This is an HTML version of an attachment to the Official Information request 'Information on Ministerial Advisors'.

 
 
JOB DESCRIPTION 
Job Title: 
Senior Ministerial Advisor  
Business Unit: 
Ministerial Support 
Business Group: 
Ministerial and Secretariat Services  
Branch: 
Shared Services 
Reporting to: 
Manager Ministerial Staffing 
Location: 
Parliament Buildings, Wellington 
Grade: 
 
Date Prepared: 
8 February 2011 
 
The Department of Internal Affairs – Te Tari Taiwhenua 
The new Department of Internal Affairs was established on 1 February 2011, and 
amalgamates the roles and functions previously undertaken by the former Department of 
Internal Affairs, Archives New Zealand, the National Library of New Zealand, the Office for 
the Community and Voluntary Sector (formerly within the Ministry of Social Development) 
and the Government Chief Information Office (formerly within the State Services 
Commission). 
 
The Department has a unique role in nurturing the development of the country’s nationhood, 
identity and culture.  The Department maintains the collective memory of the nation and 
connects it to the present and future.  As New Zealand’s oldest government department, it 
has a continuous link back to the Colonial Secretary’s office and the signing of the Treaty of 
Waitangi.   
Purpose 
The Department of Internal Affairs serves and connects people, communities and 
government to build a safe, prosperous and respected nation.  For more detailed information 
about Internal Affairs, go to our website:  www.dia.govt.nz. 
Branch Overview 
The Shared Services branch provides corporate-type functions to other business groups in 
the Department.  The branch also provides support services to Ministers and secretarial 
support services to advisory boards and commissions of inquiry. 
Business Group Overview 
Ministerial and Secretariat Services (MASS) is part of the Shared Services Branch.  MASS 
works to ensure that New Zealand’s executive government runs smoothly and effectively by 
 


 
 
delivering a range of responsive, timely and professional services to and on behalf of 
Ministers of the Crown.  These include staffing support and communications services to 
Ministers’ offices, provision of ministerial residential accommodation and secure vehicular 
transport and airport facilitation. 
 
MASS not only provides services for Ministers, we also support a number of stand-alone 
bodies both ad-hoc and ongoing, and maintain a capability to set up and support such 
bodies as required.  MASS comprises the following units: 
 
  Visits and Ceremonial Office 
 Ministerial 
Support 
  VIP Transport Service 
  The Gambling Commission 
  The Local Government Commission 
  Business & Secretariat Support 
o  The Film & Literature Board of Review (FLBOR) 
o  The Library & Information Advisory Commission (LIAC) 
o  Guardians / Kaitiaki of the Alexander Turnbull Library 
o  Public Lending Right Advisory Group 
o Archives 
Council 
o  Confidential Listening & Assistance Service 
o  Support for Royal Commissions and Commissions of Inquiry. 
 
Position Summary 
To provide general and political advice to the Minister of his/ her portfolio(s) and 
parliamentary responsibilities that is consistent with the objectives of the government. 
 
To develop appropriate relationships with the Caucus, coalition and support parties in order 
to facilitate progress of policy and legislation within the Minister's portfolio responsibilities. 
 
You will be responsible to the Minister for the provision of political advice. 
 
No long term guarantee of job security can be given.  The sudden advent of a reallocation of 
your Minister's responsibilities which results in a significant change to your role, snap 
election, and the normal three year parliamentary term of office all emphasise that on-going 
employment is not guaranteed. 
 
Key Responsibility Areas 
 
Key Responsibility  Accountability Statement 
Areas 
Analysis, Information    Provide the Minister with political oversight and high quality 
& Advice   
independent advice on policy proposals and submissions 
 
received in line with the government's objective. 
A Senior 
  Monitor relevant Cabinet Committee papers/ minutes and draw 
Ministerial Advisor 
to the Minister’s attention all issues of significance. 
 


 
 
is responsible to a 
  Engage effectively with internal and external experts in relation 
Senior Cabinet 
to the Minister's portfolio(s) so that the best information is 
Minister holding a 
available for discussion, decision making, policy development, 
major portfolio(s) 
planning and risk management. 
and is expected to 
  Answer questions of interpretation that raise significant issues in 
have vast, tested 
relation to Government policy. 
experience in 
political/portfolio/ 
Govt advisory work 
 
Strategic Planning 
  Advise the Minister in relation to his/her portfolio responsibilities 
for the introduction of legislation into the Governments strategic 
plan.  
  Provide, as required, input into the government’s strategic 
planning. 
  Actively participate in the development of the Minister's work 
planning. 
Leadership 
  Advise guide and mentor Ministerial Advisors in relation to the 
Minister’s portfolios. 
 
