As policy professionals, we have to generate rigorous advice – often on complex issues that require careful analysis. Sometimes we’re under intense time pressure. Often we have imperfect information. How do we grapple with these challenges?

When we teach our FrankCapability learners how to approach a policy problem, we often get asked something. How can policy people talk about inequity while avoiding deficit framing and negative stereotypes? Part of the answer lies in how we use data.

Especially if you’ve been through a change of government as a public servant, you might have been surprised how much language matters to Ministers – no matter what their stripe.

As policy professionals, more often than not, the policy challenges that we’re trying to address are complex and multi-dimensional and cross organisational boundaries.

If you're a public servant, being 'free and frank' is an incredibly important part of the job. It means giving advice that is clear about pros and cons, doesn't get political, doesn't try to push the Minister in your preferred direction, and doesn't shy away from hard truths.

Strategies are one tool that governments use to achieve long-term goals - and if you're a policy professional, you'll probably work on one sooner or later. The problem is strategies differ a lot. There's no singular way to write a strategy, and no guidance to draw on. It can be hard to know where to start.

To do its job, a government agency often has to give out money: buying goods and services or providing funding for some other purpose.

Government agencies in New Zealand and around the world are sometimes criticised for short-term thinking – and there’s some truth in this.