Government & Law

Getting Help and Other Initatives

posted Feb 7, 2011, 3:09 PM by Jess Maher

The Govenrment bodies are aware they are nbot yet totally sused with any of this progression and constantly seek asssistance and support to make it work better...

Beyond community assistance and iniatatives, they are also involved with a number of other orgs etc... these are a few examples:

What is The Couch?

The Couch is an easy way for you to tell us what you think about issues relating to family life. Knowing what you think will help us advocate for improved policies and services for families.

As of January 2010, this website is no longer being kept uptodate. It contains NZ Parliament debates from November 2005 to December 2009. We may resurrect the site in 2011 for the General Election. is volunteer run, and has been in operation since November 2006. We developed it entirely with free and open source software, as a hint to the public sector that they should be adopting and promoting free and open source software themselves (despite what foreign corporations masquerading as a NZ ICT industry may say to the contrary).

Guide to Online Participation From ParticipatioNZ

posted Feb 7, 2011, 3:05 PM by Jess Maher

Guide to Online Participation

From ParticipatioNZ

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The Guide to Online Participation will help State servants identify and develop exciting and innovative ways to engage with New Zealanders in policy and service design and delivery.

This work contributes to achieving a world-class professional State Services. The current Guide to Online Participation is the first step in an evolving area of theory and practice - it will be tested and refined, and we require your help to improve its contents.

To comment on the guide or share your ideas and experiences about online participation, please email to be set up with access to the ParticipatioNZ wiki.

How to use the Guide

The principles, processes and tools set out in this Guide are a starting point for making online participation work in your own context. Critically, there are no checklists: this Guide offers a basic walkthrough of the issues and risks associated with online participation. Your own judgement, experience, knowledge and creativity are needed for your success.

For new practitioners, this Guide is a practical primer for engaging people online. For more experienced practitioners, it is a call to find creative and effective ways of engaging the public, using information and communication technology, especially Web 2.0 technologies and social media.

This Guide focuses on online participation only. It does not cover electronic voting (e-voting) in elections which falls under the responsibility of the Chief Electoral Office.

The Guide was drafted online which is reflected in its structure and format. The sections are interconnected and relevant resources are hyperlinked to allow you to follow alternative paths through the material, depending on your interests and focus. There are three main parts.

  • Overview - provides a brief but holistic introduction to Online Participation for all readers.
  • Snapshot - offers a strategic review of each section's essential elements for policy officials and business managers.
  • Full story - provides indepth assessment and more operational detail for those responsible for putting it all into practice.

Overview - Introducing Online Participation

A guide for navigating online participation. This section provides a quick introductory tour of the main issues addressed in the Guide to Online Participation.


Why have a guide? This section defines the scope and purpose of the Guide to Online Participation.


Sound principles can stand the test of time. This section sets out the core principles for online participation.


Good design puts principles into practice. This section describes how to design successful online participation.

Project management is where design hits reality. This section describes how to successfully manage online participation.

Evaluating to learn, learning to evaluate. This section provides guidance for evaluating online participation.


Want more? Need help? Look here. This section provides tools, case studies,a glossary and links to useful resources for online participation projects.

Satisfaction and Trust in the State Services ('drivers' survey)

posted Feb 7, 2011, 3:01 PM by Jess Maher

A report prepared for the State Services Commission by Colmar Brunton, May 2007, on the results of a survey, known as the Drivers Survey. The Executive Summary to the report is published below.

See also: Media statement from Iain Rennie, Deputy State Services Commissioner, and PowerPoint presentation, attached above.

Key findings related to perceptions of trust are as follows:

  • More than half (54%) of New Zealanders express trust in the public service (rating this as six or more on a ten point scale where 1 means they do not trust it at all and 10 means they trust it completely). A further 22% are neutral about their perceived trust in the public service (rating of five out of 10) and 23% are negative (rating of one to four out of 10).
  • Overall, New Zealanders express highest perceived trust in the public service for:
    • providing services that meet their needs (56% agree), and
    • confidence that public servants do a good job (55% agree)
  • New Zealanders hold the most negative perceptions in relation to:
    • the public service admitting responsibility when it makes mistakes (52% disagree)
    • the public service learns from the mistakes it makes (42% disagree)
  • Perceived trust in the public service is influenced by strong negative associations gained from family, friends and media coverage (72% agree there is a lot of negative coverage about public services in the media, and 39% disagree that their friends and families say positive things about the public service).

