Resource material › Corporate Publications › Statement of Intent 2012-15Tauāki Whakamaunga Atu
Operating Intentions
On this page
This section summarises our planned work over the next three years to contribute to our Ministers’ priorities and make progress towards achieving our outcomes and objectives.
Our performance framework reflects the diversity of our services. The framework recognises that the impacts of our activities across the organisation often contribute to more than one outcome or objective.
In the framework outcomes and objectives are defined as follows:
- Outcomes relate to areas in which we provide immediate services to the wider public and consequently affect their quality of life, such as ensuring people are able to access and use information important to their lives, and that people and communities can understand and manage hazards and risks
- Objectives describe how we seek to support public sector and other organisations to deliver better, smarter services to, and with, the people of New Zealand. Our contribution to objectives is indirect but influences improved outcomes for New Zealanders by supporting, maintaining and improving the delivery of services to the public.
Long-term outcomes and objectives are outlined on pages 19–22.
We have identified the key impacts that contribute to outcomes and the supporting and lead objectives that contribute to our overall objective. Our activities over the next three years are provided under each of our impact and lead objective areas on pages 23–43.
The performance framework including all impacts, outcomes and objectives is illustrated on the inside cover of this Statement of Intent.
Appendix II shows the links between impacts, intermediate outcomes and outcomes, and supporting objectives, lead objectives and objectives.
Appendix III shows the links between these outcomes and Vote Internal Affairs appropriations.
We provide more detailed information about our outputs in the Information Supporting the Estimates of Appropriations for Vote Internal Affairs.
Outcomes and Objectives
Outcome: New Zealand’s diverse people and communities/hapū/iwi are resilient and prosperous
We seek a New Zealand that is safe, secure and resilient, so that people can confidently participate in society and the economy and contribute to the success of their communities.
Our intermediate outcomes are:
- People live in safe and secure environments
- People engage with and contribute to their diverse communities in ways that strengthen those communities
- People participate in civic society and add value to economic activity
- People use information for innovation and knowledge creation
| Our intended impacts to achieve this outcome | Our activities over the next three years |
|---|---|
|
Pages 23–24 |
|
Pages 25–26 |
|
Pages 27–29 |
|
Pages 30–31 |
|
Pages 32–33 |
Measuring progress
We will demonstrate progress towards achieving this outcome by:
| Indicator | Data | How this is measured |
|---|---|---|
|
Increasing the number of people who feel they live in a safe and secure environment and are sufficiently prepared for emergencies, should they occur |
The number of people prepared for emergencies at home and at home and work: 2010/11: 32% prepared at home, 18% prepared at home and work 2009/10: 18% prepared at home, 11% prepared at home and work |
Internal Affairs data |
|
The percentage of households with emergency water for three days: 2010: 45% 2008: 40% |
General Social Survey (Statistics New Zealand) |
|
|
Increasing the percentage of people who feel a strong sense of community and support within their local neighbourhood |
People who feel a sense of community in their local neighbourhood: 2010: 60% 2008: 58.4% 2006: 59% |
Quality of Life Survey |
|
People who felt isolated from others some or most of the time in the last four weeks: 2010: 15% 2008: 16% |
General Social Survey (Statistics New Zealand) |
|
|
Increasing the number of people participating in civic society |
Voter turnout in local authority elections: 2010: 49% 2007: 47% 2004: 46% |
Internal Affairs data |
Outcome: New Zealand is recognised for creating, sharing and using knowledge for social, cultural and economic well-being
We seek to securely manage and provide access to information that is important to people’s lives so they can access rights and entitlements, participate in society, and use knowledge to contribute to cultural and economic growth.
Our intermediate outcomes are:
- People live in safe and secure environments
- People use information for innovation and knowledge creation
- People (including people in other nations) value our documentary heritage and taonga
- People, organisations and other nations trust New Zealand’s identity and public information
| Our intended impacts to achieve this outcome | Our activities over the next three years |
|---|---|
|
Pages 25–26 |
|
Pages 27–29 |
|
Pages 30–31 |
|
Pages 32–33 |
|
Pages 34–35 |
Measuring progress
We will demonstrate progress towards achieving this outcome by:
| Indicator | Data | How this is measured |
|---|---|---|
|
Increasing New Zealand’s reputation for creating, sharing and using knowledge for social, cultural and economic wellbeing |
New Zealand’s Network Readiness Index ranking (readiness to use and leverage ICT to increase wellbeing): 2012: 14 (of 142) 2011: 18 (of 138) 2010: 19 (of 133) 2009: 22 (of 134) |
Global Information Technology Report (World Economic Forum and European Institute of Administration) |
|
Increasing the number of people accessing information for innovation and knowledge creation |
Indicators being developed[3] |
Indicators will be in place to report on progress in the 2012/13 Annual Report |
Outcome: The people of New Zealand have a strong and valued national identity, culture and heritage
We seek to contribute to a strong and valued national identity by maintaining and providing access to New Zealand’s documentary heritage, record of government and collections of national importance, and ensuring people trust the integrity of New Zealand’s civic records.
Our intermediate outcomes are:
- People (including people in other nations) value our documentary heritage and taonga
- People, organisations and other nations trust New Zealand’s identity and public information
| Our intended impacts to achieve this outcome | Our activities over the next three years |
|---|---|
|
Pages 30–31 |
|
Pages 32–33 |
|
Pages 34–35 |
Measuring progress
We will demonstrate progress towards achieving this outcome by:
| Indicator | Data | How this is measured |
|---|---|---|
| Increasing the number of people who connect with and value New Zealand’s national identity, culture and heritage |
Proportion of people who say they “belong to New Zealand”: 2010: 94.5% 2008: 93.9% Proportion of people who say it is easy to express their own culture:
|
General Social Survey (Statistics New Zealand) |
| Increasing the number of people, organisations and other nations who trust New Zealand’s identity and public information | Indicators being developed[4] | Indicators will be in place to report on progress in the 2012/13 Annual Report |
Objective: To enhance trust in government and confidence in the performance of public sector organisations
We seek to contribute to an efficient and effective public sector that people can easily interact with. We support the delivery of better, smarter services particularly through more effective use of information technology and we work with other public sector organisations to support them in achieving their outcomes.
| To achieve this objective we seek to | Our activities over the next three years |
|---|---|
|
Pages 36–40 |
|
Pages 41–42 |
|
Page 43 |
Measuring progress
We will demonstrate progress towards achieving this objective by:
| Indicator | Data | How this is measured |
|---|---|---|
| Increasing the number of people who have a high level of trust and confidence in the performance of public sector organisations |
Overall quality score for public services: 2009: 69 2007: 68 New Zealanders’ positive rating of overall trust in public services: 2009: 33% 2007: 29% New Zealanders’ positive rating of trust in their most recent service interaction: 2009: 70% 2007: 67% New Zealanders who agree that public services are a good example of tax dollars spent: 2009: 64% 2007: 55% |
Kiwis Count Survey – New Zealanders’ satisfaction with public services (State Services Commission) |
| Maintaining a high ranking internationally compared with other nations on the perceived trust and confidence in government and public sector agencies |
New Zealand’s ranking in the Corruption Perceptions Index: 2011: 1st 2010: 1st equal 2009: 1st |
Corruption Perceptions Index (Transparency International) |
Contributing to achieving outcomes and objectives
Impact: People and communities understand and manage hazards and risks
What we are seeking to achieve
We seek a resilient New Zealand where communities are capable of managing hazards and risks and are prepared to respond to and recover from civil defence emergencies. We act to ensure communities understand and manage risks in regulated social activities such as gambling and restrict the harm caused by these activities. We also work to ensure the Internet is a safe environment.
