DPMC STANDARD ANNUAL REVIEW QUESTIONS 2016/17

Transcription

1 DPMC STANDARD ANNUAL REVIEW QUESTIONS 2016/17 Contents RESTRUCTURING/REVIEWS... 2 BUDGET INITIATIVES... 5 COST AND SERVICE CHANGES... 5 USER CHARGES... 7 PROPERTY/CAPITAL WORKS... 7 ICT REPORTS, PLANNING, AND EVALUATION GIFTS AND EXTERNAL RELATIONSHIPS INVOICES AND PROCUREMENT ADVERTISING, POLLING, AND PUBLIC RELATIONS OFFICIAL INFORMATION AND PRIVACY PERMANENT STAFF/GENERAL STAFFING BREAKDOWNS CONTRACTORS/TEMPORARY CONTRACTS COLLECTIVE BARGAINING AND EMPLOYMENT ISSUES LEAVE AND EAP SECONDED STAFF STAFF TURNOVER/TERMINATION OF EMPLOYMENT SALARIES AND BONUSES TRAINING, TRAVEL AND OTHER EXPENSES

2 Please answer the following questions about your department, agency or organisation. If you have a wholly owned/controlled subsidiary who is not independently answering these questions please also answer on their behalf. RESTRUCTURING/REVIEWS 1. What restructuring occurred during 2016/17 and each of the previous six financial years? Please provide copies of any evaluations carried out prior to restructuring, and details of the structural change; the objective of restructuring; staff increases or reductions as a result; and all costs associated with the change including costs of redundancy. In May 2017, Government House underwent a review of its structure and capability. The objectives were to: o o o o ensure it is able to provide increased advice and support to the current and future Governors- General; take a more strategic approach to external communication and engagement including the use of digital and social media; more effectively engage in Auckland; and respond to the changing New Zealand population. This review reorganised the business to ensure capability is better placed to achieve these objectives. Nine positions were disestablished and nine positions created. Seven employees were redeployed. Two employees were made redundant for privacy reasons we cannot disclose redundancy costs. Due to the increased responsibilities for some roles overall staffing costs increased by $85,000 per year. In August 2016, the Ministry of Civil Defence and Emergency Management (MCDEM) reviewed its business support function to ensure it could support an increase in staffing levels following a successful budget bid. The objectives of the review were to: o o o determine if the current level of resourcing is sufficient to continue to support MCDEM s business activities determine if the current support is appropriate for the needs of the business ensure the roles within the support structure are designed to have the level of skills, knowledge and ability needed to support the structure. The review disestablished three roles and created four new roles. Two staff members were redeployed and one staff member was made redundant for privacy reasons we cannot disclose redundancy costs. On 1 March 2016, the Greater Christchurch Group (GCG) was established as a new business group within DPMC to continue some of the functions previously undertaken by the Canterbury Earthquake Recovery Authority (CERA). From 1 February 2015 to its disestablishment in 18 April 2016, CERA was a departmental agency hosted by DPMC. This organisational change within DPMC was guided by the Greater Christchurch Earthquake Recovery: Transition to Regeneration Plan (the Plan) released on 22 October 2015, available at In 2016, DPMC commissioned an external review of business processes and resourcing of the Cabinet Office Registry and DPMC Messenger services, following the introduction of CabNet. The objectives was to ensure that best practice business processes were being used; and that the right level of resources were being provided to ensure a high standard of service for Ministers. The review was undertaken between 30 May and 7 July 2016, at a cost of $26,300. Following this 2

3 review the Cabinet Office Registry was reorganised with staffing increased by 1 FTE. Following a formal consultation process, two DPMC Messenger positions were disestablished and the employees made redundant. Redundancy costs cannot be disclosed for privacy reasons. There were no restructures in DPMC in 2014/15. During 2013/14, the Ministry of Civil Defence & Emergency Management (MCDEM) moved from the Department of Internal Affairs (DIA) to become a business unit in DPMC. MCDEM added 33 staff to DPMC. The cost of the transfer in 2013/14 was made up of three parts; o $1.354 million to action the transfer of MCDEM from DIA to DPMC, including improvements made to the National Crisis Management Centre. o A $2.521 million transfer from DIA to fund MCDEM from April June 2014 o $0.091m in additional funding for April June 2014 to compensate for lost economies of scale. This refers to the shift of MCDEM from a large department (DIA) to a smaller department. During 2013/14, there was also a reorganisation of the Security and Intelligence Group, resulting in an increase in staff of 4 FTE. This also impacted the Director of Intelligence Coordination role established in 2009/10. The objective was to better enable DPMC to provide effective security sector leadership and coordination and deepen our capabilities. The cost of the review was $58,300. During 2011/12, the three central agencies (DPMC, SSC and the Treasury) underwent the review and implementation of the Central Agency Shared Services (CASS) operating model. CASS was implemented in March 2012, with shared information technology, information management, human resources and financial functions hosted within the Treasury. It has enabled the central agencies to pool resources to develop better services, minimise risks by building greater resilience, strengthen capability and deliver efficiency savings. The cost for DPMC of redundancies and implementation was $278,890. In 2011/12, the Honours Secretariat was operationally integrated into the Cabinet Office, with a net reduction in staff of FTE. The objective of the restructuring was to streamline business processes, improve support provided to stakeholders, and increase efficiency and capacity of the Honours Secretariat. The cost of the review and redundancy was $15,560. There were no restructures in 2010/ Was any work conducted around mergers with other agencies in the 2016/17 year? If so, for each such project, what agencies were being considered for mergers? No work was conducted in relation to mergers with other agencies in the 2016/17 financial year. 3. Was any rebranding undertaken in the 2016/17 financial year? If so, what did the rebranding involve, how much was spent on rebranding, why was it undertaken, and was it carried out internally or externally? What rebranding was carried out in each of the previous six financial years? 2016/17 A brand for the Officials Committee for Domestic and External Security Coordination (ODESC) was created externally as the Committee did not have one. The cost was approximately $4000 and included the design of associated collateral. MCDEM refreshed its What s the Plan Stan? schools programme. This work included an update of the What s the Plan Stan? brand, totalling $15,880. Further details are provided in Question 46. 3

