16 October 2023
MBIE ref: DOIA 2324-0669
Letty Smith
[FYI request #24218 email]
Tēnā koe Letty
Thank you for your email of 23 September 2023 to the Ministry of Business, Innovation and Employment
(MBIE) requesting, under the Official Information Act (the Act), the following information:
I would like a breakdown of the pay ranges and actual pay rates for policy directors employed within
MBIE, and an indication as to how policy directors are used within MBIE, the level they are employed
(ie if the CE is a level 1 and a DCE is a level 2 then what level are policy directors), including any
differences in role / levels across the organsiation.
Could the number of policy directions, and pay ranges and pay rates be provided for the last three
financial years.
Please find my responses to your questions below.
Pay ranges and pay rates
Please find the pay ranges for the past three financial years for Policy Directors (band 21F) in
Appendix
One of this letter.
MBIE considers individual salaries to be personal to the staff members concerned, and our approach to
the release of this information is to withhold it in full under section 9(2)(a) of the Act, to protect the
privacy of natural persons.
Noting Ombudsman advice on the release of salary band information, it is important to note our
information is not reflective of any staff member’s performance or contribution to MBIE. The data being
provided to you primarily reflects the minimum and maximum amounts that MBIE has determined should
be paid for a role, irrespective of the incumbent
. You can read this advice on the website of the Office of
the Ombudsman,
at https://www.ombudsman.parliament.nz/sites/default/files/2022-
01/Request%20for%20the%20salary%20details%20of%20specific%20employees.pdf
At the time an individual appointed to a role, the hiring manager will determine a salary offer that is
within the stated range for that role. They will take into account a number of factors including the skills
and experience of the candidate and ensuring relativity across the team. The manager the hiring manager
reports to is then responsible for approving the proposed salary.
Number of MBIE Policy Directors for the last three financial years
Please find the information requested attached as
Appendix Two.
Role and level of MBIE Policy Directors
MBIE has interpreted your request for ‘
an indication as to how policy directors are used’ to mean the
responsibilities, accountabilities and deliverables required of individuals holding the position of Policy
Director. Please find attached the MBIE Policy Director Position Description as
Appendix Three which
outlines these details. This document is released to you in full.
More than 90 percent of Policy Directors at MBIE are Tier 4 while a small percentage belong to Tier 3 and
Tier 5.
If you wish to discuss any aspect of your request or this response, or if you require any further assistance,
please contac
t [email address]. You have the right to seek an investigation and review by the Ombudsman of this decision. Information
about how to make a complaint is available at www.ombudsman.parliament.nz or freephone 0800 802
602.
Nāku noa, nā
Jennifer Nathan
Chief People Officer
People and Culture
Corporate Services, Finance & Enablement
2
Appendix One: Pay Ranges for salary band 21F for the past three financial years
FY
Minimum (80%)
Midpoint
120%
2020/21
$171,646
$214,557
$257,468
2021/22
$171,646
$214,557
$257,468
2022/23
$171,646
$214,557
$257,468
Effective 1 December
$174,942
$218,677
$262,412
2022 1
1 2022/23 pay ranges were only in place to 30 November 2022, and superseded by the 1 December 2022 pay ranges
that were put in place as a result of the Public Service Pay Adjustment.
3
Appendix Two: Number of MBIE Policy Directors for last three financial years2
Financial Year
Number of Policy directors
FY 2020/21
31/07/2020
18
31/08/2020
19
30/09/2020
20
31/10/2020
21
30/11/2020
22
31/12/2020
20
31/01/2021
22
28/02/2021
22
31/03/2021
22
30/04/2021
20
31/05/2021
20
30/06/2021
21
FY 2021/22
31/07/2021
22
31/08/2021
24
30/09/2021
22
31/10/2021
23
30/11/2021
24
31/12/2021
24
31/01/2022
23
28/02/2022
23
31/03/2022
22
30/04/2022
21
31/05/2022
23
30/06/2022
24
FY 2022/23
31/07/2022
23
31/08/2022
24
30/09/2022
23
31/10/2022
22
30/11/2022
24
31/12/2022
24
31/01/2023
24
28/02/2023
27
31/03/2023
26
30/04/2023
29
31/05/2023
29
30/06/2023
28
2 Includes contractors, employees and staff on extended leave
4
Appendix Three: MBIE Policy Director Position Description
5
Te āhua o te tūranga
Position description:
Policy Director
October 2021
Tēnei tūranga – About the role
The Policy Director is a Policy leadership position that supports the GM with the breadth, scale and diversity of
the GM role.
The Policy Director is responsible for:
› Partnering with the GM in driving the strategic agenda at portfolio and cross portfolio levels (forward focus).
