Strategic Intentions 2017 2021 - Published January 2017 - Department of the Prime ...
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G.48 (2017)
Strategic Intentions
2017 – 2021
Published January 2017
Presented to the House of Representatives
pursuant to section 39 of the Public Finance Act 1989
ISSN (online): 2463-4298, ISSN (print): 2463-428X
© Crown Copyright
This work is licensed under the Creative Commons Attribution 4.0 International licence. In essence, you are
free to copy, distribute and adapt the work, as long as you attribute the work to the Crown and abide by the
other licence terms.
To view a copy of this licence, visit https://creativecommons.org/licenses/by/4.0/. Please note that no departmental or
governmental emblem, logo or Coat of Arms may be used in any way which infringes any provision of the Flags, Emblems, and
Names Protection Act 1981. Attribution to the Crown should be in written form and not by reproduction of any such emblem,
logo or Coat of Arms.G.48 (2017)
Contents
Chief Executive’s overview .................................................................................................................................................... 1
Part A – Our purpose ........................................................................................................................................ 3
Who we are and what we are here for .................................................................................................................................. 4
Our functions ................................................................................................................................................................. 4
Who we’re here for........................................................................................................................................................ 4
What we stand for ......................................................................................................................................................... 4
How we deliver our functions ................................................................................................................................................ 5
1. Executive government advice and support......................................................................................................... 5
2. Constitution and nationhood ............................................................................................................................... 5
3. National security – risk and resilience ................................................................................................................ 6
4. Greater Christchurch regeneration ..................................................................................................................... 7
Corporate support and services ................................................................................................................................... 7
Part B – Our strategic intentions ................................................................................................................ 9
What drives our work .......................................................................................................................................................... 10
The Government’s priorities ...................................................................................................................................... 10
The changing needs of our stakeholders ................................................................................................................. 10
The world we operate in ............................................................................................................................................ 10
Our Challenges and business plan ........................................................................................................................... 11
Challenge One ..................................................................................................................................................................... 13
Challenge Two ..................................................................................................................................................................... 14
Challenge Three .................................................................................................................................................................. 15
Challenge Four .................................................................................................................................................................... 16
Challenge Five ..................................................................................................................................................................... 18
Managing our functions – Organisational Health and Capability ....................................................................................... 21
Where we will be in four years................................................................................................................................... 21
How we will achieve this ............................................................................................................................................ 21
Managing our responsibilities ................................................................................................................................... 22
Managing risk ............................................................................................................................................................. 22
Health and safety ....................................................................................................................................................... 22
Diversity ...................................................................................................................................................................... 22
People ......................................................................................................................................................................... 22
Systems and processes ............................................................................................................................................. 23
Department of the Prime Minister and Cabinet – Strategic Intentions 2017 – 2021 iG. 48 (2017)
G.48 (2017)
Chief Executive’s overview
The Department of the Prime Minister and Cabinet
(DPMC) works to support the government of the day.
We do so by advising, leading, supporting and
coordinating activities across the public sector, as well
as providing specific advice and support to the
Governor-General, the Prime Minister and Ministers.
Our core business is enabling effective executive Chief Executive’s Statement Ministerial Statement
government. This means providing, on a daily basis, advice of Responsibility of Responsibility
and support to the Prime Minister, Cabinet, and the
Governor-General. We provide decision-makers with a key In signing this information, I am satisfied that the
advantage – expert advice on policy and process – and I acknowledge that I am information on strategic
help translate government priorities into action. We also responsible for the intentions prepared by the
advise and support key figures in our constitutional information on strategic Department of the Prime
arrangements to carry out their roles. intentions for the Minister and Cabinet is
Department of the Prime consistent with the
In addition, our role has grown over the last few years,
Minister and Cabinet. This policies and performance
and we now serve Ministers with responsibilities relating
information has been expectations of the
to national security, risk and resilience, and the
prepared in accordance Government.
regeneration of greater Christchurch.
with the Public Finance Act
Despite this change, our purpose remains the same: 1989 (sections 38 and 40).
advancing a confident, well-governed, and secure
New Zealand. It is how we deliver this that is changing, as
we take on new responsibilities, set ambitious goals and
exercise active leadership, coordination, and stewardship
in partnership with our key stakeholders. Andrew Kibblewhite Rt Hon John Key
In the course of developing our 2017 – 2021 Four Year Chief Executive Prime Minister
Plan, we have undertaken a comprehensive refresh of November 2016 November 2016
our Strategic Intentions. These Strategic Intentions
provide a high level overview of the purpose and administering the new legislation, monitoring and
functions of the Department, how it fits within the wider reporting on the overall progress of regeneration, part
state sector and other strategic objectives. Five high- funding and joint governance of horizontal infrastructure
level ‘Challenges’ for DPMC summarise the five medium repairs and leading the Recovery Learning and Legacy
term strategic priorities that we are aiming to achieve programme that shares lessons from recovery.
through to the end of the 2020/21 financial year. Looking ahead, 2017 is an election year and the
The five Challenges include: Increasing support for the Cabinet Office is ready to provide constitutional advice
Government of the day to set and achieve its priorities; and support. Our strengthened capabilities will ensure
ensuring our system of Cabinet government remains we are best prepared to support the priorities of the
world-leading in the 21st century; enhancing our government of the day.
collective sense of national identity; shaping a National We will also continue to play a key role responding to the
Security System that makes New Zealand more resilient; 14 November Kaikōura earthquake. I would like to thank
and, supporting the transition to local leadership of everyone who has worked tirelessly to lead our National
greater Christchurch regeneration. Security System and coordinate the initial response and
This version of our Strategic Intentions follows the transition to recovery. What this event means for us in the
previous version of our Strategic Intentions which was medium-term is still uncertain, but I am confident we are
developed in response to the establishment of an ready to take on the roles required.
additional unit within the Department. This new unit – Ultimately, the continued success of DPMC will be the
the Greater Christchurch Group (GCG) – is responsible result of the hard work done every day by our staff. I am
for coordinating central government’s role in indebted to them for their efforts, as I am to their families
regeneration, including advice to Ministers, and others who provide support to them.