4 2015/16 A brand refresh for DPMC was completed in 2014 and rolled out in 2015/16. This cost was approximately $ /15 The Policy Project, a whole-of-government programme hosted by DPMC, had a brand developed in the 2015/16 financial year. The brand reflects the Policy Project s objective of improving policy quality and capability across government: responsive today, shaping tomorrow. The work was carried out externally. The cost was $7,166. MCDEM undertook a redevelopment of its Get Ready Get Thru public education programme in the 2015/16 financial year and launched in July This involved approximately $35k developing the new Happens campaign brand, which underpins the new programme. DPMC made a number of improvements to its branding in 2014/15. The total cost of this project was $8615. No other re-branding has taken place in the relevant time period. 4. Are any inquiries or investigations currently being undertaken into performance by any external agency? If so, please provide the following details: The body conducting the inquiry/investigation The reason for the inquiry/investigation The expected completion date There are no inquiries or investigations currently being undertaken into performance by any external agency. Three were conducted or concluded during the 2016/17 financial year: The Office of the Auditor General (OAG) carried out a performance audit on Governance of the National Security System during 2016 and published its report in November A copy of the report can be found on the OAG website at The OAG conducted a performance audit of the now disestablished Canterbury Earthquake Recovery Authority (CERA.) The audit looked at CERA s effectiveness and efficiency in leading and coordinating the recovery from the Canterbury earthquakes. A copy of the report can be found on the OAG website at Former Solicitor-General Michael Heron QC carried out an investigation into allegations made against former staff members of the Canterbury Earthquake Recovery Authority (CERA). This report was released by the State Services Commissioner in April 2017 and can be found on the SSC website at 4

5 BUDGET INITIATIVES 5. For each new spending initiative introduced over the last six Budgets (ie Budget 2011, Budget 2012, Budget 2013, Budget 2014, Budget 2015, and Budget 2016), what evaluation has been undertaken of its effectiveness during 2016/17 and what were the findings of that initiative? Please provide a copy of the evaluation reports. Where no evaluation has been completed, what provision has been made for an evaluation to occur and what is the timeframe for that evaluation? A Benefits Realisation Review of CabNet, the secure online system used by government agencies, Ministers offices and Cabinet Office to support the Cabinet process, was undertaken from April July It confirmed that the majority of key performance indicators identified in the business case have largely been achieved. The findings will contribute to further development of the system. DPMC does not have any other reports on the anticipated effectiveness of previous budget initiatives other than that reported in the statements of service performance. There was no provision in the Budget 2016 initiatives for evaluation purposes. COST AND SERVICE CHANGES 6. What new services, functions or outputs have been introduced in the last financial year? Please describe these and estimate their cost. In the DPMC Estimates of Appropriations for 2016/17 the following new outputs were approved: Rehabilitation of Kaikōura Harbour: limited to a contribution to the Kaikōura District Council acting on behalf of Environment Canterbury for work necessary to restore the functionality of Kaikōura Harbour. ($5.000 million for 2016/17) Restoration of Kaikōura District Three Waters network: limited to a contribution to Kaikōura District Council to support additional resilience, capacity, improved materials, or other alternatives to the original infrastructure as part of restoration of essential infrastructure systems. ($600,00 for 2016/17) 7. What services, functions or outputs have been cut, reduced, or had funding reprioritised from in the last financial year? Describe the service or function concerned and estimate the cost saving. No services, functions or outputs have been cut, reduced or had funding reprioritised in the last financial year. 8. What programmes or projects, if any, were delayed in the 2016/17 financial year and what was the reason for any delay in delivery or implementation? The following programmes and projects were delayed in the 2016/17 financial year: The Policy Project is a system-wide focus on policy capability led from DPMC to meet changing expectations on the capability and systems for policy advice to Government. As the personnel requirements to implement this programme are specialised, delays were experienced in securing the resources to enable completion of the work programme. 5

