2021 GDS Index: Operational GDSs
The GDSs are each ranked by ‘all 221’, ‘by department’ and ‘by sector’.
Note on arranging the table: To arrange GDSs in order of rank out of 221, please place your cursor on the header of the column titled “Rank out of 221” and click. Click once to order by ascending (1-221) and twice to order by descending (221-1). To arrange GDSs in order of rank by department, please click once on the headers of the columns titled “Rank out of Department” and “Government Department”. To arrange GDSs in order of rank by sector, please click once on the headers of the columns titled “Rank out of Sector” and “Sector”. Please also be aware you can scroll to the right.
Learn more about the methodology in Working Paper 2022/01: Methodology for the 2021 Government Department Strategies Index. See Working Papers to view or download.
In addition to those GDSs in operation, view a list of all archived GDSs (archived on or before 31 December 2021), with PDFs.
Please scroll to the right on the table to see additional information (purpose, strategy, ranks, internal/external).
GDSs in operation as at 31 December 2021 [#221] [ACTIVE]
| GDS Number | Department | Government Department Strategy (GDS) | Sector | Publication date | Duration | Number of pages | Signed by (general) | This GDS replaces | Transferred from | Strategy map | 9. Legislation | Purpose | Strategy | Rank out of 221 | Rank out of Department | Rank out of Sector | External/Internal |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| GDS02–01 (new to the 2014 GDS Index) | 02. Department of Conservation | Subantarctic Islands Research Strategy | Environment Sector | May, 2005 | 2005–NK | 39 | Department staff (other than CE) only | Not applicable | Not applicable | Not found | Not applicable | ‘[M]aintaining or improving the condition of these islands by continuing with the programme of eradication of all introduced mammal species.’ (p. 5) | The approach is to set guidelines for researchers desiring access to Southland Conservancy and to provide a tool for managers to decide on the appropriate research needed for each of the four research themes: natural ecosystems; effects of introduced biota; human impacts and social interaction; and abiotic sciences (sciences such as geology which study non-living systems). (pp. 18–27) | 150= | 012 | 020 | External |
| GDS02–02 (new to the 2018 GDS Index) | 02. Department of Conservation | National Education Strategy 2010–2030 | Environment Sector | March, 2011 | 2010–2030 | 8 | Chief Executive only | National Education Strategy (2010) | Not applicable | Yes, pp. 2, 4 | Not applicable | ‘Young people connect with nature and restore New Zealand’s natural and historic heritage. They understand and value its contribution to their quality of life.’ (p. 4) | The approach is to target students under 20 years of age to improve their knowledge of conservation by 2030, so they can practise sustainability in the future. (p. 4) | 212 | 015 | 024 | External |
| GDS02–03 (new to the 2018 GDS Index) | 02. Department of Conservation | Mātauranga Whakauka Taiao – Environmental Education for Sustainability (jointly held between DOC and MfE) | Environment Sector | July, 2017 | 2017–2021 | 36 | Crown only | Not applicable | Not applicable | Yes, p. 15 | Not applicable | ‘All New Zealanders value a connection to our environment by actively working together for a sustainable future.’ (p. 7) | The approach is to focus on three priority areas and implement an Environmental Education for Sustainability (EEfS) strategy to ensure Aotearoa New Zealand’s environment remains healthy and sustainable in the future. (p. 7) | 115= | 011 | 014= | External |
| GDS02–04 (new to the 2020 GDS Index) | 02. Department of Conservation | New Zealand sea lion/rāpoka Threat Management Plan 2017–2022 (jointly held between DOC and MPI) | Environment Sector | July, 2017 | 2017–2022 | 19 | Not signed | Not applicable | Not applicable | Yes, pp. 13–14 | Not applicable | ‘[P]romote the recovery and ensure the long-term viability of New Zealand sea lions, with the ultimate goal of achieving “Not Threatened” status.’ (p. 4) | The approach is to focus on four work streams: engagement (including the establishment of a New Zealand sea lion/rāpoka forum, advisory group, and community liaison role within DOC), direct mitigation, targeted research (such as research to better understand adult female nutritional stress and diet), and evaluation (such as conducting annual pup counts and tag re- sighting on the Auckland Islands). (pp. 15–16) | 085= | 008 | 010 | External |
| GDS02–05 (new to the 2018 GDS Index) | 02. Department of Conservation | National Compliance Strategy 2017–2020 | Environment Sector | August, 2017 | 2017–2020 | 13 | Chief Executive only | Not applicable | Not applicable | Not found | Not applicable | ‘To effectively administer [existing] legislation ... This Strategy sets out DOC’s approach to its compliance and law enforcement function.’ (p. 4) | The approach is to identify, deal with and prosecute non-compliance with a set of nine principles, such as transparency and consistency. (pp. 5–7) | 200= | 013 | 022 | External |
| GDS02–06 (new to the 2020 GDS Index) | 02. Department of Conservation | Government Tourism Strategy (jointly held between DOC and MBIE) | Environment Sector | May, 2019 | 2019–2020 | 22 | Not signed | Not applicable | Not applicable | Yes, p. 5 | Not applicable | ‘[S]ustainable tourism growth.’ (p. 5) | The approach is to use government-led initiatives to support 17 specific workstreams across five outcomes: the economy, the environment, international and domestic visitors, New Zealanders and our communities, and regions. (pp. 7–8, 12–16) | 044= | 005 | 007 | External |
| GDS02–07(new to the 2020 GDS Index) | 02. Department of Conservation | Predator Free 2050 Strategy | Environment Sector | February, 2020 | 2020–2050 | 44 | Crown only | Not applicable | Not applicable | Not found | Not applicable | ‘Return the voices of the insects, bats, reptiles and birds back to the forests, farmland, towns, cities and coasts.’ (p. 9) | The approach is to eradicate mustelids, rats and possums through six interconnected pathways: whānau, hapū and iwi expressing kaitiakitanga; communities taking action; supporting the kaupapa through legislation and policy; advancing our knowledge, innovation and improvement; measuring and assessing the difference we make; and moving from sustained predator control to eradication. (p. 17) | 046= | 006 | 008 | External |
| GDS02–08 (new to the 2021 GDS Index) | 02. Department of Conservation | Visitor Centre Strategy 2020–2025 | Environment Sector | February, 2020 | 2020–2025 | 23 | Not signed | Not applicable | Not applicable | Not found | Not applicable | To create ‘a clear visitor centre system ... ensuring a good visitor experience’. (p. 2) | The approach is to improve visitor experience and enhance DOC’s reputation by supporting visitors to have a safe and enjoyable experience on public conservation land, developing an effective visitor information system, and providing quality experience through visitor centres. (pp. 11, 14–15) | 065= | 007 | 009 | External |
| GDS02–09 (new to the 2020 GDS Index) | 02. Department of Conservation | National Plan of Action – Seabirds 2020 (jointly held between DOC and MPI) | Environment Sector | May, 2020 | 2020–2025 | 24 | Not signed | National plan of action – Seabirds (2013) | Not applicable | Not found | Not applicable | ‘[W]ork towards zero fishing-related seabird mortalities.’ (p. 2) | The approach is to avoid bycatch, maintain healthy seabird populations, undertake research to manage direct effects of fisheries on seabirds, and actively engage internationally to promote measures and practices that reduce impacts on New Zealand seabirds. (p. 12) | 106= | 010 | 013 | External |
| GDS02–10 (new to the 2020 GDS Index) | 02. Department of Conservation | Te Kaweka Takohaka mō te Hoiho 2019–2029 (jointly held between DOC and MPI) | Environment Sector | August, 2020 | 2019–2029 | 32 | Not signed | Not applicable | Not applicable | Not found | Not applicable | ‘Hoiho should be able to go to sea to feed on abundant and good quality kai, and return safely to the whenua to breed, feed their young and socialise without facing human-induced threats.’ (p. 12) | The approach is to focus on sustaining and restoring the health of the hoiho population by applying six principles to 20 strategic priorities, such as ensuring that accurate, usable and accessible data contributes to hoiho conservation. (pp. 19–29) | 094= | 009 | 011 | External |
| GDS02–11 (new to the 2020 GDS Index) | 02. Department of Conservation | Te Mana o te Taiao: Aotearoa New Zealand Biodiversity Strategy 2020 | Environment Sector | August, 2020 | 2020–2050 | 73 | Crown only | Biodiversity Strategy (2000) | Not applicable | Yes, p. 43 | Not applicable | ‘The vision we set out for this strategy is not only for the return of health to the natural world in a way that we can measure but also for the return of a health and vibrancy that we can feel, touch, smell and hear, as well as an emotional reconnection with nature.’ (p. 10) | The approach is to focus on three pillars: getting the system right, empowering action and protecting and restoring biodiversity. (p. 43) | 010 | 002 | 002 | External |
| GDS02–12(new to the 2020 GDS Index) | 02. Department of Conservation | Critical Ecosystem Pressures on Freshwater Environments (CRESP) 4-year research strategy | Environment Sector | November, 2020 | 2020–2024 | 11 | Department staff (other than CE) only | Not applicable | Not applicable | Yes, p. 4 | Not applicable | ‘[T]o provide knowledge that will strengthen DOC’s advocacy and management of indigenous freshwater ecosystems and species.’ (p. 3) | The approach is to conduct research in collaboration with a range of external groups on four abiotic pressures and their effects: water levels/flows; habitat loss; sediment and nutrients; and fish passage (in-stream structures that alter freshwater habitats or block fish movements upstream and/or downstream). (p. 2) | 209= | 014 | 023 | External |
| GDS02–13 (new to the 2021 GDS Index) | 02. Department of Conservation | Heritage and Visitor Strategy – He Rautaki Taonga Tuku Iho, Manuhiri Tūārangi hoki | Environment Sector | January, 2021 | 2021–2025 | 29 | Chief Executive only | Not applicable | Not applicable | Yes, pp. 13–14 | Not applicable | ‘Sustainably manage visitors to protect and enhance the value of New Zealand’s natural, cultural and historic heritage.’ (p. 6) | The approach is to seek opportunities to partner with tangata whenua, improve the evidence base for decision making and service delivery, and invest in and maintain visitor experiences and facilities. (pp. 14–16) | 006= | 001 | 001 | External |
| GDS02–14 (new to the 2021 GDS Index) | 02. Department of Conservation | Digital Strategy 2020: Te pae tawhiti whaia kia tata – Navigating to new horizons | Environment Sector | March, 2021 | 2021–2025 | 64 | Other (not Crown or department staff) | Information Systems Strategic Plan (2015) | Not applicable | Not found | Not applicable | ‘Our technology supports the mahi for thriving communities and healthy nature.’ (p. 5) | The approach is to implement the Digital Strategy Roadmap, which comprises a series of actions under six high-level programmes/themes: technology foundations, core applications, data and insights, engagement, digital workforce, and service continuity. (p. 32) | 036= | 004 | 005 | Internal |
| GDS02–15 (new to the 2021 GDS Index) | 02. Department of Conservation | Hector’s and Māui Dolphin Threat Management Plan 2020 | Environment Sector | December, 2021 | 2021–NK | 20 | Not signed | Hector’s and Maui’s Dolphin Threat Management Plan (2007) | Not applicable | Not found | Not applicable | ‘The vision of the Hector’s and Māui dolphin TMP is that: New Zealand’s Hector’s and Māui dolphin populations are resilient and thriving throughout their natural range.’ (p. 4) | The approach is to identify and implement unique fishing protection measures (e.g. netting and trawling) and non-fishing protection measures (e.g. sanctuaries and tourism). (pp. 7–11) | 011= | 003 | 003 | External |
| GDS03–01 (new to the 2014 GDS Index) | 03. Department of Corrections | National Historic Heritage Strategy 2013 | Justice Sector | October–December, 2013 | 2013–NK | 43 | Not signed | Not applicable | Not applicable | Not found | Not applicable | ‘To help managers and decision makers to manage sites with heritage significance, in the context of government policy and legislation.’ (p. 2) | The approach is to provide guidance documents for staff to devise a conservation plan so that the government’s heritage policy can be enforced. (pp. 12–17) | 196= | 005 | 006 | Internal |
| GDS03–02 (new to the 2018 GDS Index) | 03. Department of Corrections | Change Lives Shape Futures: Investing in better mental health for offenders | Justice Sector | March, 2017 | 2017–2019 | 28 | Chief Executive only | Not applicable | Not applicable | Yes, p. 3 | Not applicable | ‘By investing in better mental health for offenders we improve their chances of changing their life and shaping a new future for themselves, their family, and our communities.’ (p. 4) | The approach is to better screen and treat offenders with mental health disorders, by investing in and promoting improved services, including targeted treatment and learning programmes. (pp. 10–17) | 141= | 004 | 004= | External |
| GDS03–03 (new to the 2020 GDS Index) | 03. Department of Corrections | Hōkai Rangi: Ara Poutama Aotearoa Strategy 2019–2024 | Justice Sector | August, 2019 | 2019–2024 | 40 | Crown and Chief Executive | Not applicable | Not applicable | Not found | Not applicable | ‘This strategy ... ultimately aims to lower the proportion of Māori in our care to a level that matches the Māori share of the general population.’ (p. 4) | The approach is to focus on the wellbeing of people who come into the department’s care by facilitating kaupapa Māori-based pathways and practices, including rehabilitation and whānau support. (pp. 16–17) | 064 | 002 | 002 | External |
| GDS03–04 (new to the 2021 GDS Index) | 03. Department of Corrections | Our Alcohol and Other Drug Strategy – Ara Poutama Aotearoa Strategy 2021–2026 | Justice Sector | October, 2021 | 2021–2026 | 16 | Crown and Chief Executive | Our Drug and Alcohol Strategy Through to 2020 (2016) | Not applicable | Not found | Required (see Corrections Act 2004, s 123) and cited in the GDS | ‘We will contribute to enhanced self- management, healthier lifestyle choices and protective factors such as participation in Te Ao Māori that will benefit individuals, whānau and communities.’ (p. 8) | The approach is to implement a whānau-centred approach with four workstreams. This includes establishing an alcohol and other drug governance group of external and internal stakeholders. (pp. 12–13) | 122= | 003 | 003 | External |
| GDS03–05 (new to the 2021 GDS Index) | 03. Department of Corrections | Wāhine – E rere ana ki te pae hou: Women’s Strategy 2021–2025 | Justice Sector | October, 2021 | 2021–2025 | 24 | Crown and Chief Executive | Wahine - E rere ana ki te Pae Hou – Women’s Strategy (2017) | Not applicable | Not found | Not applicable | ‘[H]elp break the cycle of reoffending and improve the wellbeing and safety of women, their whānau, and our wider communities as well as contribute to intergenerational transformation.’ (p. 8) | The approach is to implement an action plan that focuses on eight key areas: transitioning through the prison system; ensuring safe and humanised treatment while in prison; improving prison environments; improving the health and wellbeing of women; working with whānau to strengthen relationships; improving staff training and recruitment; monitoring the outcomes for effectiveness; and implementing a more effective assurance framework. (pp. 20–23) | 052= | 001 | 001 | External |
| GDS04–01 (new to the 2018 GDS Index) | 04. Department of Internal Affairs | Te Huri Mōhiotanga Hei Uara: Nga Tohutohu Rautaki Ki 2030 – Turning Knowledge into Value: Strategic Directions to 2030 | Finance and Government Administration Sector | December, 2016 | 2016–2030 | 8 | Department staff (other than CE) only | Not applicable | Not applicable | Not found | Not applicable | ‘[C]reate cultural and economic value for New Zealanders through leadership and collaboration. We will remove barriers to knowledge, ensure New Zealanders have the skills to create knowledge and preserve knowledge for future generations.’ (p. 2) | The approach is to work with iwi, partners and stakeholders, by developing a culture of research and innovation, to improve access to knowledge, reading comprehension and awareness of diverse perspectives. (p. 7) | 196= | 006 | 020 | Internal |
| GDS04–02 (new to the 2018 GDS Index) | 04. Department of Internal Affairs | Archives 2057 Strategy | Finance and Government Administration Sector | May, 2017 | 2017–2057 | 16 | Department staff (other than CE) only | Not applicable | Not applicable | Not found | Not applicable | ‘We will be a trusted regulator of government information through the Public Records Act; experts in how to create, manage, preserve and discover information; and a gateway providing access to the nation’s history, connecting people to their stories, rights and entitlements.’ (p. 4) | The approach is to develop three key strategic areas within Archives New Zealand: increasing transparency; creating effective and integrated systems; and making people more aware of archives’ relevance. (p. 3) | 136= | 004 | 016 | External |
| GDS04–03 (new to the 2021 GDS Index) | 04. Department of Internal Affairs | Digital Inclusion Blueprint – Te Mahere mō te Whakaurunga Matihiko | Finance and Government Administration Sector | March, 2019 | 2019–2024 | 24 | Crown and other | Not applicable | Not applicable | Not found | Not applicable | ‘[T]hat all of us have what we need to participate in, contribute to, and benefit from the digital world.’ (p. 6) | The approach is to identify priority areas and gaps, test small-scale interventions, and then review digital inclusion goals and priorities and check they are still relevant. (p. 16) | 129= | 003 | 015 | External |
| GDS04–04 (new to the 2020 GDS Index) | 04. Department of Internal Affairs | National Library of New Zealand Digitisation Plan 2019–2022 | Finance and Government Administration Sector | August, 2019 | 2019–2022 | 8 | Not signed | Result 10 Blueprint: A Strategy for Digital Public Services (2014) | Not applicable | Not found | Not applicable | ‘[T]hat physical knowledge resources that are important to New Zealanders are digitised and made available online.’ (p. 3) | The approach is to increase the digitisation of analogue National Library material, providing enhanced access, improved digitising capabilities, and more readily available te reo Māori resources. (p.3) | 204 | 007 | 022 | Internal |
| GDS04–05 (new to the 2020 GDS Index) | 04. Department of Internal Affairs | Office of Ethnic Communities – Strategic Framework 2020 | Finance and Government Administration Sector | January, 2020 | 2020–NK | 1 | Not signed | Not applicable | Not applicable | Not found | Not applicable | ‘Communities are welcoming and inclusive, diversity is valued, and all people participate in and contribute fully to society.’ (p. 1) | The approach is to develop and build on measures and processes in three interconnected areas: promoting positive relationships and trust with ethnic communities, creating better government-led outcomes, and ensuring positive attitudes and dialogue in wider society. (p. 1) | 220 | 009 | 025 | External |
| GDS04–06 (new to the 2020 GDS Index) | 04. Department of Internal Affairs | Strategy for a Digital Public Service | Finance and Government Administration Sector | March, 2020 | 2020–NK | 40 | Crown and other | Not applicable | Not applicable | Not found | Not applicable | ‘The public service is modern at its heart and all New Zealanders are thriving in a digital age.’ (p. iii) | The approach is to focus on eight behaviours that will help transform the public service to be fit for the digital age, such as acting as a unified public service and making people-centred decisions. (p. 18) | 091= | 001 | 011 | Internal |
| GDS04–07(new to the 2020 GDS Index) | 04. Department of Internal Affairs | Three Waters Reform Programme | Finance and Government Administration Sector | July, 2020 | 2020–2023 | 1 | Not signed | Not applicable | Not applicable | Not found | Not applicable | ‘[T]o transform the delivery of three waters services.’ (p. 1) | The approach is for Government to invite each council to enter into a non-binding MOU and invite stronger iwi/Māori involvement. (p. 1) | 177 | 005 | 019 | External |
| GDS04–08 (new to the 2021 GDS Index) | 04. Department of Internal Affairs | Regulatory Services Group Strategy 2021–2026 | Finance and Government Administration Sector | July, 2021 | 2021–2026 | 42 | Department staff (other than CE) only | Not applicable | Not applicable | Yes, p. 4 | Not applicable | ‘RSG is at the forefront of regulatory excellence.’ (p. 11) | The approach is to focus on embedding regulatory foundations, strengthening capability, aligning culture and purpose, harnessing evidence, insights and evaluation, and maximising relationships. (p. 4) | 110= | 002 | 013= | External |
| GDS04–09 (new to the 2021 GDS Index) | 04. Department of Internal Affairs | Charities Services Research Strategy 2020–2023 | Finance and Government Administration Sector | March, 2021 | 2020–2023 | 1 | Not signed | Not applicable | Not applicable | Not found | Not applicable | ‘[S]timulate and promote research into any matter relating to charities.’ (p. 1) | The approach is to improve the quality and accessibility of data on the Charities Register and increase the level of collaboration across the research sector. (p. 1) | 217 | 008 | 024 | Internal |
