GHSL Deloitte Review Recommendations 2023

What did the review cover?

  • To provide advice and recommendation as to the future requirements, if any, for the GHSL function continuing beyond November 2023, including any options.
  • To identify the need and benefits for the GHSL function and consider any options that would better meet the H&S needs of chief executives and the public sector.

What did the review find?

Over the last three years, the GHSL has led and supported several important initiatives. For example, the H&S internship programme and mentally healthy work pilot. It has worked actively with key agencies like WorkSafe, ACC and engaged entities outside the core public sector, such as the Institute of Directors, NZISM, St Johns etc. Over this period, COVID has had some impact on GHSL ability to progress its work programme and GHSL resourcing and funding were reduced to reflect this.

Progress and achievement in areas like growing the internship programme and building capability and capacity for all have been achieved. This would not have been possible or effective without a GHSL central function facilitating advocacy and a focus on sector and collaborative outcomes.

WorkSafe, chief executives, agency leaders, including heads of H&S are supportive of the GHSL continuing its mandate beyond November 2023.


The recommendations:

Below is a table of Deloitte's recommendations and the GHSL's response:


Opportunities for improvement

 Recommendations (some recommendations apply to more than one area and have not been repeated)

GHSL response

Purpose, Strategy and Leadership

  • GHSL objectives, purpose and Strategic direction.
  • Engagement with key stakeholders.
  • Adjust the current GHSL purpose to include establishing a common vision on what H&S looks like at a sector level in terms of performance, leadership, and capability maturity.
  • Develop strategic priorities for the sector (including addressing emerging risks, its short- and long-term focus areas). In doing this, work with the sector to identify relevant sector / system level risks and gaps to inform priorities and work at the whole / sub sectors.
  • Define how GHSL will measure its success and report on this, including establishing formal stakeholder feedback on its performance and contribution to the sector.
  • Develop a Sector Reference Group to provide direction for GHSL planning and work programme.
  • Continued development of quarterly CE Newsletter and monthly Director’s Update.
  • Develop Annual GHSL and Sector Reports.

Work programme

  • Stakeholder engagement /communication with stakeholders on work programme.
  • Reporting on progress and achievement of work programme.
  • Engage chief executives and key stakeholders for their input and feedback on the strategic priorities and work plan / programme.
  • Regularly communicate progress on strategic priorities and work programme progress and results.
  • Orient some focus from developing resources on the “what” to the ‘how-to’, in a public sector practice context, leveraging the knowledge of communities of practice.
  • Develop a Sector Reference Group to provide direction for GHSL planning and work programme.
  • Re-introduce GHSL annual survey and utilise to provide feedback to stakeholder groups.
  • Continue development of range of Heads of and Practitioner Forums and Communities of Practice

Performance information and reporting

  • Quantitative data on the sector H&S performance.
  • GHSL performance information.
  • Data insights on quantitative data gain impactful insights.
  • Formal feedback from stakeholders and reporting on progress and results.
  • Articulate and communicate the relevant H&S performance metrics at a sector and sub sector level that support and reinforce public sector H&S leadership in New Zealand.
  • Work with relevant agencies to improve attributes and integrity of H&S data source, capturing performance information in line with purpose and what ‘good’ H&S looks like for public sector.
  • Regularly report on relevant sector/ sub sector H&S performance, leadership and capability information / metrics and the key actions / initiatives in place to address issues.
  • Develop Data and Insights Community of Practice.
  • Re-introduce GHSL annual survey and utilise to provide feedback to stakeholder groups.
  • Develop Annual GHSL and Sector Reports.
  • Better utilise monthly Director’s Update.


  • Efficiency and knowledge in the sector through enhanced collaboration with industry /functional lead groups
  • Develop clear engagement outcomes and collaboration plans with relevant H&S ecosystem stakeholders (WorkSafe, Business Health and Safety Leadership Forum, functional and industry bodies) to achieve efficiency and sector uplift.
  • Increase engagement with external stakeholder and system players, such as other functional and industry leads.

 Te ao Māori

  • Gaps in te ao Māori resource and guidance.
  • Develop approach for te ao Māori and how and where it will be applied, incorporating te ao Māori principles and perspective across the sector.
  • Engage with key Māori stakeholders, inviting them to engage with the sector.
  • Develop approaches to incorporating te ao Māori principles and perspectives.


  • Visibility and accessibility of GHSL engagement and programme
  • Review current practices and resources, including capability training, and forums to ensure that outside Wellington public sector communities have visibility, are engaged in GHSL work / relevant outputs developed and can participate in key learning programmes.
  • Utilise online and hybrid online / in person meetings.
  • Continue looking for opportunities to engage outside of Wellington.

Club funding model

  • Sustainable funding model
  • Chief executives were largely in favour of continuing with the GHSL and opting out of the GHSL funding commitment was considered to be inconsistent with the larger systems approach goals and sector good.
  • Consider opportunity for CEs to make their intention to continue funding clear on a three-year rolling basis.
  • Consider opportunity extending the subscription model to non-core public sector agencies where there are clear opportunities for sharing, efficiency and leverage.
  • In the current financial climate, we feel it is better to retain the annual subscription model
  • Approach additional agencies with a view to extending the subscription model, increasing the benefits of the GHSL whilst ensuring costs remain sustainable.