6 Government House Capital Expenditure a quarter of the $990,000 budget for capital expenditure was not spent during the year. This was partly because of additional time taken in completing plans and finalising the budget, and some consequent reprioritisation of intended activities. In some cases, delays are being experienced in securing the services of skilled tradespeople. The National Disaster Resilience Strategy refresh has been deferred to allow for the outcome of the Technical Advisory Group Ministerial Review - Better Responses to Natural Disasters and Other Emergencies. The Civil Defence Emergency Management Act was amended to allow the current Strategy to be rolled over until April How much funding for specific projects, policies or programmes has been carried forward from the 2016/17 financial year to the current financial year? For each, please provide the following details: - Name of project, policy or programme - Amount of funding brought forward - Amount of funding already spent - Amount of funding originally budgeted for the project - Estimation completion date. Actual Expense Transfers or In Principle Expense Transfers confirmed in October Baseline Update 2017 Ongoing output work programmes with associated timing issues Emergency Management to increase the capability and capacity of the Ministry of Civil Defence & Emergency Management Emergency Management to ensure work is completed for various initiatives following from the Kaikōura Earthquake Emergency Management to ensure work is completed for the Cell Broadcast Alerting project Policy Advice and Support Services to increase the capability and capacity of the New Zealand Intelligence community Carry Forward Amount (2017/18) $000s 100 1,500 6,997 Policy Advice and Support Services completion of the Policy Project 250 Emergency Management Preparedness Grants provided to local authorities for regional resilience improvement projects Rehabilitation of Kaikōura Harbour to ensure work is completed 1,750 Restoration of Kaikōura District Three Waters Network to ensure work is completed 600 Government House Capital Investment 250 Ongoing output work programmes transferred to another agency Canterbury Earthquake Recovery to reflect the transfer of personnel and associated budget to Vote Lands Ongoing output work programmes transferred from another agency Policy Advice and Support Services to reflect the permanent transfer of personnel from Government Communications Security Bureau 90 All other information requested is available in the October Baseline Update

7 10. How many projects or contracts that were due to be completed in 2016/17 were shelved, curtailed or pushed into out years? For each, what was the project name, what was the total budgeted cost, what is the actual cost to date, what was its purpose and why it was it not completed in 2016/17? No projects or contracts that were due to be completed in 2016/17 were shelved, curtailed or pushed into out years. USER CHARGE If your entity does not operate user charges, please answer N/A to this section 11. What user charges were collected in the last financial year and what was the revenue from each of them? How does this compare to the previous six financial years? N/A PROPERTY/CAPITAL WORKS 12. How much funding was allocated to capital works in the last financial year? How does this figure compare to that allocated and that spent in the previous six financial years? Funding for capital works* Year Funding 2016/17 $350k 2015/16 $492k 2014/15 $4.436m 2013/14 $76k 2012/13 $179k 2011/12 $479k 2010/11 $616k *Departmental capital expenditure only. The increase in 2014/15 was due to the funding of the CabNet project. 13. What land, building, and other assets were sold in 2016/17? What processes were undertaken for the disposal of these assets and how much did they sell for? How does that compare to each of the previous six financial years? Year Asset sold Process Proceeds 2016/ /16 3 MCDEM motor vehicles Sold by Turners Auctions $29k 2 Government House motor vehicles Sold by Turners Auctions $41k Kitchen Equipment General Sale $3k 7 MCDEM motor vehicles Sold by Turners Auctions $76k 2 motor vehicles transferred from CERA Sold by Turners Auctions $58k 7

8 2014/2015 Nil 2013/2014 Nil 2012/13 and previous Information not available 14. How much floor space does your department, agency or organisation lease and what is the annual cost per square metre and total cost in each building of those leases? How does this compare with each of the previous six financial years? As at 30 June 2017, DPMC occupies a total of 2,893 square metres of leased property. Floor space leased (in square metres) Year Pipitea House Bowen House Christchurch Auckland Yearly Total 2016/ , , /16 1,142 1, , /15 1, , / , / , / Note: The increase from 2015/16 results from DPMC inheriting CERA functions. The Executive Wing (the Beehive) is owned under special conditions as part of the Parliamentary Precinct. DPMC pays no rent for the space it utilises in this building. Annual cost per square metre Year Pipitea House Bowen House Christchurch Auckland 2016/17 $441 $517 $436 $ /16 $441 $517 $436 $ /15 $441 $468 $330 $ /14 $440 $ /13 $440 $ /12 $ Data is not available for 2010/ Were any of your offices relocated in 2016/17? In each case please provide where did the office move from and to, a breakdown of the cost of relocating, the amount of any saving or increase in rent paid resulting from the move, the floor space of the original and new office, and the reason for the relocation. Please also provide these details for each of the previous six financial years. 8

9 2016/17 No offices were relocated in 2016/ /16 Bowen House level 4 and level 17 As part of the transition of CERA functions to DPMC, MCDEM were relocated from Level 17 Bowen House to Level 4 of the same building, to make room for the new Greater Christchurch Group s staff to move onto Level 17. The total cost of these relocations was $310,823, which included the cost of floor alterations, security doors, office furniture and meeting room a/v equipment. HSBC Towers, Christchurch The MCDEM Christchurch office relocated from their temporary office on Hazelden Road to HSBC Towers, to be co-located with the Greater Christchurch Group staff in that building. 2014/15 In June 2015 MCDEM s Christchurch office made a temporary move into the CERA office on Hazeldean Road. The cost was $300 to move furniture and $60 for boxes. MCDEM did not pay rent for the space in CERA s office. 2013/14 As part of the transfer of MCDEM from DIA to DPMC, MCDEM relocated from QUAL IT House at 22 The Terrace to Level 17 Bowen House at 70/84 Lambton Quay. The cost of the relocation was $3,695. The purpose of the relocation was to move MCDEM into the Parliamentary Complex, in line with its position as a business unit within DPMC, and to enable easier access to the National Crisis Management Centre. 2012/13 Nil 2011/12 Nil 2010/11 DPMC s NAB and SRG intelligence teams moved from the Reserve Bank Building as a result of a review to integrate with the other intelligence agencies in Pipitea Street to improve cooperation and coordination in the sector. The rent increase at the time was approx. $115 per square metre. (These roles are now part of the new SIG, which remains in Pipitea House.) 16. How much was spent on each renovation, refurbishment or redecoration project in offices or buildings of the department, agency or organisation that cost more than $5,000 in the 2016/17 financial year? For each, please provide the following details: a. A description of the renovation carried out b. Location of the project c. Name of provider(s) or manufacturer(s) d. Type of product or service generally provided by the above e. Cost of the project f. Completion date g. Whether tenders were invited, if so, how many were received h. List separately any single item of furniture or fixture worth more than $2,500 with its cost. Renovations, refurbishments or redecoration projects costing more than $5,000 were carried out in the 2016/17 financial year as follows: Pipitea House GCSB lead the refurbishment, project is now complete. 9

