Operating Intentions

 

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. We are both the “constitutional and institutional glue” that holds the system together and the “oil” that allows the free flow of information, advice and policy for government decision-making.

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.

 

Objective One

Decision-making by the Prime Minister and Cabinet is well informed and supported

What are we seeking to achieve?

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.

How will we demonstrate success in achieving Objective One?

The department’s role is to provide outputs in support of others’ actions, including decision-making by the Prime Minister and the Cabinet. The department has 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.

What will we do to achieve Objective One?

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.

Policy advice

The Policy Advisory Group (PAG) and the Domestic and External Security Group (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 with 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.

Support for Cabinet

The Cabinet Office administers the Cabinet system, distributing 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 relation to royal honours.

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 efficiently, smoothly and within the Cabinet’s rules, the Cabinet Office will review and update the contents of the web-based CabGuide and consider ways in which it can work collaboratively with departments and ministers’ offices in an electronic environment.

Domestic and external assessments

The National Assessments Bureau (NAB) prepares assessments for the Prime Minister and certain other ministers on developments relating to national security and foreign relations that could significantly affect New Zealand’s interests. The purpose of these assessments is to inform the Government’s decision-making, by providing awareness of and insights into issues of policy relevance.

 

Objective Two

Executive government is well conducted and continues in accordance with accepted conventions and practices

What are we seeking to achieve?

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.

How will we demonstrate success in achieving Objective Two?

Feedback from the Governor-General and the Prime Minister will be sought on their level of satisfaction with the advice and services provided.

What will we do to achieve Objective Two?

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’s 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.

 

Objective Three

The Governor-General is appropriately advised and supported in undertaking his constitutional, ceremonial and community-leadership roles

What are we seeking to achieve?

The Governor-General of New Zealand fulfils 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 – and by the Official Secretary and Government House staff.

How will we demonstrate success in achieving Objective Three?

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 of 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.

What will we do to achieve Objective Three?

As a key contributor to the New Zealand system of government, the Governor-General requires high-quality advice and support.

The Governor-General undertakes a number of important constitutional functions, including appointing the Prime Minister, assenting to legislation, and making regulations. The Clerk of the Executive Council supports him on these matters.

The ceremonial role of the Governor-General includes national and local events, and 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 ceremonial role is well conceived and supported.

The Governor-General provides non-partisan community leadership through a programme of speeches, patronage of community groups, attendance at and hosting of events, and visits to specific interest groups throughout New Zealand. Government House maintains and supports the programme, which is regularly reviewed in consultation with Their Excellencies to ensure it is relevant and well balanced.

The department maintains full oversight of the Government House Conservation Project, which is due for completion in 2011. The centenary of the opening of Government House Wellington will also be marked in October 2010. With the completion of the Conservation Project and the staff’s transition back to Government House, the organisational review undertaken in 2009 will be fully implemented. The Official Secretary and Government House staff will continue to ensure that Government House Auckland is well maintained and that appropriate domestic and personal services are provided to Their Excellencies.

 

Objective Four

The intelligence system and national security priorities are well led, coordinated and managed

This objective contributes to achieving national security outcomes – that is: the safety and security of New Zealand, New Zealanders and New Zealand interests at home and abroad; and the promotion of New Zealand and New Zealand interests.

What are we seeking to achieve?

DPMC’s objective is to support decision-making by the Government on matters of domestic and external security. In order to achieve this objective, DPMC must ensure that:

• possible domestic and external security risks to New Zealand’s wellbeing are assessed
• an adequate level of preparedness is maintained
• responses to incidents are timely and coordinated
• the Government is informed in a timely and coordinated manner.

Significant changes have been made in the areas of intelligence and assessment, whose role is to support decision-making in relation to security and New Zealand’s international engagements. Following a review of intelligence agencies, the Government has directed DPMC to lead strengthened oversight, management and governance arrangements for the New Zealand intelligence community. This includes:

• assuming accountability for the leadership and performance of the intelligence community
• providing governance and assurance concerning the intelligence community (including performance, oversight, priority setting and allocation of resources)
• ensuring the intelligence community operates cost effectively
• leading engagement on intelligence matters with other countries
• providing timely, coordinated intelligence advice relating to the Government’s national security priorities.

How will we demonstrate success in achieving Objective Four?