| GDS05–01 (new to the 2020 GDS Index) | 05. Department of the Prime Minister and Cabinet | National Disaster Resilience Strategy – Rautaki ā-Motu Manawaroa Aituā | Finance and Government Administration Sector | April, 2019 | 2019–2029 | 52 | Crown only | National Civil Defence Emergency Management Strategy (2008) | Not applicable | Yes, p. 3 | Required (see Civil Defence Emergency Management (CDEM) Act 2002, s 31) and cited in the GDS | ‘New Zealand is a disaster resilient nation that acts proactively to manage risks and build resilience in a way that contributes to the wellbeing and prosperity of all New Zealanders.’ (p. 3) | The approach is to implement a package of initiatives to manage risks, improve rapid response services, and integrate and support community perspectives. Examples include implementing emergency management system reforms to improve how New Zealand responds to natural disasters and emergencies, and improving local government planning, including long term plans, annual plans and asset management plans. (p. 34) | 004 | 001 | 001 | External |
| GDS05–02 (new to the 2020 GDS Index) | 05. Department of the Prime Minister and Cabinet | Cyber Security Strategy 2019 | Finance and Government Administration Sector | July, 2019 | 2019–2023 | 17 | Crown only | Not applicable | Not applicable | Not found | Not applicable | ‘This strategy has a vision that New Zealand is confident and secure in the digital world – it is about enabling New Zealand to thrive online.’ (p. 8) | The approach is to help citizens and workers become more security aware, develop better international partnerships and cooperation at policy and operational levels, and together proactively tackle cybercrime. (pp. 10, 13) | 081= | 004 | 009= | External |
| GDS05–03 (new to the 2020 GDS Index) | 05. Department of the Prime Minister and Cabinet | Child and Youth Wellbeing Strategy 2019 | Finance and Government Administration Sector | August, 2019 | 2019–NK | 92 | Crown only | Not applicable | Not applicable | Not found | Required (see Children’s Act 2014, s 4 and s 6) and cited in the GDS | ‘[T]hat New Zealand be the best place in the world for children and young people.’ (p. 3) | The approach includes a package of initiatives such as free and universal access to many core health and education services and extra funding/staffing to help core services to better meet the needs of children and young people from disadvantaged families and communities. (p. 62) | 005 | 002 | 002 | External |
| GDS05–04 (new to the 2020 GDS Index) | 05. Department of the Prime Minister and Cabinet | Countering terrorism and violent extremism: National strategy overview | Finance and Government Administration Sector | February, 2020 | 2019–2020 | 6 | Not signed | Not applicable | Not applicable | Not found | Not applicable | ‘Bringing our nation together to protect all New Zealanders from terrorism and violent extremism of all kinds.’ (p. 1) | The approach is to help New Zealanders become more informed about the risks of terrorism and better able to work together to prevent and recover from terrorism. (p. 1) | 200= | 005 | 021 | External |
| GDS05–05 (new to the 2021 GDS Index) | 05. Department of the Prime Minister and Cabinet | National Fuel Plan (jointly held between DPMC and MBIE) | Finance and Government Administration Sector | March, 2020 | 2020–NK | 70 | Department staff (other than CE) only | Oil Emergency Response Strategy (2008) | Not applicable | Not found | Not applicable | ‘[M]inimise the effects of a fuel supply disruption on New Zealand, whatever the cause.’ (p. 2) | The approach is to agree communication and coordination arrangements, and regional fuel supply arrangements, between government agencies, Civil Defence Emergency Management (CDEM) groups and fuel sector organisations. (p. 2) | 065= | 003 | 008 | External |
| GDS06–01 (new to the 2020 GDS Index) | 06. Education Review Office | Pacific Strategy: Driving success for Pacific learners 2019–2022 | Education and Workforce Sector | April, 2019 | 2019–2022 | 8 | Not signed | Pacific Strategy (2013–2017) | Not applicable | Yes, p. 5 | Not applicable | ‘[E]very child achieves success as a lifelong learner.’ (p. 2) | The approach is to focus on five strategic goals for improving educational outcomes for Pacific learners, including measures, partnerships, and targeted, Pacific-focused programmes. (p. 4) | 194 | 001 | 011 | External |
| GDS07–01 (new to the 2021 GDS Index) | 07. Government Communications Security Bureau | Diversity and Inclusion Strategy 2021–2025 (jointly held between GCSB and NZSIS) | Finance and Government Administration Sector | July, 2021 | 2021–2025 | 19 | Chief Executive only | Diversity and Inclusion Strategy 2017–2020 (2018) | Not applicable | Not found | Not applicable | ‘Our workforce and work environment reflects the diversity of New Zealand, where our collective diversity is celebrated and embraced.’ (p. 6) | The approach is to focus on increasing diversity in recruitment and the workforce, particularly in senior leadership positions, to ensure the environment is inclusive and diverse. (pp. 16–19) | 024= | 001 | 004= | Internal |
| GDS08–01 (new to the 2018 GDS Index) | 08. Inland Revenue Department | Our Corporate Strategy – Customer | Finance and Government Administration Sector | May-September, 2016 | 2016–2025 | 55 | Not signed | Not applicable | Not applicable | Yes, p. 4 | Not applicable | Become ‘a proactive and customer-centric organisation ... [and create] value and better outcomes for New Zealanders.’ (p. 3) | The approach is to improve services to IRD customers by using six ‘strands’, which focus on enabling IRD to be more customer-focused and using technological change. (p. 3) | 081= | 001 | 009= | Internal |
| GDS09–01 (new to the 2015 GDS Index) | 09. Land Information New Zealand | Cadastre 2034 | Primary Sector | February, 2014 | 2014–2034 | 44 | Chief Executive only | Not applicable | Not applicable | Not found | Not applicable | ‘A cadastral system that enables people to readily and confidently identify the location and extent of all rights, restrictions, and responsibilities related to land and real property.’ (p. 25) | The approach is to implement 23 actions, including developing principles and a coherent policy direction and framework for defining the spatial extents of all land and real property- related rights, restrictions and responsibilities. (pp. 36–38) | 081= | 003 | 012 | External |
| GDS09–02 (new to the 2018 GDS Index) | 09. Land Information New Zealand | Positioning Strategy 2014 | Primary Sector | May, 2014 | 2014–2024 | 18 | Department staff (other than CE) only | Geodetic Strategy (2003) | Not applicable | Not found | Not applicable | ‘This strategy sets a vision of [a]ccurately positioning New Zealand for the future’. (p. 7) | The approach is to achieve five ten-year goals in the geospatial context and enable accurate positioning and improved access for users, by adopting innovative technologies and capabilities. (p. 7) | 178 | 005 | 020 | External |
| GDS09–03 (new to the 2014 GDS Index) | 09. Land Information New Zealand | He Whāriki Maurua – Business with Māori Strategy 2013–2017 | Primary Sector | September, 2014 | 2013–2017 | 26 | Chief Executive, department staff and other | He Whāriki Maurua: Business with Māori Strategy (2013) | Not applicable | Yes, p. 10 | Not applicable | ‘[A]ccelerate Māori and iwi [business] development.’ (p. 10) | The approach is to partner with Māori business, strengthening partnerships and providing direction through five key drivers (rautiki). (p. 10) | 153= | 004 | 017 | Internal |
| GDS09–04 (new to the 2015 GDS Index) | 09. Land Information New Zealand | Topographic Strategy | Primary Sector | March, 2015 | 2015–2020 | 12 | Department staff (other than CE) and other | Not applicable | Not applicable | Not found | Not applicable | ‘This strategy sets a vision of [a]ccurately mapping New Zealand for the future.’ (p. 3) | The approach sets out five goals, including: engaging with customers, stakeholders and the international topographic community; coordinating the acquisition and release of imagery and elevation data into open national datasets; and expanding the production of topographic products and services to include those specifically for digital use. (p. 4) | 205= | 007 | 024 | External |
| GDS09–05 (new to the 2018 GDS Index) | 09. Land Information New Zealand | Crown Property Strategy | Primary Sector | June, 2018 | 2018–NK | 7 | Not signed | Not applicable | Not applicable | Yes, p. 10 | Not applicable | ‘[T]o achieve the best public value from the Crown Estate and provide strategic advice to government on land management where natural events have had a significant impact on land.’ (p. 3) | The approach sets out a number of initiatives, including: providing authoritative information on the Crown Estate; managing, advising and obtaining best public value from the Crown Estate; and providing the tools, oversight and advice to enable agencies to better manage their land holdings. (p. 3) | 189= | 006 | 023 | External |
| GDS09–06 (new to the 2020 GDS Index) | 09. Land Information New Zealand | Regulatory Stewardship Strategy | Primary Sector | August, 2018 | 2018–2020 | 28 | Chief Executive only | Not applicable | Not applicable | Not found | Not applicable | ‘[E]nable New Zealanders to enjoy access to our public land, benefit from private land ownership, and be sure that overseas investment in New Zealand’s sensitive assets brings benefits to New Zealand.’ (p. 3) | The approach is to manage four regulatory systems (property rights, property information, Crown land and overseas investment) through improving performance delivery, whilst mitigating regulatory underperformance or failure. (p. 7) | 046= | 001 | 003= | External |
| GDS09–07 (new to the 2021 GDS Index) | 09. Land Information New Zealand | Antarctic and Southern Ocean Research Directions and Priorities 2021–2030 (jointly held between LINZ, MPI, MBIE and MFAT) | Primary Sector | December, 2021 | 2021–2030 | 20 | Crown only | Antarctic and Southern Ocean Science (2011) | Not applicable | Not found | Not applicable | ‘Excellent and impactful science that addresses the urgent need to understand the role of Antarctica and the Southern Ocean in a globally-connected and rapidly changing environment and supports Aotearoa New Zealand’s commitment to protecting Antarctica and the Southern Ocean.’ (p. 2) | The approach is to focus on four priority research directions: sea-level rise; connections between the cryosphere (frozen water), ocean and atmosphere; ecosystem dynamics; and protection of Antarctic and Southern Ocean environments. (p. 2) | 057= | 002 | 005= | External |
| GDS12–01 (new to the 2014 GDS Index) | 12. Ministry for Primary Industries | Biosecurity Science Strategy for New Zealand – Mahere Rautaki Putaiao Whakamaru | Primary Sector | October, 2007 | 2007–2032 | 73 | Crown only | Not applicable | Not applicable | Not found | Not applicable | ‘[C]ontributing to keeping New Zealanders, the plants and animals we value and our unique natural environment, safe and secure from damaging pests and disease.’ (p. 8) | The approach is to establish three sectoral advisory groups to interpret the goals of Biosecurity New Zealand and make science priority recommendations to the science advisory committee, to forward to the Minister of Biosecurity. (p. 17) | 003 | 001 | 001 | External |
| GDS12–02 (new to the 2014 GDS Index) | 12. Ministry for Primary Industries | Harvest Strategy Standard for New Zealand Fisheries | Primary Sector | October, 2008 | 2008–NK | 30 | Crown only | Not applicable | Not applicable | Not found | Not applicable | ‘[P]rovide a consistent and transparent framework for setting fishery and stock targets and limits and associated fisheries management measures, so that there is a high probability of achieving targets, a very low probability of breaching limits, and acceptable probabilities of rebuilding stocks that nevertheless become depleted, in a timely manner.’ (p. 7) | The approach is to focus on three core elements: a specified target about which a fishery or stock should fluctuate; a soft limit that triggers a requirement for a formal, time- constrained rebuilding plan; and a hard limit below which fisheries should be considered for closure. (pp. 7–9) | 141= | 012= | 015= | External |
| GDS12–03 (new to the 2018 GDS Index) | 12. Ministry for Primary Industries | Research and Science Information Standard for New Zealand Fisheries | Primary Sector | May, 2011 | 2011–2030 | 36 | Crown only | Not applicable | Not applicable | Not found | Not applicable | ‘[S]takeholders and the public can be confident in the research and science information used to inform fisheries management decisions.’ (p. 1) | The approach is to ensure science information is of sufficient quality to make fisheries management decisions, by applying five key principles to all information prior to use (peer review, relevance, integrity, objectivity and reliability). (p. 6) | 215 | 018 | 025 | External |
| GDS12–04 (new to the 2018 GDS Index) | 12. Ministry for Primary Industries | Aquaculture Strategy and Five-year Action Plan to Support Aquaculture | Primary Sector | April, 2012 | 2012–2017 | 4 | Crown only | Not applicable | Not applicable | Yes, p. 3 | Not applicable | ‘[W]ell-planned and sustainable aquaculture growth in New Zealand ... enabling industry to achieve its goal of $1 billion in annual sales by 2025.’ (p. 2) | The approach is to focus on a number of actions including aligning government resources, working alongside stakeholders and making decisions using the best available and credible biological, economic, social and cultural information from a range of sources. (p. 2) | 171= | 014= | 018= | External |
| GDS12–05 (new to the 2018 GDS Index) | 12. Ministry for Primary Industries | Animal Welfare Matters | Primary Sector | May, 2013 | 2013–NK | 11 | Not signed | Not applicable | Not applicable | Yes, p. 2 | Not applicable | ‘[E]veryone taking responsibility for the welfare of animals.’ (p. 7) | The approach is to focus on better planning to prevent animal welfare problems; better animal husbandry, science and technology; clearer expectations and sanctions; and measuring animal welfare performance. (p. 2) | 171= | 014= | 018= | External |
| GDS12–06 (new to the 2020 GDS Index) | 12. Ministry for Primary Industries | National Plan of Action for the Conservation and Management of Sharks | Primary Sector | January, 2014 | 2013–2018 | 36 | Crown only | National Plan of Action - Sharks (2008) | Not applicable | Yes, p. 6 | Not applicable | ‘To maintain the biodiversity and the long-term viability of all New Zealand shark populations by recognising their role in marine ecosystems, ensuring that any utilisation of sharks is sustainable, and [that New Zealand is recognised for] efforts in shark conservation and management.’ (p. 2) | The approach is to focus on six goals and puts in place a number of five-year objectives for each goal. The goals are biodiversity and long-term viability of shark populations; utilisation, waste reduction and the elimination of shark finning; domestic engagement and partnerships; non- fishing threats; international engagement; and research and information. (pp. 3–4) | 046= | 003 | 003= | External |
| GDS12–07 (new to the 2018 GDS Index) | 12. Ministry for Primary Industries | Science Strategy – Rautaki Putaiao | Primary Sector | October, 2015 | 2015–2020 | 34 | Chief Executive and other department staff | Not applicable | Not applicable | Yes, p. 8 | Not applicable | ‘Policy, regulation-setting, and decision-making must be based on robust, fit-for- purpose, up to date and comprehensive science and science evidence to be effective and credible.’ (p. 5) | The approach is to focus on seven priorities: smart regulation; operational excellence; international access; provenance and traceability; precision production and investment; enduring relationships; and integrated information, insight and knowledge. (p. 19) | 071= | 008 | 010 | External |
| GDS12–08 (new to the 2018 GDS Index) | 12. Ministry for Primary Industries | Biosecurity 2025 Direction Statement | Primary Sector | November, 2016 | 2016–2025 | 32 | Crown only | Not applicable | Not applicable | Not found | Not applicable | ‘The biosecurity system protects New Zealanders, our way of life, our natural and productive resources and our biodiversity from the harmful effects of pests and diseases.’ (p. 4) | The approach is a range of actions fitting under five strategic directions, and includes establishing national data standards and procedures to support sharing of organism information, and undertaking a review of biosecurity system governance. (pp. 26–27) | 078= | 009 | 011 | External |
| GDS12–09 (new to the 2018 GDS Index) | 12. Ministry for Primary Industries | Primary Sector Science Roadmap – Te Ao Tūroa | Primary Sector | June, 2017 | 2017–2030 | 60 | Crown only | Not applicable | Not applicable | Not found | Not applicable | ‘Science and technology accelerates innovation and growth for intergenerational economic and environmental sustainability of the primary sector, leading to increased wellbeing for all New Zealanders.’ (p. 9) | The approach is to focus on eight priority areas: adding value, harnessing the value and power of data, innovating with advanced technology, innovating through genetics, innovating through Kaupapa Māori, protecting and sustaining resources, deriving value from complex systems, and integrating people and values. (p. 21) | 065= | 007 | 009 | External |
| GDS12–10 (new to the 2020 GDS Index) | 12. Ministry for Primary Industries | New Zealand sea lion/rāpoka Threat Management Plan 2017–2022 (jointly held between DOC and MPI) | Primary Sector | July, 2017 | 2017–2022 | 19 | Not signed | Not applicable | Not applicable | Yes, pp. 13–14 | Not applicable | ‘[P]romote the recovery and ensure the long-term viability of New Zealand sea lions, with the ultimate goal of achieving “Not Threatened” status.’ (p. 4) | The approach is to focus on four work streams: engagement (including the establishment of a New Zealand sea lion/rāpoka forum, advisory group, and community liaison role within DOC), direct mitigation, targeted research (such as research to better understand adult female nutritional stress and diet), and evaluation (such as conducting annual pup counts and tag re- sighting on the Auckland Islands). (pp. 15–16) | 085= | 010 | 013 | External |
| GDS12–11 (new to the 2018 GDS Index) | 12. Ministry for Primary Industries | Essential Freshwater (jointly held between MPI and MfE) | Primary Sector | October, 2018 | 2018–2020 | 56 | Crown only | Freshwater Reform: 2013 and Beyond (2013) | Not applicable | Not found | Not applicable | ‘Healthy water, fairly allocated.’ (front cover) | The approach is to implement a freshwater programme through six interrelated workstreams in partnership with the advisory network: at-risk catchments, National Policy Statement for Freshwater Management amendments, National Environmental Standard for Freshwater Management, Resource Management Act amendments, allocation of freshwater resources and the future framework. (p. 12) | 141= | 012= | 015= | External |
| GDS12–12 (new to the 2018 GDS Index) | 12. Ministry for Primary Industries | National Blue Cod Strategy | Primary Sector | December, 2018 | 2018–NK | 24 | Crown only | Not applicable | Not applicable | Not found | Not applicable | ‘[A]bundant and sustainable blue cod fisheries for all.’ (p. 7) | The approach is to standardise rules around blue cod fishing, so they are the same nationwide, including the use of a traffic light system. (p. 9) | 179= | 016 | 021 | External |
| GDS12–13 (new to the 2020 GDS Index) | 12. Ministry for Primary Industries | Aquaculture Strategy | Primary Sector | September, 2019 | 2019–2035 | 20 | Crown only | Not applicable | Not applicable | Yes, p. 6 | Not applicable | ‘New Zealand is globally recognised as a world- leader in sustainable and innovative aquaculture management across the value chain.’ (p. 3) | The approach is to maximise the value of existing farms through innovation, and then extend into high value land-based aquaculture and/or extend aquaculture into the open ocean. (pp. 4–6) | 027 | 002 | 002 | External |
| GDS12–14 (new to the 2020 GDS Index) | 12. Ministry for Primary Industries | Food Safety 2019–2024 | Primary Sector | November, 2019 | 2019–2024 | 16 | Other (not Crown or department staff) | Not applicable | Not applicable | Yes, p. 2 | Not applicable | ‘It is essential both within New Zealand and overseas that we have a dynamic and forward- thinking food safety strategy that will continue to maintain and grow our reputation as a provider of trusted and safe food.’ (p. 6) | The approach is to focus on five priority areas, which together identify 17 actions including to increase engagement with food businesses; to engage with priority stakeholders; to seek out and include consideration of mātauranga Māori (Māori knowledge), values and perspectives in regard to food safety; and to further invest in an emerging risks system and a horizon-scanning system. (pp. 8–13) | 181= | 017 | 022 | External |
| GDS12–15 (new to the 2021 GDS Index) | 12. Ministry for Primary Industries | Cadmium and New Zealand Agriculture and Horticulture | Primary Sector | December, 2019 | 2019–2026 | 20 | Not signed | Cadmium and New Zealand Agriculture and Horticulture (2011) | Not applicable | Yes, p. 9 | Not applicable | ‘To ensure that cadmium in rural production poses minimal risks to health, trade, land use flexibility and the environment over the next 100 years.’ (p. 2) | The approach is to manage the risk of cadmium (a naturally occurring heavy metal in soils, of which phosphate fertiliser is the primary source) through research, monitoring, education and supporting practices which enable food standards to be met and control soil cadmium accumulation. (p. 2) | 057= | 004= | 005= | External |
