Information Supporting the Estimates is organised on the basis of sectors, with each Vote and its administering department allocated to one sector (with a small number of exceptions). The Information Supporting the Estimates comprises of sector overview information, together with statements of responsibility; performance information for appropriations in Votes covered by the sector; and statements of forecast service performance and forecast financial statements of departments included in the sector. Statements of Intent of departments included in the sector form part of the supporting information.
Chapters of the Economic Development and Infrastructure Sector volume of the Information Supporting the Estimates 2010/11 are available in Adobe PDF and HTML formats.
Using PDF FilesCover, Contents#
Introduction#
- Purpose of Information Supporting the Estimates
- Votes and Departments in Each Sector
- Purpose and Nature of Appropriations
- Guide to Reading Information Supporting the Estimates
- Terms and Definitions
- Useful Links
Sector Overview#
- Ministerial Statements of Responsibility
- Chief Executive Statements of Responsibility
Performance Information for Appropriations in Each Vote#
- Vote Customs
- Vote Defence
- Vote Defence Force
- Vote Foreign Affairs and Trade
- Vote Official Development Assistance
- Vote Veterans' Affairs - Defence Force
Statement of Forecast Service Performance of Departments#
Forecast Financial Statements of Departments#
- Statement of Common Accounting Policies
- New Zealand Customs Service
- Ministry of Defence
- New Zealand Defence Force
- Ministry of Foreign Affairs and Trade
Statements of Intent of Departments (separately produced but forming part of this volume)#
- New Zealand Customs Service
- Ministry of Defence
- New Zealand Defence Force
- Ministry of Foreign Affairs and Trade
Purpose of Information Supporting the Estimates#
The Information Supporting the Estimates provides members of Parliament with information on expected performance to:
- support their examination of the appropriations and other authorities requested by the Government in the first Appropriation Bill for the forthcoming financial year, and
- provide a basis against which they can later assess the actual performance of each individual department and Office of Parliament over that financial year.
The Information Supporting the Estimates is organised into 10 volumes by sector, each of which covers one or more Votes. The scope of each sector and the allocation of Votes to a sector reflect a balancing of three desired characteristics - namely that each volume should, where possible:
- reflect natural sectors
- keep together Votes administered by the same department, and
- keep together Votes allocated to a particular select committee of the House of Representatives for examination.
The number of sectors and coverage of each sector was set in consultation with the Finance and Expenditure Committee. The 10 sectors are:
- Economic Development and Infrastructure Sector
- Education and Science Sector
- Environment Sector
- External Sector
- Finance and Government Administration Sector
- Health Sector
- Justice Sector
- Māori, Other Populations and Cultural Sector
- Primary Sector
- Social Development and Housing Sector.
Votes and Departments in Each Sector#
Votes by Sector | Departments by Sector |
---|---|
Economic Development and Infrastructure Sector - B.5A Vol.1 |
|
Vote Economic Development | Ministry of Economic Development |
Vote Commerce | |
Vote Communications | |
Vote Consumer Affairs | |
Vote Energy | |
Vote Tourism | |
Vote Transport | Ministry of Transport |
Vote Labour | Department of Labour |
Vote ACC | |
Vote Employment | |
Vote Immigration | |
Education and Science Sector - B.5A Vol.2 |
|
Vote Education | Ministry of Education |
Vote Education Review Office | Education Review Office |
Vote Research, Science and Technology | Ministry of Research, Science and Technology |
Vote Crown Research Institutes (this Vote is administered by the Treasury, which is in the Finance and Government Administration Sector.) | |
Environment Sector - B.5A Vol.3 |
|
Vote Environment | Ministry for the Environment |
Vote Climate Change | |
Vote Conservation | Department of Conservation |
Vote Local Government (this Vote is administered by the Department of Internal Affairs, which is in the Māori, Other Populations and Cultural Sector) | |
Vote Parliamentary Commissioner for the Environment | Parliamentary Commissioner for the Environment |
External Sector - B.5A Vol.4 |
|
Vote Foreign Affairs and Trade | Ministry of Foreign Affairs and Trade |
Vote Official Development Assistance | |
Vote Defence | Ministry of Defence |
Vote Defence Force | New Zealand Defence Force |
Vote Veterans' Affairs - Defence Force | |
Vote Customs | New Zealand Customs Service |
Finance and Government Administration Sector - B.5A Vol.5 |
|
Vote Prime Minister and Cabinet | Department of the Prime Minister and Cabinet |
Vote Communications Security and Intelligence | Government Communications Security Bureau |
Vote Security Intelligence | New Zealand Security Intelligence Service |
Vote State Services | State Services Commission |
Vote Finance | The Treasury |
Vote State-Owned Enterprises | |
Vote Revenue | Inland Revenue Department |
Vote Ministerial Services (this Vote is administered by the Department of Internal Affairs, which is in the Māori, Other Populations and Cultural Sector) | |
Vote Office of the Clerk | Office of the Clerk of the House of Representatives |
Vote Ombudsmen | Office of the Ombudsmen |
Vote Parliamentary Service | Parliamentary Service |
Vote Audit | Office of the Auditor-General |
Health Sector - B.5A Vol.6 |
|
Vote Health | Ministry of Health |
Justice Sector - B.5A Vol.7 |
|
Vote Justice | Ministry of Justice |
Vote Courts | |
Vote Corrections | Department of Corrections |
Vote Police | New Zealand Police |
Vote Serious Fraud | Serious Fraud Office |
Vote Attorney-General | Crown Law Office |
Vote Parliamentary Counsel | Parliamentary Counsel Office |
Māori, Other Populations and Cultural Sector - B.5A Vol.8 |
|
Vote Arts, Culture and Heritage | Ministry for Culture and Heritage |
Vote Sport and Recreation | |
Vote Statistics | Statistics New Zealand |
Vote National Archives | Archives New Zealand |
Vote National Library | National Library of New Zealand |
Vote Māori Affairs | Te Puni Kōkiri |
Vote Treaty Negotiations (this Vote is administered by the Ministry of Justice, which is in the Justice Sector) | |
Vote Pacific Island Affairs | Ministry of Pacific Island Affairs |
Vote Women's Affairs | Ministry of Women's Affairs |
Vote Internal Affairs | Department of Internal Affairs |
Vote Community and Voluntary Sector | |
Vote Emergency Management | |
Vote Racing | |
Primary Sector - B.5A Vol.9 |
|
Vote Agriculture and Forestry | Ministry of Agriculture and Forestry |
Vote Biosecurity | |
Vote Food Safety | |
Vote Fisheries | Ministry of Fisheries |
Vote Lands | Land Information New Zealand |
Social Development and Housing Sector - B.5A Vol.10 |
|
Vote Social Development | Ministry of Social Development |
Vote Senior Citizens | |
Vote Veterans' Affairs - Social Development | |
Vote Youth Development | |
Vote Housing | Department of Building and Housing |
Purpose and Nature of Appropriations#
An appropriation is a statutory authority from Parliament allowing the Crown or an Office of Parliament to incur expenses or capital expenditure.
Neither the Crown nor an Office of Parliament can legally incur any expense or capital expenditure - as those terms are defined in the Public Finance Act 1989 (PFA) - unless it is expressly authorised by or under an Act of Parliament.
Each appropriation is allocated to, and managed as, one of six types of appropriation.
Limits Created by Appropriations#
Each appropriation has a defined scope that limits the uses or activities for which the expenses or capital expenditure can be incurred. The scope should be sufficient on its own to establish the nature and extent of the authority to incur expenses or capital expenditure. The wording of the appropriation scope should achieve the balance between being sufficiently precise to act as an effective constraint against non-authorised activities and not so specific that it inadvertently limits activity intended to be authorised.
In most cases an appropriation also limits the amount of expenses or capital expenditure that can be incurred, and the time period within which those expenses or capital expenditure can be incurred.
Aside from the very limited exclusions provided for in the PFA, the amount of expense or capital expenditure authorised by an appropriation is measured in accordance with generally accepted accounting practice.
As generally accepted accounting practice does not normally treat GST as an expense, appropriation amounts also generally exclude GST. Prior to 2005/06, however, appropriations included applicable GST. All prior-year appropriation data, such as in the Summary of Trends table in the Estimates and the Summary of Financial Activity Table for each Vote in Information Supporting the Estimates - have been adjusted to exclude GST to allow appropriate comparison.
Responsibility for Appropriations#
Each appropriation is the responsibility of a designated Minister, who controls the right to use that appropriation within the limits authorised by Parliament. A department is also assigned to administer that appropriation in accordance with the Minister's wishes concerning its use.
A Vote is a group of appropriations (and can be a single appropriation) administered by a single department. Different appropriations within a Vote may be the responsibility of different Ministers.
Types of Appropriation#
The PFA provides for six types of appropriation. Four appropriation types authorise the incurring of expenses; one type authorises the incurring of capital expenditure; and the remaining type authorises both.
These appropriation types can be further differentiated by whether the expenses or capital expenditure are departmental or non-departmental transactions.
Appropriation Type | Transaction Status | Description |
---|---|---|
Output Expenses |
Departmental |
Authorises expenses to be incurred by a department or an Office of Parliament in supplying a specified category of outputs (goods and services). |
Non-Departmental |
Authorises expenses to be incurred by the Crown (excluding departments) in purchasing a specified category of outputs (goods and services) from Crown entities or other third parties. | |
Benefits and Other Unrequited Expenses |
Non-Departmental |
Authorises expenses to be incurred by the Crown (excluding departments) in transferring resources (generally to individuals for their personal benefit) for which the Crown receives nothing directly in return. Examples include the Unemployment Benefit, student allowances and various scholarships and awards. |
Borrowing Expenses |
Departmental |
Authorises the incurring of interest or other financing expenses for loans made to a department or an Office of Parliament, or for public securities (undertakings that represent part of the public debt) issued by a department or an Office of Parliament. In practice, limitations on the rights of departments to borrow or issue securities mean that these are likely to be incurred only by Offices of Parliament. |
Non-Departmental |
Authorises the incurring of interest or other financing expenses for loans made to the Crown (excluding departments), or public securities (undertakings that represent part of the public debt) issued by the Crown. Crown debt management is centralised, which means that most debt-servicing expenses appear in Vote Finance. |
|
Other Expenses |
Departmental |
Authorises expenses to be incurred by a department or an Office of Parliament that are not either output expenses or borrowing expenses. Other expenses should be used only for events that cannot be related back to output production, such as redundancy costs arising from a government decision to cease purchasing certain types of outputs, or a loss on sale of assets made surplus by departmental restructuring. |
Non-Departmental |
Authorises expenses to be incurred by the Crown (excluding departments) that are not structured or managed as output expenses, benefits and unrequited expenses, or borrowing expenses. Other expenses is the residual appropriation type, which should not be used where an appropriation could be better classified or managed as one of the other appropriation types (eg, as output expenses). Examples include disposal of an asset for less than market value, grants to community organisations, subscriptions for membership of international bodies and remuneration of independent statutory officers. |
|
Capital expenditure |
Departmental |
Authorises capital expenditure to be incurred by a department or an Office of Parliament to acquire or develop assets for the use of the department. |
Non-Departmental |
Authorises capital expenditure to be incurred by the Crown (excluding departments) to acquire or develop Crown assets, including the purchase of equity, or making a loan to a person or organisation that is not a department. | |
Expenses or Capital expenditure Incurred by an Intelligence and Security Department |
Departmental |
Authorises both expenses and capital expenditure to be incurred by the New Zealand Security Intelligence Service or the Government Communications Security Bureau. |
Types of Output Expense Appropriations#
A number of variations are possible for output expense appropriations. In particular, the constraint on the amount of expense that can be incurred is not always a fixed amount; and an output expense appropriation can cover more than one class of outputs.
Output Expense Appropriation Type and Authority | Description, Constraints on Form and Typical Application |
---|---|
Standard Output Expense Appropriations (section 7(1), Public Finance Act 1989) |
Departmental or non-departmental: Authorise a department or an Office of Parliament to incur expenses in supplying a specified class of outputs (goods and services), or the Crown (excluding departments) to incur expenses to purchase a specified class of outputs. Annual or multi-year: The authority lapses at the end of the financial year or multi-year period specified. Single output class only: The scope is limited to a single class of outputs (defined as a grouping of similar outputs). Amount limited by Appropriation Act: The amount of a standard output expense appropriation is limited to a set amount of NZ dollars specified in an Appropriation Act. Typical application: The normal or default form for an output expense appropriation, used for a wide range of outputs for which the flexibility offered by the other types of output expense appropriation is not required. |
Multi-Class Output Expense Appropriations (MCOA) (section 7(3)(b), Public Finance Act 1989) |
Departmental or non-departmental: Authorise a department or an Office of Parliament to incur expenses in supplying more than one specified class of outputs (goods and services), or the Crown (excluding departments) to incur expenses to purchase more than one specified class of outputs. A proposed MCOA must be approved by the Minister of Finance before it is presented in the Estimates. The information supporting the Estimates must explain why the Minister has allowed those classes of outputs to be grouped in one appropriation. Annual or multi-year: The authority lapses at the end of the financial year or multi-year period specified. Multiple output classes: The scope of an MCOA is determined by the combined scope of each of the output classes included in that appropriation. Amount limited by Appropriation Act: The amount of an MCOA is limited to a set amount of NZ dollars specified in an Appropriation Act. The amount of expense that can be incurred in relation to each component output class is flexible within the total amount of the MCOA, although expenses must be separately forecast and reported for each individual class in the Estimates, Information Supporting the Estimates, Supplementary Estimates and the department's annual report. Typical application: An MCOA is used where it is appropriate to give the responsible Minister or department ongoing discretion over the output mix across two or more classes of outputs. Such discretion will most commonly be sought where the output classes contribute to a common outcome, or use a common or closely related set of inputs or processes, and the circumstances that determine the appropriate output choice or mix are likely to vary during the appropriation period. |
Revenue-Dependent Appropriations (RDA) (section 21(1), Public Finance Act 1989) |
Departmental only: Authorise a department or an Office of Parliament to incur expenses in supplying a specified a class of outputs (goods and services) that are not paid for directly by the Crown. A proposed RDA must be approved by the Minister of Finance, before it is presented in the Estimates. Each class of outputs for which an RDA is approved is listed in an Appropriation Act for the relevant financial year. Annual only: The authority lapses at the end of the financial year specified. Single output class only: The scope of an RDA is limited to a single class of outputs (defined as a grouping of similar outputs). Amount limited by amount of revenue earned: The amount of an RDA is limited tothe amount of revenue earned by a department or an Office of Parliament from other departments or from parties other than the Crown during a financial year. The Minister of Finance can further direct a department to incur expenses to a level lower than the amount of revenue earned, though such directions have been rare. Typical application: An RDA provides flexibility to respond to unanticipated changes in the level of external demand for a class of outputs, where the full cost of the outputs is met by external parties and not the Crown. |
Department-to-Department Appropriation (DDA) (section 20(2), Public Finance Act 1989) |
Departmental only: Authorise a department or an Office of Parliament to incur expenses in supplying specified outputs (goods and services) paid for by another department. Creation of a DDA requires an agreement between two departments. Implicitly it also requires the approval of the Minister who will become responsible for the appropriation - namely, the Minister responsible for the supplying department - as the agreement has implications for the scope and risk of that department's operations. Annual or multi-year: The period of a DDA will depend on the negotiated terms of the agreement. Single or multiple output class(es): The scope of a DDA (and hence whether it covers one or more classes of outputs) will depend on the way in which the agreement defines what is to be delivered. In most cases, an agreement that provides for a range of different outputs is better treated as creating several single-class DDAs. Amount limited by departmental agreement: The amount of a DDA is limited to either the amount of revenue earned from the commissioning department, or the cost incurred by the supplying department in providing those outputs (if that cost is less than the amount of revenue earned under the agreement). Typical application: DDAs are intended to make collaboration between departments easier by reducing the time and effort required to obtain / adjust the relevant appropriations while also allowing a commissioning department to retain full control over the resources it provides. The use of a DDA is not confined to bilateral agreements. A set of related DDAs could be used to enable one department to co-ordinate and manage the work of several departments that must work together to contribute to providing an integrated service to third parties, or to pool contributions from several departments to enable another department to provide a specific service to or on behalf of those departments. |
Appropriation Period#
The length of the appropriation period affects how appropriations are presented in the Estimates and Supplementary Estimates. Three kinds of appropriation can be distinguished on the basis of period - annual and multi-year (as referred to in the above table on types of output expense appropriations), and permanent:
- Annual Appropriations - Most appropriations listed in the Estimates and Supplementary Estimates allow expenses or capital expenditure to be incurred only during a particular financial year. The annual amounts, for which parliamentary authority is being sought, are shown in bold type in Details of Annual and Permanent Appropriations in the Estimates and Supplementary Estimates for each Vote. The amounts for RDAs and annual DDAs are forecasts only, and so are not shown in bold type.
- Multi-Year Appropriations (MYAs) - The PFA also permits appropriations that allow expenses or capital expenditure to be incurred during a specified period that spans the whole or parts of more than one financial year, but no more than five financial years. The details of each MYA, including its commencement date and expiry date, are specified in Details of Multi-Year Appropriations in the Estimates and Supplementary Estimates for relevant Votes.
- Permanent Appropriations (sometimes referred to as permanent legislative authorities or PLAs) -Permanent appropriations are authorised by legislation other than an Appropriation Act and continue in effect until revoked by Parliament. Generally the authorising legislation will impose limits on the scope of the appropriation and not its amount. For those appropriations that with limits set in cash terms, section 11(2) of the Public Finance Act 1989 requires that they be reported on an accrual basis. The usual legislative wording allows for expenses or capital expenditure to be incurred for the purpose specified in the legislation “without further appropriation than this section”. Details of permanent appropriations are included in Details of Annual and Permanent Appropriations in the Estimates and Supplementary Estimates for each Vote for completeness, though the amount specified is a forecast rather than a limit. The amounts of permanent appropriations are therefore not shown in bold type. The scope of a permanent appropriation will reference the relevant section of the authorising legislation.
Guide to Reading Information Supporting theEstimates#
The Information Supporting the Estimates for each of the 10 sectors comprises five components, each of which is briefly described, below.
1 Sector Overview Information
The first component of the Information Supporting the Estimates may include a statement, agreed by all Ministers responsible for appropriations in each Vote included in the sector, that presents an overview of the sector and a high-level summary of the government's expectations and priorities. The Overview also includes Ministerial and Chief Executive Statements of Responsibility for the information provided in the Information Supporting the Estimates.
2 Performance Information Relating to Appropriations in Each Vote#
The second component of the Information Supporting the Estimates presents performance information relating to each appropriation.
Thetitle pages for each Vote specify the Minister(s) responsible for existing and proposed appropriations in the Vote, and the Responsible Minister for the department. The performance information meets the requirements of sections 15 and 41(1)(e) of the PFA and contains up to six parts. If particular information is not applicable to the Vote or a specific appropriation or type, or is otherwise unavailable, the relevant heading is not included.
Part 1 - Summary of the Vote
The Summary of the Vote comprises:
- Part 1.1 Overview of the Vote - A plain-language summary of the focus of the appropriations through a brief explanation of the Vote. The Overview also appears at the start of the Vote in the Estimates.
- Part 1.2 High-Level Objectives of the Vote - The objectives for the Vote presented through links and relationships and high-level priorities and outcomes to which they contribute. Where applicable, priorities and outcomes are drawn from the priorities and desired outcomes and published strategy documents. Links are also made to specific government strategies. Links may also be made to specific Government objectives.
- Part 1.3 Trends in the Vote - A presentation of the actual and estimated trends in the Vote, comprising:
- Summary of Financial Activity - A table showing financial information over the preceding five years (actual, budgeted or estimated actual), the current year (Budget) and the following three years (estimated) for the type of appropriations and Crown revenue and capital receipts.
- New Policy Initiatives - A table showing how new initiatives (and the associated expenses or capital expenditure) are allocated to appropriations in the Vote. References are included where appropriations in other Votes are affected by the same initiative.
- Analysis of Significant Trends - High-level analysis of appropriations and Crown revenue and capital receipts by type over the nine financial years covered by the Summary of Financial Activity table, explanations of significant changes and may also contain graphical presentations.
- Part 1.4 Reconciliation of Changes in Appropriation Structure - a table providing a reconciliation and explanation of any changes in the structure or classification of appropriations made in the Budget year. These changes are restated for the previous financial year to facilitate comparison.
Part 2 - Details and Expected Performance for Output Expenses#
This Part provides further detail about appropriations and expected performance for output expenses.
- Part 2.1 Departmental Output Expenses - Intended impacts, outcomes and objectives are presented for departmental output expense appropriations in the Vote. This is followed by information on each appropriation, including its scope, a table showing expenses and revenue (distinguishing the revenue sources between the Crown and others), a statement of reasons for change in the appropriation (if material), and tables detailing performance measures and standards for significant aspects of expected output performance, any conditions on use of appropriation, any memorandum accounts (which record accumulated surpluses and deficits incurred in the provision of outputs on a full cost-recovery basis), and any current and past policy initiatives affecting the appropriation.
- Information on impacts and outcomes or objectives to which the outputs contribute is provided. Further information on the relationships between outputs, impacts, and outcomes or objectives is outlined in Part 1.2 and the Statement of Intent. Conditions on use include administrative criteria and processes contained in legislation, regulation and Government decisions, which may be reference in scope statement or performance measures. The current and past policy initiatives tables provides a five-year history of announced initiatives that impact on the Budget year, the preceding year and the following three years.
- For MCOA, an explanation is provided as to why the classes of outputs have been grouped under a single appropriation, and the scope statement, expenses and revenue, and performance information is presented for each output class.
- Information provided for MYAs enables the original appropriation to be reconciled to the adjusted level if changes have been approved or are proposed, and the balance remaining to be derived taking account of actual or estimated expenses incurred to date.
- The appropriation scope, expenses and revenue, and output performance measures and standards match information required to be included in a department's Statement of Forecast Service Performance with respect to departmental output expense appropriations used by the department.
- Part 2.2 Non-Departmental Output Expenses - This sub-part contains comparable information to that presented in Part 2.1 on departmental output expense appropriations. The main differences are that details of third parties’ other revenue is not relevant and a summary of service providers is included.
- The service providers table shows Crown entities and non-governmental organisations providing outputs funded through the Vote, and (where applicable) the mechanism for reporting actual performance to Parliament and the expiry of the Government's resource commitment. The reporting mechanisms are typically an entity's annual report or a report by the responsible Minister required by section 32A of the PFA. Where the provider is a Crown entity that is required to produce a Statement of Intent, its annual report may contain more detailed performance information at the output class or output level. ‘Section 32A' reports include a statement of service performance in relation to the appropriation.
Part 3 - Details for Benefits and Other Unrequited Expenses#
Part 3 provides performance information about appropriations for benefits and other unrequited expenses incurred by the Crown. No departmental transactions arise under this appropriation type.
- Part 3.2 Non-Departmental Benefits and Other Expenses - Information on each appropriation includes impacts and outcomes intended to be achieved, a scope statement, expense components, reasons for material changes, any conditions of use, and details of any current and past policy initiatives over the five years up to and including the Budget year.
Part 4 - Details for Borrowing Expenses#
This Part provides detail about appropriations for borrowing expenses. No departmental borrowing expense appropriations exist at present.
- Part 4.2 Non-Departmental Borrowing Expenses - The set of performance information is the same as that for non-departmental benefits and other expenses, except that conditions on use are no specified.
Part 5 - Details and Expected Results for Other Expenses#
Part 5 provides detail about appropriations for:
- Part 5.1 Departmental Other Expenses - It is uncommon for this category of appropriation to be utilised. In the few cases where it occurs, the performance information is the same as that for non-departmental other expense appropriations except for a summary of reporting mechanisms.
- Part 5.2 Non-Departmental Other Expenses- Information on other expenses incurred by the Crown covers intended impacts and outcomes, appropriation scope, expenses analysed by component, reasons for material changes in the appropriation, expected results and standards, any conditions on use, any current and past policy initiatives, and a summary of mechanisms for reporting actual performance to Parliament.
Part 6 - Details and Expectations of Capital Expenditure#
This Part provides further details about appropriations for capital expenditure.
- Part 6.1 Departmental Capital Expenditure - The purchase or development of assets by a department is made under a permanent appropriation authorised by section 24(1) of the PFA. Capital expenditure is defined in section 2 as the cost of assets acquired or developed, including tangible, intangible or financial assets, and any ownership interest in entities, but excluding inventories. The appropriation appears in the Vote that contains appropriations that are the responsibility of the department's Responsible Minister.
- Information is provided on intended impacts and outcomes of the appropriation, its scope, expenditure analysed by standard asset categories, reasons for material changes in the appropriation, and expected results. The scope statement is in a standard form for all departments. The performance information relates to the department as a whole and is not limited to any specific capital injection.
- Part 6.2 Non-Departmental Capital Expenditure - Performance information for capital expenditure incurred by the Crown is the same as that for departmental capital expenditure except for not detailing asset categories and the addition of any conditions on use of the appropriation, any current and past policy initiatives, and a summary of the mechanism for reporting to Parliament.
- The scope statement indicates the form of interest or asset acquired by the Crown, such as a capital injection (equity), loan or shares.
The following table summarises the performance information that is required for a ‘standard' appropriation in each sub-part.
Standard Appropriations | Part 2.1 | Part 2.2 | Part 3.1 | Part 3.2 | Part 4.1 | Part 4.2 | Part 5.1 | Part 5.2 | Part 6.1 | Part 6.2 |
---|---|---|---|---|---|---|---|---|---|---|
For each sub-part: | ||||||||||
Intended impacts, outcomes or objectives | √ | √ | √ | √ | √ | √ | √ | √ | √ | √ |
For each appropriation: | ||||||||||
Scope of appropriation | √ | √ | √ | √ | √ | √ | √ | √ | √ | √ |
Expenses and revenue | √ | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A |
Expenses | N/A | √ | √ | √ | √ | √ | √ | √ | N/A | N/A |
Capital expenditure | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | √ | √ |
Reasons for change in appropriation | √ | √ | √ | √ | √ | √ | √ | √ | √ | √ |
Output performance measures and standards | √ | √ | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A |
Expected results | N/A | N/A | N/A | N/A | N/A | N/A | √ | √ | √ | √ |
Conditions on use of appropriation | √ | √ | √ | √ | N/A | N/A | √ | √ | N/A | √ |
Memorandum account | √ | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A |
Current and past policy initiatives | √ | √ | √ | √ | √ | √ | √ | √ | N/A | √ |
Summary of service providers | N/A | √ | N/A | N/A | N/A | N/A | N/A | N/A | N/A | N/A |
Reporting mechanism | N/A | √ | N/A | N/A | N/A | N/A | N/A | √ | N/A | √ |
Information on reasons for change, conditions on use, current and past policy initiatives, and reporting mechanisms appears where applicable or material. Memorandum accounts are relevant only in Part 2.1. Some variations exist for non-standard appropriations, including MCOAs in Parts 2.1 and 2.2 and MYAs in Parts 2.1, 2.2, 5.2 and 6.2. Furthermore performance information may not be available for some appropriations.