Portfolios contributing to this impact
- Internal Affairs
- Civil Defence
What we will do to achieve this
Build resilient communities
Through the Ministry of Civil Defence & Emergency Management (MCDEM) we are the lead agency in reducing risk and building community readiness for emergencies, and for responding to disasters when they happen.
We build community resilience by increasing the understanding and management of hazards and risks through public education and awareness programmes, working with local authorities to enhance community preparedness, and supporting Civil Defence Emergency Management (CDEM) Groups to respond to local events. We will manage the response and recovery for national emergencies and large-scale events that are beyond the capacity of local groups.
MCDEM was the lead agency in responding to the Canterbury earthquakes of February 2011. We will use this experience to strengthen CDEM arrangements by incorporating lessons learned into the strategic framework for emergency management in New Zealand, building overall capability to respond to and recover from major disasters. We are contributing to the longer-term recovery in Canterbury by providing cross-government policy advice from a local government and CDEM perspective, administering the Christchurch Earthquake Appeal Trust and enhancing the ability of local authorities to rebuild infrastructure and support their communities.
Reduce social risks and harm
Our regulatory role reduces potential social harm to communities from restricted activities. We will work with community groups and other agencies to raise awareness and understanding about the risks associated with gambling, the availability of objectionable and restricted publications, and unsolicited commercial electronic messaging (spam).
Increasingly, this work includes a focus on providing safe and secure online environments and preventing potential social harm arising from the widespread availability of the Internet. We will work with non-government organisations, and national and international law enforcement agencies, to eliminate the availability of images of child sexual abuse through active deterrence and detection, and pursuing prosecutions of New Zealanders who trade objectionable material via the Internet.
We will continue to work with communities, local authorities and other public agencies such as the Ministry of Health to monitor gambling issues and provide access to gambling data. This work builds understanding of the impacts of gambling on communities and supports communities to make appropriate decisions about access to gambling in their area.
Key initiatives 2012-2015
- Learning from the response to the Canterbury earthquakes – The findings of reviews into the response to the Canterbury Earthquakes will be incorporated into the strategic framework for civil defence emergency management in New Zealand and national guidance.
- Strengthen the framework for recovery from major civil defence events – A fundamental review of the recovery aspects of the legislative framework for civil defence emergency management including the recovery doctrine and legislative provisions for recovery will be undertaken in light of lessons from the Canterbury earthquakes and international experiences.
- New Zealand ShakeOut – A nationwide, multi-agency earthquake response exercise will be held in September 2012. The exercise is aimed at increasing national preparation and understanding of how to respond in an earthquake. The annual Get Ready Week will be moved to coincide with the exercise.
- Regional CDEM improvement – We will implement results of recent regional CDEM audits and capability assessments. This will allow us to lift the bar across New Zealand ensuring we recognise excellence while helping those that need improvement. We will publish our audit findings in each region.
This impact contributes to the following outcomes
| Intermediate outcomes | Outcomes |
|---|---|
| People and communities live in safe and secure environments | New Zealand’s diverse people and communities/hapū/iwi are resilient and prosperous |
Contributing output expenses
| Intended impact | Output class |
|---|---|
| People and communities understand and manage hazards and risks |
Community Information – Emergency Management* Management of National Emergency Readiness, Response and Recovery* Emergency Sector Support and Development* Regulatory Services Policy Advice – Emergency Management* |
* Output class within Multi-Class Output Appropriation
Measuring progress
The Department will demonstrate progress towards achieving this outcome by:
| Indicator | Data | How this is measured |
|---|---|---|
| Increasing the number of people who are prepared to respond to future emergencies and manage hazards |
The number of people prepared for emergencies at home and at home and work: 2010/11: 32% prepared at home, 18% prepared at home and work 2009/10: 18% prepared at home, 11% prepared at home and work |
Internal Affairs survey |
| Increasing awareness so people can manage and mitigate the social harm caused by regulated activities | Indicators being developed[5] | Indicators will be in place to report on progress in the 2012/13 Annual Report |
Impact: Participants in regulated activities behave responsibly and with integrity
What we are seeking to achieve
We seek to encourage and ensure compliance within the sectors we regulate so that people can confidently participate in civic society. We enforce the law in relation to gambling, censorship, unsolicited emails, anti-money laundering, and private investigators and security personnel. We seek to improve the transparency of public decision-making by regulating public sector recordkeeping.
Portfolios contributing to this impact
- Internal Affairs
- Civil Defence
- Community and Voluntary Sector
What we will do to achieve this
Deliver and improve the regulatory framework
An intelligence-based approach is taken to deliver compliance functions by monitoring and gathering data across the range of our regulatory responsibilities. We will engage with the sectors we regulate to ensure that the regulatory framework and requirements are fit for purpose and that regulatory tools are effective, encourage compliance and minimise process where possible.
We will continue to use a range of tools to ensure gambling societies and venues are responsible, transparent and comply with their obligations. Working closely with communities, territorial authorities, problem gambling providers and other agencies, we will provide education and advice to encourage compliance with regulations.
We have an increasing role monitoring and supervising activities within specific business sectors to ensure that businesses take appropriate measures to detect and deter money laundering and terrorist financing. We are preparing for the Anti-Money Laundering and Countering Financing of Terrorism (AML/CFT) Act 2009 coming into effect in 2013 by building capability within the Department, educating the sector, identifying areas of risk and priorities for compliance monitoring, and collaborating with other agencies to ensure a consistent, coordinated approach to AML/CFT regulation and enforcement.
Our recently established Complaints, Investigation and Prosecution Unit (CIPU) will work with the Ministry of Justice to support the operation of the Private Security Personnel Licensing Authority. The CIPU will provide the Licensing Authority with information and recommendations to make determinations on complaints, and investigate information supplied in applications for licensing or certification.
Enforce compliance to ensure safe and productive use of information technology
We enforce the Films, Videos, and Publications Classification Act 1993. An increasingly important aspect of this role is to monitor use of open public Internet communication forums including websites, peer-to-peer networks, and newsgroups to enforce censorship legislation.
We will work with the New Zealand Police, Customs, and overseas enforcement agencies to share information and resources to prevent crime, in particular relating to objectionable online material that exploits children.