› Connecting cross domain, team, branch and group and identifying where attention is required and ensuring
need met (either through the GM or Director) (change agent).
› Stewardship of Branch and MBIE policy capability (organisational design and development perspective).
› Trusted advisor, sounding board for GMs, managers and policy staff.
› Providing thought leadership on complex, ambiguous multi-sector issues with significant sensitivity and risk,
setting and driving priorities.
› Partnering with the GM in managing the authorising environment for teams to work within, including building
and maintain strategic stakeholder relationships.
› Enhancing the overall capability of the branch and Ministry through guiding and mentoring managers and
principal advisors.
Ngā herenga – Requirements of the role
Personal specifications
The Policy Director is expected to be skilled in all areas and have advanced skills and ability to lead in one of the
following areas:
› Complexity.
› Policy Craft.
› Influencing.
› Understands what the government wants to achieve and has the ability to anticipate minister and Ministry
needs.
Released under the
› Is able to navigate high levels of ambiguity and use judgement and experience to identify priorities.
› Is able to use experience and judgement to shape the future policy agenda and priorities, identify work
programme gaps, delivery risks and other issues and ensure effective and timely intervention.
› Understands the system, how people and the organisation functions and is able to drive the Ministry’s work
programme and influence change across teams, branches and groups.
› Is able to apply strong intellectual capability and judgement to analyse large, complex policy issues and readily
grasp and synthesise the ideas, analysis and advice produced by others.
Official Information Act 1982
› Has the intellectual capability and judgement to manage multiple complex projects concurrently.
› Demonstrates mastery of public policy processes and has an in-depth understanding of the policy production
process.
› Has the ability to use effective commissioning and policy management techniques including to identify and
manage risks.
Te āhua o te tūranga
Position description:
Policy Director
› Is able to communicate and persuade using a range of oral, written and visual mediums in diverse situations.
› Has the ability to identify strategically important stakeholders and establish connections within short periods of
time, and maintain and deepen those relationships over time even in the face of differences.
Other
› A good tertiary qualification.
› Must have the legal right to live and work in New Zealand.
Takohanga tuhinga o mua – Key accountabilities and deliverables
Policy activities and tasks
› Partners with the General Manager to drive the strategic policy agenda at a portfolio level and align work
programmes to that direction.
› Leads complex policy programmes on complex, ambiguous multi-sector issues with significant sensitivity and
risk, and provides authoritative and frank policy advice that recognises the choices and constraints Ministers
face, anticipates needs, predicts and plans for potentially controversial or politically sensitive issues.
› Critically synthesises information from a wide variety of domains and applies expert judgement to draw
conclusions.
› Integrates up-to-date information and evidence across a number of policy areas from a wide variety of sources
and disciplines to develop new insights and innovative policy solutions in ambiguous/novel areas.
› Proactively identifies branch and portfolio risks, ensures managed and change occurs where required.
› Trusted advisor/sounding board for GMs, managers and policy staff.
› Manages the delivery and landing of advice and tasks with senior managers, ministers and stakeholders and
presents frank advice even if that tests Ministers views and preferences.
› Leads establishment, conclusion and trouble-shooting of complex whole of ministry and whole of public service
projects drawing on the expertise of others.
› Manages the delivery of cross MBIE work for the design and delivery of shared projects.
› Ensures that the needs and priorities of all business groups are appropriately represented in the branch’s
outcomes.
› Ensures that other business groups understand the function of the branch.
Released under the
› Provides consultancy service to various policy projects in the branch, across MBIE and external agencies.
General management
› Develops portfolio work programme, priorities and strategy.
› Use project planning and management techniques to effectively lead and carry out multiple concurrently
complex projects within the resources available.
› Participates in, chairs and leverages advisory groups and governance groups to drive the policy agenda and
Official Information Act 1982
facilitate timely decision making.
› Assist the GM in building, monitoring and maintain fit for purpose innovative ministry capability (people and
structures) needed to achieve desired goals and objectives, and achieve expected efficiency benefits and on-
going improvements in cost effectiveness.
Te āhua o te tūranga
Position description:
Policy Director
› Monitors and adjusts work programmes through the agreed processes to enable the Branch to adapt to
changing circumstances.
People Leadership
› Models exemplary management and leadership behaviours, and State Sector ethics and values.
› Provides a sense of vision and leadership that engages and motivates others participate and make things
happen.
› Fosters an open, collaborative environment that encourages quality, innovation, on-going learning and
knowledge sharing.
› Monitors branch and team performance against branch objectives/KPIs to ensure performance targets and
outcomes are met. Identifies issues and brings to GM’s attention in a timely manner and addresses any issues,
as required).
› Supports the GM in ensuring an engaged, functional branch (including pro-actively identifying and effectively
addressing any issues that detract in a timely manner).
