunity to
•  We acknowledge the feedback that our
give feedback on any changes to the proposal.
consultation period could have been
extended for a longer period.
•  We have tried to balance a timely
consultation with our obligations to the
people whose roles are affected by this
change.  We seek to give affected staff
members clarity about the impacts on
their roles as a priority. We felt we struck
that balance with a two-week consultation
period.

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Cost of Structure
Feedback Response
Decision

The cost of the new structure
We received feedback that people were
•  The Commission can afford the new roles
including the three new DCE
concerned that the new structure and the
through the reduction of SMT level roles
level roles.
creation of three DCE roles was a costly structure.
and prioritising funding for these new roles

through the budget set aside for capability
uplift.

Risk
Feedback Response
Decision

Risk associated with changing
Feedback was received that employees will vary
•  We agree that there are risks
or not changing the
in their acceptance of this change: “we may see
associated with driving forward with a
Commission structure
resignations or disaffected staff that may not
consultation for change at this point, or

have been anticipated and that this holds true for
leaving the decision to change up to an

the proposed change as much as for any reason
incoming CEO.

the proposal does not proceed.”
•  We agreed to press forward with the

change now because we felt that there

Other feedback highlighted the risk that there
was a greater risk of staff turnover if
would be turnover because of this change with
the Commission was not seen to act on
some Managers who are repositioned to tier
the feedback received through the
three roles choosing to leave the organisation.
operating model analysis and the

engagement survey results.
•  We also felt there was risk associated
with not driving forward with this
change now due to the closing window
of opportunity being lost through the
planning cycle of the Commission.
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Resourcing
Feedback Response
Decision

Resourcing of different teams
We received feedback that some teams including
•  We agree that some teams in the
in the organisation
Finance and the SG&D group will not have enough
Commission are still under-resourced.

resources to adequately perform the functions
•  We see this structure as a pragmatic first

they are accountable for.
step to establish groups that are

accountable for core functions across the

Commission.

•  A number of new roles will be recruited for
as part of the capability uplift in 2022 in
teams that are light in terms of resources.
•  The incoming DCEs and CEO will
determine the next level of resourcing in
conjunction with the Managers in their
teams.

Integration
Feedback Response
Decision

Levels of integration between
Feedback was received that a real opportunity had  •  We agree with this feedback but reiterate
teams
been missed to deal with the organisation at the
that this change was an SMT level change.

next level, which is where a lot of the issues stem
•  The next phase of change transformation

from.
will involve new DCE leadership roles

Other feedback recognised that this structure is
evolving structures, functions and

an interim step on the road to integration which
responsibilities and driving greater

doesn't automatically address the silo and
integration between groups.
misalignment of business units.

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Culture
Feedback Response
Decision

We received feedback about culture in the context

Feedback about the affect of
of the Operations Group.
•

We agree with the feedback about the
the new structure on the
culture of the Operations Group and
Commission’s culture
Feedback included that creating an Operations
recognise that simply bringing these

group was a positive thing that may create the
teams together under one DCE will not

right culture in that Group and reduce siloes so that
automatically create a cohesive culture.

the Operations teams were headed towards the
•  Grouping these functions together in the

same goals.
same team is the minimum first step

Other feedback suggested that bringing these
towards developing shared
teams together under one DCE would not
accountabilities and outcomes for this
necessarily result in well integrated teams as both
group and development of a shared
Voting Services and Enrolment & Community
culture.
Engagement operate with quite different sub-
•  The SMT change is a functional
cultures.
realignment at the senior level which
supports the integration of teams. This
Other feedback was that a skilled DCE across
SMT change creates and supports the
these teams might lead to a new shared culture.
further development of an integrated
Operations Group and the wider
Commission.
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7.   Implementing our SMT change
In the short term the following change implementation steps will take effect:
Any staff member who is to be reconfirmed to their role, has been provided with an updated position
description and variation letter from the effective date of the change.
Any staff member who declines reconfirmation to a role which is considered comparable and on
similar terms and conditions may not be eligible for redundancy.
The People & Culture team will work directly with any staff member whose role is disestablished as a
result of this change.
Redeployment opportunities will be discussed and explored with staff members whose roles have
been disestablished throughout any notice period.
Any staff member who holds a position which has been disestablished but who obtains a new
position in the new structure would move to that position at the implementation date of the new
structure or as mutually agreed.  There would be no entitlement to redundancy or compensation in
this situation.
Staff members reporting to a role which is currently vacant in the new structure will be advised who
they will report into in the interim until a permanent appointment is made.

