Our planning framework

In all planning we focus upon achieving outcomes rather than outputs.  Outcomes refer to the effect on life or society while outputs refer to services provided by the Commission.  For instance an output is the creation of a lesson plan for use in schools and an outcome is a higher level of understanding of electoral matters amongst young people. Outcomes tend to have a longer term focus, are the product of multiple outputs and factors, often from a range of actors and are harder to measure than are outputs.

Our vision

New Zealand’s electoral framework and processes are
widely used, understood, trusted and valued

What does this mean?

Used - people participate broadly in politics and specifically in elections, as voters, candidates and members of political parties

Understood • people know how all aspects of the electoral processes and framework work and so can, for instance: cast an effective as well as a valid vote; register a party; or fulfil their obligations as a candidate or party official.

Trusted • people are confident that the electoral framework is working as it is meant to and provides a fair way of allowing the people to choose their representatives

Valued• people attach importance to a democratic system in general and the particular framework and processes used in New Zealand.  People respect the democratic rules and treasure a democratic society.

People • all people in New Zealand, recognising diversity of current political engagement which encompasses interest, awareness, knowledge and participation.  Also recognising that people differ in their political interest and needs and in the ways in which they take in and use information.

Our mission

The Electoral Commission is an independent component of New Zealand’s electoral administration, accountable to parliament.

In meeting our statutory guardianship obligations we:

• Enhance the quality of democracy by making electoral matters relevant for all people and providing information and education to enable people to be electorally effective.

• Encourage others to promote active, informed social participation focussed on electoral matters.

• Assist political parties to meet their statutory requirements and entitlements.

• Work collegially with other electoral entities, parliament and government to ensure a seamless service to our users.

Organisation profile

The Electoral Commission was established by section 4 of the Electoral Act 1993 and came into being in 1994.   Section 7 of the Act states that the Commission acts independently and shall not be responsible to any Minister of the Crown.   The Commission reports annually to parliament through an Annual Report. 

The Commission is funded through Vote: Justice and the ‾responsible minister’ is the Minister of Justice, in practice usually an Associate Minister.  The relationship between the Commission and the (Associate) Minister of Justice is governed by an annual Memorandum of Understanding which includes an annual Statement of Intent.  Ministerial Expectations for the Electoral Commission were agreed in 1998.

The Electoral Commission is one of three agencies with a role in electoral administration.  The Electoral Enrolment Centre compiles and maintains electoral rolls and conducts the Maori Electoral Option. It is a self-contained business unit of New Zealand Post Ltd, under contract to the Minister of Justice. The Chief Electoral Office conducts general elections, by-elections and referendums. The office is a division of the Ministry of Justice.

Four people form the Electoral Commission which is assisted by a staff of another four people.  The Commissioners are:

• The President, who must be a current or retired judge:  Hon Justice Tony Ellis
• The Secretary for Justice, ex officio:  Ms Belinda Clark
• The Chief Judge of the Maori Land Courts, ex officio: Chief Judge Joe Williams
• The Chief Executive, who is appointed to the full-time job by the Governor General: Dr Helena Catt

The staff of the Electoral Commission are:

• Chief Executive: Helena Catt
• Communications Manager: Peter Northcote
• Senior Legal Adviser: Geoff Barnett
• Office Manager: Larraine Biggs

Environmental scan

What are the main factors which we have to take account of when planning and making decisions?  These are divided into external and internal factors

External Drivers

Structure of Electoral Administration: The current three agency structure is recognised as having some problems such as causing confusion for people who use our services; and making some co-ordination difficult.  There are also issues due to the differences in structure and role.  While the three agencies continue we need to ensure co-ordination and cooperation with the other agencies to minimise the confusion and inconvenience for people who use our services.  The Taskforce on Electoral Administration recommended in 2001 that a single agency be formed.  The select committee review of the 2002 general election suggested that this issue be considered as part of a fundamental review. Continuing uncertainty over the shape of our future has a major impact on planning decisions.

The Public Finance (State Sector) Management Bill redefines some aspects of the Commission’s independence.  For instance the ways in which the Chief Executive is appointed and the means by which the Chief Executive and the President could be removed from office are changed.  There are also increased powers for ministerial retrieval of unspent monies.

