Document one
Applicants wanted for the Fire and Emergency New Zealand
Board
On behalf of the Minister of Internal Affairs, the Department of Internal Affairs is seeking
1982
candidates interested in serving as the Chair, or a member, of the Fire and Emergency New
Zealand Board (the Board).
Fire and Emergency New Zealand is a Crown agent under the Crown Entities Act 2004 (CEA).
ACT
It was established under the Fire and Emergency New Zealand Act 2017 (the Act) and
provides a nationwide emergency response.
The Board is responsible to the Minister of Internal Affairs for the efficient administration of
its duties and functions under the CEA and other legislation and has overall responsibility for
the performance of Fire and Emergency New Zealand.
More information on the Board's membership can be found at
https://fireandemergency.nz/about-us/what-we-do/our-structure/.
Chair Position
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This is a high-impact Crown entity Chair role where governance decisions directly influence
community safety and national resilience. It demands strong strategic judgement, financial
expertise, and people insight, alongside the ability to build and maintain trusted
relationships with government, unions, volunteers, and local communities.
Carried out effectively, the Chair will help shape Fire and Emergency into a resilient, trusted,
and forward-looking organisation that is fully equipped to meet New Zealand’s emergency
response needs for years to come. The role involves leading governance through a period of
OFFICIAL
structural, financial, and workforce change, amid rising operational demand and increasing
accountability.
Member Position
THE
As a member of the Fire and Emergency Board, you would contribute to the governance of
one of New Zealand’s most operationally critical Crown entities. Board decisions have a
direct influence on community safety, public confidence, and the organisation’s ability to
respond to emergencies now and into the future.
This role offers an experienced director the opportunity to apply strong governance
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judgement and financial expertise in a demanding public sector environment.
Application Information
Further information on the roles and how to apply, including Candidate Profiles and the
required Expression of Interest Form can be found at
https://www.dia.govt.nz/Appointments-to-Statutory-Bodies. Application close
5pm Tuesday, 24 February 2026 and should be sent to
[email address].
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IMPORTANT NOTE: Please ensure to note whether you are applying for the Chair or member
position.
Page 1 of 2
Document two
Candidate Profile
Fire and Emergency New Zealand Board Chair
The Minister of Internal Affairs (the Minister) is seeking applications from eligible candidates
interested in serving as the Chair of the Fire and Emergency New Zealand (Fire and
Emergency) Board (the Board).
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Role overview and opportunity
Why this role matters
ACT
This is a high-impact Crown entity Chair role where governance decisions directly influence
community safety and national resilience. It demands strong strategic judgement, financial
expertise, and people insight, alongside the ability to build and maintain trusted
relationships with government, unions, volunteers, and local communities.
Carried out effectively, the Chair will help shape Fire and Emergency into a resilient, trusted,
and forward-looking organisation that is fully equipped to meet New Zealand’s emergency
response needs for years to come. The role involves leading governance through a period of
structural, financial, and workforce change, amid rising operational demand and increasing
accountability.
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Financial stewardship
Fire and Emergency operates in a capital-intensive, high-demand environment, where
pressures are driven by factors such as climate-related events, population growth, and
increasing operational complexity rather than discretionary expansion. Over the next three
years, the Board will need to balance long-term financial sustainability with maintaining
frontline capability.
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Key financial oversight responsibilities include:
•
monitoring and reviewing major asset and infrastructure investment programmes,
including stations, fleet, equipment, and enabling technology
THE
•
ensuring an appropriate balance between operating and capital expenditure within
constrained fiscal settings
•
providing assurance that value for money, productivity, and risk-based prioritisation
are clearly demonstrated to the Minister and central agencies.
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The Chair will play a critical role in shaping and challenging robust, evidence-based advice on
funding sustainability and investment decisions, focusing on long-term resilience rather than
short-term operational pressures.
Workforce and people leadership
The organisation’s workforce is both a critical strength and a complex governance
responsibility. Fire and Emergency relies on a mix of career firefighters and a large volunteer
network, particularly in rural and regional communities. Sustaining this model over time
represents a central strategic challenge.
