Resource material › Corporate Publications › Statement of Intent 2013-16Tauāki 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.
| Outcomes | Objective |
|---|---|
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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. Our full outcomes framework is provided in Appendix II, including the links between:
- outcomes, intermediate outcomes and impacts
- objectives, lead objectives and supporting objectives.
In this Statement of Intent our contribution to outcomes and objectives, and our progress as identified through our indicators, is reported under each of our impact and lead objective areas.
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 14–38.
Appendix IV shows the links between impacts, intermediate outcomes and outcomes, and supporting objectives, lead objectives and objectives.
Appendix V 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.
Contributing to Outcomes
We contribute to our outcomes through the following impacts:
Measuring progress
We will demonstrate progress towards achieving our outcomes by:
| Outcomes | Indicators | Trend | Data source |
|---|---|---|---|
| New Zealand’s diverse people and communities/hapū/iwi are resilient and prosperous | Increasing the proportion of people who feel a strong sense of community |
2012: 53%; 2010: 60%; 2008: 58.4% |
Quality of Life Survey |
2010: 15%; 2008: 16% |
General Social Survey (Statistics New Zealand) |
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| Increasing the proportion of people participating in civic society |
2012: 56%; 2010: 46%; 2008: 48% |
Quality of Life Survey | |
2010: 3,917; 2007: 4,123; 2004: 4,092 |
Local Authority Election Statistics | ||
2010: 49%; 2007: 44%; 2004: 46% |
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| New Zealand is recognised for creating, sharing and using knowledge for social, cultural and economic well-being | Increasing New Zealand’s readiness to use and leverage ICT to increase wellbeing |
2013: 20; 2012: 14; 2011: 18; 2010: 19; 2009: 22 |
Global Information Technology Report (World Economic Forum and European Institute of Administration) |
| Increasing New Zealand’s ability to create and use knowledge through improving literacy skills |
2009: 521 (493 OECD Average) |
OECD PISA 2009 Report | |
| The people of New Zealand have a strong and valued national identity, culture and heritage | Maintaining a high proportion of people who say they belong to New Zealand | 2010: 94.5%; 2008: 93.9% | General Social Survey (Statistics New Zealand) |
| Maintaining a high proportion of people who say it is easy/very easy to express their own culture |
Easy/very easy: 2010: 83.7%; 2008: 82.3% Sometimes easy, sometimes difficult: 2010: 13.4%; 2008: 13.9% |
General Social Survey (Statistics New Zealand) | |
| Maintaining the number of countries allowing visa-free access to New Zealand passport holders | 2011/12: 50+; 2010/11: 50+; 2009/10: 50+ | Henley Visa Restrictions Index Global Ranking 2011 |
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 and productive 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 do 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 emergencies. We will support or manage the response and recovery for large-scale emergencies that are beyond the capacity of local groups.
MCDEM will continue to use the experience of leading the response to the Canterbury earthquakes of 2010 and 2011 to strengthen CDEM arrangements. Lessons are being built into the strategic framework for emergency management in New Zealand, strengthening overall capability to respond to and recover from emergencies. Legislation may be introduced to give effect to any identified changes that would strengthen the legislative framework for recovery. We will continue to contribute 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 of and understanding about the risks associated with gambling, the availability of objectionable and restricted publications, and unsolicited commercial electronic messaging (spam).
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 reduce the availability of images of child sexual abuse, through active deterrence and detection and by 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 by providing access to 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.
We will work to raise awareness of and understanding about the obligations of people offering and providing security and investigation services to be licensed.
We will build capability within the Department and educate the sector to minimise risks posed by money laundering and the financing of terrorism.
Key initiatives 2013–2016
- Implementing the recommendations from the review into 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.
- Reviewing and updating the National Civil Defence Emergency Management Plan (the National Plan) – We will work to review the National Plan, which was put on hold following the Canterbury earthquakes. In addition to consultation with agencies, the National Plan will factor in recommendations from reviews and inquiries. We will seek to commence the government approval process for the revised National Plan before the end of 2013.
- Strengthening support and training for CDEM volunteers – Community volunteers play a crucial role in civil defence emergency management before an emergency strikes, in the immediate response, and in the recovery phase. The review of the Canterbury response raised questions about the management, training and recognition of volunteers. We will be looking at ways to strengthen the support and training that volunteers (both spontaneous and long-term) need and deserve.
- Implementing results of monitoring and evaluation of the performance of Civil Defence Emergency Management Groups – 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.
- Completing implementation of the Multi-Venue Exclusion programme – We will work with the gambling sector to extend the availability of the Multi-Venue Exclusion programme.