3 Statement of Forecast Service Performance of Departments#
The third component of the Information Supporting the Estimates of Appropriations comprises the Statement of Forecast Service Performance for each department included in the sector, by reference to material already set out in Part 2.1 of Votes containing appropriations proposed to be used by the department.
4 Forecast Financial Statements of Departments#
The fourth component of the Information Supporting the Estimates begins with a Statement of Common Accounting Policies applicable to all departments. The forecast financial statements for the forthcoming financial year for each department covered by the sector includes a:
- Statement of Forecast Comprehensive Income
- Statement of Forecast Changes in Taxpayers' Funds
- Forecast Statement of Financial Position
- Statement of Forecast Cash Flows
- Statement of Significant Assumptions.
Each department will include a Statement of Entity- Specific Accounting Policies detailing policies for any matters not addressed by the Statement of Common Accounting Policies (such as a “going concern” statement) or where its policies are more specific than the common policies (such as capitalisation thresholds and estimated useful lives of individual classes of assets). Notes to the Financial Statements provide additional details to assist interpretation of the accounts and to meet disclosure requirements outlined in legislation and accounting standards.
5 Statements of Intent of Departments#
The final component of the Information Supporting the Estimates presents the Statements of Intent of the departments covered by each sector. These statements contain the information required by section 40 of the PFA. They focus on the medium term and generally cover:
- Nature and scope of the department's functions - A brief high-level description of the department's functions, addressing its role(s) and purpose and how it intends fulfilling them.
- Strategic direction - impacts and outcomes - A brief high-level overview of the department's strategic direction covering both the impacts and outcomes the department is seeking to achieve (or contribute to) and the strategic environment in which the department operates through, in particular, its responses to the government's priorities.
- Operating intentions - Information that describes how the department intends to achieve (or contribute to) those desired impacts and outcomes through its operations. This section should also include the main measures and standards the department will use to assess and demonstrate what it has achieved, including measures of outcome achievement, impact and cost effectiveness.
- Managing in a changeable operating environment - Information on the risks to achievement of the desired outcomes and priorities, and the department's mitigation strategies.
- Assessing organisational health and capability - The department's intentions for building and strengthening its internal capability, including its responses to the development goals for the State Services and its strategic approach to managing its asset base and forecast capital expenditure in the medium term. If capital expenditure is significant, it is in a separate section.
- Additional information and statutory reporting requirements - As required either by the responsible Minister or Minister of Finance, or by specific legislation.
Terms and Definitions#
The table below contains terms that are used in the Estimates and the Information Supporting the Estimates.
Appropriation | An appropriation is a parliamentary authorisation for the Crown or an Office of Parliament to incur expenses or capital expenditure. |
---|---|
Appropriation scope | One of the defining terms of an appropriation that establishes limits on the activities for which the Crown or an Office of Parliament is authorised to incur expenses or capital expenditure under that appropriation. |
Capital expenditure | The cost of assets acquired or developed including any ownership interest in entities, but excluding inventory. |
Crown revenue | Revenue earned on behalf of the Crown. These flows are accounted for as revenue to the Crown rather than as departmental revenue. |
DDA | Department-to-department appropriations, which are authorised by section 20(2) of the Public Finance Act 1989. |
Department | Generally references to Departments also include an Office of Parliament as provided in section 26E(4) of the Public Finance Act 1989. |
Expenses | Amounts consumed or losses of service potential or future economic benefits, other than those relating to capital withdrawals, in a financial year. [An accrual concept measured in accordance with generally accepted accounting practice.] |
GST | Goods and services tax. Appropriations are stated GST exclusive. |
MCOA | Multi-class output expense appropriation. |
MYA | Multi-year appropriation. |
N/A | Not applicable. |
Outcomes | States or conditions of society, the economy or the environment, including changes in those states or conditions. |
Outputs | Goods or services supplied by departments and other entities to external parties. Outputs are a variety of types, including policy advice, administration of contracts and grants, and the provision of specific services. |
PFA | Public Finance Act 1989. |
PLA | Permanent Legislative Authority - the traditional term for an appropriation authorised for an indefinite period by legislation other than an Appropriation Act (also known as a permanent appropriation). |
Minister | The Minister responsible for specific appropriations being sought within a Vote. As several Ministers may now hold appropriations within a single Vote, each appropriation will have a tag (M1, M2 etc) identifying the Minister responsible for that line item. |
RDA | Revenue-dependent appropriations, which are authorised by section 21(1) of the PFA 1989. |
Responsible Minister | The Minister responsible for the financial performance of a department or Crown entity. In relation to an Office of Parliament, the Office of the Clerk of the House of Representatives, and the Parliamentary Service, the Speaker is the Responsible Minister. |
Revenue from the Crown | Revenue earned by a department from the Crown for the provision of outputs to or on behalf of the Crown. These flows are accounted for as departmental revenue. Revenue from the Crown is eliminated for purposes of reporting the Crown's overall financial performance and position. |
Revenue from Others | Revenue earned by a department from other departments and from third parties. Revenue from other departments is eliminated for purposes of reporting the Crown's overall financial performance and position. |
Vote | A grouping of one or more appropriations that are the responsibility of one or more Ministers of the Crown and are administered by one department. |
Useful Links#
The suite of Budget 2010 documents can be accessed in the Budgets section of the website: www.treasury.govt.nz/budget/2010. Documents providing guidance on the PFA and the public sector financial management system can be accessed in the Public Finance Overviews section of the Treasury's website: www.treasury.govt.nz/publications/guidance/publicfinance.
Ministerial Statements of Responsibility#
Each of us is satisfied that the information on future operating intentions provided by our respective departments and included in the Information Supporting the Estimates for the External Sector is in accordance with sections 38, 40 and 41 of the Public Finance Act 1989 and is consistent with the policies and performance expectations of the government.
Hon Murray McCully 19 April 2010 |
Hon Dr Wayne Mapp 19 April 2010 |
Hon Maurice Williamson 27 April 2010 |
Chief Executive Statements of Responsibility#
Ministry of Foreign Affairs and Trade
In signing this statement, I acknowledge that I am responsible for the information contained in the Information Supporting the Estimates for the External Sector relating to the Ministry of Foreign Affairs and Trade and for the Votes for which the Ministry of Foreign Affairs and Trade is the administering department. Specifically, this information is contained in the Ministry of Foreign Affairs and Trade's statement of forecast service performance, forecast financial statements and statement of intent.
This information has been prepared in accordance with the Public Finance Act 1989. It is also consistent with the proposed appropriations set out in the Appropriation (2010/11 Estimates) Bill, as presented to the House of Representatives in accordance with section 13 of the Public Finance Act 1989, and with existing appropriations and financial authorities.
John Allen 16 April 2010 |
Paul Laplanche 16 April 2010 |
Ministry of Defence
In signing this statement, I acknowledge that I am responsible for the information contained in the Information Supporting the Estimates for the External Sector relating to the Ministry of Defence and for the Vote for which the Ministry of Defence is the administering department. Specifically, this information is contained in the Ministry of Defence's statement of forecast service performance, forecast financial statements and statement of intent.
This information has been prepared in accordance with the Public Finance Act 1989. It is also consistent with the proposed appropriations set out in the Appropriation (2010/11 Estimates) Bill, as presented to the House of Representatives in accordance with section 13 of the Public Finance Act 1989, and with existing appropriations and financial authorities.
John McKinnon 16 April 2010 |
Bryan Westbury 16 April 2010 |
New Zealand Defence Force
In signing this statement, I acknowledge that I am responsible for the information contained in the Information Supporting the Estimates for the External Sector relating to the New Zealand Defence Force and for the Votes for which the New Zealand Defence Force is the administering department. Specifically, this information is contained in the New Zealand Defence Force's statement of forecast service performance, forecast financial statements and statement of intent.
This information has been prepared in accordance with the Public Finance Act 1989. It is also consistent with the proposed appropriations set out in the Appropriation (2010/11 Estimates) Bill, as presented to the House of Representatives in accordance with section 13 of the Public Finance Act 1989, and with existing appropriations and financial authorities.
J. Mateparae Lieutenant General 16 April 2010 |
M. Horner 16 April 2010 |
New Zealand Customs Service
In signing this statement, I acknowledge that I am responsible for the information contained in the Information Supporting the Estimates for the External Sector relating to the New Zealand Customs Service and for the Vote for which the New Zealand Customs Service is the administering department. Specifically, this information is contained in the New Zealand Customs Service's statement of forecast service performance, forecast financial statements and statement of intent.
This information has been prepared in accordance with the Public Finance Act 1989. It is also consistent with the proposed appropriations set out in the Appropriation (2010/11 Estimates) Bill, as presented to the House of Representatives in accordance with section 13 of the Public Finance Act 1989, and with existing appropriations and financial authorities.
Martyn Dunne 27 April 2010 |
John Kyne 27 April 2010 |
Performance Information for Appropriations Vote Customs#
MINISTER(S) RESPONSIBLE FOR APPROPRIATIONS: Minister of Customs (M21)
ADMINISTERING DEPARTMENT: New Zealand Customs Service
MINISTER RESPONSIBLE FOR NEW ZEALAND CUSTOMS SERVICE: Minister of Customs
Part 1 - Summary of the Vote
Part 1.1 - Overview of the Vote
The Minister of Customs is responsible for the efficient and timely collection of Crown revenue forecast to be $10,823 million in the 2010/11 financial year.
The Minister of Customs is also responsible for the appropriations in the Vote for the 2010/11 financial year covering the following:
- a total of over $47 million on clearance and enforcement services related to passengers and crew
- a total of nearly $60 million on clearance and enforcement services related to goods
- a total of over $7 million on clearance and enforcement services related to craft
- a total of nearly $7 million on information and intelligence services
- a total of over $5 million on revenue collection
- a total of nearly $8 million on Policy advice and international services.
Details of these appropriations are set out in Parts 2-6 below.
Part 1.2 - High-Level Objectives of the Vote#
The New Zealand Customs Service (Customs) contributes to the Government's aim to raise New Zealand's international competitiveness and lift productivity through the Government's goal to grow the New Zealand economy in order to deliver greater prosperity, security and opportunities for all New Zealand.
Customs is critical to advancing New Zealand's international competitiveness, productivity, and security. Customs facilitates legitimate trade and travel; manages border and revenue risks; provides significant infrastructure at the border; has a voice on customs, trade and border security through our policy and international services; and collects 15 percent of total Crown revenue.
Customs supports the objectives of a number of government agencies at the border, and works with groups of agencies towards shared objectives, in addition to working closely with industry. Customs currently chairs the Border Sector Governance Group, which is advancing the border sector work programme and the border sector's end outcomes of protection and facilitation. As the agency with the most significant presence at the border and focus on these outcomes, Customs makes a major contribution to this work.
Customs also works with other agencies on a variety of objectives, including support for New Zealand's expanding programme of trade agreements with the Ministry of Foreign Affairs and Trade, and working with the New Zealand Police to contribute to the whole-of-government response to illicit drugs.
From 2010/11, Customs will contribute to the Government's goals through a focus on three priorities agreed with the Minister of Customs and Prime Minister:
- improve competitiveness, security, and productivity at the border, by modernising New Zealand's border management system (Joint Border Management System/Trade Single Window - an electronic portal that provides an interface between industry and government agencies)
- increase disruption of supply chains for illicit drugs entering New Zealand, particularly methamphetamine and its precursors, through targeted operational activity
- enhance border agency coordination to reduce duplication and improve the experience for traders and travellers.
The following table shows how the day-to-day delivery of Customs' outputs, for which appropriations are sought, are linked and contribute to the Government's priorities and the Government outcomes relevant to Customs.
Contribution of Appropriations to Government Priorities and Outcomes
Appropriations | Government Priorities | Government Outcomes |
---|---|---|
Clearance and enforcement services relating to passengers and crew. Clearance and enforcement services relating to craft. Clearance and enforcement services relating to goods. Policy advice and international services. |
Improve competitiveness, security, and productivity at the border, by modernising New Zealand's border management system (Joint Border Management System/Trade Single Window). Enhance border agency coordination to reduce duplication and improve the experience for traders and travellers. Increase disruption of supply chains for illicit drugs entering New Zealand, particularly methamphetamine and its precursors, through targeted operational activity. |
Greater prosperity:
|
Revenue collection. | Improve competitiveness, security, and productivity at the border, by modernising New Zealand's border management system (Joint Border Management System/Trade Single Window). Enhance border agency coordination to reduce duplication and improve the experience for traders and travellers. |
Greater prosperity:
|
Information and intelligence services. | Increase disruption of supply chains for illicit drugs entering New Zealand, particularly methamphetamine and its precursors, through targeted operational activity. | Greater security:
|
Part 1.3 - Trends in the Vote#
Summary of Financial Activity
2005/06 | 2006/07 | 2007/08 | 2008/09 | 2009/10 | 2010/11 | 2011/12 | 2012/13 | 2013/14 | ||||
---|---|---|---|---|---|---|---|---|---|---|---|---|
Actual $000 |
Actual $000 |
Actual $000 |
Actual $000 |
Budgeted $000 |
Estimated Actual $000 |
Departmental Transactions Budget $000 |
Non- Departmental Transactions Budget $000 |
Total Budget $000 |
Estimated $000 |
Estimated $000 |
Estimated $000 |
|
Appropriations |
||||||||||||
Output Expenses | 105,623 | 110,411 | 118,306 | 122,799 | 127,059 | 125,659 | 133,746 | - | 133,746 | 147,655 | 155,275 | 156,028 |
Benefits and Other Unrequited Expenses | - | - | - | - | - | - | N/A | - | - | - | - | - |
Borrowing Expenses | - | - | - | - | - | - | - | - | - | - | - | - |
Other Expenses | - | 52 | 536 | 63 | 2,088 | 2,088 | - | 2,088 | 2,088 | 2,088 | 2,088 | 2,088 |
Capital Expenditure | - | - | 5,153 | 6,726 | 17,449 | 17,449 | 48,536 | - | 48,536 | 41,098 | 9,700 | 5,598 |
Intelligence and Security Department Expenses and Capital Expenditure | - | - | - | - | - | - | - | N/A | - | - | - | - |
Total Appropriations |
105,623 | 110,463 | 123,995 | 129,588 | 146,596 | 145,196 | 182,282 | 2,088 | 184,370 | 190,841 | 167,063 | 163,714 |
Crown Revenue and Capital Receipts |
||||||||||||
Tax Revenue | 8,395,111 | 8,870,885 | 9,255,680 | 9,540,235 | 8,942,000 | 8,942,000 | N/A | 10,823,000 | 10,823,000 | 12,251,000 | 13,337,000 | 14,451,000 |
Non-Tax Revenue | 104 | 132 | 270 | 110 | 80 | 80 | N/A | 80 | 80 | 80 | 80 | 80 |
Capital Receipts | - | - | - | - | - | - | N/A | - | - | - | - | - |
Total Crown Revenue and Capital Receipts |
8,395,215 | 8,871,017 | 9,255,950 | 9,540,345 | 8,942,080 | 8,942,080 | N/A | 10,823,080 | 10,823,080 | 12,251,080 | 13,337,080 | 14,451,080 |
New Policy Initiatives
Policy Initiative | Appropriation | 2009/10 Budgeted $000 |
2010/11 Budget $000 |
2011/12 Estimated $000 |
2012/13 Estimated $000 |
2013/14 Estimated $000 |
---|---|---|---|---|---|---|
Customs Contribution to the Establishment of the New Zealand Productivity Commission | Clearance and Enforcement Services Related to Passengers and Crew Departmental Output Expenses |
- | (15) | (29) | (31) | (31) |
Clearance and Enforcement Services Related to Goods Departmental Output Expenses |
- | (14) | (28) | (30) | (30) | |
Clearance and Enforcement Services Related to Craft Departmental Output Expenses |
- | (2) | (4) | (4) | (4) | |
Information and Intelligence Services Departmental Output Expenses |
- | (1) | (3) | (4) | (4) | |
Revenue Collection Departmental Output Expenses |
- | (1) | (3) | (3) | (3) | |
Policy Advice and International Services Departmental Output Expenses |
- | (2) | (3) | (3) | (3) | |
Joint Border Management System (Stage Two Business Case) | Clearance and Enforcement Services Related to Passengers and Crew Departmental Output Expenses |
- | 249 | 1,777 | 2,640 | 2,750 |
Clearance and Enforcement Services Related to Goods Departmental Output Expenses |
- | 680 | 4,854 | 7,209 | 7,511 | |
Clearance and Enforcement Services Related to Craft Departmental Output Expenses |
- | 44 | 314 | 466 | 485 | |
Information and Intelligence Services Departmental Output Expenses |
- | 1,308 | 8,001 | 11,921 | 12,148 | |
Policy Advice and International Services Departmental Output Expenses |
2,136 | - | - | - | - | |
Departmental Capital Investment | - | 27,929 | 35,505 | 5,200 | 598 | |
Disrupting 'P' Supply and Dismantling Criminal Networks | Clearance and Enforcement Services Related to Goods Departmental Output Expenses |
- | 1,172 | 1,779 | 2,110 | 2,095 |
Departmental Capital Investment | - | 4,907 | 993 | - | - | |
Total Initiatives | 2,136 | 36,254 | 53,153 | 29,471 | 25,512 |
Analysis of Significant Trends
Crown Revenue
Crown revenue is collected through customs duties and GST on imports and excise on alcoholic beverages, tobacco, and petroleum products. Figure 1 notes the proportion of collections by category of Crown revenue forecast to be collected in 2010/11.
Figure 2 illustrates growth in actual and forecast Crown revenue collected by category.
Departmental Output Expenses
Annual appropriations for the purchase of departmental outputs are expected to increase by
$6.687 million for 2010/11 compared with 2009/10. The net change in the total appropriation is a combination of adjustments to savings requirements between 2009/10 and 2010/11 and additional operating funding in 2010/11 to advance the implementation of the automated passenger processing technology, the Joint Border Management System and digital tracking and surveillance technology. This is offset by one-off funding provided in 2009/10 for border management systems scoping and overseas aid projects that is not required in 2010/11.
Trends in comparative actual and estimated expenses for Output Expense appropriations under this Vote are shown in Figure 3 below.
The increase in output expenses in 2010/11 and future years is primarily as a result of the development of the Joint Border Management System and the implementation of automated passenger processing and digital tracking and surveillance technologies.
Part 1.4 - Reconciliation of Changes in Appropriation Structure#
2009/10 Appropriations in the 2009/10 Structure |
2009/10 (Current) $000 |
Appropriations to which Expenses (or Capital Expenditure) have been Moved from or to |
Amount Moved $000 |
2009/10 Appropriations in the 2010/11 Structure |
2009/10 (Restated) $000 |
2010/11 $000 |
---|---|---|---|---|---|---|
Clearance of Import, Export and Excise Transactions | 44,568 | Transferred to Clearance and Enforcement Services Related to Goods | 43,068 | Clearance and Enforcement Services Related to Goods | 53,256 | 59,592 |
Transferred to Revenue Collection | 1,500 | |||||
Transferred from Clearance of Import, Export and Excise Transactions | (44,568) | |||||
Clearance of International Passengers, Crew and Craft | 42,529 | Transferred to Clearance and Enforcement Services Related to Passengers and Crew | 36,059 | Clearance and Enforcement Services Related to Passengers and Crew | 42,532 | 47,478 |
Transferred to Clearance and Enforcement Services Related to Craft | 6,470 | |||||
Transferred from Clearance of International Passengers, Crew and Craft | (42,529) | |||||
Intelligence and Risk Assessment Services | 4,390 | Transferred to Information and Intelligence Services | 4,390 | Clearance and Enforcement Services Related to Craft | 9,970 | 7,132 |
Transferred from Intelligence and Risk Assessment Services | (4,390) | |||||
Investigation of Offences | 10,323 | Transferred to Clearance and Enforcement Services Related to Goods | 5,162 | Information and Intelligence Services | 5,112 | 6,569 |
Transferred to Clearance and Enforcement Services Related to Passengers and Crew | 5,161 | |||||
Transferred from Investigation of Offences | (10,323) | |||||
National Maritime Coordination Centre | 722 | Transferred to Information and Intelligence Services | 722 | Policy Advice and International Services | 11,069 | 7,676 |
Transferred from National Maritime Coordination Centre | (722) | |||||
Policy Advice | 11,069 | Transferred to Policy Advice and International Services | 11,069 | Revenue Collection | 5,120 | 5,299 |
Transferred from Policy Advice | (11,069) | |||||
Prosecutions and Civil Proceedings | 1,094 | Transferred to Clearance and Enforcement Services Related to Goods | 547 | |||
Transferred to Clearance and Enforcement Services Related to Passengers and Crew | 547 | |||||
Transferred from Prosecutions and Civil Proceedings | (1,094) | |||||
Revenue Collection, Accounting and Debt Management | 3,620 | Transferred to Revenue Collection | 3,620 | |||
Transferred from Revenue Collection, Accounting and Debt Management | (3,620) | |||||
Surveillance, Search and Containment | 7,000 | Transferred to Clearance and Enforcement Services Related to Goods | 3,500 | |||
Transferred to Clearance and Enforcement Services Related to Craft | 3,500 | |||||
Transferred from Surveillance, Search and Containment | (7,000) | |||||
Technical Advisory Services | 1,744 | Transferred to Clearance and Enforcement Services Related to Goods | 979 | |||
Transferred to Clearance and Enforcement Services Related to Passengers and Crew | 765 | |||||
Transferred from Technical Advisory Services | (1,744) | |||||
Total changes in appropriations |
127,059 | - | 127,059 | 133,746 |
Explanations of the reasons for changing the appropriation structure are noted in the details of each appropriation in Parts 2-6.
Part 2 - Details and Expected Performance for Output Expenses#
Part 2.1 - Departmental Output Expenses
Intended Impacts, Outcomes and Objectives
Intended Impacts, Outcomes or Objectives of Appropriations | Appropriations |
---|---|
Outcome: Protection New Zealand is protected, at the border, from the entry, or exit, of people, goods, craft, Maori taonga and other treasured items, where the entry or exit may pose a material risk to our national interests. |
|
Outcome: Facilitation New Zealand's economic, social, environmental, and cultural interests are sustained and enhanced by facilitating the flow of legitimate trade, travel, goods, Maori taonga and other treasured items, across the border. |
|
Outcome: Revenue Due Customs revenue is collected to support the Government's social, economic and fiscal objectives. |
|
For further information on the intended impacts, outcomes and objectives of the departmental output expense appropriations, please see the Statement of Intent for the New Zealand Customs Service.
Clearance and Enforcement Services Related to Craft (M21)
Scope of Appropriation
Expenses and Revenue
2009/10 | 2010/11 | ||
---|---|---|---|
Budgeted $000 |
Estimated Actual $000 |
Budget $000 |
|
Total Appropriation | - | - | 7,132 |
Revenue from Crown | - | - | 6,958 |
Revenue from Other | - | - | 174 |
Reasons for Change in Appropriation
This is a new appropriation resulting from a review of Vote Customs output classes. From 2010/11 outputs of the New Zealand Customs Service will be provided from within six newly defined output classes. In 2010/11 there is no material change to the outputs being delivered by the New Zealand Customs Service.
Output Performance Measures and Standards
2009/10 | 2010/11 | ||
---|---|---|---|
Performance Measures | Budgeted Standard |
Estimated Actual Standard |
Budget Standard |
Percentage of marine craft arriving (estimated 2,000-2,300 commercial craft and 625-690 small craft) that are boarded at first port of arrival | 100% | 100% | 100% |
Percentage of marine craft assessed as high or very high risk (estimated 30-50 craft) that are subject to a targeted response (see Note 1) | ≥95% | 92% | ≥95% |
Percentage of all arriving commercial marine craft that are not assessed as high or very high risk that will be subject to Customs secondary interaction (see Note 2) | N/A | 3% | ≥3% |
Note 1 - On occasions, the number of high and very high risk craft, and the number of other incidents requiring Customs' response teams, exceeds response team availability. When this occurs, allocation of response teams is prioritised in accordance with risk. Each such decision is subject to an internal report.
Note 2 - Secondary intervention may range from talking to the crew to a full rummage. This output maintains high levels of compliance, and acts as a check on risk assessments.
Current and Past Policy Initiatives
Policy Initiative | Year of First Impact |
2009/10 Budgeted $000 |
2010/11 Budget $000 |
2011/12 Estimated $000 |
2012/13 Estimated $000 |
2013/14 Estimated $000 |
---|---|---|---|---|---|---|
Current Government |
||||||
Joint Border Management System (Stage Two Business Case) | 2010/11 | - | 44 | 314 | 466 | 485 |
Contribution to the Establishment of the New Zealand Productivity Commission. | 2010/11 | - | (2) | (4) | (4) | (4) |
Savings from rationalisation of support functions and rephasing expenditure across financial years | 2009/10 | (236) | (72) | (72) | (72) | (72) |
Automated Passenger Clearance | 2009/10 | 278 | 656 | 656 | 656 | 656 |
Previous Government |
||||||
Passenger Processing Facilities at Auckland International Airport | 2008/09 | 31 | 31 | 31 | 31 | 31 |
Customs Border Management Systems Replacement Programme | 2007/08 | 62 | 62 | 62 | 62 | 62 |
Customs Wellington Head Office Relocation and Modernisation | 2007/08 | 143 | 143 | 143 | 143 | 143 |
Clearance and Enforcement Services Related to Goods (M21)#
Scope of Appropriation
Expenses and Revenue
2009/10 | 2010/11 | ||
---|---|---|---|
Budgeted $000 |
Estimated Actual $000 |
Budget $000 |
|
Total Appropriation | - | - | 59,592 |
Revenue from Crown | - | - | 20,268 |
Revenue from Other | - | - | 39,324 |
Reasons for Change in Appropriation
This is a new appropriation resulting from a review of Vote Customs output classes. From 2010/11 outputs of the New Zealand Customs Service will be provided from within six newly defined output classes. In 2010/11 there is no material change to the outputs being delivered by the New Zealand Customs Service.
