GOVTECH IMPACT REPORT 2021
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2021
GOVTECH
IMPACT
REPORT
NZ GovTech is part of
Creative HQ, an organisation
working to support the smart
people in government.
Creative HQ is a wholly-owned
subsidiary of WellingtonNZ.
+64 4 381 4440 A globally unique accelerator programme.
The NZ GovTech Accelerator provides an
info@creativehq.co.nz opportunity for local and central government
agencies to tackle some of the biggest and
CREATIVEHQ.CO.NZ
more urgent issues facing Aotearoa.
© Creative HQ 2021
PROBLEM-SOLVING We create a business case, get
funding, implement it, and then
When solutions don’t work it is often
the result of two problems:
DÉJÀ VU 1
often end up with a solution –
which could be a product, policy THERE IS LITTLE KNOWLEDGE OR
EMPATHY BUILT WITH THOSE WHO
or service – that does not meet the
ARE AFFECTED BY THE PROBLEM.
needs of the end-user.
2
THERE IS LITTLE EXPERIMENTATION,
Too often decisions are made TESTING AND ITERATION DONE
TO ENSURE THE SOLUTION
ACHIEVES THE DESIRED OUTCOMES
with little knowledge and BEFORE IT’S INITIATED.
experience of the problem that
a solution seeks to solve.
This comic strip shows two different approaches
to decision making. We often see the red
version played out in the public sector, while
the orange version is the GovTech alternative.
‘Problem solving – déjà vu’ created by Creative HQ Illustration by Josh Sanoria IG: @sanoriadisenyo
© Creative HQ 2021
WHAT IS THE The NZ GovTech Accelerator is a 13-week
NZ GOVTECH government innovation programme that takes We can very
ACCELERATOR? place annually in Wellington. easily break down
It takes projects and staff from government agencies who barriers to work
are tackling complex problems and applies innovation together better.
methodologies to create solutions that work. The programme
aims to solve root-cause problems, facilitate collaboration, and
Technology, data,
upskill participants – driving better outcomes for citizens. all that stuff is
really important in
this. So I’m really
supportive of the
Through COVID-19, innovation
public service
looking at ways to
be innovative.
has emerged as the single most
important ingredient of any
Hon Poto Williams
Minister for Building
and Construction
modern economy.
Our public sector has embraced innovation as it Creative HQ and our GovTech programmes support
was essential to navigate through COVID-19. It’s the government to solve big challenges to create
now key to solving other increasingly complex a modern, agile and adaptive Aotearoa. We have
problems, and New Zealand has been recognised a unique opportunity to accelerate public sector
as a global leader of public sector innovation. innovation to create a culture within government
The government acknowledges it must look that empowers public servants to innovate.
beyond traditional methods of solving problems
to ‘deliver the outcomes Aotearoa needs’.
WHY CREATIVE HQ NZ GovTech is part of Creative HQ, an WHY A COHORT We repeatedly see the value in bringing teams
together as part of a cohort; creating cross-
SUPPORTS GOVTECH organisation working to support the smart APPROACH WORKS government relationships, encouraging the re-use
people in government because we believe of good ideas, and sharing lessons learnt. While
entrepreneurs are everywhere. an energetic and supportive environment, there
is a steep learning curve for many, made better
We work with public servants across central and local by journeying together with waiata and wharf
government who have vision and passion for what high jumps. We’re seeing the GovTech network result
impact government services could look like. We believe in in new collaborations beyond the accelerator.
immersive and experiential learning through highly structured
engagements. We see how innovation at the policy level can
enable systemic change to improve outcomes for citizens.
© Creative HQ 2021
NZ GOVTECH ACCELERATOR 2020
Our 2020 accelerator saw eight THE COHORT’S JOURNEY DOESN’T
END AT DEMO DAY.
teams dedicated to solving complex We cannot wait to see the impact they will
have on the public sector and citizens.
problems, from equity and inclusion to To learn more about their three-month journey,
check out the GovTech highlights video.
environmental education and housing.
