New Zealand’s strategy for a digital public service

The Strategy for a Digital Public Service outlines a transformative approach to modernising the New Zealand public service. It aims to ensure that government services are accessible, efficient, and centered around the needs of individuals rather than bureaucratic structures. By embracing digital transformation, the strategy envisions a public sector that is more responsive, transparent, and capable of adapting to the evolving needs of New Zealanders.

The need for change

New Zealand’s public service operates in a rapidly evolving world where people expect seamless interactions with government agencies, similar to their experiences with private sector services. Traditional government structures often require individuals to navigate multiple agencies, repeating their information and struggling with complex bureaucratic processes. This inefficiency not only frustrates citizens but also limits the government’s ability to address broader social, economic, and environmental challenges.

The digital age presents an opportunity to overcome these limitations by streamlining services, integrating technology into governance, and fostering collaboration across agencies. The strategy acknowledges that while New Zealand’s public service is already well-regarded globally, it must continue evolving to maintain public trust and meet the increasing expectations of citizens. It aims to move away from siloed operations toward a more unified, people-centered approach.

Goals

• A modern public service that is agile, responsive, and technologically advanced.
• Seamless digital experiences that prioritise user needs.
• Integrated services that eliminate redundancies and improve efficiency.
• Strengthening the Māori-Crown relationship through digital inclusion and co-governance.
• Ensuring trust, security, and accessibility in digital government services.

Strategic priorities

1. Integrated services for people and businesses
   Government services must be designed around the needs of citizens rather than agency structures. Currently, individuals often have to interact with multiple departments to address a single life event, such as starting a business or accessing healthcare. The strategy seeks to eliminate these inefficiencies by creating integrated service pathways, reducing duplication of processes, and leveraging automation to improve accessibility and responsiveness.
2. Leadership, people, and culture
   Effective digital transformation requires strong leadership that embraces flexibility, collaboration, and innovation. The public service currently operates with a hierarchical structure that often slows decision-making and innovation. This strategy promotes a leadership model that is adaptive, encourages cross-agency cooperation, and ensures that government officials are equipped with the necessary digital skills.
3. Digital foundations
   Many government agencies currently operate with legacy systems that do not support seamless data sharing or interoperability. The strategy emphasises the need for standardised digital frameworks, ensuring that information flows efficiently between agencies while maintaining security and privacy. Digital identity systems will be enhanced to provide citizens with a consistent and secure means of accessing government services.
4. Smart investment in digital and ict
   Government investment in digital infrastructure has traditionally been fragmented, with individual agencies making independent decisions that sometimes lead to inefficiencies. This strategy prioritises coordinated investment that aligns with broader government objectives, ensuring that resources are used effectively. The focus will be on balancing economic considerations with ethical, privacy, and security concerns.
5. New ways of working
   Traditional bureaucratic structures often hinder innovation and agility. The strategy aims to introduce flexible, cross-agency collaboration models that allow government entities to respond quickly to emerging challenges. By adopting agile methodologies and human-centered design principles, public service agencies will be better equipped to deliver services that meet the evolving needs of New Zealanders.

Implementation and governance

The implementation of the strategy is led by the Government Chief Digital Officer (GCDO), who will oversee policy alignment, agency coordination, and the integration of digital initiatives across the public sector. This approach ensures that digital transformation efforts are not isolated within individual agencies but instead contribute to a cohesive and efficient public service system.

To ensure accountability and continuous improvement, the strategy includes mechanisms for measuring progress. Metrics will assess user experience improvements, efficiency gains, digital inclusion efforts, and the government’s ability to adapt to technological advancements. Annual reviews will allow for adjustments based on emerging needs and technological developments.

Case studies and early success stories

The strategy builds on existing digital transformation efforts that have already demonstrated success. Inland Revenue’s payday filing system, for example, has streamlined tax reporting, reducing the administrative burden on businesses. The Police OnDuty Family Harm Investigation App has improved the efficiency of frontline officers by reducing paperwork and enabling better decision-making. Business Connect is another initiative that simplifies interactions between businesses and the government by offering a single digital platform for various regulatory requirements.

These case studies highlight the potential of digital transformation to improve government services, making them more efficient, user-friendly, and responsive to the needs of citizens.