| GDS12–16 (new to the 2020 GDS Index) | 12. Ministry for Primary Industries | National Plan of Action – Seabirds 2020 (jointly held between DOC and MPI) | Primary Sector | May, 2020 | 2020–2025 | 24 | Not signed | National plan of action – Seabirds (2013) | Not applicable | Not found | Not applicable | ‘[W]ork towards zero fishing-related seabird mortalities.’ (p. 2) | The approach is to avoid bycatch, maintain healthy seabird populations, undertake research to manage direct effects of fisheries on seabirds, and actively engage internationally to promote measures and practices that reduce impacts on New Zealand seabirds. (p. 12) | 057= | 004= | 005= | External |
| GDS12–17 (new to the 2020 GDS Index) | 12. Ministry for Primary Industries | Te Kaweka Takohaka mō te Hoiho 2019–2029 (jointly held between DOC and MPI) | Primary Sector | August, 2020 | 2019–2029 | 32 | Not signed | Not applicable | Not applicable | Not found | Not applicable | ‘Hoiho should be able to go to sea to feed on abundant and good quality kai, and return safely to the whenua to breed, feed their young and socialise without facing human-induced threats.’ (p. 12) | The approach is to focus on sustaining and restoring the health of the hoiho population by applying six principles to 20 strategic priorities, such as ensuring that accurate, usable and accessible data contributes to hoiho conservation. (pp. 19–29) | 094= | 011 | 014 | External |
| GDS12–18 (new to the 2021 GDS Index) | 12. Ministry for Primary Industries | Antarctic and Southern Ocean Research Directions and Priorities 2021–2030 (jointly held between LINZ, MPI, MBIE and MFAT) | Primary Sector | December, 2021 | 2021–2030 | 20 | Crown only | Antarctic and Southern Ocean Science (2011) | Not applicable | Not found | Not applicable | ‘Excellent and impactful science that addresses the urgent need to understand the role of Antarctica and the Southern Ocean in a globally-connected and rapidly changing environment and supports Aotearoa New Zealand’s commitment to protecting Antarctica and the Southern Ocean.’ (p. 2) | The approach is to focus on four priority research directions: sea-level rise; connections between the cryosphere (frozen water), ocean and atmosphere; ecosystem dynamics; and protection of Antarctic and Southern Ocean environments. (p. 2) | 057= | 004= | 005= | External |
| GDS13–01 (new to the 2018 GDS Index) | 13. Ministry for the Environment | Urban Design Protocol | Environment Sector | March, 2005 | 2005–NK | 40 | Crown only | Not applicable | Not applicable | Not found | Not applicable | ‘Making New Zealand towns and cities more successful through quality urban design.’ (p. 5) | The approach is to create a national cross- sector commitment to quality urban design; provide a national resource of tools, actions and experiences; set up partnerships between government, the private sector and professionals; and increase the awareness of quality urban design (including demonstrating its value). (p. 5) | 115= | 004= | 014= | External |
| GDS13–02 (new to the 2014 GDS Index) | 13. Ministry for the Environment | National Implementation Plan Under the Stockholm Convention on Persistent Organic Pollutants | Environment Sector | December, 2006 | 2006–2016 | 85 | Crown only | Not applicable | Not applicable | Not found | Not applicable | ‘[P]rotect human health and the environment from persistent organic pollutants by implementing the Stockholm Convention.’ (p. 7) | The approach is to implement a detailed plan of action under each relevant article (set out in a table) that is designed to meet New Zealand’s obligations under the Stockholm Convention. (pp. v–vi) | 041= | 002 | 006 | External |
| GDS13–03 (new to the 2018 GDS Index) | 13. Ministry for the Environment | Waste Strategy | Environment Sector | October, 2010 | 2010–NK | 16 | Crown only | Not applicable | Not applicable | Not found | Not applicable | ‘[M]anage and minimise waste in New Zealand.’ (p. 5) | The approach is to reduce the harmful effects of waste and improve the efficiency of resource use; it notes that a change in the way we all buy and dispose of goods and services is needed and this could be done through pricing policies that reflect the full costs associated with waste. (pp. 5–6) | 148 | 008 | 019 | External |
| GDS13–04 (new to the 2014 GDS Index) | 13. Ministry for the Environment | Clean Healthy Air for All New Zealanders | Environment Sector | August, 2011 | 2011–NK | 68 | Crown only | Not applicable | Not applicable | Not found | Not applicable | ‘[D]eliver clean healthy air for all New Zealanders.’ (p. 1) | The approach is to promote a toolkit of ‘compliance activities’ to assist regional councils to meet the ambient PM10 standard; it adopts a graduated approach, with activities ranging from education, assisted compliance, advice, reporting and review through to action. (pp. 20–22) | 099= | 003 | 012 | External |
| GDS13–05 (new to the 2018 GDS Index) | 13. Ministry for the Environment | Mātauranga Whakauka Taiao – Environmental Education for Sustainability (jointly held between DOC and MfE) | Environment Sector | July, 2017 | 2017–2021 | 36 | Crown only | Not applicable | Not applicable | Yes, p. 15 | Not applicable | ‘All New Zealanders value a connection to our environment by actively working together for a sustainable future.’ (p. 7) | The approach is to focus on three priority areas and implement an Environmental Education for Sustainability (EEfS) strategy to ensure Aotearoa New Zealand’s environment remains healthy and sustainable in the future. (p. 7) | 115= | 004= | 014= | External |
| GDS13–06 (new to the 2018 GDS Index) | 13. Ministry for the Environment | Our Science Strategy – Rautaki Pūtaiao | Environment Sector | May, 2018 | 2018–NK | 18 | Chief Executive and other department staff | Water Research Strategy (2009) | Not applicable | Yes, p. 9 | Not applicable | ‘[V]alued and trusted science for environmental stewardship.’ (p. 5) | The approach is to focus on four themes (people, tools and processes, collaborations, and conversations), and, where appropriate, to work directly with the Department Science Advisor, the Information Directorate and the Engagement and Procurement teams. (pp. 9–18) | 141= | 006= | 017= | Internal |
| GDS13–07 (new to the 2018 GDS Index) | 13. Ministry for the Environment | Essential Freshwater (jointly held between MPI and MfE) | Environment Sector | October, 2018 | 2018–2020 | 56 | Crown only | Freshwater Reform: 2013 and Beyond (2013) | Not applicable | Not found | Not applicable | ‘Healthy water, fairly allocated.’ (front cover) | The approach is to implement a freshwater programme through six interrelated workstreams in partnership with the advisory network: at-risk catchments, National Policy Statement for Freshwater Management amendments, National Environmental Standard for Freshwater Management, Resource Management Act amendments, allocation of freshwater resources and the future framework. (p. 12) | 141= | 006= | 017= | External |
| GDS13–08 (new to the 2018 GDS Index) | 13. Ministry for the Environment | Shared Interests in Freshwater | Environment Sector | October, 2018 | 2018–NK | 56 | Crown only | Not applicable | Not applicable | Not found | Not applicable | ‘A New Approach to the Crown/Māori Relationship for Freshwater ... [P]rotection of customary activities (such as food gathering, access to wāhi tapu, and use of water for spiritual practices), and recognising and protecting the mauri of the water bodies.’ (cover and p. 6) | The approach is twofold; the first phase of engagement will focus on water quality (including amendments to the National Policy Statement for Freshwater Management and a new National Environmental Standard for Freshwater Management) and the second phase will focus on options for fair allocation of water. The Essential Freshwater companion document sets out the timeframe for the work programme, including engagement. (p. 10) | 214 | 010 | 025 | External |
| GDS13–09 (new to the 2020 GDS Index) | 13. Ministry for the Environment | Sustainability Strategy | Environment Sector | July, 2020 | 2020–2022 | 1 | Not signed | Not applicable | Not applicable | Not found | Not applicable | ‘[O]ur environment thrives along with our economy and people.’ (p. 1) | The approach is to focus on MfE’s people, environment and finance and includes initiatives like implementing the Gender Pay Gap Action plan, using the environmental reporting programme to manage natural assets and applying sustainability criteria to fund management. (p. 1) | 198 | 009 | 021 | Internal |
| GDS13–10 (new to the 2021 GDS Index) | 13. Ministry for the Environment | Te hau mārohi ki anamata – Transitioning to a low-emissions and climate-resilient future | Environment Sector | November, 2021 | 2021–2050 | 68 | Crown only | Not applicable | Not applicable | Yes, p. 6 | Required (see Climate Change Response Act 2002, s 5ZG) and cited in the GDS | ‘[A] Long-term low- emissions development strategy ... Our main purpose is to urgently reduce greenhouse gas emissions and increase carbon sinks, so that we meet our domestic emissions reduction targets.’ (cover and p. 9) | The approach is to focus on system settings and sector plans. This strategy forms Part I of the first emissions reduction plan and sets the context for the first three emissions budgets (published in May 2022). These will provide detailed information about the steps Aotearoa will take to reduce emissions and increase carbon sinks in the first budget period (2022– 25). (pp. 15, 62) | 013 | 001 | 004 | External |
| GDS15–01 (new to the 2014 GDS Index) | 15. Ministry of Business, Innovation and Employment | Vision Mātauranga | Economic Development and Infrastructure Sector | July, 2007 | 2007–NK | 28 | Not signed | Not applicable | Not applicable | Not found | Not applicable | ‘To unlock the innovation potential of Māori knowledge, resources and people to assist New Zealanders to create a better future.’ (p. 1) | The approach is to focus on four research themes: indigenous innovation (contributing to economic growth through distinctive research and development); taiao (achieving environmental sustainability through iwi and hapū relationships with land and sea); hauora/oranga (improving health and social wellbeing); and mātauranga (exploring indigenous knowledge and research, science and technology). (pp. 8–17) | 184= | 020 | 026 | External |
| GDS15–02 (new to the 2014 GDS Index) | 15. Ministry of Business, Innovation and Employment | Energy Strategy 2011–2021 | Economic Development and Infrastructure Sector | August, 2011 | 2011–2021 | 32 | Crown only | National Energy Efficiency and Conservation Strategy (2001), originally held by MfE | Not applicable | Not found | Not applicable | ‘[M]ake the most of its abundant energy potential, for the benefit of all New Zealanders ... so that: • The economy grows, powered by secure, competitively-priced energy and increasing energy exports. • The environment is recognised for its importance to our New Zealand way of life.’ (p. 4) | The approach is to prioritise four themes alongside a number of specific areas of focus: diverse resource development (e.g. develop renewable energy resources); environmental responsibility (e.g. reduce energy-related greenhouse gas emissions); efficient use of energy (e.g. warm, dry, energy efficient homes); and secure and affordable energy (e.g. oil security and transport). (p. 5) | 129= | 015 | 020 | External |
| GDS15–03 (new to the 2014 GDS Index) | 15. Ministry of Business, Innovation and Employment | Strategy to 2040: He kai kei aku ringa – The Crown-Māori Economic Growth Partnership | Economic Development and Infrastructure Sector | November, 2012 | 2012–2040 | 20 | Other (not Crown or department staff) | Not applicable | Not applicable | Yes, p. 5 | Not applicable | ‘[W]hānau, hapū, iwi and enterprises are actively seeking opportunities to sustainably develop their own resources (human and natural) to improve Māori economic performance.’ (p. 6) | The approach is three-fold: education (Government and Māori work together to consider new models of compulsory schooling that better meet Māori needs); natural resources (Government and Māori accelerate discussions on the development of natural resources); and Māori working together to drive growth (building relationships and managing logistics in export markets, particularly China). (p. 6) | 115= | 010 | 014 | External |
| GDS15–04 (new to the 2014 GDS Index) | 15. Ministry of Business, Innovation and Employment | Refugee Settlement: Resettlement Strategy | Education and Workforce Sector | December, 2012 | 2012–NK | 12 | Not signed | Not applicable | Not applicable | Not found | Not applicable | ‘Refugees are participating fully and integrated socially and economically as soon as possible so that they are living independently, undertaking the same responsibilities and exercising the same rights as other New Zealanders and have a strong sense of belonging to their own community and to New Zealand.’ (p. 3) | The approach is in stages; only the first year is outlined. This includes putting in place measures that show whether they are making progress towards five goals, working hard to ensure the right support is available for refugees before they arrive in New Zealand and placing a strong focus on employment once they arrive. (p. 9) | 208 | 023 | 014 | External |
| GDS15–05 (new to the 2020 GDS Index) | 15. Ministry of Business, Innovation and Employment | Major Events Strategy: Investing in world class events | Economic Development and Infrastructure Sector | NK, 2013 | 2013–NK | 9 | Not signed | Not applicable | Not applicable | Not found | Not applicable | ‘New Zealand is a world class events destination where major events generate economic, social and cultural benefits to New Zealand.’ (p. 3) | The approach is for government to work in partnership with the events sector, to attract and retain major events, and generate economic, social and cultural benefits for New Zealand. (p. 6) | 221 | 025 | 032 | External |
| GDS15–06 (new to the 2015 GDS Index) | 15. Ministry of Business, Innovation and Employment | He Whare Āhuru He Oranga Tāngata – The Māori Housing Strategy | Economic Development and Infrastructure Sector | July, 2014 | 2014–2025 | 56 | Crown only | Not applicable | Not applicable | Yes, pp. 3, 40 | Not applicable | ‘[S]upport a future where Māori are not disproportionately represented as social housing tenants, where Māori ... are able to exercise freedom of choice in terms of who their landlord might be, and ... have the opportunity to own their own homes, or to be working towards home ownership.’ (p. 5) | The approach is to focus on six goals: ensuring the most vulnerable Māori have secure tenure, and access to safe, quality housing with integrated support; improving the quality of housing for Māori communities; supporting Māori and their whānau to transition to preferred housing choices; increasing the amount of social housing provided by Māori organisations; increasing housing on Māori-owned land; and increasing large-scale housing developments involving Māori organisations. (pp. 6–34) | 104= | 008 | 012 | External |
| GDS15–07 (new to the 2015 GDS Index) | 15. Ministry of Business, Innovation and Employment | Nation of Curious Minds – He Whenua Hihiri I Te Mahara: A national strategic plan for science in society (jointly held between MBIE and MoE) | Education and Workforce Sector | July, 2014 | 2014–2024 | 52 | Crown only | Not applicable | Not applicable | Yes, p. 9 | Not applicable | ‘Encourage and enable better engagement with science and technology in all sectors of New Zealand.’ (p. 9) | The approach is to focus on three strategic action areas: enhancing the role of education (e.g. stronger links between STEM educators, learners, scientists and technologists); public engaging with science (e.g. encouraging high-quality science); and the science sector engaging with the public (e.g. ensuring scientists know how to make research accessible). (pp. 23–31, 38) | 046= | 003 | 002= | External |
| GDS15–08 (new to the 2018 GDS Index) | 15. Ministry of Business, Innovation and Employment | Pacific Economic Strategy 2015–2021 | Economic Development and Infrastructure Sector | August, 2015 | 2015–2021 | 24 | Chief Executive only | Not applicable | Not applicable | Yes, p. 13 | Not applicable | ‘[T]o provide clear direction towards how we can support Pacific people to participate and share in New Zealand’s economic success.’ (p. 4) | The approach is to focus on five priority areas: regulation of employment practices to ensure fair and safe employment environments; linking Pacific employees with employers and employer expectations; increasing the ability of Pacific providers to engage in the social housing sector; building Pacific people’s financial capability and awareness of their consumer rights; and supporting Pacific social enterprises and businesses to be sustainable. (p. 14) | 127= | 014 | 019 | External |
| GDS15–09 (new to the 2018 GDS Index) | 15. Ministry of Business, Innovation and Employment | National Statement of Science Investment 2015–2025 | Economic Development and Infrastructure Sector | October, 2015 | 2015–2025 | 66 | Crown only | Not applicable | Not applicable | Yes, pp. 7–8 | Not applicable | 'A highly dynamic science system that enriches New Zealand, making a more visible, measurable contribution to our productivity and wellbeing through excellent science.’ (p. 7) | The approach is broad (e.g. help ensure the national science challenges deliver), but contains some detail (e.g. making the contestable fund a single, more agile and responsive fund). Note: The NSSI will be refreshed every three years to reflect progress and the funding needs of the science system. (pp. 58, 64) | 021= | 001 | 005 | External |
| GDS15–10 (new to the 2018 GDS Index) | 15. Ministry of Business, Innovation and Employment | Energy Efficiency and Conservation Strategy 2017–2022 | Economic Development and Infrastructure Sector | June, 2017 | 2017–2022 | 28 | Crown only | Not applicable | Not applicable | Yes, p. 7 | Required (see Energy Efficiency and Conservation Act 2000, s 7(b)) and cited in the GDS | ‘[F]or New Zealand to have an energy productive and low emissions economy.’ (p. 2) | The approach is to focus on business, individuals, households, community institutions, public sector agencies and cross-cutting actions (unlocking energy productivity and renewable potential across the economy). (pp. 16–21) | 052= | 004 | 007= | External |
| GDS15–11 (new to the 2021 GDS Index) | 15. Ministry of Business, Innovation and Employment | Health Research Strategy 2017-2027 (jointly held between MoH and MBIE) | Economic Development and Infrastructure Sector | June, 2017 | 2017–2027 | 52 | Crown only | Not applicable | Not applicable | Yes, pp. 4-5 | Required (see Health Research Council Act 1990, s 34(2)) but not cited in the GDS | ‘By 2027, New Zealand will have a world-leading health research and innovation system that, through excellent research, improves the health and wellbeing of all New Zealanders.’ (p. 6) | The approach is to focus on four strategic priorities (and implement specific actions): invest in excellent health research; create a vibrant research environment in the health sector; build and strengthen pathways for translating research findings into policy and practice; and advance innovative ideas and commercial opportunities. (p. 10) | 122= | 011= | 016= | External |
| GDS15–12 (new to the 2018 GDS Index) | 15. Ministry of Business, Innovation and Employment | Health and Safety at Work Strategy 2018–2028 | Education and Workforce Sector | December, 2018 | 2018–2028 | 7 | Crown only | Not applicable | Not applicable | Yes, p. 4 | Required (see Health and Safety at Work Act 2015, s 195) but not cited in the GDS | ‘Work is healthy and safe for everyone in New Zealand. Everyone plays their part to manage health and safety risks effectively and proportionately.’ (p. 3) | The approach focuses on two goals. The first goal is to focus on what will make the biggest impact. It includes three priorities: better management of work-related health risks; businesses with greater need (including sectors with the highest harm and small business); and workers with greater need (such as Māori, Pasifika, migrant and seasonal, younger and older workers). The second goal is to build everyone’s capability, with a focus on four priorities: leadership; worker engagement, representation and participation; health and safety practitioners; and data and insights. (p. 2) | 200= | 022 | 013 | External |
| GDS15–13 (new to the 2020 GDS Index) | 15. Ministry of Business, Innovation and Employment | Technical Barriers to Trade (TBT) Strategy | Economic Development and Infrastructure Sector | NK, 2018 | 2018–NK | 20 | Not signed | Not applicable | Not applicable | Not found | Not applicable | ‘Reduce TBTs affecting New Zealand firms and increase international regulatory cooperation by maximising the outcomes of our TBT work programme.’ (p. 1) | The approach is to provide a more effective TBT work programme across five focus areas, such as negotiating and implementing free trade agreements and participating in the WTO TBT Committee. (pp. 10–19) | 171= | 019 | 024= | External |