To read more about the 2020
teams, see our website.
A big part of creating lasting impact is ensuring that these projects
share their success with the broader community. Demo Day was an
opportunity for the teams to showcase their citizen-centric solutions
developed over three-months of hard work. The event was attended
by ministers, government officials, stakeholders, media and the public.
Experience it for yourself, watch our 2020 Demo Day video.
I want to congratulate the
What I love about GovTech accelerator for
GovTech is that demonstrating just how
we’ve been able important innovation is,
to send our staff it’s these examples that can
through a process teach all of us across the
where they public sector how to make
dedicate time to the best value out of the
thinking about resources we’ve got, and
innovation that how to innovate into the
really makes a future for the betterment
difference in our of the people that we serve.
community.
Hon David Clark
Barbara McKerrow Minister of the Digital Economy
CE Wellington City Council and Communications
© Creative HQ 2021
Participants gain
confidence, leadership
skills and a customer
focused mindset
With over 60 government staff having been through the
NZ GovTech Accelerator, Victoria University of Wellington (VUW)
undertook research on the 2019 GovTech cohort.
I now have an My communication I use journey
This research highlighted the accelerator as ‘a method for growing ability to think really improved, mapping tools
human capital/people’s skills – an organisation’s strength’. differently and I also gained back in my job.
‘Accelerators can be used as part of agency’s talent development and be a bit more leadership skills,
retention, as well as long term agency culture change.’ effective but resilience, problem
it’s also about solving skills,
The three key skills developed through the accelerator were: knowing that I negotiation skills,
can do it. and I now think of
myself as a more
creative person.
1
CONFIDENCE AND
RESILIENCE
2
LEADERSHIP 3
CUSTOMER FOCUS
‘An improvement to their ‘Skills gained in self-awareness, Skills gained in design
abilities in articulating ideas honesty and understanding of thinking, agile project
confidently, as well as a general team dynamics, negotiation management, service
increase in self-belief.’ ability, and improved critical design, journey mapping,
thinking concerning product and problem validation.
and solutions delivery.’
WHO’S BEEN
INVOLVED AND 3.5 8
WHAT ARE THE
cross-agency
billion litres
of drinking water saved projects
RESULTS?
Over the last 3 years,
$38 million 15,000
we’ve worked on… annual economic benefit data points
can be created by enabling created on the innovative capability
easy access to LiDAR data of four government organisations
30 17 are still active 13 are funded
projects
10 of the other 13 projects have
had their insights and learnings
incorporated back into their
government teams’ work.
TheDAO.Agency
WITH OVER… OUR PARTICIPANTS
WERE FROM…
120 8local government bodies
direct participants
Not to mention the interviewees,
15central government agencies
stakeholder groups, and leadership
members involvement in every project. 12NGOs or startups
© Creative HQ 2021
Past projects from the
NZ GovTech Accelerator 17 1
and how they align to the United Nation’s Innovation Barometer Safer Sooner
Procurement for Impact
Sustainable Development Goals Spring
Manawa
Grey’s Ave
16
Youth Voices
Supersmooth 3
Safer Sooner
Safer Sooner
Marama
WCC Accessibility
Stride 15
Stride
Engaging in a smart city
Calm the Farm Manawa
Ira
EARS Swell
My Info. My way.