Department of the Prime Minister and Cabinet – Strategic Intentions 2017 – 2021 1G. 48 (2017)
OUR PURPOSE
A confident, well-governed, and secure New Zealand
Which we deliver through our core functions
Executive Government Advice Constitution and National Security – Risk Greater Christchurch
and Support Nationhood and Resilience Regeneration
To contribute to the Government’s priorities
Build better public services
Build a more competitive and Responsibly manage the
that all New Zealanders can Rebuild greater Christchurch
productive economy Government’s finances
rely on
OUR STRATEGIC INTENTIONS
We focus our efforts through five Challenges
The public service Governance for the 21st New Zealanders Increase New Zealand’s Leaving residents and
understands, delivers, century understand and resilience agencies confident in
and helps shape the celebrate the the future of greater
Government’s priorities institutions and Christchurch
processes that
contribute to a strong,
shared, sense of
national identity
And we can see the impact we want to have by looking at
• Stakeholder • Satisfaction with • Tracking comments • Aggregate national • Plans for
satisfaction CabNet in the General Social risk levels and Christchurch’s
• The Better Public • Feedback from new Survey profiles regeneration are in
Services result areas Ministers • Monitoring media • National place and
coverage of the preparedness and progressing
• Trends in the quality • Completion of the
of policy advice revised Cabinet Honours Lists practices • Trends in the
Manual • Monitoring the • How well we are progress of
gender balance of working with our regeneration
the Honours Lists priority partners outcomes
OUR BUSINESS PLAN
We know where we need to be in four years to achieve this
We will be more effective influencers We will be more interconnected We will be less pressured,
and system stewards and more resilient
We will do this by building our organisational strengths
Strategic partnerships DPMC workforce
Corporate governance, capability, and infrastructure
Throughout our work we will demonstrate our values by being
Resilient Savvy Principled Agile Courageous Vigilant Farsighted
2 Department of the Prime Minister and Cabinet – Strategic Intentions 2017 – 2021G.48 (2017)
Part A – Our purpose
In this section we summarise our role, how we work, and the value we bring.
We outline the unique role we play within the State sector, providing advice,
leadership, support, and coordination on activities that impact across the public
service.
Department of the Prime Minister and Cabinet – Strategic Intentions 2017 – 2021 3G. 48 (2017)
Who we are and what we are here for
DPMC is now a mid-sized agency of seven Business • National Security – Risk and Resilience – leading an
Groups, with approximately 250 staff in Auckland, effective National Security System, including cross-
Wellington, and Christchurch. We have a unique role as government arrangements across the ‘4Rs’ of risk
the trusted advisor, leader, and steward of our system of management: reduction, readiness, response, and recovery.
executive government.
• Greater Christchurch regeneration – providing leadership
We are unified by an overarching purpose: to advance a and coordination of the Crown’s regeneration effort.
confident, well-governed, and secure New Zealand.
Who we’re here for
A confident New Zealand has a strong sense of
nationhood, and can rely upon key institutions and Ensuring that executive government functions well
systems to work together in the public interest. requires us to maintain close relationships of trust and
confidence with the Governor-General, the Prime
Well-governed means Cabinet decision-making
Minister, and Cabinet.
supported by the best available advice and evidence,
and a Governor-General ably supported in her As our role and functions grow, so have the number of
constitutional, ceremonial, community, and international Ministerial portfolios we have responsibilities within.
roles.
To deliver we need to work more broadly across the
A secure New Zealand is able to respond to and recover department with our increasingly diverse external
from shocks and stressors in a timely and effective way. stakeholders. These include the public service, emergency
It proactively builds resilience with a risk-based, reliable, services, local government, iwi, lifeline utilities, NGOs, the
and integrated National Security System. private sector, and outreach to the wider community.
Our functions What we stand for
To deliver our purpose, we perform four core functions: Our spirit characteristics underpin everything we do.
• Executive government advice and support – serving They are what we’re about and the values we bring to
the Prime Minister and Cabinet. work every day: principled, vigilant, farsighted,
courageous, agile, savvy, resilient.
• Constitution and nationhood – supporting well-
conducted government. DPMC people are committed to serve and; willing to lead.
4 Department of the Prime Minister and Cabinet – Strategic Intentions 2017 – 2021G.48 (2017)
How we deliver our functions
The following section describes our core functions, how It advises on constitutional, policy and procedural
we are organised to deliver them, and how we measure matters, including relationships between the Executive,
and annually report our service performance. Governor-General, and Parliament; the appointment of
Ministers and making of statutory appointments; and
1. Executive government advice and assisting the coordination of the legislation programme.
support
Who we work with
We provide services to support the effective conduct of
In addition to those named above, our coordination and
executive government, including expert advice on policy
stewardship roles require us to work across the public
and process.
service and with other key stakeholders.