| GDS15–14 (new to the 2020 GDS Index) | 15. Ministry of Business, Innovation and Employment | Government Tourism Strategy (jointly held between DOC and MBIE) | Economic Development and Infrastructure Sector | May, 2019 | 2019–2020 | 22 | Not signed | Not applicable | Not applicable | Yes, p. 5 | Not applicable | ‘[T]e puāwai tonu o Aotearoa i te tupu tonu o te ao tāpoi – enrich New Zealand Aotearoa through sustainable tourism growth.’ (p. 5) | The approach is to use government-led initiatives to support 17 specific workstreams across five outcomes: the economy, the environment, international and domestic visitors, New Zealanders and our communities, and regions. (pp. 7–8, 12–16) | 135 | 016 | 021 | External |
| GDS15–15 (new to the 2020 GDS Index) | 15. Ministry of Business, Innovation and Employment | Conformance System Strategy | Economic Development and Infrastructure Sector | July, 2019 | 2019–2022 | 8 | Not signed | Not applicable | Not applicable | Not found | Not applicable | ‘[S]ustain a trusted, reliable and high quality conformance system ... to protect communities and support commerce.’ [A conformance system is] ‘made up of specialist organisations that check if goods and service providers conform to standards or regulations.’ (pp. 3, 5) | The approach is to focus on four areas: organisational performance and governance, regulatory quality and practice, partnerships for skills and value, and international connections. (pp. 6–7) | 216 | 024 | 030 | External |
| GDS15–16 (new to the 2020 GDS Index) | 15. Ministry of Business, Innovation and Employment | Small Business Strategy | Economic Development and Infrastructure Sector | July ,2019 | 2019–2029 | 30 | Other (not Crown or department staff) | Not applicable | Not applicable | Not found | Not applicable | ‘[Empower] small businesses to aspire, succeed and thrive.’ (p. 15) | The approach is for the Small Business Council to implement 20 recommendations, such as reviewing the Regional Business Partner Network and establishing a Tax Advocacy Service to assist small businesses in disputes with Inland Revenue. (p. 5) | 122= | 011= | 016= | External |
| GDS15–17 (new to the 2020 GDS Index) | 15. Ministry of Business, Innovation and Employment | Our Employment Strategy | Economic Development and Infrastructure Sector | August, 2019 | 2019–NK | 20 | Crown only | Not applicable | Not applicable | Not found | Not applicable | ‘[S]upport New Zealand to become a productive, sustainable and inclusive economy that raises the wellbeing of all New Zealanders.’ (p. 2) | The approach is to focus on groups experiencing poor employment outcomes, by outlining population-focused action plans to seize opportunities and reduce inequities. (p. 4) | 186= | 021 | 027 | External |
| GDS15–18 (new to the 2020 GDS Index) | 15. Ministry of Business, Innovation and Employment | Economic Plan for a Productive, Sustainable and Inclusive Economy | Economic Development and Infrastructure Sector | September, 2019 | 2019–2050 | 32 | Crown only | Not applicable | Not applicable | Yes, p. 6–7 | Not applicable | ‘[B]uild a productive, sustainable and inclusive economy to improve the wellbeing and living standards of all New Zealanders.’ (pp. 6–7) | The approach is to undertake numerous actions that take advantage of eight key economic shifts. Outcomes include thriving and dynamic small, medium and large enterprises and regions are connected and equipped with modern and resilient infrastructure. (pp. 6–7) | 106= | 009 | 013 | External |
| GDS15–19 (new to the 2020 GDS Index) | 15. Ministry of Business, Innovation and Employment | Responsibly Delivering Value: A Minerals and Petroleum Resource Strategy for Aotearoa New Zealand 2019–2029 | Economic Development and Infrastructure Sector | November, 2019 | 2019–2029 | 50 | Crown only | Not applicable | Not applicable | Yes, pp. 9, 21 | Not applicable | ‘A world-leading environmentally and socially responsible minerals and petroleum sector that delivers affordable and secure resources, for the benefit of current and future New Zealanders.’ (p. 25) | The approach is to focus on six action areas across the minerals and petroleum industry, including modernising the Crown Minerals Act and improving industry compliance, to produce a more inclusive, sustainable and productive economy. (p. 9) | 094= | 007 | 011 | External |
| GDS15–20 (new to the 2021 GDS Index) | 15. Ministry of Business, Innovation and Employment | National Fuel Plan (jointly held between DPMC and MBIE) | Economic Development and Infrastructure Sector | March, 2020 | 2020–NK | 70 | Department staff (other than CE) only | Oil Emergency Response Strategy (2008) | Not applicable | Not found | Not applicable | ‘[M]inimise the effects of a fuel supply disruption on New Zealand, whatever the cause.’ (p. 2) | The approach is to agree communication and coordination arrangements, and regional fuel supply arrangements, between government agencies, Civil Defence Emergency Management (CDEM) groups and fuel sector organisations. (p. 2) | 065= | 006 | 010 | External |
| GDS15–21 (new to the 2020 GDS Index) | 15. Ministry of Business, Innovation and Employment | Agritech Industry Transformation Plan | Economic Development and Infrastructure Sector | July, 2020 | 2020–NK | 54 | Crown and department staff (other than CE) | Not applicable | Not applicable | Not found | Not applicable | ‘A globally competitive agritech ecosystem, producing ingenious value-adding companies that provide meaningful jobs, solving New Zealand and the world’s sustainability problems.’ (p. 24) | The approach is to implement a set of investment actions across six workstreams; this includes exploring the development of a robotics, automation and sensing institute and a Farm2050 initiative. (pp. 33–34) | 033 | 002 | 006 | External |
| GDS15–22 (new to the 2021 GDS Index) | 15. Ministry of Business, Innovation and Employment | Combatting Modern Forms of Slavery 2020-25 | Economic Development and Infrastructure Sector | December, 2020 | 2020–2025 | 29 | Crown only | Plan of Action to Prevent People Trafficking (2009) | Not applicable | Not found | Not applicable | ‘[T]o ensure that people are not exploited, either in New Zealand or overseas. We will continue to work together ... to eliminate forced labour, people trafficking and slavery.’ (foreword) | The approach is to strengthen three main objectives (prevention, protection and enforcement), and provide an updated framework outlining the actions and responsibilities of the relevant entities. (foreword) | 122= | 011= | 016= | External |
| GDS15–23 (new to the 2020 GDS Index) | 15. Ministry of Business, Innovation and Employment | Building for the Future: Building System Regulatory Strategy | Economic Development and Infrastructure Sector | December, 2020 | 2020–2035 | 21 | Not signed | Not applicable | Not applicable | Yes, p. 2 | Not applicable | ‘High-performing building regulation supporting better buildings for New Zealanders.’ (p. 6) | The approach is for MBIE to act as the central regulator, focusing on four interconnected building regulation focus areas, leveraging tools such as laws, compliance, enforcement and partnerships. (p. 8) | 164 | 018 | 023 | External |
| GDS15–24 (new to the 2021 GDS Index) | 15. Ministry of Business, Innovation and Employment | Advanced Manufacturing ITP Scope | Economic Development and Infrastructure Sector | July, 2021 | 2021–NK | 5 | Not signed | From the Knowledge Wave to the Digital Age – Mai I Te Ao Mātauranga Ki Te Ao Matihiko Nei (2019) | Not applicable | Not found | Not applicable | ‘[T]o address the challenges and exploit the opportunities ... so the sector can be more productive ... mov[ing] from volume to value, and improv[ing] international competitiveness.’ (p. 3) | The approach is to achieve this through growing and upskilling the workforce, developing markets, and building on emerging and existing competitive advantages. (pp. 3–5) | 153= | 017 | 022 | External |
| GDS15–25 (new to the 2021 GDS Index) | 15. Ministry of Business, Innovation and Employment | Antarctic and Southern Ocean Research Directions and Priorities 2021–2030 (jointly held between LINZ, MPI, MBIE and MFAT) | Economic Development and Infrastructure Sector | December, 2021 | 2021–2030 | 20 | Crown only | Antarctic and Southern Ocean Science (2011) | Not applicable | Not found | Not applicable | ‘Excellent and impactful science that addresses the urgent need to understand the role of Antarctica and the Southern Ocean in a globally-connected and rapidly changing environment and supports Aotearoa New Zealand’s commitment to protecting Antarctica and the Southern Ocean.’ (p. 2) | The approach is to focus on four priority research directions: sea-level rise; connections between the cryosphere (frozen water), ocean and atmosphere; ecosystem dynamics; and protection of Antarctic and Southern Ocean environments. (p. 2) | 057= | 005 | 009 | External |
| GDS16–01 (new to the 2018 GDS Index) | 16. Ministry of Defence | Defence White Paper 2016 | External Sector | June, 2016 | 2016–2030 | 88 | Crown only | Defence White Paper (2010) | Not applicable | Not found | Not applicable | ‘[P]rotect and advance our national security interests in New Zealand, the South Pacific and around the world. The protection of Southern Ocean resources and supporting our civilian presence in Antarctica.’ (p. 5) | The approach is to focus on priority areas such as generating a skilled, diverse and sustainable workforce, managing their overall affordability and partnering with industry. (pp. 55–69) | 021= | 001 | 001 | External |
| GDS16–02 (new to the 2018 GDS Index) | 16. Ministry of Defence | Strategic Defence Policy Statement 2018 | External Sector | July, 2018 | 2018–NK | 40 | Crown only | Not applicable | Not applicable | Not found | Not applicable | ‘Supports New Zealand’s community and environmental wellbeing and resilience ... Promotes a safe, secure, and resilient New Zealand, including on its borders and approaches ... Contributes to the maintenance of the international rules-based order.’ (p. 6) | The approach is to undertake a number of diverse initiatives, including establishing the infrastructure for a new Strategic Bearer Network that will provide satellite communications support, and building enhanced cyber protection and support capability. (p. 36) | 052= | 003 | 004 | External |
| GDS16–03 (new to the 2020 GDS Index) | 16. Ministry of Defence | Defence Capability Plan 2019 | External Sector | June, 2019 | 2019–2030 | 44 | Crown only | Defence Capability Plan (2016) | Not applicable | Not found | Not applicable | ‘[P]rovides a vision for the capabilities that will deliver on the Policy Statement [2018], and for an enhanced and sustainable Defence Force.’ (p. 3) | The approach is to provide an indicative investment plan for Defence Force capabilities to 2030, including planned investments in air, maritime, land and information capabilities. (p. 3) | 041= | 002 | 003 | Internal |
| GDS17–01 (new to the 2018 GDS Index) | 17. Ministry of Education | Nation of Curious Minds – He Whenua Hihiri I Te Mahara: A national strategic plan for science in society (jointly held between MBIE and MoE) | Education and Workforce Sector | July, 2014 | 2014–2024 | 52 | Crown only | Not applicable | Not applicable | Yes, p. 9 | Not applicable | ‘Encourage and enable better engagement with science and technology in all sectors of New Zealand.’ (p. 9) | The approach is to focus on three strategic action areas: enhancing the role of education (e.g. stronger links between STEM educators, learners, scientists and technologists); public engaging with science (e.g. encouraging high-quality science); and the science Sector engaging with the public (e.g. ensuring scientists know how to make research accessible). (pp. 23–31, 38) | 046= | 002 | 002= | External |
| GDS17–02 (new to the 2018 GDS Index) | 17. Ministry of Education | International Student Wellbeing Strategy | Education and Workforce Sector | June, 2017 | 2017–NK | 12 | Crown only | Not applicable | Not applicable | Yes, p. 7 | Not applicable | ‘International students feel welcome, safe and well, enjoy a high quality education and are valued for their contribution to New Zealand.’ (p. 4) | The approach is to support international students by increasing their safety, both culturally and economically. Examples include ensuring students have access to safe and reliable transport and access to information about social, cultural and religious services. (p. 7) | 192 | 009 | 010 | External |
| GDS17–03 (new to the 2018 GDS Index) | 17. Ministry of Education | International Education Strategy – He Rautaki Mātauranga A Ao 2018–2030 | Education and Workforce Sector | August, 2018 | 2018–2030 | 28 | Crown only | Not applicable | Not applicable | Yes, p. 5 | ‘May issue’ a strategy (see Education and Training Act 2020, s 8(1)) but not cited in the GDS | ‘A thriving and globally connected New Zealand through world-class international education.’ (p. 2) | The strategy takes a cross-agency approach to improving international students’ education in Aotearoa New Zealand by focusing on sustainable growth, embracing global perspectives, and offering excellent education opportunities. (pp. 7, 9) | 099= | 005 | 006 | External |
| GDS17–04 (new to the 2020 GDS Index) | 17. Ministry of Education | Learning Support Action Plan 2019–2025 | Education and Workforce Sector | July, 2019 | 2019–2025 | 48 | Crown only | Not applicable | Not applicable | Yes, pp. 14–15 | Not applicable | ‘[A]n inclusive education system where every child feels a sense of belonging, is present, makes progress, where their wellbeing is safeguarded and promoted, where learning is a lifelong journey, and where children and young people with learning support needs get the right support at the right time.’ (p. 4) | The approach is to target specialist learners’ educational needs through six priority areas, such as introducing Learning Support Coordinators in schools and kura, screening to enable teachers and other educators to identify and respond to children’s learning support needs earlier and strengthening early intervention. (p. 6) | 017= | 001 | 001 | External |
| GDS17–05 (new to the 2020 GDS Index) | 17. Ministry of Education | Mahi Aroha: Carers' Strategy Action Plan 2019–2023 (jointly held between MoE, MoH, TPK, MSD and OT) | Education and Workforce Sector | December, 2019 | 2019–2023 | 40 | Crown only | Not applicable | Not applicable | Not found | Not applicable | ‘An action plan that recognises, values, and supports carers is an investment in New Zealand’s future .’ (p. 6) | The approach is to address key priorities identified by carers and the Government, by creating and implementing five-year action plans. The ongoing issues include the need for respite, support when things are not going well, assistance with the increasing financial pressures of caring, and a desire for greater carer choice and flexibility. (p. 6) | 071= | 004 | 005 | External |
| GDS17–06 (new to the 2020 GDS Index) | 17. Ministry of Education | Action Plan for Pacific Education 2020–2030 | Education and Workforce Sector | July, 2020 | 2020–2030 | 52 | Crown only | Not applicable | Not applicable | Not found | Not applicable | ‘[D]iverse Pacific learners and families are safe, valued and equipped to achieve their education aspirations.’ (p. 4) | The approach is to focus on five key education system shifts over the next 10 years, such as the Talanoa Ako app (available in 10 Pacific languages and audio), and committing to professional learning and development around culturally sustaining and culturally responsive practices. (pp. 10–11) | 052= | 003 | 004 | External |
| GDS17–07 (new to the 2020 GDS Index) | 17. Ministry of Education | Te Rautaki Mātauranga Māori – The Māori Education Strategy | Education and Workforce Sector | July, 2020 | 2020–2050 | 8 | Not signed | Not applicable | Not applicable | Yes, p. 5 | Not applicable | ‘Māori are enjoying and achieving education success as Māori, as they develop the skills to participate in te ao Māori, Aotearoa and the wider world.’ (p. 5) | The approach is to provide an organising framework to prioritise cross-agency actions focused on achieving educational success for Māori over the long term. (p. 5) | 153= | 007 | 008 | External |
| GDS17–08 (new to the 2020 GDS Index) | 17. Ministry of Education | Te Rautaki mā te Reo Māori i roto i te Mātauranga – The Māori language in education strategy | Education and Workforce Sector | July, 2020 | 2020–2040 | 4 | Not signed | Not applicable | Not applicable | Not found | Not applicable | ‘Growing te reo Māori through education & growing education through te reo Māori to protect and promote the Māori language for future generations.’ (p. 3) | The approach is to focus on a range of ideas such as stimulating demand among learners and whānau for Māori language in education, and ensuring that learners can access Māori language in education. (p. 4) | 195 | 010 | 012 | External |
| GDS17–09 (new to the 2021 GDS Index) | 17. Ministry of Education | Statement of National Education and Learning Priorities | Education and Workforce Sector | November, 2020 | 2020–2023 | 5 | Not signed | Not applicable | Not applicable | Yes, pp. 1–2 | ‘May issue’ a strategy (see Education and Training Act 2020, s 5(1)) and cited in the GDS | ‘[H]elping children and young people to attain their educational potential; preparing young people for participation in civic and community life and for work, and promoting resilience, determination, confidence, creative and critical thinking, good social skills and the ability to form good relationships; [and appreciate] ... Te Tiriti o Waitangi.’ (p. 1) | The approach focuses on seven priority areas: ensure places of learning are safe and inclusive; have high aspirations for every learner and support these aspirations; reduce barriers to education for all; ensure all learners have a strong foundation in literacy, language and numeracy; incorporate tikanga Māori and te reo Māori; strengthen staff teaching and leadership capabilities to support diverse students; and collaborate with partners to support learners on their journey from education to work. (p. 3) | 150= | 006 | 007 | External |
| GDS17–10 (new to the 2021 GDS Index) | 17. Ministry of Education | Tertiary Education Strategy | Education and Workforce Sector | November, 2020 | 2020–NK | 3 | Not signed | Not applicable | Not applicable | Yes, p. 1 | Required (see Education and Training Act 2020, s 7) and cited in the GDS | Sets out the ‘long-term strategic direction for tertiary education, including economic, social, and environmental goals, and the development aspirations of Māori and other population groups’. (p. 1) | The approach focuses on eight priority areas to support tertiary students: ensure places of learning are safe and inclusive; have high aspirations for every learner and support these aspirations; reduce barriers to education for all; ensure all learners have a strong foundation in literacy, language and numeracy; incorporate tikanga Māori and te reo Māori; strengthen staff teaching and leadership capabilities to support diverse students; collaborate with partners to support learners on their journey from education to work; and enhance the contribution of research and mātauranga Māori in addressing local and global challenges. (p. 3) | 165= | 008 | 009 | External |
| GDS18–01 (new to the 2020 GDS Index) | 18. Ministry of Foreign Affairs and Trade | Opening Doors to China: New Zealand's 2015 Vision | External Sector | February, 2012 | 2012–2015 | 23 | Crown only | Not applicable | Not applicable | Not found | Not applicable | ‘New Zealand and China have strong and resilient economic, political and people-to-people relationships which have stimulated New Zealand’s innovation, learning and economic growth.’ (p. 15) | The approach is to focus on initiatives such as growing the existing base of China-ready exporters, targeting priority sectors, building on the China high-growth companies project, and representing New Zealand business in China. (pp. 20–21) | 138= | 004 | 008 | External |
| GDS18–02 (new to the 2020 GDS Index) | 18. Ministry of Foreign Affairs and Trade | ASEAN Partnership: One Pathway to Ten Nations | External Sector | July, 2013 | 2013–2017 | 11 | Crown only | Not applicable | Not applicable | Not found | Not applicable | ‘Becoming better connected and more influential in ASEAN countries ... Becoming better integrated with the ASEAN Community ... Boosting investment and trade and economic returns from the region.’ (p. 9) | The approach includes careful targeting of efforts in key sectors, agile engagement with regional partners and well-pitched messaging to highlight the benefits of regional trade. (p. 9) | 162= | 005= | 009= | External |
| GDS18–03 (new to the 2020 GDS Index) | 18. Ministry of Foreign Affairs and Trade | Advancing with Australia: New Zealand Inc Australia strategy | External Sector | NK, 2013 | 2013–NK | 11 | Crown only | Not applicable | Not applicable | Not found | Not applicable | ‘The Australia Strategy sets out the vision that New Zealand realises the full potential of its unique relationship with Australia, building a stronger future together.’ (p. 3) | The approach is to focus on a programme of action that includes six goals, covering the political, security, trade, investment, science and innovation, and economic integration aspects of New Zealand's relationship with Australia. (p. 3) | 165= | 007= | 011= | External |
| GDS18–04 (new to the 2018 GDS Index) | 18. Ministry of Foreign Affairs and Trade | Our People Strategy | External Sector | July, 2017 | 2017–2021 | 36 | Chief Executive only | Not applicable | Not applicable | Not found | Not applicable | ‘A happy, healthy and high-performing community, for all [in MFAT].’ (p. 7) | The approach is to support people at all stages of their career, including being committed to providing honest and constructive feedback. (p. 5) | 162= | 005= | 009= | Internal |
