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Summary of Implementation Plans For 1999/2000

Output No

 Description

1999/00
Budget $(000)

1.1

Policy Advice to the Prime Minister

2,586

1.2

Policy Advice on the Central Processes of Executive Government

400

1.3

Policy Advice to the Prime Minister on Domestic and External Security

703

2.0

Secretariat Services

1,710

3.0

Intelligence Assessments on Developments Overseas

2,241

4.0

Communication Services

261

5.0

Maintenance of the Governor-General's Residences and Grounds

1,285

6.0

Support Services to the Governor-General

1,852

7.1

Policy Advice and Co-ordination on Crime Prevention Strategy

687

7.2

Administration of Community Crime Prevention Programmes

688

 

1.1 Policy Advice To The Prime Minister

Policy Advisory Group

Immediate, medium and long term policy advice is delivered freely and frankly to the Prime Minister and, at the Prime Minister's request, to other Ministers. Advice is provided on areas such as economic development, enterprise and commerce, fiscal and social policy, Treaty issues, justice, foreign affairs, Antarctica and science issues, primary industries, industrial relations and the machinery of government.

The department promotes and facilitates interdepartmental co-ordination of policy development and issues. It also promotes a greater collective approach to performance standards across the State Sector, through the strategic result area (SRA) model.

Budget   $2.586M (ie 70% of the total policy advice appropriation of $3.689M)

1999/2000

2000/01

2001/02

$000

$000

$000

2,586

2,586

2,586

Purpose

Key Tasks
Enable the Prime Minister, well informed, to lead and manage the public policy business of the Government.
  • Oral and written briefings on the policy questions and issues coming before the Prime Minister for her decision or the collective decision-making of the Cabinet.
 
  • Provide advice and support in consultation with the officials' committee supporting the Cabinet Strategy Committee, for those issues identified by the Prime Minister as high risk/high priority.
Expose and promote the collective interest in the policy advice inputs of officials to Cabinet decision-making.
  • Policy co-ordination services via ad hoc and standing officials groups organised around the committees of Cabinet.
Support the Prime Minister in the formulation and implementation of the Government's strategic policy priorities.
  • Refine processes to expose information to develop and support monthly policy overview and stocktake reports around policy, regulatory and legislative developments.
  • Timely assessment of strategic alignment between strategic result areas (SRA) and key result areas (KRA).
  • Lead an officials' process to review and streamline the 1997-2000 SRAs as a basis for streamlining and sharpening and focusing the strategic management of the Government and Public Sector.
  • Effective oversight, sector by sector, of the Government's medium term policy priorities from design to implementation stages, in accordance with any future coalition or governing arrangements.
  • Effective contribution towards the policy making and issue management systems established under any future coalition or governing arrangements.

 

1.2 : Policy Advice On The Central Processes Of Executive Government

Cabinet Office

Advice on central government constitutional, policy and administrative issues is provided to the Governor-General, the Prime Minister and at the Prime Minister's direction to other Ministers and departments.

Budget $400,000 (This represents 11% of the total output class allocation of $3.689M)

1999/2000

2000/01

2001/02

$000

$000

$000

400

400

400

Purpose

Key Tasks
Support for the proper and effective operation of the key institutions of executive government.

  • Policy advice on the administration, processes and procedures relating to the Executive Council, the Cabinet and Cabinet Committees.

  • Advice on the evolving policies and practices of executive government functions under coalition government, including review of the Cabinet Office Manual policies where appropriate.

 
  • Co-ordination of the policy and administrative aspects of the legislation programme, as directed by the chair of the Cabinet Legislation Committee.
Maintain effective policy on honours.
  • Advice on the policy aspects of the New Zealand Royal Honours system.
Facilitate and support constitutional processes involving the Head of State.
  • Advice to the Governor-General and the Prime Minister directly or in the context of the Executive Council.

Reporting and Monitoring Mechanisms

The Secretary of the Cabinet is responsible directly to the Prime Minister for the impartial recording of Cabinet decisions; and as Clerk of the Executive Council, to the Prime Minister and Governor-General respectively for servicing the Executive Council, and providing such advice as may be required from time to time on constitutional matters.

1.3 : Policy Advice To The Prime Minister On Domestic And External Security

Domestic and External Security Secretariat (DESS)

Advice to the Prime Minister on domestic and external security issues, including defence and strategic issues, emergency management policy, intelligence policy and the development of policy and practices for managing terrorist incidents. Advice and support is provided for the Intelligence and Security Committee of Parliamentarians and for the Inspector-General of Intelligence and Security.