How we deliver this
How we measure annual service performance
Our Policy Advisory Group (PAG) provides free and frank
The quality of our advice and support is assessed by
advice to the Prime Minister, and on occasion to other
satisfaction surveying of the Governor-General and the
Ministers, and leads policy initiatives if needed.
Prime Minister, with the cost of producing policy used to
Coordinating across departments, PAG looks for emerging measure value for money.
opportunities and risks, and exercises influence as a
Outputs from the Cabinet Office are tracked using a
‘critical friend’ to shape advice to the Prime Minister so
range of indicators (e.g., timeliness, accuracy).
that it is coherent, high quality, and impartial.
PAG currently hosts a dedicated Policy Project that 2. Constitution and nationhood
supports the Chief Executive of DPMC in his stewardship
We advise and support key figures in our constitutional
role as Head of the Policy Profession. The Project is
arrangements to carry out their roles, including ceremonial
focused on building a high performing policy system that
ones that build a sense of nationhood.
supports and enables good government decision-making.
How we deliver this
PAG also provides a point of liaison with the Prime
Minister’s Chief Science Advisor. The Cabinet Office acts as a channel of communication
between the Governor-General and government. It provides
The Cabinet Office acts as ‘Government secretariat’,
advice and support to the government (including any period
providing impartial services to the Executive Council,
of caretaker government) over the election and government
Cabinet, and Cabinet committees. This includes
formation period.
processing submissions, preparing summaries,
managing agendas, and recording the decisions. The Honours Unit sits within the Cabinet Office,
administering and providing policy advice on the
New Zealand Royal Honours System.
Measuring Cabinet Office Performance
100 Government House in turn provides administrative and
support services for the Governor-General, and
95 maintains the official residences and grounds.
90 Who we work with
85 As well as advising Ministers, the Cabinet Office is involved
in nationhood issues cutting across the public service.
80
Government House connects the Office of the Governor-
75 General to the wider community and enables more than
2012/13 2013/14 2014/15 2015/16 2016/17 20,000 yearly visitors to Government House, Wellington.
Percentage of Cabinet and committee minutes not
requiring amendment How we measure annual service performance
Percentage of papers for Cabinet and committee
meetings published on time The performance of the Cabinet Office and Government
Percentage of Cabinet minutes published on time House are assessed through satisfaction surveying of
the Governor-General and the Prime Minister.
Department of the Prime Minister and Cabinet – Strategic Intentions 2017 – 2021 5G. 48 (2017)
Statistics on public engagement with the Office of the MCDEM leads across the ‘4 Rs’ of comprehensive
Governor-General (e.g., visits to Government House, emergency management, stewards the CDEM Act 2002
Wellington) are also collected. and maintains the CDEM strategic framework.
It supports CDEM guidance, planning, and operations;
3. National security – risk and resilience
builds the CDEM capability of organisations and
The Government has a responsibility to protect national individuals; supports the resilience of communities and
security and advance national interests. the public by educating and informing; and manages the
central government response to large-scale
This responsibility is discharged through the National
emergencies.
Security System, which DPMC leads with an all
hazards/all risks approach. The scope is extensive, Who we work with
including geological, infrastructure failure, drought,
The National Security System includes many public and
biosecurity, pandemics, oil spills, regional instability,
private actors with responsibilities for hazard and
counter terrorism, cyber security, and other threats to
intelligence-related risks.
New Zealand’s security integrity.
We work with each of the government agencies that protect
How we deliver this New Zealand as part of their core business (e.g., the NZIC,
Our Chief Executive chairs the Officials’ Committee for NZ Customs and the Ministry of Health), and across groups of
Domestic and External Security Coordination (ODESC), agencies acting together to respond to an emerging threat or
and is the ‘lead official’ in the National Security System. emergency.
The ODESC system has three Chief Executive-level MCDEM maintains diverse relationships – 70 agencies
leadership boards: ODESC-G (overall governance), and have responsibilities in the National CDEM Plan,
the Security and Intelligence and Hazard Risk Boards. including departments, emergency services, local
DPMC stewards the National Security System and leads government, lifeline utilities, NGOs, and the private
cross-government responses to events via our Security sector.
and Intelligence Group (SIG). It ensures the National It is an operational principle of CDEM that risks and
Security System is alert, coordinated, delivers high-quality emergencies are best managed on the basis of act
decisions across complex issues, and communicates locally, coordinate regionally (in the form of ‘CDEM
effectively with its stakeholders. Groups’), and support nationally.
SIG also exercises a collaborative leadership role within
How we measure annual service performance
the New Zealand Intelligence Community (NZIC), and its
policy teams provide advice on intelligence, cyber security, The quality of assessments, advice, and guidance is
and CDEM policy issues. Intelligence and Assessments measured using surveys of key stakeholders –
(which includes the National Assessments Bureau) Ministers, senior officials and other users of this
coordinates all-source assessments for decision-makers. information.
The Ministry of Civil Defence and Emergency MCDEM collects a range of performance indicators and
Management (MCDEM) contributes as a member of the statistics relating to:
Hazard Risk Board, as the lead agency for geological • Community awareness and readiness (including
and meteorological hazards and infrastructure failure, public surveying).
and by providing support to other lead agencies.
• Emergency management support and development
(including both measures of output and stakeholder
Measuring National Assessment
Performance satisfaction surveying).
100 • Operational performance measures (e.g., timeliness
99.5 of the issuing of national warnings).
99
98.5
98
2013/14 2014/15 2015/16
Percentage of assessments published by the
National Assessments Bureau that do not
require subsequent revision or correction.