Output Performance Measures and Standards
2009/10 | 2010/11 | ||
---|---|---|---|
Performance Measures | Budgeted Standard |
Estimated Actual Standard |
Budget Standard |
Percentage of trade transactions (other than those referred for compliance checks) processed (including assessment against business rules and intelligence alerts) within 30 minutes (of an estimated between 3.9-4.8 million import transactions, and 2.8-3.1 million export transactions, and 4,588-5,070 excise returns) | 95% | 99.7% | ≥95% |
Percentage of import transactions that are deemed compliant based on risk assessment and proceed without further interventions (see Note 1) | 95% | 96.5% | ≥95% |
Percentage of export transactions that are deemed compliant based on risk assessment and proceed without further interventions (see Note 1) | 99% | 99.3% | ≥99% |
Average percentage of international commercial customers satisfied or very satisfied with Customs' service (as measured biennially by Customs' stakeholder survey) | N/A | 75% | ≥75% |
Percentage of international commercial customers rating the quality of the working relationship with Customs as good or very good (as measured biennially by Customs' stakeholder survey) | N/A | 80% | ≥80% |
Percentage of international commercial customers rating Customs' responsiveness to commercial needs as good or very good (as measured biennially by Customs' stakeholder survey) | N/A | 70% | ≥70% |
Percentage of mail items (of an estimated between 59-62 million incoming mail items) that are referred for secondary screening | 310-000-370,000 items | 137,894 items | ≥0.2% |
Percentage of mail items subjected to secondary screening that result in an enforcement consequence (see Note 2) | 10%-14% | 34% | ≥30% |
Number of trade compliance field audit activities undertaken (see Note 3) | 1,000-1,100 | 1,000 | >1,100 |
Number of transactional audit activities undertaken | 20,000-40,000 | 25,080 | >20,000 |
Percentage of investigation cases (estimated between 400-600 cases) finalised within 12 months of commencement (see Note 4) | ≥75% | 74% | ≥75% |
Percentage of serious investigation cases (see Note 5) that lead to punitive action | N/A | 95% | ≥95% |
Note 1 - The percentage of import transactions deemed compliant is lower than the percentage of export items deemed compliant because the nature of the risk is different between imports and exports, the nature of the traders involved is different, and risk for many exports is managed under the Secure Exports Scheme.
Note 2 - This is a measure of the quality of Customs' intelligence targeting. If this is working well, it is expected that a moderate proportion of mail that is inspected will require some further Customs intervention. This may include identification of wrong declarations, seizures of goods, forfeit of goods, administrative penalties, referrals to other agencies, and the collection of intelligence information.
The total of this plus the previous measure relating to mail items referred for secondary screening should neither be very high (which would suggest that Customs' net is not cast widely enough to be sure of capturing illicit activity) nor very low (which would suggest that too much mail is being inspected).
Note 3 - Measures for trade assurance and compliance are under development for inclusion in the 2011/12 performance measures.
Note 4 - Investigations measures apply to all investigations cases. The 25 percent of investigations cases that take more than 12 months are particularly complex, and may be connected to subsequent investigations. They may be open for a number of years.
Note 5 - A serious investigation case involves, or has the potential to involve, serious community harm. Examples of serious investigation cases would include those that involve more than $250,000 drug harm (as calculated using the New Zealand Drug Harm Index), Class A or B drugs for supply, objectionable material involving child exploitation, or the importation of counterfeit medicines.
Current and Past Policy Initiatives
Policy Initiative | Year of First Impact |
2009/10 Budgeted $000 |
2010/11 Budget $000 |
2011/12 Estimated $000 |
2012/13 Estimated $000 |
2013/14 Estimated $000 |
---|---|---|---|---|---|---|
Current Government |
||||||
Disrupting 'P' Supply and Dismantling Criminal Networks | 2010/11 | - | 1,172 | 1,779 | 2,110 | 2,095 |
Joint Border Management System (Stage Two Business Case) | 2010/11 | - | 680 | 4,854 | 7,209 | 7,511 |
Contribution to the Establishment of the New Zealand Productivity Commission | 2010/11 | - | (14) | (28) | (30) | (30) |
Savings from rationalisation of support functions and rephasing expenditure across financial years | 2009/10 | (922) | (83) | (83) | (83) | (83) |
Previous Government |
||||||
Customs' Border Management Systems Replacement Programme | 2007/08 | 747 | 747 | 747 | 747 | 747 |
Customs Wellington Head Office Relocation and Modernisation | 2007/08 | 1,049 | 1,049 | 1,049 | 1,049 | 1,049 |
Clearance and Enforcement Services Related to Passengers and Crew (M21)#
Scope of Appropriation
Expenses and Revenue
2009/10 | 2010/11 | ||
---|---|---|---|
Budgeted $000 |
Estimated Actual $000 |
Budget $000 |
|
Total Appropriation | - | - | 47,478 |
Revenue from Crown | - | - | 46,316 |
Revenue from Other | - | - | 1,162 |
Reasons for Change in Appropriation
This is a new appropriation resulting from a review of Vote Customs output classes. From 2010/11 outputs of the New Zealand Customs Service will be provided from within six newly defined output classes. In 2010/11 there is no material change to the outputs being delivered by the New Zealand Customs Service.
Output Performance Measures and Standards
2009/10 | 2010/11 | ||
---|---|---|---|
Performance Measures | Budgeted Standard |
Estimated Actual Standard |
Budget Standard |
Percentage of arriving international air passengers (estimated 4.6-5.1 million passengers) who exit Customs Primary processing points within 45 minutes of arrival (see Note 1) | ≥90% | 97% | ≥90% |
Percentage of arriving international air passengers and crew who are deemed compliant based on risk assessment and facilitated without further intervention | ≥98% | 98.5% | ≥98% |
Average percentage of international travellers satisfied that Customs processes passengers quickly and conveniently (as measured biennially by Customs' stakeholder survey) | N/A | 70% | ≥70% |
Percentage of eligible arriving Trans-Tasman passengers who use SmartGate | N/A | 40% | ≥40% |
Average percentage of international travellers satisfied that Customs provides a friendly welcome to New Zealand (as measured biennially by Customs' stakeholder survey) | N/A | 65% | ≥65% |
Percentage of arriving international air passengers and crew who are selected for further risk assessment at Customs' secondary areas (see Note 2) | 1.1%-1.5% | 1.5% | 1.1%-1.5% |
Percentage of arriving international air passengers and crew who were selected for further risk assessment who were subsequently subject to a full or partial baggage examination (see Note 3) | 30%-40% | 29% | 25%-35% |
Note 1 - All passengers are provided with an information pamphlet to assist them with completing their Customs declaration. All passengers and crew are assessed for risk, including screening against advance passenger information. Information is collected from all passengers and crew as part of the facilitation process. All passengers and crew are subject to dog and x-ray screening, and may also be referred from Ministry of Agriculture and Forestry screening.
Note 2 - 1.1 to 1.5 percent of passengers and crew are selected for further risk assessment, and directed to secondary areas for further intervention. From this point on, passengers and crew are no longer being facilitated, and Customs is carrying out an enforcement role.
Note 3 - All passengers who are searched produce either intelligence information, or discovery of prohibited, restricted, or dutiable items, or both. A measure is in development to identify the interventions that result in finding undeclared restricted or prohibited items or dutiable goods.
Current and Past Policy Initiatives
Policy Initiative | Year of First Impact |
2009/10 Budgeted $000 |
2010/11 Budget $000 |
2011/12 Estimated $000 |
2012/13 Estimated $000 |
2013/14 Estimated $000 |
---|---|---|---|---|---|---|
Current Government |
||||||
Joint Border Management System (Stage Two Business Case) | 2010/11 | - | 249 | 1,777 | 2,640 | 2,750 |
Contribution to the Establishment of the New Zealand Productivity Commission | 2010/11 | - | (15) | (29) | (31) | (31) |
Savings from rationalisation of support functions and rephasing expenditure across financial years | 2009/10 | (1,250) | (430) | (430) | (430) | (430) |
Automated Passenger Clearance | 2009/10 | 1,576 | 3,719 | 3,719 | 3,719 | 3,719 |
Previous Government |
||||||
Passenger Processing Facilities at Auckland International Airport | 2008/09 | 179 | 179 | 179 | 179 | 179 |
Customs Border Management Systems Replacement Programme | 2007/08 | 353 | 353 | 353 | 353 | 353 |
Customs Wellington Head Office Relocation and Modernisation | 2007/08 | 733 | 733 | 733 | 733 | 733 |
Information and Intelligence Services (M21)#
Scope of Appropriation
Expenses and Revenue
2009/10 | 2010/11 | ||
---|---|---|---|
Budgeted $000 |
Estimated Actual $000 |
Budget $000 |
|
Total Appropriation | - | - | 6,569 |
Revenue from Crown | - | - | 5,583 |
Revenue from Other | - | - | 986 |
Reasons for Change in Appropriation
This is a new appropriation resulting from a review of Vote Customs output classes. From 2010/11 outputs of the New Zealand Customs Service will be provided from within six newly defined output classes. In 2010/11 there is no material change to the outputs being delivered by the New Zealand Customs Service.
Output Performance Measures and Standards
2009/10 | 2010/11 | ||
---|---|---|---|
Performance Measures | Budgeted Standard |
Estimated Actual Standard |
Budget Standard |
Percentage of external clients who are satisfied with intelligence and risk products (estimated between 1,600-1,800) disseminated by Customs (see Note 1) | ≥80% | 80% | ≥80% |
Percentage of external clients who are satisfied with Customs management of alerts created by their agency (estimated between 28,000-32,000 alerts) | ≥80% | 80% | ≥80% |
Percentage of civilian demand that is met where patrol and surveillance assets (10 assets managed) are available (see Note 2) | 100% | 100% | 100% |
Percentage of requesting agencies and assets providers satisfied with National Maritime Coordination Centre's responsiveness, transparency, and prioritisation in coordination of tasking | ≥90% | 90% | ≥90% |
Note 1 - Further measures around information services are in development.
Note 2 - The National Maritime Coordination Centre prioritises and matches available maritime surveillance craft to the demand for maritime surveillance from civilian agencies. This ensures optimal use of the craft of all agencies.
Current and Past Policy Initiatives
Policy Initiative | Year of First Impact |
2009/10 Budgeted $000 |
2010/11 Budget $000 |
2011/12 Estimated $000 |
2012/13 Estimated $000 |
2013/14 Estimated $000 |
---|---|---|---|---|---|---|
Current Government |
||||||
Joint Border Management System (Stage Two Business Case) | 2010/11 | - | 1,308 | 8,001 | 11,921 | 12,148 |
Contribution to the Establishment of the New Zealand Productivity Commission | 2010/11 | - | (1) | (3) | (4) | (4) |
Savings from rationalisation of support functions and rephasing expenditure across financial years | 2009/10 | (150) | (6) | (6) | (6) | (6) |
Previous Government |
||||||
National Maritime Coordination Centre (NMCC) Staff and Information Systems | 2008/09 | 399 | 456 | 446 | 446 | 446 |
Customs Wellington Head Office Relocation and Modernisation | 2007/08 | 96 | 96 | 96 | 96 | 96 |
Customs' People Capability | 2007/08 | 6 | 6 | 6 | 6 | 6 |
Implementing a Data Match for Student Loans | 2006/07 | 98 | 98 | 98 | 98 | 98 |
Policy Advice and International Services (M21)#
Scope of Appropriation
Expenses and Revenue
2009/10 | 2010/11 | ||
---|---|---|---|
Budgeted $000 |
Estimated Actual $000 |
Budget $000 |
|
Total Appropriation | - | - | 7,676 |
Revenue from Crown | - | - | 7,363 |
Revenue from Other | - | - | 313 |
Reasons for Change in Appropriation
This is a new appropriation resulting from a review of Vote Customs output classes. From 2010/11 outputs of the New Zealand Customs Service will be provided from within six newly defined output classes. In 2010/11 there is no material change to the outputs being delivered by the New Zealand Customs Service.
Output Performance Measures and Standards
2009/10 | 2010/11 | ||
---|---|---|---|
Performance Measures | Budgeted Standard |
Estimated Actual Standard |
Budget Standard |
Percentage of draft replies to ministerial correspondence (estimated between 50-70 items) that are provided within 20 working days or as agreed with the Minister | 90% | 91.5% | ≥90% |
Percentage of draft responses to parliamentary questions (estimated less than 150 items) that are provided to the Minister's office so that answers can meet the timeframe set in Parliamentary Standing Orders | N/A | 100% | 100% |
Minister's assessment of his satisfaction that the policy advice provided conforms to the quality characteristics (see Note 1) | Meets and sometimes exceeds expectations | Meets and sometimes exceeds expectations | Meets expectations |
Median score (out of 10) for policy papers as assessed by the external reviewer (NZIER) | ≥7.5 | ≥7.5 | ≥7.5 |
Minister's satisfaction with advice and support in relation to international services and assistance provided | N/A | Meets expectations | Meets expectations |
Note 1 - The quality characteristics for policy advice (dimension followed by relevant standard) are:
- Purpose - the aim of the advice is clearly stated and it answers the questions set.
- Logic - assumptions behind the advice are explicit and the argument is logical and supported by the facts.
- Accuracy - facts in the papers are accurate and all material facts are included.
- Evaluation - advice provided includes, where appropriate and relevant, the outcomes to be achieved by the recommended course of action and the means by which that achievement will be evaluated.
- Options - an adequate range of options is presented and the benefits, costs and consequences of each option to the Government and the community are assessed.
- Consultation - consultation has occurred: with other government agencies and other affected parties and possible objections to proposals were identified; and with the Maori community on all relevant policy developments as required.
- Practicality - problems of implementation, technical feasibility, timing, and consistency with other policies have been considered.
- Presentation - the format meets Cabinet Office and ministerial requirements; the material is effectively, concisely, and clearly presented, has short sentences in plain English, and is free of spelling or grammatical errors.
- Timeliness - papers are provided in time to meet Cabinet Office and ministerial requirements, or as otherwise agreed.
Current and Past Policy Initiatives
Policy Initiative | Year of First Impact |
2009/10 Budgeted $000 |
2010/11 Budget $000 |
2011/12 Estimated $000 |
2012/13 Estimated $000 |
2013/14 Estimated $000 |
---|---|---|---|---|---|---|
Current Government |
||||||
Contribution to the Establishment of the New Zealand Productivity Commission | 2010/11 | - | (2) | (3) | (3) | (3) |
Joint Border Management System (Stage Two Business Case) | 2009/10 | 2,136 | - | - | - | - |
Savings from rationalisation of support functions and rephasing expenditure across financial years | 2009/10 | (232) | (204) | (204) | (204) | (204) |
Previous Government |
||||||
Customs Wellington Head Office Relocation and Modernisation | 2007/08 | 242 | 242 | 242 | 242 | 242 |
Revenue Collection (M21)#
Scope of Appropriation
Expenses and Revenue
2009/10 | 2010/11 | ||
---|---|---|---|
Budgeted $000 |
Estimated Actual $000 |
Budget $000 |
|
Total Appropriation | - | - | 5,299 |
Revenue from Crown | - | - | 4,993 |
Revenue from Other | - | - | 306 |
Reasons for Change in Appropriation
This is a new appropriation resulting from a review of Vote Customs output classes. From 2010/11 outputs of the New Zealand Customs Service will be provided from within six newly defined output classes. In 2010/11 there is no material change to the outputs being delivered by the New Zealand Customs Service.
Output Performance Measures and Standards
2009/10 | 2010/11 | ||
---|---|---|---|
Performance Measures | Budgeted Standard |
Estimated Actual Standard |
Budget Standard |
Revenue collected on behalf of the Crown, as advised by Treasury | $8,942 million | $8,942 million | $10,823 million |
Revenue collected for other agencies, as advised by the agencies involved | $335-350 million | $375 million | $375-400 million |
Percentage of revenue that is collected electronically | >95% | 97.5% | >95% |
Percentage of revenue that is collected by the due date | >98% | 99.9% | >98% |
Number of clients that meet credit criteria and have access to the deferred payment scheme (see Note 1) | >8,000 | 8,100 | >8,000 |
Debt write-offs as a percentage of total revenue collected in that year | ≤0.02% | 0.02% | ≤0.02% |
Additional revenue owed that is identified through the trade compliance programme | >$15 million | >$60 million | >$15 million |
Note 1 - Deferred payment benefits both Customs and traders: eligible traders gain flexibility, and this assists their revenue compliance.
Current and Past Policy Initiatives
Policy Initiative | Year of First Impact |
2009/10 Budgeted $000 |
2010/11 Budget $000 |
2011/12 Estimated $000 |
2012/13 Estimated $000 |
2013/14 Estimated $000 |
---|---|---|---|---|---|---|
Current Government |
||||||
Contribution to the Establishment of the New Zealand Productivity Commission | 2010/11 | - | (1) | (3) | (3) | (3) |
Savings from rationalisation of support functions and rephasing expenditure across financial years | 2009/10 | (60) | (5) | (5) | (5) | (5) |
Previous Government |
||||||
Customs Wellington Head Office Relocation and Modernisation | 2007/08 | 115 | 115 | 115 | 115 | 115 |
Customs' Border Management Systems Replacement Programme | 2007/08 | 23 | 23 | 23 | 23 | 23 |
Part 5 - Details and Expected Results for Other Expenses#
Part 5.2 - Non-Departmental Other Expenses
Intended Impacts, Outcomes and Objectives
Intended Impacts, Outcomes or Objectives of Appropriations | Appropriations |
---|---|
Objective: To manage debts owed to the Crown and to minimise the impact on Crown Revenue of debts owed to the Crown. | Change in Doubtful Debt Provision |
Objective: To meet international obligations and participate in, and contribute to, the international customs community. | World Customs Organisation |
Change in Doubtful Debt Provision (M21)
Scope of Appropriation
Expenses
2009/10 | 2010/11 | ||
---|---|---|---|
Budgeted $000 |
Estimated Actual $000 |
Budget $000 |
|
Total Appropriation | 2,000 | 2,000 | 2,000 |
World Customs Organisation (M21)#
Scope of Appropriation
Expenses
2009/10 | 2010/11 | ||
---|---|---|---|
Budgeted $000 |
Estimated Actual $000 |
Budget $000 |
|
Total Appropriation | 88 | 88 | 88 |
Reporting Mechanisms#
Appropriation | Reporting Mechanism |
---|---|
Change in Doubtful Debt Provision | Annual Report of New Zealand Customs Service |
World Customs Organisation | Annual Report of New Zealand Customs Service |
The above table indicates the mechanisms to be used for reporting actual performance for each non-departmental other expenses appropriation.
Part 6 - Details and Expected Results for Capital Expenditure#
Part 6.1 - Departmental Capital Expenditure
Intended Impacts, Outcomes and Objectives
Intended Impacts, Outcomes or Objectives of Appropriations | Appropriations |
---|---|
Objective: To maintain and upgrade capability through the maintenance and replacement of assets. |
New Zealand Customs Service - Capital Expenditure PLA |
New Zealand Customs Service - Capital Expenditure PLA (M21)
Scope of Appropriation
Capital Expenditure
2009/10 | 2010/11 | ||
---|---|---|---|
Budgeted $000 |
Estimated Actual $000 |
Budget $000 |
|
Forests/Agricultural | - | - | - |
Land | - | - | - |
Property, Plant and Equipment | 15,946 | 15,946 | 18,575 |
Intangibles | 1,503 | 1,503 | 29,961 |
Other | - | - | - |
Total Appropriation |
17,449 | 17,449 | 48,536 |
Forests/Agricultural | - | - | - |
Land | - | - | - |
Property, Plant and Equipment | 15,946 | 15,946 | 18,575 |
Intangibles | 1,503 | 1,503 | 29,961 |
Other | - | - | - |
Total Appropriation |
17,449 | 17,449 | 48,536 |
Reasons for Change in Appropriation
The 2010/11 budgeted capital expenditure includes funding provision to:
- implement the first tranche of the Joint Border Management System-Trade Single Window
- introduce advanced tracking and surveillance technology
- complete the programme to install self service border clearance technology for eligible travellers flying trans-Tasman routes
- establish a new National Targeting Centre
- complete the consolidation and relocation of Customs' air and sea cargo inspection activities in Auckland.
The move of the Wellington Customhouse to new premises is programmed for the first half of 2010/11.
Performance Information for Appropriations Vote Defence#
MINISTER(S) RESPONSIBLE FOR APPROPRIATIONS: Minister of Defence (M22)
ADMINISTERING DEPARTMENT: Ministry of Defence
MINISTER RESPONSIBLE FOR MINISTRY OF DEFENCE: Minister of Defence
Part 1 - Summary of the Vote
Part 1.1 - Overview of the Vote
The Minister of Defence is responsible for appropriations in the Vote for the 2010/11 financial year covering the following:
- a total of just over $1.900 million for audits and assessments of the New Zealand Defence Force and Ministry of Defence
- a total of just over $3.900 million for managing procurement or refurbishment, on behalf of the Crown, of various items of equipment contributing to a capability of the New Zealand Defence Force
- a total of just under $4 million for policy advice, management of international defence relations and services to the Minister
- a total of just under $229 million for the purchase, modification, or refurbishment of major items of defence equipment for the New Zealand Defence Force.
Details of these appropriations are set out in Parts 2-6 below.
Part 1.2 - High-Level Objectives of the Vote#
Link to Government Priorities
The completion and implementation of the Defence Review: The Ministry of Defence is undertaking a "deep" Review. This means the Government is critically examining how the Defence Force, in the future, can best meet New Zealand's security needs. As a "deep" Review it will provide the basis for defence policy both in the medium term, but also over the longer term, taking into account the major capabilities that will be reaching the end of their lives within the next 20 years. The Review will establish a clear policy framework based on an assessment of our current and future security environment. This is critical to determining a capability mix and force structure that provides the Government with an appropriate set of options for meeting its security obligations, as well as delivering value for money.
Ensuring that the New Zealand Defence Force (NZDF) remains effective and responsive: The Government expects the Defence Force to be able to undertake a range of key tasks - from providing assistance to New Zealanders when required, to meeting obligations to our near neighbours in the South Pacific (for example responding to emergencies such as the recent natural disasters in Samoa, Tonga, and the Cook Islands), and to undertaking peacekeeping and nation building such as that in the Solomons, Timor Leste and Afghanistan.
Consolidating the ANZAC relationship: New Zealand's close relationship with Australia is creating new opportunities to work with Australia and develop genuinely complementary capabilities. There will be particularly focus in the following areas:
- Air transport.
- Response forces in the South Pacific.
- Closer capability development cooperation.
- Defence industry capability.
The Ministry of Defence will play a central role in developing and leading the implementation of closer ANZAC cooperation.
Confirming a sound and balanced capital acquisition strategy for defence equipment within financial guidelines: Past procurements have been expensive, problematic and subject to lengthy delays. This has created unplanned operating implications. The overall effect has been to lessen confidence in the procurement system and increase risk through programmes that do not deliver on time. The Ministry of Defence will implement changes to improve this.
Putting in place an approach to defence management which ensures that the defence capabilities the Government needs are delivered: It is clear that for the next few years New Zealand will be under considerable fiscal restraint. Defence needs to review the way they operate and ensure it provides best value for money. The Ministry of Defence will work in concert with the Defence Force and central agencies in this regard.
In addition, there would be the continuing provision to the Minister of Defence, by the Secretary of Defence, of reports of assessments and audits of the New Zealand Defence Force and the procurement activities of the Ministry of Defence, in accordance with the Defence Act.
Contribution of Appropriations to Government Priorities and Outcomes
Appropriations | Government Priorities | Government Outcomes |
---|---|---|
Departmental Output Expenses Audit and Assessment of Performance Management of Equipment Procurement Policy Advice |
Policy Theme: NZ is secure | High Level Outcome New Zealand is secure and the security of other nations is enhanced by New Zealand's efforts. Intermediate Level Outcomes New Zealand identifies all credible military threats to its security environment. New Zealand's military capabilities are aligned with our requirements. New Zealand's defence relationships are aligned with our security interests and foreign policy goals. New Zealand's military deployments support our regional and wider international objectives. |
Non-Departmental Capital Expenditure Defence Equipment |
Policy Theme: NZ is secure | High Level Outcome New Zealand is secure and the security of other nations is enhanced by New Zealand's efforts. Intermediate Level Outcomes New Zealand identifies all credible military threats to its security environment. New Zealand's military capabilities are aligned with our requirements. New Zealand's defence relationships are aligned with our security interests and foreign policy goals. New Zealand's military deployments support our regional and wider international objectives. |
Part 1.3 - Trends in the Vote#
Summary of Financial Activity
2005/06 | 2006/07 | 2007/08 | 2008/09 | 2009/10 | 2010/11 | 2011/12 | 2012/13 | 2013/14 | ||||
---|---|---|---|---|---|---|---|---|---|---|---|---|
Actual $000 |
Actual $000 |
Actual $000 |
Actual $000 |
Budgeted $000 |
Estimated Actual $000 |
Departmental Transactions Budget $000 |
Non- Departmental Transactions Budget $000 |
Total Budget $000 |
Estimated $000 |
Estimated $000 |
Estimated $000 |
|
Appropriations |
||||||||||||
Output Expenses | 8,450 | 9,006 | 9,476 | 12,192 | 11,708 | 11,408 | 9,791 | - | 9,791 | 9,791 | 9,795 | 9,795 |
Benefits and Other Unrequited Expenses | - | - | - | - | - | - | N/A | - | - | - | - | - |
Borrowing Expenses | - | - | - | - | - | - | - | - | - | - | - | - |
Other Expenses | - | - | - | - | - | - | - | - | - | - | - | - |
Capital Expenditure | 415,478 | 471,597 | 279,995 | 144,949 | 313,319 | 313,319 | 315 | 228,753 | 229,068 | 162,326 | 72,003 | 197 |
Intelligence and Security Department Expenses and Capital Expenditure | - | - | - | - | - | - | - | N/A | - | - | - | - |
Total Appropriations |
423,928 | 480,603 | 289,471 | 157,141 | 325,027 | 324,727 | 10,106 | 228,753 | 238,859 | 172,117 | 81,798 | 9,992 |
Crown Revenue and Capital Receipts |
||||||||||||
Tax Revenue | - | - | - | - | - | - | N/A | - | - | - | - | - |
Non-Tax Revenue | 570 | 754 | 578 | 152 | 200 | 200 | N/A | 200 | 200 | 100 | 100 | - |
Capital Receipts | 395,882 | 509,267 | 253,230 | 228,583 | 174,118 | 174,118 | N/A | 328,722 | 328,722 | 177,808 | 60,441 | 5,515 |
Total Crown Revenue and Capital Receipts |
396,452 | 510,021 | 253,808 | 228,735 | 174,318 | 174,318 | N/A | 328,922 | 328,922 | 177,908 | 60,541 | 5,515 |
New Policy Initiatives
Policy Initiative | Appropriation | 2009/10 Budgeted $000 |
2010/11 Budget $000 |
2011/12 Estimated $000 |
2012/13 Estimated $000 |
2013/14 Estimated $000 |
---|---|---|---|---|---|---|
IFRS & foreign exchange adjustment | Non-Departmental Capital Expenditure | 18759 | 2163 | |||
Defence Review 09 | Policy Advice | 710 | - | - | - | - |
Acquisition resources | Management of Equipment Procurement | 200 | 200 | 200 | 200 | - |
Training Light Utility Project | Non-Departmental Capital Expenditure | 5,604 | 48,100 | 3,496 | - | - |
Defence Command and Control System | Non-Departmental Capital Expenditure | 7,000 | 1,469 | 461 | 3,632 | - |
ANZAC Platform System Upgrade | Non-Departmental Capital Expenditure | 3,965 | 1,146 | 1,743 | - | - |
Analysis of Significant Trends
The departmental appropriations in Vote Ministry of Defence, which are detailed in the Summary of Financial Activity table in Part 1.3 above, show the significant changes discussed below.