The Department provides the Digital Child Exploitation Filtering System for use by Internet service providers. We will continue to work with and encourage Internet service providers to adopt this filter.
We will work to increase productivity across the economy by reducing spam, which is a costly impediment to legitimate business activity. We will promote education and awareness, facilitate industry liaison, monitor emerging technologies and work with international agencies to reduce the impact of spam and contribute to improvements in New Zealand’s cyber security.
Regulate public sector recordkeeping
Effectively managing and maintaining the record of public actions and decisions is fundamental to an open, democratic society. Through Archives New Zealand we will audit public sector recordkeeping to provide assurance that recordkeeping practices are efficient and delivering high-quality services to citizens. We aim to audit the recordkeeping practices of all government departments and other offices over a five-year cycle.
Key initiatives 2012-2015
- Transition of the Charities Commission[6] – We will work with the Charities Commission and other stakeholders to successfully transfer the functions of the Commission to the Department, including the registration and monitoring functions, with a minimum of disruption to the charitable sector. This will improve the delivery of services to charities and the public through reducing duplication and allowing the reprioritisation of resources to have the greatest effect.
- Review and improve the regulatory framework for gambling – Policy options will be considered to better regulate the gambling sector with a particular focus on Class 4 gambling, to improve the integrity of the regulatory framework in minimising harm and maximising the community benefit from gambling.
- Delivery of the Integrated Gambling Platform – We will continue to develop and implement the Integrated Gambling Platform to improve the efficiency and effectiveness of gambling regulatory services and enhance information gathering, analysis and reporting to inform compliance activities.
- Continue development of the Multi-Venue Exclusion programme – We will work with the gambling sector to implement the Multi-Venue Exclusion programme. This enables problem gamblers to exclude themselves from multiple venues and reduce harm associated with problem gambling.
- Complete the establishment of the Anti-Money Laundering and Countering Financing of Terrorism (AML/CFT) Unit – The planned development of a technology solution will be undertaken to support the work of the AML/CFT Unit when it becomes operational.
- Investigate options for enhancing cyber security – Working with other agencies we will assess the need for improved measures and options to address cyber security risks in New Zealand.
- Web filtering and victim identification – We will work with agencies including New Zealand Police and Customs to provide leadership in the area of victim identification, an increasingly critical element in reducing the online sexual exploitation of children.
This impact contributes to the following outcomes
| Intermediate outcomes | Outcomes |
|---|---|
|
People live in safe and secure environments People participate in civic society and add value to economic activity |
New Zealand’s diverse people and communities/hapū/iwi are resilient and prosperous New Zealand is recognised for creating, sharing and using knowledge for social, cultural and economic well-being |
Contributing output expenses
| Intended impact | Output class |
|---|---|
| Participants in regulated activities behave responsibly and with integrity |
Regulatory Services Policy Advice – Internal Affairs* |
* Output class within Multi-Class Output Appropriation
Measuring progress
We will demonstrate progress towards achieving this impact by:
| Indicator | Data | How this is measured |
|---|---|---|
| Maximising the benefit and minimising the harm of regulated activities to the community by increasing the number of participants voluntarily complying with requirements | Indicators being developed[7] | Indicators will be in place to report on progress in the 2012/13 Annual Report |
Impact: People have the capability to participate in their communities and across communities
What we are seeking to achieve
We seek to ensure people can engage with and participate in and across communities, in ways that contribute positively to society and enhance economic activity. We seek to create the space in which communities, hapū and iwi can lead their own development, identify opportunities and develop their own solutions.
Portfolios contributing to this impact
- Internal Affairs
- Civil Defence
- Community and Voluntary Sector
- Ethnic Affairs
- Local Government
What we will do to achieve this
Empower communities through advice, information, and long-term investment
Community groups and volunteers have a significant positive impact on New Zealand society, and community-based organisations are often better placed than central government agencies to engage with hard to reach communities, hapū and iwi. We are increasing our focus on leading a more strategic and long-term investment approach to help communities, hapū and iwi achieve their goals.
We will support the community and voluntary sector to achieve outcomes for their communities by providing advice and information to identify grant funding options and develop innovative ways to attract funding.
Through our network of regional offices, we will continue working closely with communities, local authorities and other agencies to develop their capability and improve access to resources, to enhance participation and empower communities to make sustainable decisions for their future. We will continue to implement Te Whakamotuhaketanga Hapū, a strategy focusing on building strong relationships between Māori and the Department’s Community Operations staff.
Remove barriers and improve access to community funding and support
We have a long history of providing access to community funding which supports people to participate and achieve outcomes for their communities.
We will facilitate the distribution of over $180 million in funding to community groups each year through directly administering a number of funding schemes, Trusts and Fellowships and providing administration and operational support to the New Zealand Lottery Grants Board and distribution committees.
We will enforce gambling compliance to ensure the proceeds from gambling are distributed appropriately back to communities. We are also working to improve the regulatory framework for gambling to maximise the community benefit from gambling proceeds while minimising harm.
Seeking funding can be a significant cost to community organisations and detract from their core role of helping their communities. We are working to reduce compliance costs for applicants and increase the accessibility of grants by streamlining funding administration processes, to enable community groups to focus on their work with communities.
Maximise the potential for New Zealand to benefit from ethnic diversity
We have a focus on maximising New Zealand’s potential for economic growth through leveraging the skills, experience and international connections of ethnic communities. This will result in more ethnic people participating in and across communities and an increase in the overall contribution of ethnic communities to the New Zealand economy.
We will continue building business networks, facilitating mentoring between ethnic and mainstream businesses in New Zealand and overseas, and supporting mainstream businesses to manage and realise the benefits of a diverse workforce. We will work with ethnic communities to encourage self-sufficiency and higher levels of civic participation by ethnic people and will strive to maintain and improve New Zealand’s reputation for social harmony and as a desirable destination for tourism, migration, education, trade and investment.
Provide online resources to connect communities with themselves and others
The accessibility of the Internet makes it an essential tool for providing advice and information to support people to develop connections and actively engage in and across communities. We will continue to update and provide information to communities through resources such as CommunityNet Aotearoa (including the Community Resource Kit), Good Practice Participate, EPIC NZ and the Community Archive. The Aotearoa People’s Network Kaharoa provides broadband connections to libraries or other community facilities to enable free public access to the Internet.
These resources build digital literacy, increase the base of knowledge in communities and enhance people’s capability to access information that enables them to participate in civic society.
Key initiatives 2012–2015
- Christchurch Earthquake Appeal Trust – We will support communities in Canterbury to access funding for community relief, rebuilding and revitalisation through the Christchurch Earthquake Appeal Trust, provide ongoing advice and support to the Trustees, and ensure sound management of Trust funds.
- Grants Common Capability Project – Our core grants and client management system will be redeveloped and funding processes streamlined to make applications easier, and to better manage the range of grants and funding schemes we administer.