- 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
| Outcomes |
|---|
| 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* Policy Advice – Internal Affairs* |
* Output class within Multi-Class Output Appropriation
Measuring progress
We will demonstrate progress towards achieving this impact by:
| Indicators | Progress | Data source |
|---|---|---|
| Increasing the number of people prepared at home, work or both for civil defence emergencies: |
2011/12: 32%; 2010/11: 32%; 2009/10: 24%; 2008/09: 23 |
Ministry of Civil Defence and Emergency Management Campaign Monitoring Research (Colmar Brunton) 2012 |
2011/12: 16%; 2010/11: 18%; 2009/10: 11%; 2008/09: 10% |
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| Declining percentage of recidivist offenders (out of total offenders) issued with a civil liability intervention for unsolicited electronic messages | 2013/14: Baseline year | Internal Affairs regulatory data |
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. To achieve this we enforce the law in relation to gambling, censorship, unsolicited electronic messages, anti-money laundering, and private investigators and security personnel. We also seek to improve the transparency of public decision-making by regulating public sector recordkeeping.
Portfolios contributing to this impact
- Internal Affairs
- 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. Our strategic framework for regulatory services focuses on maximising benefits and minimising harm and recognises that most stakeholders work willingly to meet our compliance requirements. 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. Where non-compliance is wilful, we will use the full range of regulations and enforcement tools at our discretion to enforce compliance.
In addition to our strategic framework we will refine our approach to regulation through improvements to our intelligence and capability systems. The improvements will ensure stronger service support systems and processes to increase and sustain levels of legal compliance.
We will continue to use a range of tools to ensure gambling societies and venues are responsible and 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 monitor and supervise specific business sectors to ensure businesses take appropriate measures to detect and deter money laundering and terrorist financing. We will identify areas of risk and priorities for compliance monitoring, and collaborate with other agencies to ensure a consistent, coordinated approach to anti-money laundering and countering financing of terrorism (AML/CFT) regulation and enforcement.
Spotlight on: Supporting the Charitable Sector
Public trust and confidence are the foundation of a thriving charitable sector, through which New Zealanders can better participate in society.
Through our Charities functions we will maintain a register of all charitable entities, ensuring that accurate and transparent information is readily available to the public.
We will encourage good governance and capability-building by providing education resources and support to enable organisations to be more effective. We will also exercise our compliance role, ensuring that registered charities are meeting their statutory obligations, and to ensure the integrity of the register.
Increase 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 (ISPs) and will continue to work with and encourage ISPs 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, through enforcement of the Unsolicited Electronic Messages Act 2007. 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 2013–2016
- Delivering the Integrated Gambling Platform – We will implement the Integrated Gambling Platform to provide online capability to improve compliance and transparency in the Class 4 Gambling sector. The improvements will provide greater efficiency and effectiveness of gambling regulatory services and enhance information gathering, analysis and reporting to inform compliance activities.
- Delivering our Anti-Money Laundering and Countering Financing of Terrorism (AML/CFT) Compliance Programme – We will develop and implement an anti-money laundering and countering financing of terrorism compliance programme to maximise benefit to New Zealand and our regulated sector.
- Enhancing the anti-spam functions – We will promote the Mobile Anti-Spam initiative and the implementation of the SPAM intelligence database.
- Improving the regulatory framework for Class 4 Gambling including advice on the Gambling (Gambling Harm Reduction) Amendment Bill – We will continue to provide advice to the Government and select committee on the Gambling (Gambling Harm Reduction) Amendment Bill. A broader review of the Class 4 gambling regulatory framework has been targeted towards achieving Ministers’ priorities.
This impact contributes to the following outcomes
| Outcomes |
|---|
|
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* Charities Administration* Policy Advice – Internal Affairs* |
* Output class within Multi-Class Output Appropriation
Measuring progress
We will demonstrate progress towards achieving this impact by:
| Indicators | Progress | Data source |
|---|---|---|
| Decreasing the percentage of people receiving spam/nuisance emails |
2011: 73% 2009: 73% |
World Internet Project New Zealand 2011 |
| Decreasing the percentage of societies operating in the C4 Gambling Sector that have venues failing inspection | 2013/14: Baseline year | Internal Affairs regulatory data |
| Providing safe and secure online environments by increasing the coverage of the Digital Child Exploitation Filter System run by DIA Censorship for ISP Providers of NZ Internet users | 2012/13: 85% | Internal Affairs regulatory data |
| Increasing sector awareness of their obligations under the Anti-Money Laundering and Countering Financing of Terrorism legislation | 2013/14: Baseline year | Internal Affairs regulatory data |
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. We will pursue greater participation through the online channel and begin to offer services digitally by default.
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 best placed to engage with their own communities, hapū and iwi. We are increasingly focused on leading a more strategic and long-term investment approach, including through online engagement, to help communities, hapū and iwi develop and achieve their goals and aspirations.
The Department will support improved investment of resources by demonstrating and promoting principles of effective community engagement, as outlined in the Kia Tūtahi Relationship Accord.