6 Department of the Prime Minister and Cabinet – Strategic Intentions 2017 – 2021G.48 (2017)
4. Greater Christchurch regeneration Key strategic partners are the Christchurch City Council,
Te Rūnanga o Ngāi Tahi, Selwyn District Council,
185 lives were lost in the Canterbury earthquakes and
Waimakariri District Council and Environment
countless homes, businesses, and lives were changed
Canterbury.
forever. Almost six years on, greater Christchurch is
entering a new phase, moving from recovery to How we measure annual service performance
regeneration.
Our performance is assessed through satisfaction
DPMC provides leadership and coordination across surveying of the Minister supporting Greater
government agencies, engages with local leadership and Christchurch Regeneration, external reviews of the
the community, and supports the transition of quality of policy advice, and the timeliness of delivery of
leadership of greater Christchurch regeneration to local key milestones.
institutions.
Our role in the Central Agencies
How we deliver this
The Department works closely with the State Services
For the period of transition to locally-led regeneration
Commission and the Treasury (the Central Agencies) to
our Greater Christchurch Group (GCG) will provide policy
lead the public service to deliver outstanding results for
and planning advice, including the future uses of the
New Zealanders.
residential red zones, and administer part-funding and
joint governance of horizontal infrastructure repairs We are collectively responsible for enabling performance
through to completion. to improve across the State sector. We contribute to this
by monitoring progress, and promoting and modelling
We will work across government, and with Ōtākaro Limited
change.
and Regenerate Christchurch, so Ministers receive
consistent and connected advice. We will work to ensure Corporate support and services
learning and insights from the recovery and regeneration
are collated, embedded, and put into action to ensure Our Office of the Chief Executive (OCE) supports the
New Zealand is more resilient. Department to achieve its strategic priorities and manage
risk through sound strategy, effective governance, and
Once the transition to local leadership is complete, it is efficient organisational systems and processes.
anticipated that GCG will be disestablished as a separate
Business Group, and its residual policy and monitoring The Central Agencies Shared Services (CASS) provides
functions incorporated elsewhere in DPMC. corporate shared services (HR, Finance, IT, Information
Management and Publishing) to DPMC. The service is
Who we work with provided by the Treasury, with DPMC’s share of costs
The regeneration of greater Christchurch is a funded through an annual CASS charge.
collaborative effort between central and local
government, business, insurers, iwi, NGOs, and the
wider community.
Department of the Prime Minister and Cabinet – Strategic Intentions 2017 – 2021 7G. 48 (2017)
Summarising the value we deliver to our key stakeholders
Our Business Groups Executive government The public service The wider community
The Governor-General Departments and other Individuals, NGOs,
The Prime Minister state sector agencies businesses, iwi
and Cabinet
Policy Advisory Group We provide free and frank We contribute to policy We engage with a wide range
advice to the Prime Minister development across complex of stakeholders to ensure
(and other Ministers when or cross-cutting issues. policy reflects the
required) and lead special We host the Policy Project, perspectives and expertise of
projects. exercising stewardship to lift an increasingly diverse
We coordinate advice from the quality of the policy New Zealand.
different agencies to ensure system.
decision-makers receive
integrated, high quality advice.
Cabinet Office We provide secretariat We are involved with issues of We provide information about
services and constitutional, nationhood, when these cut and access to the
policy, and procedural advice across agencies and the State New Zealand Royal Honours
so that Executive government sector, and provide expert system.
continues to function advice and support.
effectively.
Government House We provide advice, We provide agencies with We support community access
administrative and support advice and support about to and identification with the
services so the Governor- engagement with the Office of Office of the Governor-
General can perform her roles the Governor-General. General.
and duties effectively.
Security & Intelligence We provide integrated, all- We lead the National Security We partner with the
Group source advice and System to ensure that it is community on issues of
assessments on events and risk-based, community- security (e.g., cyber-crime).
developments affecting focused, and integrated. We provide communications
New Zealand’s security We coordinate across a very to build public trust and
interests. broad range of agencies with a confidence in the National
role in maintaining Security System.
New Zealand’s national
Ministry of Civil We provide advice on civil security, and have specific We support access to
Defence & Emergency defence emergency leadership responsibilities in information, provide public
Management management. two sectors: the New Zealand education and seek
Intelligence Community (via community participation in
SIG) and Civil Defence building resilience across the
Emergency Management (via ‘4Rs’ of risk management:
MCDEM). reduction, readiness,
response, and recovery.
Greater Christchurch We provide advice on the We lead central government’s We support local leaders and
Group progress of the regeneration contribution to the institutions to lead
of greater Christchurch, and to regeneration of greater regeneration over time.
support decision-making on Christchurch.
interventions and
administration of the Greater
Christchurch Regeneration
Act.
8 Department of the Prime Minister and Cabinet – Strategic Intentions 2017 – 2021G.48 (2017)
Part B – Our strategic intentions
Here we describe context in which we operate and the five Challenges that will
focus our work for the next four years.
We also summarise the goals and key milestones we will be using to track our
progress.
Department of the Prime Minister and Cabinet – Strategic Intentions 2017 – 2021 9G. 48 (2017)
What drives our work
The Government’s priorities We also monitor the overall progress of regeneration
and complete critical short-term recovery functions.
To make sure investment is directed to where it is needed
most, the Government currently has four priorities to The changing needs of our stakeholders
which we make a significant contribution.