- Review of the Charities Act 2005 – A targeted review of the Charities Act will be initiated for planned completion by 2015.
- Supporting and celebrating volunteering – We will work with the volunteering sector to develop more professional management of volunteers including investigating a credential system for volunteers, and will investigate the reprioritisation of grant funding to better support volunteering. An area of focus in the civil defence sector is to engage with the volunteer sector on how to better include ‘organic’ volunteers in response and recovery.
- Reviewing the Community-Led Development Initiative – We will continue developing the Community-led Development initiative, which is trialling new long-term funding approaches in five communities, and will evaluate the benefit of extending the programme.
- Investigating innovative ways to help community organisations attract funding – Innovative approaches are being explored to promote and encourage community generosity and increase the ways communities can access funding, such as social lending and social impact bonds. We will investigate the appropriate role for government in growing a culture of generosity, and identify the best role for government in supporting social enterprise and social finance.
- Supporting businesses to benefit from ethnic diversity – Working with partners such as the Human Resources Institute of New Zealand we will provide an annual programme of training sessions, business mentoring and capability development programmes, public workshops and forums.
This impact contributes to the following outcomes
| Intermediate outcomes | Outcomes |
|---|---|
|
People live in safe and secure environments People engage with and contribute to their communities in ways that strengthen those communities People participate in civic society and add value to economic activity |
New Zealand’s diverse people and communities/hapū/iwi are resilient and prosperous New Zealand is recognised for creating, sharing and using knowledge for social, cultural and economic well-being |
Contributing output expenses
| Intended impact | Output classes |
|---|---|
| People have the capability to participate in their communities and across communities |
Administration of Grants Managing and Accessing Knowledge Information* Advisory and Information Services to Ethnic Communities* Community Development and Engagement Advice* Community Archives* Community Information – Emergency Management* Contestable Services Local Government Services Policy Advice – Community and Voluntary Sector* Support for Grant Funding Bodies – Internal Affairs* Support for Grant Funding Bodies – Community and Voluntary Sector* |
* Output class within Multi-Class Output Appropriation
Measuring progress
We will demonstrate progress towards achieving this impact by:
| Indicator | Data | How this is measured |
|---|---|---|
| Increasing the number of people participating and supporting their local communities through volunteering and giving |
The number of people over the age of 10 who had volunteered and donated money within the previous three months: December 2011: 32% had volunteered, 43% had donated money June 2010: 28% had volunteered, 40% had donated money |
Consumer Media Insights Survey (Nielsen Media Research) |
|
People participating in paid and unpaid community work: Undertook unpaid work 2010: 65.4% 2008: 64.6% Undertook voluntary work 2010: 32.4% 2008: 32.6% |
General Social Survey (Statistics New Zealand) | |
| Increasing the number of communities with sufficient access to meaningful advice and support | Indicators being developed[8] | Indicators will be in place to report on progress in the 2012/13 Annual Report |
Impact: People are able to access and use information important to their lives
What we are seeking to achieve
We seek to ensure people have appropriate, secure and flexible access to information that is important to their lives, to exercise rights and access entitlements. We manage and provide access to New Zealand’s personal identity information, records of government and significant documentary heritage collections. We seek to enable knowledge and learning to be used for economic growth, and social and cultural well-being.
Portfolios contributing to this impact
- Internal Affairs
- Community and Voluntary Sector
- Ethnic Affairs
What we will do to achieve this
Provide access to collections of information in efficient and useful ways
We are responsible for a vast collection of records, data, documents, books, images and other information about New Zealand and its people. We will work to improve access to this information so it can be used and turned into knowledge and value to enrich New Zealand’s society, culture and economy. We will do this in a range of ways, including online services, digitising and publishing information, providing physical access such as reading rooms, and inter-loan services to libraries. We will continue to support access to information from an early age by enabling schools to use collections to support the national curriculum, and providing nationwide access to specialist services that support literacy and learning.
We will also improve access through greater integration of a range of complementary services currently provided by Archives New Zealand and the National Library. Government has made a significant investment in the building housing the National Library and we will redesign services provided from the new building from a citizen-centric view. We will investigate opportunities to rationalise the storage of collection material and shift a critical mass of high-use content to integrated online channels, to reduce costs and improve access to information when and how it is needed.
Make personal identity information available to use
As the kaitiaki (guardian) of New Zealand’s personal identity information, we ensure people can access this information in secure, reliable and timely ways. This information enables people to access a range of rights and entitlements the Department provides such as passports, other travel documents, and birth and marriage certificates. We are improving accessibility by beginning to provide identity information and services, such as passport renewal applications, online.
Reliable, trusted personal identity information is essential to enable access to other government services. We will facilitate appropriate access to identity information through channels that protect the security and privacy of the information. We will use our expertise to contribute to new ways of more conveniently providing government services that require identity information.
Enable people to access public information
We are a leading agency in the Open and Transparent Government Programme, which focuses on the release of high-value public data for reuse. To implement the Declaration on Open and Transparent Government, we are identifying high-value public data that we hold and will make suitable data publicly available. We will continue to facilitate access to available data from other agencies through data.govt.nz, a directory of publicly available, non-personal New Zealand government-held datasets.
We will continue to support people to access public information from other agencies and sources in ways that are most useful for them. This includes
- providing the DigitalNZ website
- developing and promoting web standards and social media guidance for government agencies
- publishing the New Zealand Gazette
- providing community development and advisory services
- providing Language Line and translation services to improve the access to information and services for people with limited English.
Through the National Library, we support the work of libraries throughout New Zealand’s communities and schools, including supporting the Kōtui shared library management service.
Key initiatives 2012–2015
- Ensure identity and community advice services are sustainable and flexible – We are reviewing the way identity services and products, and community advisory services are provided to the public to ensure these services are sustainable and flexible to meet future challenges and demands.
- Integrating services to access online information – Opportunities to combine and integrate the online delivery of Archives and National Library services are being implemented to provide simplified and consolidated access to a range of information.
- Implementation of open data policy – We will continue to enhance data.govt.nz and support the Declaration on Open and Transparent Government.
- Implement Gazette Online – New Zealand Gazette services will be redesigned to publish Gazette notices online as they are cleared for publication (real-time publication), rather than collected and printed on a weekly basis.
- Redevelop Translation Service – The Translation Service will be redeveloped to deliver confidential translation services to government.
- Support literacy and learning in communities and schools – We will undertake collaborative initiatives to promote reading and literacy in communities. We will complete a review of how to best support literacy and learning in schools with shared digital content and services, to realise the benefits of Government’s plans to roll out Ultra Fast Broadband into schools throughout the country. We are working with the Ministry of Education to contribute to the development of online service delivery of curriculum and library resources for schools.