Departmental Output Expense Appropriations
Significant movements over this time period are:
- The increase of $556,000 between 2005/06 and 2006/07 is mainly due to an increase of $158,000 in depreciation and capital charge on the Aitken Street building and expenditure of $396,000 on the Defence Capability Resourcing Review.
- The increase of $470,000 between 2006/07 and 2007/08 is mainly due to an increase of $448,000 in expenditure on the Defence Capability Resourcing Review.
- The increase of $2.716 million between 2007/08 and 2008/09 is mainly due to contract mediation relating to warranty issues of a acquisition project.
- The decrease of $984,000 between 2008/09 and 2009/10 is mainly due to an increase of $200,000 for additional project management resources, a further $420,000 to total $710,000 on the Defence Review 2009, and a reduction of $1.600 million in contact warranty issues.
- The reduction of $1,917 million in funding between 2009/10 and 2010/11 is due to the cessation of associated one-off funding of $710,000 for Defence Review 09, and the $1,200 million relating to contact warranty issues and pre-acquisition cost in the 2009/10 financial year.
- The small movement in the appropriation currently planned for years 2011/12 to 2013/14 is due to the reduced contribution to communications inter-operability project in its latter years.
Departmental Capital Expenditure
The majority of the capital expenditure over the years relates to the Ministry of Defence's contribution towards the construction of the new Defence House in Aitken Street in Wellington. Other capital expenditure relates primarily IT software and equipment identified as new and replacement items required by the Ministry to deliver its stated outcomes and outputs.
Non-Departmental Capital Expenditure
The movements in capital expenditure in each of the years 2005/06 to 2013/14 relates to the volume of projects underway in each financial year and changes in the forecast timing of achievement of project milestones and associated changes in the timing of payments for those milestones.
Capital Receipts
The Ministry of Defence receives Capital Receipts from the New Zealand Defence Force from the sale of defence equipment. Changes in Capital Receipts during the years 2005/06 to 2009/10 reflect the number, structure and scope of the projects undertaken on behalf of the Crown during the same time period. Years 2010/11 to 2013/14 reflect the anticipated number, structure and scope of the projects to be undertaken on behalf of the Crown during the same time period.
Part 2 - Details and Expected Performance for Output Expenses#
Part 2.1 - Departmental Output Expenses
Intended Impacts, Outcomes and Objectives
Intended Impacts, Outcomes or Objectives of Appropriations | Appropriations |
---|---|
An approved schedule of audits and assessments is satisfactorily completed, and other audits and assessments are conducted as required by the Minister of Defence. | Audit and Assessment of Performance |
Military assets are procured on behalf of the Crown and transferred to the New Zealand Defence Force. Warranty issues which arise from the procurement of assets are well managed. Industry receives advice on defence requirements facilitating effective communication to enable opportunities for New Zealand industry to provide goods and services as required and receive opportunities to compete for work consistent with government procurement policies. |
Management of Equipment Procurement |
Government receives advice on significant issues that have an impact on defence policy and international relations. Capability reviews in cooperation with the New Zealand Defence Force identify options for achieving the Government's defence policy goals. International defence relationships with Australia and other regional countries and participation in regional multilateral security dialogues contribute to New Zealand's security. |
Policy Advice |
Audit and Assessment of Performance (M22)
Scope of Appropriation
Expenses and Revenue
2009/10 | 2010/11 | ||
---|---|---|---|
Budgeted $000 |
Estimated Actual $000 |
Budget $000 |
|
Total Appropriation | 1,906 | 1,906 | 1,906 |
Revenue from Crown | 1,839 | 1,839 | 1,839 |
Revenue from Other | 67 | 67 | 67 |
Reasons for Change in Appropriation
A small amount of cost savings have been identified within Audit and Assessment of Performance.
Output Performance Measures and Standards
2009/10 | 2010/11 | ||
---|---|---|---|
Performance Measures | Budgeted Standard |
Estimated Actual Standard |
Budget Standard |
Delivery to the Minister of Defence of reports of audits and assessments, as required by s.24(2)(e) of the Defence Act 1990 and s.3(6) of the Hazardous Substances and New Organisms Act 1996. The audits and assessments to be undertaken are approved by the Secretary of Defence and Chief of Defence Force on behalf of the Minister. An average of between 16 and 17 reports has been completed annually over the past five years. | 15 -18 | 20 | 15-18 |
Reports will be of quality, timeliness and effectiveness that is acceptable to key stakeholders. Key stakeholders are the Minister of Defence, the Secretary of Defence and the Chief of Defence Force. Quality, timeliness and effectiveness is assessed by obtaining the views of the chief executives at each six-monthly meeting of the Defence Evaluation Board. The Board receives Evaluation Reports on behalf of the Minister under delegated authority. | Achieved | Achieved | Achieved |
Audits will be performed in accordance with the Ministry's standards for audits and assessments of performance (see Conditions on Use of Appropriation, below). This is monitored by managerial oversight and direction. | Achieved | Achieved | Achieved |
Conditions on Use of Appropriation
Reference | Conditions |
---|---|
Auditing Standards for Audits and Assessments of Performance | |
Scope and Objectives | The audit or assessment will have clear scope and objectives. |
Relevance | The audit or assessment will be selected on the basis of relevance and risk to the Minister and the New Zealand Defence Force or the Ministry. |
Focus | The audit or assessment will have suitable criteria that focus the work and provide a basis for developing observations and conclusions. |
Evidence | The audit or assessment will have sufficient appropriate evidence to support the content of the report. |
Objectivity | The audit or assessment will involve objective evaluation of the evidence against criteria to develop observations and conclusions. |
Recommendations | The audit or assessment will include recommendations that will, if implemented, add value, improve efficiency and effectiveness, or ameliorate risk. |
Current and Past Policy Initiatives
Policy Initiative | Year of First Impact |
2009/10 Budgeted $000 |
2010/11 Budget $000 |
2011/12 Estimated $000 |
2012/13 Estimated $000 |
2013/14 Estimated $000 |
---|---|---|---|---|---|---|
Communication inter-operability project | (3) | (3) | (3) | (3) | (2) | (2) |
Management of Equipment Procurement (M22)#
Scope of Appropriation
Expenses and Revenue
2009/10 | 2010/11 | ||
---|---|---|---|
Budgeted $000 |
Estimated Actual $000 |
Budget $000 |
|
Total Appropriation | 4,937 | 4,637 | 3,930 |
Revenue from Crown | 4,662 | 4,362 | 3,862 |
Revenue from Other | 275 | 275 | 68 |
Reasons for Change in Appropriation
There will be no costs incurred in the 2010/11 year associated with the Protector procurement project. The appropriation in 2010/11 reduces by $1.007 million due to the one off costs included in 2009/10 of Protector mediation costs $800,000 and pre-acquisition costs of $207,000.
Output Performance Measures and Standards
2009/10 | 2010/11 | ||
---|---|---|---|
Performance Measures | Budgeted Standard |
Estimated Actual Standard |
Budget Standard |
New equipment procurement or refurbishment projects will be managed within the approved budget, and | Achieved | Achieved | Achieved |
New equipment procurement or refurbishment projects will be managed to the quality standards negotiated for each project in accordance with the agreed Statement of Compliance issued on completion. This is measured by test, evaluation, independent audit, and measurements as prescribed in contractual documents. | Achieved | Achieved | Achieved |
To reduce the average project schedule overrun. | 10% | Not Achieved | 10% |
Confirmation by the Defence Industry Committee of New Zealand that the Ministry of Defence and its agent, the Industry Capability Network, has adequately promoted domestic suppliers capabilities to overseas based prime contractors. | Confirmation Received | Confirmation Received | Confirmation Received |
Conditions on Use of Appropriation
Reference | Conditions |
---|---|
Quality Standards for Equipment Procurement |
|
Recommendations | Recommendations are clear, and logical. They are sufficient to enable a decision to be made on a proposal or move to the next decision/action point. |
Options | A range of options is presented that provide clearly differentiated choices and these are rigorously evaluated against the analytical framework. Costs, benefits, consequences, and risks/opportunities of the options are assessed as part of the analysis. Where it is not possible to use a range of options the reasons are clearly stated. |
Consultation | Consultation Evidence of thorough and timely consultation with other government departments and interested parties is presented, and their views, including objections, incorporated as appropriate. |
Quality Standards for the promotion of domestic suppliers capabilities |
|
Consultation | Evidence of thorough and timely consultation with other government departments and interest parties is presented. |
Current and Past Policy Initiatives
Policy Initiative | Year of First Impact |
2009/10 Budgeted $000 |
2010/11 Budget $000 |
2011/12 Estimated $000 |
2012/13 Estimated $000 |
2013/14 Estimated $000 |
---|---|---|---|---|---|---|
Pre Acquisition Costs | 2009/10 | 207 | - | - | - | - |
Additional Project Management Resources | 2008/09 | 200 | 200 | 200 | 200 | 200 |
Protector Mediation Costs | 2009/10 | 500 | - | - | - | - |
Protector Mediation Costs-additional costs | 2009/10 | 500 | - | - | - | - |
Communications inter-operability project | 2009/10 | (3) | (3) | (3) | (2) | (2) |
Improved Value for Money Review | 2009/10 | (200) |
Policy Advice (M22)#
Scope of Appropriation
Expenses and Revenue
2009/10 | 2010/11 | ||
---|---|---|---|
Budgeted $000 |
Estimated Actual $000 |
Budget $000 |
|
Total Appropriation | 4,865 | 4,865 | 3,955 |
Revenue from Crown | 4,797 | 4,797 | 3,887 |
Revenue from Other | 68 | 68 | 68 |
Reasons for Change in Appropriation
The appropriation reduces by $910,000 due to one off costs in 2009/10 for the Defence and Improved Value for Money reviews.
Output Performance Measures and Standards
2009/10 | 2010/11 | ||
---|---|---|---|
Performance Measures | Budgeted Standard |
Estimated Actual Standard |
Budget Standard |
The supply of individual policy papers will be of high quality, which will be assessed by the percentage of first drafts of all policy papers accepted by the Minister. | 90% | 90% | N/A |
Submission of policy papers for the Ministers including Cabinet papers which will be of high quality and which will be assessed by the percentage of all policy papers substantially meeting the Minister and Associate Ministers requirements. | 90% | 90% | N/A |
Prepare answers to Select Committee questions for the Minister which will be of high quality and which will be assessed by the percentage of first drafts of all answers accepted by the Minister. | 90% | 90% | N/A |
The supply of all other responses will be of high quality, which will be assessed by the percentage of responses accepted without substantive amendment. | 95% | 95% | N/A |
All reports and oral advice will be delivered within the agreed or statutory time frame. Ministerials within 14 working days of receipt of the request, replies to Parliamentary Questions for Written Answer provided by the due date, and replies to Parliamentary Questions for oral answer provided by midday on the day that the reply is due in the House. | Achieved | Achieved | N/A |
Prepare policy papers for the Minister, Including Cabinet papers | |||
Quantity (number of items) | N/A | N/A | 24-30 |
Quality as assessed by the quality ratings assigned by the Minister and Associate Minister on a scale from 1 (best) to 5 (worst). | N/A | N/A | >50% graded 1 |
Timeliness, as assessed by the percentage of papers that were submitted by the directed deadline. | N/A | N/A | >95% of papers submitted by deadline |
Prepare Ministerial correspondence for the Minister | |||
Quantity (number of items) | N/A | N/A | 35-55 |
Prepare Ministerial correspondence for the Minister which will be of high quality and which will be assessed by the percentage of first drafts of all correspondence accepted by the Ministers. | 90% | 90% | 90% |
Timeliness, as assessed by the percentage of draft replies that were not submitted by the directed deadline. | N/A | N/A | >95% of papers submitted by deadline |
Prepare answers to Parliamentary questions for the Minister | |||
Quantity (number of items) | N/A | N/A | 90-100 |
Prepare answers to Parliamentary questions for the Ministers which will be of high quality and which will be assessed by the percentage of first drafts of all questions accepted by the Ministers. | 90% | 90% | 90% |
Timeliness, as assessed by the percentage of draft replies that were submitted to the Minister within the time specified in Standing Orders. There are three categories - (A) questions for oral answer, (B) questions for written answer and (C) questions of the day. | N/A | N/A | >95% of papers submitted by deadline |
Prepare answers to Select Committee questions for the Minister | |||
Quantity (number of items) | N/A | N/A | 20-30 |
Quality as assessed by the quality ratings assigned by the Minister and Associate Minister on a scale from 1 (best) to 5 (worst). | N/A | N/A | >50% graded 1 |
Timeliness, as assessed by the percentage of draft replies that were not submitted by the deadline requested by the Select Committee. | N/A | N/A | >95% of papers submitted by deadline |
Prepare responses to Official Information Act requests | |||
Quantity (number of items) | 60-80 | ||
Quality as assessed by the number of replies that generate further correspondence, including the involvement of the Ombudsman | N/A | N/A | 0 |
Timeliness, as assessed by the percentage of replies that were completed within the time set by statutory requirement (20 working days). | N/A | N/A | >95% of papers submitted by deadline |
Conditions on Use of Appropriation
Reference | Conditions |
---|---|
Quality Standards for Analysis and Advice | |
Purpose | The objective for the advice is clearly stated, it answers any defence and security issues raised by the Minister and demonstrates a clear understanding of the desired outcome(s) of the Government and/or the Minister. |
Problem definition | Any public policy problem, including the underlying causes, size and materiality of issue, is identified and supported by data or other evidence. |
Context | It is clear where the advice stands in the context of the wider policy process, including what has already been undertaken and what is expected to occur in the future. |
Logic | An appropriate analytical framework is used. Assumptions behind the advice are explicit and the argument is logical and supported by facts. |
Accuracy | All material facts are present and accurate. Known gaps that could significantly affect the conclusions are identified and the range of uncertainty stated. |
Options | A range of options is presented that provides clearly differentiated choices and these are rigorously evaluated against the analytical framework. Costs, benefits, consequences, and risks/opportunities of the options are assessed as part of the analysis. Where it is not possible to use a range of options the reasons are clearly stated. |
Recommendations | Recommendations are clear, logical and action oriented and can stand alone from the rest of the advice. They are sufficient to enable a decision to be made on the proposal or to move to the next decision/action point. |
Consultation | Evidence of thorough and timely consultation with other government departments and interested parties is presented and their views, including objections, incorporated as appropriate. |
Practicality | Issues of implementation, technical feasibility, practicality and timing are considered and budgetary implications identified. |
Presentation | Material is presented to suit the target audience and:
|
Current and Past Policy Initiatives
Policy Initiative | Year of First Impact |
2009/10 Budgeted $000 |
2010/11 Budget $000 |
2011/12 Estimated $000 |
2012/13 Estimated $000 |
2013/14 Estimated $000 |
---|---|---|---|---|---|---|
Defence Capability and Resourcing Review - Improved Organisational Capability | 2005/06 | 844 | 844 | 844 | 844 | 844 |
Defence Review 09 and white paper | 2008/09 | 710 | - | - | - | - |
Communications inter-operability project | 2009/10 | (4) | (4) | (4) | (2) | (2) |
Improved Value for Money Review | 2009/10 | 200 |
Part 6 - Details and Expected Results for Capital Expenditure#
Part 6.1 - Departmental Capital Expenditure
Intended Impacts, Outcomes and Objectives
Intended Impacts, Outcomes or Objectives of Appropriations | Appropriations |
---|---|
Maintain and upgrade capability through routine replacement of the Ministry's information technology and office equipment. | Ministry of Defence - Capital Expenditure PLA (M22) |
Ministry of Defence - Capital Expenditure PLA (M22)
Scope of Appropriation
Capital Expenditure
2009/10 | 2010/11 | ||
---|---|---|---|
Budgeted $000 |
Estimated Actual $000 |
Budget $000 |
|
Forests/Agricultural | - | - | - |
Land | - | - | - |
Property, Plant and Equipment | 277 | 277 | 195 |
Intangibles | 75 | 75 | 120 |
Other | - | - | - |
Total Appropriation |
352 | 352 | 315 |
Forests/Agricultural | - | - | - |
Land | - | - | - |
Property, Plant and Equipment | 277 | 277 | 195 |
Intangibles | 75 | 75 | 120 |
Other | - | - | - |
Total Appropriation |
352 | 352 | 315 |
Reasons for Change in Appropriation
The decrease in appropriation for 2010/11 is due to the timing for upgrades and replacement of information technology infrastructure.
Part 6.2 - Non-Departmental Capital Expenditure#
Intended Impacts, Outcomes and Objectives
Intended Impacts, Outcomes or Objectives of Appropriations | Appropriations |
---|---|
Maintain and/or upgrade military capability through upgrades or procurement of new defence equipment for the New Zealand Defence Force. | Defence Equipment |
Defence Equipment (M22)
Scope of Appropriation
Capital Expenditure
2009/10 | 2010/11 | ||
---|---|---|---|
Budgeted $000 |
Estimated Actual $000 |
Budget $000 |
|
Total Appropriation | 312,967 | 312,967 | 228,753 |
Reasons for Change in Appropriation
The appropriation for Defence Equipment varies depending upon the number and scope of projects.
Conditions on Use of Appropriation
Reference | Conditions |
---|---|
Defence Act 1990 | Section 24 |
Quality Standards for Defence Equipment | |
Effective Management | Equipment procurement, modification and refurbishment projects will be managed within the approved budget and to the quality standards negotiated for each project. |
Options | A range of options are considered that provides clearly differentiated choices and these are rigorously evaluated. Costs, benefits, consequences, and risks/opportunities of the options are assessed as part of the analysis. |
Practicality | Issues of implementation, technical feasibility, practicality and timing are accurately identified and addressed. |
Current and Past Policy Initiatives
Policy Initiative | Year of First Impact |
2009/10 Budgeted $000 |
2010/11 Budget $000 |
2011/12 Estimated $000 |
2012/13 Estimated $000 |
2013/14 Estimated $000 |
---|---|---|---|---|---|---|
IFRS & foreign exchange adjustment | 2009/10 | 18,759 | 2,163 | - | - | - |
ANZAC Platform Systems Upgrade | 2008/09 | 480 | 286 | 1,323 | - | - |
Defence Control and Command System | 2008/09 | 10,692 | 2,400 | 900 | 3,632 | - |
Training Light Utility Helicopter | 2008/09 | 39,803 | 32,390 | 20,159 | - | - |
ANZAC Close in Weapon System | 2006/07 | 7,943 | 2,836 | - | - | - |
C-130 Life Extension | 2006/07 | 32,879 | 15,236 | 9,993 | 3,290 | - |
Medium Utility Helicopter Capability | 2006/07 | 226,783 | 151,648 | 305 | - | - |
B757 Acquisition and Modification | 2005/06 | - | - | - | - | - |
P-3 Mission Management, Communication and Navigation Systems Upgrade | 2004/05 | 68,067 | 41,829 | 12,234 | - | - |
Project Protector | 2004/05 | 35,865 | - | - | - | - |
Reporting Mechanisms#
Appropriation | Reporting Mechanism |
---|---|
Defence Equipment | Annual Report of the Ministry of Defence |
The above table indicates the mechanisms to be used for reporting actual results for each non-departmental capital expenditure appropriation.
Performance Information for Appropriations Vote Defence Force#
MINISTER(S) RESPONSIBLE FOR APPROPRIATIONS: Minister of Defence (M22)
ADMINISTERING DEPARTMENT: New Zealand Defence Force
MINISTER RESPONSIBLE FOR NEW ZEALAND DEFENCE FORCE: Minister of Defence
Part 1 - Summary of the Vote
Part 1.1 - Overview of the Vote
The Minister of Defence is responsible for appropriations in Vote Defence Force, totalling just over $2,852 million, for the 2010/11 financial year.
This includes just over $2,279 million for departmental output expenses and a capital expenditure appropriation of just under $573 million for the purchase of assets. The $2,279 million amount covers the following:
- a total of just over $2,159 million on the Navy, Army, and Air Force to provide the Government with a range of military forces to protect and advance the security and interests of New Zealand. These forces are held at appropriate levels of capability and preparedness to protect New Zealand's territorial sovereignty and to contribute to regional and global security efforts. Most of these forces will also contribute a range of services to other government departments and the New Zealand community when not committed to operations overseas. The breakdown of appropriations, by Service, is as follows:
- Navy: just under $673 million
- Army: just over $843 million
- Air Force: just over $643 million
- a total of just over $78 million on Operationally Deployed Forces
- a total of just under $26 million on a Multi-Class Output Appropriation (MCOA), Miscellaneous Support Activities, that includes New Zealand Defence Force support to the Mutual Assistance Programme, the New Zealand Cadet Forces, Government-initiated Youth Development Schemes (Limited Service Volunteer courses, Service Academies and Military-style Activity Camps), and Service Military Museums
- a total of just over $16 million on military policy development, coordination and advice to the Government.
Of the total appropriation, the New Zealand Defence Force expects to recognise about $33 million in third-party revenue (Revenue Department and Revenue Other) in 2010/11. The remainder is funded from Revenue Crown.
Details of these appropriations are set out in Parts 2-6 below.
Part 1.2 - High-Level Objectives of the Vote#
Defence Act 1990
Under the Defence Act 1990, New Zealand's Armed Forces are raised and maintained for:
- the defence of New Zealand and the protection of its interests, whether in New Zealand or elsewhere
- the contribution of forces under collective security treaties, agreements or arrangements
- the contribution of forces to the UN or other organisations or States for operations in accordance with the principles of the charter of the UN.
The Defence Act 1990 also allows the Armed Forces to be made available for the performance of public services and assistance to the civil power in time of emergency, either in New Zealand or elsewhere.
Primary Mission of the New Zealand Defence Force
The primary mission of the NZDF remains:
"To secure New Zealand against external threat, to protect our sovereign interests, including in the Exclusive Economic Zone, and to be able to take action to meet likely contingencies in our strategic area of interest."
The following table shows how the day-to-day delivery of NZDF Output Expenses, for which appropriations are sought, are linked and contribute to the Government's priorities and outcomes for Defence.
Contribution of Appropriations to Government Priorities and Outcomes
Appropriations | Government Priorities | Government Outcomes |
---|---|---|
Departmental Appropriations: Military Policy Development, Coordination and Advice For Navy: Naval Combat Forces (the two ANZAC class frigates) Naval Support Forces (Amphibious Sealift Ship and Fleet Replenishment Ship) Mine Counter Measure (MCM) and MCM Diving Forces (MCM Vessel and Operational Diving Team) Naval Patrol Forces (the two Offshore and four Inshore Patrol Vessels) Military Hydrography, and Hydrographic Data Collection and Processing for Land Information New Zealand For Army: Land Combat Forces [command and control, intelligence and manoeuvre force elements (infantry and reconnaissance)] Land Combat Support Forces (artillery, engineers, communications and military police) Land Combat Service Support Forces (transport, medical, supply, repair and movements) Special Operations Forces (special land operations, counter-terrorist operations, and forces to deal with chemical, biological, radiological and explosive improvised explosive devices) For Air Force: Naval Helicopter Forces (five Seasprite SH-2G maritime helicopters) Maritime Patrol Forces (six P-3K Orion surveillance aircraft) Fixed Wing Transport Forces (two Boeing 757 and five C-130 Hercules aircraft) Rotary Wing Transport Forces (14 UH-1H Iroquois helicopters) |
Key Priorities: The key priorities for Defence for 2010/11, with contributions from the NZDF as applicable, are:
|
Main Outcome: New Zealand secure and protected from external threats now and in the future. Intermediate Outcomes:
|
Others: Operations Operationally Deployed Forces (operational commitments as approved by the Government) |
||
Miscellaneous Support Activities: New Zealand Defence Force Support to: |
||
|
|
New Zealand's security and economic interests safeguarded through its security and economic relationships. |
|
Investment in young people and the promotion of an appreciation among members of the cadet forces of the functions and operation of the Armed Forces. | Good citizenship among members of the cadet forces. |
|
Increase investment in young people during the economic downturn by implementing the Government's programme on "Fresh Start for Young People." | The lives of young people at risk of poor outcomes are improved. |
|
Increasing audiences and the appreciation of New Zealand culture and cultural resources (including our rich military heritage). | New Zealanders valuing access and opportunities to participate in cultural/heritage experiences. |
Part 1.3 - Trends in the Vote#
Summary of Financial Activity
2005/06 | 2006/07 | 2007/08 | 2008/09 | 2009/10 | 2010/11 | 2011/12 | 2012/13 | 2013/14 | ||||
---|---|---|---|---|---|---|---|---|---|---|---|---|
Actual $000 |
Actual $000 |
Actual $000 |
Actual $000 |
Budgeted $000 |
Estimated Actual $000 |
Departmental Transactions Budget $000 |
Non- Departmental Transactions Budget $000 |
Total Budget $000 |
Estimated $000 |
Estimated $000 |
Estimated $000 |
|
Appropriations |
||||||||||||
Output Expenses | 1,657,820 | 1,814,698 | 1,879,436 | 2,101,301 | 2,222,367 | 2,222,367 | 2,279,461 | - | 2,279,461 | 2,241,763 | 2,236,671 | 2,236,671 |
Benefits and Other Unrequited Expenses | - | - | - | - | - | - | N/A | - | - | - | - | - |
Borrowing Expenses | - | - | - | - | - | - | - | - | - | - | - | - |
Other Expenses | - | 1,665 | - | 337 | 93,300 | 93,300 | - | - | - | - | - | - |
Capital Expenditure | 428,827 | 611,993 | 356,586 | 365,530 | 520,000 | 389,830 | 572,914 | - | 572,914 | 490,160 | 254,869 | 254,869 |
Intelligence and Security Department Expenses and Capital Expenditure | - | - | - | - | - | - | - | N/A | - | - | - | - |
Total Appropriations |
2,086,647 | 2,428,356 | 2,236,022 | 2,467,168 | 2,835,667 | 2,705,497 | 2,852,375 | - | 2,852,375 | 2,731,923 | 2,491,540 | 2,491,540 |
Crown Revenue and Capital Receipts |
||||||||||||
Tax Revenue | - | - | - | - | - | - | N/A | - | - | - | - | - |
Non-Tax Revenue | - | - | - | - | - | - | N/A | - | - | - | - | - |
Capital Receipts | - | - | - | - | - | - | N/A | - | - | - | - | - |
Total Crown Revenue and Capital Receipts |
- | - | - | - | - | - | N/A | - | - | - | - | - |
New Policy Initiatives
Policy Initiative | Appropriation | 2009/10 Budgeted $000 |
2010/11 Budget $000 |
2011/12 Estimated $000 |
2012/13 Estimated $000 |
2013/14 Estimated $000 |
---|---|---|---|---|---|---|
To provide recognition of NZDF funding pressures in 2010/11 and outyears as a result of increased depreciation arising from upgraded and new major equipment. | Military Policy Development, Coordination and Advice Departmental Output Expense |
- | 3,456 | 3,456 | 3,456 | 3,456 |
Naval Combat Forces Departmental Output Expense |
- | (6,784) | (6,784) | (6,784) | (6,784) | |
Naval Support Forces Departmental Output Expense |
- | 2,366 | 2,366 | 2,366 | 2,366 | |
Mine Countermeasures (MCM) and MCM Diving Forces Departmental Output Expense |
- | (1,432) | (1,432) | (1,432) | (1,432) | |
Naval Patrol Forces Departmental Output Expense |
- | 13,961 | 14,332 | 14,332 | 14,332 | |
Military Hydrography, and Hydrographic Data Collection and Processing for LINZ Departmental Output Expense |
- | (299) | (299) | (299) | (299) | |
Land Combat Forces Departmental Output Expense |
- | 10,589 | 10,589 | 10,589 | 10,589 | |
Land Combat Support Forces Departmental Output Expense |
- | 2,007 | 2,007 | 2,007 | 2,007 | |
Land Combat Service Support Forces Departmental Output Expense |
- | (3,918) | (3,918) | (3,918) | (3,918) | |
Special Operations Forces Departmental Output Expense |
- | 5,501 | 5,501 | 5,501 | 5,501 | |
Naval Helicopter Forces Departmental Output Expense |
- | 1,231 | 1,231 | 1,231 | 1,231 | |
Maritime Patrol Forces Departmental Output Expense |
- | 5,025 | 5,025 | 5,025 | 5,025 | |
Fixed Wing Transport Forces Departmental Output Expense |
- | 10,472 | 10,472 | 10,472 | 10,472 | |
Rotary Wing Transport Forces Departmental Output Expense |
- | (6,369) | (6,369) | (6,369) | (6,369) | |
Miscellaneous Support Activities Departmental MCOA |
- | (1,177) | (1,177) | (1,177) | (1,177) | |
Operationally Deployed Forces Departmental Output Expense |
- | 371 | - | - | - | |
Sub Total | - | 35,000 | 35,000 | 35,000 | 35,000 | |
Funding for Operationally Deployed Forces | Operationally Deployed Forces Departmental Output Expense |
- | 14,048 | - | - | - |
Sub Total | - | 14,048 | - | - | - | |
Total Initiatives | - | 49,048 | 35,000 | 35,000 | 35,000 |
Analysis of Significant Trends
Total Vote: All Appropriations
The departmental appropriations in Vote Defence Force, which are detailed in the Summary of Financial Activity table in Part 1.3 above, show the significant changes recorded below.