Think Kaka Grey’s Ave
Innovation Barometer
Elevation Aotearoa The Wellbeing Protocol
Manawa
The risk calculators Squawk Squad
4
Procurement for Impact
14
Community Connect
Calm the Farm Squawk Squad
13
Water that Counts Elevation Aotearoa
Calm the Farm
Arrive
Think Kaka 5
Water that Counts
Squawk Squad Safer Sooner
Stride
12
EARS
Arrive
Elevation Aotearoa
6
11 Taiwan Water
Leakage Detection
WCC Accessibility
Unlocked Think Kaka
Marama Water that Counts
10 Community Connect
Safer Sooner 8
Youth Voices Calm the Farm
Community Connect Manawa Experts on Demand
Unlocked Stride Elevation Aotearoa
Accessibility Arrive
Engaging in a Smart City Engaging in a Smart City
Ira Elevation Aotearoa
Swell Water that Counts 9
Manawa Grey’s Ave
Procurement for Impact One Wellington Experts on Demand
The Wellbeing Protocol The Wellbeing Protocol Taiwan Water Leakage Detection
One Wellington Community Connect
Grey’s Ave Procurement for Impact
© Creative HQ 2021
CASE STUDIES
As a government, we are not Below are eight case studies from the
content with the status quo. last three years. We’ve seen projects
progress fast as genuine cross-agency
collaborations in a supportive community
Hon Megan Woods with government staff growing their customer
Minister of Research, Science and Innovation focused mindset of testing and iterating.
© Creative HQ 2021
EARS: Improving outcomes This development
would not have
for seabirds through been possible
without applying
automated reporting new ways of solving
problems pioneered
by Creative HQ’s NZ
GovTech Accelerator
The accelerator saved the Department of programme.
Time and money saved
Conservation (DOC) and Fisheries NZ (part of
MPI) two years of development and $360,000 on Dr Igor Debski
The value of a prototype
the RFP for a fishing vessel bycatch compliance Seabird Researcher
monitoring system. Department of Conservation
Cross-agency collaboration
PROBLEM
The Antipodean Albatross 2018 A team from DOC and
Fisheries NZ participated in
population is critically
the NZ GovTech Accelerator.
endangered due to by-catch
mortality in international waters.
Mitigation techniques are
regulated and when used, they
work, but we have no visibility 2019 DOC further developed
technology in-house.
or enforcement of commercial
fishing vessel compliance.
ACCELERATOR VALUE
SOLUTION
The creation of an electric 2020 FEBRUARY
automated monitoring system to Fisheries NZ successfully
funded and tendered
ensure commercial fishing vessel
a technology company
compliance with internationally to build EARS.
regulated mitigations (night
setting, streamer lines, and line-
JUNE
weighting) while incentivising
vessels with better management
The EARS unit built and COST SAVING TIME SAVING CROSS-AGENCY
tested on a high seas vessel.
and supply chain transparency. Significantly reduced the cost The accelerator reduced the COLLABORATION
of the RFP by an estimated development time by 12-24 DOC and Fisheries NZ
$360,000 as Fisheries NZ months. This was significant collaborating from the get-go,
knew exactly what they because the population is meant Fisheries NZ understood
AUGUST
were tendering for. declining by 10% per year. that the solution was more
EARS unit was shipped
to NZ for the trial. aligned to their work (in
fisheries monitoring than DOC
Seabird Biodiversity) and they
then led the tendering process.
© Creative HQ 2021
2018 AUGUST
Spring: Building a financially A team was formed led
by the Ministry of Social
Development (MSD)
resilient workforce
looking at financial
hardship in New Zealand.
NOVEMBER
Received continued financial
support from MSD with
The accelerator helped Spring to secure ACCELERATOR VALUE matched funding from
the Digital Government
Mindset of testing
and iterating investment from a compelling solution and Partnership Innovation Fund.
story, and embed a culture of quickly testing 2019 JANUARY
Importance of supportive
and iterating. The team hired another
developer and designer,
community making a team of five.