Levels of political participation:  Fewer people voted in the last two elections than had done at previous elections and there has been an overall downward trend in turnout since 1984.  As well as overall levels of decline, there are particular groups within society where interest in politics, understanding of the system and participation are significantly lower than for the general population.  In particular Maori, young people and Pacific peoples have lower levels of engagement.  Demographic trends indicate that these groups are becoming a larger proportion of the population.  Research suggests that before we can interest people in information and education about how the electoral system works, we first have to encourage their engagement with the political system.

Key stakeholders: We provide a service for political parties, MPs, journalists, teachers, students, academics, as well as for the general public.  In planning we have to balance the various needs of these stakeholders and be aware of changing practices, such as the use of new technologies.

Funding: The annual dollar amount and the extra money for the election information campaign, provided by government has not changed since the Electoral Commission was created in 1994.  During that time some of the costs associated with our work, such as the costs of creating and placing TV advertisements have risen steeply.  Extra funding has to be sought in the context of the Justice sector where we have to compete against agencies and projects which are more closely aligned with the core objectives and outcomes of the justice sector.  To minimise the impact of declining buying power we have to be vigilant in ensuring efficient spending, make savings and raise revenue wherever possible and take every opportunity to seek and justify an increase in funding.

Internal Drivers

Size: Like all small organisations we face issues of capacity in covering the range of activities that are carried out in order to meet our strategic goals. With a small staff everyone needs to be able to undertake a number of different roles.  Staff training and development is therefore an important factor in fulfilling our mission.

Resources: Our resources, both staff and money, are limited and will continue to be.  Decisions over use of resources must be prioritised with the strategic directions and goals firmly in mind

Organisational culture: Our culture needs to be aligned with our strategic direction and we need to operate a professional organisation with a positive, user focussed approach.  We need to be aware of our prevailing culture, assess its fit with our goals and take actions to change the culture when that becomes necessary. It is easy to become complacent about processes and approach and to assume that existing systems are working.  We need to be continually self aware with evaluation and review of our processes and operations.

Systems and processes: The routine parts of the work need to be carried out efficiently and effectively.  Improved processes will free resources for other activities.  We also need to be mindful that all of our actions are open to public scrutiny.

Embracing electronic delivery: Changing usage of internet by people seeking information from us will lead to changes in the ways in which we interact with people and deliver information.  We need to be aware of changing usage amongst the diversity of our stakeholders and adjust our delivery accordingly.

Change: Given the range and impact of internal and external factors, change will be an inevitable component in the coming years for the Electoral Commission.  We are initiating change as well as reacting to outside drivers. We must be open to change and embrace the opportunities that it brings while also being aware that people differ in how they perceive and react to change and that change needs to be managed.

Key strategic issues

Based on the analysis of our environment, we have identified the following key strategic issues and associated risks that we need to address in our plan

Independence: Our work has to be, and be perceived to be, independent of political control.  The ways in which independence is understood and guaranteed has a significant impact on how we operate.  We need to have the capacity to be part of all discussions on this issue.

Legislative framework: Legislation prescribes our role and details of how we perform certain tasks.  There are a number of areas where others are considering change and some areas where we want to suggest change.  We need to ensure that we have the capacity to participate in these discussions in a useful and effective manner.

Relationship management: We need to effectively manage a range of relationships with theother electoral administration agencies, with other government agencies and with our other stakeholders.  Bad or ineffective relationships with any of these entities can severely hamper us in meeting our goals.

Resources: Staff, time and money are all finite and the resources that we have need to be managed as efficiently as possible to meet our overall goals.

Capacity to respond to diverse needs: As a small organisation with a broad role and an effective three year operational cycle, we need to ensure that we have the capacity amongst our staff to deal flexibly with the full range of work that we cover. 

Engagement with Maori, Young people and Pacific peoples: Levels of political engagement seem to be lower amongst Maori, those under the age of 25 and those who identify as pacific peoples.  We need to ensure that we take steps towards changing this situation and that all such projects are designed with involvement from the target group and are based upon best practice and research based information.

Identifying other target audiences: We do not have good information on the level of political engagement amongst other sections of society and thus do not know who else we should target.  We need research before we can design projects.

Knowledge base:  There is little good, research based, information available on levels of political engagement in New Zealand society and reasons why engagement is low amongst some sections of society.  We need this information to confidently design and deliver effective education campaigns.

Credibility:  We need to ensure that our education role is widely understood and accepted and the output well received.  We want to be the first port of call for information on electoral matters.

Guiding principles of electoral administration

Independence

• maintain the confidence of voters, candidates, political parties and Parliament in the integrity of the electoral process by being legally and in practice independent of all political parties and interest groups
• we are not subject to ministerial direction in carrying out our statutory functions, except as provided by law.