This impact contributes to the following outcomes
| Intermediate outcomes | Outcomes |
|---|---|
|
People engage with and contribute to their communities in ways that strengthen those communities People participate in civic society and add value to economic activity People use information for innovation and knowledge creation People (including people in other nations) value our documentary heritage and taonga |
New Zealand’s diverse people and communities/hapū/iwi are resilient and prosperous New Zealand is recognised for creating, sharing and using knowledge for social, cultural and economic well-being The people of New Zealand have a strong and valued national identity, culture and heritage |
Contributing output expenses
| Intended impact | Output classes |
|---|---|
| People are able to access and use information important to their lives |
Managing and Accessing Identity Information* Managing and Accessing Knowledge Information* Publishing Civic Information* Government Information and Technology Services* |
* Output class within Multi-Class Output Appropriation
Measuring progress
We will demonstrate progress towards achieving this impact by:
| Indicator | Data | How this is measured |
|---|---|---|
| Improving access to New Zealand’s collections of information and public record |
Accessibility of digital content in New Zealand – International ranking / score (1 = not accessible, 7 = widely accessible): 2012: 31 (of 142) / 5.9 (mean 4.9) 2011: 31 (of 138) / 5.7 (mean 4.8) |
Global Information Technology Report (World Economic Forum and European Institute of Administration) |
Impact: New Zealand’s documentary record is protected and available for current and future generations
What we are seeking to achieve
We seek to maintain New Zealand’s collective memory by collecting, protecting and promoting the nation’s documentary heritage and record of government. We seek to ensure the documentary record is preserved using modern techniques and technology, and stored safely and securely, so that information is available for the benefit, understanding and enjoyment of current and future generations.
Portfolio contributing to this impact
- Internal Affairs
What we will do to achieve this
Build and preserve collections of national importance
We develop, maintain and preserve New Zealand’s documentary heritage, the record of government, and a comprehensive collection of words, pictures and sounds relating to New Zealand and the people of New Zealand. This includes responsibility for housing and preserving national taonga such as the Treaty of Waitangi.
The information we hold relates to almost every aspect of New Zealand life, covering a wide range of subjects, a lengthy period of time, and a variety of different media. We will continue to build collections through administering the legal deposit system for publishers, purchasing heritage items and accepting donations. We will provide leadership across government in the management and collection of government information and records in accordance with the Public Records Act 2005. We will also provide services supporting communities to preserve and manage their archives and important records.
Using specialist storage facilities and staff expertise, we will preserve these collections to ensure the public record and heritage collections are available for future generations. The redevelopment of the building housing the National Library in Wellington will ensure collections are stored in appropriate, safe environments with enough room for storage until 2030. The completion of the redevelopment in 2012 provides an opportunity for optimising the use of high-quality storage facilities across our collections.
Improve preservation and storage of information through digital programmes
An increasing amount of New Zealand’s documentary heritage and public record is in digital form. Government is investing in ensuring important information is digitised to improve its long-term preservation and availability for knowledge creation in the future. We will provide leadership in developing and using specialist services and technology to preserve and enhance access to information in the digital age.
The Government Digital Archive Programme (GDA) will ensure that digitised and ‘born digital’ information is protected and preserved. The GDA adapts and extends the National Library National Digital Heritage Archive to include government’s digital archives. The GDA programme will enhance public sector recordkeeping in a digital world, improve the retention of important government information, reduce costs of preserving archives and ensure appropriate public access to these records.
Aligned with the GDA is the ongoing implementation of the Digital Continuity Action Plan, an all-of-government programme supporting agencies to store, access, use and reuse the digital information they produce.
Key initiatives 2012–2015
- Complete the redevelopment of the building housing the National Library – This is scheduled for completion in 2012, providing world-class storage facilities for national treasures and improving both preservation and access to collections. A proposal is being considered to include the Treaty of Waitangi among the taonga to be housed in the refurbished building.
- Integrated storage and preservation of collections – The internal strategic partnership between the National Library and Archives New Zealand will investigate possibilities for coordinating storage, research and support services for customers.
- Implementation of the Government Digital Archive (GDA) – The GDA is scheduled for completion in 2013. We will migrate all current digital holdings, including scanned and transferred items, out of an interim digital repository and into the new digital archive, and develop the capacity to accept digital record transfers from agencies.
- Review and develop the Department’s digital preservation services – A strategic review of digital preservation services will increase the ability to leverage innovative digital preservation knowledge, systems and services to help reduce the costs of digital preservation for the public sector.
This impact contributes to the following outcomes
| Intermediate outcomes | Outcomes |
|---|---|
|
People participate in civic society and add value to economic activity People (including people in other nations) value our documentary heritage and taonga People, organisations and other nations trust New Zealand’s identity and public information |
New Zealand’s diverse people and communities/hapū/iwi are resilient and prosperous New Zealand is recognised for creating, sharing and using knowledge for social, cultural and economic well-being The people of New Zealand have a strong and valued national identity, culture and heritage |
Contributing output expenses
| Intended impact | Output classes |
|---|---|
| New Zealand’s documentary record is protected and available for current and future generations |
Managing and Accessing Knowledge Information* Publishing Civic Information* Community Archives* |
* Output class within Multi-Class Output Appropriation
Measuring progress
We will demonstrate progress towards achieving this impact by:
| Indicator | Data | How this is measured |
|---|---|---|
| Increasing the number of heritage collections and public records stored and available for current and future generations | Indicators being developed[9] | Indicators will be in place to report on progress in the 2012/13 Annual Report |
| Increasing the number of collections of historic importance protected and preserved for the benefit of current and future generations | Indicators being developed[9] | Indicators will be in place to report on progress in the 2012/13 Annual Report |
Impact: New Zealand’s personal identity information has integrity
What we are seeking to achieve
Secure, reliable identity information is fundamental to a transparent democracy where people can confidently access their rights and entitlements and participate fully in civic society. We collect personal identity information and maintain the official record of important life events that occur in New Zealand. To maintain trust in the integrity of this information, we seek to ensure identity records are collected and stored safely and access is provided accurately and efficiently. We also seek to ensure a consistent and secure approach to identity management across the public sector.
Portfolio contributing to this impact
- Internal Affairs
What we will do to achieve it
Provide leadership in identity information management and policy
We enable people to use identity information for a range of purposes by registering births, deaths and marriages, issuing passports and other travel documents, and providing grants of citizenship. As guardians of New Zealand’s identity information, we will manage these records in a way that ensures information cannot be altered, damaged, accessed inappropriately or used fraudulently, enabling people to use identity information with a high degree of confidence. By maintaining reliable, secure identity records we will contribute to New Zealand’s international reputation for high standards of integrity.
We also provide shared identity services[10] that enable people to use and reuse their verified identity to access different government services. This will contribute to more cost-effective service delivery across agencies and greater convenience for the people who use them. We will continue working with partners such as New Zealand Post Group to commercialise and increase the uptake of shared identity services in the private sector.
Protect against identity theft
Identity information is valuable and important, and identity crime is a growing problem in New Zealand and across the world. Internal Affairs is the source of authoritative identity information about New Zealanders. We will work with other government agencies, banks and international agencies to tackle identity crime in New Zealand through a consistent and secure approach to the management of identity information and personal records.