PROBLEM SOLUTION
608,000 NZ households live in Spring is a digital platform for The team launched
Secured investment from a series of trials in
financial hardship, while 715,000 employers that empowers their Wellington and Gisborne.
a compelling story
additional households are at employees with the knowledge, MINDSET OF CONTINUOUS STAKEHOLDER GROUP
risk of tipping into financial pathways and practical tools TESTING AND ITERATING MARCH
Bringing together subject-
hardship. Many of those needed to directly improve
The accelerator process instilled matter experts and government The learnings to-date from
affected are the working poor. their financial wellbeing. the Spring trials provide
the mindset of user-centricity stakeholders into one
Money is coming in and going the sector’s best and most
and continuous testing and Stakeholder Group to provide immediate response to
out just as quickly with little
iterating to better serve their coherent guidance and online predatory lending.
money leftover for financial
users and customers, who have support enabled the team to
emergencies. This impacts NOVEMBER
evolved since the accelerator. pivot and navigate challenges
the workplace, with financial
as smoothly as possible. The team was based out of
stress in employees leading Creative HQ with coaching
to a decrease in productivity, and community support.
engagement and retention.
2020 JANUARY
Spring became its own
incorporated entity.
JUNE
End of Ministry of Social
Development funding.
INSIGHT EVIDENCE HELPED TO CREATIVE HQ COMMUNITY
ATTRACT OTHER FUNDING SEPTEMBER
Working at Creative HQ
Their business model
Evidence of the problem, the year post-accelerator pivoted to deliver to
resulting solution concept, meant the team sustained workplaces to create
and support to tell their story their momentum, received financially resilient
succinctly, meant the team ongoing coaching, and workforce.
were in the right position support and inspirations from
to successfully apply to the other startup teams facing OCTOBER
New World Porirua came on
DIA Digital Government similar challenges and trying
as the first corporate client.
Partnerships Innovation other business models.
Fund, a new funding 2021 EARLY-2021
stream for MSD’s Building Final development
Financial capability team. stage ahead of public
launch in April 2021.
© Creative HQ 2021Manawa: Improving social ACCELERATOR VALUE
services for whānau
Māori NGO partnerships
The accelerator enabled two Māori NGOs The accelerator allowed
and the Social Wellbeing Agency to work in us and NGOs to work MĀORI NGO PARTNERSHIPS
partnership and with autonomy in a way that together on an even The accelerator helped establish a trusted
Team autonomy
secured significant project funding. footing in a genuine partnership, reflected in NGO team members.
Having the partnership process right
partnership that’s from the get-go opened up conversations
Secured investment PROBLEM SOLUTION continuing today. and meant Māori Data sovereignty and
from compelling Government agencies get The team proposed an app ensuring a two-way value was intuitive.
solution and story whānau information through that asks individual whānau
contract reporting and reviews members questions about Atawhai Tibble
of social services; it’s siloed, their wellbeing based on the Chief Māori Advisor
not whānau-focused, and famous Whare Tapa Wha SWA
doesn’t measure what matters model (i.e. mind, body, spirit,
to them. Whānau are the big relationships). It also asks them
users of social services but to rate their service provider.
don’t feel trusted and listened This solution efficiently captures
to, resulting in services that whānau voice, measures
don’t meet their needs. wellbeing, service satisfaction, 2019 A team from Te Hau Āwhiowhio
ō Otangarei Trust, Te Tihi o TEAM AUTONOMY
and provides quick feedback Ruahine Whānau Ora Alliance
The team working on this project were
to the system, to ultimately Charitable Trust (the backfilling
given autonomy to make decisions and
of staff was financed by SWA),
change the way services are follow the solution that emerged from
and the Social Wellbeing
contracted and designed. Agency spent close to full time the evidence gathered and their deep
focused on the problem for
understanding of the problem.
three months through the NZ
GovTech Accelerator – following
an innovative methodology.
2020 EARLY-2020
Following the output of the
accelerator, the team received
significant funding from
the DIA Digital Government
Partnership Innovation Fund.
MID-2020
ALTERNATIVE FUNDING SECURED
Progression slowed down
with changing priorities due Evidence of the problem, resulting solution
to COVID-19 response. concept, and support to tell their story
succinctly, meant the team were in the right
2021 LATE-2020–2021
position to successfully apply to the DIA Digital
A series of facilitated sprints
with the NGOs involved
Government Partnerships Innovation Fund,
to build the product. a new three-year funding stream for SWA.