Neutrality

• carry out our statutory functions in a politically neutral and non-partisan manner
• treat all voters, candidates and political parties fairly and impartially and in accordance with the law.

Service to voters, candidates and parties

• provide the highest quality electoral services to all voters, candidates and political parties in accordance with the law
• provide electoral services to voters, candidates and political parties in ways which are as simple as possible, consistent with the law and minimise compliance costs
• ensure that all sections of the community have ready access to the electoral process in accordance with their needs
• provide an effective service to electors on the Mäori roll
• make easily-understood information about the electoral process available to all sections of the community in accordance with their needs
• respond promptly and accurately to requests for information about electoral matters
• make information on our activities readily available to the public and the media
• have transparent and fair procedures in place to deal promptly with complaints of impropriety.

Professionalism

• a commitment to ensuring the integrity of the electoral process in accordance with the law
• carry out our statutory functions in a fair, accurate, secure and timely manner
• ensure that our members and employees behave in their public and private lives in ways which are consistent with the highest standards of independence and political neutrality
• keep electoral legislation under review and report to Parliament on desirable changes to electoral legislation
• continually evaluate our provision of electoral services and internal and external procedures to ensure they are in accordance with the law, are meeting users’ needs, are as simple, efficient and effective as possible, and use appropriate information technology
• keep up to date with best international democratic electoral practice.

Responsibility and accountability

• make efficient and effective use of financial and other resources to carry out our statutory functions
• have clear financial and operational responsibilities and accountabilities under appropriate governance structures
• set budgets according to objectives and regularly measure performance against objectives
• have regular independent auditing of financial and operational performance
• provide Parliament with comprehensive, accurate and timely reports on our activities, including our capacity to conduct electoral events and conduct of electoral events.

Our other core values

Recognition of obligations under the Treaty of Waitangi to

• Achieve outcomes that reduce the disparity between Maori and non-Maori in levels of political engagement
• Actively protect equal citizenship rights including Maori representation
• Act reasonably, honourably and in good faith based on reciprocity which includes making informed decisions on matters affecting the interests of Maori and recognising that Maori are not a homogeneous group.

Creativity

• Being innovative and open to ideas
• Sharing ideas for improvement
• Asking “why’ we do things the way we do.

Ethic of Care

• Showing respect for individual uniqueness, diversity and privacy
• Offering information that we think will be useful, not just waiting to be asked.

Responsiveness

• Being responsive to those who use our services
• Being open to different perspectives
• Being open to change
• Providing information without judging the person asking for it, or their reasons for asking.

Outcome focussed

• We care primarily about outcomes being achieved, not who does the work
• We will work with others and share ideas
• We are pragmatic in prioritising projects and use of resources.

Public Service

• Providing a high level of service to the public
• Being prudent with the use of public money
• Being confident about being able to justify our actions.

Our strategic goals

In order to live up to our values and progress towards our mission and address our strategic issues, we have identified four broad goals to guide our annual planning over the next five years.  The goals provide the planning framework.  Resources will be focussed on projects which help us to meet these goals.  Risks to meeting these goals will be assessed and managed.

Goal 1 - Administration that supports our vision

We will aggressively move to make administration smarter and sharper so as to release resource for core activities that contribute to reaching our vision. 

Goal 2 - An established education role that focuses upon realising our vision

We will reframe our education role so that we:

• Meet diverse needs
• Concentrate on those sections of society where engagement is lowest
• Concentrate upon making a difference, in the short or long term
• Are recognised as a credible provider
• Are recognised as being innovative, working with others and following best practice.

Goal 3- High levels of credibility with our stakeholders

We will:

• Ensure that we build and maintain rich relationships with our stakeholders
• Provide services that people want to use, that are relevant and cost effective (for us and for them)
• Ground our work in the contexts and paradigms of those we are working with.

Goal 4• Positive evolution of electoral administration

In advocating for our roles and the concept of independence in electoral administration we will:

• Engage in debate over issues of electoral administration and structure
• Participate positively in rationalisation of New Zealand’s electoral administration structures
• Maintain the capacity to comment on international electoral administration practice, debates and research
• Be vigilant in explaining and defending our education role and the importance of electoral administration independence
• Strive to be an example of best practice in public service and electoral administration.

The Statement of Objectives / Intent contains more specific goals (including performance measures and projects), to be achieved in a year, that work towards these strategic goals.