Budget $703,000 (ie 19% of the total policy advice appropriation of $3.689M)

1999/2000

2000/01

2001/02

$000

$000

$000

703

703

703

Purpose

Key Tasks
Integrated advice on international security strategic and defence issues, intelligence policy issues and counter-terrorism preparedness.
  • Chairing and leading the interdepartmental security coordination committee for APEC 99.

  • Chairmanship and secretariat support for the Officials Committee for Domestic and External Security Coordination (ODESC) system.

  • Coordinate policy advice to the Cabinet Strategy Subcommittee on Intelligence and Security (CIS).

  • Oversight of policy advice deriving from regular contact with key operational and policy agencies, leadership of counter-terrorism activities, and of other inter-agency activities on a case by case basis.

  • Oversight of the implementation of the Defence White Paper.
System co-ordination for intelligence management, encompassing intelligence requirements and assessments and resource allocation and performance monitoring across the agencies which comprise the intelligence community.
  • Harmonisation of the national intelligence collection and assessment activity, through chairing the ODESC(I), and via the Intelligence Co-ordinator, to reflect policy priorities, national requirements and available resources.

  • Monitor and coordinate responses to legislation proposals having potential operational impacts on the intelligence community.

  • Coordinate appointments as required to Intelligence oversight positions (eg Commissioner of Security Warrants).
Advice and support for the Inspector General of Intelligence and Security and the Committee of Parliamentarians on Intelligence and Security.
  • Secretariat support for the Inspector General, the Parliamentary Committee and with NZSIS, the Commissioner for Security Warrants which enables each to discharge statutory and related accountability requirements.
Contribute to structural and operational effectiveness of the emergency management system at a national level.

  • Ensure that Y2K national level contingency planning is effectively coordinated.

Purpose

Key Tasks

 
  • Monitor the new emergency services structures, including the development of risk management methodologies.

  • Ensure the preparedness of the ODESC system to meet the new coordination tasks linked to major national disasters.

In addition the department will administer an appropriation of $14,000 for payments to the Commissioner of Security Warrants.

2.0 : Secretariat Services

Cabinet Office

Impartial and effective secretariat support is provided for the decision-making processes of Executive Council, Cabinet and Cabinet Committees.

Budget $1.710M

1999/2000

2000/01

2001/02

$000

$000

$000

1,710

1,710

1,710

Purpose

Key Tasks
Safeguard and promote the proper operation of the Cabinet and Cabinet Committee system.
  • Continue to provide support for the conduct of Cabinet business.

  • Prepare for support of the elected government following the General Election.

  • Promulgate and monitor guidelines, and other quality assurance requirements for Cabinet's decision-making processes.
Administer the meetings of Cabinet and its Committees
  • In support of the Chairs, moderate arrangements for presentation of policy advice by officials to Cabinet and at Cabinet Committees.
 
  • Prepare agendas and summaries of submissions for Cabinet and Cabinet Committees.
 
  • Record the decisions of Cabinet and Cabinet Committees in accurate, timely and well-judged minutes.
Administer meetings of the Executive Council.
  • Provide secretariat support for the Executive Council.
Provide effective support for the NZ Honours System.
  • Provide impartial and effective support for compilation of honours lists and the administration of the honours system.

  • Implement bravery and gallantry awards in the new honours system.

  • Arrange design and supply of honours insignia and documents.

3.0 : Intelligence Assessments On Developments Overseas

External Assessments Bureau (EAB)

Production of intelligence assessments on events and trends overseas which may affect New Zealand's interests. Assessments may involve political, economic, social, biographic, strategic, military and scientific matters. This includes the collection, collation and classification of information on overseas developments collected from a wide variety of sources.

In 1999/2000, the Bureau will provide assessments and related inputs in support of informed decision making, in respect of New Zealand's foreign relations and external interests.

Budget $2.241M

1999/2000

2000/01

2001/02

$000

$000

$000

2,241

2,241

2,241

Purpose

Key Tasks
Inform the Prime Minister with reports on overseas developments of policy relevance to New Zealand.
  • Major assessments prepared according to a forward work programme, agreed by the National Assessments Committee (NAC), and modified to reflect external activity and the nature of developments overseas.

  • Current assessments and reports prepared for the Prime Minister, other senior ministers and officials in response to events or issues arising overseas, after tasking or the receipt of new information.