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Key workforce governance priorities include:
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Document two
•
oversight of volunteer recruitment, retention, and support, adapting to changes in
community demographics and participation
•
monitoring and guiding complex collective employment negotiations in a way that
ensures fairness, safety, and affordability
•
assuring that organisational culture prioritises wellbeing, safety, and leadership
capability in a high-risk operating environment.
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The Chair will play a key role in reviewing and challenging advice from management,
ensuring that workforce capability, engagement, and resilience are fully considered
alongside financial and operational decision-making.
ACT
Governance in a political and public context
The Chair operates in a high-accountability context, where the Minister expects clear
oversight of Fire and Emergency’s use of Crown and levy funding. This includes ensuring that
financial decisions are transparent, evidence-based, and aligned with government priorities,
with a clear understanding of cost drivers and a focus on efficiency and value for money.
Through leading by example, the Chair ensures the Board upholds the highest standards of
integrity and ethical conduct, complies with legislation and Crown entity guidance, and
manages conflicts of interest appropriately. The Board must also engage constructively with
parliamentary scrutiny, other agencies, and key stakeholders, including unions, to maintain
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public confidence and effective governance.
The Chair will ensure the Board considers workforce wellbeing, capability, and resilience as
part of its oversight of strategic, financial, and operational decisions, recognising that a
strong, capable, and supported workforce is central to Fire and Emergency’s long-term
effectiveness.
Skills, knowledge, and expertise sought for the Board
OFFICIAL
Expressions of interest are being sought from candidates who possess the following skills,
knowledge, and expertise:
•
Senior governance and Chair experience – Proven experience chairing boards in the
THE
public and/or private sector, with the credibility to lead a complex Crown entity.
•
Strategic governance leadership – Demonstrated ability to provide clear strategic
direction, contribute to high-level decision-making, and oversee risk and regulatory
responsibilities in complex organisations.
•
Understanding of public accountability and government processes – Strong
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knowledge of the machinery of government and the political interface, with the ability
to build and maintain the confidence of Ministers.
•
Ability to operate effectively in complex environments – Experience navigating
competing priorities, ambiguity, and stakeholder expectations in large, multifaceted
organisations.
•
Financial and investment oversight – Strong expertise in financial governance,
including oversight of large operating budgets, capital investment programmes, and
sustainable funding models in a fiscally constrained environment.
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Personal leadership attributes
Attribute
What this looks like in practice
Focused on what matters
Keeps the Board’s attention on service delivery, financial
most for New Zealanders
sustainability, risk, and long-term resilience.
Strategic and long-term in
Guides the Board to consider future challenges and
your thinking
opportunities, ensuring decisions are informed by robust
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data and a clear understanding of the operating
environment.
Curious, analytical, and
Seeks clear, validated information; probes assumptions;
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evidence-led
and ensures advice and reporting support well-informed
decision-making, including in complex areas such as
technology and workforce capability.
Confident in constructive
Professionally and respectfully tests management advice,
challenge
particularly where information is unclear, incomplete, or
does not adequately support Board oversight of
performance and risk.
A strong facilitator of
Creates an environment that encourages diverse views,
collective performance
high-quality debate, and independent thinking, while
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ensuring decisions are made collectively and members
publicly support agreed outcomes.
Calm, credible, and
Leads effectively through pressure, change, or crisis, and
authoritative
represents the organisation with confidence when
engaging with the Minister, central agencies, and key
sector stakeholders.
Relationship-centred and
Builds high-trust relationships with the Minister,
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politically astute
monitoring department, and emergency management
partners, applying sound judgement in a politically
sensitive context.
THE
Committed to integrity and
Models high ethical standards, manages conflicts of
public service values
interest rigorously, and ensures the Board acts in the
public interest as part of a unified public service.
Focused on organisational
Supports the Board to actively monitor executive
and leadership capability
capability, succession planning, and organisational
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Board.
Committed to continuous
Champions regular self-review and independent
improvement through
evaluation, using insights to strengthen Board culture,
reflection and evaluation
capability, and effectiveness over time.
RELEASED
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Document two
Expression of interest process
Candidates who would like to be considered for appointment to the Board
must provide all
the following information to the Department of Internal Affairs at
[email address], by no later than
5pm on Tuesday, 24 February 2026:
•
Completed and signed expression of interest form (attached).
•
Current curriculum vitae.