© Creative HQ 2021Engaging in a smart city: ACCELERATOR VALUE
Maximising public
engagement for a better city
The accelerator helped Wellington City Council DEPTH OF PROBLEM INSIGHTS PROJECT CHAMPION
User insights as evidence
(WCC) gain a holistic understanding of their The depth of the problem discovery data means Having ownership of the project and its
they have brought back to WCC a deep holistic direction meant that, once back in-house, the
engagement needs and created a fit-for- understanding of engagement and the more team member felt strongly to continue driving
User-focused project
champion
purpose solution through root-cause problem complex organisation challenges to be solved. it. Their advice is to ‘be patient, repeatedly
discovery by a committed and driven team using bring it up with the why, you’re the driver.’
innovative processes.
Fast, holistic progress
PROBLEM 2019 AUGUST
The team from WCC, GWRC
With less than 40% of Wellington
and Wellington Airport (first
showing up to vote for local formed through the Smart Seeds
elections, and considerably less programme) participated in
taking the time to put in their the NZ GovTech Accelerator.
two cents throughout the term, REMOVAL FROM BAU ACCELERATES PROGRESS USER-CENTRIC SKILLS
the city needs to find a way 2019 OCTOBER
Engagement is a known issue across WCC. The The accelerator embedded a mindset of
to get more people involved The working prototype
was tested on the Council’s focused time in the accelerator meant they user-centricity that their respective agencies
in local decision making.
Skate Park consultation. were able to make real progress and explore a have recognised and sought to use.
‘completely holistic engagement approach’.
NOVEMBER
SOLUTION
WCC team member joins
The team created a multi- WCC’s Smart Council area to
channelled digital platform continue driving the project.
where people can create
personalised profiles which 2020 OCTOBER
Approval granted to develop
filters through the decisions
the mobile engagement
they want to engage with, based tool with Paperkite.
on what’s important to them, in
addition to an analytics back-end 2021 FEBRUARY
to assist Councils’ understanding The prototype was tested
of the public sentiment. on the Innovating Streets
consultation at Bicycle Junction
in Newtown. This prototype
contributed user research
to inform the tool build.
MARCH
The formal mobile engagement
tool is live on WCC’s Long
Term Plan consultation.
© Creative HQ 2021Greys Ave: Creating ACCELERATOR VALUE 2020 MAY–JULY
NZ GovTech Accelerator
inclusive, connected
project scoping and
team formation.
LEADERSHIP BUY-IN
and thriving communities
Demo Day was a valuable opportunity
to get project visibility with Executive
Leadership and Board members for buy-in.
The event was also live streamed allowing
NOVEMBER
staff from across the country to watch,
Investment approved for
generating interest across Kāinga Ora. three of the accelerator
The accelerator helped Kāinga Ora create a team members to continue
Secured Investment INVESTMENT SECURED
from Leadership user-centric solution which in turn secured full time on the project.
Senior leaders understood the insights and
investment from Kāinga Ora’s leadership team, saw the value of the solution. This meant
Time and money saved
saved time, money and resources. It is evident investment was approved for a growing
the accelerator has increased staff growth and team (including three from the accelerator
team) to operationalise the solution. 2021 FEBRUARY
professional development. The team started
Staff and organisational operationalising the
THE PROCESS SAVES TIME
development solution with recruitment
PROBLEM SOLUTION ‘All the data on the insights, impact and underway to expand the
outcomes gathered through the Problem team to eight people.
The current approach to A framework and a digital
Discovery process were invaluable post-
social housing in NZ, often platform that incentivises
programme for an additional needs
leaves people feeling isolated, community engagement
analysis, which saved at least 6-9 months.’
with a lack of connection and using time banking and
The storyboard and prototype based JUNE–DEC
sense of community, resulting virtual token currency to
on user feedback also saved significant Platform trial period
in poor social outcomes. activate communal spaces. on three or four sites
design and development time.