Promote a culture of high performance and excellence. 
  Be a positive role model and act as a positive and inspiring 
advocate in relation to the completion of work assignments.   
Reporting 
 
Provide activity reports to the Chief of Staff on a regular basis. 
Team Management 
  Directing, leading and overseeing the work of Ministerial 
Advisors and Portfolio Secretaries within the Minister’s Office or 
Associate Minister's office. 
  Allocation and monitoring of advisory work within the Ministers 
office while providing leadership and coaching.   
  Assist the Chief of Staff (responsible for all Advisors) in training 
newly appointed Senior Advisors and Advisors.  
  Work closely as an equal partner with the Minister's senior team 
to ensure the smooth flow of work to the Minister and through 
the office. 
Training 
  Ensure self and staff attend all mandatory training stipulated 
from time-to-time 
Relationship 
 
Manage the Ministerial office relationship with Coalition and 
Management 
support party spokespeople and work with Prime Minister's 
office on relevant support party consultation issues. 
  Maintain effective relationships with the Prime Minister's 
advisory team; identify and advise of any potential risks as soon 
as possible. 
  Develop and maintain effective liaison and relationships with key 
stakeholders in Ministers’ portfolios. 
  Attend meetings with officials, sector organisations, and any 
other relevant meetings as required. 
 
Attend and play an active part in the weekly Advisors meeting. 
  Gain the confidence of and become a confidant of the Chief of 
Staff in relation to his/her duties as team Manager/Leader of the 
Advisor group. 
 


 
 
Sector and 
  Consult with and advise appropriate support parties on policy 
Stakeholder 
and legislation within the Minister’s portfolio(s) responsibilities in 
Consultation 
accordance with advice from the Prime Minister's office 
  Consult with the Prime Minister's office on the implementation of 
portfolio plans 
  Consult with and advise Portfolio Advisors, Senior Private 
Secretary, Press Secretary and other office staff on the 
implementation of portfolio plans. 
  Maintain effective relationships with the Prime Minister's 
advisory team. 
  Advise, with government members on Select Committees, on 
relevant legislation to ensure the Minister and Government is 
kept abreast of developments. 
 
Liaise with Caucus Committees and Research Unit. 
Risk Management 
  Identify potential areas of risk and develop risk mitigation 
strategies, in consultation with the Minister and senior office 
staff. 
  Risk management of issues within Minister’s portfolios and 
ensuring the Prime Minister’s office is kept informed about 
potential risks and opportunities. 
  Understand and actively work with the Minister to manage any 
political risks 
  Operate on a “heads up” basis so that any key risks are alerted 
to the Minister 
Work Programme  
  Ensure the Minister is appropriately briefed for all House 
responsibilities. 
  Actively participate in the development of the Minister's work 
planning. 
Health & Safety 
 
Takes personal responsibility for keeping self free from harm. 
 
Follows safe working procedures. 
 
Reports incidents promptly. 
 
Reports hazards promptly and suggests appropriate remedies. 
 
Knows what to do in the event of an emergency. 
 
Co-operates in implementing rehabilitation plans. 
 
Key Working Relationships 
Internal External 

 Reporting Minister 
  Chief Executives of Portfolio Departments, 
 Other Ministers 
Ministries and State Owned Enterprises 
  Chief of Staff 
  Portfolio Departments or Ministries 
  Prime Minister’s Office 
  Members of the public 
  Ministerial Office staff 
 Minister's constituents 
 
Staff in other Ministers' 
 Party officials 
offices/Coalition Partner and 
  Sector interest groups 
support party offices 
 
 Whips' office 
 
 


 
 
 Clerk's office 
 Members of Parliament 
  Cabinet Office staff 
  Ministerial Services staff 
 
 
Accountabilities/Delegations 
Staff Management 
Number of direct reports  
Nil 
Number of staff reporting to the direct reports 
Nil 
Delegations 
Human Resources Delegations 
Nil 
Financial Delegations 
Nil 
Security Clearance 
Level Top 
Secret 
 
Special Requirements (education, skills, knowledge, experience) 
 
  A University degree. 
  Vast experience and extensive knowledge of the workings of Government. 
  Highly developed interpersonal skills with a demonstrated ability to relate to and gain 
the confidence of the Minister and diverse stakeholders. 
  Demonstrated ability to analyse, understand and explain complex information in a 
simplified form. 
  Demonstrated ability to think strategically and identify risk in the development of 
Government policies and legislation.   
DIA Competencies 
 
Competencies are behaviours that drive job success.  They are observable and measurable 
characteristics that can be seen when a job is being done well. 
 