In the short to medium term:
The People & Culture team will continue to support all staff members throughout the transition and
will manage the selection and appointment process with the incoming CEO.
The new CEO will appoint to open roles in the new structure.  All Commission staff are able to apply
for any of the new roles.  While the new structure will take effect from 25 April 2022 there may still
be some open vacancies at this point.
The new CEO will continue to evolve the Commission’s structure and operating model in line with
longer- term intended outcomes.
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8. Final decisions on proposals
Enterprise Services Group confirmed structure
Permanent role

Fixed Term role

New role

Minor change
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Final Decisions – Enterprise Services
There was no feedback received in relation to a number of proposals in this section.

Proposals 1.0 - 1.9
Establish an Enterprise
Proposal 1.0
No change to original proposal
Services Group
The Position Description for
Establish a new Deputy Chief
DCE Enterprise Services has
Proposal 1.1
Executive (DCE) Enterprise
been updated to incorporate
Services role
feedback
All other proposals relating to Enterprise Services have been accepted.
Confirmed Changes to Positions:

Confirmed Position to be established
●  DCE Enterprise Services

Confirmed Disestablished Position
●  Manager Corporate Services

Confirmed Minor changes
●  Change the reporting line of the Chief Information Officer to report to the DCE Enterprise
Services
●  Repurpose the vacancy of Principal Advisor Accountability to create the role of Manager
Planning, Risk & Assurance in the SG&D Group
●  Move the Advisor Accountability role to the SG&D Group reporting to the Manager Planning,
Risk & Assurance
●  Change the reporting line of the Manager Finance, Procurement & Property to report to the
DCE Enterprise Services
●  Change the reporting line of the Manager People & Culture to report to the DCE Enterprise
Services
●  Change the reporting line of the Team Leader Administration to report to the DCE Enterprise
Services
●  Change the reporting line of the Executive Assistant to the CEO to report into the Chief
Electoral Officer
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the reporting line of the Chief Information Officer (CIO) to the DCE Services and
Confirmed Strategy, Governance & Development (SG&D) Group structure

Permanent role

Fixed Term role
New role

Minor change
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Final Decisions – Strategy, Governance & Development
There was no feedback received in relation to a number of proposals in this section.

Proposals 2.0 - 2.7

Create a Strategy,
The name of this group has
Proposal 2.0
Governance & Data (SG&D)
been updated to Strategy,
Group
Governance & Development.
The Position Description for
DCE SG&D has been updated to
incorporate feedback. The title
Establish a new Deputy Chief
of this role will now be DCE
Proposal 2.1
Executive (DCE) Strategy,
Strategy, Governance &
Governance & Data
Development.
This role will also have the
Principal Advisor Data Insights
role as a direct report.
The Position Description has
Establish a new Manager
been updated to incorporate
Proposal 2.2
Planning, Risk & Assurance
feedback and remove

reference to the Data & Insights
function.
Change the reporting line of
The Principal Advisor Data
Proposal 2.6
the Principal Advisor Data
Insights will report directly to
Insights
the DCE SG&D.
All other proposals relating to Strategy, Governance & Development have been accepted.

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Confirmed Changes to Positions:

Confirmed Positions to be established
●  DCE, Strategy, Governance & Development
●  Manager Planning, Risk & Assurance

Confirmed Disestablished Position
●  Chief of Staff

Confirmed Minor changes
●  Change the reporting line of the Manager International to report to the DCE SG&D
●  Change the role title of the Manager Strategy to Chief Electoral Advisor
●  Change the reporting line of the Principal Advisor Data Insights to report to the DCE SG&D
●  Change the reporting line of the Senior Advisor Office of the Chief Electoral Officer to report
to the DCE SG&D. The title of this role is changed to Senior Advisor Governance

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Confirmed Operations group structure (does not include field staff)

Permanent role
Permanent role

Fixed Term ro
Fi le
xe  d Term role

Proposed new
Ne ro
w  le
ro  le

Minor change
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Final Decisions – Operations

There was no feedback received in relation to a number of proposals in this section. However, we did
receive feedback about alignment of teams, culture, and the integration of teams that comprise
Operations.

