Achieving against the odds: How a small team drove big change for New Zealand career development
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Advocacy at a government level, in my opinion, is akin to a sport. It demands hard work, strategy and a strong team. It involves navigating a competitive environment, often feeling like a battle. Yet, I believe that both career development professionals and the government can emerge as winners. Even a small, dedicated team can achieve significant results within a short period.
The catalyst for change
The catalyst that prompted Career Development Association of New Zealand (CDANZ) to increase its focus on government-level advocacy was the loss of the organization Mana Rapuara Aotearoa/Careers (CareersNZ). Established in 1989, this organization was tasked with “leading career development for New Zealand” and was fully funded by the government. CareersNZ provided a nationwide network of offices and services, where career professionals delivered, taught, researched and advocated for quality career development support and information for New Zealanders. However, in June 2017, it was merged with another government entity. It essentially disappeared – along with the voice of career development in the government sector.
This article is part of a CareerWise series on Advocacy and Career Development. Read more:
- The Beyond Decent Work Playbook: Level up your career development advocacy
- 10 resources to support career professionals in employer advocacy
As a membership association, CDANZ represents fewer than 500 members. The announcement of the merger quickly made it clear to the small voluntary CDANZ National Executive Committee (NEC) that we needed to play a stronger advocacy role. CDANZ commissioned a scoping paper on career development in New Zealand and gathered interested government officials and community stakeholders to form the National Forum for Lifelong Career Development Steering Group to work towards a national strategy. Our initial attempt to create a meaningful national career development strategy was halted when we were asked to step aside to support a government agency’s development of a Strategy. Disappointed with the outcome, which we felt lacked a true national strategy, the NEC continued to engage with the government in hopes of driving improvements. Members dedicated time to consultations, sharing research and attending numerous meetings despite the demands of their day jobs. Slowly, we began building relationships, and our expertise started to gain recognition.
Strategic advocacy approach
In 2020, as I took on the role of President, we began developing a more strategic approach to our advocacy efforts. Recognizing the impact of stronger partnerships, we started formalizing collaborations with like-minded organizations, including employers’ groups, through memorandums of understanding. This broadened our reach and opened more avenues to connect with government leaders including supporting the writing of white papers. These relationships also brought additional benefits, such as increased access to national and international research, professional networks and shared advocacy knowledge.
Carrot vs. stick
Wherever possible, I sought common ground in our partnerships. Even when we did not see eye to eye, I focused on areas where we were aligned, collaborating on those fronts to amplify our collective voice. Working with employer groups, for example, enabled us to push harder for systemic change, as businesses often have more influence with government entities.
I came to realize that advocacy does not have to be adversarial. You achieve far more by being supportive and accommodating than by telling people they are wrong. Often, we collaborated with people who lacked career development knowledge, theory or practice, which could be frustrating. When I identified knowledge gaps, I took the opportunity to educate by sharing the latest research, making introductions to experts and advocating for the inclusion of other career associations in the conversation. Most importantly, I always aimed to provide solutions rather than just highlighting problems.
“Even when we did not see eye to eye, I focused on areas where we were aligned, collaborating on those fronts to amplify our collective voice.”
Being collaborative sometimes meant compromising or knowing when to let go of less critical issues, while firmly holding on to what mattered most. Point scoring does not advance change – constructive dialogue does.
Achievements: A look back
CDANZ’s biggest achievement is arguably intangible yet vital: gaining recognition as an association of industry experts in career development. Being invited to the table when decisions are being made and having the opportunity to influence policy and resource development has marked a significant shift since 2018. Acting as consultants on projects, gathering feedback from members and others in the career ecosystem and sometimes even changing the course of government policy has been a rewarding outcome of these efforts.
For instance, in April 2020, the NEC recognized shortcomings in the government’s response to COVID-19’s impact on redundant and displaced workers. A small team began crafting media releases and social media campaigns to raise CDANZ’s profile, positioning us as a professional association equipped to support people back into work. Our “Change is Our Business” campaign underpinned our interactions with the government throughout 2020 and 2021, significantly boosting our visibility.
In June 2020, as a result of our lobbying and as a response to COVID-19 with the expected rise in unemployment, the New Zealand Cabinet approved a proposal for a new limited-time service to support New Zealanders back to work. The service was implemented by the Tertiary Education Commission (TEC) in partnership with CDANZ. Called the Direct Career Service (DCS) this service was launched in just eight weeks. Initially funded for just one year, it continues to operate today, with 35 of the original 75 CDANZ members still actively working on the contract across New Zealand. CDANZ leveraged the feedback from the DCS and collaborated with the government to produce a joint report that showcased the significant value career development professionals bring. The success of both the service and the report provided substantial momentum for our ongoing advocacy efforts
Another milestone was our campaign for a National All-Government Career Strategy. After a year of concerted lobbying, letter-writing campaigns and open discussions with government ministers, our persistence paid off. In December 2021, the government committed to developing a comprehensive strategy.
Throughout 2022 and 2023, I served on the National Career System Strategy Advisory Panel, which brought together representatives from career development, business, student groups and government ministries. The resulting National Career System Strategy (NCSS) – Te Rautaki Pūnaha Aramahi ā-Motu – represents a cross-system effort, incorporating multiple feedback avenues for career development professionals, allies and other services using the career system.
Advocacy efforts continued to shape an action plan, and work in this area remains ongoing as we navigate changes under a new government. While the strategy is not perfect, it achieved buy-in from multiple government ministries, which is a solid foundation. This collaboration also led to the establishment of a Career and Investment Design Directorate within TEC. This initiative has further spurred the development of essential projects such as the new Career Quality Framework.
As a natural extension of this advocacy, I also contributed to the advisory panels for the new interactive careers website, Tahatū. Currently in the final stages of trials in schools, it will soon be rolled out nationwide. Our continued involvement in regular monthly meetings with various government ministries has become the norm for the NEC, a testament to the importance of maintaining a consistent advocacy presence, even if it requires a significant volunteer effort.
The power of team advocacy
I must acknowledge the CDANZ NEC, members and supporters who championed these advocacy efforts during my seven and a half years on the committee, including three years as National President. Leading the government advocacy portfolio during my presidency was demanding, but it was also immensely rewarding to see our vision take shape. Our achievements were built on the foundation of past efforts, just as future successes will build on what we accomplished during my tenure.
Advocacy requires a team, and all career development professionals need to play a part. Together, we can continue to ensure that the career development sector has a strong, influential voice within the government.