With the exception of Achieves Effectiveness for Māori, the competencies DIA uses are 
derived from the Competency Sort Cards developed and copyrighted by Lominger Limited, 
Inc.  No part of the Lominger competencies may be used, reproduced or transmitted in any 
form or by any means, by or to any party outside of The Department of Internal Affairs. 
 
The competencies required for your role are listed below.  Each competency falls within a 
competency cluster, which are broad themes of skills, behaviours and abilities. 
 
 
 


 
 
Competency Cluster 
Competency 
Integrity and Trust 
Integrity 
Ethics and Values 
Learning on the Fly 
Intelligence 
Intellectual Horsepower 
Decision Quality 
Talent to Execute 
Written Communications 
Self Knowledge 
Emotional Maturity 
Composure 
Standing Alone 
Edge 
Command Skills 
Dealing with Ambiguity 
Strategic Agility 
Managing Complexity 
Dealing with Paradox 
Perspective 
Positive Energy 
Perseverance 
Interpersonal Savvy 
Managing Diverse Relationships 
Comfort around Higher Management 
Political Savvy 
Achieves Effectiveness for Māori 
Effectiveness for Māori 
Integrity 
This is the ability to accept personal accountability for actions and decisions; to be reliable, 
trustworthy, and honest in all aspects of our work; and to uphold the values and principles of 
the Department.  
Intelligence 
This is the ability to learn, understand and think things out quickly.  It is demonstrated in our 
ability to reason, solve problems, think creatively, understand ideas that can be complex, 
and learn quickly from experience. It is the ability to make sense of a changing environment 
and figuring out what to do. 
 
Talent to Execute 
This is about getting the job done.  It is the ability to achieve results for the Department and 
provide an outstanding service, with and through others.  It also describes continuously 
searching for innovation and ways to add value in order to position the Department for future 
success. 
Emotional Maturity 
This is the ability to control one's emotions, to recognise their impact and to adapt to 
changing circumstances, particularly during stressful times.  It includes the ability to sense, 
understand, and react to others' emotions.  It is about knowing one's strengths and 
 


 
 
weaknesses and continuously looking to improve oneself.  It also requires individuals to 
demonstrate resilience and sound judgment in dealing with challenges. 
Edge 
This is the ability to make tough calls and to demonstrate courage and confidence in 
challenging situations.  It encompasses expertise in risk management and decision-making. 
Those with edge provide stability and clarity when crisis and confusion arise. 
Managing Complexity 
This is the ability to operate effectively in an ever-changing environment, scanning the 
horizon for looming issues and providing solutions.  This requires individuals to take an 
organisational perspective when resolving problems, ensuring the Department maintains a 
strong culture of innovation and togetherness. 
Positive Energy 
This is the demonstration of an upbeat attitude through good times and bad, and the desire 
to strive for the best outcomes for the Department.  Individuals who demonstrate this trait 
are able to positively affect the behaviour of others, motivating them with a sense of purpose 
and spirit of cooperation. It encompasses the capacity to care deeply for the work that we do 
and for the principles and values of the Department.   
Managing Diverse Relationships 
This is the ability to work with a diverse range of people and to build mutually beneficial 
relationships and networks, sometimes in complex environments.  It is the ability to value the 
contribution of others, respecting each other's views, beliefs and customs, united in a 
common purpose.  
Achieves Effectiveness for Māori 
Achieves Effectiveness for Māori describes working effectively with and for Māori 
colleagues, clients and stakeholders, to ensure their specific needs are identified and met, 
and to create a positive work environment for Māori.  It relates to our Effectiveness for Māori 
(EfM) strategies, policies and guidelines and supports our vision to be recognised as an EfM 
leader in public service. 
 
(Please note that this competency is not part of the Lominger Competency suite) 
 
Success in the Job 
You will know you have been successful when you have achieved the results and 
demonstrated the competencies listed above. 
 
Note: job profiles, competencies and grading structure may change over time.  Jobholders 
will be notified of any changes.  Consultation will take place in the event of any material 
changes that affect the overall scope, function or possibly size of the job. 
 


 
 
Approved 
 
Authorised Signature: 
 
Name: Richard 
McDonald 
Position: 
The Manager, Ministerial Support 
Date: 
8 February 2011 
 
 
 
 

Document Outline