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 innovative ways to attract funding. We will support the charitable sector by registering, monitoring and providing educational resources to charities.
We will support communities to prepare for civil defence emergencies by providing them and their councils with information such as Get Ready, Get Thru and the school awareness resource What’s the Plan Stan.
Through our network of community advisory services, we will continue working closely with communities, local authorities, public and school libraries and other agencies to develop their capability and improve access to resources, enhance participation and empower communities to make sustainable decisions for their future.
Remove barriers and improve access to community funding and support
We have a long history of providing access to community funding that supports people to participate and achieve outcomes for their communities.
We will facilitate the distribution of over $200 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 including the Christchurch Earthquake Appeal Trust.
Maximise the potential for New Zealand to benefit from ethnic diversity
Through the Office of Ethnic Affairs, we have dedicated resources focused 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.
The Office 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. It also provides opportunities to encourage greater engagement between communities and government.
We will continue to update and provide information to communities through resources such as Community Matters; CommunityNet Aotearoa (including the Community Resource Kit); Good Practice Participate; the Community Archive; EPIC NZ (Ethnic People in Commerce in NZ); and the Charities online register. We will continue to manage the Aotearoa People’s Network Kaharoa to provide broadband connections to libraries or other community facilities to enable free public access to the Internet; lead the EPIC national e-licensing initiative, which provides electronic resources through libraries; and investigate options to provide better access to e-books and online learning resources for public libraries and schools.
We are building new services, such as the Government Online Engagement Services and public listing service, to enable greater engagement, and continuing to increase access to digital information through the digitisation programme, which makes high-use public records and information available online.
These resources build digital literacy, increase the base of knowledge in communities, and enhance people’s capability, sense of identity and access to information, enabling them to participate more effectively in civic society.
Key initiatives 2013–2016
- Improving our grant and client management system – We will invest in a Grant and Client Management System to streamline processes and improve access to funding information and services to make applications easier and better manage the range of funding schemes and advisory services we administer.
- Supporting the Community-led Development trial – We will work with communities involved in the Community-led Development trial to support them to achieve the outcomes identified in their community plans and to evaluate the success of the trial.
- Leveraging Charities functions to provide better services to communities – We will continue to strengthen collaboration between the charities functions and other community servicing functions in the Department to provide more effective services to communities. Opportunities to enhance the charities education function and community development expertise and resources will be fostered. We will provide leadership and advice on all-of-government issues affecting the community and voluntary sector (including achievement of Better Public Services).
- Christchurch Earthquake Appeal Trust – We will continue allocating donated Appeal funds to community projects that support Canterbury’s recovery from the earthquakes. The Trust will continue to engage with organisations and networks in each key sector to support and contribute to well-planned and well-resourced long-term recovery projects that can be owned and supported by Canterbury’s communities. While the Trust deed anticipates that the Trust’s legal life-time will be 10 years, it is anticipated that the bulk of Appeal funds will be allocated by early 2014. A small secretariat supports the administration of the Trust and is funded by the Department.
- Supporting communities through Better Local Government – Improvements through the Better Local Government programme will support more efficient and effective local government. Further work of the Better Local Government programme is covered in more detail on page 30 under the Lead objective: Support the system of government to operate efficiently and effectively.
- Developing a government online engagement service and the online public listing – Development of an all-of-government service will allow better online engagement and new tools will provide information to communities and the public about engagement activities and opportunities.
This impact contributes to the following outcomes
| Outcomes |
|---|
|
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* Charities Administration* Community Development and Engagement Advice* Community Archives* Community Information – Emergency Management* Contestable Services Local Government Services Policy Advice – Community and Voluntary Sector* Policy Advice – Ethnic Affairs* Policy Advice – Internal Affairs* Policy Advice – Local Government* 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:
| Indicators | Progress | Data source |
|---|---|---|
| Increasing the number of people supporting local communities through volunteering and giving: |
Volunteered: Dec 2012: 30%; March 2012: 31%; Dec 2011: 32%; Dec 2010: 29% Donated money: Dec 2012: 34%; March 2012: 39%; Dec 2011: 40%; Dec 2010: 41% |
Quarterly Consumer & Media Insight Survey (Nielsen Media) |
Undertook unpaid work: 2010: 65.4%; 2008: 64.6% Undertook voluntary work: 2010: 32.4%; 2008: 32.6% |
General Social Survey (Statistics New Zealand) | |
| Maintaining a high level of satisfaction with the advice and support received by ethnic community groups to enable them to help themselves and participate in their community |
30 June 2012: 96% 30 June 2011: 96% |
Internal Affairs Office of Ethnic Affairs survey |
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, allowing them to more easily exercise democratic rights and access entitlements. We manage and provide appropriate access to New Zealand’s personal identity information, records of government, significant documentary heritage and New Zealand published collections and ensure information is managed as an asset. We seek to enable knowledge creation, literacy skills and information to be used for learning, economic growth, and social and cultural well-being. Fundamental to this access is our commitment to privacy by design and embedding trust and security through our guardianship of this information.