Our planning framework

In all planning we focus upon achieving outcomes rather than outputs.  Outcomes refer to the effect on life or society while outputs refer to services provided by the Commission.  For instance an output is the creation of a lesson plan for use in schools and an outcome is a higher level of understanding of electoral matters amongst young people. Outcomes tend to have a longer term focus, are the product of multiple outputs and factors, often from a range of actors and are harder to measure than are outputs.

Our vision

New Zealand’s electoral framework and processes are
widely used, understood, trusted and valued

What does this mean?

Used - people participate broadly in politics and specifically in elections, as voters, candidates and members of political parties

Understood • people know how all aspects of the electoral processes and framework work and so can, for instance: cast an effective as well as a valid vote; register a party; or fulfil their obligations as a candidate or party official.

Trusted • people are confident that the electoral framework is working as it is meant to and provides a fair way of allowing the people to choose their representatives

Valued• people attach importance to a democratic system in general and the particular framework and processes used in New Zealand.  People respect the democratic rules and treasure a democratic society.

People • all people in New Zealand, recognising diversity of current political engagement which encompasses interest, awareness, knowledge and participation.  Also recognising that people differ in their political interest and needs and in the ways in which they take in and use information.

Our mission

The Electoral Commission is an independent component of New Zealand’s electoral administration, accountable to parliament.

In meeting our statutory guardianship obligations we:

• Enhance the quality of democracy by making electoral matters relevant for all people and providing information and education to enable people to be electorally effective.

• Encourage others to promote active, informed social participation focussed on electoral matters.

• Assist political parties to meet their statutory requirements and entitlements.

• Work collegially with other electoral entities, parliament and government to ensure a seamless service to our users.

Organisation profile

The Electoral Commission was established by section 4 of the Electoral Act 1993 and came into being in 1994.   Section 7 of the Act states that the Commission acts independently and shall not be responsible to any Minister of the Crown.   The Commission reports annually to parliament through an Annual Report. 

The Commission is funded through Vote: Justice and the ‾responsible minister’ is the Minister of Justice, in practice usually an Associate Minister.  The relationship between the Commission and the (Associate) Minister of Justice is governed by an annual Memorandum of Understanding which includes an annual Statement of Intent.  Ministerial Expectations for the Electoral Commission were agreed in 1998.

The Electoral Commission is one of three agencies with a role in electoral administration.  The Electoral Enrolment Centre compiles and maintains electoral rolls and conducts the Maori Electoral Option. It is a self-contained business unit of New Zealand Post Ltd, under contract to the Minister of Justice. The Chief Electoral Office conducts general elections, by-elections and referendums. The office is a division of the Ministry of Justice.

Four people form the Electoral Commission which is assisted by a staff of another four people.  The Commissioners are:

• The President, who must be a current or retired judge:  Hon Justice Tony Ellis
• The Secretary for Justice, ex officio:  Ms Belinda Clark
• The Chief Judge of the Maori Land Courts, ex officio: Chief Judge Joe Williams
• The Chief Executive, who is appointed to the full-time job by the Governor General: Dr Helena Catt

The staff of the Electoral Commission are:

• Chief Executive: Helena Catt
• Communications Manager: Peter Northcote
• Senior Legal Adviser: Geoff Barnett
• Office Manager: Larraine Biggs

Environmental scan

What are the main factors which we have to take account of when planning and making decisions?  These are divided into external and internal factors

External Drivers

Structure of Electoral Administration: The current three agency structure is recognised as having some problems such as causing confusion for people who use our services; and making some co-ordination difficult.  There are also issues due to the differences in structure and role.  While the three agencies continue we need to ensure co-ordination and cooperation with the other agencies to minimise the confusion and inconvenience for people who use our services.  The Taskforce on Electoral Administration recommended in 2001 that a single agency be formed.  The select committee review of the 2002 general election suggested that this issue be considered as part of a fundamental review. Continuing uncertainty over the shape of our future has a major impact on planning decisions.

The Public Finance (State Sector) Management Bill redefines some aspects of the Commission’s independence.  For instance the ways in which the Chief Executive is appointed and the means by which the Chief Executive and the President could be removed from office are changed.  There are also increased powers for ministerial retrieval of unspent monies.