| GDS18–05 (new to the 2018 GDS Index) | 18. Ministry of Foreign Affairs and Trade | Diversity and Inclusion Strategy 2018–2028 | External Sector | June, 2018 | 2018–2028 | 21 | Chief Executive only | Not applicable | Not applicable | Not found | Not applicable | ‘We aspire to be a workplace that values and utilises diverse and inclusive thinking, people and behaviours. This means that our staff reflect the diversity of New Zealand and the countries we work in, and that the contributions of staff with diverse backgrounds, experiences, skills and perspectives are valued and respected.’ (p. 3) | The approach is to attract, retain and develop diverse staff so diversity initiatives are supported and MFAT reflects the demographic composition of New Zealand’s population. (pp. 3, 15, 25) | 031= | 001 | 002 | Internal |
| GDS18–06 (new to the 2020 GDS Index) | 18. Ministry of Foreign Affairs and Trade | International Cooperation for Effective Sustainable Development (ICESD) [Policy Statement] | External Sector | November, 2019 | 2019–2030 | 2 | Not signed | Not applicable | Not applicable | Not found | Not applicable | ‘[C]ontribute to a more peaceful world, in which all people live in dignity and safety, all countries can prosper, and our shared environment is protected.’ (p. 1) | The approach aims to integrate environmental, diplomatic, trade, and security cooperation through MFAT’s policy goals. (p. 1) | 200= | 011 | 015 | External |
| GDS18–07 (new to the 2020 GDS Index) | 18. Ministry of Foreign Affairs and Trade | India – New Zealand 2025: Investing in the Relationship | External Sector | February, 2020 | 2020–2025 | 11 | Crown only | Not applicable | Not applicable | Not found | Not applicable | ‘A relationship based on mutual trust that advances our shared interests ... New Zealanders have improved capability for engaging with India ... Goods and services trade grows for shared prosperity ... New Zealand’s value proposition is known and understood ... Stronger and broader sporting and cultural connections between New Zealand and India.’ (pp. 3, 5, 7, 9, 11, 13) | The approach is to strengthen Aotearoa New Zealand–Indian relationships through political, cultural, economic and diplomatic engagement. (p. 2) | 209= | 012 | 016 | External |
| GDS18–08 (new to the 2020 GDS Index) | 18. Ministry of Foreign Affairs and Trade | Trade Recovery Strategy | External Sector | June, 2020 | 2020–NK | 5 | Not signed | Not applicable | Not applicable | Not found | Not applicable | ‘[P]ut New Zealand in the best possible position to recover from the impacts of COVID-19, and to seize new opportunities for exports and investment.’ (p. 1) | The approach is to recalibrate trade policy towards the new COVID-19 international environment by leveraging existing trade advantages and cooperating with exporters, including significantly increasing the number of exporters receiving intensive support from NZTE and other agencies. (p. 2) | 199 | 010 | 014 | External |
| GDS18–09 (new to the 2021 GDS Index) | 18. Ministry of Foreign Affairs and Trade | Gender Action Plan 2021–2025 | External Sector | January, 2021 | 2021–2025 | 2 | Not signed | Not applicable | Not applicable | Yes, p. 2 | Not applicable | ‘[G]ender equality and women’s empowerment.’ (p. 1) | The approach focuses on three areas: women in governance and leadership; eliminating violence against women and girls; and social protection. (p. 1) | 131= | 003 | 007 | External |
| GDS18–10 (new to the 2021 GDS Index) | 18. Ministry of Foreign Affairs and Trade | Child & Youth Well-Being Strategic Action Plan 2021–2025 | External Sector | May, 2021 | 2021–2025 | 2 | Not signed | Not applicable | Not applicable | Yes, p. 2 | Not applicable | ‘[S]ustainable development outcomes for children and youth who are missing out.’ (p. 1) | The approach is for MFAT to invest in four areas: improving governance systems for children and youth; empowering children and youth to participate and inform development; providing health and learning services; and realising youth potential. (p. 1) | 165= | 007= | 011= | External |
| GDS18–11 (new to the 2021 GDS Index) | 18. Ministry of Foreign Affairs and Trade | Human Rights Strategic Action Plan for International Development Cooperation 2021–2025 | External Sector | October, 2021 | 2021–2025 | 2 | Not signed | Not applicable | Not applicable | Not found | Not applicable | ‘[P]rioritising people and groups at risk of being left behind.’ (p. 1) | The approach is to invest in programmes, community-led organisations, mechanisms and tools that will improve economic, social and cultural rights for people at risk of being left behind. (p. 1) | 179= | 009 | 013 | External |
| GDS18–12 (new to the 2021 GDS Index) | 18. Ministry of Foreign Affairs and Trade | Antarctic and Southern Ocean Research Directions and Priorities 2021–2030 (jointly held between LINZ, MPI, MBIE and MFAT) | External Sector | December, 2021 | 2021–2030 | 20 | Crown only | Antarctic and Southern Ocean Science (2011) | Not applicable | Not found | Not applicable | ‘Excellent and impactful science that addresses the urgent need to understand the role of Antarctica and the Southern Ocean in a globally-connected and rapidly changing environment and supports Aotearoa New Zealand’s commitment to protecting Antarctica and the Southern Ocean.’ (p. 2) | The approach is to focus on four priority research directions: sea-level rise; connections between the cryosphere (frozen water), ocean and atmosphere; ecosystem dynamics; and protection of Antarctic and Southern Ocean environments. (p. 2) | 057= | 002 | 005 | External |
| GDS19–01 (new to the 2014 GDS Index) | 19. Ministry of Health | Reduced Waiting Times for Public Hospital Elective Services | Health Sector | March, 2000 | 2000–2003 | 24 | Not signed | Not applicable | Not applicable | Not found | Not applicable | ‘[R]educed waiting times for elective services, and improved national consistency of access.’ (p. 3) | The approach develops a policy framework comprising seven interconnected pathways to reduce waiting times for public hospital elective surgeries. (p. 3) | 106= | 025 | 025 | External |
| GDS19–02 (new to the 2014 GDS Index) | 19. Ministry of Health | Palliative Care Strategy | Health Sector | February, 2001 | 2001–2011 | 65 | Crown only | Not applicable | Not applicable | Not found | Not applicable | ‘All people who are dying and their family/whānau who could benefit from palliative care have timely access to quality palliative care services that are culturally appropriate and are provided in a co-ordinated way.’ (p. vii) | The approach is to create an integrated, cooperative framework with DHBs that ensures a palliative care culture. Actions include training and the implementation of the Paediatric Review recommendation. (pp. 19–20) | 071= | 015= | 015= | External |
| GDS19–03 (new to the 2014 GDS Index) | 19. Ministry of Health | Primary Health Care Strategy | Health Sector | February, 2001 | 2001–2011 | 40 | Crown only | Not applicable | Not applicable | Not found | Not applicable | ‘People will be part of local primary health care services that improve their health, keep them well, are easy to get to and co-ordinate their ongoing care. Primary health care services will focus on better health for a population, and actively work to reduce health inequalities between different groups.’ (p. vii) | The approach is for MoH and DHBs to develop policy toolkits and funding agreements to instigate a new approach to primary health, which focuses more on population health and the role of the community. (p. 5) | 094= | 023 | 023 | External |
| GDS19–04 (new to the 2014 GDS Index) | 19. Ministry of Health | Sexual and Reproductive Health Strategy – Phase One | Health Sector | October, 2001 | 2001–NK | 32 | Crown only | Sexual and Reproductive Health Strategy (2001) | Not applicable | Not found | Not applicable | ‘Good sexual and reproductive health for all New Zealanders.’ (p. 3) | The approach is to design a framework to meet the sexual health needs of particular communities using a two-phase process which guides and aligns the health sector in the management and funding of services for STIs, unwanted pregnancy and HIV/AIDS. (p. iii) | 165= | 039= | 039= | External |
| GDS19–05 (new to the 2014 GDS Index) | 19. Ministry of Health | Health of Older People Strategy | Health Sector | April, 2002 | 2002–NK | 86 | Not signed | Not applicable | Not applicable | Not found | Not applicable | ‘Older people participate to their fullest ability in decisions about their health and wellbeing and in family, whānau and community life. They are supported in this by co-ordinated and responsive health and disability support programmes.’ (p. 1) | The approach is to partner with DHBs to improve the health of older people by implementing the strategy and monitoring outcomes according to each DHB’s implementation plan. (p. 4) | 091= | 021= | 021= | External |
| GDS19–06 (new to the 2014 GDS Index) | 19. Ministry of Health | Youth Health: A Guide to Action | Health Sector | September, 2002 | 2002–2005 | 64 | Crown only | Not applicable | Not applicable | Not found | Not applicable | ‘[C]reating an environment in which all young people [12–24-year-olds] can grow and flourish.’ (p. vii) | The approach is to improve the health of 12–24-year-olds through implementing a range of actions such as promoting ‘Safer Schools’ and the implementation of anti-bullying programmes in schools; ensuring that health services meet the needs of refugees and migrant young people; and developing a profile of the disabled and chronically ill young people in regions. This plan is part of the Health Strategy (2000), now refreshed, see GDS19-23 (2016). (pp. vii, 3–5, 22) | 165= | 039= | 039= | External |
| GDS19–07 (new to the 2014 GDS Index) | 19. Ministry of Health | Cancer Control Strategy | Health Sector | August, 2003 | 2003–2008 | 84 | Crown only | Not applicable | Not applicable | Not found | Not applicable | ‘The overall purposes of the strategy are to: reduce the incidence and impact of cancer [and] reduce inequalities with respect to cancer.’ (p. 19) | The approach includes 25 objectives to support six goals, along with broad areas for action to achieve the objectives. Examples of objectives include reducing the number of people who develop cancers due to tobacco use and second-hand smoke, and reducing the number of people developing cancers related to physical inactivity and obesity. (pp. 10, 25–26) | 078= | 017 | 017 | External |
| GDS19–08 (new to the 2014 GDS Index) | 19. Ministry of Health | Suicide Prevention Strategy 2006–2016 | Health Sector | June, 2006 | 2006–2016 | 36 | Crown only | In Our Hands: Youth Suicide Prevention Strategy (1998) | Not applicable | Yes, p. 2 | Not applicable | ‘The overall purposes of this strategy are to: reduce the rate of suicide and suicidal behaviour, reduce the harmful effect and impact associated with suicide and suicidal behaviour on families/ whānau, friends and the wider community, [and] reduce inequalities in suicide and suicidal behaviour.’ (p. 1) | The approach is to apply a multi-sectoral approach to suicide prevention, with a particular emphasis on at-risk populations, addressing needs in a holistic manner through evidence- based research and implementing best practice. (p. 7) | 085= | 018= | 018= | External |
| GDS19–09 (new to the 2014 GDS Index) | 19. Ministry of Health | Medicines New Zealand | Health Sector | December, 2007 | 2007–NK | 24 | Crown only | Not applicable | Not applicable | Yes, p. 5 | Not applicable | ‘New Zealanders will have a medicines system that: delivers quality medicines that are safe and effective, provides access to the medicines they need [and] ensures that medicines are used effectively.’ (p. 7) | The approach is to provide an overarching framework for agencies and stakeholders, in order to inform decision-making and ensure a cohesive and responsive medicines system is put in place; ways to do this include making funding decisions more transparent and consulting with stakeholders to ensure current and future needs are met. (p. 10) | 184= | 043 | 043 | External |
| GDS19–10 (new to the 2014 GDS Index) | 19. Ministry of Health | Ambulance Service Strategy | Health Sector | June, 2009 | 2009–2020 | 13 | Not signed | Not applicable | Not applicable | Yes, p. 6 | Not applicable | ‘[E]nsure that the ambulance sector has clearly defined roles in the emergency and health sectors ... deliver[s] a long-term plan for meeting community emergency health needs [and] integrate[s] ambulance services within the wider health sector.’ (p. 2) | The approach focuses on ten initiatives that promote leadership, cohesion and consistency between emergency ambulance providers, with greater national consistency in training, clinical guidelines and oversight and levels of practice. It will also work more closely with key organisations, such as ACC, MoH and DHBs, to integrate ambulance services within the wider health sector. (pp. 3, 4–5, 9) | 153= | 034= | 034= | External |
| GDS19–11 (new to the 2018 GDS Index) | 19. Ministry of Health | National Plan for Child Cancer Services in New Zealand | Health Sector | December, 2011 | 2011–NK | 54 | Not signed | Not applicable | Not applicable | Not found | Not applicable | ‘[A]chieve national agreement on the service delivery model [including] equitable access ... certainty for parents, families and whānau ... clarity for District Health Boards (DHBs) ... [and] sustainable child cancer services.’ (p. 1) | The approach is a two-centre model for the provision of specialist paediatric oncology care, with shared care arrangements with other DHBs; the two specialist centres are to be Starship Children’s Hospital at Auckland DHB and Christchurch Hospital at Canterbury DHB. Further, a national clinical network will be established for child cancer services in New Zealand. (p. vi) | 036= | 009= | 009= | External |
| GDS19–12 (new to the 2014 GDS Index) | 19. Ministry of Health | Rising to the Challenge – The Mental Health and Addiction Service Development Plan 2012–2017 | Health Sector | December, 2012 | 2012–2017 | 75 | Crown and Chief Executive | Moving Forward: The National Mental Health Plan for More and Better Services (1997), Te Tāhuhu: Improving Mental Health (2005), National Mental Health Information Strategy (2005) and Te Puāwaiwhero: The Second Māori Mental Health and Addiction National Strategic Framework (2008) | Not applicable | Not found | Not applicable | ‘Whatever our age, gender or culture, when we need support to improve our mental health and wellbeing or address addiction, we will be able to rapidly access the interventions [we need].’ (p. vi) | The approach is to focus on four themes: better use of resources/value for money, improving primary–specialist integration, cementing and building on gains for people with the highest needs and intervening early in the life cycle to prevent later problems. Each theme includes key actions, such as reducing and eliminating the use of seclusion in mental health inpatient settings and increasing access to specialist services for youth offenders. (p. 9) | 028= | 005 | 005 | External |
| GDS19–13 (new to the 2014 GDS Index) | 19. Ministry of Health | Suicide Prevention Action Plan 2013–2016 | Health Sector | May, 2013 | 2013–2016 | 8 | Crown only | Not applicable | Not applicable | Not found | Not applicable | ‘[R]educe the rate of suicide and suicidal behaviour, and reduce the harmful effect and impact associated with suicide and suicidal behaviour on families, whānau, friends and communities.’ (p. 3) | The approach is to pursue 30 actions that focus on redressing gaps in suicide prevention methods, including strengthening the infrastructure for suicide prevention (such as using social media to prevent suicide) and offering improved services after a suicide. (pp. 4–8) | 193 | 045 | 045 | External |
| GDS19–14 (new to the 2014 GDS Index) | 19. Ministry of Health | National Health Information Technology Plan Update 2013/14 | Health Sector | November, 2013 | 2013–2014 | 36 | Other (not Crown or department staff) | National Health IT Plan (2010) and Health Information Strategy (2005) | Not applicable | Not found | Not applicable | ‘By 2014 New Zealanders will have a core set of personal health information available electronically to help them and their treatment providers regardless of the setting as they access health services.’ (p. 4) | The approach is to design a framework for e-health that describes the way an individual’s health information is collected during their lifetime over a continuum of care. The data is broken down into four levels: a person’s foundation health information, an effective and secure system for sharing information, common clinical information across the continuum of care, and a shared care plan. Priorities are set out (e.g. critical, important or emerging) and key performance indicators are defined (setting out the measures to be met and the actions to be taken). (pp. viii, 10) | 065= | 013= | 013= | External |
| GDS19–15 (new to the 2014 GDS Index) | 19. Ministry of Health | Care Closer to Home | Health Sector | February, 2014 | 2014–NK | 24 | Not signed | Not applicable | Not applicable | Not found | Not applicable | ‘[P]roviding better, integrated health care closer to home for all New Zealanders.’ (p. 1) | The approach is to highlight initiatives being carried out by health-care providers to treat health issues early and provide care for patients discharged from hospital within their local communities. (p. 1) | 219 | 048 | 048 | External |
| GDS19–16 (new to the 2014 GDS Index) | 19. Ministry of Health | ’Ala Mo’ui – Pathways to Pacific Health and Wellbeing 2014–2018 | Health Sector | June, 2014 | 2014–2018 | 40 | Crown only | ’Ala Mo’ui: Pathways to Pacific Health and Wellbeing (2010) | Not applicable | Yes, p. 14 | Not applicable | ‘Pacific ‘āiga, kāiga, magafaoa, kōpū tangata, vuvale and fāmili experience equitable health outcomes and lead independent lives.’ (p. 2) | The approach is to provide DHBs and other Pacific health-care providers with an outcomes framework and set of actions. Actions include the health sector working across government to decrease overcrowding in Pacific homes (by increasing access to quality, healthy housing), and research on effective approaches to strengthen Pacific health literacy. (p. 14) | 091= | 021= | 021= | External |
| GDS19–17 (new to the 2014 GDS Index) | 19. Ministry of Health | He Korowai Oranga – Māori Health Strategy | Health Sector | June, 2014 | 2014–NK | 16 | Not signed | He Korowai Oranga: Māori Health Strategy (2002) | Not applicable | Yes, p. 4 | Not applicable | ‘[T]o drive continuous quality improvement in the development, design and delivery of services for Māori.’ (p. 12) | The approach is to focus on effective leadership, planning and measurement. For example, measurement includes the collection of high quality ethnicity data so that all areas of health can measure performance at national, regional and local levels. (p. 13) | 131= | 031 | 031 | External |
| GDS19–18 (new to the 2018 GDS Index) | 19. Ministry of Health | Cancer Plan 2015–2018 | Health Sector | December, 2014 | 2015–2018 | 40 | Crown only | Not applicable | Not applicable | Yes, p. 8 | Not applicable | ‘[T]o ensure all people have timely access to excellent cancer services that will enable them to live better and longer.’ (p. 8) | The approach is to apply a patient pathway approach that focuses on prevention and early detection, diagnosis and treatment, and follow- up care. (p. 8) | 115= | 028 | 028 | External |
| GDS19–19 (new to the 2015 GDS Index) | 19. Ministry of Health | Disability Support Services Strategic Plan 2014–2018 | Health Sector | June, 2015 | 2014–2018 | 22 | Not signed | Disability Support Services Strategic Plan (2012) | Not applicable | Not found | Not applicable | ‘Disabled people and their families are supported to live the lives they choose ... The purpose of the New Model has been to offer disabled people more choice, control and flexibility regarding the support they receive and the lives they lead, and to test new elements of the disability support system.’ (pp. 1, 10) | The approach is to continue to adapt the Enabling Good Lives (EGL) initiative, including local area coordination, supported self- assessment, enhanced individualised funding and choice in community living. It includes implementing the recommendations in the Putting People First review. (pp. 13–17) | 153= | 034= | 034= | External |
| GDS19–20 (new to the 2015 GDS Index) | 19. Ministry of Health | Implementing Medicines New Zealand 2015–2020 | Health Sector | June, 2015 | 2015–2020 | 20 | Crown only | Not applicable | Not applicable | Not found | Not applicable | ‘Implementing Medicines New Zealand (the Plan) is about the changes required to deliver on Medicines New Zealand (2007) (the Strategy) ... We want New Zealanders, regardless of their ability to pay, to have access to safe, high-quality, effective medicines, and we want those medicines to be used in the best possible way.’ (pp. iii, 1) | The approach is to focus on advancing seven impact areas. Impact areas include enabling shared care through an integrated health care team, optimal use of antimicrobials, and competent and responsive prescribers. The aim is to implement a range of actions but be open to continuously changing priorities and actions as new ideas emerge. (pp. 5–6) | 153= | 034= | 034= | External |