Actual experience can be more positive than general perceptions of the public service

Key findings that illustrate this conclusion are shown in the table below:

          58% perceive the overall quality of public service positively

          80% view the overall quality of their service experience positively

          54% trust the public service to some extent

          81% agreed they can trust them [public servants] to do what is right

          50% believe public servants treat people fairly

          85% felt they were treated fairly

          55% are confident that public servants do a good job

          84% were confident that staff did a good job

          40% said the public service keeps its promises

          84% reported staff kept their promises

*Respondents were asked to rate these attributes on 10-point scales. The figures provided in the table give the % of respondents that gave a rating of 6 or more out of 10.

The State Service's 'Trusted State services' indicator 'You have confidence that public servants do a good job' is the strongest driver of New Zealanders' perceived trust in the public service

The key drivers of trust in the public service are listed below. Together, these drivers explain 57% of the variance in trust ratings of the public service. The percentage given alongside each driver indicates the relative impact that this factor has on driving perceptions of trust.

  • You have confidence that public servants do a good job (38%)
  • The public service provides services that meet your needs (18%)
  • Public servants treat people fairly (15%)
  • The public service keeps its promises - that is, it does what it says it will do (14%)
  • The public service admits responsibility when it makes mistakes (14%)

Generally, improvements in overall service quality will be driven by how well individual services perform in terms of the service experience meeting users' expectations and the performance of staff. Being treated fairly is of much higher importance to Māori than to others.

Digital Strategy 2.0

posted Feb 7, 2011, 3:00 PM by Jess Maher

Digital technologies have transformed our lives in recent years. Digital literacy has grown exponentially and digital devices have proliferated - personal computers, mobile phones, laptops and mobile wireless devices.  The new digital environment is changing the way New Zealanders live, work and play. It is transforming the way we do business, stimulating creativity and innovation across our economy and society. It presents immense economic, environmental and social opportunities for us all - but there are new challenges ahead.

The Digital Strategy 2.0 is a response to the changes and challenges of a rapidly evolving digital world. Its purpose is to:

  • provide a national vision, supported by outcomes and goals for New Zealand’s digital development;
  • highlight opportunities and challenges in the digital world;
  • provide a call to action for all stakeholders to rise to the challenges and opportunities presented by the digital world;
  • clearly articulate the government’s role in digital development; and
  • outline the key actions through which government will fulfil its role in supporting digital development.

Participation & Input from Community

posted Feb 7, 2011, 2:55 PM by Jess Maher

Welcome to the ParticipatioNZ wiki! To join the Community, or invite a friend, click here. First time users take a tour.

Community knowledge pool

This site is a place to share information relating to participation. Seen a great model? Found a useful web site? Read a good paper? Got an idea? Share it here!

Workforce 2020

posted Feb 7, 2011, 2:52 PM by Jess Maher

Workforce 2020 is the Department of Labour’s new futures work programme. It is designed to ensure a prepared and productive workforce for 2020 and beyond.

Workforce 2020 Work Programme 2009/ 10

Workforce 2020 will help build an evidence base to generate awareness and stimulate debate on future labour market issues. This evidence will support a range of strategies fostering the development of employment and skills across New Zealand.

While we can’t predict the future, we can get a better idea of what may happen by examining how key drivers – such as population demographic shift, globalisation, and resource pressures – are likely to impact on employment, skills, productivity, and economic performance over the medium to long term.

The first year of Workforce 2020 focuses on understanding future labour market impacts in five selected areas:

posted Feb 7, 2011, 2:48 PM by Jess Maher

Open Data Catalouge - is an open, independent catalogue of Government and Local Body datasets.

Open Data is an attempt to collate the many different datasets available through the New Zealand Government Departments and Local Bodies. The work stems from discussions at the Perspectives on Open Data: Workshop on the Re-use of Government-held Non-personal Data which was held during Webstock 2009. The aims of the site are to:
  • List all of the datasets available to members of the public.
  • Provide a place for people to comment on the datasets (what’s good about them, bad, uses they have.)
  • Make it easy for people to find the information they are after and who they need to contact.
  • Provide a voice for the data using community, both professional and casual.

If you would like to get involved, have any questions or want to get in touch simple email me glen [at] open [dot] org [dot] nz.

Soooo many govt sites around

posted Feb 7, 2011, 2:39 PM by Jess Maher

Interoperability means:

"The ability of government organisations to share information and integrate information and business processes by use of common standards."

posted Feb 7, 2011, 2:37 PM by Jess Maher

New Zealand is leading the way with progress towards e-government currently....


Enabling transformation – making government work for you


By 2007, information and communication technologies will be integral to the delivery of government information, services, and processes.

By 2010, the operation of government will be transformed, as government agencies and their partners use technology to provide user-centred information and services and achieve joint outcomes.

By 2020, people’s engagement with the government will have been transformed, as increasing and innovative use is made of the opportunities offered by network technologies.

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