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, ensuring it is managed as an asset, 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 particularly in Archives New Zealand and the National Library through online services, digitising and publishing information, providing physical access such as reading rooms, and providing inter-loan and bibliographic 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 specialist services that support the building of literacy skills through reading and lifelong learning. We will build our role as not just a repository of information but also a promoter of knowledge networks and a community hub for knowledge dissemination. This will be achieved by facilitating connections between our many stakeholders and customers in New Zealand and around the world.
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 continue to design services provided in the building from a citizen-centric view, such as the new Constitution Room (discussed further on page 24). 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 Zealanders’ personal identity information, we ensure people can appropriately access their information securely and reliably when they need it. This information enables people to access a range of services and products such as passports, other travel documents, and birth, marriage and civil union certificates. We are improving accessibility by providing more identity information and services online, such as adult passport renewal applications.
Reliable, verified identity information is essential to enable access to other government services. We will facilitate the secure and appropriate re-use of the identity information we already hold to contribute to new ways of more conveniently providing government services.
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 re-use. We will work to ensure the open data that is available on the Charities register can be easily accessed and 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 and application programming interface (API) services
- promoting web-standards and social media guidance for government agencies
- publishing the New Zealand Gazette including implementing a Gazette Online system
- providing community development and advisory services
- providing Language Line and translation services to give people with limited English better access to information and services.
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.
Spotlight on: Planning for World War One Centenary Commemorations
As part of a cross-government working group, we will be developing and implementing initiatives to commemorate the centenary of the First World War commencing in 2014.
Work is underway to digitise the service records of all New Zealand World War One service personnel.
The Department in conjunction with the Ministry for Culture and Heritage and through the collections of the National Library and Archives New Zealand is developing a series of short ‘War Stories’, films which tell personal stories about a range of New Zealanders who were impacted by the First World War.
We will support the Lottery Grants Board to distribute $17 million in grant funding to support community commemorative initiatives, including at least $10 million committed to large-scale projects of national significance. Our Visits and Ceremonial Office will be heavily involved in supporting national commemoration events throughout New Zealand.
The breadth of involvement across the Department will ensure people can access and use information important to their lives, while also having the opportunity to participate in their communities and across communities.
Key initiatives 2013–2016
- Enhancing identity data services – In conjunction with our partner New Zealand Post, we will launch an enhanced identity data service, RealMe. This will extend the logon and identity verification services that help people securely verify their identity online to government service providers and to the private sector. The RealMe service is discussed further on page 26 under the impact: New Zealand’s personal identity information has integrity.
- Supporting literacy and learning in schools – Through the Network for Learning, we will become a key provider of online library and information content and services to schools. We will also work to develop a networked model for school library provision, enhancing their ability to support learning through collaboration, innovation and shared services approaches. A priority will be creating readers by developing collaborative initiatives to promote, strengthen and inspire reading engagement and improve literacy skills. These opportunities will be assisted over the next five years through the Government’s roll-out of Ultra-Fast Broadband into primary and secondary schools.
This impact contributes to the following outcomes
| Outcomes |
|---|
|
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 | Advisory and Information Services to Ethnic Communities 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:
| Indicators | Progress | Data source |
|---|---|---|
| Increasing access to collections of information and the public record: |
2011: 376; 2010: 355 |
Internal Affairs Archives NZ data |
2012: 42; 2011: 40; 2010: 25 |
Internal Affairs National Library data | |
2011/12: 172,095; 2010/11: 145,277 |
Internal Affairs National Library data | |
March 2013: 383,960 |
Internal Affairs Archives NZ data | |
|
Internal Affairs National Library data | |
| Increasing access to information through uptake of common capabilities: |
2012/13: Baseline year |
Internal Affairs service delivery data |
2012/13: Baseline year |
||
| Increasing use and reuse of information: |
|
Internal Affairs National Library data |
| Increasing the availability of reusable online datasets held by government on the open data directory website, data.govt.nz |
|
Internal Affairs data |
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 access to 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 made available for the benefit, understanding and enjoyment of both 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 through the Community Archive and provide specialist preservation advice.
Using specialist storage facilities and staff expertise, we will preserve these collections to ensure the public record and heritage collections remain available for future generations. The recently completed redevelopment of the building housing the National Library in Wellington will ensure the National Library collections are stored in appropriate, safe environments and will provide opportunities to build the Department’s storage strategy for heritage collections.
Improve preservation and storage of information through digital programmes
An increasing amount of New Zealand’s documentary heritage and public record are 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 (GDAP) will ensure that ‘born digital’ information is protected and preserved. The GDAP adapts and extends the National Library National Digital Heritage Archive to include government’s digital archives, and connects it to the Archive’s collection description and workflow system. The GDAP will enhance public sector recordkeeping in a digital world, improve the long-term retention of important government information and ensure appropriate public access to these records.
