Tō mātou kaihautūtanga me te kāwana Our leadership and governance

The Department’s Executive Leadership Team (ELT) includes our Chief Executive, seven Deputy Chief Executives and the Director of the Office of the Chief Executive. The Executive Director, Office of Ethnic Communities is also a Tier 2 role reporting to the Chief Executive but is not part of the Executive Leadership Team.

DIA Governance team

Our Executive Leadership Team: [Left to Right] Marilyn Little, Deputy Chief Executive - Policy Regulatory Communities, Michael Lovett, Deputy Chief Executive - Central and Local Government Partnerships, Ann-Marie Cavanagh, Deputy Chief Executive - Digital Public Service, Maria Robertson, Deputy Chief Executive - Service Delivery and Operations, Peter Murray, Deputy Chief Executive - Information and Knowledge Services, Paul James, Chief Executive, Kate Wareham, Deputy Chief Executive - Organisational Capability and Services, Suzanne Doig, Director - Office of the Chief Executive, and Karl Le Quesne, Deputy Chief Executive -Organisational Strategy and Performance.

Our ELT ensures we focus our efforts and resources in the right areas at the right time. Its operating model supports it to undertake a strategic governance role. The structure of our governance model is outlined below.

The Department continues to deliver on its long-term strategic and stewardship focus through the enterprise governance framework and practices implemented in August 2018. This Governance Framework includes three governance sub-committees: Risk and Assurance, Finance and Performance and Investment Governance. These sub-committees assist the Executive Leadership Team with good practice advice and assurance for performance and accountability governance and decision making. In addition to the internal Committees, the Department has an External Advisory Committee providing independent advice and guidance to the Chief Executive and the wider Department.

Our Governance system is designed to support sound and sustainable long-term decision making, and to enable improved information flow from branches through Committees. A review of the enterprise governance framework has informed the Department’s approach to strengthen this governance system. Good governance principles are in place with governance protocols and clear terms of reference for each committee.

Information, privacy and security

We continue to support staff to raise awareness and ensure we all understand our obligations in relation to information, privacy and security, embedding this into our culture and how we do things. In the 2019/20 year, we refreshed training modules in these areas and have made it mandatory for all people to complete them annually. Ensuring that we value and understand the information we hold and work with, and knowing how to seek advice, is fundamental to our success.

Risk and assurance

Assurance is a key component of our effective governance. It provides evidence of how well business risks are being managed, opportunities are being taken and the business is performing. Good assurance supports governance bodies in their decision-making, helps identify key risks to delivery and enables early intervention before they start to impact on outcomes. Our recently refreshed Assurance Policy and Framework supports an integrated view of assurance across the Department. Applying more consistent assurance over the risk and value of our priority projects and ICT risks is helping to embed this as part of our business practices, so we are focused on the right things.