| GDS19–21 (new to the 2018 GDS Index) | 19. Ministry of Health | Cancer Health Information Strategy | Health Sector | July, 2015 | 2015–2020 | 21 | Department staff (other than CE) only | Not applicable | Not applicable | Yes, p. 9 | Not applicable | ‘[T]o deliver comprehensive, accessible and accurate information to support the delivery of quality care across the cancer patient pathway [and to] align with the National Health IT Plan [see GDS19-14] and enable the New Zealand Cancer Plan 2015–2018 [see GDS19-18].’ (pp. 1, 6) | The approach is to focus on four interventions: to establish a national framework for managing cancer data; to standardise, digitise and make accessible cancer data at point of care; to aggregate relevant patient and cancer service data into cancer information; and to analyse, produce and communicate cancer intelligence to stakeholders. (p. 7) | 153= | 034= | 034= | External |
| GDS19–22 (new to the 2018 GDS Index) | 19. Ministry of Health | Living Well with Diabetes 2015–2020 | Health Sector | October, 2015 | 2015–2020 | 39 | Crown only | Not applicable | Not applicable | Not found | Not applicable | ‘All New Zealanders with diabetes, or at high risk of developing type 2 diabetes, are living well and have access to high- quality, people-centred health services.’ (p. 6) | The approach is to focus on reducing the personal burden of disease for people with diabetes; providing consistent and equitable services for all New Zealanders; and reducing the cost of diabetes on the public health system, and the broader societal impact in the longer term. (p. 7) | 110= | 026= | 026= | External |
| GDS19–23 (new to the 2018 GDS Index) | 19. Ministry of Health | Health Strategy 2016 | Health Sector | April, 2016 | 2016–2026 | 85 (for both) | Crown and Chief Executive | Health Strategy (2000) | Not applicable | Not found | Required (see New Zealand Public Health and Disability Act 2000, s 8(1)) and cited in the GDS | ‘[E]stablishing a health sector that understands people’s needs and provides services that are integrated across sectors, emphasising investment early in life, maintaining wellness, preventing illness, and providing support for the final stages of life.’ (Future Direction, p. ii) ‘[I]dentifies 27 areas for action over five years to make the Strategy happen.’ (Roadmap of Actions 2016, p. 1) | Future Direction: The approach in the Future Direction document is to focus on five key themes: people-powered, closer to home, value and high performance, one team and smart system. (p. ii) Roadmap of Actions: The approach of the Roadmap of Actions document is to identify 27 areas for action, including informing people about public and personal health services so they can be ‘health smart’ and have greater control over their health and wellbeing; and ensuring the right services are delivered at the right location in an equitable and clinically and financially sustainable way. (p. 1) | 034= | 007= | 007= | Internal |
| GDS19–24 (new to the 2018 GDS Index) | 19. Ministry of Health | Pharmacy Action Plan 2016 to 2020 | Health Sector | May, 2016 | 2016–2020 | 48 | Crown only | Not applicable | Not applicable | Not found | Not applicable | '[D]eveloping pharmacist services within an integrated health and disability system that supports people to stay well throughout their lives ... These actions give a further level of detail beyond that provided in the ... Health Strategy: Roadmap of Actions 2016.’(p. 1) | The approach is to focus on specific ways in which the pharmacy workforce can contribute to each of the four focus areas: population and personal health, medicines management services, minor ailments and referral, and dispensing and supply services. Examples of actions for the population and personal health area include ensuring pharmacists can record their activities in national information systems (such as the National Immunisation Register) and establishing a collaborative programme to research and evaluate public and personal health services that pharmacists provide. (p. 13) | 120= | 029 | 029 | External |
| GDS19–25 (new to the 2018 GDS Index) | 19. Ministry of Health | Disability Strategy 2016–2026 (jointly held between MoH and MSD) | Health Sector | November, 2016 | 2016–2026 | 52 | Crown only | Disability Strategy (2001) | Not applicable | Yes, pp. 8, 22 | Required (see New Zealand Public Health and Disability Act 2000, s 8(2)) and cited in the GDS | ‘New Zealand is a non- disabling society – a place where disabled people have an equal opportunity to achieve their goals and aspirations, and all of New Zealand works together to make this happen.’ (p. 6) | The approach is to use a dual pathway strategy to achieve the eight desired outcomes. For example, outcome 8 is leadership, and actions include that disabled people are recognised as experts in their own lives and people in leadership roles in the public, private and not-for-profit sectors will be supported to see themselves as allies to the disability community. The strategy also contains a detailed timeline. (pp. 39, 46) | 057= | 012 | 012 | External |
| GDS19–26 (new to the 2021 GDS Index) | 19. Ministry of Health | Health Research Strategy 2017-2027 (jointly held between MoH and MBIE) | Health Sector | June, 2017 | 2017–2027 | 52 | Crown only | Not applicable | Not applicable | Yes, pp. 4-5 | Required (see Health Research Council Act 1990, s 34(2)) but not cited in the GDS | ‘By 2027, New Zealand will have a world-leading health research and innovation system that, through excellent research, improves the health and wellbeing of all New Zealanders.’ (p. 6) | The approach is to focus on four strategic priorities (and implement specific actions): invest in excellent health research; create a vibrant research environment in the health Sector; build and strengthen pathways for translating research findings into policy and practice; and advance innovative ideas and commercial opportunities. (p. 10) | 122= | 030 | 030 | External |
| GDS19–27 (new to the 2018 GDS Index) | 19. Ministry of Health | Faiva Ora 2016–2021 – National Pasifika Disability Plan | Health Sector | August, 2017 | 2016–2021 | 27 | Not signed | Faiva Ora National Pasifika Disability Plan (2014) | Not applicable | Not found | Not applicable | ‘Pasifika disabled people and their families are supported to live the lives they choose.’ (p. 1) | The approach is to focus on the following four priorities: improving outcomes for Pasifika disabled children, youth and their families; Pasifika communities are able to better engage with and support individuals with disabilities and their families to participate in their communities; disability services and supports meet the needs of Pasifika disabled people and their families; and stakeholders work in partnership to address challenges experienced by Pasifika disabled people and their families. (p. 15) | 015= | 002 | 002 | External |
| GDS19–28 (new to the 2020 GDS Index) | 19. Ministry of Health | Influenza Pandemic Plan: A framework for action | Health Sector | August, 2017 | 2017–NK | 193 | Chief Executive only | Influenza Pandemic Action Plan (2010) | Not applicable | Yes, p. 10 | Not applicable | ‘To minimise deaths, serious illness and serious disruption to communities and the economy arising from an influenza pandemic.’ (p. 1) | The approach is to provide a six-phase model of actions: plan for it, keep it out, stamp it out, manage it (pandemic management), manage it post-peak and recover from it (recovery). (p. 9) | 099= | 024 | 024 | External |
| GDS19–29 (new to the 2018 GDS Index) | 19. Ministry of Health | Whāia Te Ao Mārama 2018 to 2022 – The Māori Disability Action Plan | Health Sector | March, 2018 | 2018–2022 | 18 | Other (not Crown or department staff) | Not applicable | Not applicable | Not found | Not applicable | ‘Tāngata whaikaha pursue a good life with support ... Whāia Te Ao Mārama is aligned with the vision and principles of enabling good lives and transforming the disability support system, which offer disabled people greater choice and control over the supports they receive, so that they can plan for the lives they want.’ (pp. 1, 3) | The approach is to work with tāngata whaikaha (Māori with disabilities) to achieve six goals, including participating in the development of health and disability services, participating in their community, and receiving disability support services that are responsive to Te Ao Māori. (p. 8) | 138= | 033 | 033 | External |
| GDS19–30 (new to the 2018 GDS Index) | 19. Ministry of Health | Where I Live; How I Live – Disability Support Services Community Residential Support Services Strategy 2018 to 2020 | Health Sector | March, 2018 | 2018–2020 | 33 | Crown only | Not applicable | Not applicable | Not found | Not applicable | ‘[P]rovide disabled people and their families/whānau with greater choice, control and flexibility, while acknowledging that people’s own experiences will contribute to their level of desire to explore different living choices.’ (p. 16) | The approach is to implement ten actions, including working with the health and disability sector to improve options for attracting and retaining skilled support workers, and ensuring that the recently established guidelines on preventing and managing abuse are implemented effectively. (pp. 20–21) | 110= | 026= | 026= | External |
| GDS19–31 (new to the 2018 GDS Index) | 19. Ministry of Health | Mental Health and Addiction Workforce Action Plan 2017–2021 | Health Sector | April, 2018 | 2017–2021 | 52 | Department staff (other than CE) only | Not applicable | Not applicable | Yes, p. 21 | Not applicable | ‘For the mental health and addiction workforce, ... [this means] enabling people to thrive and experience wellbeing wherever they live and whatever their circumstances.’ (p. vii) | The approach is to focus on four priority areas: a workforce that is focused on people and improved outcomes, a workforce that is integrated and connected across the continuum, a workforce that is competent and capable and a workforce that is the right size and skill mix. (p. viii) | 041= | 011 | 011 | Internal |
| GDS19–32 (new to the 2020 GDS Index) | 19. Ministry of Health | National Poliomyelitis Response Plan for New Zealand | Health Sector | February, 2019 | 2019–NK | 26 | Not signed | Not applicable | Not applicable | Not found | Not applicable | ‘New Zealand [is] ready with a prompt, effective and evidence-based response if a case is imported.’ (p. 1) | The approach is to outline a response plan to a potential outbreak of poliomyelitis (polio) that is tailored towards case, contact and community responses, using a risk-based assessment. (pp. 10–15) | 209= | 047 | 047 | External |
| GDS19–33 (new to the 2020 GDS Index) | 19. Ministry of Health | National Syphilis Action Plan | Health Sector | June, 2019 | 2019–2024 | 16 | Not signed | Not applicable | Not applicable | Not found | Not applicable | ‘[G]uide a coordinated and systematic response to interrupt ongoing transmission of infectious syphilis and to prevent congenital syphilis.’ (p. 4) | The approach is to collaborate with stakeholders across the health sector to respond to a syphilis epidemic through a combination of national actions led by MoH, and regional actions led by DHBs and specialist sexual health services. (pp. 4–5) | 171= | 041 | 041 | External |
| GDS19–34 (new to the 2020 GDS Index) | 19. Ministry of Health | Strategy to Prevent and Minimise Gambling Harm 2019/20 to 2021/22 | Health Sector | June, 2019 | 2019–2021 | 82 | Not signed | Not applicable | Not applicable | Yes, p. 20 | ‘May allocate responsibility for ... [a] strategy to a department’ (see Gambling Act 2003, s 317(1)) and cited in the GDS | ‘Government, the gambling sector, communities and families/ whānau working together to prevent and minimise gambling harm, and to reduce related health inequities.’ (p. 19) | The approach is to address the needs of people with gambling-related issues according to a continuum-of-harm spectrum, to guide the level of intervention and associated funding priorities, working together with DIA, which covers the regulation of gambling activity. (pp. 15–16) | 014 | 001 | 001 | External |
| GDS19–35 (new to the 2020 GDS Index) | 19. Ministry of Health | Every Life Matters – He Tapu te Oranga o ia Tangata – Suicide Prevention Strategy 2019–2029 | Health Sector | September, 2019 | 2019–2029 | 48 | Crown and Chief Executive | Not applicable | Not applicable | Yes, p. 2 | Not applicable | ‘Reduced suicide rate ... Wellbeing for all.’ (p. 2) | Building a strong system for suicide prevention includes focussing on four areas: strengthening national leadership; using evidence and collective knowledge to make a difference; developing the suicide prevention workforce to have capacity and capability to respond; and evaluating and monitoring Every Life Matters. Key to supporting wellbeing is working to increase protective factors and reduce risk factors across the suicide prevention continuum, including promotion, prevention, intervention and postvention. (p. 10) | 085= | 018= | 018= | External |
| GDS19–36 (new to the 2021 GDS Index) | 19. Ministry of Health | Planned Care Strategic Approach: 2019–2024 | Health Sector | September, 2019 | 2019–2024 | 20 | Not signed | Not applicable | Not applicable | Not found | Not applicable | ‘New Zealanders experience timely, appropriate access to quality Planned Care which achieves equitable health outcomes ... [Planned Care] encompasses medical and surgical activity traditionally known as Elective or Arranged services that are delivered by hospitals.’ (pp. 6–7) | The approach focuses on five strategic priorities to set a new direction for planned care services, ensuring improvement of access to, and quality of, planned care within publicly funded resources. The priorities are: understanding planned care needs, balancing national consistency and local needs, simplifying pathways for service users, optimising sector capability and capacity and fit for the future. (p. 8) | 136= | 032 | 032 | External |
| GDS19–37 (new to the 2020 GDS Index) | 19. Ministry of Health | Mahi Aroha: Carers' Strategy Action Plan 2019–2023 (jointly held between MoE, MoH, TPK, MSD and OT) | Health Sector | December, 2019 | 2019–2023 | 40 | Crown only | Not applicable | Not applicable | Not found | Not applicable | ‘An action plan that recognises, values, and supports carers is an investment in New Zealand’s future .’ (p. 6) | The approach is to address key priorities identified by carers and the Government, by creating and implementing five-year action plans. The ongoing issues include the need for respite, support when things are not going well, assistance with the increasing financial pressures of caring, and a desire for greater carer choice and flexibility. (p. 6) | 071= | 015= | 015= | External |
| GDS19–38 (new to the 2020 GDS Index) | 19. Ministry of Health | COVID-19 Health and Disability System Response Plan | Health Sector | April, 2020 | 2020–NK | 37 | Not signed | Not applicable | Not applicable | Not found | Not applicable | ‘Success under this strategy means that COVID-19 is eliminated in New Zealand or reduced to a small number of cases, the large majority of which are “imported” and linked to international travel.’ (p. 2) | The approach is to focus on eight priority populations (including Māori) and eight planning areas (workforce, public health, hospitals, care in the community, laboratories, infection prevention and control, health and disability supply chain, and support for priority population) in accordance with the Government’s COVID-19 elimination strategy. (pp. 2, 12, 19) | 153= | 034= | 034= | External |
| GDS19–39 (new to the 2020 GDS Index) | 19. Ministry of Health | Ola Manuia – Pacific Health and Wellbeing action plan 2020–2025 | Health Sector | June, 2020 | 2020–2025 | 48 | Crown only | Not applicable | Not applicable | Yes, p. 18 | Not applicable | ‘Pacific people lead independent and resilient lives ... live longer in good health ... have equitable health outcomes.’ (p. 17) | The approach is three-fold: to strengthen health knowledge and skills of Pacific people to support informed choices about their health and wellbeing; to change the health and disability system to deliver more responsive, more accessible and high-quality services for Pacific families; and to strengthen actions to create environments that improve health equity for Pacific families. (p. 18) | 021= | 004 | 004 | External |
| GDS19–40 (new to the 2020 GDS Index) | 19. Ministry of Health | Whakamaua – Māori Health Action Plan 2020–2025 | Health Sector | July, 2020 | 2020–2025 | 78 | Crown and Chief Executive | Not applicable | Not applicable | Yes, p. 66 | Not applicable | ‘The overall aim of He Korowai Oranga is Pae ora – healthy futures for Māori ... Whānau ora Healthy families ... Mauri ora Healthy individuals ... Wai ora Healthy environment.’ (p. 18) | The approach is to focus on eight priority areas for action: Māori–Crown partnerships; Māori leadership; Māori health and disability workforce; Māori health sector development; cross-sector action; quality and safety; insights and evidence; and performance and accountability. (p. 27) | 036= | 009= | 009= | External |
| GDS19–41 (new to the 2020 GDS Index) | 19. Ministry of Health | Tā Tātau Rautaki – Our Strategy | Health Sector | October, 2020 | 2020–NK | 1 | Not signed | Not applicable | Not applicable | Yes, p. 1 | Not applicable | ‘A fair, effective and sustainable [health] system that people trust.’ (p. 1) | The approach is to focus on six areas: build capability to engage meaningfully with Māori, work with stakeholders to achieve shared goals, support Māori to succeed, ensure data insights and evidence drive decisions, invest in robust and functional technology, and make the Ministry a great place to work. (p. 1) | 205= | 046 | 046 | Internal |
| GDS19–42 (new to the 2020 GDS Index) | 19. Ministry of Health | Kaiāwhina Workforce Action Plan | Health Sector | November, 2020 | 2020–2025 | 8 | Not signed | Kaiāwhina Workforce Action Plan (2015-2020) | Not applicable | Not found | Not applicable | ‘The moemoeā (vision and dream) of the taonga is to enhance mana and evoke a sense of tino- rangatiratanga for all Kaiāwhina [non-regulated roles in the health and disability sector].’ (p. 2) | The approach is to focus on five key priorities, with each priority supported by a set of key actions: building cultural capability, connecting Kaiāwhina, accelerating new ways of working and ecosystem thinking, creating workforce knowledge and data, and supplying and developing the workforce. (pp. 4–8) | 189= | 044 | 044 | Internal |
| GDS19–43 (new to the 2020 GDS Index) | 19. Ministry of Health | COVID-19: Kia Kaha, Kia Māia, Kia Ora Aotearoa – Psychological and Mental Wellbeing Plan | Health Sector | December, 2020 | 2020–NK | 53 | Department staff (other than CE) only | Not applicable | Not applicable | Yes, p. 7 | Not applicable | ‘The mental wellbeing framework has a vision of: Pae ora (healthy futures): An equitable and thriving Aotearoa in which mental wellbeing is promoted and protected.’ (p. 6) | The approach is to focus on five areas: build the social, cultural and economic foundations for mental wellbeing, foster community-led solutions, equip whānau and individuals to look after their mental wellbeing, expand primary mental health and addiction support in communities, and strengthen specialist services. (pp. 20, 24, 27, 29, 31) | 034= | 007= | 007= | External |
| GDS19–44 (new to the 2021 GDS Index) | 19. Ministry of Health | Kia Manawanui Aotearoa – Long-term pathway to mental wellbeing | Health Sector | August, 2021 | 2021–2031 | 76 | Crown and Chief Executive | Not applicable | Not applicable | Yes, p. 24 | Not applicable | ‘[P]eople and whānau have their basic needs met, know how to strengthen their own mental wellbeing, and live in communities with diverse, well-integrated avenues for support when and where it is needed.’ (p. 8) | The approach is three-fold: a strong government mandate and commitment to transformation; a commitment to a collective approach and joint effort towards a shared vision; and a set of guiding principles that underpin how the Ministry will work, including a strong focus on achieving equity. (p. 32) | 031= | 006 | 006 | External |
| GDS19–45 (new to the 2021 GDS Index) | 19. Ministry of Health | Data and Information Strategy for Health and Disability: Roadmap 2021–2024 | Health Sector | November, 2021 | 2021–2024 | 28 | Not signed | Not applicable | Not applicable | Not found | Not applicable | ‘[C]reate a modern, collaborative, consumer centric and innovative health and disability system.’ (p. 4) | The approach is to provide a two-year road map of actions across five priority areas (data foundations; equity and data sovereignty; consumer participation; people and leadership; and data and information accessibility), to be delivered over three time horizons, guiding national and local level action. (pp. 4, 9, 10) | 181= | 042 | 042 | Internal |
| GDS19–46 (new to the 2021 GDS Index) | 19. Ministry of Health | Data and Information Strategy for Health and Disability – He Rautaki Raraunga, He Rautaki Pārongo mō te Pūnaha Hauora, Whaikaha hoki | Health Sector | November, 2021 | 2021–NK | 40 | Department staff (other than CE) only | Not applicable | Not applicable | Not found | Not applicable | ‘Ensuring people have access to and control of their own health information is essential, as well as making sure quality data is available for evidence-based decision-making ... better data management, governance and transparency.’ (p. 6) | The approach is to focus on five areas: data foundations; equity and data sovereignty; consumer participation; people and leadership; and data accessibility. (pp. 20–33) | 085= | 018= | 018= | Internal |