1982
•
Cover letter from the nominee explaining their interest in the role and how their skills
and experience match those being sought.
•
ACT
Scan or photo of their photo identification (valid driver's license or passport).
Conflicts of interest
Candidates must declare any actual or perceived conflicts of interest, or any other matter
that may make their appointment inappropriate. Applicants will also be asked to confirm
their personal and financial probity. The Department if Internal Affairs may check the
accuracy of any information provided.
Additional information
As a rule, Ministers should not appoint public servants to statutory bodies. Therefore,
INFOMATION
persons employed in the public service are ineligible for appointment to the Board.
Applications by way of nomination will undergo a contestable appointments process in line
with the Public Service Commission's
Board Appointment and Induction Guidelines and will
not necessarily result in an appointment.
OFFICIAL
THE
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RELEASED
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Document two
Appendix A: Role overview and responsibilities
Overview of Fire and Emergency New Zealand
Fire and Emergency was established under the Fire and Emergency New Zealand Act 2017
(the Act) and is a Crown agent under the Crown Entities Act 2004 (CEA). It provides a
nationwide emergency response service and has 14,500 personnel, including permanent
1982
career firefighters who are mostly based in major towns and cities, volunteer firefighters
predominantly serving more remote and rural communities, and staff who work behind the
scenes to equip and enable frontline personnel to serve communities.
Fire and Emergency’s current focus is on:
ACT
•
strengthening efficiency and value for money by ensuring resources are deployed to
best effect and identifying opportunities for efficiency and productivity improvements
•
ensuring that the organisation is well integrated into the wider emergency
management system and works effectively with other emergency management
agencies to deliver emergency services in communities
•
fostering a positive, safe, and high-performing organisational culture by embedding
recent improvements and good practice across the organisation
•
successfully undergoing and implementing timely outcomes of upcoming Collective
INFOMATION
Employment Agreement negotiations with the New Zealand Professional Firefighters
Union, Public Services Association, and the Fire Emergency Commanders Association.
Detailed information on Fire and Emergency New Zealand’s functions, priorities and
operating environment is set out in its Statement of Performance Expectations, Statement of
Intent and the Fire and Emergency National Strategy. These documents and other
information can be accessed online a
t https://fireandemergency.nz/about-us/key-
documents/.
OFFICIAL
The Board
The Board is responsible to the Minister of Internal Affairs for the efficient administration of
THE
its duties and functions under the CEA and other legislation and has overall responsibility for
the entity’s performance. Under section 9 of the Act, the Board consists of no fewer than
five and not more than six members, including the Chair and Deputy Chair.
More information on the Board's membership can be found at
https://fireandemergency.nz/about-us/what-we-do/our-structure/.
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Role of the Board Chair
The Chair’s role includes:
•
Providing effective leadership and direction to the Board and Fire and Emergency,
consistent with the Minister’s expectations of good practice.
•
Ensuring effective accountability and governance of Fire and Emergency, consistent
with the requirements of relevant legislation including the CEA.
•
Developing and maintaining sound relationships with Ministers and their advisors
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including:
−
leading formal engagement with the Minister, particularly on budget and
planning cycles (including the Statement of Intent and Letter of Expectations)
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Document two
−
approving key governance documents (Statement of Intent, Statement of
Performance Expectations, and Annual Report), generally with the Deputy Chair
where appointed
−
acting as the Board’s spokesperson, ensuring two-way communication of Board
and Ministerial views
−
meeting ‘no surprises’ obligations.
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•
Acting as the public and governmental representative of Fire and Emergency, including
presenting organisational objectives and strategy, engaging with stakeholders, and
leading any select committee appearances.
ACT
•
Chair Board meetings effectively, including setting the annual work programme and
agendas, ensuring timely, high-quality information, facilitating inclusive and
constructive discussion, guiding the Board toward consensus, and clearly summarising
decisions.
•
Ensuring appropriate policies and structures are in place to support the Board,
including processes in accordanc
e with Schedule 5 of the CEA.
•
Support and develop Board capability, including motivating members, leading tailored
induction for new members, identifying and addressing development needs, and
managing underperformance where necessary.
INFOMATION
•
Lead Board evaluation and continuous improvement, including annual performance
assessments of the Board, the Chair, and individual members.
