s9(2)(a)
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To:
Cc:
Subject:
Re: For info: Ministerial Services Decision Inputs
Date:
Wednesday, 3 December 2025 12:33:45 pm
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From: s9(2)(a)
Sent: Tuesday, December 2, 2025 9:56:06 PM
To: s9(2)(a)
Cc: s9(2)(a)
Subject: For info: Ministerial Services Decision Inputs
Hey s9(2)(a)
To maximise time at our session tomorrow, we’ve pulled together a high-level overview of the consultation feedback
themes and our proposed response and final recommended structure and timeline from here. Link below and
attached as a doc for ease.
Note the themes for feedback and our proposed response are high level for the purpose of this document, and to
clarify areas that may need adjusting in the final decision doc, which you’ll receive by COB tomorrow.
Appreciate it’s a tight turnaround; we’ve committed to delivering final decisions on Friday subject to your final
approval.
Thanks
s9(2)(a)
Summary of Min Servs decisions.docx
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s9(2)(a)
Manager, People Partnerships
Mobile: s9(2)(a)
People and Assurance
Email:s9(2)(a)
Non working day – Alternate Monday’s
WFH – Alternate Fridays and some Thursdays, contact me via teams, email or mobile.
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under the Official Information Act 1982
Freephone: 0800 801 601 | Kāinga Ora – Homes and Communities
PO Box 2628 Wellington 6140 | New Zealand Government | www.kaingaora.govt.nz
Released
Executive Summary: Decision Inputs – Ministerial
Services Change
Purpose:
Fol owing consultation, this document outlines the feedback received, focus off our responses,
the confirmed structure, and next steps to support your final decision.
1982
Consultation Overview
Act
• 16 submissions received from affected staff and PSA.
• Feedback was detailed and constructive, and largely similar across all submissions
What We Heard and Our Proposed Response
• Summarised below, for completeness there is more detail in the document
Information
What We Heard
Proposed Response
Consultation period too short and poorly
timed, inconsistent with good faith obligations The timeframe aimed to provide certainty and
and our values.
enable progress rather than delay action.
Official
Proposed reduction in roles doesn’t reflect
New model relies on prioritisation, improved
actual workload (OIAs, PQs, peaks).
processes, and leveraging internal flexibility and
short-term assistance for peak periods
the
Fewer roles wil reduce quality and increase
Quality assurance maintained through revised
stress.
workflows and hands-on leadership support.
Ministerial Services only collates info, it
Advisory responsibilities remain; team ensures
doesn’t provide advice.
responses meet legislative and reputational
standards.
under
Workload data is incomplete and inaccurate. Decisions based on multiple factors and future
efficiencies, not TRM alone.
Team already works collaboratively; no silos. Change aims to reduce duplication and
leadership layers, not col aboration.
No permanent buffer; surge demand managed
Need permanent buffer roles for peaks.
through prioritisation and leveraging internal
flexibility and short-term assistance for peak
Released
periods.
Principal Advisor role too broad; should split Role designed for flexibility and risk oversight;
into specialist roles.
col aboration emphasised.
Loss of Coordinator will impact efficiency.
Responsibilities redistributed; consider deferring
end date to help with transition (TBC with TT)
What We Heard
Proposed Response
Stress and wel being concerns.
EAP, Clearhead, and monitoring in place;
commitment to support staff.
Selection process fairness questioned.
Transparent, criteria-based process; conflicts of
interest managed.
Risks of compliance failure and knowledge
Capability retained; knowledge handover
loss.
planned; redeployment prioritised.
1982
Confirmed Structure
The team reduces from
20 roles to 9 (plus the Private Secs)
Act
•
Disestablished: Team Leader (x2), Coordinator (x1), Manager (in its current form) (x1)
•
Reduced: Senior Advisors (8 → 4), Advisors (7 → 3).
•
Introduced: Rescoped Manager role (x1); Principal Advisor (x1)
New Structure:
• Director – Governance
o Private Secretaries (x2)
Information
o Manager – Ministerial Services (x1)
Senior Advisors (x4)
Advisors (x3)
o Principal Advisor – Ministerial Services (x1)
Official
Decision considerations
the
• Deferred end date for the coordinator to support s9(2) and the transition
• Consider modification of the timeline for EOI applicatio
(a)
ns and selection process, to allow
more time and show some concession relative to the feedback.
• As noted below, this could be on an ‘if required’ basis, rather than planned.
under
Implementation Timeline
•
Decision communicated: 5 Dec 2025
•
EOI: opens 5 Dec; closes 15 Dec
•
Voluntary redundancy closes: 11 Dec
•
Selection process: From 16 Dec- may need to adjust subject to ability to reasonably
undertake a considered process. Risk mitigant if required
Released
•
Final notice: Issued end of Dec, may need to adjust subject to completion of EOI process
•
New structure effective: End of Jan/Early Feb
