On 10 November, I went to the LinkedIn employment section and saw the following role advertised.
No problem with that – seems just fine. However, in the blurb about the role, I came across the following:
The coalition Government’s policies state there is no formal ‘partnership’ between the Crown and Māori. Even if such a partnership were considered, defining it would fall solely within the Crown’s authority, which would provide direction to government departments through legislation. Departments should not independently interpret or redefine this relationship contrary to the elected government’s position.
Despite this, MBIE promotes an interpretation of Māori-Crown relations that aligns with its own initiatives. Through personal experience, this is evident in its grant application process. For instance, applicants may be asked to outline how their projects support Māori involvement or benefit Māori communities, with questions such as whether Māori employees are involved and how the project contributes to Māori economic growth. While this aligns with strategies like He Kai Kei Aku Ringa (a Māori economic development plan introduced by the MBIE), this plan sends a divisive message. It raises concerns about whether the MBIE’s actions align with the coalition Government’s broader goal of serving all New Zealanders and fostering national unity (Coalition Government Policy Agreement, 2024).(1)
Moreover, MBIE’s approach to defining a Māori ‘identity’ within its operations appears to be internally driven, rather than mandated by the Crown. Although He Kai Kei Aku Ringa outlines objectives for supporting Māori economic success, MBIE’s interpretation of Māori identity and its application remain unclear. By advancing these independent views, MBIE seems to be stepping outside the government’s prescribed role, potentially creating a disconnect between its initiatives and the government’s unified policy approach (Coalition Government Policy Statement, 2024).(1)
Additionally, how does MBIE’s version of Māori identity differ from other government authorities? Is it assumed to be inherently positive because it is not associated with ‘white’ or ‘colonial’ identities? What are the costs – both in time and resources – of establishing and maintaining this identity, seemingly to support an ideological direction that contradicts government policy?
Recently Vivek Ramaswamy, in discussing the US election process, made the following comment.
“If you can’t fire someone who works for you, then they don’t actually work for you…you work for them.”(2)
In New Zealand, most government departments are run by CEOs who are responsible for day-to-day operations. They report to the relevant minister and are part of the broader public service leadership. There are 44 such CEOs and their average salary is approximately $496,000 per year, including base salary, employer superannuation contributions and benefits. These positions are highly sought after and it is reasonable to assume the incumbents are qualified and should be accountable. However, as discussed in a prior article regarding the Reserve Bank of New Zealand, their performance in these roles is not always aligned with government priorities, and the MBIE provides another example.
The current CEO of MBIE, Carolyn Tremain, earns approximately $555,000 per year (NZ Taxpayers Union).(3) Yet, despite her significant salary and responsibilities, she appears unable to fully implement government policy within her department.
When reviewing the ‘rich list’ of the Taxpayers Union, it’s evident that there are ideologues in positions of power within government departments – often placed by individuals or structures that oppose the current coalition policy, such as the prior Labour administration. These managers tend to perpetuate similar ideological stances to their sponsors, as seen with the MBIE and the Reserve Bank of New Zealand.
· We need to see that the coalition Government is reviewing and acting regarding CEOs who are not implementing government policy.
Many of these contracts will likely be up for renewal during this government’s term.
· It is suggested that their Key Performance Indictors be specifically aligned with government policies.
This is an opportunity the Government must seize, or it risks finishing its term achieving only superficial and short-lived achievements.
It is possible that radical solutions may need to be implemented, e.g., new applicants, not influenced by the current ideological predispositions in the bureaucracy, can be found to bring fresh perspectives – ones that might better serve the public and support the government’s policies. Isn’t a ‘diversity’ of thought what the coalition promotes and what New Zealand’s public service needs?
· The coalition Government should clearly state a CEO hiring policy that involves both accountability and a commitment to working in alignment with Crown policies.
Doing so might not only improve results but could also contribute to the coalition’s re-election prospects.
References
1. Budget Policy Statement 2024 - 27 March 2024 (https://www.treasury.govt.nz/sites/default/files/2024-03/bps24.pdf?form=MG0AV3)
2. https://x.com/VivekGRamaswamy/status/1614365044573192193?form=MG0AV3