10 Provider Cost Type of product NZ Data Ltd $10,626 Computer equipment GCSB $65,999 Computer equipment Vidak Ltd $36,817 Office furniture 17. What offices were closed in 2016/17 and how much is the closure of each office expected to cost or save? What offices were closed in each of the previous six financial years? 2016/17 No offices were closed this year. 2015/16 CERA offices in Christchurch were closed in April The floors they occupied with the HSBC building have been sub-let or are now used by DPMC. 2014/15 Nil 2013/14 Nil 2012/13 Nil 2011/12 DPMC s Corporate Services office (in the Reserve Bank building) was closed as part of the establishment of the Central Agencies Shared Services (CASS). 2010/11 Nil 18. What offices did your department, agency or organisation open in 2016/17 and how much is the opening of each office expected to cost or save? What offices were opened in each of the previous six financial years? 2016/17 No new offices were opened this year. 2015/16 The Greater Christchurch Group was established following the disestablishment of CERA. DPMC took over the existing CERA/government lease of the HSBC Building in Christchurch to accommodate this new team, and subleased surplus space. The capital cost to DPMC for fit-out of this office was $80k and the annual operating cost is approximately $0.5 million per annum (net of recoveries from sub-tenancy). Budget for this office was provided as part of the departmental Canterbury Earthquake Recovery appropriation that was established to support functions that DPMC inherited from CERA. Previous financial years Nil 19. How many regional offices, other than your department, agency or organisation s head office, reduced their opening hours during the 2016/17 financial year listed by new and former opening hours, date of change, and location? DPMC does not have any regional offices that are public facing, or provide services direct to the public. 10

11 20. How many vehicles did your department, agency or organisation own during the 2016/17 financial year and to what office are each of these vehicles assigned by vehicle year and vehicle model? How many were owned during each of the previous six financial years and to what office were each of these vehicles assigned by vehicle year and vehicle model? DPMC owns four vehicles at Government House Wellington and Auckland for the Governor-General s official purposes and for employees on official business. The Greater Christchurch Group owns two vehicles, which are used by staff for business purposes. All vehicles used by MCDEM are now leased as this is more cost effective. 2016/17 Make Model Year Primary Location TOYOTA COROLLA 1.8 GX HATCH AUTO 2016 GCG Christchurch transferred from CERA TOYOTA COROLLA 1.8 GX HATCH AUTO 2016 GCG Christchurch transferred from CERA MITSUBISHI OUTLANDER 4 WD 2016 Government House Wellington BMW 730 LD SEDAN 2011 Government House Wellington HYUNDAI 1.6 GETZ 2008 Government House Wellington HONDA CIVIC 2.0S AUT 2007 Government House Auckland 2015/16 Make Model Year Primary Location TOYOTA COROLLA 1.8 GX HATCH AUTO 2016 GCG Christchurch transferred from CERA TOYOTA COROLLA 1.8 GX HATCH AUTO 2016 GCG Christchurch transferred from CERA HYUNDAI I CAR 2011 Transferred from CERA and immediately sold MERCEDES VAN 2012 Transferred from CERA and immediately sold BMW 730 LD SEDAN 2011 Government House Wellington HOLDEN CAPRICE 2009 Government House Auckland HYUNDAI 1.6 GETZ 2008 Government House Wellington HYUNDAI SANTA FE 2011 Government House Wellington HONDA CIVIC 2.0S AUT 2007 Government House Auckland HYUNDAI ELANTRA 2012 MCDEM Christchurch Sold July 2016 HYUNDAI ELANTRA 2012 MCDEM Christchurch Sold July 2016 HYUNDAI ELANTRA 2012 MCDEM Christchurch Sold July 2016 HYUNDAI ELANTRA 2012 MCDEM Wellington Sold 2015/16 HYUNDAI ELANTRA 2012 MCDEM Wellington Sold 2015/16 HYUNDAI ELANTRA 2012 MCDEM Wellington Sold 2015/16 HYUNDAI ELANTRA 2012 MCDEM Auckland Sold 2015/16 HYUNDAI ELANTRA 2012 MCDEM Auckland Sold 2015/16 HYUNDAI ELANTRA 2012 MCDEM Auckland Sold 2015/16 HYUNDAI ELANTRA 2012 MCDEM Auckland Sold 2015/16 11