This provides an opportunity across New Zealand.
for the whole community to ORGANISATIONAL DEVELOPMENT
contribute and use their skills.
This project has been a catalyst for
Kāinga Ora opening up to new ways of
problem solving and coming up with
solutions, which they have embedded 2022 EARLY-2022
in parts of the organisation. Business case development
to secure investment for
roll out across other similar
density developments.
PROFESSIONAL DEVELOPMENT
Staff growth in new ways of working
evident from the immersive learning
style of the programme.
AUGUST
Greys Ave complex
finished, platform launched
DIVERSE TEAM in the community.
Upfront work to get the right team
members, including a workshop and
Creative HQ’s CH3 assessment tool,
meant the team had the diversity of
skills and experience needed.
© Creative HQ 2021Innovation Barometer:
Data enabled strategic decisions ACCELERATOR VALUE
COMMUNITY BUILDING EVENTS
The accelerator provides extensive support
to refine the project’s concept with a focus
The accelerator enabled the Innovation
Importance of supportive on the value through a develop, critique
community Barometer to complete a successful pilot with and improve cycle. Sharing the Barometer’s
four organisations, collecting 15,000 data points, story at the midway events and Demo
Day helped socialise the tool with the
Product test and
while testing and developing the product along
community it’s for – public servants and
reflect process the way. They were able to move quickly with senior leaders from across government.
access to more resources and built a community
PRODUCT TEST AND REFLECT PROCESS
Greater access to resources around the kaupapa. The accelerator process is designed for
rigorous testing and iterating of the project’s
PROBLEM product with government senior leaders to
Senior govt leaders see
2019 Interviews with 60+
deliver a more robust and user-centric tool.
future and current
innovation as vital for achieving govt leaders to learn
a unified ‘modern, agile and innovation in the public GREATER ACCESS TO RESOURCES
sector is vital but hard.
adaptive public service’. However, The team benefited from the ability to tap
they currently lack the data into different programme staff’s skill sets
and insights to make evidence-
2020 EARLY-2020
when needed, notably the ‘Designer Labtech’
Concept of the NZ
based strategic decisions Innovation Barometer was
(Innovation Intern) support was vital to the
to lift their organisation’s created and progressed with fast paced product iteration phase. This was
innovative ability. Without funding from the Digital an efficient way to make progress without
this data, progress towards Government Partnership
requiring an additional full time team member.
Innovation Fund.
the vision is near impossible
because ‘you can’t manage STAKEHOLDER GROUP
2020 FEBRUARY
Bringing together project partners such as
what you don’t measure’.
Formal partnership with
Victoria University of
New Zealand G2G at NZTE and DIA into one
Wellington, and ongoing stakeholder group meant that guidance
SOLUTION partnership with New and support was cohesive and constructed
Zealand G2G at NZTE.
The Innovation Barometer is a to achieve the goals of the 2020 pilot. The
cross-government measurement regular cadence of the meetings meant
SEPTEMBER
tool that provides government partners felt invested in the project and
Barometer team in the
organisations with rich data on accelerator to design the
that their unique expertise was valuable.
their innovative ability that is Product and run the pilot.
currently unavailable. As a result, COHORT SUPPORT
organisations can take specific 2021 FEBRUARY As a small team they benefited from the cohort
actions learned from their data Insights presentation to support and camaraderie. Each team was
and case studies to improve the Digital Public Services tackling a different issue but facing similar
and track progress over time. Branch of DIA highlighting challenges and could learn from each other.
alignment with the Strategy
Having these government teams progressing
for a Digital Public Service.
in parallel acted as a constant reminder of
who the Barometer was meant to serve.
© Creative HQ 2021Elevation Aotearoa: 2020 SEPTEMBER
A team with skills in UX
Easy access to LiDAR data to improve
design, learning design,
LiDAR and regional council
came together as part of the
economic, social, and environmental
NZ GovTech Accelerator.