•
Support Board succession and appointments, including contributing to recruitment
processes, maintaining an overview of desired Board composition, succession
planning, and diversity.
•
Provide guidance and constructive challenge to the Chief Executive, maintaining an
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effective working relationship while exercising independent judgement.
•
Oversee the employment and performance of the Chief Executive, including succession
planning, induction, formal performance assessments, and application of the Public
Service Commissioner’s guidance on terms and conditions.
THE
•
Ensuring appropriate interest registers are maintained in accordance with section 64 of
the CEA, and that conflicts of interest are identified and managed appropriately.
Membership, commitment, and fees
Under section 32 of the CEA, members of the Board are appointed for terms of office of up
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to three years and continue in office after the expiry of their term until they are either
removed, reappointed, a successor is appointed, or they resign.
The Chair should be prepared to commit at least 50 days to their Board duties each year. The
Board usually meets for at least one day each month, with preparation required. Members
also attend strategic planning and special purpose meetings as required.
The Board maintains an active programme of staff, volunteer and stakeholder visits around
the country, and members make four or five regional visits every year. Members share the
RELEASED
Board’s representational duties, attending functions such as conferences, stakeholder
meetings, firefighter competitions or commemorations, and other events related to Fire and
Emergency’s work.
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Document two
Fees for attendance at meetings are paid in accordance with the Cabinet Fees Framework.
The Chair will receive an annual fee of $91,65
01. The fee covers all board duties, including
meeting preparation. Travel expenses are reimbursed on an actual and reasonable basis.
1982
ACT
INFOMATION
OFFICIAL
THE
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RELEASED
1 This fee rate will come into effect on 1 April 2026
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Document three
Candidate Information Sheet
Fire and Emergency New Zealand Board
Member vacancy
The Minister of Internal Affairs (the Minister) is seeking applications from eligible candidates
1982
for a vacancy on the Fire and Emergency New Zealand (Fire and Emergency) Board (the
Board).
Role overview and opportunity
ACT
As a member of the Fire and Emergency Board, you would contribute to the governance of
one of New Zealand’s most operationally critical Crown entities. Board decisions have a
direct influence on community safety, public confidence, and the organisation’s ability to
respond to emergencies now and into the future.
This role offers an experienced director the opportunity to apply strong governance
judgement and financial expertise in a demanding public sector environment. Fire and
Emergency is operating under sustained pressure from growing service demand, constrained
funding, and heightened scrutiny over the use of public and levy funds. Board members are
expected to engage deeply with these challenges and contribute to collective decisions that
INFOMATION
balance operational readiness with long-term financial sustainability.
As a Board member, you would be expected to bring an independent perspective, sound
financial literacy, and the confidence to test and challenge management advice where
appropriate. The role involves oversight of operating and capital expenditure, investment
decisions, audit and risk management, and performance assurance, with a particular focus
on understanding cost drivers and value for money.
You would also operate within a high-accountability Crown entity context, requiring a good
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understanding of the relationship between the Board, the Minister, and central agencies.
Board members are expected to uphold high standards of integrity, confidentiality, and
ethical conduct, and to contribute constructively to a Board culture that supports robust
THE
debate and effective decision-making.
For directors seeking a governance role with real public impact, this position provides the
opportunity to contribute to a nationally significant organisation at a time when strong,
disciplined, and thoughtful governance is critical to its long-term effectiveness.
Skills, knowledge, and expertise sought for the Board
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Expressions of interest are being sought from candidates who possess the following skills,
knowledge, and expertise:
•
Governance experience, including familiarity with board processes and tools for
maintaining strong board performance, financial literacy, understanding of audit and
risk, sound judgement and the ability to respond appropriately to sensitive and
confidential matters and, if necessary, question the status quo.
•
Strong expertise in financial governance, including oversight of large budgets, capital
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investment programs, and sustainable funding models, particularly in a fiscally
constrained environment.
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Document three
•
Expertise in financial stewardship, sustainability, and investment, including strategic
leadership, driving value-for-money, and a demonstrable commitment to delivering
results for New Zealanders.
•
A good understanding of the relationship between Government and Crown Entities.
Personal attributes
1982
Attribute
What this looks like in practice
Focus on oversight and what
Seeks information on performance data comparators
matters
with other entities, and evidence that entity data
ACT
confirms achievement of outcomes.