Departmental output expense appropriations
The following changes are noted:
- The total increase in annually appropriated output expenses of almost $157 million between 2005/06 and 2006/07 is shown in the following table:
Item | $ million |
---|---|
DSI Funding Package (2006/07) | 73 |
Project Protector funding | 26 |
New Defence House funding | 5 |
Expense Transfer from 2004/05 to 2005/06 | (19) |
Operation Enduring Freedom funding transfer to MYA | (11) |
Capital Charge adjustments for 2006/07, including rate reduction to 7.5% | (3) |
2006/07 Capital Charge savings (rate-related) | 2 |
Depreciation Impact of 30 June 2006 Asset Revaluation | 42 |
Gross Capital Charge Impact of 20 June 2006 Asset Revaluation | 33 |
Absorb 0.001% Capital Charge savings ex Rate Change 2006 March Baseline Update | (5) |
Reinstate prior transfers from MYA | 10 |
Transfer Depreciation savings to 2007/08 Capital Injection | (10) |
Operationally Deployed Forces - MYA phasing difference | 13 |
Miscellaneous | 1 |
Total | 157 |
- The total increase in annually appropriated output expenses of $65 million between 2006/07 and 2007/08 is shown in the following table:
Item | $ million |
---|---|
2006/07 Surplus | 6 |
DSI Funding Package (2007/08) | 58 |
Project Protector increment | 29 |
Transfer Depreciation Savings | 10 |
Technical Adjustment (mainly Capital Charge) | 2 |
Expense Transfer to 2008/09 from 2007/08 | (68) |
Operationally Deployed Forces (Phasing Differences) | 34 |
2007/08 Surplus on Outputs | (6) |
Total | 65 |
- The major items that contributed to the $222 million increase in annual departmental output expense appropriations between 2007/08 and 2008/09 are shown in the following table:
Item | $ million |
---|---|
DSI Funding Package (2008/09) | 69 |
Expense Transfer (comparative) 2007/08 decrease | 68 |
Expense Transfer (comparative) 2008/09 increase | 68 |
Project Protector increment | 8 |
2007/08 Output Surplus | 7 |
Capital Charge - historic technical changes | 6 |
Response to Joint Working Group - Concerns of Vietnam Veterans - in 2007/08 only | (1) |
Historic Transfers to MYA (Operationally Deployed Forces) from Annual Expenses | (2) |
Operationally Deployed Forces - Difference between MYA ($71 million) in 2007/08 and Annual in 2008/09 ($79 million) | 8 |
Project KiwImage (All of Government Imagery Purchase) | 1 |
Capital Charge for 30 June 2008 Asset Revaluation | 33 |
Expense Transfer from 2008/09 to 2009/10 | (10) |
Return of 2008/09 Savings to the Crown | (40) |
Revised Tax Treatment for 2008/09 | 1 |
Miscellaneous differences | 6 |
Total | 222 |
- The major items that contributed to the $121 million increase in annual departmental output expense appropriations between 2008/09 and 2009/10 are shown in the following table:
Item | $ million |
---|---|
Expense Transfer (comparative) from 2007/08 into 2008/09 only | (68) |
Verification Service Levy Transfer in 2009/10 | (1) |
Transfer Residual MYA from 2007/08 into 2008/09 only for Operationally Deployed Forces | (7) |
2008/09 Savings returned to the Crown | 40 |
Expense Transfer (2008/09 decrease) | 10 |
Expense Transfer (2009/10 increase) | 23 |
Revised Tax Treatment increase over 2008/09 | 5 |
Supplementary Operationally Deployed Forces funding | 21 |
Defence Funding Package (Budget 2009) | 52 |
Capital Charge for 30 June 2009 Asset Revaluation | 32 |
Depreciation for 30 June 2009 Asset Revaluation | 20 |
Expense Transfer to 2010/11 | (10) |
Enhance Youth Development | 5 |
Miscellaneous Vote Transfers | (1) |
Total | 121 |
Other expenses
- The Other Expense appropriation of $1.665 million in 2006/07, by way of a write-off, was a technical adjustment to provide for asset-related costs held on the NZDF balance sheet to be written off by 30 June 2007, in accordance with Audit New Zealand advice.
- An Other Expense of $2.700 million, for expensing by 30 June 2008, related to the disposal cost of items included in the NZDF Statement of Financial Position, in accordance with Audit New Zealand advice.
- An Other Expense of $3 million, for expensing by 30 June 2009, of costs included in the NZDF Statement of Financial Position.
Comparison: 2009/10 with 2010/11
Departmental output expenses
Appropriations for the purchase of NZDF outputs for the year ending 30 June 2011 include the following Cabinet-agreed departmental output expense funding changes that were considered during the 2010 Budget process:
- An increase in 2010/11 and outyears of $35 million for depreciation.
- An expense transfer of $10 million from 2009/10 to 2010/11.
- An increase in Operationally Deployed Forces in 2010/11 of $14.048 million.
The annual departmental output expense appropriations sought for Vote Defence Force in 2010/11 exceed those for 2009/10 by $57 million. The major items and values that contribute to this increase are shown in the following table:
Item | $ million |
---|---|
Expense transfer from 2008/09 for 2009/10 only | (10) |
2010/11 increase previously agreed through Budget 2009 | 34 |
Technical increase - Capital Charge | 4 |
Transfer of 2008/09 surplus for 2009/10 only | (13) |
Committed cost of Operationally Deployed Forces | (18) |
Full-year impact of enhanced Youth Development | 5 |
Expense Transfer from 2009/10 for 2010/11 only | 20 |
New 2010/11 Funding - Budget 2010 | 35 |
Total | 57 |
Other expenses
An Other Expense of $3.300 million for expensing by 30 June 2010 of costs included in the Statement of Financial Position.
An Other Expense of $90 million to provide for a write down in the value of the Royal New Zealand Navy Project Protector vessels before 30 June 2010.
Capital expenditure
The Capital Expenditure appropriations shown in the trends table between 2005/06 and 2012/13 disclose the annual payments for equipment purchases to be made to the Ministry of Defence, and for NZDF managed capital projects.
Outyears: 2011/12 - 2013/14
Subject to the outcomes of the current Defence Review, including the Value for Money Review, there are no significant forecast changes for the outyears 2011/12 - 2013/14.
Part 2 - Details and Expected Performance for Output Expenses#
Part 2.1 - Departmental Output Expenses
Intended Impacts, Outcomes and Objectives
Most of the NZDF's day-to-day activities in New Zealand, and for which it is funded, are designed to prepare the force elements of the Navy, Army and Air Force to contribute to operations as approved by the Government of the day. Coupled with the unavoidable uncertainty of security events, competing priorities, and the relative irreversibility of many major acquisition decisions, this makes the NZDF complex and unique compared to most other government departments. Those departments, in their day-to-day activities, are actually delivering their "end product" (their services), whereas the NZDF's ultimate "end product" is the effective contribution of NZDF force elements to operational missions. This is achieved through the NZDF Output Expense "Operationally Deployed Forces" and, in the New Zealand environment, "Multi-Agency Operations and Tasks (MAO&T)." The focus of what the NZDF does, therefore, is primarily geared to the preparation of forces and delivery of this ultimate "end product" or goal. The impacts the NZDF is striving to achieve through the delivery of current NZDF Outputs are shown in the following table:
Intended Impacts, Outcomes or Objectives of Appropriations | Appropriations |
---|---|
A better informed government and public, as appropriate, in the areas of:
|
Military Policy Development, Coordination and Advice |
A Defence Force that has the capacity to deliver an appropriate range of military response options to the Government for deployment on operations. (This is achieved through the generation of levels of capability preparedness of the force elements of the Navy, Army and Air Force.) A Defence Force that has the capacity to deliver the required levels of support to other government departments and agencies for Multi-Agency Operations and Tasks, and community support, when not otherwise committed to operations. |
Naval Combat Forces, Naval Support Forces, Mine Countermeasures (MCM) and MCM Diving Forces, Naval Patrol Forces, Military Hydrography and Hydrographic Data Collection and Processing for LINZ, Land Combat Forces, Land Combat Support Forces, Land Combat Service Support Forces, Special Operations Forces, Naval Helicopter Forces, Maritime Patrol Forces, Fixed Wing Transport Forces, Rotary Wing Transport Forces |
A Defence Force that has the capacity to deliver high quality support to a range of programmes and services within and outside the NZDF. | Multi-Class Output Appropriation - Miscellaneous Support Activities:
|
Government military contributions to United Nations missions and other government-supported multi-national force operations are valued and seen as New Zealand being a good international citizen. Defence Force contributions to government-approved operational missions and deployments are of a high standard in terms of personnel and equipment; personnel and equipment that is Ready, Combat Capable, Deployable and Sustainable. |
Operationally Deployed Forces |
NZDF Performance Information
Prior to detailing the expected performance of each of the NZDF's Output Expenses for which appropriations are sought, it is necessary to provide information on three essential elements of the NZDF's performance measurement process. This information is necessary for a proper understanding of the performance indicators and performance rating scale, used under the NZDF's Operational Preparedness and Reporting System (OPRES), and Employment Contexts which, together, form the basis against which 13 of the NZDF's 16 Output Expenses are assessed. Rather than repeating this information against every one of the relevant 13 Output Expenses, it is recorded here to refer back to, as required. The information is contained under the next few headings.
Indicative Key Performance Indicators and Performance Measures
The table that follows shows the indicative Key Performance Indicators (KPIs) and Performance Measures used for all Force Elements of the Navy, Army and Air Force. These are applicable to all NZDF Output Expenses relating to the Navy, Army and Air Force, which appear later in this part of the Information Supporting the Estimates of Appropriations. The table is "indicative" as the actual measures used by each of the Services do vary slightly; reflecting that the Navy and Air Force are primarily based on platforms, whereas the Army is based more on personnel. The Service-specific KPIs are detailed in appropriate NZDF directives.
Within OPRES, the performance of all force elements is assessed against four elements of preparedness - Readiness, Combat Viability, Deployability and Sustainability. Within each of these elements, measures are applied to, predominately, personnel, equipment and training - as shown in the following table:
Key Performance Indicators | Performance Measures |
---|---|
Readiness: |
|
Directed Level of Capability (DLOC) Establishment Filled | % of Unit's DLOC Establishment that is filled |
Personnel Continuity | % of personnel turnover (quarterly basis) |
Key Personnel Appointments Filled Over Time | % of key appointments filled by qualified personnel |
Equipment Serviceability | % of Unit Establishment platforms/equipments that are serviceable |
Individual and Unit Level Training Completed | % of individual/unit Readiness Training Activities (RTA) completed within reporting period |
Mission Critical Platform/Combat System/DLOC Aircraft Availability | % of programmed operating time in which the ship's platform/combat systems were available/ % of DLOC aircraft available |
Sufficiency of Readiness Training Activities (RTA) Equipment, Expendable Stocks and Munitions | % of stocks and live/practice munitions available for required Readiness Training Activities |
Combat Viability: |
|
Adequacy of Tactics, Techniques and Procedures | % mission success and element survivability enabled by tactics, techniques and procedures |
Collective Proficiency in Employment Context (EC) Tasks | % of collective/joint/ combined exercises covering EC essential tasks completed |
Standardisation | The degrees of interoperability allowed by the level of standardisation with international friendly forces for the EC Mission Essential Tasks (METs). [Measured as defined by the North Atlantic Treaty Organisation (NATO), Air Standardisation Interoperability Council (ASIC) and American, British, Canadian, Australian (ABCA) Armies Standardisation Programme] |
Mission Critical Equipment Operational Viability or Suitability | % mission success enabled (or restrictions on mission) by technology or equipment performance |
Equipment Reliability for Mission Critical Systems | % degradation of EC essential tasks at OLOC operating tempo due to equipment reliability |
Deployability: |
|
EC Specific Operational Level of Capability (OLOC) Generation and Contingency Plans | Plans distributed, reviewed and validated as current (annually) |
Critical Equipment Deficiency Correction within Response Time | % of Critical Deficiencies that can be corrected within Response Time (RT) |
Sufficiency of Deployment Expendable Stocks and Munitions | % of live/practice munitions and stocks available for OLOC generation and retention, including the Operational Viability Period (OVP) |
Serviceability and Availability of OLOC Generation Equipments | % of OLOC generation equipments serviceable and available |
Availability of OLOC Generation Personnel | % of Personnel available for OLOC generation |
Sustainability: |
|
Availability of Replacement Personnel | % of Service personnel to provide for sustainment |
Key Equipment Repairability | % of operating time during which Force Element availability is degraded at OLOC operating tempo by repair times |
Availability of Sustainment Equipment, Stocks and Munitions | % of sustainment equipment, stocks and munitions available or obtainable within RT + OVP |
Availability of Replacement Equipment | % of replacement equipment available or obtainable within RT + OVP |
Material Supply Times | % of operating time during which Force Element availability is degraded at OLOC operating tempo by supply times. |
Ability to Achieve and Sustain Operating Tempo to Achieve Tactical Objectives | % operating tempo able to sustain throughout duration of deployment (due to aircraft/equipment serviceability and availability). |
NZDF Operational Preparedness and Reporting System (OPRES) Performance Rating Scale
The following Performance Rating Scale is used, within OPRES and in the Statement of Service Performance (SSP) tables that follow, to quantify Force Element performance standards in achieving preparedness relative to the Directed Level of Capability (DLOC). A performance rating ('P' rating) for a Force Element represents the distillation of a vast amount of underlying performance assessment at varying levels of the NZDF - from units to headquarters. In particular, it involves assessment against each of the key performance indicators, as in the table above, against all applicable Employment Contexts. The 'P' rating standards also reflect the NZDF's priorities for each force element for the financial year. For example all P1 rating standards represent priority one, all P2 rating standards represent priority two, and so on.
Rating | Meaning |
---|---|
P1 | Fully Prepared. It means that the standards required for all measurement areas, under OPRES, have been achieved by between 90 to 100%. Response Time does not require extending from that specified in the NZDF Output Plan. |
P2 | Substantially Prepared. The force element requires minimal resource input such that the Response Time is projected to be extended by up to the order of 33% in the applicable Employment Context (EC). It means the standards required for all measurement areas, under OPRES, have been achieved by between 80 and 89%. |
P3 | Partially Prepared. The force element requires a substantial resource input such that the Response Time is projected to be extended by a period in the order of between 34% and 50% in the applicable EC. It means the standards required for all measurement areas, under OPRES, have been achieved by between 70 to 79%. |
P4 | Not Prepared. The force element requires a level of resource input such that the Response Time for the applicable EC could be expected to be extended by more than 50%. It means the standards required for all measurement areas, under OPRES, have been achieved by less than 70%. |
P5 | Unavailable for Assessment - The force element/capability is unavailable for assessment. This could be as a result of a capability being deployed, commissioned, or introduced. |
Note - DLOC should be seen as a band within which there are five ratings (P1 to P5). A force element that has been set a P1 rating standard is at DLOC if it achieves a P1 rating. If that force element only achieves a P2 rating, it is below its DLOC. Similarly, a force element that has been set a P2 rating standard for the year is at DLOC if it achieves a P2 rating - even though it is not "fully prepared." For reporting purposes, if a force element is below its stated "P" rating, an explanation as to why that situation has occurred, as well as what is required to return it to its stated "P" rating must be provided; this will include one or more of time, personnel, equipment or training.
External audit of the NZDF's performance
It should also be noted that, other than the NZDF's internal mechanisms for measuring performance, the following agencies also have a major role to play in evaluating the performance of the NZDF, including output performance:
- the Evaluation Division of the Ministry of Defence
- the Office of the Controller and Auditor General, and
- Audit New Zealand.
Employment contexts
Strategic guidance provides information on the circumstances in which the Government may choose to use military forces. The NZDF uses this guidance to develop geographically grouped Employment Contexts (ECs). ECs are descriptions of representative and illustrative security events for which there is a likelihood that a New Zealand Government would expect to make a military response should they occur. ECs are selected through assessment of New Zealand's geo-strategic situation and international security trends.
The ECs are chosen on the basis of their likelihood of occurrence in the near and longer terms and the consequences for New Zealand's Defence Outcomes if the NZDF was unable to provide an appropriate response. ECs include high level Operational Concepts which, in turn, drive Services' and Joint Mission Essential Tasks (JMETs), that is, those tasks that the deployed forces must be able to perform. The JMETs drive the priorities for the Services' and joint annual training activities and which determine the output parameters that need to be delivered in order to meet the Government's requirements. The ECs also designate the anticipated time (known as the Response Time) available for the final preparation of force elements for their operational deployment; this affects the level of capability that must be maintained on an annual basis. Concepts for Operations and Contingency Plans can then be developed for relevant ECs. Current EC Operational Concepts list the most likely force elements that would be involved in each security event.
These force element lists are a guide only and are not exhaustive; each security event may require the addition or deletion of some force elements. ECs provide the detail that ensures the NZDF output quality dimension is consistent with defence policy. The ECs, which are covered in more detail in the NZDF Output Plan and other NZDF-internal documents, are as listed below. The 'bolded' ECs (such as EC 1D, 2B, 4A, etc.,) are those that have been fully developed and against which the Force Elements of the NZDF, as applicable, are assessed for preparedness - as shown in the Output Expense tables that follow.
EC 1 - Security Challenges and Defence Tasks in New Zealand and its environs:
- EC 1A - Illegal exploitation of marine resources within the New Zealand EEZ, and other low-level threats to New Zealand territorial sovereignty.
- EC 1B - Natural and manmade disasters.
- EC 1C - Support to the delivery and maintenance of essential services in exceptional circumstances, including the hosting of major events.
- EC 1D - Terrorist and Asymmetric Threats.
- EC 1E - Support for Antarctic presence.
EC 2 - Security Challenges to New Zealand's Interests in the South Pacific:
- EC 2A - Illegal exploitation of marine resources within South Pacific EEZs, and other low-level threats to South Pacific nations' territorial sovereignty.
- EC 2B - Natural and manmade disasters.
- EC 2C - State failure or fragility leading to internal conflict and/or humanitarian crisis.
- EC 2D - Terrorist Threats.
- EC 2E - Challenges to legitimate governments, including civil war and secessionist conflict.
EC 3 - Challenges to New Zealand and Australia Common Security Interests:
- EC 3A - Illegal exploitation of marine resources within Australia's EEZ, and other low-level threats to Australia's territorial sovereignty.
- EC 3B - Natural or manmade disasters.
- EC 3C - External aggression against Australia.
- EC 3D - Terrorist or Asymmetric Threats.
EC 4 - Security Challenges to New Zealand's Interests in the Asia-Pacific Region:
- EC 4A - Aggression to alter maritime boundaries or seize resources, or threats to freedom of navigation.
- EC 4B - Natural or manmade disasters.
- EC 4C - State failure or fragility leading to internal conflict and/or humanitarian crisis.
- EC 4D - Terrorist Threats.
- EC 4E - Weapons of Mass Destruction (WMD) proliferation.
- EC 4F - Inter-State conflict.
- EC 4G - Acts of piracy and people smuggling.
EC 5 - Security Challenges to New Zealand's Interests in Global Peace and Security:
- EC 5A - Aggression to alter maritime boundaries or seize resources, or threats to freedom of navigation.
- EC 5B - Unresolved conflict or conflict resolution process where protagonists have sought third party resolution assistance.
- EC 5C - State failure or fragility leading to internal conflict and/or humanitarian crisis.
- EC 5D - Terrorist Threats (the "War against Terrorism").
- EC 5E - WMD proliferation.
- EC 5F - Contravention of international norms that triggers a multi-national response.
- EC 5G - Major breakdown in international security leading to wide-scale war.
Services in Support of the Community - including Multi-Agency Operations and Tasks (MAO&T)
General
The NZDF has the capacity to deliver a range of services in support of other government departments, the community, and foreign and defence policy objectives, while conducting the training activities needed to maintain the DLOC for operational employment.
Approval levels for the provision of these services range from Cabinet/Ministerial level for significant events to unit commanders for minor local support tasks. Generally, tasks will be approved on the direction of the Chief of Defence Force, a Service Chief (Navy/Army/Air Force), or the Commander Joint Forces NZ. Details are contained in Defence Force Orders 1 (DFO 1), Chapter 13 - Assistance to Community Organisations.
Some general services are pre-planned or are, at least, reasonably predictable. Such tasks include ceremonial support, and planned assistance to the NZ Antarctic Programme, the NZ Police and other government departments. The frequency of other tasks, primarily of an emergency nature such as search and rescue, assistance to civil defence and fire fighting, are, obviously, less predictable. The NZDF maintains elements at specified degrees of notice (DON) for response to such emergencies.
The main NZDF elements that are to be available for emergency tasks, listed by Service, are shown in the following table:
Service | Elements Available for Emergency Tasks [with Degree of Notice (DON) where applicable] |
---|---|
Navy |
|
Army |
|
Air Force |
|
Note 1 - EOD only as Improvised Explosive Device Disposal (IEDD) comes under Output Expense: Special Operations Forces.
Multi-Agency Operations and Tasks (MAO&T)
The term Multi-Agency Operations and Tasks (MAO&T) is used in many of the NZDF output performance tables contained in this document. The term is used within the relevant tables to draw a clear distinction between "general support" to the community and the more formal, pre-planned support to specific government departments and agencies, under the whole of government approach to, for example, protection of the New Zealand EEZ and border security.
MAO&T refers to the formal operational support and training for such operations and tasks that the NZDF (Navy, Army and Air Force) provides, and that are being developed, with other government departments and agencies - such as the Ministry of Fisheries, NZ Customs Service, NZ Police, Ministry of Foreign Affairs and Trade, Department of Conservation, Maritime New Zealand (MNZ), and related agencies. The Navy and Air Force, in particular, work closely, individually and/or collectively, with such agencies. The National Maritime Coordination Centre (NMCC), sponsored by the NZ Customs Service (host agency), coordinates the maritime-related MAO&T. The Government continues to emphasise the general direction and increased importance of the civilian/military requirements associated with the NZ EEZ and border control.
The NZDF continues to work closely with other government departments and agencies to plan formal arrangements for these requirements. Also, work is progressing on developing more robust measures to assess the quality of NZDF assistance on MAO&T. The reporting of MAO&T, such as in the NZDF Annual Report, will be, by exception, against the table below.
A list of indicative NZDF MAO&T, general support to the government and the community, and tasks in support of foreign and defence policy objectives are listed in the following table. The scale and frequency of such tasks, unless pre-programmed, are not forecast. However, a summary of actual support provided is required for reporting purposes, and will be included in the Annual Report of the NZDF.