Levels of political participation:  Fewer people voted in the last two elections than had done at previous elections and there has been an overall downward trend in turnout since 1984.  As well as overall levels of decline, there are particular groups within society where interest in politics, understanding of the system and participation are significantly lower than for the general population.  In particular Maori, young people and Pacific peoples have lower levels of engagement.  Demographic trends indicate that these groups are becoming a larger proportion of the population.  Research suggests that before we can interest people in information and education about how the electoral system works, we first have to encourage their engagement with the political system.

Key stakeholders: We provide a service for political parties, MPs, journalists, teachers, students, academics, as well as for the general public.  In planning we have to balance the various needs of these stakeholders and be aware of changing practices, such as the use of new technologies.

Funding: The annual dollar amount and the extra money for the election information campaign, provided by government has not changed since the Electoral Commission was created in 1994.  During that time some of the costs associated with our work, such as the costs of creating and placing TV advertisements have risen steeply.  Extra funding has to be sought in the context of the Justice sector where we have to compete against agencies and projects which are more closely aligned with the core objectives and outcomes of the justice sector.  To minimise the impact of declining buying power we have to be vigilant in ensuring efficient spending, make savings and raise revenue wherever possible and take every opportunity to seek and justify an increase in funding.

Internal Drivers

Size: Like all small organisations we face issues of capacity in covering the range of activities that are carried out in order to meet our strategic goals. With a small staff everyone needs to be able to undertake a number of different roles.  Staff training and development is therefore an important factor in fulfilling our mission.

Resources: Our resources, both staff and money, are limited and will continue to be.  Decisions over use of resources must be prioritised with the strategic directions and goals firmly in mind

Organisational culture: Our culture needs to be aligned with our strategic direction and we need to operate a professional organisation with a positive, user focussed approach.  We need to be aware of our prevailing culture, assess its fit with our goals and take actions to change the culture when that becomes necessary. It is easy to become complacent about processes and approach and to assume that existing systems are working.  We need to be continually self aware with evaluation and review of our processes and operations.

Systems and processes: The routine parts of the work need to be carried out efficiently and effectively.  Improved processes will free resources for other activities.  We also need to be mindful that all of our actions are open to public scrutiny.

Embracing electronic delivery: Changing usage of internet by people seeking information from us will lead to changes in the ways in which we interact with people and deliver information.  We need to be aware of changing usage amongst the diversity of our stakeholders and adjust our delivery accordingly.

Change: Given the range and impact of internal and external factors, change will be an inevitable component in the coming years for the Electoral Commission.  We are initiating change as well as reacting to outside drivers. We must be open to change and embrace the opportunities that it brings while also being aware that people differ in how they perceive and react to change and that change needs to be managed.

Key strategic issues

Based on the analysis of our environment, we have identified the following key strategic issues and associated risks that we need to address in our plan

Independence: Our work has to be, and be perceived to be, independent of political control.  The ways in which independence is understood and guaranteed has a significant impact on how we operate.  We need to have the capacity to be part of all discussions on this issue.

Legislative framework: Legislation prescribes our role and details of how we perform certain tasks.  There are a number of areas where others are considering change and some areas where we want to suggest change.  We need to ensure that we have the capacity to participate in these discussions in a useful and effective manner.

Relationship management: We need to effectively manage a range of relationships with theother electoral administration agencies, with other government agencies and with our other stakeholders.  Bad or ineffective relationships with any of these entities can severely hamper us in meeting our goals.

Resources: Staff, time and money are all finite and the resources that we have need to be managed as efficiently as possible to meet our overall goals.

Capacity to respond to diverse needs: As a small organisation with a broad role and an effective three year operational cycle, we need to ensure that we have the capacity amongst our staff to deal flexibly with the full range of work that we cover. 

Engagement with Maori, Young people and Pacific peoples: Levels of political engagement seem to be lower amongst Maori, those under the age of 25 and those who identify as pacific peoples.  We need to ensure that we take steps towards changing this situation and that all such projects are designed with involvement from the target group and are based upon best practice and research based information.

Identifying other target audiences: We do not have good information on the level of political engagement amongst other sections of society and thus do not know who else we should target.  We need research before we can design projects.

Knowledge base:  There is little good, research based, information available on levels of political engagement in New Zealand society and reasons why engagement is low amongst some sections of society.  We need this information to confidently design and deliver effective education campaigns.

Credibility:  We need to ensure that our education role is widely understood and accepted and the output well received.  We want to be the first port of call for information on electoral matters.

Guiding principles of electoral administration

Independence

• maintain the confidence of voters, candidates, political parties and Parliament in the integrity of the electoral process by being legally and in practice independent of all political parties and interest groups
• we are not subject to ministerial direction in carrying out our statutory functions, except as provided by law.