ACCELERATOR VALUE
outcomes regionally ORGANISATIONAL CAPABILITY DECEMBER
One team member moved
Within their organisations, the team have
to LINZ to continue the
catalyzed the mindset shift to root-cause work alongside the team
problem discovery and working closely with member from the Bay of
The accelerator supported LINZ and regional customers, instead of jumping to a solution. Plenty Regional Council.
Organisational mindset shift
partners to work in partnership to create They’re also questioning the report writing
default, instead, taking a more agile approach
the LiDAR platform that could enable $38m and questioning ‘could a decision be made
User insights as evidence
additional economic benefit to Aotearoa. through a conversation if the right people are in 2021 EARLY-2021
Building central
The governance structures established mean the room?’ LINZ is embracing this mindset shift.
repository using existing
Progress from dedicated
they’re set up for success. USER INSIGHTS AS EVIDENCE
geospatial software.
seconded team
The user interview data supports ‘the
PROBLEM SOLUTION why’ and justifies their approach as they
Cross-agency collaboration By 2023, LiDAR would have been A digital platform and interviewed over 40 relevant parties.
captured for 80% of Aotearoa. If partnership between central and
Agreement to develop case
we don’t actively work to enable local government that ensures studies in partnership with
easy access to this free dataset, people can access and use LiDAR REMOVAL FROM BUSINESS AS Scion and Landcare.
NZ won’t realise the potential data, including links to download USUAL ACCELERATES PROGRESS
$38m annual economic benefit. the data, educational resources, It’s a luxury in government to be able to
offerings, case studies, and focus on one project. By participating full
a place to connect with local time within a fixed timeframe removed
experts and other LiDAR users. from business as usual, the team were
able to accelerate progress beyond
what would be possible internally. MARCH
All the relevant stakeholders
CROSS-AGENCY COLLABORATION came together to discuss
partnerships, the work
LINZ and regional partners were able to plan and agree to the
work together on even footing, with both Terms of Reference.
deeply invested in the outcome. Having
this buy-in has supported the acceleration
of progress and solution development.
2021–ON
DIVERSE TEAM SKILL SETS Future plan to take this
Upfront work to get the right team members LiDAR work and extend
to all elevation data, such
led to bringing together a UX designer, as bathymetry and aerial
learning designer, LiDAR expert, and someone photogrammetry. This
with a regional council lens. This meant framework could also be
the team had the diversity of skills and extended to other datasets,
not just elevation.
experience needed for a successful project.
© Creative HQ 2021Procurement for Impact: ACCELERATOR VALUE
Creating a more diverse, agile
and resilient supply chain across CROSS-AGENCY COLLABORATION
the Wellington region
This multi-agency project facilitated collaboration
across the region, bringing together seven
councils, key stakeholders, diverse suppliers,
LEARNING THE ROOT PROBLEM central government, Iwi and mana whenua whose
Councils were able to deep-dive into the perspectives were captured in the commitment. This
problem, gaining better visibility of barriers allowed the team to gain buy-in from stakeholders
The accelerator helped council’s in the Wellington to engaging with diverse suppliers. who supported the impact it would create.
Root-cause problem
identification region to collaborate to improve equitable
outcomes for their communities by focusing on
Balance of autonomy
the root of the problem and through alignment
and agency guidance with post-COVID-19 regional recovery plan.