Given our role at the centre of executive government, and
Build better public services that all New Zealanders the increasing significance of our system roles, the
can rely on number and needs of key stakeholders and customers we
The Better Public Services (BPS) programme aims to serve has continued to grow and change.
meet increasing expectations for the State sector. We now have responsibilities to seven Ministers, and a
The key lies in productivity, collaboration, innovation, wide range of individuals, NGOs, businesses, and Iwi.
and increased agility to provide services. As a Central Properly executing these responsibilities requires us to
Agency we need to strive to model this vision of better manage our relationships, exercise influence and
excellence, and work to bed-in the BPS changes, and system stewardship, and increase our ability to broker
provide assurance on the BPS result areas. solutions and manage change.
We lead the National Security System with the intention
The world we operate in
that it model this new way of working – a diverse sector
coming together to be greater than the sum of its parts. A number of environmental factors can shape,
Similarly, our policy stewardship role needs to lift the influence, and change our priorities.
capabilities of the public service to deliver high quality
Elections and the Government’s priorities
advice that helps shape government priorities.
The Government has set priorities, but as governments
Build a more competitive and productive economy and circumstances change these priorities will change
The Government’s Business Growth Agenda is intended as well.
to create jobs and improve New Zealanders’ standard of
Unpredictable hazards and risks
living through economic growth.
As events over the past six years have shown,
As well as contributing through our Central Agency role,
emergencies and other unforeseen shocks do occur.
our focus on resilience strengthens the institutions
needed for sustained economic growth. DPMC plays an important role in ensuring the response and
recovery is well coordinated. This means we need to ensure
By enabling New Zealanders to better manage and
the resilience of DPMC’s staff, systems, and arrangements.
reduce their exposure to risk – including external threats,
natural hazards, and cybercrime – we will need to provide Increasingly complex, interdependent security and
confidence and security for business to grow, and policy issues
reinforce our reputation for transparency, integrity, and as
The globalised world is based on interconnected networks
a place to do business.
– physical, social, and economic. These provide
Responsibly manage the Government’s finances opportunities, but also risks and complex problems that
we must monitor and prepare to respond to.
We have a value for money focus, looking for ways to
meet our cost pressures by being more efficient. Cyber security demonstrates this. Those meaning harm
may be states, criminal organisations, or individuals.
For example, we aim to take a whole of department
Attribution is difficult, and cyber threats have the potential
approach, moving funding across work programmes as
to affect any New Zealander. It activates forces within the
priorities change, and actively managing personnel costs.
border without a physical presence in New Zealand,
Rebuild greater Christchurch challenging how we view protective security.
With the disestablishment of CERA, we have taken on As the leader of the National Security System, we need
responsibility for coordination of the Crown’s to continue to more effectively work across government
regeneration effort, partnering with central and local to identify, reduce, and prepare for shocks and
agencies to support the transfer of responsibility for stressors. We will also face pressure to grow our
leading regeneration back to local entities. capability to provide decision-advantage through
integrated, all-source assessments that take a longer-
term view.
10 Department of the Prime Minister and Cabinet – Strategic Intentions 2017 – 2021G.48 (2017)
Fiscal restraint Our Challenges and business plan
A more efficient public service that achieves better How we are responding to these drivers – the
results through collaboration remains a top priority for Government’s priorities, the needs of our stakeholders,
government. and our operating environment – is summarised in our
We will continue to work with the Treasury and SSC to Challenges – the five medium term strategic priorities
seek savings through our CASS partnership, and will be that we aim to achieve through to the end of the
reviewing our ongoing internal corporate service needs as 2020/21 financial year.
we right-size over the next four years. Underlying the Challenges are 14 goals that frame the
work programme and help to focus our efforts on what
Diversity
really matters. The remainder of Part B summarises
New Zealand’s demographic landscape is changing – each of these goals.
we are becoming more ethnically diverse, the average
age is increasing, and technology is changing how we Delivery of these strategic intentions is supported by the
interact. Diverse perspectives – including ethnic, objectives in our business plan, described in ‘Managing our
gender, and experiential differences – cultivate different functions – Organisational Health and Capability.’
ways of thinking which help address complex issues.
While the diversity of DPMC’s workforce has increased
over time, there is still room to improve. Our recruitment
practices and organisational culture need to support
diverse backgrounds, perspectives, and approaches.
Department of the Prime Minister and Cabinet – Strategic Intentions 2017 – 2021 11G. 48 (2017)
DPMC’s Challenges
Challenges Our goals, and links to Government Priorities Progress indicators
Challenge One 1. Understanding and delivery – Mechanisms to articulate and align How satisfied our key
The public service government priorities are stronger; working with Treasury and stakeholders are.
understands, delivers, and SSC, we support a seamless execution of the Government’s The progress of the Better
helps shape the priorities. Public Services result areas.
Government’s priorities 2. Shaping – The quality of policy advice across the public service Broad trends in the quality of
increases. policy advice.
Challenge Two 3. Integrated Governance – Government decision-making processes Satisfaction with CabNet.
Governance for the 21st and systems are integrated across the public service, support the Feedback from new
Century presentation of high quality advice to Ministers, and facilitate Ministers about the support
collaborative working. provided.
4. Knowledge and Support – Newer Ministers have the knowledge Completion of the revised
and support necessary to carry out their roles and functions. Cabinet Manual.
5. Ethical Government – Executive government is supported to
function in a manner that upholds, and is seen to uphold, the
highest ethical standards.
