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Strategic Intentions 2017 2021 - Published January 2017 - Department of the Prime ...
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
Strategic Intentions 2017 2021 - Published January 2017 - Department of the Prime ...
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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 i
G. 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 1
G. 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 – 2021
G.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 3
G. 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 – 2021
G.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 5
G. 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 – 2021
G.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 7
G. 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 – 2021
G.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 9
G. 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 – 2021
G.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 11
G. 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 – 2021
G.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 13
G. 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 – 2021
G.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 15
G. 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 – 2021
G.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 17
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