Proposals 3.0 - 3.4

No change to the original
Proposal 3.0
Create an Operations Group
proposal.
Establish a new Deputy Chief
The Position Description for
Proposal 3.1
Executive (DCE) Operations
this role has been updated
role
following feedback.
All other proposals relating to Operations have been accepted.

Confirmed Changes to Positions:

Confirmed Established Position
●  DCE Operations

Confirmed Minor changes
●  Change the reporting line of the Manager Communication & Education to the DCE
Operations
●  Change the reporting line of the National Manager Voting Services to the DCE Operations
●  Change the reporting line of the National Manager Enrolment & Community Engagement to
the DCE Operations

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9. Confirmed Change impacts on Individual Positions
This section outlines the final impacts of the structural changes on affected roles at the Electoral Commission
Corporate Services
Team
Position Title
Manager
Confirmed Impact on
Confirmed Impact on
Action
Position
Person
Manager
Able to be considered for other
Corporate
Corporate
Chief Electoral
available positions.
Services
Services
Officer
Disestablish position
Affected person
Confirm that this role is repurposed
Corporate
Principal Advisor
Manager Corporate
for the Manager Planning, Risk &
Services
vacancy
Services
Disestablish vacancy
NA
Assurance role.
Reconfirmation to position of
Advisor Accountability reporting to
Corporate
Advisor
Manager Corporate
Affected and
the Manager Planning, Risk &
Services
Accountability
Services
Minor change
reconfirmed
Assurance.
Reconfirmation to position of
Manager Finance,
Manager Finance, Procurement &
Corporate
Procurement &
Manager Corporate
Affected and
Property reporting to the DCE
Services
Property
Services
Minor change
reconfirmed
Enterprise Services.
Reconfirmation to position of
Corporate
Manager People &
Manager Corporate
Affected and
Manager People & Culture reporting
Services
Culture
Services
Minor change
reconfirmed
to the DCE Enterprise Services.
Reconfirmation to position of Team
Corporate
Team Leader
Manager Corporate
Affected and
Leader Administration reporting to
Services
Administration
Services
Minor change
reconfirmed
the DCE Enterprise Services.
Reconfirmation to position of
Executive Assistant reporting to the
Corporate
Executive
Manager Corporate
Affected and
Chief Executive/Chief Electoral
Services
Assistant
Services
Minor change
reconfirmed
Officer.

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Information Technology
Team
Position Title
Manager
Confirmed Impact on
Confirmed Impact on
Action
Position
Person
Reconfirmation to position of Chief
Information  Chief Information
Chief Electoral
Affected and
Information Officer (CIO) reporting to
Technology  Officer
Officer
Minor change
reconfirmed
the DCE Enterprise Services.

Office of the Chief Electoral Officer (OCEO)
Confirmed Impact on
Confirmed Impact on
Team
Position Title
Manager
Position
Person
Action
Office of
Chief Electoral
Able to be considered for other
the CEO
Chief of Staff
Officer
Disestablish position
Affected person
available positions.
Office of
Senior Advisor
Position is vacant so no
No action required
the CEO
Office of the CEO
Chief of Staff
Minor change
impact.

Strategy
Confirmed Impact on
Confirmed Impact on
Team
Position Title
Manager
Position
Person
Action
Reconfirmation to position of Chief
Chief Electoral
Affected and
Electoral Advisor reporting to the
Strategy
Manager Strategy
Officer
Minor change
reconfirmed
CEO.
Reconfirmation to position of
Principal Advisor
Affected and
Principal Advisor Data Insights
Strategy
Data Insights
Manager Strategy
Minor change
reconfirmed
reporting to the DCE SG&D.
`

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International
Confirmed Impact on
Confirmed Impact on
Team
Position Title
Manager
Position
Person
Action
Reconfirmation to position of
Manager
Chief Electoral
Affected and
Manager International reporting to
International
International
Officer
Minor change
reconfirmed
the DCE SG&D.

Communications & Education
Confirmed Impact on
Confirmed Impact on
Team
Position Title
Manager
Position
Person
Action
Reconfirmation to position of
Manager
Manager Communications &
Communications
Communications
Chief Electoral
Affected and
Education reporting to the DCE
& Education
& Education
Officer
Minor change
reconfirmed
Operations.