Challenge Three 6. Understanding – Increasing numbers of New Zealanders have a Tracking comments in the
New Zealanders better understanding of New Zealand’s system of government, General Social Survey, and
understand and celebrate including the office and role of the Governor-General and Prime other surveys.
the institutions and Minister. Monitoring media coverage
processes that contribute 7. Acknowledging and celebrating honours – New Zealanders of Honours Lists as they are
to a strong, shared, sense acknowledge and celebrate the service, achievement, and published.
of national identity diversity of recipients of Royal honours. Monitoring the gender
balance of the Honours Lists
over time.
Challenge Four 8. Risk-based – Increased use of risk-based approaches to building Aggregate national risk
Increase New Zealand’s resilience in New Zealand, including building community levels and profiles.
resilience through leading resilience. National preparedness and
and building a risk-based, 9. Community-focused – More New Zealanders – including our practices.
community-focused, and priority partners – trust our national security system to manage How well we are working with
integrated national shocks and stressors, understand their responsibilities, and are our priority partners.
security system prepared.
10. Integrated – We are increasingly seen as providing leadership
across the National Security System – from central government,
to local government, to the wider community.
Challenge Five 11. System Leadership – Support and influence across government Plans for Christchurch’s
Leaving residents and to deliver system wide leadership. regeneration are in place
agencies confident in the 12. Shape the Transition – Support and shape the transition into long and progressing.
future of greater term arrangements for greater Christchurch. Trends in the progress of
Christchurch 13. Maintain momentum – Ensure recovery continues without loss of regeneration outcomes.
momentum.
14. Lessons and Insights – Learning and insights are collated,
embedded, and put into action so New Zealand is more resilient.
Government Better public services A more competitive and Responsibly manage the Rebuild greater
priorities: productive economy Government’s finances Christchurch
12 Department of the Prime Minister and Cabinet – Strategic Intentions 2017 – 2021G.48 (2017)
Challenge One
The public service understands, delivers, and helps shape the Government’s priorities
The Prime Minister and the Cabinet are the centre of Addressing these challenges requires a dedicated, multi-
executive government. Ensuring there is a strong year programme of work. Policy excellence will see the
connection with the public service is critical. public service deliver better policy processes, more
responsive solutions, and better outcomes over time.
Goal 1 Understanding and delivery – Mechanisms
to articulate and align government priorities are What we will do
stronger; working with Treasury and SSC, we support The DPMC-led Policy Project and the leadership of the
a seamless execution of the Government’s priorities Head of the Policy Profession (currently the Chief
Executive of DPMC) will help to drive continuous
What we intend to achieve improvement in the quality of policy advice and the
capability of policy agencies.
With our Central Agency partners, we will improve the
processes, systems, and mechanisms that translate The Policy Project has multiple work-streams and over
Government priorities into agency action. the next year our focus will shift towards encouraging
and supporting agencies to use the tools and
What we will do
frameworks developed so far. In addition, we are
We will help departments understand Ministers’ developing work programmes for:
perspectives, develop policy that supports Government
• Sharing knowledge and building capability on
priorities, and deal with implementation issues.
promising methods for using and generating
We will facilitate links across agencies working on related evidence and insights.
issues, including through the setting of national intelligence
• Scoping issues and opportunities for collective
priorities. We will work with the other Central Agencies to
action on the policy workforce.
further refine the policy priority setting process and ensure
• Looking at options to embed the Head of Policy
coordinated assurance, including through regular reviews of
Profession role and required infrastructure, including
the BPS result areas.
monitoring benefits.
A focus will be coordination across sources – both policy and
• Establishing a repository of information, tools and
intelligence – to ensure that decision-makers receive
learning accessible to the policy community (if this is
cohesive, integrated, all-source advice and assessments.
assessed as worthwhile).
How we will measure our progress • Improving support for policy stewardship and free
Our excellence in policy services, and effectiveness as a and frank advice.
model policy agency will continue to be measured by We will also continue to model a professional, politically
satisfaction surveying. We will also continue to track the neutral, and highly effective policy agency.
Better Public Services result areas.
How we will measure our progress
Goal 2 Shaping – The quality of policy advice across We will look for improvement over time in:
the public service increases
• Agencies’ policy advice quality ratings (using the
What we intend to achieve Policy Quality Framework or other assessments).
Policy advice varies in quality, evidence is not always • The number of engagements the Policy Project has
used to best effect, and new methodologies are with other agencies around deployment of the Policy
emerging domestically and internationally that Project frameworks and tools.
departments need support to come to grips with. • Reported use rates of the Policy Project frameworks
and tools.
Department of the Prime Minister and Cabinet – Strategic Intentions 2017 – 2021 13G. 48 (2017)
Challenge Two
Governance for the 21st Century
The executive branch of government comprises the What we will do
Governor-General, Prime Minister, other Ministers of the We will work with Ministerial Services in the Department of
Crown and the public service. The engine room of Internal Affairs to ensure Ministers have the systems they
executive decision-making is the Cabinet system, and require to work efficiently and effectively.
the resilience and security of this system is critical to
stable and effective governance. We will develop a refreshed approach for the induction of
Ministers, ahead of the 2017 elections, and consider other
Goal 3 Integrated Governance – Government initiatives to support Ministers in their roles.
decision-making processes and systems are
integrated across the public service, support the How will we measure our progress
presentation of high quality advice to Ministers, and We will use feedback from Ministers about the services
facilitate collaborative working provided to them, including induction programmes and
ongoing advice and support.