We will continue to raise awareness of and manage risks associated with identity crime by providing toolkits and guidance materials including the Evidence of Identity Standard, the government’s identity assurance framework. We will also provide resources and advice to help individuals protect themselves from identity theft.
Key initiatives 2012–2015
- Upgrade identity information management systems – The core births, deaths and marriages operating system will be upgraded to enable the expansion of online services and improve the effectiveness of our processes. Replacement of the citizenship operating system within the next three years is also being investigated.
- Implement online passport applications – We will introduce an online passport application service, enabling adult passport renewal applications to be submitted online in 2012/13.
- Coordinating an ongoing approach to economy wide identity information management – We will develop best practice identity information management policies and procedures that will contribute to economic growth and innovation, service transformation and improved customer experience, while continuing to protect individual privacy and prevent identity crime.
This impact contributes to the following outcomes
| Intermediate outcomes | Outcomes |
|---|---|
| People, organisations and other nations trust New Zealand’s identity and public information |
New Zealand is recognised for creating, sharing and using knowledge for social, cultural and economic well-being The people of New Zealand have a strong and valued national identity, culture and heritage |
Contributing output expenses
| Intended impact | Output classes |
|---|---|
| New Zealand’s personal identity information has integrity |
Managing and Accessing Identity Information* Policy Advice – Internal Affairs* |
* Output class within Multi-Class Output Appropriation
Measuring progress
We will demonstrate progress towards achieving this impact by:
| Indicator | Data | How this is measured |
|---|---|---|
| Increasing the level of confidence in information managed by public and private sector agencies through the increased uptake of the number of agencies using shared identity services |
Unique services connected to shared identity services: 2011/12: 37 Igovt logons created by New Zealanders: 2011/12: 400,000 |
Internal Affairs data |
| Maintaining confidence in the security and confidentiality of New Zealand’s personal information |
People who felt personal information is confidential and secure: June 2011: 97% November 2010: 98% June 2010: 92% November 2009: 98% June 2009: 99% November 2008: 99% |
Internal Affairs survey of identity customers |
Lead objective: Supporting the system of government to operate efficiently and effectively
What we are seeking to achieve
We seek to make it easier for people to interact with government by supporting public sector agencies to deliver better services to people and communities. We seek to improve the use of information and communications technology (ICT) in government to enable more efficient and effective public services, optimise the services and systems that support Executive government and enhance the value of information and data available to support government decision making.
Portfolios contributing to this impact
- Internal Affairs
- Ministerial Services
- Civil Defence
- Community and Voluntary Sector
- Ethnic Affairs
- Local Government
- Racing
What we will do to achieve this
Lead Better Public Service Result 10: New Zealanders can complete their transactions with government easily in a digital environment
The Government has made improving interaction between New Zealanders and government a key result area for achieving better public services.
We are contributing to this through our responsibility for leading Result 10: New Zealanders can complete their transactions with government easily in a digital environment.
We will develop and implement an action plan for achieving this result over the next five years. We will lead work across agencies to better understand customers’ needs and the way they want to engage with government, and develop approaches that meet those needs.
This will require agencies to work better together to simplify and connect services for people and reduce costs. We will build on the foundation provided by the Service Transformation Programme, through which we are working with the Ministry of Social Development and Inland Revenue to develop new and innovative service delivery approaches.
Specific five-year targets for achieving Result 10 are being developed and will be announced in June 2012.
This work will have close links with Result 9, which is focused on ensuring New Zealand businesses can interact easily online with government. Result 9 is being led by The Ministry of Business, Innovation and Employment. We will actively work with the Ministry to investigate and develop connections that will contribute to achieving these Results.
Maximise the use of ICT across government
ICT will play an essential part in transforming the way services are provided. We will use our concentration of ICT strengths to take advantage of advances in digital technology to develop new service delivery approaches that support easier interaction between people and government.
The Department’s Chief Executive is the Government Chief Information Officer (GCIO), the chief advisor to the Government on the use of and investment in information technology across government. The GCIO will oversee the implementation of the Directions and Priorities for Government ICT to deliver the Government’s future strategy for more collectively using, developing and purchasing ICT across the public sector.
We will provide leadership across government on the use of information technology. Working collaboratively across the public sector we will develop long-term investment plans to reduce duplication and costs, and implement newer and more efficient technologies. We will identify opportunities for standardising approaches to ICT, building common capability and working together to align ICT planning.
We will continue the Open Door to Innovation (ODI) programme, which provides a direct channel between industry and government through which transformative ideas can flow. ODI removes barriers to conversation, recognising that good ideas can come from anyone and anywhere.
Enhance public sector business models through ICT
We will continue developing strategic partnerships with major ICT suppliers to harness innovations and lower costs for ICT investment and management across government. ‘Infrastructure as a Service’ (IaaS) allows government departments to buy their computing infrastructure as they need it, potentially leading to significant cost savings across government.
Aligned with this model is cloud computing, which provides significant possibilities for reducing costs and improving the range of ICT services available to government. As a priority we are investigating the opportunities, benefits and potential implications of cloud computing business models for New Zealand’s government sector.
Optimise the services and systems that support Executive Government
We will continue to provide many of the functions necessary to support the efficient operation of Executive Government. This includes servicing ministerial offices, providing transportation, organising official visits and ceremonies of national importance, coordinating the Congratulatory Message Service, and providing a range of administrative services.
We will work closely with the Parliamentary Service and relevant agencies to ensure systems are aligned so the provision of services is as efficient and transparent as possible. Possibilities and opportunities for integrating service delivery are being investigated, where this will improve the effectiveness of support and reduce costs for government.
Deliver high-quality analysis and policy advice to support government decision making
We provide advice and support to Ministers across a diverse range of subjects, portfolios and responsibilities.
We will undertake research, data gathering, and engagement with a wide variety of stakeholders to ensure policy advice is based on robust analysis and supports good decision making. We will continue to work with other agencies and stakeholders to develop smart, coherent solutions and well-informed, integrated policy advice to Ministers.
We provide administrative support to commissions of inquiry and a range of advisory and statutory bodies that advise and inform Executive Government, such as the Local Government Commission, the Archives Council, the Guardians of the Alexander Turnbull Library and the Film and Literature Board of Review. We also monitor two Crown Entities[11] and administer appointments to a number of trusts and committees.
Support the system of local government /to operate efficiently and effectively
Local authorities are the closest level of government to New Zealand communities and have a significant influence on New Zealand society and the performance of the economy. We will prioritise policy reforms to build the efficiency of the local government system and improve the delivery of local services.
Working with councils and sector bodies such as Local Government New Zealand we will support local government to be responsive to the needs of communities and deliver good value for ratepayers. We will advise Ministers regarding the Local Government Funding Agency and support the Local Government Commission in its role to make decisions on the structure and representation arrangements for local authorities. We will continue to support local government directly to provide some of its functions such as administering the Rates Rebate Scheme.