List of indicative MAO&T and general support
NZDF Support to: | Indicative Support Details / Remarks |
---|---|
NZ Police (excluding Search and Rescue) | Typically involves:
|
Land, Sea and Air SAR (in support of NZ Police, Rescue Coordination Centre New Zealand (RCCNZ), NadiRCC, SuvaMCC, or other requesting agency) | Typically involves:
|
Ministry of Civil Defence and Emergency Management | Typically involves assistance, as requested, to declared national, regional or local Civil Defence emergencies (Details in DFO 91(1) NZJSP 102) and may involve:
|
Department of Conservation (DOC) | Typically involves:
|
Department of Corrections | Various support and assistance. |
Environmental Risk Management Authority | Various support and assistance. |
NZ Fire Service and National Rural Fire Authority | Typically involves:
|
Ministry of Fisheries |
|
Ministry of Foreign Affairs and Trade (MFAT) |
|
Government House | Any major support for specific events/activities. (It does not include routine, on-going NZDF staff support and Aides-De-Camp assistance). |
Ministry of Health | Support for any specific events (such as health surveys or assistance in hospitals). |
Department of Internal Affairs | Typically involves:
|
Maritime New Zealand (MNZ) |
|
New Zealand Customs Service |
|
Department of Prime Minister and Cabinet (DPMC) | Typically involves:
|
Support to the NZ Antarctic Programme (NZAP) | Involves NZDF support in accordance with an annual NZAP/NZDF agreed plan. Typically involves:
|
General Medical Assistance/Support | Typically involves:
|
General Community Support | Typically involves assistance to significant national and community events and could involve provision of:
|
General Training Courses | Typically involves the provision of training courses to other government departments and the community (schools / community groups):
|
Fixed Wing Transport Forces (M22)
Scope of Appropriation
Expenses and Revenue
2009/10 | 2010/11 | ||
---|---|---|---|
Budgeted $000 |
Estimated Actual $000 |
Budget $000 |
|
Total Appropriation | 228,014 | 228,014 | 244,441 |
Revenue from Crown | 226,369 | 226,369 | 242,811 |
Revenue from Other | 1,645 | 1,645 | 1,630 |
Reasons for Change in Appropriation
This appropriation will increase by $16.427 million to $244.441 million in 2010/11. This increase relates to the introduction into service of the upgraded C-130 Hercules aircraft.
Output Performance Measures and Standards
2009/10 | 2010/11 | ||
---|---|---|---|
Performance Measures | Budgeted Standard |
Estimated Actual Standard |
Budget Standard |
Number of B757-200 available for strategic military transport tasks (from a total fleet of two aircraft). | 1 Aircraft | 1 Aircraft | 2 Aircraft |
Number of C-130 aircraft available for deployed military tasks (from a total fleet of five aircraft). | 2 Aircraft | 2 Aircraft | 2 Aircraft |
Number of additional C-130 aircraft available for EC 1D and emergency tasks, as required. The number of C-130 Hercules aircraft available during 2010/11 (through to 20011/12) will be affected by the on-going project to upgrade the fleet and will reduce the full capacity of this output. At least two aircraft will be removed from service at any one time during the upgrade programme. While the number of aircraft required by the NZDF Output Plan for OLOC should be maintained for the period, there will be periods where aircraft availability will be reduced - given the need to continue to cycle aircraft through group and phase servicing requirements. The reduced fleet size will have an impact on the duration of any operational deployments and the ability to rotate any such deployments. The requirement to sustain core and DLOC training will also affect the nature and extent of tasking that can be undertaken by the C-130 fleet during the period. |
1 Aircraft | 1 Aircraft | 1 Aircraft |
An Aeromedical Evacuation (AME) element for strategic and tactical AME in support of land operations. The RNZAF is required to provide forward, tactical and strategic AME services, including responsibility for the provision of AME-qualified personnel and associated AME equipment. For fixed wing tactical and strategic AME it is likely that, for high-dependency cases, specialist support would be sought from other Services of the NZDF and/or non-defence resources. Note: While the RNZAF is currently capable of conducting AME for low-dependency cases, the capability to conduct AME for high-dependency cases is currently being developed as resources permit. |
AME element available | AME element available | AME element available |
Undertake MAO&T (Multi-Agency Operations and Tasks), and contribute to a range of services in support of other government departments, the community, and foreign and defence policy objectives when not committed to operations, using the capabilities developed for the operational role. (For details see the section on "Services in Support of the Government and the Community, including MAO&T", in Part 2.1). | Deliver to the satisfaction of supported department/agency | Delivered to the satisfaction of supported department/agency | Deliver to the satisfaction of supported department/agency |
Total Air Flying Hours: | |||
Boeing 757 (target range in hours). | 1,330 - 1,470 | 1,253 | 1,190 - 1,316 |
Hercules C-130 (target range in hours). | 1,995 - 2,205 | 1,993 | 2,043 - 2,257 |
The total C-130 annual flying hours allocation has been adjusted to reflect the reduction in the number of C-130 aircraft available and the total number of hours that can be generated and supported by the fleet during the period. | |||
Preparedness - Fixed Wing Transport Forces: Employment Context |
|||
Security Challenges and Defence Tasks in New Zealand and its environs | |||
Terrorist and Asymmetric Threats (EC 1D) | |||
B757 Transport Force | Fully Prepared | Substantially Prepared | Fully Prepared |
C-130 Transport Force | Fully Prepared | Substantially Prepared | Fully Prepared |
Security Challenges to New Zealand's Interests in the South Pacific | |||
Natural and manmade disasters (EC 2B) | |||
B757 Transport Force | Fully Prepared | Substantially Prepared | Fully Prepared |
C-130 Transport Force | Fully Prepared | Substantially Prepared | Fully Prepared |
State failure or fragility leading to internal conflict and/or humanitarian crisis (EC 2C) | |||
B757 Transport Force | Fully Prepared | Substantially Prepared | Fully Prepared |
C-130 Transport Force | Fully Prepared | Substantially Prepared | Fully Prepared |
Challenges to legitimate governments, including civil war and secessionist conflict (EC 2E) | |||
B757 Transport Force | Fully Prepared | Substantially Prepared | Fully Prepared |
C-130 Transport Force | Fully Prepared | Substantially Prepared | Substantially Prepared |
Security Challenges to New Zealand's Interests in the Asia-Pacific Region | |||
Aggression to alter maritime boundaries or seize resources, or threats to freedom of navigation (EC 4A) | |||
B757 Transport Force | Substantially Prepared | Substantially Prepared | Substantially Prepared |
C-130 Transport Force | Substantially Prepared | Substantially Prepared | Substantially Prepared |
Inter-State conflict (EC 4F) | |||
B757 Transport Force | Substantially Prepared | Substantially Prepared | Substantially Prepared |
C-130 Transport Force | Substantially Prepared | Substantially Prepared | Substantially Prepared |
Security Challenges to New Zealand's Interests in Global Peace and Security | |||
Terrorist Threats (EC 5D) | |||
B757 Transport Force | Substantially Prepared | Substantially Prepared | Substantially Prepared |
C-130 Transport Force | Substantially Prepared | Substantially Prepared | Substantially Prepared |
Land Combat Forces (M22)#
Scope of Appropriation
Expenses and Revenue
2009/10 | 2010/11 | ||
---|---|---|---|
Budgeted $000 |
Estimated Actual $000 |
Budget $000 |
|
Total Appropriation | 385,711 | 385,711 | 405,762 |
Revenue from Crown | 382,962 | 382,962 | 402,870 |
Revenue from Other | 2,749 | 2,749 | 2,892 |
Reasons for Change in Appropriation
This appropriation will increase by $20.051 million to $405.762 million in 2010/11. This increase mainly relates to a redistribution of overhead costs based on asset values.
Output Performance Measures and Standards
2009/10 | 2010/11 | ||
---|---|---|---|
Performance Measures | Budgeted Standard |
Estimated Actual Standard |
Budget Standard |
Army, drawing on Headquarters 2 Land Force Group (HQ 2 LFG), HQ 3 LFG, 1 RNZIR, 2/1 RNZIR, QAMR and 1 NZ Military Intelligence Company, and with supplementation from the Territorial Force, as required, will provide the initial and rotation land combat force elements to constitute, generally: | |||
|
N/A (see Note 2) | Company Group available for tasks under ECs 1 and 2 | Available |
|
N/A (see Note 2) | Battalion Group partially available for tasks under ECs 2 to 5 | Available |
Army will also provide: | |||
|
Available | Delivered | Available |
|
Available | Delivered | Available |
Undertake MAO&T (Multi-Agency Operations and Tasks), and contribute to a range of services in support of other government departments, the community, and foreign and defence policy objectives when not committed to operations, using the capabilities developed for the operational role. (For details see the section on "Services in Support of the Government and the Community, including MAO&T", in Part 2.1). | Deliver to the satisfaction of supported department/agency | Delivered to the satisfaction of supported department/agency | Deliver to the satisfaction of supported department/agency |
Preparedness - Land Combat Forces: Employment Context |
|||
Security Challenges and Defence Tasks in New Zealand and its environs |
|||
Terrorist and Asymmetric Threats (EC 1D) | |||
Command, Control and Intelligence | Fully Prepared | Fully Prepared | Fully Prepared |
Manoeuvre Elements (Light Infantry and Motorised): | |||
|
N/A (see Note 2) | Fully Prepared for a Company Group | Fully Prepared |
Security Challenges to New Zealand's Interests in the South Pacific |
|||
Natural and manmade disasters (EC 2B) | |||
Command, Control and Intelligence | Fully Prepared | Substantially Prepared | Fully Prepared |
Manoeuvre Elements (Light Infantry and Motorised): | |||
|
N/A (see Note 2) | Fully Prepared for a Company Group | Fully Prepared |
State failure or fragility leading to internal conflict and/or humanitarian crisis (EC 2C) | |||
Command, Control and Intelligence | Fully Prepared | Substantially Prepared | Substantially Prepared |
Manoeuvre Elements (Light Infantry and Motorised): | |||
|
N/A (see Note 2) | Fully Prepared for a Company Group | Fully Prepared |
|
N/A (see Note 2) | Partially Prepared for a Battalion Group | Fully Prepared |
Challenges to legitimate governments, including civil war and secessionist conflict (EC 2E) | |||
Command, Control and Intelligence | Fully Prepared | Substantially Prepared | Substantially Prepared |
Manoeuvre Elements (Light Infantry and Motorised): | |||
|
N/A (see Note 2) | Fully Prepared for a Company Group | Substantially Prepared |
|
N/A (see Note 2) | Partially Prepared for a Battalion Group | Substantially Prepared |
Security Challenges to New Zealand's Interests in the Asia-Pacific Region |
|||
Inter-State conflict (EC 4F) | |||
Command, Control and Intelligence | Partially Prepared | Partially Prepared | Partially Prepared |
Manoeuvre Elements (Light Infantry and Motorised): | |||
|
N/A (see Note 2) | Not Prepared for a Battalion Group | Substantially Prepared |
Security Challenges to New Zealand's Interests in Global Peace and Security |
|||
Terrorist Threats (EC 5D) | |||
Command, Control and Intelligence | Fully Prepared | Partially Prepared | Substantially Prepared |
Manoeuvre Elements (Infantry and Reconnaissance): | |||
|
N/A (see Note 2) | Not Prepared for a Battalion Group | Substantially Prepared |
Details of the Key Performance Indicators (KPIs) that underlie the performance standards, the Performance Rating Scale, and Employment Contexts (ECs) are explained earlier in this part.
Note 1 - Definitions of LTG and CATG:
- A LTG is designed to have a deployed strength of up to 260 personnel to conduct primarily humanitarian and disaster relief, and stability and support tasks. It can include combat, combat service support (CSS) and limited combat support (CS) elements. If manoeuvre based, it may be light infantry, motorised or composite. The LTG is supported by Information Operations (IO) and enhanced communications, intelligence and Geospatial Information Systems (GIS) capabilities. The LTG will be available for operations across Employment Contexts 1 to 5 (inclusive), however, it is designed primarily for the EC 1 and 2 environment. This task group is based around a single sub-unit sized element.
- A CATG allows for a scaleable group of up to 560 personnel providing a range of combined arms capabilities, including combat, combat support (CS) and combat service support (CSS); it may be light infantry, motorised, or composite based. The scale of the deployed force will be dependent on the amount of local, coalition or contractor resources available in theatre to support the force. In a worst case, the CATG must be largely self-sufficient for independent operations. The CATG is based around two or more sub-unit sized elements. The CATG will be available for operations across Employment Contexts 1 to 5 (inclusive). The task group is based around two or more sub-unit sized elements.
Note 2 - Not Applicable (N/A) is recorded against the LTG and the CATG for 2009/10 as these elements, especially in terms of size/strength, were not applicable to that period.
Land Combat Service Support Forces (M22)#
Scope of Appropriation
Expenses and Revenue
2009/10 | 2010/11 | ||
---|---|---|---|
Budgeted $000 |
Estimated Actual $000 |
Budget $000 |
|
Total Appropriation | 154,182 | 154,182 | 154,720 |
Revenue from Crown | 153,141 | 153,141 | 153,617 |
Revenue from Other | 1,041 | 1,041 | 1,103 |
Output Performance Measures and Standards
2009/10 | 2010/11 | ||
---|---|---|---|
Performance Measures | Budgeted Standard |
Estimated Actual Standard |
Budget Standard |
Army, drawing on 2 Logistics Battalion, 3 Logistics Battalion, 2 Health Support Battalion and Logistic Executive, as part of, respectively, 2 LFG, 3 LFG and Army General Staff, with supplementation from the Territorial Force, as required, will provide the initial and rotation combat service support force elements to support, generally, as applicable: | |||
|
Available | Delivered | Available |
|
Available | Delivered | Available |
Army will also provide combat service support elements for simulation and Command Post Exercise-based combined-arms training; this will require supplementation by TF Battalion Groups. | Available | Delivered | Available |
Undertake MAO&T (Multi-Agency Operations and Tasks), and contribute to a range of services in support of other government departments, the community, and foreign and defence policy objectives when not committed to operations, using the capabilities developed for the operational role. (For details see the section on "Services in Support of the Government and the Community, including MAO&T", in Part 2.1). | Deliver to the satisfaction of supported department/agency | Delivered to the satisfaction of supported department/agency | Deliver to the satisfaction of supported department/agency |
Preparedness - Land Combat Service Support Forces: Employment Context |
|||
Security Challenges and Defence Tasks in New Zealand and its environs |
|||
Terrorist and Asymmetric Threats (EC 1D) | |||
Transport Elements in support of a LTG | Fully Prepared | Fully Prepared | Fully Prepared |
Medical Elements in support of a LTG | Fully Prepared | Fully Prepared | Fully Prepared |
Supply Elements in support of a LTG | Fully Prepared | Fully Prepared | Fully Prepared |
Repair Elements in support of a LTG | Fully Prepared | Fully Prepared | Fully Prepared |
Movements Elements in support of a LTG | Fully prepared | Fully Prepared | Fully Prepared |
Security Challenges to New Zealand's Interests in the South Pacific |
|||
Natural and manmade disasters (EC 2B) | |||
Transport Elements in support of a LTG | Substantially Prepared | Substantially Prepared | Fully Prepared |
Medical Elements in support of a LTG | Substantially Prepared | Substantially Prepared | Fully Prepared |
Supply Elements in support of a LTG | Substantially Prepared | Substantially Prepared | Fully Prepared |
Repair Elements in support of a LTG | Substantially Prepared | Substantially Prepared | Fully Prepared |
Movements Elements in support of a LTG | Substantially Prepared | Substantially Prepared | Fully Prepared |
State failure or fragility leading to internal conflict and/or humanitarian crisis (EC 2C) | |||
Transport Elements in support of a LTG | Substantially Prepared | Substantially Prepared | Fully Prepared |
Transport Elements in support of a CATG | Substantially Prepared | Substantially Prepared | Fully Prepared |
Medical Elements in support of a LTG | Substantially prepared | Substantially Prepared | Substantially Prepared |
Medical Elements in support of a CATG | Substantially Prepared | Substantially Prepared | Substantially Prepared |
Supply Elements in support of a LTG | Substantially Prepared | Substantially Prepared | Fully Prepared |
Supply Elements in support of a CATG | Substantially Prepared | Substantially Prepared | Substantially Prepared |
Repair Elements in support of a LTG | Substantially Prepared | Substantially Prepared | Fully Prepared |
Repair Elements in support of a CATG | Substantially Prepared | Substantially Prepared | Substantially Prepared |
Movements Elements in support of a LTG | Substantially Prepared | Substantially Prepared | Fully Prepared |
Movements Elements in support of a CATG | Substantially Prepared | Substantially Prepared | Fully Prepared |
Challenges to legitimate governments, including civil war and secessionist conflict (EC 2E) | |||
Transport Elements in support of a LTG | Substantially Prepared | Substantially Prepared | Fully Prepared |
Transport Elements in support of a CATG | Substantially Prepared | Substantially Prepared | Substantially Prepared |
Medical Elements in support of a LTG | Substantially prepared | Substantially Prepared | Substantially Prepared |
Medical Elements in support of a CATG | Substantially Prepared | Substantially Prepared | Substantially Prepared |
Supply Elements in support of a LTG | Substantially Prepared | Substantially Prepared | Fully Prepared |
Supply Elements in support of a CATG | Substantially Prepared | Substantially Prepared | Substantially Prepared |
Repair Elements in support of a LTG | Substantially Prepared | Substantially Prepared | Fully Prepared |
Repair Elements in support of a CATG | Substantially Prepared | Substantially Prepared | Substantially Prepared |
Movements Elements in support of a LTG | Substantially Prepared | Substantially Prepared | Fully Prepared |
Movements Elements in support of a CATG | Substantially Prepared | Substantially Prepared | Substantially Prepared |
Security Challenges to New Zealand's Interests in the Asia-Pacific Region |
|||
Inter-State conflict (EC 4F) | |||
Transport Elements in support of a CATG | Partially Prepared | Partially Prepared | Partially Prepared |
Medical Elements in support of a CATG | Partially Prepared | Partially Prepared | Partially Prepared |
Supply Elements in support of a CATG | Partially Prepared | Partially Prepared | Partially Prepared |
Repair Elements in support of a CATG | Partially Prepared | Partially Prepared | Partially Prepared |
Movements Elements in support of a CATG | Partially Prepared | Partially Prepared | Partially Prepared |
Security Challenges to New Zealand's Interests in Global Peace and Security |
|||
Terrorist Threats (EC 5D) | |||
Transport Elements in support of a CATG | Partially Prepared | Partially Prepared | Partially Prepared |
Medical Elements in support of a CATG | Partially Prepared | Partially Prepared | Partially Prepared |
Supply Elements in support of a CATG | Partially Prepared | Partially Prepared | Partially Prepared |
Repair Elements in support of a CATG | Partially Prepared | Partially Prepared | Partially Prepared |
Movements Elements in support of a CATG | Partially Prepared | Partially Prepared | Partially Prepared |
Note - Details of the Key Performance Indicators (KPIs) that underlie the performance standards, the Performance Rating Scale, and Employment Contexts (ECs) are explained earlier in this part.
Land Combat Support Forces (M22)#
Scope of Appropriation
Expenses and Revenue
2009/10 | 2010/11 | ||
---|---|---|---|
Budgeted $000 |
Estimated Actual $000 |
Budget $000 |
|
Total Appropriation | 207,441 | 207,441 | 211,524 |
Revenue from Crown | 205,995 | 205,995 | 210,007 |
Revenue from Other | 1,446 | 1,446 | 1,517 |
Output Performance Measures and Standards
2009/10 | 2010/11 | ||
---|---|---|---|
Performance Measures | Budgeted Standard |
Estimated Actual Standard |
Budget Standard |
Army, drawing on 2 Land Force Group (LFG) and 3 LFG Regular Force artillery, engineer, communications, and military police units [16 Field Regiment, 2 Engineer Regiment, 1 (NZ) Signals Regiment - including an Electronic Warfare element, and 1 (NZ) Military Police Company], and with supplementation from the Territorial Force, as required, will provide the initial and rotation land combat support force elements to support, generally, as applicable: | |||
|
Available | Delivered | Available |
|
Available | Delivered | Available |
Army will also provide artillery, engineer, communications and military police force elements for simulation and Command Post Exercise-based combined-arms training; this will require supplementation from the Territorial Force. | Available | Delivered | Available |
Undertake MAO&T (Multi-Agency Operations and Tasks), and contribute to a range of services in support of other government departments, the community, and foreign and defence policy objectives when not committed to operations, using the capabilities developed for the operational role. (For details see the section on "Services in Support of the Government and the Community, including MAO&T", in Part 2.1). | Deliver to the satisfaction of supported department/agency | Delivered to the satisfaction of supported department/agency | Deliver to the satisfaction of supported department/agency |
Preparedness - Land Combat Support Forces: Employment Context |
|||
Security Challenges and Defence Tasks in New Zealand and its environs | |||
Terrorist and Asymmetric Threats (EC 1D) | |||
Field Artillery (personnel only) - in support of a LTG for Cordon Duties) | Fully Prepared | Fully Prepared | Fully Prepared |
Engineers in support of a LTG | Fully Prepared | Substantially Prepared | Fully Prepared |
Communications in support of a LTG | Fully Prepared | Fully Prepared | Fully Prepared |
Military Police in support of a LTG | Fully Prepared | Fully Prepared | Fully Prepared |
Security Challenges to New Zealand's Interests in the South Pacific | |||
Natural and manmade disasters (EC 2B) | |||
Field Artillery (personnel only) - in support of a LTG for Cordon Duties) | Fully Prepared | Fully Prepared | Fully Prepared |
Engineers in support of a LTG | Fully Prepared | Fully Prepared | Fully Prepared |
Communications in support of a LTG | Fully Prepared | Substantially Prepared | Substantially Prepared |
Military Police in support of a LTG | Fully Prepared | Fully Prepared | Fully Prepared |
State failure or fragility leading to internal conflict and/or humanitarian crisis (EC 2C) | |||
Field Artillery (personnel only) in support of a LTG | Fully Prepared | Substantially Prepared | Fully Prepared |
Field Artillery (personnel only) in support of a CATG | Fully Prepared | Substantially Prepared | Fully prepared |
Engineers in support of a LTG | Fully prepared | Fully Prepared | Fully Prepared |
Engineers in support of a CATG | Substantially Prepared | Fully Prepared | Fully Prepared |
Communications in support of a LTG | Fully Prepared | Substantially Prepared | Substantially Prepared |
Communications in support of a CATG | Substantially Prepared | Substantially Prepared | Substantially Prepared |
Military Police in support of LTG | Fully Prepared | Fully Prepared | Fully Prepared |
Military Police in support of a CATG | Fully Prepared | Fully Prepared | Fully Prepared |
Challenges to legitimate governments, including civil war and secessionist conflict (EC 2E) | |||
Field Artillery (personnel only) in support of a LTG | Fully Prepared | Substantially Prepared | Fully Prepared |
Field Artillery in support of a CATG | Substantially Prepared | Substantially Prepared | Substantially Prepared |
Engineers in support of a LTG | Fully Prepared | Substantially Prepared | Substantially Prepared |
Engineers in support of a CATG | Substantially Prepared | Substantially Prepared | Substantially Prepared |
Communications in support of a LTG | Fully Prepared | Substantially Prepared | Substantially Prepared |
Communications in support of a CATG | Substantially Prepared | Substantially Prepared | Substantially Prepared |
Military Police in support of LTG | Fully Prepared | Fully Prepared | Fully Prepared |
Military Police in support of a CATG | Substantially Prepared | Fully Prepared | Fully Prepared |
Security Challenges to New Zealand's Interests in the Asia-Pacific Region | |||
Inter-State conflict (EC 4F) | |||
Field Artillery in support of a CATG | Substantially Prepared | Substantially Prepared | Substantially Prepared |
Engineers in support of a CATG | Substantially Prepared | Substantially Prepared | Substantially Prepared |
Communications in support of a CATG | Substantially Prepared | Substantially Prepared | Substantially Prepared |
Military Police in support of a CATG | Substantially Prepared | Substantially Prepared | Fully Prepared |
Security Challenges to New Zealand's Interests in Global Peace and Security | |||
Terrorist Threats (EC 5D) | |||
Field Artillery in support of a CATG | Substantially Prepared | Substantially Prepared | Substantially Prepared |
Engineers in support of a CATG | Partially Prepared | Partially Prepared | Partially Prepared |
Communications in support of a CATG | Partially Prepared | Partially Prepared | Partially Prepared |
Military Police in support of a CATG | Substantially Prepared | Substantially Prepared | Fully Prepared |
Note - Details of the Key Performance Indicators (KPIs) that underlie the performance standards, the Performance Rating Scale, and Employment Contexts (ECs) are explained earlier in this part.
Maritime Patrol Forces (M22)#
Scope of Appropriation
Expenses and Revenue
2009/10 | 2010/11 | ||
---|---|---|---|
Budgeted $000 |
Estimated Actual $000 |
Budget $000 |
|
Total Appropriation | 173,995 | 173,995 | 178,708 |
Revenue from Crown | 172,964 | 172,964 | 177,689 |
Revenue from Other | 1,031 | 1,031 | 1,019 |
Output Performance Measures and Standards
2009/10 | 2010/11 | ||
---|---|---|---|
Performance Measures | Budgeted Standard |
Estimated Actual Standard |
Budget Standard |
Number of P-3K2 Orion aircraft available for military tasks - from a total fleet of six aircraft. The number of P-3K2 Orion aircraft available during 2010/11 (through to 2011/12) will be affected by the rolling programme to upgrade the Orion fleet and will reduce the full capacity of this output expense. The reduced fleet size will have an impact on the duration of any operational deployments and the ability to rotate any such deployments. The requirement to sustain core and Directed Level of Capability (DLOC) training will also affect the nature and extent of tasking that can be undertaken by the fleet during the period. |
2 Aircraft | 2 Aircraft | 2 Aircraft |
Number of additional P-3K2 Orion aircraft available for maritime Search and Rescue and other emergency tasks, as required. | 1 Aircraft | 1 Aircraft | 1 Aircraft |
Undertake MAO&T (Multi-Agency Operations and Tasks), and contribute to a range of services in support of other government departments, the community, and foreign and defence policy objectives when not committed to operations, using the capabilities developed for the operational role. (For details see the section on "Services in Support of the Government and the Community, including MAO&T", in Part 2.1). | Deliver to the satisfaction of supported department/agency | Delivered to the satisfaction of supported department/agency | Deliver to the satisfaction of supported department/agency |
Total P-3K2 Orion Flying Hours (target range in hours). The total Orion annual flying hours allocation has been adjusted to reflect the reduction in the number of aircraft available and the total number of hours that can be generated and supported by the Orion fleet during FY 2010/11. |
2,232 - 2,468 | 2,323 | 2,138 - 2,362 |
Preparedness - Maritime Patrol Forces: Employment Context |
|||
Security Challenges and Defence Tasks in New Zealand and its environs |
|||
Illegal exploitation of marine resources within the New Zealand EEZ, and other low-level threats to New Zealand territorial sovereignty (EC 1A) | Fully Prepared | Substantially Prepared | Fully Prepared |
Terrorist and Asymmetric Threats (EC 1D) | Fully Prepared | Substantially Prepared | Fully Prepared |
Security Challenges to New Zealand's Interests in the South Pacific | |||
Natural and manmade disasters (EC 2B) | Fully Prepared | Substantially Prepared | Fully Prepared |
State failure or fragility leading to internal conflict and/or humanitarian crisis (EC 2C) | Fully Prepared | Substantially Prepared | Fully Prepared |
Challenges to legitimate governments, including civil war and secessionist conflict (EC 2E) | Fully Prepared | Partially Prepared | Partially Prepared |
Security Challenges to New Zealand's Interests in the Asia-Pacific Region |
|||
Aggression to alter maritime boundaries or seize resources, or threats to freedom of navigation (EC 4A) | Substantially Prepared | Partially Prepared | Partially Prepared |
Inter-State conflict (EC 4F) | Substantially Prepared | Partially Prepared | Partially Prepared |
Security Challenges to New Zealand's Interests in Global Peace and Security |
|||
Terrorist Threats (EC 5D) | Substantially Prepared | Partially Prepared | Partially Prepared |
Note - Details of the Key Performance Indicators (KPIs) that underlie the performance standards, the Performance Rating Scale, and Employment Contexts (ECs) are explained earlier in this part.