What we intend to achieve
Goal 5 Ethical Government – Executive government
We will, in partnership with other agencies, improve the is supported to function in a manner that upholds,
level of support provided to Ministers. Integrated and is seen to uphold, the highest ethical standards
systems and processes will contribute to more effective
execution of the Government’s priorities.
What we intend to achieve
What we will do Supporting Ministers to carry out their duties to the
The Cabinet Office will continue to steward and enhance highest ethical standards is critical to maintaining
the Cabinet system and processes. We will work with New Zealand’s trust and confidence. We can create an
Ministers’ offices and departments so that issues are environment where appropriate conduct is clear, and
presented to the Cabinet clearly and robustly, assistance is available to clarify expectations.
supporting good decision-making.
What we will do
Following the successful deployment of CabNet, The Cabinet Office will provide advice to Ministers and
providing electronic management of Cabinet material, their offices on issues concerning conduct and
we will further develop the system, driven by the needs management of conflicts of interest.
of our users. We will also commence a review of the
current requirements for Cabinet papers to ensure they We will also complete a review of the Cabinet Manual as the
meet the needs of Ministers. authoritative guide to central government’s decision-
making. This will involve reviewing and updating its text to
How will we measure our progress reflect legislative changes and new policies and practices
The effectiveness and ease of use of CabNet will be tracked since its last update in 2008.
using surveys and feedback from users, including the This will be alongside our ongoing work to promote, through
number and nature of calls to helpdesks. a range of channels and agencies, a greater understanding
of New Zealand’s approach to executive government,
Goal 4 Knowledge and support – Newer Ministers
central government decision-making structures, and the
have the knowledge and support necessary to carry
statutory and constitutional framework within which central
out their roles and functions
government operates.
What we intend to achieve How will we measure our progress
We provide advice and support to new Ministers to help The revised Cabinet Manual will be endorsed by Cabinet.
them in their roles. We will improve the quality of this, so
We will also continue to receive feedback from Ministers
they can more effectively carry out their functions.
and their offices as to the clarity, accuracy, and quality of
the guidance provided by the Cabinet Office.
14 Department of the Prime Minister and Cabinet – Strategic Intentions 2017 – 2021G.48 (2017)
Challenge Three
New Zealanders understand and celebrate the institutions and processes that contribute to
a strong, shared, sense of national identity
New Zealanders sharing a sense of political community and
What we intend to achieve
national identity increases social cohesion and enhances
wellbeing, and strengthening this is an important long term The New Zealand Royal Honours System provides a way
goal for the Department. to recognise people who have served their communities
and acknowledge their achievements.
Goal 6 Understanding – Increasing numbers of
As New Zealand becomes more diverse the honours system
New Zealanders have a better understanding of
should operate in a way that reflects this, with a nominations
New Zealand’s system of government, including the office
process accessible to diverse communities.
and role of the Governor-General and Prime Minister
What we will do
What we intend to achieve We will continue to work with the Minister for Women
Our goal is more New Zealanders understanding our and other relevant Ministers, and identify ways to
system of government, including the constitutional, strengthen our connections with Māori, Pacific peoples,
ceremonial, international and community functions of and people from ethnic communities to improve the
the office of the Governor-General. number and diversity of nominations.
What we will do Increasing public acknowledgement and celebration of
the honours system requires us to better understand what
In addition to continuing to provide advice and support
drives engagement by strengthening how we measure
to the Prime Minister, we will support a programme for
national and regional coverage.
the Governor-General to communicate information
about the office and role and contribute to a series of How will we measure our progress
national commemorations and other events and
We will monitor trends in the diversity of nominees over
projects.
time. This will require us to identify options for improving
Our role will be underpinned by an effective media how we track this information, as the data we currently
strategy, which capitalises on major events to further collect is incomplete.
boost the profile of the Governor-General. Government
Public acknowledgment and celebration will be
House will facilitate visits and maintain the Government
measured through use of media monitoring, looking at
Houses in Wellington and Auckland, so the public
the number of articles covering announcement of the
continues to view them as heritage sites.
list in national and regional papers, and tracking of
The Cabinet Office will continue to engage and support distribution of coverage.
other agencies working in the nationhood space, and
Government House will work with organisations who have Public Engagement with the Office of
relationships with the Governor-General (e.g., patronages) Governor-General
to promote the role to their membership. 8000 50,000
6000 40,000
How will we measure our progress
30,000
Public understanding of the offices and roles of the 4000
Governor-General and Prime Minister will be measured 20,000
through Statistics New Zealand’s General Social Survey. 2000 10,000
We will also track measures of public engagement – the
0 0
Governor-General’s social media statistics, and visitor 2013/14 2014/15 2015/16 2016/17
numbers to Government House. Cummulative social media followers
Visitors thorugh Government House Wellington
Goal 7 Acknowledging and celebrating honours –
New Zealanders acknowledge and celebrate the
service, achievement and diversity of recipients of
Royal honours
Department of the Prime Minister and Cabinet – Strategic Intentions 2017 – 2021 15G. 48 (2017)
Challenge Four
Increase New Zealand’s resilience through leading and building a risk-based, community-
focused, and integrated national security system
A resilient New Zealand has a National Security System Goal 9 Community-focused – More New Zealanders
that works together effectively to manage risks across – including our priority partners – trust our National
the 4Rs – reduction, readiness, response, and recovery. Security System to manage shocks and stressors,
This means we are safer, can build a stronger economy, understand their responsibilities, and are prepared
and advance our interests internationally.