PROBLEM 2020 OCTOBER
Cross-agency collaboration
Councils in the Wellington A team from councils in
the Wellington Region
Region want to achieve participated in the NZ RIGHT BALANCE OF AUTONOMY CLEAR COUNCIL PROGRESS ON
Driving council priorities broader outcomes through GovTech Accelerator. AND AGENCY GUIDANCE STRATEGIC PRIORITIES
their collective spend and
The team were able to work on this project The commitment contributes to long-
engage with a more diverse DECEMBER
full time for three months, providing them term economic recovery by keeping money
supply base. They struggle to Upper Hutt City Council
autonomy to explore, test, and validate circulating in our communities longer,
engage with Māori, Pasifika and WellingtonNZ sign
Te Upoko o Te Ika a ideas with the guidance of stakeholders. which is a regional strategic priority.
and social entreprises who
Māui Commitment.
experience structural barriers
to winning council contracts. 2021 FEBRUARY
SOLUTION Greater Wellington
Regional council supports
Te Upoko o Te Ika a Māui the commitment, putting
Commitment is a region-wide it through the formal
agreement between councils signing process to be
to take a shared approach to signed by April 2021.
supplier diversity by increasing
MARCH
spend with Māori, Pasifika
The team received a
and social enterprise through
video from the Minister
targets. Creating a more diverse, of Local Government
agile and resilient supply Hon Nanaia Mahuta
chain across the region. showing her support
for the commitment.
MARCH–APRIL
The team continues to work
with remaining councils
to get the commitment
signed and targets
© Creative HQ 2021 embedded into strategy.THANK YOU
to the support from our 2020 partners and all of the people involved
FOUNDATION PARTNERS
FOUNDATION PARTNERS
Minister Clark Ramya Ravishankar John Allen
Minister Mahuta Tess Meyer Tammy Downer
Minister Williams Francine Jones James Roberts
Minister O’Connor Simon Devries Jan Pierce
Di Grennell Leo Gene Peters Matt Noyes
Dave Moskovitz Marwan Jamal Roger Carman
David Cunliffe Robbie Nicol Jane Jujnovich
Luke Ball Michael Molony Sue McLean
Suse Reynolds Stephen Cummings Al Cross
Stuart van Rij Jane Bryson Lucy Baker
Geoff Simmons Pete Hodgson Brett Cockeram
PROGRAMME SUPPORTERS
Bryce Golden-Chen Colin Kennedy Vibhuti Chopra
David Udy Alexandra Lutyens Helmut Modlik
Madeleine Taylor Catherine Jones David Perks
PROGRAMME SUPPORTERS
Judith Eastgate Brett Holland Kristen Wilson
Ruth Harley Jenni Hamilton Andrew O’Donovan
Stephen Harrison Georgia McConnon Simeon Berry
Nick Churchouse Aishley Khanijoe Julie Watson
Julie Treanor Benjamin Alder Jennifer Ferreira
Christian Tanner Emily Dwyer Cheryl Reynolds
Beth Clarke Kelcey Braine Mischa Mannix-Opie
NZ GOVTECH IS A PROGRAMME OF
Max Salmon Alessandra Orsi Lou Sanson
Kurt Hawkins Ciara Craig Laura Reitel
Andrew Cox Amanda Wilkins James Roberts
NZ GOVTECH IS A PROGRAMME OF
Helen Simonson Leigh Taggart Jon Herries
CREATIVEHQ.CO.NZ
Event photography and videography by FolkYeah!
Other photography from:
Aishley Khanijoe, Alessandra Orsi and Ashley Church
© Creative HQ 2021GOT A PROJECT
IN MIND?
Want to be involved in the
next NZ GovTech Accelerator
focusing on sustainability?
1 All you need is an idea or a complex
problem that needs to be solved.
2 Provide the NZ GovTech team with some
details around your project and they’ll
talk you through the next steps.
Thank you to Creative HQ,
who have led four years
JONNIE HADDON SALLY HETT of government innovation
HEAD OF GOVTECH GOVTECH INNOVATION through the NZ GovTech
SPECIALIST Accelerator.
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Jonnie oversees Creative HQ’s Sally supports the teams Hon Nanaia Mahuta Learn more about Creative HQ’s
GovTech programmes, including and the delivery of the Minister for Local Government, Foreign Affairs, GovTech programmes online at:
the NZ GovTech Accelerator. NZ GovTech Accelerator. and Associate Minister Māui Commitment llgovtech.co.nz
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