  • Biographical reports prepared for the Prime Minister and other ministers for visits to or from New Zealand.
 
  • Provide assessments for watch groups monitoring the deployment of New Zealand's forces overseas.
Maintain databases to support assessment activity.
  • Maintain databases to enable EAB to respond appropriately to anticipated and unexpected reporting requirements.

  • Convert databases to electronic storage, retrieval and distribution.

Reporting and Monitoring Mechanisms

The Director of the External Assessments Bureau reports directly to the Prime Minister concerning assessments on developments overseas, and is directly accountable for the judgements made in assessments.

4.0 : Communication Services

Communications Unit

Assist the effective communication of government policy decisions provide advice and support on the development and implementation of public information programmes; on behalf of the Government, negotiate advertising volume incentive discounts with the media organisations.

Budget $261,000

1999/2000

2000/01

2001/02

$000

$000

$000

261

261

261

Purpose

Key Tasks
Effective communication of Cabinet and other Government policy decisions.

  • Liaise with officials groups through the Policy Advisory Group to provide early assistance and guidance on public information aspects of government policy.

  • Provide impartial and professional advice on public information aspects of Cabinet and other policy decisions to the Prime Minister and/or other Ministers.
Advice and support for the development and proper implementation of public information programmes.
  • On request from government departments and agencies, offer professional advice and guidance on effective methods for purchase and delivery of public information programmes.

  • On request from government departments and agencies, offer professional advice to departments on the procedures for and the appointment of advertising agencies, PR organisations and other suppliers in the communications field.
 
  • On request from government departments and agencies, offer professional advice to reinforce checks for compliance of their public information programmes with the Cabinet Guidelines on Advertising (1989).
 
  • Develop and quality assure the department's key publications.

Negotiate advertising volume incentive discount arrangements with media on behalf of government departments and agencies.

  • Annual volume incentive discount and other incentives will be negotiated with all media. All departments and other agencies will be advised of the outcome and also advised throughout the year of any changes.

Explanatory Notes

 

The Communications Unit does not have an automatic right of involvement in communication programmes initiated by Government departments. A key indicator of the quality and relevance of the services provided will, therefore, be the number of programmes on which it is asked to provide advice and assistance .

5.0 : Maintenance Of The Governor-General's Residences And Grounds

Government House

Provide general upkeep of Government Houses and ancillary buildings in Wellington and Auckland including the maintenance and physical security of the buildings and the landscaping and maintenance of the gardens and grounds.

Budget $1.285M

1999/2000

2000/01

2001/02

$000

$000

$000

1,285

1,285

1,285

Purpose

Key Tasks
Preserve and enhance buildings and grounds of Government House as an appropriate residence of the Head of the State and as an historic place.
  • Medium term maintenance and development plans for the buildings and grounds are kept up to date and actioned.

  • Develop and submit an approved annual capital and maintenance programme.

  • Regular assessment of the works programme by senior management.

  • Prepare, negotiate and let well specified contracts to approved contractors via a tender process.

  • Monitor on-site contractor performance against the appropriate specification.

  • Ensure maintenance is undertaken to agreed standards.

* In addition the department will administer an appropriation for capital investment in Government House of $114,000 in 1999/2000.

6.0 : Support Services To The Governor-General

Government House

Provide domestic and personal services to the Governor-General; support a range of official functions, investitures and receptions at Government House; including the hosting of State occasions and visits by distinguished persons; and provide financial, communications, administrative and advisory services which support the Office of the Governor-General.

Budget $1.852M

1999/2000

2000/01

2001/02

$000

$000

$000

1,852

1,852

1,852

Purpose

Key Tasks
Services to support the public role of the Governor-General.
  • Facilitate and provide advice and services to the Governor-General.

  • Organise and manage events including: investitures, receptions, credentials ceremonies, award ceremonies, tours and charity events.

  • In 1999/2000 ensure good management and coordination of the Governor-General's programme, with special attention to APEC 99, associated visits by Heads of State, America's Cup regatta, and other millennium year 2000 events.

  • Provide personal services to the Governor-General.
 
  • Maintain a high level of preparedness amongst staff for responding to emergency situations.
Manage household services.
  • Provide catering and domestic services at the residences of the Governor-General.

* In addition, the Department will administer an appropriation under permanent legislative authority of $623,000 for the purposes of meeting the Governor-General's salary, allowances and travel.