What we intend to achieve
Goal 8 Risk-based – Increased use of risk-based
approaches to building resilience in New Zealand Managing national security risk and supporting the
country’s resilience is complex and involves many
partners: government agencies, local government,
What we intend to achieve
NGOs, the private sector, and our communities.
We aim to reduce New Zealand’s aggregate levels of risk,
and build national resilience by improving how our partners We will ensure each partner understands their roles and
identify and manage risks, based on the 4Rs. responsibilities around risk identification, the 4Rs, and
(where relevant) our role as leader of the National
What we will do Security System.
We will exercise collective leadership of the National Public awareness of their role in preparedness is a
Security System through our role as Chair of the ODESC focus, as elevated readiness following the Christchurch
committee structure, our Security and Intelligence earthquakes is trending back towards the historic norm.
Group, and MCDEM. We will support the passage and
implementation of a CDEM Amendment Bill to What we will do
strengthen the legislative framework for recovery, and a We will continue to increase the availability of clear,
Security and Intelligence Bill to respond to the high-quality public information about the National
recommendations of the 2015 Independent Review of Security System. We will also work closely with our
Intelligence and Security. priority partners to ensure that they have the
We will steward public alerting enhancements, draft and information and support they need to fulfil their roles.
implement a National Disaster Resilience Strategy, and For example, we will:
better link risk management practice to the implementation • Update and provide ongoing support for the new
of the national intelligence priorities. National Security System Handbook.
Our support for the establishment of a Computer • Support the extension of the Security Sector
Emergency Response Team, refresh of the Cyber Professional Development Programme to local
Security Emergency Response Plan, and the conduct of authorities and their partners.
regular cyber security exercises will contribute to
preparedness and resilience against cyber threats. Measuring New Zealand's Readiness
35
We are also leading a process to better identify,
30
understand, and articulate existing and emerging risks
25
for New Zealand. This is a long-term project to
strengthen the National Security System and the 20
support that it provides to decision-makers. 15
10
How will we measure our progress
One of our medium-term aims is improving how we
measure aggregate national risk levels. For certain
priority risks, assessing plans and arrangements against Percentage of New Zealanders who describe
good practice, and tracking the outcomes of post-event themselves as "prepared at home"
Percentage of New Zealanders who describe
reviews and practitioner surveys will provide ongoing themselves as "fully prepared"
insight into the health of the National Security System.
16 Department of the Prime Minister and Cabinet – Strategic Intentions 2017 – 2021G.48 (2017)
• Respond to the Auditor-General’s findings in her What we will do
performance audit of the National Security System Key to this goal is continuing to provide high quality
(expected late 2016). advice and support to our partners. This provides
• Coordinate the national exercise programme. coordination, helps to broker disputes, and creates the
• Implement the new CDEM public education opportunity for the development of system learning and
programme launched in July 2016. a culture of continuous improvement.
• Establish a cyber security credentials scheme to help In addition to continuing to deliver excellence in our core
improve the cyber security of small businesses. business we will strengthen linkages between
• Undertake a confidential survey of businesses to intelligence priorities and collection processes – SIG is
improve our shared understanding of the cost and leading implementation of a systematic framework for
incidence of cyber insecurity. collaboration on the priorities, supporting delivery of
coordinated, high quality intelligence and assessment
• Partner with NZ Police to advance the National Plan
with measurable impact.
to Address Cybercrime.
• Set up a cyber security skills taskforce to build up We will also deliver annual reports on the
New Zealand’s cyber security professional workforce. implementation of the Cyber Security Strategy.
MCDEM will commission an independent review of its
How will we measure our progress
capability and capacity to perform its statutory and
We will be looking for evidence of improved interface public duties and functions. This will have a specific
between central government, local government, focus on effective and timely response and recovery; a
emergency services, lifeline utilities, and the wider proactive focus on risk reduction and resilience building;
community. and seizing opportunities offered by technological
This will include evidence that we are fulfilling our role advancements and other developments.
as sector leader, that individuals and organisations are The discipline of emergency management has evolved
managing their own risks within the national framework, into one focused on addressing total disaster risk, rather
and that our advice is seen as reliable and trusted than one that seeks purely to focus on readiness and
across system levels. response. Subsequently, there has been a growing
We will also continue to measure both national expectation on MCDEM for stewardship and
emergency preparedness, and cyber-security practices, comprehensive functional leadership across the 4Rs.
using established national survey measures. We are Changes as an outcome of this review, which may
also working on a cyber security capability maturity include recommendations for future investment in
model. MCDEM’s capabilities and capacity, will be progressed
Goal 10 Integrated – We are increasingly seen as through a combination of prioritisation within our
existing appropriations and business cases for
providing leadership across the national security
additional funding, as appropriate.
system – from central government, to local
government, to the wider community How will we measure our progress
Measuring the effectiveness of collaboration across a
What we intend to achieve
system will be done at three levels:
Our goal is to enhance coordination of effort across the
• Using self-assessment tools and satisfaction surveys
many agencies and organisations with a role to play in
to track how well we work with our partner agencies.
increasing New Zealand’s resilience.
• Reviewing post-event and exercise reviews and
Investment in SIG over the next four years will focus on
evaluations for evidence of effective collaboration
capacity and capability development for the National
and system integration.
Assessments Bureau, in areas consistent with New
• Looking for evidence that a culture of learning is
Zealand’s intelligence priorities.
forming in the National Security System.
Department of the Prime Minister and Cabinet – Strategic Intentions 2017 – 2021 17You can also read