Military Hydrography, and Hydrographic Data Collection and Processing for LINZ (M22)#
Scope of Appropriation
Expenses and Revenue
2009/10 | 2010/11 | ||
---|---|---|---|
Budgeted $000 |
Estimated Actual $000 |
Budget $000 |
|
Total Appropriation | 16,628 | 16,628 | 16,360 |
Revenue from Crown | 10,307 | 10,307 | 9,926 |
Revenue from Other | 6,321 | 6,321 | 6,434 |
Output Performance Measures and Standards
2009/10 | 2010/11 | ||
---|---|---|---|
Performance Measures | Budgeted Standard |
Estimated Actual Standard |
Budget Standard |
HMNZS RESOLUTION available to conduct military hydrography. | Available | Vessel available | Vessel available |
The ability for HMNZS RESOLUTION and the Deployable Hydrographic Support Unit (DHSU) to leverage opportunities to help achieve the Ocean Survey 20/20 Vision and also provide Output Expense Mine Countermeasures (MCM) and MCM Diving Forces products (predominantly Q route surveys) will continue to be explored, commensurate with this primary output expense tasking. This Output Expense is being run at a level sufficient to meet commercial (LINZ) and operational requirements, thus allowing the allocation of some personnel for Output Expense Operationally Deployed Forces. |
|||
The DHSU available to conduct military hydrography either independently or in support of other NZDF force elements. | Available | DHSU available | DSHU available |
HMNZS RESOLUTION available to conduct hydrographic tasks for LINZ under contract. The Hydrographic Business Unit (HBU) available to support the collection and processing programmes. | Available | Vessel and HBU available | Vessel and HBU available |
Deliver LINZ Contract performance standards. The emphasis is on meeting the contract requirements for hydrographic survey to the satisfaction of LINZ and the delivery of hydrographic data that meets international standards. Other measures include:
|
Deliver | Delivered | Deliver |
Undertake MAO&T (Multi-Agency Operations and Tasks), and contribute to a range of services in support of other government departments, the community, and foreign and defence policy objectives when not committed to operations, using the capabilities developed for the operational role. (For details see the section on "Services in Support of the Government and the Community, including MAO&T", in Part 2.1). | Deliver to the satisfaction of supported department/agency | Delivered to the satisfaction of supported department/agency | Deliver to the satisfaction of supported department/agency |
Undertake Defence Diplomacy tasks in accordance with NZDF and Government/MFAT requirements. This normally involves ship visits to foreign ports. | As required | Delivered | As Required |
HMNZS RESOLUTION Mission Availability Days / Sea Days for the year: | 303 / 31 to 51 | 287 / 147 | 217 / 136 to 147 |
HMNZS RESOLUTION Survey Line Miles in support of the LINZ Contract. (Note: For 2010/11, the performance measure will revert back to sea days.) |
4,675 | 4,545 | 70 - 90 days |
Days of coastal survey tasking completed by DHSU in support of the LINZ contract. | N/A (New measure introduced in 2009/10) | 194 days | 60 - 80 days |
Preparedness - Military Hydrography: Employment Context (only applicable to the Military Hydrography part of this Output Expense) |
|||
Security Challenges to New Zealand's Interests in the South Pacific |
|||
Natural and manmade disasters (EC 2B) | Fully Prepared | Partially Prepared | Fully Prepared |
State failure or fragility leading to internal conflict and/or humanitarian crisis (EC 2C) | Substantially Prepared | Partially Prepared | Substantially Prepared |
Challenges to legitimate governments, including civil war and secessionist conflict (EC 2E) | Substantially Prepared | Partially Prepared | Substantially Prepared |
Note - Details of the Key Performance Indicators (KPIs) that underlie the performance standards, the Performance Rating Scale, and Employment Contexts (ECs) are explained earlier in this part.
Military Policy Development, Coordination and Advice (M22)#
Scope of Appropriation
Expenses and Revenue
2009/10 | 2010/11 | ||
---|---|---|---|
Budgeted $000 |
Estimated Actual $000 |
Budget $000 |
|
Total Appropriation | 14,340 | 14,340 | 16,334 |
Revenue from Crown | 14,305 | 14,305 | 16,299 |
Revenue from Other | 35 | 35 | 35 |
Reasons for Change in Appropriation
This appropriation will increase by $1.994 million to $16.334 in 2010/11. This increase is due mainly to a military intelligence initiative met from NZDF resource reprioritisation.
Output Performance Measures and Standards
2009/10 | 2010/11 | ||
---|---|---|---|
Performance Measures | Budgeted Standard |
Estimated Actual Standard |
Budget Standard |
Range of key submissions anticipated as follows: | |||
|
2 | 2 | 2 |
|
30-50 | 30 | 20-40 |
|
350-450 | 380 | 350-450 |
|
300-400 | 350 | 300-400 |
|
350-450 | 150 | 200-300 |
|
2-8 | 4 | 2-8 |
|
380-480 | 380 | 380-480 |
The supply of individual products, as above, of high quality - defined by the characteristics of quality advice. | Meet | Met | Meet |
All reports and oral advice will be delivered within the agreed or statutory time frame: | |||
|
95% | Greater than 95% | 95% |
|
95% | Greater than 95% | 95% |
|
95% | Greater than 95% | 95% |
Percentage of the first drafts of all policy papers accepted by the Minister | 95% | Greater than 95% | 95% |
Percentage of other responses accepted without substantive amendment | 95% | Greater than 95% | 95% |
Degree of satisfaction expressed by the Minister, appropriate committee or agency (feedback from those for whom policy products have been produced) | High Satisfaction | High Satisfaction | High Satisfaction |
Note 1 - Characteristics of "quality advice":
- Purpose. The aims of papers are clearly stated and answers the questions the Minister has raised.
- Logic. The assumptions behind the advice are explicit, the argument is logical and supported by facts.
- Accuracy. The facts in the paper are accurate and all material facts have been included.
- Options. An adequate range of options has been presented and each is assessed for benefits, costs and consequences to the government and the community.
- Consultation. Evidence of adequate consultation with interested parties and possible objections to proposals have been identified.
- Practicality. The format meets Cabinet Office requirement, the material is effectively and concisely summarised, has short sentences in plain English, and is free from spelling and grammatical errors.
Mine Countermeasures (MCM) and MCM Diving Forces (M22)#
Scope of Appropriation
Expenses and Revenue
2009/10 | 2010/11 | ||
---|---|---|---|
Budgeted $000 |
Estimated Actual $000 |
Budget $000 |
|
Total Appropriation | 26,491 | 26,491 | 24,854 |
Revenue from Crown | 26,268 | 26,268 | 24,607 |
Revenue from Other | 223 | 223 | 247 |
Reasons for Change in Appropriation
This appropriation will decrease by $1.637 million to $24.854 million for 2010/11. The decrease relates to the decommissioning of HMNZS KAHU and a change in the maintenance plan for HMNZS MANAWANUI.
Output Performance Measures and Standards
2009/10 | 2010/11 | ||
---|---|---|---|
Performance Measures | Budgeted Standard |
Estimated Actual Standard |
Budget Standard |
MCM Support Vessel (HMNZS MANAWANUI) available for military tasks. | Vessel available | Vessel available | Vessel available |
Operational Diving Team (ODT) available for military tasks. | ODT available | ODT available | ODT available |
Undertake MAO&T (Multi-Agency Operations and Tasks), and contribute to a range of services in support of other government departments, the community, and foreign and defence policy objectives when not committed to operations, using the capabilities developed for the operational role. (For details see the section on "Services in Support of the Government and the Community, including MAO&T", in Part 2.1.) | Deliver to the satisfaction of supported department/agency | Delivered to the satisfaction of supported department/agency | Deliver to the satisfaction of supported department/agency |
HMNZS MANAWANUI Mission Availability Days / Sea Days for the year: | 234 / 82 to 102 | 267/157 | 234 / 136 to 147 |
HMNZS KAHU Mission Availability Days / Sea Days for the year. (HMNZS KAHU was formally decommissioned on 29 October 2009.) | 225 / 88 to 108 | 138 / 42 (Actual up until time of decommissioning) |
(Not applicable) |
Operational Diving Team time (range in hours) spent on operational dive training and MCM readiness training in diving techniques for the disposal of mines and other explosive devices. (The diving hours refer to actual time in the water.) | 327 to 347 hours | 290 hours | 327 to 347 hours |
Preparedness - Naval Support Forces: Employment Context |
|||
Security Challenges and Defence Tasks in New Zealand and its environs |
|||
Terrorist and Asymmetric Threats (EC 1D) | |||
HMNZS MANAWANUI | Fully Prepared | Substantially Prepared | Fully Prepared |
ODT | Fully Prepared | Partially Prepared | Fully Prepared |
Security Challenges to New Zealand's Interests in the South Pacific |
|||
Natural and manmade disasters (EC 2B) | |||
HMNZS MANAWANUI | Fully Prepared | Substantially Prepared | Fully Prepared |
ODT | Fully Prepared | Partially Prepared | Fully Prepared |
State failure or fragility leading to internal conflict and/or humanitarian crisis (EC 2C) | |||
HMNZS MANAWANUI | Fully Prepared | Fully Prepared | Fully Prepared |
ODT | Fully Prepared | Partially Prepared | Fully Prepared |
Challenges to legitimate governments, including civil war and secessionist conflict (EC 2E) | |||
HMNZS MANAWANUI | Fully Prepared | Substantially Prepared | Fully Prepared |
ODT | Fully Prepared | Partially Prepared | Fully Prepared |
Security Challenges to New Zealand's Interests in the Asia-Pacific Region |
|||
Aggression to alter maritime boundaries or seize resources, or threats to freedom of navigation (EC 4A) | |||
HMNZS MANAWANUI | Substantially Prepared | Substantially Prepared | Substantially Prepared |
ODT | Substantially Prepared | Partially Prepared | Substantially Prepared |
Inter-State conflict (EC 4F) | |||
HMNZS MANAWANUI | Substantially Prepared | Substantially Prepared | Substantially Prepared |
ODT | Partially Prepared | Partially Prepared | Partially Prepared |
Security Challenges to New Zealand's Interests in Global Peace and Security |
|||
Terrorist Threats (EC 5D) | |||
HMNZS MANAWANUI | Substantially Prepared | Substantially Prepared | Substantially Prepared |
ODT | Substantially Prepared | Partially Prepared | Substantially Prepared |
Note - Details of the Key Performance Indicators (KPIs) that underlie the performance standards, the Performance Rating Scale, and Employment Contexts (ECs) are explained earlier in this part.
Miscellaneous Support Activities MCOA (M22)#
Scope of Appropriation
This output class is limited to the conduct of Limited Service Volunteer courses for unemployed or disadvantaged youth, selected by the Ministry of Social Development, to encourage these youth towards employment.
Support to Mutual Assistance Programme (MAP)
This output class is limited to the provision of training, technical advice and resources to the defence forces and law enforcement agencies of participant countries under the Mutual Assistance Programme (MAP), both in New Zealand and in MAP countries.
Support to New Zealand Cadet Forces
This output class is limited to the provision of leadership and skills training for all approved New Zealand Cadet Force (NZCF) units.
Support to Service Military Museums
This output class is limited to collection development, collection management and exhibits related to New Zealand's military history.
Support to Youth Development
This output class is limited to New Zealand Defence Force support to government initiated youth development schemes in New Zealand, being the conduct of Limited Service Volunteer courses and contributions to Youth Life Skills programmes (Service Academies and Military-style Activity Camps).
Explanation for Use of Multi-Class Output Expense Appropriation
Outputs of a miscellaneous and disparate nature that do not individually justify separate Departmental Output Expense recognition have been grouped to provide for improved transparency and accountability.
Expenses and Revenue
2009/10 | 2010/11 | ||
---|---|---|---|
Budgeted $000 |
Estimated Actual $000 |
Budget $000 |
|
Total Appropriation |
21,712 | 21,712 | 25,517 |
Support to Limited Service Volunteer Scheme | 1,691 | 1,691 | - |
Support to Mutual Assistance Programme (MAP) | 2,046 | 2,046 | 2,388 |
Support to New Zealand Cadet Forces | 3,586 | 3,586 | 3,399 |
Support to Service Military Museums | 7,297 | 7,297 | 6,260 |
Support to Youth Development | 7,092 | 7,092 | 13,470 |
Revenue from Crown |
14,731 | 14,731 | 14,605 |
Support to Limited Service Volunteer Scheme | 666 | 666 | - |
Support to Mutual Assistance Programme (MAP) | 2,046 | 2,046 | 2,388 |
Support to New Zealand Cadet Forces | 3,586 | 3,586 | 3,399 |
Support to Service Military Museums | 7,297 | 7,297 | 6,260 |
Support to Youth Development | 1,136 | 1,136 | 2,558 |
Revenue from Other |
6,981 | 6,981 | 10,912 |
Support to Limited Service Volunteer Scheme | 1,025 | 1,025 | - |
Support to Mutual Assistance Programme (MAP) | - | - | - |
Support to New Zealand Cadet Forces | - | - | - |
Support to Service Military Museums | - | - | - |
Support to Youth Development | 5,956 | 5,956 | 10,912 |
Reasons for Change in Appropriation
This appropriation will increase by $3.805 million to $25.517 million in 2010/11.
The increase relates to:
- a decrease of $1.691 million in Support to Limited Service Volunteer Scheme due to a decision to transfer activities to a new Support to Youth Development appropriation
- an increase of $342,000 to $2.388 million in Support to Mutual Assistance Programme (MAP) input costs
- a decrease of $187,000 to $3.399 million in Support to Cadet Forces input costs
- a decrease of $1.037 million to $6.260 million in Support to Military Museums reflects a technical reallocation of the NZDF capital charge, and
- an increase of $6.378 million to $13.470 million for the Support to Youth Development appropriation as a result of a transfer from the Support to Limited Service Volunteer Scheme and new baseline funding.
Output Performance Measures and Standards
2009/10 | 2010/11 | ||
---|---|---|---|
Performance Measures | Budgeted Standard |
Estimated Actual Standard |
Budget Standard |
Generally for this MCOA: |
|||
Training and administrative support will be provided in accordance with NZDF training quality standards as modified with senior staff from the requesting organisation: | |||
|
Satisfied | Delivered | Satisfied |
|
Deliver | Delivered | Deliver |
Support to Mutual Assistance Programme (MAP): |
|||
|
140 - 180 | 145 | 130 - 160 |
|
Deliver | Delivered | Deliver |
|
Monitor and Analyse | Monitored and Analysed | Monitor and Analyse |
Support to New Zealand Cadet Forces (NZCF) |
|||
General: |
|||
The NZCF comprises 421 NZCF officers and 3,864 cadets within 101 Cadet Force Units across New Zealand. The personnel figures fluctuate from month to month, especially at the end of the school year. Permanent staff includes 27 Tri-Service, Regular Force training and support staff, and five civilian administrative staff. | |||
|
37 / (3,131) | 32 / (2,600) | 31 / (2,960) |
|
41 / (11,213) | 43 / (10,600) | 48 / (11,447) |
|
Meet | Met | Meet |
|
Meet | Met | Meet |
|
Positive Feedback | Positive Feedback | Positive Feedback |
Support to Youth Development: |
|||
|
5 courses | 6 courses at Burnham and 1 in Wellington | 16 courses (Increase over 2009/10 reflects the full implementation of the Government-initiated Youth Opportunities Package) |
|
Up to 720 trainees | 542 at Burnham and Wellington | Up to 1,875 trainees across the three centres (Auckland, Wellington and Burnham) |
|
Not Specified | 11 Service Academies | 19 Service Academies (Increase over 2009/10 reflects the Government initiated Youth Opportunities Package). |
|
Not Specified | Around 220 | Around 380 |
|
Not Specified | A Concept Trial Camp was conducted at Te Puna Wai Child, Youth and Family facility near Burnham in September/October 2009. A second trial will be conducted during April 2010 | 3 Camps will be supported. |
|
Not Specified | 8 youths attended the first trial camp in the South Island. It is anticipated 10 youths will attend the second trial course | Up to 40 youths per year |
|
37 military and 4 civilian staff | 37 and 4, plus 25 recruited during Jan - Jun 10 | 135 military and 23 civilian staff (8 civilian staff will be NZDF employees and 15 will be provided by MSD) |
Support to Service Military Museums: |
|||
|
Maintain | Maintained | Maintain |
|
Provide | Provided | Provide |
|
Meet | Met | Meet |
|
Review | Reviewed | Review |
|
Yes | Yes | Yes |
Conditions on Use of Appropriation
Reference | Conditions |
---|---|
Defence Act 1990 Part VII | Details regarding the responsibilities of the Minister of Defence and the Chief of Defence, relating to the New Zealand Cadet Forces, and about those forces generally, are contained in Sections 74 - 80 of the Defence Act 1990. |
Naval Combat Forces (M22)#
Scope of Appropriation
Expenses and Revenue
2009/10 | 2010/11 | ||
---|---|---|---|
Budgeted $000 |
Estimated Actual $000 |
Budget $000 |
|
Total Appropriation | 406,876 | 406,876 | 398,139 |
Revenue from Crown | 403,420 | 403,420 | 394,539 |
Revenue from Other | 3,456 | 3,456 | 3,600 |
Output Performance Measures and Standards
2009/10 | 2010/11 | ||
---|---|---|---|
Performance Measures | Budgeted Standard |
Estimated Actual Standard |
Budget Standard |
Number of ANZAC frigates, capable of embarking a Seasprite helicopter as required, available for military tasks (from a total fleet of two ANZAC frigates). (Details on the Seasprite Helicopters are recorded under Output Expense Naval Helicopter Forces). |
2 Frigates | 1 Frigate only for part of the year (HMNZS TE KAHA was undergoing a Platform Systems Upgrade) | 1 Frigate only for part of the year (HMNZS TE MANA will be undergoing a Platform Systems Upgrade) |
The Offshore Patrol Vessels (OPVs) will be available for low-level security challenges in New Zealand or South Pacific waters role once they have been fully accepted into service (mid-2010). | |||
Deployment Impact: | |||
The Naval Combat Forces will not be able to reach a higher performance grading for the higher-end/combat-related tasks (under Employment Contexts 3 - 5) unless the Self Defence Upgrade proceeds. Decisions on this will be included in the Defence Review process. | |||
Undertake Multi-Agency Operations and Tasks (MAO&T), and contribute to a range of services in support of other government departments, the community, and foreign and defence policy objectives when not committed to operations, using the capabilities developed for the operational role. (For details, see the section on "Services in Support of the Government and the Community, including MAO&T", in Part 2.1.) | Deliver to the satisfaction of supported department/agency | Delivered to the satisfaction of supported department/agency | Deliver to the satisfaction of supported department/agency |
Undertake Defence Diplomacy tasks in accordance with NZDF and Government/MFAT requirements. This normally involves ship visits to foreign ports. | As required | Delivered | As required |
HMNZS TE KAHA Mission Availability Days / Sea Days for the year (range in days). | 161 / 95 to 115 | 119 / 92 | 241 / 140 to 150 |
HMNZS TE MANA Mission Availability Days / Sea Days for the year (range in days). | 115 / 72 to 92 | 188 / 118 | 170 / 123 to 133 |
Preparedness - Naval Combat Forces: Employment Context |
|||
Security Challenges and Defence Tasks in New Zealand and its environs | |||
Illegal exploitation of marine resources within the New Zealand EEZ, and other low-level threats to New Zealand territorial sovereignty (EC 1A) | Fully Prepared | Substantially Prepared | Fully Prepared |
Terrorist and Asymmetric Threats (EC 1D) | Fully Prepared | Substantially Prepared | Fully Prepared |
Security Challenges to New Zealand's Interests in the South Pacific | |||
Natural and manmade disasters (EC 2B) | Fully Prepared | Substantially Prepared | Fully Prepared |
State failure or fragility leading to internal conflict and/or humanitarian crisis (EC 2C) | Fully Prepared | Substantially Prepared | Fully Prepared |
Challenges to legitimate governments, including civil war and secessionist conflict (EC 2E) | Fully Prepared | Substantially Prepared | Fully Prepared |
Security Challenges to New Zealand's Interests in the Asia-Pacific Region | |||
Aggression to alter maritime boundaries or seize resources, or threats to freedom of navigation (EC 4A) | Substantially Prepared | Partially Prepared | Substantially Prepared |
Inter-State conflict (EC 4F) | Substantially Prepared | Partially Prepared | Substantially Prepared |
Security Challenges to New Zealand's Interests in Global Peace and Security | |||
Terrorist Threats (EC 5D) | Substantially Prepared | Partially Prepared | Substantially Prepared |
Note - Details of the Key Performance Indicators (KPIs) that underlie the performance standards, the Performance Rating Scale, and Employment Contexts (ECs) are explained earlier in this part.
Naval Helicopter Forces (M22)#
Scope of Appropriation
Expenses and Revenue
2009/10 | 2010/11 | ||
---|---|---|---|
Budgeted $000 |
Estimated Actual $000 |
Budget $000 |
|
Total Appropriation | 83,921 | 83,921 | 87,939 |
Revenue from Crown | 83,459 | 83,459 | 87,484 |
Revenue from Other | 462 | 462 | 455 |
Output Performance Measures and Standards
2009/10 | 2010/11 | ||
---|---|---|---|
Performance Measures | Budgeted Standard |
Estimated Actual Standard |
Budget Standard |
Number of SH-2G(NZ) Seasprite helicopters available for military tasks - from a total fleet of five Seasprite helicopters. While the priority is availability for Naval Combat Force operations, a Seasprite may not be available within response times for all three vessels (a frigate, an Offshore Patrol Vessel and the Multi-Role Vessel) concurrently. Management of this Output Expense is governed by the RNZAF/RNZN Joint Agreement on Naval Aviation. No 6 Squadron, RNZAF will remain under the full command of the Chief of Air Force. Operational command will be exercised through the Air Component Commander (ACC) and Officer Commanding 485 Wing for shore-based activities. When ships' flights are required to embark, operational command will be assigned by ACC to the Maritime Component Commander (MCC), who will in turn assign operational control to the ship's Commanding Officer. The RNZAF is responsible for the training of RNZN Seasprite helicopter aircrew and the provision and training of Ship's Flights maintenance personnel, for operational employment by the RNZN. |
3 Helicopters | 3 Helicopters | 3 Helicopters |
Undertake MAO&T (Multi-Agency Operations and Tasks), and contribute to a range of services in support of other government departments, the community, and foreign and defence policy objectives when not committed to operations, using the capabilities developed for the operational role. (For details see the section on "Services in Support of the Government and the Community, including MAO&T", in Part 2.1.) | Deliver to the satisfaction of supported department/agency | Delivered to the satisfaction of supported department/agency | Deliver to the satisfaction of supported department/agency |
In conjunction with the Naval Combat Forces, undertake Defence Diplomacy tasks in accordance with NZDF and Government/MFAT requirements. This normally involves ship visits to foreign ports. | As required | Delivered to the satisfaction of supported department/agency | Deliver to the satisfaction of supported department/agency |
Total Seasprite Air Flying Hours (target range in hours). | 1,240 - 1,370 | 1,182 | 1,264 - 1,396 |
Preparedness - Naval Helicopter Forces: Employment Context |
|||
Security Challenges and Defence Tasks in New Zealand and its environs |
|||
Illegal exploitation of marine resources within the New Zealand EEZ, and other low-level threats to New Zealand territorial sovereignty (EC 1A) | Fully Prepared | Substantially Prepared | Fully Prepared |
Terrorist and Asymmetric Threats (EC 1D) | Fully Prepared | Substantially Prepared | Fully Prepared |
Security Challenges to New Zealand's Interests in the South Pacific | |||
Natural and manmade disasters (EC 2B) | Fully Prepared | Substantially Prepared | Fully Prepared |
State failure or fragility leading to internal conflict and/or humanitarian crisis (EC 2C) | Fully Prepared | Substantially Prepared | Fully Prepared |
Challenges to legitimate governments, including civil war and secessionist conflict (EC 2E) | Fully Prepared | Substantially Prepared | Fully Prepared |
Security Challenges to New Zealand's Interests in the Asia-Pacific Region |
|||
Aggression to alter maritime boundaries or seize resources, or threats to freedom of navigation (EC 4A) | Substantially Prepared | Partially Prepared | Partially Prepared |
Inter-State conflict (EC 4F) | Substantially Prepared | Partially Prepared | Partially Prepared |
Security Challenges to New Zealand's Interests in Global Peace and Security |
|||
Terrorist Threats (EC 5D) | Substantially Prepared | Partially Prepared | Partially Prepared |
Note 1 - Details of the Key Performance Indicators (KPIs) that underlie the performance standards, the Performance Rating Scale, and Employment Contexts (ECs) are explained earlier in this part.
Naval Patrol Forces (M22)#
Scope of Appropriation
Expenses and Revenue
2009/10 | 2010/11 | ||
---|---|---|---|
Budgeted $000 |
Estimated Actual $000 |
Budget $000 |
|
Total Appropriation | 102,196 | 102,196 | 127,452 |
Revenue from Crown | 101,493 | 101,493 | 126,657 |
Revenue from Other | 703 | 703 | 795 |
Reasons for Change in Appropriation
This appropriation will increase by $25.256 million to $127.452 million in 2010/11. The increase reflects the reflects the introduction into service of the offshore patrol vessels for the Navy and to provide for enhanced Multi-Agency Operations and Tasks.
