Tō mātou kaihautūtanga me te kāwana Our leadership and governance

The Department’s Executive Leadership Team (ELT) includes the Secretary for Internal Affairs, seven Deputy Chief Executives and the Director of the Office of the Chief Executive. The Executive Director, Office of Ethnic Communities was also a Tier 2 role reporting to the Secretary for Internal Affairs but was not part of the Executive Leadership Team.

Paul James - Secretary for Department of Internal Affairs

Paul James

Secretary for Internal Affairs, Chief Executive, Secretary for Local Government, Government Chief Digital Officer

Ann-Marie Cavanagh - Deputy Chief Executive, Digital Public Service, Deputy Government Chief Digital Office

Ann-Marie Cavanagh

Deputy Chief Executive, Digital Public Service, Deputy Government Chief Digital Officer

Hoani Lambert - Deputy Chief Executive, Enterprise Partnerships

Hoani Lambert

Deputy Chief Executive, Enterprise Partnerships

Kim Chambers - Director, Office of the Chief Executive

Kim Chambers

Director, Office of the Chief Executive

Maria Robertson - Deputy Chief Executive, Service Delivery and Operations

Maria Robertson

Deputy Chief Executive, Service Delivery and Operations

Kate Wareham - Deputy Chief Executive, Organisational Capability and Services

Kate Wareham

Deputy Chief Executive, Organisational Capability and Services

Marilyn Little - Deputy Chief Executive, Policy Regulations and Communities

Marilyn Little

Deputy Chief Executive, Policy Regulations and Communities

Michael Lovett - Deputy Chief Executive, Local Government

Michael Lovett

Deputy Chief Executive, Local Government

Karl Le Quesne - Deputy Chief Executive, Organisational Strategy and Performance

Karl Le Quesne

Deputy Chief Executive, Organisational Strategy and Performance

The ELT ensures the focus of our efforts and resources, and its operating model supports this strategic governance role.

Our governance

Internal Affairs’ governance system ensures Internal Affairs delivers on its purpose, strategic priorities and focus on stewardship, through sound and sustainable long-term decision-making.

Collectively led by the Executive Leadership Team (ELT), and supported by three governance sub-committees with well-established governance principles and protocols, which includes clear and understood terms of reference and a comprehensive declarations of interest process.

Our three governance sub-committees are:

  • Finance and Performance Governance Group: Provides assurance that Internal Affairs has the capabilities required to deliver on its strategy and maintain stewardship over Internal Affairs’ financial management and organisational performance under the Public Finance Act 1989.
  • Risk and Assurance Governance Group: Supports the ELT by providing direction on, and overseeing Internal Affairs’ approach to, strategic risk management and assurance including the Department’s strategic risk framework, key risk registers, audit programmes, and insurance renewals.
  • Investment Governance Group: Supports ELT by providing direction on, and oversight of Internal Affairs’ investment system and portfolio, reviewing and approving or endorsing to ELT (in line with its delegated authority) project and programme business cases and investment-related matters.

Internal Affairs also has an External Advisory Committee, made up of five independent members, that provides advice to the Secretary for Internal Affairs and ELT from an external perspective.

Information, privacy and security

We continue to support staff to raise awareness and ensure we all understand our obligations in relation to information, privacy and security, embedding this into our culture and how we do things. All staff are required to complete training modules in these areas and it is mandatory for all people to complete them annually. Ensuring that we value and understand the information we hold and work with, and knowing how to seek advice, is fundamental to our success.

Risk and assurance

Risk and Assurance is a key component of effective governance. Good assurance supports governance bodies in their decision-making, provides evidence of how well business risks are being managed, whether opportunities are being taken, and how well the business is performing. Good risk management practice helps identify key risks to delivery and enables early intervention before risks start to impact on outcomes. Applying more consistent risk and assurance advice and support over our priority and/or higher-risk projects and programmes is helping to further embed good risk management practices as integral to our mahi, and ensure we are focused on the right things. Our Assurance Policy and Framework supports an integrated view of assurance across Internal Affairs.