Chamber and committees

From what you know of the public sector and the private sector, do you think that we are moving in the right direction?

I also want to touch on the question of transparency. In general, we think of transparency as a good thing. However, former civil servants have suggested to the committee that too much transparency means that civil servants and ministers cannot be as frank with each other as might be beneficial. How do we get the balance right there?

I nominate Jim Fairlie.

Thanks. That is helpful. I think that you said earlier that the civil servants would not actually give advice but would lay out the options and it would then be for the minister and/or Parliament to choose. Is that how it works?

Yes, I get that.

On another point, you were asked earlier why the changes in the 2020 act were made. If I understand it correctly, one of the reasons was that there was too much silo working, which is something that we also have a big issue with. I realise that it is early days, but are there signs that there is less silo working and more working across Government?

In relation to long-term planning and thinking, I am intrigued that public servants—we would call them civil servants here—are producing briefings independent of ministers. I am interested in the relationship between ministers and public servants, because we see that as a very close relationship. Here, civil servants would not really say anything that was not in line with the minister. How is that relationship different in New Zealand?

I was asking about silos and whether that situation had improved. Diane, I was not sure whether you had finished answering that question.

We can identify with that here.

Finally, how much priority do the long-term insights briefings, and similar work, get among public servants and ministers? Are they tucked in at the end of the day because they have to be done or are they a priority?

Thanks.

Mr Taylor, I will give you the last word, on auditing kindness.