Key initiatives 2013-2016
- Relocating the Constitution Room – Following completion of the building housing the National Library in 2012, we continue to maximise opportunities offered by the new space. The 2013/14 year will see the relocation of some of our nation’s most precious archives, including Te Tiriti o Waitangi (the Treaty of Waitangi), the Women’s Suffrage Petition and the Declaration of Independence, to a purpose built Constitution Room.
- Implementing the Government Digital Archive – We will migrate all current digital holdings, including scanned and transferred items, into the new digital archive, and develop the organisational capacity and capability to manage digital record transfers from agencies and make digital archives appropriately accessible.
- Reviewing and developing digital preservation services – Through the National Digital Heritage Archive and the development of the Government Digital Archive, we have an increasing depth and breadth of skill and resources in digital preservation. We will leverage these skills to develop integrated systems and services that preserve and enhance access to digital information long term.
- Archives New Zealand and National Library strategic partnership – We will continue to identify and develop opportunities for Archives and the National Library to work more closely together. The strategic partnership provides the catalyst to deliver shared outcomes where alignment is feasible and to jointly invest in future-focused activities to enhance customer access and improve space and storage use.
This impact contributes to the following outcomes
| Outcomes |
|---|
|
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:
| Indicators | Progress | Data source |
|---|---|---|
| Increasing the percentage of heritage collections and public records protected and preserved for future generations: |
2012: 100% 2010: 55% |
Internal Affairs National Library data |
2012: 73.85% |
Internal Affairs Archives NZ data | |
2012: 84 2011: 29 |
Internal Affairs Archives NZ data | |
| Increased number of Alexander Turnbull Library collections will be available for future use by Researchers |
2013/14: Baseline year |
Internal Affairs National Library data |
| New Zealand school students’ learning is supported through greater access to documentary heritage by increased usage of the National Library collection items | 2013/14: Baseline year | Internal Affairs National Library data |
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 for New Zealanders. To maintain trust in the integrity of this information, we seek to ensure identity records are collected and are stored securely, and access is provided appropriately, maintaining the privacy and accuracy of the information. 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 are the authoritative source of identity information about New Zealanders. People use, and provide us with, identity information for a range of purposes including registering a birth, death, marriage or civil union, getting a passport or other travel document, and applying for a grant of citizenship. As guardians of New Zealand’s identity information, we manage these records in a way that ensures information cannot be altered, damaged, accessed inappropriately or used fraudulently, and that enables people to re-use their identity information with a high degree of confidence. We work with other agencies on policy frameworks for authoritative data, linking with our broader work in information management. By maintaining reliable, secure identity records we will contribute to New Zealand’s international reputation for high standards of integrity, a reputation that enables New Zealand passport holders to remain eligible for numerous visa waiver programmes.
We also provide shared identity services, the logon and RealMe identity verification services, which enable people to securely verify their identity online to government services providers. This enables government to offer more personalised online services involving more valuable transactions. This will contribute to more cost-effective service delivery across agencies and greater convenience for the people who use them.
The RealMe service is a critical enabler for another of our contributions to better public services, including achieving Result 10 (discussed in further detail on page 29). We will also progress the next phase in the identity verification service through our partnership with New Zealand Post. This partnership will make the identity verification services available to the private sector and allow them to verify people’s online identity to a high degree of confidence.
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 2013-2016
- Completing the online passport application system – We will complete the Passport System Redevelopment, a component of which is the delivery of the online passport application service (launched in November 2012). The uptake of online passport renewals for adults contributes to the success of Result 10 and is one of the Department’s services that will be measured to understand how we are improving New Zealanders’ ability to complete their transactions with government easily in a digital environment. Result 10 is discussed further on page 29 under the Lead Objective: Support the system of government to operate efficiently and effectively.
- Ensuring our products and services are future-focused – We will continually review our business processes, products and services to ensure they are designed to be customer focused, sustainable and flexible to meet our customers’ needs now and into the future.
