Kate Boyd, Secretary of The Cabinet Office, NSW

From her foundational days at Allens, to becoming Secretary of The Cabinet Office, Kate Boyd PSM is leading the charge to reinvigorate serious policy thinking and good Cabinet practice in NSW

As the New South Wales Government navigates complex policy and legal challenges, The Cabinet Office stands at the forefront, guided by its Secretary, Kate Boyd. A familiar name to many, particularly among the alumni of Allens where she began her career, Boyd embodies the blend of legal acumen and strategic insight that is essential for effective public administration. Fiona Crosbie sat down with Kate to discuss her current role and to reflect on the path that got her there.

Kate, I want to start with The Cabinet Office. In one sense it's all very new, but it also has a storied past. Can you tell us a little about its history and purpose?

So, TCO as we call it—because who doesn't love an acronym—was originally established in 1988 and was known for being a strong central policy agency. It was a feature of the Greiner and Carr Governments until 2007, when TCO was merged with the Premier's Department to form the Department of Premier and Cabinet.

And that's where you were working previously?

Yes, I was working there as Deputy Secretary, General Counsel until last year when The Hon. Chris Minns MP was elected Premier and reestablished TCO as one of his first policy announcements. I absolutely loved my time as General Counsel, but when the Premier taps you on the shoulder and offers you a Secretary role, you can't refuse!

So now as Secretary, what are you and TCO tasked with?

Our main task is to support the Premier and Cabinet with expert policy advice informed by data, evidence, consultation and a focus on the bigger picture. We act as stewards of the Cabinet system—upholding Cabinet conventions and good Cabinet practice across the public sector. We also help the Premier advance NSW's interests at the national level through advice on intergovernmental matters. We have a strong legal function which advises on matters within the Premier’s portfolio including electoral and constitutional matters, and Ministerial ethics and integrity.

Much of the business of government is reactive. A big focus of TCO has been ensuring that the long term, strategic objectives of the Government—in areas like housing, climate change, domestic and family violence, and Closing the Gap—are understood across the public sector and that all parts of government are coordinated in their efforts to drive progress in addition to their business-as-usual operations.

But when so much of government work is reactive, how do you ensure there's sufficient time and energy going into forward thinking and new ideas?

That's the crux of the challenge, and I think part of the reason why The Cabinet Office was reestablished. While it can be difficult not to get entirely caught up in issues management, our Social and Economic Policy teams are very committed to making sure that decisions on Government policy are informed by the best available evidence and a longer term view.

We also have small team called 'Shaping Futures'—a strategic intelligence and foresight unit dedicated to helping the Government anticipate and plan for future challenges and opportunities. They’ve built a platform called the NSW Trend Atlas to help policy officers across the sector access the latest, future-focused reports and data about their field and analyse local and global trends when designing public services or developing policy. It’s a great example of public sector innovation.

Kate, you started with us in the Sydney office as a summer clerk then joined me in the competition team. To what extent did your time at Allens set you up for your work in the Department of Premier and Cabinet where it was, if I can say, a more 'conventional' legal role?

Honestly, I credit so much to the lessons I learned in those early days with you at the firm. Back then, Allens' motto was 'clear thinking', and the qualities and skills that come with that—attention to detail, clear and concise written communication, consistency, critical analysis—they're all essential to be effective in government. And competition law especially gave me a great foundation for work in the public service, given the nexus between law, policy, economics and regulators. Even though competition law is quite specialised, I learned about the structure and operations of so many different markets and industries—telecommunications, aviation, retail, construction, media, the arts. That set me up very well for a career in public policy.

Do you think that's why so many lawyers gravitate towards public service?

Absolutely. And they're so highly valued. I’ve observed that well-trained lawyers are uniquely positioned to craft policy, brief busy Ministers and navigate the complexities of government. It's why I'm always encouraging law graduates to try to get some experience in a commercial firm, because there's simply no substitute for the professional skills you get in that environment.

Government lawyers play a critical role in making sure things get done lawfully and effectively, which is key to public trust in our institutions. Perhaps I'm biased, but I think there's also an alignment of values between the legal profession and the public service—values like equity and fairness, integrity, and a desire to make a positive contribution to society. I still have my practising certificate and definitely still think of myself as a lawyer.

Is there anything you miss from those days at Allens?

(laughing) The catering is always the first thing that comes to mind! But look, so much of it was incredible. The resources, your peers, being surrounded every day by the best legal minds, the culture of excellence – it left an indelible impression and taught me a lot about how to be a good adviser. Plus, I made so many amazing friends back then and—more than a decade later—we’re still in touch.

Now Kate, I must congratulate you, because your work has not gone unrecognised. You were a finalist in the 2020 NSW Premier’s Awards in the category of Public Servant of the Year, and in 2022 you were awarded the Public Service Medal in the Australia Day Honours for your impactful work on the legal response to the COVID-19 pandemic. Between the bushfires and COVID you've navigated some extraordinary crises. What was it like being at the heart of the response during those times?

Exhausting but exhilarating! The COVID-19 pandemic was a complex and challenging time, but it was also a privilege to be a part of the response. I was General Counsel at the time, supporting the operation of the Cabinet and advising on public health orders. The orders were an extraordinary exercise of Executive power which placed restrictions on public gatherings and freedom of movement to deal with the health risk, and without the usual parliamentary scrutiny. It really reinforced to me the power of government and its ability to impact people’s lives, and the responsibility to act in the public interest that comes with that.    

And that's where trust in government becomes so integral doesn't it?

Exactly. Building public trust in government through individual and institutional integrity is key for TCO and the public service generally.

Finally Kate, given all you've achieved in your career, how do you think the values and support systems from your own upbringing influence the way you approach your role now, particularly as a parent yourself?

I don’t come from the most privileged background, but I was lucky to have an amazing mum who understood the value of education and made that her priority for us. I love that I get to work in government now, where so much of the focus is on achieving better outcomes for all kids, regardless of their background.

For a lot of my time at Allens I worked directly for female partners—yourself, Jacqui Downes and Carolyn Oddie. All of you had young kids at the time and were pretty open about the practical challenges of balancing life and work. I reflect on that a lot—I was fortunate to have role models who showed me that you could have a big, fulfilling job and be a mum. I have three beautiful kids now and I often wonder whether I would have been as confident in stepping up to leadership roles if I had not seen it early in my career.