Enrolment & Community Engagement
Confirmed Impact on
Confirmed Impact on
Team
Position Title
Manager
Position
Person
Action
National
Reconfirmation to position of
Manager
National Manager Enrolment &
Enrolment &
Enrolment &
Community Engagement reporting
Community
Community
Chief Electoral
Affected and
to the DCE Operations.
Engagement
Engagement
Officer
Minor change
reconfirmed

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Voting Services
Confirmed Impact on
Confirmed Impact on
Team
Position Title
Manager
Position
Person
Action
Reconfirmation to position of
Voting
National Manager
Chief Electoral
Affected and
National Manager Voting Services
Services
Voting Services
Officer
Minor change
reconfirmed
reporting to the DCE Operations.

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10. Confirmed new Positions
The following table is a summary of the new positions that will be established as part of this change.
Team
Position Title
Reports to
Method of advertising and appointment
Deputy Chief Executive (DCE)
External Market.  Internal candidates are also able to apply for
Enterprise Services
Enterprise Services
Chief Electoral Officer
this role.
Deputy Chief Executive (DCE)
Strategy, Governance &
Strategy, Governance &
External Market.  Internal candidates are also able to apply for
Development (SG&D)
Development (SG&D)
Chief Electoral Officer
this role.
Strategy, Governance &
Manager Planning, Risk &
DCE Strategy, Governance &
External Market.  Internal candidates are also able to apply for
Development (SG&D)
Assurance
Development
this role.
Deputy Chief Executive (DCE)
External Market.  Internal candidates are also able to apply for
Operations
Operations
Chief Electoral Officer
this role.

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11. Timelines for Selection
Our timelines for selection have taken into consideration the appointment process for the incoming
Chief Electoral Officer/Chief Executive.  An appointment to this role may be made by March 2022.
The new CEO is expected to be part of the recruitment panel and to make decisions about any new
appointments.  You will be advised if changing circumstances require any major change to the
timeline below.

Activity
Date
Decision announced
26 January 2022
Advertise new roles internally and externally
February/March 2022
Commence interviews for new roles
March/April 2022
Date the Commission’s new structure is effective
25 April 2022
from
Finalise offers of appointment
May 2022
New appointments commence with the
May/June 2022
Commission

12. Selection Process
The method for filling each of our new roles is in accordance with our selection principles outlined
below.

Selection Principles

The following selection principles apply in respect of this change decision. In an attempt to get the
most suitable candidate for a role we will:
•   Apply fair and transparent assessment and selection processes
•   Comply with the rights and obligations contained in employment agreements
•   Minimise uncertainty during change by directly reconfirming and redeploying staff members
to roles in the new structure where appropriate

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Assessment methods and criteria
For newly established roles, selection decisions will be based on a combination of CV, interviews with
a panel and satisfactory references.  Additional assessments including presentations may be
required but this would be specified at the time candidates were shortlisted.

The following criteria will be assessed through the process:
•  Specific skills and experience required for the role as set out in the Position Description.
•  Specific leadership competencies as set out in the Position Description.
•  Alignment with the Commission’s values and competencies as set out in each Position
Description.
•  Performance in current role (relevant for internal staff members).

Candidates will be interviewed by a diverse panel comprising Electoral Commission staff, Board
members and other subject matter experts. The panel composition for each role will be advised at
shortlisting stage.
The Commission’s People & Culture team will coordinate the advertising, recruitment and selection
process including informing candidates of who is on the panel.

13.  Getting Support through Change
We are aware that this decision may have an impact on people at the Commission.
We are committed to giving you appropriate support to enable you to have the time and opportunity
to consider all the information we have provided to you.
We encourage you to seek support any time you need it.
A number of support options are available including your manager, your colleagues and the
Employee Assistance programme (EAP) Vitae is available to you.  If you think you need assistance or
support, please seek out one or more of these options.
Please also be aware of your colleagues at this time as they may be potentially affected as a result of
this change and may still be working through this.

Employee Assistance Programme (EAP)
Our people have access to our EAP programme on www.vitae.co.nz or 0508 664 981. Vitae offer a
free and confidential service if you feel this would be of benefit to you at this time.

Stay informed
Please make time to read through this decision document. Being informed can help you feel more in
control of what’s happening. If you need to, please talk to your Manager or the Manager People &
Culture about finding time to balance this alongside your work.
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