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To achieve our outcome of “good government with effective public service support” DPMC provides continuity in constitutional and administrative services that helps to maintain New Zealand’s parliamentary democracy. One of our roles is to be the “constitutional and institutional glue” that holds the system together; another is to be the “oil” that allows the free flow of information, advice and policy for government decision making.
Along with the two other central agencies – the Treasury and the State Services Commission (SSC) – DPMC is responsible for providing leadership that enables the public service as a whole to carry out the business of government efficiently, effectively and collectively. DPMC works at the point of intersection where Ministers, agencies and advice streams come together at the Cabinet table – ensuring that the final decisions of the Government are well informed and that these decisions are given effective public-service support in implementation.
The department’s operating intentions are expressed through its five objectives.
The Prime Minister and the Cabinet are the centre of executive government in New Zealand. By chairing the Cabinet, the Prime Minister leads and coordinates government and oversees its general policy direction. Ministers work together as the Cabinet and in Cabinet committees to discuss issues, make decisions, and exercise a critical national leadership function. DPMC, along with the wider public service, must support the Prime Minister and Ministers to the greatest extent it can by ensuring provision of high-quality information and advice that enables sound decision making.
DPMC supports the Prime Minister and Ministers by ensuring they receive timely high-quality and coordinated advice that enables them to carry out the Government’s business in an effective manner, and by providing impartial and timely secretariat services for the Cabinet and its committees.
Objective One is primarily the responsibility of the Policy Advisory Group (PAG), the Domestic and External Security Group (DESG), and the Cabinet Office. The External Assessments Bureau (EAB) also plays a part in working towards this objective.
PAG and DESG advise the Prime Minister on a very broad range of policy matters. Both groups facilitate cross-government linkages amongst agencies working on related issues and seek to ensure that officials’ advice takes account of broader government priorities. They also help remove bottlenecks in the flow of departmental policy advice. To do this, they maintain close links with other agencies and Ministers’ offices; provide comment on draft papers; and give free and frank advice to the Prime Minister on all items of government business. Furthermore PAG and DESG staff participate in a range of officials’ committees, attend Cabinet committee meetings in an advisory and support capacity, monitor implementation, and coordinate follow-up.
Where possible PAG and DESG seek to address issues strategically, with a medium- or longer-term perspective. They also monitor emerging priorities. Both groups have a role in communicating across government, helping departments to understand Ministers’ perspectives, assisting agencies to develop policy that supports government priorities, and dealing with implementation issues.
The Cabinet Office administers the Cabinet system, circulating Cabinet and Cabinet committee papers and decisions accurately and promptly. It also maintains a record of all Cabinet decisions, helps coordinate the Government’s legislation programme, and supports decision making by the Prime Minister and Ministers in awarding honours. Over the next year the Cabinet Office will be focused on ensuring that the operation of the Cabinet system and processes meets the needs of the new Government. Processes and procedures will be reviewed and updated as appropriate.
The Cabinet Office also works with Ministers’ offices and departments to ensure that issues are presented to the Cabinet in a clear and robust way that supports good decision making. It does this through quality control and monitoring, feedback, developing and promulgating guidance, and education and training. In particular, as part of ensuring that the Cabinet system operates smoothly and within the Cabinet's rules, the Cabinet Office will review and update the contents of the web-based CabGuide and the Cabinet and Cabinet committee workspace.
EAB prepares assessments for the Prime Minister and certain other Ministers on external developments that could significantly affect New Zealand’s interests. Their purpose is to inform the Government’s decision making in relation to the wider world, by providing awareness of and insights into issues of policy relevance.
The department’s role under Objective One is to provide outputs in support of others’ actions, including decision making by the Prime Minister and the Cabinet. Some units in the department have the advantage of almost daily contact with, and immediate feedback from, the Prime Minister and other Ministers; and we will seek formal feedback by surveying and engaging with agencies to ascertain their views on the contribution we have made.
At the heart of New Zealand’s democratic and political system is stable executive government accountable to an elected House of Representatives. The executive branch of government comprises the Governor-General, the Prime Minister, other Ministers of the Crown and the public service. The department provides the administrative support for the ongoing business of executive government – including support necessary for the smooth transfer of power between successive administrations, Prime Ministers, Ministers, and Governors-General.
As the recognised source of expert knowledge on the systems of Cabinet and executive government, the Cabinet Office is the primary contributor to Objective Two. In carrying out its role the Cabinet Office also works with the Crown Law Office, Parliamentary Counsel Office, Ministry of Justice, SSC, and the Treasury.
The Cabinet Office provides advice to the Governor-General, the Prime Minister and Ministers on the constitutional issues and procedures that support the conduct and continuity of executive government. It ensures that constitutional procedures such as the appointment of Ministers are well managed and administered correctly; and it provides policy advice on constitutional issues that have implications for executive government.
The trust of Ministers and other stakeholders and a reputation for discretion, integrity, and judgement are vital to the effective operation of the Cabinet Office. It is rigorous in maintaining impartiality between administrations, agencies, and individual Ministers.
The Cabinet Manual is the authoritative guide to central-government decision making, with successive Governments using it as the basis on which to operate. While its fundamental features remain unchanged, it is updated from time to time to reflect changes in Cabinet procedures and constitutional developments.
Cabinet Office has a role in increasing the awareness and understanding of the formal roles, conventions, and workings of the system of executive government. This information is published in a number of forms including the Cabinet Manual (www.cabinetmanual.cabinetoffice.govt.nz), Cabinet Office circulars (www.dpmc.govt.nz/cabinet/circulars/index.html), the CabGuide (www.cabguide.cabinetoffice.govt.nz), and material related to the Cabinet and Cabinet committee workspace on the public sector intranet and on DPMC’s website (www.dpmc.govt.nz).