This impact contributes to the following outcomes
| Outcomes |
|---|
|
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:
| Indicators | Progress | Data source |
|---|---|---|
| Maintaining a low level of complaints about the Department on privacy breaches received or notified by the Privacy Commission |
2011/12: 2 2010/11: 4 2009/10: 2 |
Office of the Privacy Commissioner Annual Report |
| Maintaining a low level of incident reports relating to the issuance of passport on fraudulent grounds or fraudulent use of a passport |
2012: 0.006% 2011: 0.013% 2010: 0.012% |
Internal Affairs passport data |
| Maintaining a high percentage of identity services customers who feel personal information is confidential and secure |
June 2012: No survey June 2011: 97% June 2010: 92% June 2009: 99% |
Internal Affairs service delivery data |
| The New Zealand passport is recognised as having high integrity |
2012: 5th equal 2011: 5th equal |
Henley Visa Restriction Global Index 2012 |
Contributing to Our Objective
We contribute to our objective through the following lead objectives:
Measuring progress
We will demonstrate progress towards achieving this objective by:
| Objective | Indicators | Trend | Data source |
|---|---|---|---|
| To enhance trust in government and confidence in the performance of public sector organisations | Increasing the number of people who have a high level of trust and confidence in the performance of public sector organisations: |
Dec 2012: 72; Sept 2012: 74; 2009: 69; 2007: 68 |
Kiwis Count Survey – New Zealanders’ satisfaction with public services (State Services Commission) |
2012: 42%; 2009: 33%; 2007: 29% |
|||
2012: 75%; 2009: 70%; 2007: 67% |
|||
2012: 64%; 2009: 64%; 2007: 55% |
|||
Dec 2012: 79; Sept 2012: 78; 2009: 77; 2007: 75 |
|||
Dec 2012: 84; Sept 2012: 83; 2009: 75; 2007: 72 |
|||
| Maintaining New Zealand’s ranking in the Corruption Perceptions Index |
2012: 1st 2011: 1st 2010: 1st 2009: 1st |
Transparency International |
Lead objective: Support 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
Provide functional leadership of all-of-government ICT[3]
The Department’s Chief Executive is the Government Chief Information Officer (GCIO), the functional leader of government ICT. As functional leader, the GCIO will set the vision for government ICT and the strategic direction for greater standardisation and integration of ICT investment across government.
As a functional leader, the GCIO will work with agencies using an approach that is ‘centrally led and collaboratively delivered’ to ensure more business focused ICT investment plans and identify opportunities to improve investment decisions across government. We will develop an operating model for system-level ICT capabilities and will finalise and implement the ICT Strategy and Action Plan outlining how we will lead government ICT to provide system-wide assurance, enable integrated digital service delivery and deliver sustainable savings of at least $100 million per year by 2017. The plan will set a four-year work programme for integrating information, service delivery, technology and business processes to deliver better services.
Our role in information management has increased in response to the GCIO Review into Publicly Accessible Systems. The Review was initiated in October 2012 at the behest of the State Services Commission following issues raised about the security and privacy of information held by the Ministry of Social Development and the Accident Compensation Corporation. The GCIO will have an increased role supporting agencies to improve the privacy and security of the information they hold. In particular, an information privacy and security governance group has been established for a two-year period, chaired by the GCIO, to oversee an information security and privacy improvement work programme. Monitoring and reporting on agencies’ information privacy and security practices to Ministers and the State Services Commission are likely to accompany the support role. The Department’s approach to risk management will ensure that strategic risks receive the appropriate focus.
The Department will be undertaking its own programme to improve ICT capability to ensure it is an exemplar in government ICT management. This is covered in more detail in the Organisational Health and Capability section on page 41.
Lead Better Public Services 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. The target is that digital uptake will average 70 percent for the most common transactions by 2017.
Gaining agency commitment to design services differently is critical to achieving the result. Through the Digital Service Council, senior representatives from the agencies will work together to identify opportunities to make it easier for New Zealanders to transact with government. A blueprint developed with the agencies will expand on the Result Action Plan approved by Cabinet in August 2012 and ensure alignment of agency digital service delivery initiatives to achieve Result 10.
In our role as a participating agency towards achieving Result 10, we will work to increase the uptake of the online passports service to ensure we are meeting our own targets. We will also evaluate opportunities for further linkages across the Department, including whether other transactional services could become part of the measurement towards the target.
Delivering all-of-government common capabilities
In conjunction with our role as GCIO and leading Result 10, a key feature of our contribution to better public services is through delivering all-of-government common ICT capabilities. The GCIO will accelerate the development and implementation of the common capabilities to deliver the Government’s future strategy by leveraging scale, reducing duplication, reducing fragmentation and driving greater standardisation across the public sector.
We will also lead the development and evolution of the Government Enterprise Architecture and Government Common Capabilities Roadmap to reflect the Strategy and Action Plan, which will see the continuous development and improvement in services. Infrastructure as a Service is one such common capability example, whereby agencies are able to buy their computing infrastructure, on demand, from a number of suppliers, meaning they no longer need to purchase and maintain their own infrastructure.
We are also progressing work to accelerate the safe use of cloud technologies across government. We are evaluating options for cloud services and will work with other agencies on a cloud computing risk and assurance framework that will propose a step-by-step process to introduce uniformity and rigour into cloud computing decision-making processes. The use of cloud services will result in savings and the opportunity for greater consistencies across government but it requires specific risk management aproaches. We are also progressing a broader cloud programme that will analyse international developments in cloud computing.