12 2013/14 and 2014/15 Make Model Year Primary Location HYUNDAI ELANTRA 2012 MCDEM Christchurch HYUNDAI ELANTRA 2012 MCDEM Christchurch HYUNDAI ELANTRA 2012 MCDEM Christchurch HYUNDAI ELANTRA 2012 MCDEM Wellington HYUNDAI ELANTRA 2012 MCDEM Wellington HYUNDAI ELANTRA 2012 MCDEM Wellington HYUNDAI ELANTRA 2012 MCDEM Auckland HYUNDAI ELANTRA 2012 MCDEM Auckland HYUNDAI ELANTRA 2012 MCDEM Auckland HYUNDAI ELANTRA 2012 MCDEM Auckland BMW 730 LD SEDAN 2011 Government House Wellington HYUNDAI SANTA FE 2011 Government House Wellington HOLDEN CAPRICE 2009 Government House Auckland HYUNDAI 1.6 GETZ 2008 Government House Wellington HONDA CIVIC 2.0S AUT 2007 Government House Auckland 2011/12 and 2012/13 Make Model Year Primary Location BMW 730 LD SEDAN 2011 Government House Wellington HYUNDAI SANTA FE 2011 Government House Wellington HOLDEN CAPRICE 2009 Government House Wellington HYUNDAI 1.6 GETZ 2008 Government House Wellington HONDA CIVIC 2.0S AUT 2007 Government House Auckland Data is not readily available for 2010/ What was the total amount spent on purchasing vehicles during the 2016/17 financial year and to what office were each of these vehicles assigned by vehicle year and vehicle model? How much was spent during each of the previous six financial years and to what office are each of these vehicles assigned by vehicle year and vehicle model? 2016/17 DPMC purchased one vehicle for use by the Governor-General. Make Model Year Primary Location Cost Mitsubishi Outlander 4 WD 2016 Government House Wellington $47, /16 DPMC did not purchase any vehicles. Four vehicles were transferred from CERA, with two subsequently disposed of in that year. 2014/15 DPMC did not purchase any vehicles. 2013/14 DPMC did not purchase any vehicles. Ten vehicles were transferred from DIA in conjunction with the transfer of MCDEM to DPMC. All were subsequently disposed of in 2015/16 and 2016/17. 12

13 2012/13 DPMC did not purchase any vehicles. 2011/12 DPMC purchased two vehicles for the Governor-General s official purposes and for employees on official business. Make Model Year Primary Location Cost BMW 730LD SEDAN 2011 Government House Wellington $109,076 HYUNDAI SANTA FE 2011 Government House Wellington $44, /11 DPMC did not purchase any vehicles. 22. Were any labour and/or contractor costs been capitalised into capital project costs during the 2016/17 financial year, if so, for each project what is the breakdown by project of labour vs non labour costs? No labour costs were capitalised into capital project costs during the 2016/17 financial year. ICT 23. Does your department, agency or organisation have a policy about the use of personal accounts (e.g. Gmail accounts) in the workplace; if so, what policies are in place and do those policies include a prohibition on the use of such accounts for official government business? How many breaches of any such policy during the last financial year were reported and how does this compare to each of the previous six financial years? Yes. Our policy states that Internet services must not be used for creating, storing or processing Central Agencies information unless pre-approved. Examples of services prohibited for the storage or processing of classified information include Gmail, Googledocs and Dropbox. Examples of pre-approved services include SE , DIA Shared workspaces and Ansarada. There have been no breaches of the ICT Acceptable Use policy. 24. What IT projects, if any, were shelved or curtailed in the 2016/17 year and how much will have been spent on each project before it is shelved or curtailed? No IT projects were shelved or curtailed in the 2016/17 year. 25. What IT projects, if any, were completed or under way in the 2016/17 year? For each, please provide the following details: Name of project Initial estimated budget Initial estimated time frame Start date Completion date or estimated completion date. Total cost at completion or estimated total cost at completion. 13

14 The following DPMC-specific IT projects were completed or underway in 2016/17. Common IT projects for the three Central Agencies are reported under the Treasury response. Project MCDEM Christchurch Justice & Emergency Services Precinct (CJESP) Relocation National Warning System Budget $15,000 $36,000 (OPEX Only) EMIS Upgrade $600,000 National Crisis Management Centre (NCMC) Technology Upgrade Cell Broadcast Alerting $125,000 $18,908,000 over 4 years Estimated Timeframe Aug 2016 Jun 2017 July 2016 Aug 2017 Aug 2016 Jun 2018 Proposal for project to run over 2 to 3 years July 2016 Dec 2018 Start Date Aug 2016 July 2016 Aug 2016 Oct 2016 July 2016 End Date Dec 2017 Aug 2017 Ongoing TBC Dec 2018 Cost at Completion $6,930 $164,341 $700,00 (estimated) $125,000 (estimated) $11,200,000 project completion cost; $2,800,000 per annum for the 2.75 years that support costs will be incurred within the 4 year budget period (est.) 26. How much was spent for software licensing fees in the 2016/17 financial year and how does this compare with spending in each of the previous six financial years? From 7 March 2012, DPMC s information technology functions including software management costs have been maintained by the Central Agencies Shared Services (CASS). CASS pools the software costs for the central agencies and most software requirements are mostly the same for all 3 agencies. The costs are then on-charged to DPMC, based on the appropriate cost drivers that are agreed with the agencies. The costs of these software costs are included in Treasury s response to their Standard Annual Review questionnaire. The following table shows licence fees paid directly by DPMC to vendors for 2016/17 and the previous four years: Year Supplier Software item Amount paid 2016/17 SAS Institute NZ Ltd SaS Analytical Pro $14, /16 SAS Institute NZ Ltd SaS Analytical Pro $47, /15 Technovation Ltd Document management system Desksite/Worksite 2013/14 Technovation Ltd Document management system Desksite/Worksite 2012/13 Technovation Ltd Document management system Desksite/Worksite Prior years no information is available. $7,340 $14,509 $7,604 14