Feedback from the Governor-General and the Prime Minister will be sought on their level of satisfaction with the advice and services provided.
The Governor-General of New Zealand is the personal representative of the Head of State, the Queen of New Zealand. The Governor-General is a symbol of unity and leadership, with the holder of this office fulfilling important constitutional, ceremonial, and community-leadership roles. In undertaking these roles the Governor-General is supported by: the Clerk of the Executive Council, who is responsible for liaison between the Governor-General and the Government of the day; the Official Secretary; and Government House staff.
As a key contributor to the New Zealand system of government, and in undertaking his roles, the Governor-General requires high-quality advice and support.
The Governor-General undertakes a number of important constitutional functions – such as appointing the Prime Minister and other Ministers, assenting to legislation, and making regulations in Executive Council. The Clerk of the Executive Council advises the Governor-General on these matters.
The ceremonial role of the Governor-General is broad: it includes not only national and local events, but also the promotion of New Zealand’s interests overseas. Government House works closely with the Clerk of the Executive Council and other agencies to ensure that the Governor-General’s participation in ceremonial events and visits overseas are well conceived and that they support New Zealand’s wider interests.
The Governor-General provides non-partisan community leadership through a programme of speeches, patronage of many charities and community groups, attendance at and hosting of a variety of events and functions, and visits to specific interest groups throughout New Zealand. Government House staff support and maintain the development of a programme covering the Governor-General’s term of office. The programme, in consultation with Their Excellencies, is regularly reviewed and feedback sought to ensure that it is relevant and well balanced.
The department maintains full oversight of the Government House Conservation Project, with external assistance from the Project Advisory Board. The Official Secretary and Government House staff will also continue to ensure that Government House Vogel (in Lower Hutt) and Government House Auckland are well maintained and that appropriate domestic and personal services are provided to Their Excellencies.
In 2009/10 a review of workforce needs will be undertaken to identify future capacity needs, including the required composition of staff skills.
Formal and informal feedback is sought from Their Excellencies to indicate whether a high-quality standard of advice and support is being provided and whether the Governor-General is able to undertake his constitutional, ceremonial and community roles effectively.
Feedback is also sought from external agencies and community organisations on whether the Governor-General’s programme is strategically focused and enhances his public profile.
Successful achievement in the Government House conservation project will be demonstrated by its being well managed, progressing according to schedule and within budget, and remaining on track for completion by the due date.
The possible domestic and external risks to New Zealand’s well-being encompass threats to national security (for example from international instability, transnational organised crime, or challenges to sovereignty); terrorist threats to New Zealand and to New Zealanders at home and abroad; disruption to the normal functioning of society; major accidents and natural disasters; the loss of essential infrastructure; and physical and biosecurity hazards such as pests, animal diseases, or a potential influenza epidemic. DPMC must ensure that such risks are assessed, prepared for, and monitored – and that any responses to actual incidents are coordinated in a timely and structured way.
EAB and DESG have the prime responsibility for Objective Four.
EAB extends government understanding of New Zealand’s external environment. Its assessments are intended to inform the Prime Minister, other senior Ministers, senior officials, and New Zealand’s diplomatic representatives overseas about New Zealand’s neighbourhood and the global “big picture” – those emerging countries, regions, and developments that will shape the 21st century. EAB’s reports are as objective as possible and do not contain policy advice or advocacy.
DESG provides leadership and coordination of major security issues, and promotes effective planning by other departments and agencies that have operational responsibilities for managing security risks. DESG also has a centre-of-government function in overseeing the preparation of overarching national security strategies, in providing support and leadership for relevant policy development, and in coordinating the work of others as they develop their capacity to deal with specific security risks. In addition DESG has a responsibility for oversight and coordination of the New Zealand intelligence community; and it provides support for the domestic and external security coordination system.
The responsibilities of both EAB and DESG are well established and ongoing. Relationship networks with other departments and agencies will continue to be crucial, especially for DESG because of its coordination functions. These networks include policy, operational, and intelligence organisations both in New Zealand and overseas.
DPMC's management of security risks is demonstrated by:
Our performance against these measures will be documented and used as a baseline for future years.
The central agencies will work together to lead the state services in improving the quality of services within existing baselines – building smarter, better public services for less cost.
The Department of the Prime Minister and Cabinet (DPMC) guides the process of collective decision making; conveys Cabinet's decisions to the relevant Ministers and officials; and ensures that the Cabinet receives well-conceived and coordinated advice. DPMC also works to ensure that the state sector responds to the Government’s priorities and conveys them to officials.
The Treasury monitors and manages the financial affairs of the government, and provides economic and fiscal policy advice. The Treasury is the key agency for supporting Ministers in balancing priorities through the budget process. It provides insight into the efficiency and effectiveness of government agencies and their interventions.
The State Services Commission (SSC) appoints and manages chief executives within the public service; provides leadership in improving the capability of agencies, sectors and systems; and ensures that the Government's priorities are the focus of the state sector.
Our priorities for the short- to medium-term are:
The central agencies will collectively lead the state services to improve services to New Zealanders and deliver on the Government’s priorities.
To achieve this we will:
We will build a culture of continuous improvement in performance and value for money in the state sector.
To achieve this we will:
We will ensure that the state services exercise constraint on growth of the Government’s operating expenditure while improving front-line services to citizens.
To achieve this we will:
The measurement of whether central agencies are adding value to state sector performance will be done through a survey of state sector agency leaders, and through feedback from central agency Ministers. A further measure of improvement in state sector performance for the coming year will be the successful implementation of the Performance Framework and the establishment of baseline performance data.