Strategic and long-term in your
Expects robust data to help focus on long term
thinking
outcomes for the entity and opportunities for new
thinking/initiatives.
Willing to challenge management
Asks questions of executive management based on a
constructively
strong grasp of performance logic underpinning the
entity’s planning documents.
Proven governance capability
Builds a reputation of being a strong contributor to
successful strategies and working through difficult
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issues and risk management.
Commitment to collective
Modifies personal views to publicly support Board
decision making
decisions.
Demonstrates independent
Interrogates accountability documents to strengthen
thinking and contributes to high
contribution to debate of entity performance. Strong
quality debate
contributor based on good knowledge of entity and
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Government goals, and risk awareness.
Values and asks for and/or
Factors stakeholder perspectives into own views and
reflects the views of a wide
ensures stakeholder perspectives are prioritised.
THE
stakeholder group at the board
table
Contributes to future board
Understands the need to balance strengthening of
success
current service delivery and the entity’s long-term
performance
Understands the responsible
Checks that entity performance reports provide
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Minister’s roles and
good information on the Minister’s priorities
responsibilities and priorities
Understands the entity’s
Ensures contribution to board decisions factors in
legislative function and board’s
legislative responsibilities.
decision-rights
Committed to acting with
Code of Conduct for Crown Entity Board Members
integrity
expectations and the political landscape of the day
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guides actions and decisions. Ensures conflicts of
interest are disclosed and managed in real time.
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Document three
Attribute
What this looks like in practice
Understands and has a
Applies public service ethos to assessment of board
commitment to the Board’s role
and service delivery reporting. Prioritises trust and
as a contributor to the wider
confidence.
public service and public interest
Understands the importance of
Assesses performance information and Board 1982
the entity demonstrating public
response in the context of public value and
value
Minister’s priorities.
Understands the public sector risk Queries the effectiveness of activities, focusing on
ACT
environment and need for and
problem solving and generating learning. Risk aware
political nous
focused on all aspects of the entity’s business.
Expression of interest process
Candidates who would like to be considered for appointment to the Board
must provide all
the following information to the Department of Internal Affairs at
[email address], by no later than
5pm on Tuesday, 24 February 2026:
•
Completed and signed expression of interest form (attached).
•
Current curriculum vitae.
INFOMATION
•
Cover letter from the nominee explaining their interest in the role and how their skills
and experience match those being sought.
•
Scan or photo of their photo identification (valid driver's license or passport).
Conflicts of interest
Candidates must declare any actual or perceived conflicts of interest, or any other matter
OFFICIAL
that may make their appointment inappropriate. Applicants will also be asked to confirm
their personal and financial probity. The Department if Internal Affairs may check the
accuracy of any information provided.
THE
Additional information
As a rule, Ministers should not appoint public servants to statutory bodies. Therefore,
persons employed in the public service are ineligible for appointment to the Board.
Applications by way of nomination will undergo a contestable appointments process in line
with the Public Service Commission's
Board Appointment and Induction Guidelines and will
UNDER
not necessarily result in an appointment.
RELEASED
3
Document three
Appendix A: Role overview and responsibilities
Overview of Fire and Emergency New Zealand
Fire and Emergency was established under the Fire and Emergency New Zealand Act 2017
(the Act) and is a Crown agent under the Crown Entities Act 2004 (CEA). It provides a
nationwide emergency response service and has 14,500 personnel, including permanent
1982
career firefighters who are mostly based in major towns and cities, volunteer firefighters
predominantly serving more remote and rural communities, and staff who work behind the
scenes to equip and enable frontline personnel to serve communities.
ACT
Fire and Emergency’s current focus is on:
•
strengthening efficiency and value for money by ensuring resources are deployed to
best effect and identifying opportunities for efficiency and productivity improvements
•
ensuring that the organisation is well integrated into the wider emergency
management system and works effectively with other emergency management
agencies to deliver emergency services in communities
•
fostering a positive, safe, and high-performing organisational culture by embedding
recent improvements and good practice across the organisation
•
successfully undergoing and implementing timely outcomes of upcoming Collective
INFOMATION
Employment Agreement negotiations with the New Zealand Professional Firefighters
Union, Public Services Association, and the Fire Emergency Commanders Association.