15 27. How many websites did your department, agency or organisation run in 2016/17 and for each, what is it called, what is its URL, when was it established, what is its purpose and what is the annual cost of operating it? DPMC undertook work in 2017 to consolidate 18 websites operated across its business units. Three of the 18 websites were decommissioned during that period and work around further consolidation is ongoing. The combined annual operating cost of the 18 websites in 2016/17 was approximately $520,909. This excludes salaries and overheads related to sites hosted internally. The Department of the Prime Minister and Cabinet site at was established in Its purpose is to serve as the corporate site for the Department of the Prime Minister and Cabinet and includes information about Ministers, Cabinet, the New Zealand Honours system and the work programmes of units of the department. It was redeveloped in June 2017, and now incorporates the content of the former CabGuide and Cabinet Manual sites. This website also includes the Policy Project s web content. The CabGuide site at cabguide.cabinetoffice.govt.nz was established in 2007 and was decommissioned in June 2017 when it was absorbed into the redeveloped DPMC site. The CabGuide s purpose is to provide advice to public servants on the procedures and operation of the New Zealand Cabinet, Cabinet committees and Executive Council. The Cabinet Manual site at cabinetmanual.cabinetoffice.govt.nz was established in 2008 and was decommissioned in June 2017 when it was absorbed into the redeveloped DPMC site. The Cabinet Manual s purpose is to serve as an authoritative guide to central government decision making for Ministers, their offices, and those working within government. It is also a primary source of information on New Zealand's constitutional arrangements, as seen through the lens of the executive branch of government. The ChristChurch Cathedral Working Group site at was created in Its purpose is to provide information to the public about the Cathedral Working Group established by the Government and the Anglican (Diocese of Christchurch) Church Property Trustees in June 2016 to investigate and recommend a viable way to reinstate ChristChurch Cathedral. The Civil Defence site was established in It is the corporate site for MCDEM and also has educational information for the public and resources for civil defence emergency management stakeholders. During emergencies it provides updated information to the public. Civil Defence Emergency Management Groups also push regional emergency updates to the website, which publishes them automatically. The Connect Smart site was established in Its purpose is to provide advice to individuals, small businesses, corporates and schools about cyber security, including linking to a number of other government agencies involved in elements of cyber security. The EQ Recovery Learning site was established in September Its purpose is to share learnings, resources and records from organisations involved in the recovery from the Canterbury earthquakes with an international community of disaster recovery practitioners. The Get Thru site was established in Its purpose is to provide information to support the Ministry of Civil Defence & Emergency Management's public education programme. The Governor-General site was established in Its purpose is to provide information about the role and functions of the Governor-General and about Government House. The Happens site was established in July Its purpose is to inform the public about emergency preparedness and to provide resources for households such as an online emergency plan tool. 15

16 The New Zealand Intelligence Community (NZIC) site at was established in Its purpose is to provide information about New Zealand's intelligence agencies and the legislative framework governing how the agencies operate. The Shakeout site at was established in Its purpose is to support the national earthquake drill New Zealand ShakeOut. It was refreshed in 2015 for that year's New Zealand ShakeOut. It is the main conduit of information for New Zealand ShakeOut. The website allows people to register for the drill, see who else is participating, get information about how to be involved, find out about the earthquake risk in their region, and learn how to prepare for earthquakes. The Stand For site was commissioned in April 2015 and was decommissioned in January Its purpose was to serve as a public forum for New Zealanders to provide their views on what the New Zealand flag should represent; those views informed alternative flag designs. The Takatu site at takatu.civildefence.govt.nz was established in Its purpose is to serve as a free learning portal for civil defence emergency management (CDEM) in New Zealand. The learning resources are made available to the 16 CDEM Groups to create, upload, access and track courseware and other resources. Takatu is also used by other government agency staff as a learning portal for training to supplementary staff for the National Management Crisis Centre (NCMC) and Alternative NCMC. Members of the public may view selected content, however some parts of the site are restricted to CDEM professionals or approved users. The What s The Plan Stan site at was established in Its purpose is to support the schools' education programme relating to emergency preparedness. It provides information primarily for teachers but can also be used by the public. The Canterbury Earthquake Recovery Authority site at was established in March 2011 and will be decommissioned fully by December Its purpose during 2016/17 was to host the My Property search, which was subsequently transferred later in 2017 to Environment Canterbury. The Canterbury Earthquake Recovery Authority Redirect site at cera.dpmc.govt.nz was established in April Its purpose is to serve as an explanatory site redirecting to the websites of inheriting agencies after the wind down of CERA. The CERA Archive site at ceraarchive.dpmc.govt.nz was established in April Its purpose is to serve as a searchable repository for publications and documents issued by the Canterbury Earthquake Recovery Authority (CERA) before it was disestablished that are of enduring interest to the public and agencies inheriting functions from CERA. 28. How many data security issues were identified in 2016/17 and how many data security issues were there in each of the previous six financial years? If there were breaches, what were they and what are the titles of any reports into them? Reported data security incidents and near misses for DPMC for 2016/17: 17 February 2017 (near miss): Permissions were incorrectly set for the Dropbox for Business site hosting the State Services Commissioner s Inquiry into ex-cera staff. Audit logs were checked and showed no breach occurred. 9 May 2017 (incident): DPMC s public web site was attacked, causing a temporary denial of access to the site. The website was patched and the problem was resolved. In 2014/2015, there was one data security incident, classified as a data protection incident. Information at a higher classification level was sent as using a transfer mechanism only rated to restricted. 16