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 ensuring we have knowledgeable and high-performing staff to service ministerial offices, organise official visits and ceremonies of national importance, efficiently deliver on a range of administrative services and provide a safe and reliable chauffeur drive service.
We will work closely with the Parliamentary Service and relevant agencies to ensure systems, such as IT facilities, are aligned to provide services as efficiently and transparently as possible to support Ministers’ ability to function effectively. Possibilities and opportunities for integrating service delivery are being investigated, to identify where this will improve the effectiveness of support and reduce costs for government.
Through the Ministry of Civil Defence & Emergency Management, we maintain the National Crisis Management Centre in a state of readiness to be activated to assist the Government to manage the response to civil defence emergencies.
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. This includes local government, ethnic affairs, the community and voluntary sector and civil defence emergency management, and in fire, identity, technology, information management, gambling and racing policy.
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. Working with other agencies and stakeholders, we will 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. These include the Archives Council, the Guardians of the Alexander Turnbull Library and the Film and Literature Board of Review. We also provide advisory and secretariat support to the Gambling Commission and to the Local Government Commission, particularly in respect of its responsibilities to consider applications made under the new local government reorganisation procedures. The new procedures are a key component of the Government’s Better Local Government programme, which is discussed on page 31. We also monitor two Crown entities[4], and the Local Government Funding Agency, and administer appointments to a considerable number of trusts and committees.
Support the system of local government to operate efficiently and effectively through the Better Local Government programme
Local authorities are the closest level of government to communities and have a significant influence on society and the performance of the economy. We will lead the development and implementation of reforms to improve local government performance and efficiency.
Successful implementation of the Better Local Government programme will see Ministers receiving better advice on council performance and streamlined reorganisation processes will support communities to drive more responsive and effective local government.
Working with councils and sector bodies such as Local Government New Zealand and the Society of Local Government Managers, we will continue to support local government to be responsive to the needs of communities and deliver good value for ratepayers, and 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.
Key initiatives 2013-2016
- Leading Better Public Services Result 10 – We are working with an initial group of eight agencies[5] towards the goal that New Zealanders can complete their transactions with government easily in a digital environment. With this group we will develop a blueprint that will identify the initiatives required across agencies to achieve Result 10.
- Developing an ICT Strategy and Action Plan – We will lead the development and implementation of an ICT Strategy and Action Plan that sets out how information and technology will be used to deliver better services. The Plan will focus on the following four areas: services are digital by default; information is managed as an asset; investment and capability are shared; and leadership and culture delivers change. All areas will be supported by an enhanced level of risk assurance.
- Aligning cross-government digital services – We will continue to align cross-government digital services with the Department’s other priorities for Result 10 and functional ICT leadership.
- Developing all-of-government office productivity services and Desktop as a Service – We will pursue enhancements to productivity through the use of cloud technology, such as the establishment of all-of-government Desktop as a Service to assist government workplaces to be more flexible. The service will make it possible to access the same desktop and applications from different PCs, laptops or tablets. It will also improve security by storing data centrally rather than on individual devices, and will enable standardised services across government.
- Preparing to support any changes to the Executive following the 2014 General Election – We will review and update documentation and ensure that appropriate resources are in place. We will work with the Parliamentary Service to plan for any changes arising from the 2014 General Election.
- Assessing Better Local Government reforms – An assistance and intervention framework will be implemented to allow the Department to appropriately support councils that need help. We will also develop measurement and assessment tools to improve council performance generally.
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 ICT Strategy and Planning, Service Delivery and Investment Proposals* Government Information and 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 lead objective by:
| Indicators | Progress | Data source |
|---|---|---|
| Increasing the percentage of New Zealanders’ most common transactions with government completed in a digital environment |
December 2012: 38.6% June 2012: 29.9% |
Internal Affairs Result 10 data |
| Increasing uptake of common capabilities (RealMe, iGovt Services) | See impact measures for Enabling people to access and use information important to their lives | |
| Improving the accessibility of online government services: |
2011: 57%; 2009: 60%; 2007: 45% |
World Internet Project New Zealand Survey 2011 |
2011: 48%; 2009: N/A |
||
| Increasing satisfaction with government online services: |
2012: 81% 2009: 81% 2007: 73% |
Kiwis Count Survey – New Zealanders’ satisfaction with public services (State Services Commission) |
2009: 64% 2007: na |
||
2013/14: Baseline year |
||
| Optimising support for Executive Government: |
2011/12: Good/Very good 2010/11: Very good 2009/10: Very good 2008/9: Very good 2007/8: Good |
Internal Affairs Ministerial Survey |
| Enhancing the value of information available to support government decision-making: |
2012: 7.6 (respectable) 2011: 7.1 (adequate) |
NZIER Survey 2012 Quality of Policy Advice Report for DIA |
| Improving the value of all-of-government investment in information and communications technology |
2013/14: Baseline year |
Internal Affairs GTS data |
Lead objective: Enhance 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 to better enable community participation in the development of public policy.