Reporting and Monitoring Mechanisms

The Chief Executive of the Department of the Prime Minister and Cabinet is responsible to the Prime Minister for the provision of support services to the Governor-General. However, the personal staff of the Governor-General such as the aides-de-camp, report to the Official Secretary, who in turn reports to the Governor-General on a day-to-day basis, and to the Clerk of the Executive Council on a line reporting basis.

7.1 : Policy Advice And Co-Ordination Of Crime Prevention Strategy

Crime Prevention Unit

Policy advice on crime prevention including co-ordination of the policy work between government agencies involved in crime prevention and with the community. Planning, co-ordinating and monitoring a comprehensive crime prevention strategy.

Budget $667,000 (ie 50% of the output class appropriation of $1.375M)

1999/2000

2000/01

2001/02

$000

$000

$000

687

647

647

Purpose

Key Tasks
Coordinate and inform inter-agency crime prevention strategy.

  • Identify gaps between agencies' crime prevention outputs. Where appropriate, reduce policy/output overlaps and promote integrated operational activities.
 
  • Monitor strategic overview for new policy proposals and possible integration and re-prioritisation of policy and/or operational outputs.
Inform and add value to the policy and programme developments of Justice Sector agencies.
  • Collaborate with other government agencies to contribute to the Government's Strategic Priorities in reducing youth offending; and it's aims for the positive participation by Maori and Pacific peoples in the Criminal Justice System.

  • Collaborate with key agencies to develop proposals for reducing the incidence of repeat victimisation.
Prepare advice on the NZ Crime Prevention Strategy.
  • Review the 1994 New Zealand Crime Prevention Strategy (after five years of operation) to determine ongoing strategic priorities for policy development and service delivery.
Evaluate dedicated crime prevention policies and activities for efficiency and effectiveness.
  • Evaluate dedicated crime prevention policies and activities for efficiency and effectiveness.
Disseminate Crime Prevention information
  • Disseminate information about crime prevention policies and programmes through the Crime Prevention Newsletter and Information Bulletin to safer community councils (SCCs) and other interested parties.
 
  • Communicate departmental policy and activities related to crime prevention through officials groups and the Justice Sector Chief Executives' Group.

Reporting and Monitoring Mechanisms

The Director of the Crime Prevention Unit will report to the Chief Executive on the work of the Unit, including its performance in relation to the agreed standards. Where possible, this reporting will include feedback from the Prime Minister on the quality of the services provided.

7.2 : Administration Of Community Crime Prevention Programmes

Crime Prevention Unit

Support effective partnerships between government departments, Iwi, local government, Pacific Island groups and other community organisations, which will allow the development of and support for specific crime prevention initiatives. Administration of grant funding and other assistance to community based groups for crime prevention programmes and initiatives.

Budget $688,000 (ie 50% of output class appropriation of $1.375M)

1999/2000

2000/01

2001/02

$000

$000

$000

688

647

647

Purpose

Key Tasks
Facilitate and support the efficient performance of safer community councils.
  • Develop and maintain a strategy for the management of the growth of the SCC programme.
 
  • Provide advice and, where appropriate, SCC set-up training and assistance to targeted local government and community groups, including Maori and Pacific peoples.
 
  • Provide annual coordination funding to safer community councils (SCCs).
 
  • Ensure all local SCC crime prevention key documents contribute to the Crime Prevention Strategy and incorporate relevant performance standards.
Maintain an effective network of safer community councils and foster positive participation by Maori and Pacific peoples.
  • Provide information to increase the awareness of targeting, and effective crime prevention programmes and activities among SCCs.

  • Provide guidelines for SCCs, in the areas of crime prevention through environmental design, and target-hardening.
 
  • Progressively develop and implement key elements of strategies to increase positive Maori and Pacific peoples involvement in crime prevention activities.

  • Provide advice and training to assist SCCs to be operationally effective in developing and coordinating crime prevention activities.
Facilitate via provision of good offices and selective project funding, community crime prevention initiatives.
  • Identify, broker, select and support central and local projects assessed to have high demonstration potential.
Facilitate ongoing support for community crime prevention initiatives.
  • Broker relationships with potential mainstream and other funders of demonstration projects to promote a more effective ongoing funding approach.


The Crime Prevention Unit will also be responsible for the administration of $4.66 million of payments to other parties for community crime prevention initiatives. These payments are made within the time frame agreed and in accordance with programme specifications. Total funds granted will not exceed the appropriation.