17 No data security incidents were identified in other years, other than attempted phishing attacks, which were investigated and closed. Data is not available before How many laptop computers, tablet computers and hard drives, if any, provided or paid for by your department, agency or organisation have been lost or gone missing in the 2016/17 financial year; and how many of these were returned to or found by the agency or organisation if any? How many were lost or missing and how many subsequently returned or found in each of the previous six financial years? No items have been reported lost or missing in the 2016/17 financial year. All previous financial year items are reported under the Treasury s response, as Treasury owns all IT assets for the Central Agencies. REPORTS, PLANNING, AND EVALUATION 30. Please provide a list of all reports that were prepared in 2016/17 relating to: baseline update (if applicable) value for money savings identified The following reports discuss the cost-effectiveness/value for money for the agencies funded under Vote Prime Minister and Cabinet (PMC): October 2016 Baseline Update 2016/ /21 Four-Year Plan (finalised November 2016) March 2017 Baseline Update Supplementary and Main Estimates Please provide copies of the current work plan. An overview of DPMC s work programme is included in its Strategic Intentions , available at MCDEM also produces its own annual business plan, which is publically available at Please list projects and major policy initiatives progressed in 2016/17. These are outlined in our annual report, available at Please provide copies of any reports made to the Minister in 2016/17 about performance against the agency or organisation s Statement of Intent, Statement of Corporate Intent, Statement of Performance Expectations or Output Plan. Performance measures are reported against the Estimates and strategic intentions in the Department s Annual Report, which is available at 17

18 34. How many evaluations of policies or programmes were completed in 2016/17? Please provide details of who carried out the evaluation, the cost of the evaluation, the date completed, and its main findings. No evaluations of policies or programmes were completed in 2016/ What reviews of capability were started or completed in 2016/17? What aspects of capability were or are being reviewed? Who undertook or is undertaking these reviews and when were or will they be completed? In 2016/17, DPMC reviewed the capability, effectiveness and efficiency of its policy functions (excluding those in the Policy Advisory Group). This review was undertaken because DPMC has added a number of new policy functions in recent years (outside the Policy Advisory Group) and it was timely to consider how these policy functions best interact with each other and with the remainder of the department. The review included advice from an external policy professional. Any changes that may occur following this review will occur in 2017/ Please provide details of all monitoring, evaluation and auditing of programmes or initiatives undertaken or commissioned by your department, agency or organisation in the 2016/17 financial year (including details of all performance measures, targets and benchmarks and whether programmes contributed to desired outcomes in an efficient and effective manner). DPMC is continually reviewing the performance of its programmes. Work is underway to identify opportunities to continue to consolidate and strengthen the Department s performance measurement framework and the ongoing assessment of programme effectiveness and value for money. In particular, monitoring of the progress of the greater Christchurch regeneration is a key priority for DPMC s Greater Christchurch Group. GIFTS AND EXTERNAL RELATIONSHIPS 37. What polices were in place in 2016/17 on accepting corporate gifts or hospitality? How did this compare to the previous financial year? Please list all corporate gifts or hospitality accepted by staff in the 2016/17 financial year with the following details: Gift or hospitality accepted Position of staff member who accepted Estimated value Date received Name of the organisation or individual who paid for/gave the gift or hospitality. The Department has a comprehensive policy on gifts and hospitality, which includes maintaining a gifts and hospitality register of gifts over $50. This policy is reviewed and updated regularly. DPMC s gifts and hospitality policy was updated in April 2017 and promoted throughout DPMC during May The Department s 2016/17 gifts and hospitality register is attached as Appendix 1. 18

19 38. What polices were in place in 2016/17 on the organisation giving gifts to external organisations or individuals? How did this compare to the previous financial year? Please list all gifts given to external organisations or individuals in the 2016/17 financial year. For each, please provide the following details: Gift given Name of external organisation or individual Reason given Estimated value Date given. The Department has a comprehensive policy on gifts and hospitality, which notes that DPMC may also provide gifts when the particular circumstance warrants it and there is a genuine DPMC business purpose. Gifts should be modest and appropriate and expenditure approved by an ELT member. The Ministry of Civil Defence & Emergency Management provided tokens of appreciation to seven keynote speakers at the 2017 National Emergency Management Conference in Wellington on 7-8 June Each of the seven speakers received a power bank travel wallet valued at approximately $60 each. A Koha of $250 (in the form of a gift card) was also presented to a Kaumatua to perform the Mihi Whakatau at the conference. 39. What polices were in place in 2016/17 on giving gifts to staff? How did this compare to the previous financial year? Please list all gifts given to staff exceeding $100 in value in the 2016/17 financial year. For each, please provide the following details: Gift given Position of staff member Reason given Estimated value Date given. The Department has a comprehensive policy on gifts and hospitality, which includes giving gifts to staff. DPMC only gives gifts to staff in limited circumstances. For example, following a bereavement, a staff member may receive flowers. Such gifts are always under $100 and are infrequent. 40. What potential conflicts of interest were identified regarding the board, management or senior staff in 2016/17? For each, please provide the following details: Conflict identified. Whether or not any contract, policy, consent or other consideration has been entered into with any entity identified in any conflict in the last six financial years. Value of any contract, policy, consent or other consideration has been entered into with any entity identified in any conflict in each of the previous six financial years. Steps taken to mitigate any possible conflict in granting any contract, policy, consent or other consideration which has been entered into with any entity identified in any conflict in each of the previous six financial years. Conflicts of interest are actively managed, so that staff are not involved in decision-making about, or receive privileged information in relation to, areas in which a potential conflict may exist. DPMC s current conflicts of interest register (as at 15 January 2018) includes the following conflicts which have been identified and managed: A senior manager is a Chair of Trustees for a youth development programme. The employee worked through separation of elements of the Trustee role which could pose a conflict (i.e. fundraising). 19