We will continue to lead the implementation of the Kia Tūtahi Relationship Accord to promote and develop stronger relationships and understanding between government and the community and voluntary sector.
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.
We will continue to support the capability of public libraries to provide access to information for their communities through the provision of the Aotearoa People’s Network Kaharoa and the Kōtui shared library system.
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 completed capability assessments and we will ensure identified improvements are implemented and capability in CDEM regions is built.
We will continue to extend our use of social media and telecommunications technology to improve public alerting and communication and will look into technologies available for a public alerting system, and will improve 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 will continue to implement the Government Digital Archive Programme (GDAP) extension of 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 continue to support the New Zealand Racing Board by ensuring that capability within the board is maintained.
Key initiatives 2013–2016
- Strengthening the statutory framework for recovery from major civil defence events – We will progress a review of the legislative framework for recovery from major emergencies as well as a targeted review to identify technical amendments that would improve the operation of the CDEM Act.
- Monitoring the implementation of strategies to return the Office of Film and Literature Classification to breakeven performance – We will continue to provide analysis and advice on the Office of Film and Literature Classification’s implementation of strategies to secure breakeven financial performance including conducting a fees review. We will engage with the Office on identifying new initiatives that could be adopted as well as any emerging issues that may require adjustment to strategies or development of new options.
- Reviewing the Fire Services function and funding – We will lead the Government’s response to the independent Fire Review Panel’s report into the Fire Services functions and funding. It is possible that legislative changes may be sought to the Fire Service Act 1975 and the Forest and Rural Fires Act 1977 to ensure they are modernised and fit for purpose. We will also monitor the New Zealand Fire Service’s implementation of agreed actions.
- Kia Tūtahi Relationship Accord – We will use the Kia Tūtahi Relationship Accord as a tool to support and encourage government agencies to foster and build successful relationships with communities.
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 ICT Strategy and Planning, Service Delivery and Investment Proposals* Crown Entity Monitoring* Government Information and 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 – 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 lead objective by:
| Indicators | Progress | Data source |
|---|---|---|
| Average score for the capability of Civil Defence Emergency Management Groups to achieve the goals of the National CDEM Strategy | 2011/12: 60% | CDEM Capability Assessment Tool |
| Improving responsiveness of public agencies to the needs of diverse communities: |
2012: 55%; 2010: 40%; 2008: 38% |
Quality of Life Survey |
2012: 72%; 2010: 62%; 2008: 60% |
||
|
The number of interpreting calls provided by Language Line per annum 2011/12: 38,837 2010/11: 32,308 |
Internal Affairs Office of Ethnic Affairs data | |
| Improving capability of public sector agencies to maintain the integrity of public records they hold: |
2012: 43 2011: 38 |
Internal Affairs Archives NZ data |
| Increasing the capability of public libraries to deliver digital and physical services to their communities: |
2012: 8 |
Internal Affairs National Library data |
Lead objective: Support 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. 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 preservation of 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 on 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 and the World Intellectual Property Organization to support public access to information.
Key initiatives 2013–2016
- Incorporating 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.
- Implementing the Arrangement on Cooperation with the National Library of China – The National Library will work with the National Library of China to share knowledge and develop capability to enhance the contributions each library makes to the improvement of the cultural and economic life of our respective nations.
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 lead objective by:
| Indicators | Progress | Data source |
|---|---|---|
| Ministry of Civil Defence and Emergency Management contribution to managing international obligations through specialist advice to the lead agency, the Ministry of Foreign Affairs and Trade (MFAT) |
New Zealand to make available fully trained and prepared UNDAC and APHP members to disaster affected countries:
|
MFAT/MCDEM MoU data |
|
Support strengthened disaster risk management capability in five Pacific Island countries covered by the MFAT/MCDEM MoU through the development of National Action Plans and their effective implementation.
|
||
| Increasing leadership and implementation through strategic collaboration and partnerships: |
2013/14: Baseline year
2012: Arrangement in place with Singapore National Library Board |
Internal Affairs National Library data |
Footnotes
[2] Outcomes relate to areas in which we provide immediate services to the wider public and consequently affect their quality of life. 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.
[3] ICT spans information management, technology infrastructure and technology-enabled business processes and services.
[4] The New Zealand Fire Service Commission and the Office of Film and Literature Classification.
[5] In addition to the Department, these are the Ministry of Social Development, Inland Revenue, New Zealand Transport Agency, New Zealand Police, New Zealand Customs, Department of Conservation and the Ministry of Business, Innovation and Employment.
[6] The NZIER Quality of policy advice scale of performance level: mean range: 8+: High; 7.5-8: Respectable; 7-7.5: Adequate; below 7: Low.