Performance will be demonstrated by:

• our implementing effective processes for establishing national security priorities and assessing and managing security risks
• our ensuring crisis-management preparedness is adequate and works effectively when called upon
• the Government being satisfied that the information and advice it receives on domestic and external security risks is responsive and coordinated, and that this contributes effectively to decision-making in relation to security and New Zealand’s international engagements.

The fiscal performance of the intelligence community will be measured by ensuring expenditure is consistent with the Government’s fiscal strategy.

What will we do to achieve Objective Four?

The Chief Executive of DPMC will strengthen governance arrangements and oversight of the intelligence sector. The Chief Executive is chair of the Officials' Committee for Domestic and External Security Coordination (ODESC) and is accountable for ensuring that it performs its intended function.

Within NAB and DESG the nature and organisation of work will change over the next 12 months. The focus will be broadened to provide effective leadership and coordination of the New Zealand intelligence community’s agencies and will include priority setting, risk management, and functional-performance reporting.

NAB will develop a national assessments programme which draws on the resources of the whole of the New Zealand intelligence community and which is relevant to national security interests and priorities. NAB will also develop common quality standards for intelligence assessment and analysis.

DESG provides leadership and coordination of major security issues, promotes effective planning by other departments and agencies that have operational responsibilities for managing security risks, and has a centre-of-government function in overseeing the preparation of overarching national security strategies. DESG also has the lead in developing a coherent, whole-of-government approach to national security risks and to the way intelligence feeds into the management of these risks.

The newly established role of Director, Intelligence Coordination will provide leadership to the New Zealand intelligence community. The Director will work with intelligence agencies to ensure their work is coordinated, efficient and effective – and will also support ODESC in its governance responsibilities in relation to the intelligence community.
The Combined Threat Assessment Group – whose personnel is currently dispersed amongst a number of agencies – is to be housed with DPMC. This will give the department a more direct role in assessing security threats to New Zealand.

The agencies with security and intelligence functions that report directly to the Prime Minister – which includes DPMC – will work together over the coming year and beyond to achieve better coordination and enhanced performance and operational efficiency. This is in response to recent decisions taken by the Cabinet on the role and operation of the intelligence agencies.

Work will be undertaken over the short term to develop an outcomes-based framework for the activities of the agencies.

 

Objective Five

State sector performance is improved

Along with the two other central agencies – the Treasury and 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.

The central agencies will be giving particular attention over the coming year to lifting the performance of the public service.

What are we seeking to achieve?

1. The public-sector management system delivers improving services at a lower cost
   Why: The state services operate in a fiscally constrained environment. System design and operation must evolve and improve over time, to meet changing needs.


2. The state sector responds to the Government’s priorities to improve performance
   Why: To ensure that officials respond to Cabinet direction in improving the quality of services within existing baselines – building smarter, better public services for less cost.


3. The state sector maximises the contribution of government interventions to the Government’s economic and social priorities
   Why: To enhance the achievement of the Government’s economic and social objectives, public services and interventions must be well targeted, value for money, and consistent with the Government’s fiscal strategy.

How will we demonstrate success in achieving Objective Five?

Our shared measures of success are:

• overall satisfaction with public services is improved by 2 per cent – to be demonstrated in the Kiwis Count 2011 measure
• public sector expenditure is consistent with the Government’s fiscal strategy.

What will we do to achieve Objective Five?

SSC will:

• advise ministers and agencies on pay and employment conditions and employment relations
• advise ministers and agencies on system design, agency collaboration and governance arrangements
• set standards and expectations on key aspects of agency, sector and system performance
• assess the effectiveness of agency, sector and system performance
• advise ministers and agencies on achieving agency, sector and system-performance improvement.

Treasury will:

• integrate and improve budget frameworks and tools to enable better identification of priorities and opportunities for doing things better, smarter and for less
• work with departments to provide prioritisation advice and to identify opportunities to provide improvements in quality and “more for less”
• design budget and financial management systems that create incentives for continuous improvements and support the Government’s fiscal strategy.

DPMC will:

• ensure that state sector departments and agencies are clear about the Government's priorities
• coordinate state sector departments and entities in delivering on the Government's priorities
• enhance governance and management arrangements where necessary to improve delivery on the Government's priorities.

Specific central-agency priority projects are:

• providing joined-up central agency support to those agencies most needing it, with the objectives of lifting agency performance
• rolling out the Performance Improvement Framework to the majority of public service departments and some large Crown entities over the next three to four years, with the objective of identifying, and following up on, actions that make a material difference to the performance of those agencies.