Detailed information on Fire and Emergency New Zealand’s functions, priorities and
operating environment is set out in its Statement of Performance Expectations, Statement of
Intent and the Fire and Emergency National Strategy. These documents and other
information can be accessed online a
t https://fireandemergency.nz/about-us/key-
documents/.
OFFICIAL
The Board
The Board is responsible to the Minister of Internal Affairs for the efficient administration of
THE
its duties and functions under the CEA and other legislation and has overall responsibility for
the entity’s performance. Under section 9 of the Act, the Board consists of no fewer than
five and not more than six members, including the Chair and Deputy Chair.
More information on the Board's membership can be found at
https://fireandemergency.nz/about-us/what-we-do/our-structure/.
UNDER
Role of a Board member
The role of a Board member includes:
•
Contributing to the effective governance and stewardship of the entity, including
supporting the Board to act in the best interests of the Crown and the public and to
uphold the spirit of service to the community.
•
Ensuring the entity complies with the Crown Entities Act 2004 and other relevant
legislation, including by overseeing the adequacy of systems, policies, and controls
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required to support lawful, ethical, and effective operation.
•
Discharging the Board’s collective duties to the responsible Minister, including:
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Document three
−
considering and making decisions consistent with the entity’s objectives,
functions, Statement of Intent, and current Statement of Performance
Expectations
−
supporting efficient and effective performance of the entity’s functions, including
collaboration with other public entities where practicable
−
overseeing the entity’s financial management and financial responsibility 1982
−
supporting arrangements that preserve, protect, and nurture the spirit of service
employees bring to their work.
•
Participating fully in Board decision-making, including:
ACT
−
preparing for and attending Board and committee meetings
−
considering Board papers and information in advance
−
contributing to discussion, questioning, and decision-making
−
supporting collective accountability for Board decisions once taken.
•
Contributing to the development, oversight, and monitoring of the entity’s strategic
direction, including long-term objectives, delivery effectiveness, and the allocation of
resources.
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•
Providing oversight and scrutiny of organisational performance, including monitoring
progress against strategic priorities, performance expectations, risks, and statutory
obligations.
•
Applying independent judgement to matters before the Board, including testing
assumptions, seeking assurance, and contributing to robust decision-making.
•
Overseeing ethical standards and probity, including supporting appropriate conduct
frameworks, reporting concerns where identified, and ensuring conflicts of interest are
OFFICIAL
declared and managed in accordance with the CEA.
•
Maintaining an understanding of the entity’s operating environment, including sector
developments, emerging risks, and matters that may affect the entity’s ability to
THE
deliver its functions and objectives.
•
Contributing to the Board’s financial oversight, including reviewing and understanding
financial reports, budgets, forecasts, and performance information.
•
Participating in induction, ongoing training, and Board evaluation activities, to
maintain and enhance governance capability and effectiveness.
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•
Supporting effective risk management and accountability arrangements, including
oversight of risk frameworks, assurance processes, and interest registers.
•
Operating effectively within the Board’s agreed digital governance arrangements,
including the use of Board portals and electronic systems, and complying with
confidentiality, information security, and records management requirements.
Membership, commitment, and fees
RELEASED
Under section 32 of the CEA, members of the Board are appointed for terms of office of up
to three years and continue in office after the expiry of their term until they are either
removed, reappointed, a successor is appointed, or they resign.
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link to page 14
Document three
Members should be prepared to commit at least 30 days to their Board duties each year.
The Board usually meets for at least one day each month, with preparation required.
Members also attend strategic planning and special purpose meetings as required.
The Board maintains an active programme of staff, volunteer and stakeholder visits around
the country, and members make four or five regional visits every year. Members share the
Board’s representational duties, attending functions such as conferences, stakeholder 1982
meetings, firefighter competitions or commemorations, and other events related to Fire and
Emergency’s work.
Fees for attendance at meetings are paid in accordance with the Cabinet Fees Framework.
ACT
Members receive an annual fee of $45,60
01. The Board fee cover all board duties, including
meeting preparation. Travel expenses are reimbursed on an actual and reasonable basis.
INFOMATION
OFFICIAL
THE
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1 This fee rate will come into effect on 1 April 2026
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Document Outline