| GDS19–47 (new to the 2021 GDS Index) | 19. Ministry of Health | COVID-19 Māori Health Protection Plan | Health Sector | December, 2021 | 2021–NK | 48 | Not signed | Not applicable | Not applicable | Not found | Not applicable | ‘[T]o protect the health and wellbeing of whānau, hapū, iwi, and hapori Māori by preventing and mitigating the impacts of COVID-19 on their health and wellbeing.’ (p. 13) | The approach is to focus on increasing vaccination coverage among Māori, and building resilience of Māori health and disability service providers to respond to the Delta variant and manage ongoing impacts of COVID-19. (p. 2) | 065= | 013= | 013= | External |
| GDS19–48 (new to the 2021 GDS Index) | 19. Ministry of Health | Smokefree Aotearoa 2025 Action Plan | Health Sector | December, 2021 | 2021–2025 | 36 | Crown only | Not applicable | Not applicable | Yes, p. 6 | Not applicable | ‘By 2025, daily smoking prevalence is less than five percent for all population groups in New Zealand.’ (p. 6) | The approach is to focus on six areas: ensure Māori leadership and decision-making at all levels; increase health promotion and community mobilisation; increase evidence- based stop smoking services; reduce the addictiveness and appeal of smoked tobacco products; reduce the availability of smoked tobacco products; and ensure manufacturers, importers and retailers meet their legal obligations. (pp. 16–27) | 020 | 003 | 003 | External |
| GDS20–01 (new to the 2020 GDS Index) | 20. Ministry of Housing and Urban Development | Homelessness Action Plan 2020–2023 | Social Services and Community Sector | February, 2020 | 2020–2023 | 63 | Crown only | Not applicable | Not applicable | Not found | Not applicable | ‘Our vision is that homelessness in New Zealand is prevented where possible, or is rare, brief and non-recurring.’ (p. 1) | The approach is to focus on four areas: prevention, supply, support and system enablers. Under each area there are immediate and longer-term actions such as supporting women leaving prison with safe and stable accommodation, and increasing public housing. (pp. 6–12) | 009 | 002 | 002 | External |
| GDS20–02 (new to the 2021 GDS Index) | 20. Ministry of Housing and Urban Development | Public Housing Plan 2021–2024 | Social Services and Community Sector | January, 2021 | 2021–2024 | 6 | Not signed | Public Housing Plan (2018) | Not applicable | Not found | Not applicable | ‘[T]o increase the number of newly built public houses and progressively decrease leases over time.’ (p. 1) | The approach is to identify areas where population growth has exceeded new housing development, leading to rising rents and housing shortfalls. Focus area factors include sharp rise in housing costs, reliance on motels for emergency housing, overcrowding, population increases that have outpaced construction, infrastructure not able to support development and housing deprivation. (p. 5) | 186= | 004 | 025 | External |
| GDS20–03 (new to the 2021 GDS Index) | 20. Ministry of Housing and Urban Development | Te Tauākī Kaupapa Here a te Kāwanatanga mō te Whakawhanake Whare, Tāone anō hoki – Government Policy Statement on Housing and Urban Development | Social Services and Community Sector | September, 2021 | 2021–2051 | 58 | Crown only | Not applicable | Not applicable | Yes, pp. 4–5 | Required (see Kāinga Ora– Homes and Communities Act 2019, s 22) and cited in the GDS | ‘[A] multi-decade system strategy for housing and urban development. It will inform, influence and align activity across the system to respond to the challenges we face ... Everyone in Aotearoa New Zealand lives in a home, and within a community that meets their needs and aspirations.’ (pp. 5, 6) | The approach is to focus on six areas: ensure more affordable homes are built; ensure houses meet needs; enable people into stable, affordable homes; support whānau to have safe, healthy affordable homes with secure tenure; re-establish housing’s primary role as a home rather than a financial asset; and plan and invest in our places. (p. 24) | 002 | 001 | 001 | External |
| GDS20–04 (new to the 2021 GDS Index) | 20. Ministry of Housing and Urban Development | MAIHI Ka Ora – The National Māori Housing Strategy 2021–2051 (jointly held between HUD and TPK) | Social Services and Community Sector | September, 2021 | 2021–2051 | 46 | Crown only | Not applicable | Not applicable | Not found | Not applicable | ‘It sets an expectation of cohesion across government agencies to accelerate Māori housing and wellbeing outcomes.’ (p. 9) | The approach is to focus on six areas: Māori– Crown partnerships, Māori-led local solutions, Māori housing supply, Māori housing support, Māori housing system, and Māori housing sustainability. (p. 17) | 017= | 003 | 003 | External |
| GDS21–01 (new to the 2018 GDS Index) | 21. Ministry of Justice | Our Māori Strategy – Te Haerenga | Justice Sector | September, 2017 | 2017–2022 | 17 | Chief Executive only | Not applicable | Not applicable | Not found | Not applicable | ‘[O]verarching organisational strategy that brings greater coordination and focus for our work with Māori and iwi and hapū ... Our target is to reduce Māori reoffending by 25% by 2025.’ (pp. iii, 3) | The approach is to build on three pou (posts) – MoJ, the Crown and non-Crown agencies, and iwi/Māori – and to focus on five areas: organisational capability, service design and delivery, policy development and advice, inter-agency collaboration and iwi/Māori relationships. (p. 6) | 141= | 001 | 004= | Internal |
| GDS22–01 (new to the 2020 GDS Index) | 22. Ministry of Māori Development—Te Puni Kōkiri | Maihi Karauna – The Crown’s Strategy for Māori Language Revitalisation 2019–2023 | Māori Affairs Sector | February, 2019 | 2019–2023 | 48 | Crown only | Not applicable | Not applicable | Yes, p. 21 | Required (see Te Ture mō Te Reo Māori 2016 – Māori Language Act 2016, s 10) and cited in the GDS | ‘[T]he revitalisation of te reo Māori ... By 2040, 85 per cent of New Zealanders (or more) will value te reo Māori as a key element of national identity ... By 2040, one million New Zealanders (or more) will have the ability and confidence to talk about at least basic things in te reo Māori ... By 2040, 150,000 Māori aged 15 and over will use te reo Māori as much as English.’ (pp. 7, 11–14) | The approach is for government, in partnership with Māori, to advance the revitalisation of te reo Māori by increasing its value and demand, improving learning capabilities, and providing opportunities to engage in its use in conjunction with the Maihi Māori strategy. This includes preparing a full cross-government implementation plan by September 2019 and reviewing the strategy before it expires in 2023. (p. 37) | 006= | 001 | 001 | External |
| GDS22–02 (new to the 2020 GDS Index) | 22. Ministry of Māori Development—Te Puni Kōkiri | Mahi Aroha: Carers' Strategy Action Plan 2019–2023 (jointly held between MoE, MoH, TPK, MSD and OT) | Māori Affairs Sector | December, 2019 | 2019–2023 | 40 | Crown only | Not applicable | Not applicable | Not found | Not applicable | 'An action plan that recognises, values, and supports carers is an investment in New Zealand’s future .’ (p. 6) | The approach is to address key priorities identified by carers and the Government, by creating and implementing five-year action plans. The ongoing issues include the need for respite, support when things are not going well, assistance with the increasing financial pressures of caring, and a desire for greater carer choice and flexibility. (p. 6) | 071= | 003 | 003 | External |
| GDS22–03 (new to the 2021 GDS Index) | 22. Ministry of Māori Development—Te Puni Kōkiri | MAIHI Ka Ora – The National Māori Housing Strategy 2021–2051 (jointly held between HUD and TPK) | Māori Affairs Sector | September, 2021 | 2021–2051 | 46 | Crown only | Not applicable | Not applicable | Not found | Not applicable | ‘It sets an expectation of cohesion across government agencies to accelerate Māori housing and wellbeing outcomes.’ (p. 9) | The approach is to focus on six areas: Māori– Crown partnerships, Māori-led local solutions, Māori housing supply, Māori housing support, Māori housing system, and Māori housing sustainability. (p. 17) | 028= | 002 | 002 | External |
| GDS22–04 (new to the 2021 GDS Index) | 22. Ministry of Māori Development—Te Puni Kōkiri | Māori Housing Investment Strategy 2018–19 to 2020–21 | Māori Affairs Sector | NK, 2018 | 2018–2021 | 13 | Crown only | Māori Housing Network Investment Strategy (2015) | Not applicable | Yes, p. 12 | Not applicable | ‘[T]o target its kāinga investment to support the aspirations and needs of whānau, hapū and iwi over the next three years.’ (p. 2) | The approach is to focus on three key areas: improving the quality of housing for whānau; supporting papakāinga (Māori land) development and activities to help Māori into affordable housing; and building the capability of whānau, hapū and iwi, and rōpū, to respond to Māori housing aspirations. (p. 12) | 106= | 004 | 004 | External |
| GDS23–01 (new to the 2014 GDS Index) | 23. Ministry of Social Development | Youth Development Strategy Aotearoa | Social Services and Community Sector | January, 2002 | 2002–NK | 52 | Crown only | Not applicable | Not applicable | Not found | Not applicable | ‘All young people have opportunities to establish positive connections to their key social environments ... Government policy and practice reflect a positive youth development approach ... All young people have access to a range of youth development opportunities.’ (p. 8) | The approach is to adopt a goals framework, outlining a list of actions to achieve each of the four goals identified. Examples of actions include: promoting youth-led initiatives that educate and inform young people about the importance of strong connections to the key social environments, and encouraging training for young people on boards of trustees and student councils. (pp. 25–39) | 131= | 012= | 017= | External |
| GDS23–02 (new to the 2018 GDS Index) | 23. Ministry of Social Development | Disability Strategy 2016–2026 (jointly held between MoH and MSD) | Social Services and Community Sector | November, 2016 | 2016–2026 | 52 | Crown only | Disability Strategy (2001), originally held by MoH | Not applicable | Yes, pp. 8, 22 | Required (see New Zealand Public Health and Disability Act 2000, s 8(2)) and cited in the GDS | ‘New Zealand is a non- disabling society – a place where disabled people have an equal opportunity to achieve their goals and aspirations, and all of New Zealand works together to make this happen.’ (p. 6) | The approach is to use a dual pathway strategy to achieve the eight desired outcomes. For example, outcome 8 is leadership, and actions include that disabled people are recognised as experts in their own lives and people in leadership roles in the public, private and not-for-profit Sectors will be supported to see themselves as allies to the disability community. The strategy also contains a detailed timeline. (pp. 39, 46) | 024= | 001 | 004 | External |
| GDS23–03 (new to the 2018 GDS Index) | 23. Ministry of Social Development | Employment and Social Outcomes Investment Strategy | Social Services and Community Sector | October, 2018 | 2018–2022 | 32 | Not signed | Not applicable | Not applicable | Not found | Not applicable | ‘[T]o achieve the best possible employment and social outcomes for people receiving, or who are likely to receive, a working-age benefit.’ (p. 7) | The approach is to focus on seven priority areas: increasing effectiveness of support to enhance the employment potential of young people; embedding approaches that are more effective for Māori into all services; increasing effectiveness of employment support for people with health conditions or disabilities; expanding employment support to all clients with dependent children; improving the sustainability of employment outcomes; better aligning education and training towards sustainable employment; and enhancing the regional focus to better support regional employment growth opportunities. (pp. 14–27) | 150= | 016 | 021 | External |
| GDS23–04 (new to the 2018 GDS Index) | 23. Ministry of Social Development | New Zealand Sign Language Strategy 2018–2023 | Social Services and Community Sector | October, 2018 | 2018–2023 | 25 | Crown only | Not applicable | Not applicable | Not found | Not applicable | ‘[T]o enable Deaf and other NZSL users to learn and use NZSL naturally within a community of users, contributing significantly to its survival, sustainability and vitality.’ (p. 5) | The approach is to focus on five internationally recognised language planning priorities: acquisition (the learning of a language by children and adults); use/access (the ability to use a language in any or all domains of society, including within whānau); attitude (the beliefs and opinions of language users and others towards that language); documentation (the systematic recording of language use for research and reference); and status (how a language is regarded by its users and others). (pp. 12–16) | 085= | 007 | 012 | External |
| GDS23–05 (new to the 2020 GDS Index) | 23. Ministry of Social Development | Te Pae Tata Māori Strategy and Action Plan | Social Services and Community Sector | June, 2019 | 2019–NK | 28 | Chief Executive only | Not applicable | Not applicable | Not found | Not applicable | ‘To embed a Māori world view into our organisation that will honour our commitment as a Te Tiriti o Waitangi partner and prioritise the needs of whānau.’ (p. 7) | The approach is to focus on three key shifts: mana manaaki (a positive experience every time – earning the respect and trust of Māori); kotahitanga (partnering for greater impact – forming genuine partnerships with Māori; and kia takatū tātou (supporting long term social and economic development – supporting Māori aspirations). (p. 11) | 149 | 015 | 020 | Internal |
| GDS23–06 (new to the 2020 GDS Index) | 23. Ministry of Social Development | Family Violence Funding Approach | Social Services and Community Sector | July, 2019 | 2019–2022 | 26 | Not signed | Not applicable | Not applicable | Not found | Not applicable | ‘[A] future where providers are sustainably funded and services are whānau- centred, outcomes- focused and integrated.’ (p. 4) | The approach is to focus on four priorities: having a whānau-centred approach to service delivery; setting sights on long-term recovery; giving communities universal support, how and when they need it; and giving regions more support. (pp. 15–18) | 110= | 010 | 015 | External |
| GDS23–07 (new to the 2020 GDS Index) | 23. Ministry of Social Development | Pacific Prosperity: Our People, Our Solutions, Our Future | Social Services and Community Sector | October, 2019 | 2019–NK | 24 | Crown only | Not applicable | Not applicable | Not found | Not applicable | ‘To rejuvenate the Ministry’s delivery and engagement of services for Pacific peoples, families and communities, so they are safe, thrive and flourish in Aotearoa.’ (p. 13) | The approach is to focus on three communities: Pacific peoples and families; staff and people who are providing services on behalf of the Ministry; and communities. Examples of actions include improving access to healthy and sustainable housing; improving current information capture, reporting and sharing processes; and better articulating the meaning of a ‘Pacific provider service’. (pp. 18–19) | 170 | 017 | 022 | Internal |
| GDS23–08 (new to the 2020 GDS Index) | 23. Ministry of Social Development | Better Late Life – He Oranga Kaumātua 2019 to 2034 – Super Seniors | Social Services and Community Sector | November, 2019 | 2019–2034 | 20 | Crown only | Positive Ageing Strategy (2001) | Not applicable | Not found | Not applicable | ‘New Zealand embraces the opportunities that an ageing population and longevity brings.’ (p. 2) | The approach is to focus on five key areas, and within each area, a set of goals and actions. The areas are achieving financial security and economic participation; promoting healthy ageing and improving access to services; creating diverse housing choices and options; enhancing opportunities for participation and social connection; and making environments accessible. (p. 11) | 036= | 003 | 006= | External |
| GDS23–09 (new to the 2020 GDS Index) | 23. Ministry of Social Development | Disability Action Plan 2019–2023 | Social Services and Community Sector | November, 2019 | 2019–2023 | 12 | Not signed | Disability Action Plan (2014–2018) | Not applicable | Yes, pp. 8-9 | Not applicable | ‘To deliver the eight outcomes in the New Zealand Disability Strategy 2016–2026.’ (p. 3) | The approach is to develop work programmes, and work with government agencies and their partners. All parties are expected to be responsive to the needs and potential of all disabled people, including Māori; Pacific peoples; women and girls; disabled people with complex needs; and whānau. (pp. 4–5) | 181= | 018 | 024 | External |
| GDS23–10 (new to the 2020 GDS Index) | 23. Ministry of Social Development | Mahi Aroha: Carers' Strategy Action Plan 2019–2023 (jointly held between MoE, MoH, TPK, MSD and OT) | Social Services and Community Sector | December, 2019 | 2019–2023 | 40 | Crown only | Not applicable | Not applicable | Not found | Not applicable | ‘An action plan that recognises, values, and supports carers is an investment in New Zealand’s future .’ (p. 6) | The approach is to address key priorities identified by carers and the Government, by creating and implementing five-year action plans. The ongoing issues include the need for respite, support when things are not going well, assistance with the increasing financial pressures of caring, and a desire for greater carer choice and flexibility. (p. 6) | 071= | 004 | 008= | External |
| GDS23–11 (new to the 2021 GDS Index) | 23. Ministry of Social Development | Campaign for Action on Family Violence: Framework for change 2019–2023 | Social Services and Community Sector | June, 2020 | 2019–2023 | 44 | Crown only | Not applicable | Not applicable | Yes, pp. 9 - 10 | Not applicable | ‘A safer New Zealand, where more men are violence free.’ (p. 9) | The approach is to motivate and support long- term behaviour change and prevent intimate partner violence by disrupting and addressing some of the factors that are identified as root causes or drivers of harm, or are reinforcing factors. (p. 9) | 138= | 014 | 019 | External |
| GDS23–12 (new to the 2021 GDS Index) | 23. Ministry of Social Development | E Tū Whānau Mahere Rautaki: Framework for Change 2019–2024 | Social Services and Community Sector | June, 2020 | 2019–2024 | 64 | Crown only | E Tu Whānau Programme of Action for Addressing Family Violence 2013 – 2018 (2013) | Not applicable | Not found | Not applicable | ‘Whānau are self- managing and resilient ... connected and feel like they belong ... have positive relationships in Te Ao Māori ... feel safe in their homes and communities ... are living healthy lifestyles ... are strengthened and participating in society [and] ... have increased economic independence and rangatiratanga.’ (p. 11) | The approach is for MSD to support kaupapa Māori approaches: Te mana kaha o te whānau (power and strength of whānau), honouring and invoking Māori principles/values (culturally responsive engagement/delivery), community-led solutions and action supported by government, and drawing on indigenous knowledge and evidence. (p. 4) | 028= | 002 | 005 | External |
| GDS23–13 (new to the 2021 GDS Index) | 23. Ministry of Social Development | Pathways for Change 2019–2023 | Social Services and Community Sector | June, 2020 | 2019–2023 | 51 | Crown only | Not applicable | Not applicable | Yes, pp. 4-5 | Not applicable | ‘Pacific families and communities are safe, resilient and enjoy wellbeing.’ (p. 9) | The approach is to support Pasifika community groups to identify their own issues and solutions, lead positive change and strengthen their capabilities to achieve these goals. (pp. 28–29) | 078= | 005 | 010 | External |
| GDS23–14 (new to the 2021 GDS Index) | 23. Ministry of Social Development | Elder Abuse in Aotearoa 2020 | Social Services and Community Sector | July, 2020 | 2020–NK | 25 | Not signed | Not applicable | Not applicable | Not found | Not applicable | ‘[A]n Aotearoa where older people are supported to live abuse free and the prevalence of elder abuse and neglect is reduced. We also want all people who need and want help with elder abuse to be able to access support.’ (p. 10) | The approach is for the strategy to be implemented in three phases, focusing first on stabilising, then strengthening, and finally growing the response services to deliver on long term and sustainable solutions to reduce the occurrence of elder abuse. (p. 13) | 099= | 009 | 014 | External |
| GDS23–15 (new to the 2020 GDS Index) | 23. Ministry of Social Development | Working Matters: An Action Plan to ensure disabled people and people with health conditions have an equal opportunity to access employment | Social Services and Community Sector | July, 2020 | 2020–2022 | 15 | Crown only | Not applicable | Not applicable | Not found | Not applicable | ‘[T]o help ensure disabled people and people with health conditions have an equal opportunity to access good work.’ (p. 14) | The approach is to focus on three objectives (supply, match, and demand) and to implement a range of specific actions. Areas of action identified are: education and training, apprenticeships and internships, referral pathways, employment services, partnerships with employers, information, workplace health and safety, state sector exemplars and future of work. (p. 14) | 098 | 008 | 013 | External |