› Supports the GM so that the branch operates effectively and efficiently, and delivers agreed outputs to support
achievement of MBIE outcome.
Relationship Management
› Effectively influences, and contributes to an authorising environment, through building and maintaining
enduring relationships with senior stakeholders.
› Represents whole-of-Ministry views and protects its reputation in external interactions.
› Builds strategic alliances with key government and non-government representatives to ensure MBIE’s views
are influential in their decision-making.
› Builds and maintains effective relationships and partnerships with national and international organisations to
identify and share best practice information and to promote the Ministry, its products and services.
Released under the
› Tests the effectiveness of stakeholder relationships using a range of appropriate measures and processes
(including stakeholder feedback).
Key accountabilities and deliverables continued
Capability development
› Takes responsibility for own professional development of core, transferable policy skills and seeks
opportunities to learn.
Wellbeing, health & safety
Official Information Act 1982
› Displays commitment through actively supporting all safety and wellbeing initiatives
› Ensures own and others safety at all times
› Complies with relevant safety and wellbeing policies, procedures, safe systems of work and event reporting
› Reports all incidents/accidents, including near misses in a timely fashion
Te āhua o te tūranga
Position description:
Policy Director
› Is involved in health and safety through participation and consultation
Tō tūranga i roto i te Manatū – Your place in the Ministry
More information about MBIE’s structure
Released under the
Official Information Act 1982
Te āhua o te tūranga
Position description:
Policy Director
Matatautanga – Competencies (Leadership Success Profile)
The Leadership Success Profile (LSP) is a leadership capability framework, developed by the New Zealand public
sector for the New Zealand public sector. It creates a common language for leadership and establishes what great
leadership looks like. You can look at the twelve underpinning capabilities and four leadership characters here:
Leadership Success Profile | Te Kawa Mataaho Public Service Commission
To mātou aronga – What we do for Aotearoa New Zealand
Hīkina Whakatutuki is the te reo Māori name for the Ministry of Business, Innovation and Employment. Hīkina
means to uplift. Whakatutuki means to move forward, to make successful. Our name speaks to our purpose,
Grow Aotearoa New Zealand for All.
To
Grow Aotearoa New Zealand for All, we put people at the heart of our mahi. Based on the principles of Te Tiriti
o Waitangi / The Treaty of Waitangi, we are committed to upholding authentic partnerships with Māori.
As agile public service leaders, we use our breadth and experience to navigate the ever-changing world. We are
service providers, policy makers, investors and regulators. We engage with diverse communities, businesses and
regions. Our work touches on the daily lives of New Zealanders. We grow opportunities (Puāwai), guard and
protect (Kaihāpai), and innovate and navigate towards a better future (Auaha).
Te Tiriti o Waitangi
As an agency of the public service, MBIE has a responsibility to contribute to the Crown meeting its obligations
under Te Tiriti o Waitangi (Te Tiriti). Meeting our commitment to Te Tiriti will contribute towards us realising the
overall aims of Te Ara Amiorangi – Our Path, Our Direction, and achieve the outcome of Growing New Zealand for
All. The principles of Te Tiriti - including partnership, good faith, and active protection – are at the core of our
work. MBIE is committed to delivering on our obligations as a Treaty partner with authenticity and integrity and
to enable Māori interests. We are committed to ensuring that MBIE is well placed to meet our obligations under
the Public Service Act 2020 (Te Ao Tūmatanui) to support the Crown in strengthening the Māori/Crown
Relationship under the Treaty and to build MBIE’s capability, capacity and cultural intelligence to deliver this.
Mahi i roto i te Ratonga Tūmatanui – Working in the public service
Ka mahitahi mātou o te ratonga tūmatanui kia hei painga mō ngā tāngata o Aotearoa i āianei, ā, hei ngā rā ki tua
hoki. He kawenga tino whaitake tā mātou hei tautoko i te Karauna i runga i āna hononga ki a ngāi Māori i raro i te
Released under the
Tiriti o Waitangi. Ka tautoko mātou i te kāwanatanga manapori. Ka whakakotahingia mātou e te wairua
whakarato ki ō mātou hapori, ā, e arahina ana mātou e ngā mātāpono me ngā tikanga matua o te ratonga
tūmatanui i roto i ā mātou mahi.
In the public service, we work collectively to make a meaningful difference for New Zealanders now and in the
future. We have an important role in supporting the Crown in its relationships with Māori under the Treaty of
Waitangi. We support democratic government. We are unified by a spirit of service to our communities and
guided by the core principles and values of the public service in our work.
What does it mean to work in Aotearoa New Zealand’s Public Service? — Te Kawa Mataaho The Public Service
Official Information Act 1982
Commission