We will also help central government agencies to understand and engage with local government. Supporting the government’s relationship with the Auckland Council is an ongoing focus, particularly regarding the implementation of the Auckland Plan.
Key initiatives 2012–2015
- Better Public Services Result 10 – We will develop and implement a plan to achieve specific targets so that New Zealanders can complete their transactions with government easily in a digital environment. We will continue to work with other agencies to develop innovative service delivery solutions. For example we are working with Inland Revenue and the Ministry of Social Development on the Service Transformation Programme to better align ICT capability across the three agencies, including developing a single online access point.
- Implementing the Directions and Priorities for Government ICT – We will continue to lead the implementation of the Government’s ICT strategy to improve government’s online presence and capability to effectively and efficiently use information technology. Key initiatives include:
- reviewing web standards
- redeveloping collaboration tools for government
- developing public consultation services
- redeveloping newzealand.govt.nz
- developing common web services for use by agencies.
- Building efficient local government – We will undertake policy reforms to make local government more efficient in its delivery of local services to business and households. A review of local government legislation will include a focus on the purpose of local government, fiscal responsibility requirements, strengthening council governance, streamlining reorganisation processes, and achieving better results through greater responsiveness and flexibility within the sector.
- Support Royal Commissions of Inquiry – We will continue providing support for two Royal Commissions of Inquiry, both of which are scheduled to complete reports in 2012:
- the Royal Commission of Inquiry into Building Failure Caused by the Canterbury Earthquakes, as it completes its investigation and reports on the issues relating to the built environment in the Christchurch central business district
- the Royal Commission of Inquiry into the Pike River Coal Mine Tragedy, as it undertakes its work to consider and report on the explosion and loss of lives at the Pike River Coal Mine in 2010.
- Implement the Members of Parliament (Remuneration and Services) Bill (once enacted) – We will work with other agencies to implement legislation to ensure better alignment of entitlements between Members of Parliament and the Executive.
- Planning and executing ceremonies and visits of national importance – We will plan for and deliver a number of ceremonies and visits of importance, including managing the visit of the Prince of Wales to New Zealand in November 2012, and begin planning for the 100-year anniversary of ANZAC day in 2015.
This lead objective contributes to the following objective
| Objective |
|---|
| To enhance trust in New Zealand government and confidence in the performance of public sector organisations |
Contributing output expenses
| lead objective | Output classes |
|---|---|
| To support the system of government to operate efficiently and effectively |
Cross-Government Service Delivery and ICT Investment Proposals* Government Technology Services* Local Government Services Coordination of Official Visits and Events* Support Services to Members of the Executive* VIP Transport Services* Statutory and Advisory Body Support – National Library* Statutory and Advisory Body Support – National Archives* Commissions of Inquiry and Similar Bodies* Statutory Body Support – Local Government Commission* Statutory Body Support – Gambling Commission* Support for Grant Funding Bodies – Internal Affairs* Support for Grant Funding Bodies – Community and Voluntary Sector* Ministerial Support Services – Community and Voluntary Sector* Ministerial Support Services – Emergency Management* Ministerial Support Services – Ethnic Affairs* Ministerial Support Services – Internal Affairs* Ministerial Support Services – Local Government* Ministerial Support Services – Ministerial Services* Ministerial Support Services – Racing* Crown Entity Monitoring* Policy Advice – Community and Voluntary Sector* Policy Advice – Emergency Management* Policy Advice – Ethnic Affairs* Policy Advice – Internal Affairs* Policy Advice – Local Government* Policy Advice – Racing* |
* Output class within Multi-Class Output Appropriation
Measuring progress
We will demonstrate progress towards achieving this impact by:
| Indicator | Data | How this is measured |
|---|---|---|
| New Zealanders can complete their transactions with government easily in a digital environment | Specific five-year targets to be developed and announced by June 2012 | Indicators will be in place to report on progress in the 2012/13 Annual Report |
| Improving the accessibility of government online services |
People who have used the Internet to get information on government or council services: 2011: 57% 2009: 60% 2007: 45% People who have used the Internet to use government or council services that are delivered online: 2011: 48% 2009: na |
World Internet Project New Zealand Survey (AUT University) |
| Providing leadership in citizen centric online services through an increase in public satisfaction with government online services |
People’s satisfaction with the Internet as the most recent contact channel with government: 2009: 81% 2007: 73% People’s satisfaction with carrying out transactions with government online: 2009: 64% 2007: na |
Kiwis Count Survey – New Zealanders’ satisfaction with public services (State Services Commission) |
| Improving the value of all-of-government investment in information and communications technology | Indicators being developed[12] | Indicators will be in place to report on progress in the 2012/13 Annual Report |
| Ensuring the provision of optimum services and systems to support Executive Government to operate efficiency and effectively |
The Department’s satisfaction rating from the Minister Responsible for Ministerial Services: 2010/11: Very good 2009/10: Very good 2008/9: Very Good 2007/8: Good |
Internal Affairs survey |
Lead objective: Enhancing the productivity and accountability of public sector organisations
What we are seeking to achieve
We seek to support public sector organisations to improve their productivity and accountability, thereby enhancing people’s trust and confidence in New Zealand’s government and public sector. We support public sector organisations to improve their capability to work with and respond to their communities, carry out regulatory responsibilities, and manage the security and maintain the integrity of public information they hold.
Portfolios contributing to this impact
- Internal Affairs
- Civil Defence
- Community and Voluntary Sector
- Ethnic Affairs
- Local Government
- Racing
What we will do to achieve this
Enable better results from engagement between government and communities
We will work to enhance the responsiveness of public sector organisations to their communities, and realise better results from engagement between government and communities. We will undertake research and provide good practice resources, tools, guidance and seminars to build capability to engage effectively with the community and voluntary sector. We are developing online public consultation services and tools to better enable community participation in the development of public policy.
We will continue to lead the implementation of the Kia Tutahi Relationship Accord to promote and develop stronger relationships and understanding between government and the community and voluntary sector. To implement the Accord, we are supporting ‘champion’ government agencies, inviting communities to identify and promote opportunities to give effect to the Accord, and developing good practice based on lessons learned.
We will provide advice and information to public agencies to improve their responsiveness to and engagement with multi-ethnic and multi-faith communities. This includes training tools and programmes improving the capability of public organisations to effectively communicate across cultural boundaries and use diversity to strengthen their workplaces. We will continue to provide translation and Language Line interpreting services to public agencies to support better use and understanding of government services to people with limited English.
Build capability in the civil defence emergency management (CDEM) sector
We will provide professional development, standards and guidelines, and advice to local authorities, CDEM Groups and other stakeholders in their delivery of civil defence emergency management. All CDEM Groups have recently completed capability assessments. We will use the results and recommendations to implement identified improvements and build capability in CDEM regions.
We are enhancing the use of information technology in the emergency management context. This includes making the Emergency Management Information System (EMIS) available to CDEM Groups, investigating the use of social media and telecommunications technology to improve public alerting and communication, and improving the use of geospatial information in emergency management.