20 A senior manager is a former member of the NZ Police, member of police constabulary, and a current member of a police welfare organisation (Health Plan, Credit Union, International Police Association, Retired Police Officers Association etc.). The employee has no current official role with the NZ Police. A senior manager is a Chair of the Committee for an institute of professionals. A senior manager is a Director of a limited liability company that provides investigative and risk management services with an international focus. The company s shareholders are family members. The employee confirmed they were alert to the issue that a conflict may emerge, but believed these can be dealt with on a case-by-case basis. An employee is a Director of a New Zealand Sporting Board. A senior manager s partner works for a consultancy firm that works with the Department on occasion. A senior manager s son is in a relationship with a contractor s daughter. An employee's father has had previous dealings with CERA. An employee has contracting arrangements unrelated to work at DPMC. An employee s partner works in an area connected with their work area. An employee's partner owns a company that works for third parties on matters connected with DPMC's interests. An employee's child works for a firm that DPMC may have dealings with. An employee is trustee and beneficiary of land and shares in a New Zealand company, on which that employee would provide advice but for this conflict. An employee is involved with a post-treaty settlement entity and on a school board. An employee's partner is the Clerk of a Select Committee. An employee is a Director of a company that the employee intends to work in after the employee s contract with DPMC ends. A senior manager is a member of a church s regional governance body. 20

21 41. What non-government organisations, associations, or bodies, if any, was your department, agency or organisation a paid member of in 2016/17? For each, what was the cost for each of its memberships? How does this compare to each of the previous six financial years? Organisation Acronym 2016/ / / / /13 NZ Lifelines Council NZLC 20,000 20,000 Institute of Public Administration of NZ Australasian Fire & Emergency Service Authorities Council IPANZ 1,500 1,500 1,500 1,500 AFAC 11,344 4,190 UK College of Arms New Zealand Institute of International Affairs NZIIA NZ Gardens Trust 1,426 2,100 NZ Press Association NZPA Transparency International 1,000* 1,000 1,000 Library Info Assn of NZ 273 Leadership Development Centre Council for International Development Network of Public Sector Communicators LDC 26,948 5, * 500* 200 TOTAL $35,181 $27,456 $29,492 $11,432 $4, *Payments for these membership fees was made at the end of the previous financial year. Information for previous years is not readily available. The Department has also agreed to contribute $15,000 per annum for three years (from 2015/16 through until 2017/18) to support Transparency International to actively promote transparency, good governance and ethical practices as it relates to all sectors of society in New Zealand, as well as contributing to the international effort to reduce corruption. 21

22 INVOICES AND PROCUREMENT 42. How many penalties for late payment of an invoice were incurred in the 2016/17 year and what was the total cost of that. How does this compare to each of the previous six financial years? DPMC did not pay any penalties for late payment in 2016/17, nor any in the previous financial years that CASS has been conducting the payment function for DPMC. 43. How many and what proportion of invoices and bills received in the 2016/17 financial year were not paid on time, and how does this compare to each of the previous six financial years? In the 2016/17 financial year, 15 percent of DPMC s invoices were not paid in accordance with the payment terms set by the vendor on the invoice or terms otherwise agreed. We are seeking improvement in the timeliness of payments. 2015/16 17% 2014/15 13% 2013/14 11% 2012/13 14% DPMC did not record statistics on the proportion of invoices not paid on time prior to 2012/13. ADVERTISING, POLLING, AND PUBLIC RELATIONS 44. What polls, surveys or market research did your department, agency or organisation undertake in the last financial year and what were the total estimated costs of this work? Please provide a copy of the polling report(s) and the following details: a. Who conducted the work b. When the work commenced c. When it was completed (or due to be completed) d. Estimated total cost e. Whether tenders were invited; if so, how many were received. Supplier Poll/Survey/Market Research Cost Curia Market Research (CMR) Security Issues Poll 2016 $10,143 Colmar Brunton Research Connect Smart 2016 $13,353 Colmar Brunton Research Disaster Preparedness 2017 $50,000 DPMC commissioned a Security Issues Poll to find out public perceptions on the core New Zealand Intelligence Community. This follows a previous poll in Tenders were invited from three organisations, with evaluation criteria based on price and sample size, timing of survey, and level of reporting from the provider. Curia Market Research was selected and the poll took place on Thu 17, Sun 20 and Wed 23 November 2016, with a sample size of 1000 respondents. The cost of the survey was $10,143. The National Cyber Policy Office (NCPO) within DPMC commissions a Colmar Brunton annual survey (in 22