Neutrality

• carry out our statutory functions in a politically neutral and non-partisan manner
• treat all voters, candidates and political parties fairly and impartially and in accordance with the law.

Service to voters, candidates and parties

• provide the highest quality electoral services to all voters, candidates and political parties in accordance with the law
• provide electoral services to voters, candidates and political parties in ways which are as simple as possible, consistent with the law and minimise compliance costs
• ensure that all sections of the community have ready access to the electoral process in accordance with their needs
• provide an effective service to electors on the Mäori roll
• make easily-understood information about the electoral process available to all sections of the community in accordance with their needs
• respond promptly and accurately to requests for information about electoral matters
• make information on our activities readily available to the public and the media
• have transparent and fair procedures in place to deal promptly with complaints of impropriety.

Professionalism

• a commitment to ensuring the integrity of the electoral process in accordance with the law
• carry out our statutory functions in a fair, accurate, secure and timely manner
• ensure that our members and employees behave in their public and private lives in ways which are consistent with the highest standards of independence and political neutrality
• keep electoral legislation under review and report to Parliament on desirable changes to electoral legislation
• continually evaluate our provision of electoral services and internal and external procedures to ensure they are in accordance with the law, are meeting users’ needs, are as simple, efficient and effective as possible, and use appropriate information technology
• keep up to date with best international democratic electoral practice.

Responsibility and accountability

• make efficient and effective use of financial and other resources to carry out our statutory functions
• have clear financial and operational responsibilities and accountabilities under appropriate governance structures
• set budgets according to objectives and regularly measure performance against objectives
• have regular independent auditing of financial and operational performance
• provide Parliament with comprehensive, accurate and timely reports on our activities, including our capacity to conduct electoral events and conduct of electoral events.

Our other core values

Recognition of obligations under the Treaty of Waitangi to

• Achieve outcomes that reduce the disparity between Maori and non-Maori in levels of political engagement
• Actively protect equal citizenship rights including Maori representation
• Act reasonably, honourably and in good faith based on reciprocity which includes making informed decisions on matters affecting the interests of Maori and recognising that Maori are not a homogeneous group.

Creativity

• Being innovative and open to ideas
• Sharing ideas for improvement
• Asking “why’ we do things the way we do.

Ethic of Care

• Showing respect for individual uniqueness, diversity and privacy
• Offering information that we think will be useful, not just waiting to be asked.

Responsiveness

• Being responsive to those who use our services
• Being open to different perspectives
• Being open to change
• Providing information without judging the person asking for it, or their reasons for asking.

Outcome focussed

• We care primarily about outcomes being achieved, not who does the work
• We will work with others and share ideas
• We are pragmatic in prioritising projects and use of resources.

Public Service

• Providing a high level of service to the public
• Being prudent with the use of public money
• Being confident about being able to justify our actions.

Our strategic goals

In order to live up to our values and progress towards our mission and address our strategic issues, we have identified four broad goals to guide our annual planning over the next five years.  The goals provide the planning framework.  Resources will be focussed on projects which help us to meet these goals.  Risks to meeting these goals will be assessed and managed.

Goal 1 - Administration that supports our vision

We will aggressively move to make administration smarter and sharper so as to release resource for core activities that contribute to reaching our vision. 

Goal 2 - An established education role that focuses upon realising our vision

We will reframe our education role so that we:

• Meet diverse needs
• Concentrate on those sections of society where engagement is lowest
• Concentrate upon making a difference, in the short or long term
• Are recognised as a credible provider
• Are recognised as being innovative, working with others and following best practice.

Goal 3- High levels of credibility with our stakeholders

We will:

• Ensure that we build and maintain rich relationships with our stakeholders
• Provide services that people want to use, that are relevant and cost effective (for us and for them)
• Ground our work in the contexts and paradigms of those we are working with.

Goal 4• Positive evolution of electoral administration

In advocating for our roles and the concept of independence in electoral administration we will:

• Engage in debate over issues of electoral administration and structure
• Participate positively in rationalisation of New Zealand’s electoral administration structures
• Maintain the capacity to comment on international electoral administration practice, debates and research
• Be vigilant in explaining and defending our education role and the importance of electoral administration independence
• Strive to be an example of best practice in public service and electoral administration.

The Statement of Objectives / Intent contains more specific goals (including performance measures and projects), to be achieved in a year, that work towards these strategic goals.