Enhance the capability of public sector organisations to maintain the public record in the digital age
We will work with public sector organisations to improve their recordkeeping capability and maintain a continuous record of government actions and decisions. We will provide recordkeeping advice, training and guidance to public sector organisations to implement recordkeeping standards and develop secure recordkeeping programmes.
As government and public sector records are increasingly digitised, we are implementing the next phase of the Government Digital Archive Programme to extend services to public agencies. We will provide specific advice and services to build the capability of agencies to manage digital records as efficiently as non-digital records.
The Chief Archivist will report annually to Parliament on the state of recordkeeping across government.
Support the New Zealand Racing Board
We will support the New Zealand Racing Board and the racing code bodies in the development of a strategic vision for racing. We will work with the Board to align key racing industry organisations with the strategic vision and maintain the transparency, integrity and sustainability of the racing industry in New Zealand.
Support the Compliance Common Capability Programme
We will continue to support the Compliance Common Capability Programme to improve the quality, effectiveness and efficiency of compliance work across central and local government agencies. The Programme consists of a number of initiatives including establishing nationally recognised tertiary qualifications for the regulation and compliance sector. Three compliance qualifications are currently registered on the National Qualifications Framework.
Review the delivery of fire emergency services
A targeted review of the New Zealand Fire Service functions will be undertaken. This will focus on how fire services intersect with other emergency service providers, and on establishing the optimum arrangements for the delivery of these services by ensuring urban and rural fire management and funding arrangements are equitable, efficient and providing value for money.
Key initiatives 2012–2015
- Develop online public consultation tools – We will develop a public consultation listing service and tools to enable government to consult with communities online, specifically in the area of engagement on public policy.
- Provide intercultural awareness training – A series of Intercultural Awareness Training for Trainers workshops will be provided for public agencies, building capability to communicate effectively and improve responsiveness to ethnic communities.
- Implementing the Emergency Management Information System (EMIS) – We will continue to provide training and support to implement EMIS in CDEM Groups across New Zealand’s regions.
This lead objective contributes to the following objective
| Objective |
|---|
| To enhance trust in New Zealand government and confidence in the performance of public sector organisations |
Contributing output expenses
| Lead objective | Output classes |
|---|---|
| To enhance the productivity and accountability of public sector organisations |
Managing and Accessing Identity Information* Managing and Accessing Knowledge Information* Cross-Government Service Delivery and ICT Investment Proposals* Government Technology Services* Regulatory Services Advisory and Information Services to Ethnic Communities* Community Development and Engagement Advice* Emergency Sector Support and Development* Local Government Services Policy Advice – Internal Affairs* Policy Advice – Racing* |
* Output class within Multi-Class Output Appropriation
Measuring progress
We will demonstrate progress towards achieving this impact by:
| Indicator | Data | How this is measured |
|---|---|---|
| Improving the responsiveness of public agencies to the needs of diverse communities |
People who understand how their Council makes decision: 2010: 40% 2008: 38% 2006: 39% People who feel they have an influence on Council decisions: 2010: 62% 2008: 60% 2006: 58% |
Quality of Life Survey |
| Increasing the number of public sector agencies maintaining the integrity of public records and official information |
Organisations that have policies and procedures to assess whether they are complying with the Public Records Act 2005: Yes No Under development 2010 46% 6% 47% 2009 37% 10% 52% 2008 29% 12% 59% |
Government Recordkeeping Survey Report |
Lead objective: Supporting specialist capability building in other nations
What we are seeking to achieve
We seek to support New Zealand’s position and reputation as a good international citizen by sharing our knowledge, advice and expertise to support capability building in other nations.
Portfolios contributing to this impact
- Internal Affairs
- Civil Defence
What we will do to achieve this
Emergency management sector engagement
We will maintain international relationships in the civil defence emergency management sector, and contribute resources and expertise to support international responses to emergencies, such as the Japanese tsunami of 2011. Through the Ministry of Civil Defence & Emergency Management we will contribute to international disaster management work and the Pacific tsunami risk management programme.
We will continue to contribute to the Ministry of Foreign Affairs and Trade’s Pacific Programme and maintain engagement with key international partners and forums in disaster risk reduction and disaster risk management.
Contribute to digital preservation and record keeping capability in other nations
We will participate in a range of international forums relating to our areas of expertise including preserving cultural heritage, identity information management and digital preservation. Through Archives New Zealand we will continue our role as the Secretary-General of the Pacific Branch of the International Council of Archives.
Contribute to improving access to information and to international standards development
Through the National Library, we will contribute to the work of international bodies for library and information policy development in disseminating best practice, developing technical standards and supporting freedom of expression. We will contribute to the work of the United Nations Educational, Scientific and Cultural Organization (UNESCO), the International Organization for Standardization (ISO) and the World Intellectual Property Organization (WIPO) to support public access to information.
Key initiatives 2012–2015
- Incorporate lessons learned about the management of the international response to the Canterbury earthquakes – Lessons about the management of the international dimension and offers of support, and the coordination of these dimensions with the overall response, will be incorporated into the strategic framework for civil defence emergency management.
- Implement the Arrangement on Cooperation with the National Library Board of Singapore – The National Library will work with the National Library Board of Singapore to build capability in digital preservation and promote literacy through the development of library services to schools and the general public.
This lead objective contributes to the following objective
| Objective |
|---|
| To enhance trust in New Zealand government and confidence in the performance of public sector organisations |
Contributing output expenses
| Lead objective | Output classes |
|---|---|
| To support specialist capability building in other nations |
Managing and Accessing Identity Information* Managing and Accessing Knowledge Information* Emergency Sector Support and Development* Policy Advice – Internal Affairs* |
* Output class within Multi-Class Output Appropriation
Measuring progress
We will demonstrate progress towards achieving this impact by:
| Indicator | Data | How this is measured |
|---|---|---|
| Increasing the capability of other nations in our areas of expertise | Indicators being developed[13] | Indicators will be in place to report on progress in the 2012/13 Annual Report |
Footnotes
[3] Please refer to page 15 for further information about measuring performance and developing indicators.
[4] Please refer to page 15 for further information about measuring performance and developing indicators.
[5] Please refer to page 15 for further information about measuring performance and developing indicators.
[6] Transition of the Charities Commission functions will follow the passage and commencement of the Crown Entities Reform Bill.
[7] Please refer to page 15 for further information about measuring performance and developing indicators.
[8] Please refer to page 15 for further information about measuring performance and developing indicators.
[9] Please refer to page 15 for further information about measuring performance and developing indicators.
[10] These services are the data validation service, the igovt logon and identity verification services.
[11] The New Zealand Fire Service Commission and the Office of Film
and Literature Classification.
[12] Please refer to page 15 for further information about measuring performance and developing indicators.
[13] Please refer to page 15 for further information about measuring performance and developing indicators.