| GDS23–16 (new to the 2020 GDS Index) | 23. Ministry of Social Development | Youth Plan 2020–2022 | Social Services and Community Sector | July, 2020 | 2020–2022 | 28 | Crown only | Not applicable | Not applicable | Not found | Not applicable | ‘[T]o mitigate the impacts of COVID-19 for rangatahi. [young people].’ (p. 3) | The approach is to focus on the perspectives, experiences and outcomes of four priority groups aged 17–24: rangatahi Māori, Pacific young people, rainbow young people and disabled young people. The actions aim to connect rangatahi to people, places or activity. (pp. 7–8) | 081= | 006 | 011 | External |
| GDS23–17 (new to the 2020 GDS Index) | 23. Ministry of Social Development | Social Sector Commissioning | Social Services and Community Sector | August, 2020 | 2020–NK | 34 | Crown only | Not applicable | Not applicable | Not found | Not applicable | ‘An effective and sustainable social sector ... The social sector is a diverse collection of organisations delivering and funding social services across the country, with a shared goal of improving wellbeing and equity of outcomes.’ (pp. 2, 4) | The approach is to implement 10 actions, which have been grouped under two objectives: working to improve the sustainably and transparency of funding, and working to support choice, partnership and learning. (pp. 30–31) | 131= | 012= | 017= | Internal |
| GDS23–18 (new to the 2021 GDS Index) | 23. Ministry of Social Development | Better Later Life Action Plan – He Oranga Kaumātua: Action plan 2021–2024 | Social Services and Community Sector | September, 2021 | 2021–2024 | 28 | Crown only | Not applicable | Not applicable | Not found | Not applicable | Support ‘older workers to use their skills and experience and [enable] employers to build a resilient, multigenerational workforce ... [ensure] there are a wide range of safe, secure and affordable options that meet older peoples’ needs ... [enable] older people to embrace technology and [ensure] everyone can access essential services.’ (p. 9) | The approach is to prioritise employment for older workers to enhance financial security and greater participation in the economy; increase supply of accessible, safe and affordable housing for older people; and increase digital inclusion so older people can access public services and have social connections. (pp. 18–22) | 127= | 011 | 016 | External |
| GDS24–01 (new to the 2014 GDS Index) | 24. Ministry of Transport | National Airspace Policy of New Zealand | Economic Development and Infrastructure Sector | April, 2012 | 2012–NK | 10 | Crown only | Not applicable | Not applicable | Not found | Not applicable | ‘[P]romote a safe and capable airspace and air navigation system both within New Zealand and the international airspace it manages, that measures up to international safety standards and best practices, and contributes to economic growth through efficiency gains.’ (p. 7) | The approach is for the Civil Aviation Authority to develop a National Airspace and Air Navigation Plan. Aspects to be incorporated in the planning process include the airspace classification and designation, air traffic management, communications/navigation/ surveillance, meteorology, aerodromes, and aeronautical information management. (pp. 3, 6) | 189= | 009 | 029 | External |
| GDS24–02 (new to the 2018 GDS Index) | 24. Ministry of Transport | International Air Transport Policy | Economic Development and Infrastructure Sector | August, 2012 | 2012–NK | 3 | Not signed | Not applicable | Not applicable | Not found | Not applicable | ‘[P]utting in place reciprocal open skies agreements, except where it is not in the best interests of the country as a whole.’ (p. 1) | The approach is to continue to engage in multilateral and regional initiatives where these are consistent with the thrust of the policy, including enhancing links at a regional level with the Association of Southeast Asian Nations (ASEAN), and continuing to monitor aero-political and commercial developments to assess when a resumption of negotiations with the European Commission might prove desirable. (p. 3) | 218 | 010 | 031 | External |
| GDS24–03 (new to the 2018 GDS Index) | 24. Ministry of Transport | Framework for Shaping our Transport System | Economic Development and Infrastructure Sector | June, 2018 | 2018–NK | 8 | Not signed | Not applicable | Not applicable | Not found | Not applicable | ‘The purpose of the transport system is to improve people’s wellbeing, and the liveability of places.’ (p. 3) | The approach is to focus on five areas: inclusive access, economic prosperity, healthy and safe people, environmental sustainability, and resilience and security. (pp. 4–6) | 171= | 007 | 024= | External |
| GDS24–04 (new to the 2020 GDS Index) | 24. Ministry of Transport | Taking Flight: An Aviation System for the Automated Age [Drone Integration Paper] | Economic Development and Infrastructure Sector | July, 2019 | 2019–NK | 19 | Not signed | Not applicable | Not applicable | Not found | Not applicable | ‘Our vision is to enable a thriving, innovative and safe drone sector.’ (p. 1) | The approach is to focus on four building blocks to achieve safe drone integration. The four building blocks are: regulation; funding and investment; infrastructure and technology (such as transponders, ground stations, transport connections and drone ports); and research and development. Each building block is to have proposed actions and timeframes. (pp. 10–11) | 120= | 006 | 015 | External |
| GDS24–05 (new to the 2021 GDS Index) | 24. Ministry of Transport | Hei Arataki – Ministry of Transport Māori Strategy | Economic Development and Infrastructure Sector | September, 2019 | 2019–2023 | 1 | Not signed | Not applicable | Not applicable | Not found | Not applicable | ‘A transport system that enables Māori to flourish.’ (p. 1) | The approach focuses on three goals: strengthen the cultural capabilities of staff so they can better engage with Māori partners, form long-lasting partnerships, and embed tikanga Māori into policy design and advice to deliver outcomes for Māori. (p. 1) | 188 | 008 | 028 | Internal |
| GDS24–06 (new to the 2020 GDS Index) | 24. Ministry of Transport | Road to Zero – New Zealand's Road Safety Strategy 2020–2030 | Economic Development and Infrastructure Sector | December, 2019 | 2020–2030 | 68 | Crown only | Safer Journeys: Road Safety Strategy 2010–2020 (2010) and Safer Journeys: Action Plan 2016–2020 (2016) | Not applicable | Yes, p. 6 | Not applicable | ‘[N]o one is killed or seriously injured in road crashes. It is based on Vision Zero – a global movement that has seen significant decreases in road trauma in Sweden, New York and parts of Australia.’ (p. 20) | The approach is to aim for a 40 percent reduction in deaths and serious injuries by 2030. The target will be achieved by focusing on five key areas: infrastructure improvements and speed management; vehicle safety; work-related road safety; road user choices; and system management. This strategy will be supported by a series of action plans over the next 10 years. (pp. 5, 7) | 001 | 001 | 001 | External |
| GDS24–07 (new to the 2020 GDS Index) | 24. Ministry of Transport | Transport Evidence Base Strategy | Economic Development and Infrastructure Sector | December, 2019 | 2019–2022 | 52 | Chief Executive only | Transport Research Strategy (2016) | Not applicable | Not found | Not applicable | ‘Ensure the transport sector has the right data, information, research and evaluation to deliver an evidence-based transport system that improves wellbeing and liveability.’ (p. 9) | The approach is to integrate previous strategies and focus on five enablers (improve access, improve governance, invest in the right activities, facilitate collaboration and develop capacity and capability). The intention is to apply all five enablers across the domain plan, the research strategy and the evaluation strategy. Both the domain plan and the research strategy have been incorporated into this strategy (they were separate strategies that have since been archived). (p. 9) | 052= | 005 | 007= | External |
| GDS24–08 (new to the 2021 GDS Index) | 24. Ministry of Transport | Government Policy Statement on Land Transport 2021/22–2030/31 | Economic Development and Infrastructure Sector | September, 2020 | 2021–2030 | 59 | Crown only | Government Policy Statement on Land Transport (2018) | Not applicable | Not found | Required (see Land Transport Management Act 2003, s 66) and cited in the GDS | ‘A transport system that improves wellbeing and liveability.’ (p. 5) | The approach is to focus on four strategic priorities: safety, better travel options, improving freight connections and climate change. The strategy sets out a summary of key policy direction documents. (pp. 6, 48) | 008 | 002 | 002 | External |
| GDS24–09 (new to the 2020 GDS Index) | 24. Ministry of Transport | Maritime Security Strategy | Economic Development and Infrastructure Sector | December, 2020 | 2020–NK | 40 | Chief Executive only | Not applicable | Not applicable | Yes, p. 5 | Not applicable | ‘A maritime security sector that secures New Zealand’s significant maritime economic, cultural and environmental interests, and is better able to deter adversaries, reduce harm to New Zealand communities and exert effective Kaitiakitanga (guardianship) of the sea.’ (p. 5) | The approach is based on four mutually reinforcing and overlapping pillars: understand, engage, prevent and respond. Together they guide how the sector and maritime security will prioritise operational activity and direct investment. They have also developed three core implementation priorities: enabling the comprehensive multi-agency approach; establishing sector planning and assessment expectations; and allocating resources to support the strategy’s investment priorities. (pp. 17, 29) | 011= | 003 | 003 | External |
| GDS24–10 (new to the 2021 GDS Index) | 24. Ministry of Transport | Rail Plan | Economic Development and Infrastructure Sector | April, 2021 | 2021–2031 | 48 | Crown only | Not applicable | Not applicable | Not found | Not applicable | ‘[T]o provide modern transit systems in our largest cities, and to enable increasing volumes of freight to be moved by rail.’ (p. 4) | The approach is to establish a new long-term planning and funding framework under the Land Transport Management Act 2003. Key investment priorities include investing in the national rail network, the metropolitan rail and regional development. (pp. 20–41) | 015= | 004 | 004 | External |
| GDS25-01 (new to the 2021 GDS Index) | 25. New Zealand Customs Service | Information Management Strategy 2021 – 2024 | External Sector | September, 2021 | 2021–2024 | 24 | Not signed | Not applicable | Not applicable | Yes, p. 9 | Not applicable | ‘Information is: Digitally managed by design in a safe, secure environment. Collected once. Easy to find, accessible, used to its maximum potential, in a minimum of systems, managed as a strategic asset, seamlessly and reliably.’ (p. 13) | The approach is to improve information management by developing a framework to shape initiatives and projects that support business needs and legal obligations. (p. 10) | 104= | 001 | 006 | Internal |
| GDS26–01 (new to the 2021 GDS Index) | 26. New Zealand Security Intelligence Service | Diversity and Inclusion Strategy 2021–2025 (jointly held between GCSB and NZSIS) | Finance and Government Administration Sector | July, 2021 | 2021–2025 | 19 | Chief Executive only | Diversity and Inclusion Strategy 2017–2020 (2018) | Not applicable | Not found | Not applicable | ‘Our workforce and work environment reflects the diversity of New Zealand, where our collective diversity is celebrated and embraced.’ (p. 6) | The approach is to focus on increasing diversity in recruitment and the workforce, particularly in senior leadership positions, to ensure the environment is inclusive and diverse. (pp. 16–19) | 024= | 001 | 004= | Internal |
| GDS27–01 (new to the 2014 GDS Index) | 27. Oranga Tamariki – Ministry for Children | Children’s Action Plan | Social Services and Community Sector | October, 2012 | 2012–2017 | 16 | Not signed | Not applicable | Ministry of Social Development | Not found | Not applicable | ‘New Zealanders want to know what action is being taken to protect children and when each milestone will be achieved ... The Children’s Action Plan provides this framework.’ (p. 1) | The approach is to act early through better reporting, easier ways to raise concerns, clarity on society’s expectations of parents, and advice on how to spot child abuse and neglect. (p. 3) | 205= | 004 | 026 | External |
| GDS27–02 (new to the 2018 GDS Index) | 27. Oranga Tamariki – Ministry for Children | Youth Justice Work Programme 2013–2023 (previously called Youth Crime Action Plan) | Social Services and Community Sector | October, 2013 | 2013–2023 | 72 | Crown only | Youth Offending Strategy (2002) | Ministry of Justice (previously called Youth Crime Action Plan) | Not found | Not applicable | ‘[T]he target is a 25% reduction in youth appearing before the Youth Court by 2017.’ (p. 4) | The approach is to collaborate across agencies and communities and build on previous strategies concerning youth crime. The strategy also sets out best practice measures for the next ten years. (p. 4) | 036= | 001 | 006= | External |
| GDS27–03 (new to the 2020 GDS Index) | 27. Oranga Tamariki – Ministry for Children | Mahi Aroha: Carers' Strategy Action Plan 2019–2023 (jointly held between MoE, MoH, TPK, MSD and OT) | Social Services and Community Sector | December, 2019 | 2019–2023 | 40 | Crown only | Not applicable | Not applicable | Not found | Not applicable | ‘An action plan that recognises, values, and supports carers is an investment in New Zealand’s future .’ (p. 6) | The approach is to address key priorities identified by carers and the Government, by creating and implementing five-year action plans. The ongoing issues include the need for respite, support when things are not going well, assistance with the increasing financial pressures of caring, and a desire for greater carer choice and flexibility. (p. 6) | 071= | 002 | 008= | External |
| GDS27–04 (new to the 2021 GDS Index) | 27. Oranga Tamariki – Ministry for Children | Future Direction Action Plan | Social Services and Community Sector | September, 2021 | 2021–2023 | 7 | Not signed | Not applicable | Not applicable | Not found | Not applicable | 'All children are safe, loved and nurtured by whānau, hapū, and iwi, supported by thriving communities.’ (p. 3) | The approach is to focus on five key areas: organisational blueprint; people and culture; relationships, partnering and decision-making; social work practice; and data, insights and evidence. (p. 4) | 171= | 003 | 023 | Internal |
| GDS28–01 (new to the 2014 GDS Index) | 28. Public Service Commission (previously the State Services Commission) | Leadership Strategy for the State Services | Finance and Government Administration Sector | November, 2013 | 2013–2016 | 10 | Not signed | Not applicable | Not applicable | Not found | Required (see Public Service Act 2020, s 61 and s 63(2)) and cited in the GDS | ‘[A] trusted, engaged and high performing State Services that improves the lives of New Zealanders by delivering outstanding results and value for money.’ (p. 5) | The approach over the next three years is to focus on building capability at both ends of the leadership pipeline by developing the most talented people for senior leadership roles and system critical key positions, and supporting graduates and emerging leaders to build their careers across the State Services. (p. 7) | 141= | 002 | 017 | Internal |
| GDS28–02 (new to the 2018 GDS Index) | 28. Public Service Commission | Open Government Partnership: National Action Plan 2016–18 | Finance and Government Administration Sector | October, 2016 | 2016–2018 | 22 | Chief Executive only | Not applicable | Not applicable | Not found | Not applicable | ‘[M]aking government more open, more transparent and more focused on the needs of New Zealanders.’ (p. 4) | The approach is to identify targeted, discrete pieces of work that will make a difference to openness, transparency and accountability and will help foster greater public participation in government. Examples include: further opening up of the government budgeting process; enhancing access to government-held data; improving how government engages with people in developing and delivering on OGP commitments; and supporting the development of sound policy practices (including how government engages with people around issues that matter to them). (p. 9) | 110= | 001 | 013= | External |
| GDS28–03 (new to the 2021 GDS Index) | 28. Public Service Commission | Kia Toipoto – Public Service Action Plan 2021–2024 | Finance and Government Administration Sector | November, 2021 | 2021–2024 | 5 | Not signed | Not applicable | Not applicable | Not found | Not applicable | ‘Making substantial progress towards closing gender, Māori, Pacific, and ethnic pay gaps. Accelerating progress for wāhine Māori, Pacific women, and women from ethnic communities. Creating fairer workplaces for all, including disabled people and members of rainbow communities.’ (p. 3) | The approach is to prioritise transparency in agencies, ensure equal pay through monitoring, encourage gender and ethnic representation and leadership in the workplace, support career pathways and equitable progression opportunities, eliminate all forms of bias and discrimination in human resource systems, and allow access to flexible-by-default working without affecting pay or progression. (p. 4) | 213 | 003 | 023 | External |
| GDS30–01 (new to the 2014 GDS Index) | 30. Statistics New Zealand | Transforming the New Zealand Census of Population and Dwellings | Finance and Government Administration Sector | April, 2012 | 2012–2030 | 45 | Not signed | Not applicable | Not applicable | Not found | Not applicable | ‘[T]o produce census- type information from administrative sources, rather than by the current census approach, which takes a survey of the whole population.’ (p. 39) | The approach is a four-phase approach over time to manage the high level of risk and to ensure continued production of quality population statistics. The strategy includes a proposed transforming census timeline up to the 2020 election, a detailed plan (see Appendix 4) and a promise of a review report in 2025 at the earliest. The short-term focus is on modernising the current census model to create efficiencies and reduce operational costs. (pp. 5, 18, 39, 42) | 046= | 001 | 007 | External |
| GDS30–02 (new to the 2021 GDS Index) | 30. Statistics New Zealand | Government Data Strategy and Roadmap 2021 | Finance and Government Administration Sector | August, 2021 | 2021–2024 | 15 | Chief Executive only | Data Strategy and Roadmap For New Zealand (2018) | Not applicable | Yes, p. 26 | Not applicable | ‘[P]rovides a shared direction and plan for Aotearoa New Zealand’s government data system.’ (p. 6) | The approach is to focus on four areas: investing in making the right data available; growing capability and good practice; building partnerships; and implementing open and transparent practices. The focus areas are to guide key initiatives over the next three to five years. (p. 11) | 099= | 002 | 012 | Internal |
| GDS32–01 (new to the 2018 GDS Index) | 32. The Treasury | Thirty Year New Zealand Infrastructure Plan | Finance and Government Administration Sector | August, 2015 | 2015–2045 | 86 | Crown only | Not applicable | Not applicable | Yes, p. 9 | Required (see New Zealand Infrastructure Commission/ Te Waihanga Act 2019, s 12 and s 13) but not cited in the GDS (the GDS was published in 2015) | ‘By 2045 New Zealand’s infrastructure is resilient and coordinated and contributes to a strong economy and high living standards.’ (p. 11) | The approach is to focus on developing a better understanding of the type and nature of services to deliver in the future, improving the management of existing assets, and ensuring the right settings are in place to make better investment decisions in the future. (p. 46) | 044= | 002 | 006 | External |
| GDS32–02 (new to the 2018 GDS Index) | 32. The Treasury | He Puna Hao Pātiki – 2018 Investment Statement: Investing for Wellbeing | Finance and Government Administration Sector | March, 2018 | 2018–2022 | 192 | Chief Executive only | Investment Statement: Managing the Crown’s Balance Sheet (2014) | Not applicable | Not found | Required (see Public Finance Act 1989, s 26NA) and cited in the GDS | ‘[L]inking balance sheet management to wellbeing, using the organising principles from the Treasury’s Living Standards Framework.’ (p. 5) | The approach is to further develop analytical tools to contribute to wellbeing outcomes, and the institutional arrangements to support agencies to work together towards greater wellbeing. They also plan to do further work, along with others, on the Living Standards Framework, to ensure it supports more comprehensive government accounting, performance and project assessment and reporting. (p. 180) | 153= | 003 | 018 | External |
| GDS32–03 (new to the 2021 GDS Index) | 32. The Treasury | He Tirohanga Mokopuna 2021 – Combined Statement on the Long-term Fiscal Position and Long-term Insights Briefing | Finance and Government Administration Sector | September, 2021 | 2021–2061 | 93 | Chief Executive only | He Tirohanga Mokopuna – 2016 Statement on the Long-term Fiscal Position (2016) | Not applicable | Not found | Required (see Public Finance Act 1989, s 26I) and cited in the GDS | ‘[A]nalyse key trends and their potential long-term fiscal impacts directly alongside a range of policy options available to address them.’ (p. 4) | The approach is not to make policy recommendations on the ‘optimal’ policy option or package of options required to manage NZ’s fiscal sustainability challenge, but to share this information for consideration and analysis by future governments. (p. 41) | 017= | 001 | 003 | External |