Output Performance Measures and Standards
2009/10 | 2010/11 | ||
---|---|---|---|
Performance Measures | Budgeted Standard |
Estimated Actual Standard |
Budget Standard |
The OPVs, HMNZ Ships OTAGO and WELLINGTON, with embarked Seasprite or other helicopter/s as required, available for military tasks once fully accepted into service with the Navy. Subject to availability and the Government's requirements, tasking of the OPVs may take place in ECs other than those listed below. |
Available | Not available Expect delivery by mid 2010 |
Both vessels available - once delivered |
The IPVs, HMNZ Ships ROTOITI, HAWEA, PUKAKI and TAUPO, available for military tasks. Subject to availability and the Government's requirements, tasking of the IPVs may take place in ECs other than those listed below. |
Available | All vessels delivered and available | Four vessels available |
Undertake MAO&T (Multi-Agency Operations and Tasks), and contribute to a range of services in support of other government departments, the community, and foreign and defence policy objectives when not committed to operations, using the capabilities developed for the operational role. (For details see the section on "Services in Support of the Government and the Community, including MAO&T", in Part 2.1.) | Deliver to the satisfaction of supported department/agency | Delivered to the satisfaction of supported department/agency. (Where required, other vessels delivered in lieu of the OPVs) | Deliver to the satisfaction of supported department/agency |
OPV HMNZS OTAGO Mission Availability / Sea Days for the year: | 273 / 93 to 113 | Nil - Vessel not fully accepted into service | 248 / 137 to 148 |
OPV HMNZS WELLINGTON Mission Availability / Sea Days for the year: | 312 / 3 to 6 | Nil - Vessel not fully accepted into service | 244 / 136 to 146 |
IPV HMNZS ROTOITI Mission Availability / Sea Days for the year: | 256 / 108 to 128 | 254 / 95 | 281 / 135 to 145 |
IPV HMNZS HAWEA Mission Availability / Sea Days for the year: | 226 / 109 to 129 | 271 / 129 | 244 / 145 to 155 |
IPV HMNZS PUKAKI Mission Availability (days) for the year: | 272 / 118 to 138 | 259 / 118 | 274 / 137 to 147 |
IPV HMNZS TAUPO Mission Availability (days) for the year: | 247 / 103 to 123 | 259 / 112 | 269 / 135 to 145 |
Preparedness - Naval Patrol Forces: Employment Context |
|||
Security Challenges and Defence Tasks in New Zealand and its environs |
|||
Illegal exploitation of marine resources within the New Zealand EEZ, and other low-level threats to New Zealand territorial sovereignty (EC 1A) | |||
Offshore Patrol Forces | Fully Prepared | Not assessed | Fully Prepared |
Inshore Patrol Forces | Fully Prepared | Fully Prepared | Fully Prepared |
Terrorist and Asymmetric Threats (EC 1D) | |||
Offshore Patrol Forces | Fully Prepared | Not assessed | Fully Prepared |
Inshore Patrol Forces | Fully Prepared | Fully Prepared | Fully Prepared |
Security Challenges to New Zealand's Interests in the South Pacific |
|||
Natural and manmade disasters (EC 2B) | |||
Offshore Patrol Forces | Fully Prepared | Not assessed | Fully Prepared |
Inshore Patrol Forces | Substantially Prepared | Fully Prepared | Fully Prepared |
State failure or fragility leading to internal conflict and/or humanitarian crisis (EC 2C) | |||
Offshore Patrol Forces | Substantially Prepared | Not assessed | Substantially Prepared |
Challenges to legitimate governments, including civil war and secessionist conflict (EC 2E) | |||
Offshore Patrol Forces | Substantially Prepared | Not assessed | Substantially Prepared |
Naval Support Forces (M22)#
Scope of Appropriation
Expenses and Revenue
2009/10 | 2010/11 | ||
---|---|---|---|
Budgeted $000 |
Estimated Actual $000 |
Budget $000 |
|
Total Appropriation | 108,386 | 108,386 | 106,026 |
Revenue from Crown | 107,528 | 107,528 | 105,120 |
Revenue from Other | 858 | 858 | 906 |
Output Performance Measures and Standards
2009/10 | 2010/11 | ||
---|---|---|---|
Performance Measures | Budgeted Standard |
Estimated Actual Standard |
Budget Standard |
HMNZS ENDEAVOUR available for military tasks. | Available | Available | Available |
HMNZS CANTERBURY, with the capability to embark Seasprite helicopter/s and NH-90 helicopters, as required, once fully accepted into service, available for military tasks. HMNZS CANTERBURY will be capable of embarking four NH-90 medium utility helicopters - to be acquired by the NZDF in 2011/12 - on completion of ship/aircraft integration trials and First of Class Flight Trials (FOCFT). |
Available | Partially Available | Available |
Undertake MAO&T (Multi-Agency Operations and Tasks), and contribute to a range of services in support of other government departments, the community, and foreign and defence policy objectives when not committed to operations, using the capabilities developed for the operational role. (For details see the section on "Services in Support of the Government and the Community, including MAO&T", in Part 2.1). | Deliver to the satisfaction of supported department/agency | Delivered to the satisfaction of supported department/agency | Deliver to the satisfaction of supported department/agency |
Both vessels undertake Defence Diplomacy tasks in accordance with NZDF and Government/MFAT requirements. This normally involves ship visits to foreign ports. | As required | Delivered | As required |
HMNZS ENDEAVOUR Mission Availability Days / Sea Days for the year: | 239 / 141 to 161 | 247 / 156 | 183 / 125 to 135 |
HMNZS CANTERBURY Mission Availability Days / Sea Days for the year: | 279 / 135 to 155 | 270 / 138 | 239 / 137 to 148 |
Preparedness - Naval Support Forces: Employment Context |
|||
Security Challenges and Defence Tasks in New Zealand and its environs |
|||
Illegal exploitation of marine resources within the New Zealand EEZ, and other low-level threats to New Zealand territorial sovereignty (EC 1A) | |||
HMNZS CANTERBURY | Fully Prepared | Substantially Prepared | Substantially Prepared |
Terrorist and Asymmetric Threats (EC 1D) |
|||
HMNZS ENDEAVOUR | Not applicable | Substantially Prepared | Fully Prepared |
HMNZS CANTERBURY | Fully Prepared | Substantially Prepared | Substantially Prepared |
Security Challenges to New Zealand's Interests in the South Pacific |
|||
Natural and manmade disasters (EC 2B) | |||
HMNZS ENDEAVOUR | Fully Prepared | Substantially Prepared | Fully Prepared |
HMNZS CANTERBURY | Fully Prepared by end of 2009 | Substantially Prepared | Substantially Prepared |
State failure or fragility leading to internal conflict and/or humanitarian crisis (EC 2C) | |||
HMNZS ENDEAVOUR | Fully Prepared | Substantially Prepared | Fully Prepared |
HMNZS CANTERBURY | Fully Prepared by end of 2009 | Substantially Prepared | Substantially Prepared |
Challenges to legitimate governments, including civil war and secessionist conflict (EC 2E) | |||
HMNZS ENDEAVOUR | Fully Prepared | Substantially Prepared | Fully Prepared |
HMNZS CANTERBURY | Fully Prepared by end of 2009 | Substantially Prepared | Substantially Prepared |
Security Challenges to New Zealand's Interests in the Asia-Pacific Region |
|||
Aggression to alter maritime boundaries or seize resources, or threats to freedom of navigation (EC 4A) | |||
HMNZS ENDEAVOUR | Substantially Prepared | Substantially Prepared | Substantially Prepared |
HMNZS CANTERBURY | Substantially Prepared | Substantially Prepared | Substantially Prepared |
Inter-State conflict (EC 4F) | |||
HMNZS ENDEAVOUR | Substantially Prepared | Substantially Prepared | Substantially Prepared |
HMNZS CANTERBURY | Substantially Prepared | Substantially Prepared | Substantially Prepared |
Security Challenges to New Zealand's Interests in Global Peace and Security |
|||
Terrorist Threats (EC 5D) | |||
HMNZS ENDEAVOUR | Substantially Prepared | Substantially Prepared | Substantially Prepared |
HMNZS CANTERBURY | Substantially Prepared | Substantially Prepared | Substantially Prepared |
Note - Details of the Key Performance Indicators (KPIs) that underlie the performance standards, the Performance Rating Scale, and Employment Contexts (ECs) are explained earlier in this part.
Operationally Deployed Forces Annual (M22)#
Scope of Appropriation
Expenses and Revenue
2009/10 | 2010/11 | ||
---|---|---|---|
Budgeted $000 |
Estimated Actual $000 |
Budget $000 |
|
Total Appropriation | 95,626 | 95,626 | 78,446 |
Revenue from Crown | 95,041 | 95,041 | 77,861 |
Revenue from Other | 585 | 585 | 585 |
Reasons for Change in Appropriation
This appropriation will decrease by $17.180 million to $78.446 million for 2010/11. The decrease reflects the impact of both planned draw down and for some missions, that a commitment to continue has yet to be confirmed.
Output Performance Measures and Standards
2009/10 | 2010/11 | ||
---|---|---|---|
Performance Measures | Budgeted Standard |
Estimated Actual Standard |
Budget Standard |
The performance of NZDF Force Elements deployed on government-approved operational missions is assessed against the following: | |||
|
Meet | Met | Meet |
|
Meet | Met | Meet |
|
Satisfy | Satisfied | Satisfy |
|
Meet | Met | Meet |
|
Maintain | Maintained | Maintain |
|
Meet | Met | Meet |
Operational Commitments: |
|||
Maintain the Government-approved deployments / operational commitments (number of personnel deployed), as at 1 April 2010, as shown below. | |||
The numbers of personnel operationally deployed fluctuate from month to month during the year. These fluctuations result from missions closing and opening, short term deployments, seasonal variations to the numbers involved in specific missions, and so on. It is therefore not particularly relevant to compare the budgeted numbers at the start of the financial year with the estimated numbers at the end of the financial year. However, a year-on-year comparison provides an indicator of the trend of personnel deployed (more or less), but still does not capture short-term deployments that at the start of the year were not known. | |||
|
155 | 75 | 75 |
|
8 | 8 | 8 |
|
26 | 28 | 28 |
|
1 | 1 | 1 |
|
139 | 130 | 72 |
|
Not Applicable | 82 | 82 |
|
5 | 5 | 5 |
|
3 | 2 | 2 |
|
1 | 1 | 1 |
|
2 | 2 | 2 |
|
2 | Nil | Nil |
|
6 | 5 | 5 |
|
3 | 3 | 3 |
|
44 | 45 | 45 |
|
3 | 3 | 3 |
|
1 | 1 | 1 |
Total NZDF personnel deployed: | 399 | 391 | 333 |
Rotary Wing Transport Forces (M22)#
Scope of Appropriation
Expenses and Revenue
2009/10 | 2010/11 | ||
---|---|---|---|
Budgeted $000 |
Estimated Actual $000 |
Budget $000 |
|
Total Appropriation | 129,734 | 129,734 | 131,988 |
Revenue from Crown | 129,016 | 129,016 | 131,271 |
Revenue from Other | 718 | 718 | 717 |
Output Performance Measures and Standards
2009/10 | 2010/11 | ||
---|---|---|---|
Performance Measures | Budgeted Standard |
Estimated Actual Standard |
Budget Standard |
Number of UH-1H Iroquois helicopters available for military tasks - from a total fleet of 14 helicopters. The introduction into service of the NH-90 and A-109 helicopter fleets in mid-2011 onwards and the current reduction in the Iroquois fleet will continue to impact on the availability of operationally cleared helicopters for operational deployment; principally as a consequence of a reduction in qualified crews and maintenance personnel. More detail will be provided in the 2011/12 documentation. (The Seasprite naval helicopters are provided under a different Output Expense - Naval Helicopter Forces.) |
6 Helicopters | 6 Helicopters | 6 Helicopters |
Number of additional helicopters on standby for rapid response tasks in New Zealand (under EC 1), such as Counter-Terrorist Operations and for Search and Rescue Missions. | 2 Helicopters | 2 Helicopters | 2 Helicopters |
A Forward and Tactical Aeromedical Evacuation (AME) element for the support of land operations. (The RNZAF is required to provide forward and tactical Rotary Wing AME services, including responsibility for the provision of AME-qualified personnel and associated AME equipment.) |
AME element available | AME element available | AME element available |
Undertake MAO&T (Multi-Agency Operations and Tasks), and contribute to a range of services in support of other government departments, the community, and foreign and defence policy objectives when not committed to operations, using the capabilities developed for the operational role. (For details see the section on "Services in Support of the Government and the Community, including MAO&T", in Part 2.1). | Deliver to the satisfaction of supported department/agency | Delivered to the satisfaction of supported department/agency | Deliver to the satisfaction of supported department/agency |
Total Iroquois Air Flying Hours (target range in hours). | 3,952 - 4,368 | 4,160 | 3,477 - 3,843 |
Preparedness - Rotary Wing Helicopter Forces: Employment Context |
|||
Security Challenges and Defence Tasks in New Zealand and its environs |
|||
Terrorist and Asymmetric Threats (EC 1D) | Fully Prepared | Fully Prepared | Fully Prepared |
Security Challenges to New Zealand's Interests in the South Pacific |
|||
Natural and manmade disasters (EC 2B) | Fully Prepared | Substantially Prepared | Fully Prepared |
State failure or fragility leading to internal conflict and/or humanitarian crisis (EC 2C) | Fully Prepared | Substantially Prepared | Fully Prepared |
Challenges to legitimate governments, including civil war and secessionist conflict (EC 2E) | Fully Prepared | Substantially Prepared | Substantially Prepared |
Security Challenges to New Zealand's Interests in the Asia-Pacific Region |
|||
Inter-State conflict (EC 4F) Operational tasks in high threat environments, which are likely to be encountered under ECs 4 and 5, are beyond the current capabilities of the Iroquois helicopter. This situation will not improve until the NH-90 helicopters have been fully introduced into service. |
Partially Prepared | Not Prepared | Not Prepared |
Security Challenges to New Zealand's Interests in Global Peace and Security |
|||
Terrorist Threats (EC 5D) (See note under EC 4F above) |
Partially Prepared | Not Prepared | Not Prepared |
Note - Details of the Key Performance Indicators (KPIs) that underlie the performance standards, the Performance Rating Scale, and Employment Contexts (ECs) are explained earlier in this part.
Special Operations Forces (M22)#
Scope of Appropriation
Expenses and Revenue
2009/10 | 2010/11 | ||
---|---|---|---|
Budgeted $000 |
Estimated Actual $000 |
Budget $000 |
|
Total Appropriation | 67,114 | 67,114 | 71,251 |
Revenue from Crown | 66,526 | 66,526 | 70,656 |
Revenue from Other | 588 | 588 | 595 |
Reasons for Change in Appropriation
This appropriation will increase by $4.137 million to $71.251 million in 2010/11. This increase relates to increased input costs for Special Operations Forces.
Output Performance Measures and Standards
2009/10 | 2010/11 | ||
---|---|---|---|
Performance Measures | Budgeted Standard |
Estimated Actual Standard |
Budget Standard |
Army, drawing on 1st NZ Special Air Service Group (1 NZ SAS Gp), 1st NZ Explosive Ordnance Disposal (EOD) Squadron (1 NZ EOD Sqn), and Army/NZDF-wide resources, will provide: | |||
|
Available | Delivered | Available |
|
Available | Delivered | Available |
|
Available | Delivered | Available |
CBRE IEDD Organisation - Cabinet approved the formation of an independent and separately funded organisation for the conduct of CBRE IEDD and Explosive Ordnance Disposal (EOD). [CAB Min (05) 27/4 dated 25 Jul 05]. Although CBRE IEDD is a NZDF responsibility directed by Government, Army has been designated the "lead Service". Navy and Air Force will provide trained manpower and specialist support for CBRE IEDD/EOD, as required. | |||
Deployment Impacts: | |||
|
|||
|
|||
Preparedness - Special Operations Forces: Employment Context |
|||
Security Challenges and Defence Tasks in New Zealand and its environs |
|||
Terrorist and Asymmetric Threats (EC 1D) | |||
Special Forces | Fully Prepared | Fully prepared (but limited capacity since deployment to Afghanistan) | Fully prepared (but limited capacity until completion of Afghanistan deployment) |
Counter-Terrorist Forces | Fully Prepared | Fully Prepared | Fully Prepared |
CBRE / IEDD | Fully Prepared | Fully Prepared | Fully Prepared |
Security Challenges to New Zealand's Interests in the South Pacific |
|||
State failure or fragility leading to internal conflict and/or humanitarian crisis (EC 2C) | |||
Special Forces | Fully Prepared | Fully prepared (but limited capacity since deployment to Afghanistan) | Fully prepared (but limited capacity until completion of Afghanistan deployment) |
Challenges to legitimate governments, including civil war and secessionist conflict (EC 2E) | |||
Special Forces | Fully Prepared | Fully prepared (but limited capacity since deployment to Afghanistan) | Fully prepared (but limited capacity until completion of Afghanistan deployment) |
Security Challenges to New Zealand's Interests in the Asia-Pacific Region |
|||
Interstate Conflict (EC 4F) | |||
Special Forces | Fully Prepared | Fully prepared (but limited capacity since deployment to Afghanistan) | Fully prepared (but limited capacity until completion of Afghanistan deployment) |
Security Challenges to New Zealand's Interests in Global Peace and Security |
|||
Terrorist Threats (EC 5D) | |||
Special Forces | Fully Prepared | Fully Prepared (for future rotations to Afghanistan) | Fully Prepared (for future rotations to Afghanistan) |
Note - Details of the Key Performance Indicators (KPIs) that underlie the performance standards, the Performance Rating Scale, and Employment Contexts (ECs) are explained earlier in this part.
Part 6 - Details and Expected Results for Capital Expenditure#
Part 6.1 - Departmental Capital Expenditure
New Zealand Defence Force - Capital Expenditure PLA (M22)
Scope of Appropriation
Capital Expenditure
2009/10 | 2010/11 | ||
---|---|---|---|
Budgeted $000 |
Estimated Actual $000 |
Budget $000 |
|
Forests/Agricultural | - | - | - |
Land | - | - | - |
Property, Plant and Equipment | 513,717 | 383,547 | 569,914 |
Intangibles | 6,283 | 6,283 | 3,000 |
Other | - | - | - |
Total Appropriation |
520,000 | 389,830 | 572,914 |
Forests/Agricultural | - | - | - |
Land | - | - | - |
Property, Plant and Equipment | 513,717 | 383,547 | 569,914 |
Intangibles | 6,283 | 6,283 | 3,000 |
Other | - | - | - |
Total Appropriation |
520,000 | 389,830 | 572,914 |
Reasons for Change in Appropriation
Capital expenditure costs are unique according to year. This appropriation will recognise a $183.084 million increase over the final 2009/10 estimate, mainly as a result of payments made to the Ministry of Defence (MoD) for Specialist Military Equipment (SME) purchases.
Expected Results
2009/10 | 2010/11 | ||
---|---|---|---|
Budgeted Standard |
Estimated Actual Standard |
Budget Standard |
|
Improved Military Capability and Infrastructure | $520 million | $390 million | $573 million |
Performance Information for Appropriations Vote Foreign Affairs and Trade#
MINISTER(S) RESPONSIBLE FOR APPROPRIATIONS: Minister of Foreign Affairs (M34)
ADMINISTERING DEPARTMENT: Ministry of Foreign Affairs and Trade
MINISTER RESPONSIBLE FOR MINISTRY OF FOREIGN AFFAIRS AND TRADE: Minister of Foreign Affairs
Part 1 - Summary of the Vote
Part 1.1 - Overview of the Vote
The Minister of Foreign Affairs is responsible for appropriations in the Vote for the 2010/11 financial year covering the following:
- a total of nearly $358 million on purchasing services in the spheres of foreign affairs and trade from the Ministry of Foreign Affairs and Trade
- a total of over $13 million on purchasing Antarctic research and support from the New Zealand Antarctic Institute
- a total of $4 million to the Asia New Zealand Foundation for the promotion of Asian skills and relationships
- a total of over $1 million to the Pacific Cooperation Foundation for the promotion of mutual understanding and constructive linkages between New Zealanders and other countries and people of the Pacific
- a total of nearly $57 million on subscriptions to international organisations
- a total of over $1 million on payments in accordance with the Diplomatic Privileges and Immunities Act 1968
- a total of over $66 million on departmental capital expenditure.
Details of these appropriations are set out in Parts 2-6 below.
Part 1.2 - High-Level Objectives of the Vote#
Vote Foreign Affairs and Trade provides the Government with policy advice, advocacy, representation and other services directed at managing, advancing and protecting New Zealand's foreign affairs and trade interests in its relations with other countries and groups of countries and in its membership of international institutions. The Vote contributes in key ways to the achievement of the Government's driving goal to grow the economy in order to deliver greater prosperity, security and opportunities to all New Zealanders.
Government Priorities and Outcomes - Links to Appropriations
Government Priorities | Government Outcomes | Appropriations |
---|---|---|
Work towards free trade agreements with the United States, India, and Korea | Economic growth and international competitiveness advanced through New Zealand's international connections. | Policy Advice and Representation - Other Countries. |
Strive for conclusion of the WTO Doha Round | Economic growth and international competitiveness advanced through New Zealand's international connections. | Policy Advice and Representation - International Institutions. |
Push the Single Economic Market with Australia | New Zealand's security and economic interests safeguarded through its security and economic relationships. Economic growth and international competitiveness advanced through New Zealand's international connections. |
Policy Advice and Representation - Other Countries. |
Drive domestic and international research into agricultural greenhouse gas emissions | Transboundary solutions and effective international rules promoted. | Policy Advice and Representation - International Institutions. |
Work with Pacific nations to grow their economies | New Zealand's security and economic interests safeguarded through its security and economic relationships. | Pacific Security Fund. Policy Advice and Representation - Other Countries. |
Part 1.3 - Trends in the Vote#
Summary of Financial Activity
2005/06 | 2006/07 | 2007/08 | 2008/09 | 2009/10 | 2010/11 | 2011/12 | 2012/13 | 2013/14 | ||||
---|---|---|---|---|---|---|---|---|---|---|---|---|
Actual $000 |
Actual $000 |
Actual $000 |
Actual $000 |
Budgeted $000 |
Estimated Actual $000 |
Departmental Transactions Budget $000 |
Non- Departmental Transactions Budget $000 |
Total Budget $000 |
Estimated $000 |
Estimated $000 |
Estimated $000 |
|
Appropriations |
||||||||||||
Output Expenses | 212,935 | 260,106 | 276,691 | 318,594 | 364,353 | 354,353 | 357,629 | 18,568 | 376,197 | 380,769 | 385,663 | 385,663 |
Benefits and Other Unrequited Expenses | - | - | - | - | - | - | N/A | - | - | - | - | - |
Borrowing Expenses | - | - | - | - | - | - | - | - | - | - | - | - |
Other Expenses | 37,040 | 39,604 | 42,703 | 50,795 | 52,438 | 52,438 | - | 57,838 | 57,838 | 56,894 | 57,151 | 56,983 |
Capital Expenditure | 23,327 | 19,474 | 26,563 | 32,463 | 32,759 | 32,759 | 66,098 | - | 66,098 | 70,869 | 48,323 | 35,561 |
Intelligence and Security Department Expenses and Capital Expenditure | - | - | - | - | - | - | - | N/A | - | - | - | - |
Total Appropriations |
273,302 | 319,184 | 345,957 | 401,852 | 449,550 | 439,550 | 423,727 | 76,406 | 500,133 | 508,532 | 491,137 | 478,207 |
Crown Revenue and Capital Receipts |
||||||||||||
Tax Revenue | - | - | - | - | - | - | N/A | - | - | - | - | - |
Non-Tax Revenue | 373 | 346 | 1,488 | 174 | - | - | N/A | - | - | - | - | - |
Capital Receipts | - | - | - | - | - | - | N/A | - | - | - | - | - |
Total Crown Revenue and Capital Receipts |
373 | 346 | 1,488 | 174 | - | - | N/A | - | - | - | - | - |
New Policy Initiatives
Policy Initiative | Appropriation | 2009/10 Budgeted $000 |
2010/11 Budget $000 |
2011/12 Estimated $000 |
2012/13 Estimated $000 |
2013/14 Estimated $000 |
---|---|---|---|---|---|---|
Asia New Zealand Foundation: Increase in Baseline Funding | Promotion of Asian Skills and Relationships (M34) | 453 | 2,453 | 2,453 | 2,453 | 2,453 |
Non-Departmental Output Expenses | ||||||
Capability Review to Support Organisational Change and Government Priorities | Administration of Diplomatic Privileges and Immunities (M34) | - | (30) | (30) | (14) | (8) |
Departmental Output Expenses | ||||||
Consular Services (M34) | - | (35) | (30) | 31 | 32 | |
Departmental Output Expenses | ||||||
Pacific Security Fund (M34) | - | (7) | (8) | (4) | (2) | |
Departmental Output Expenses | ||||||
Policy Advice and Representation - International Institutions (M34) | - | (257) | (335) | (146) | (112) | |
Departmental Output Expenses | ||||||
Policy Advice and Representation - Other Countries (M34) | - | 329 | 403 | 133 | 90 | |
Departmental Output Expenses | ||||||
Global Alliance on Agricultural Greenhouse Gas Mitigation Research | Policy Advice and Representation - International Institutions (M34) | (3,500) | - | - | - | - |
Departmental Output Expenses | ||||||
New Zealand Productivity Commission | Policy Advice and Representation - International Institutions (M34) | - | (70) | (140) | (150) | (150) |
Departmental Output Expenses | ||||||
Review of NZ Inc's Offshore Network | Administration of Diplomatic Privileges and Immunities (M34) | (3) | - | - | - | - |
Departmental Output Expenses | ||||||
Consular Services (M34) | 160 | (491) | (385) | (376) | (349) | |
Departmental Output Expenses | ||||||
Pacific Security Fund (M34) | (19) | - | - | - | - | |
Departmental Output Expenses | ||||||
Policy Advice and Representation - International Institutions (M34) | (1,092) | (29) | (37) | (37) | (21) | |
Departmental Output Expenses | ||||||
Policy Advice and Representation - Other Countries (M34) | 961 | 520 | 422 | 413 | 370 | |
Departmental Output Expenses | ||||||
Promotional Activities - Other Countries (M34) | (7) | - | - | - | - | |
Departmental Output Expenses | ||||||
Rugby World Cup 2011 Office | Administration of Diplomatic Privileges and Immunities (M34) | (2) | - | - | - | - |
Departmental Output Expenses | ||||||
Consular Services (M34) | (103) | - | - | - | - | |
Departmental Output Expenses | ||||||
Pacific Security Fund (M34) | (9) | - | - | - | - | |
Departmental Output Expenses | ||||||
Policy Advice and Representation - International Institutions (M34) | (500) | - | - | - | - | |
Departmental Output Expenses | ||||||
Policy Advice and Representation - Other Countries (M34) | (1,683) | - | - | - | - | |
Departmental Output Expenses | ||||||
Promotional Activities - Other Countries (M34) | (3) | - | - | - | - | |
Departmental Output Expenses | ||||||
Total Initiatives | (5,347) | 2,383 | 2,313 | 2,303 | 2,303 |
Analysis of Significant Trends
Total Vote: All Appropriations
Significant changes in departmental and non-departmental appropriations in Vote Foreign Affairs and Trade are discussed briefly below.
The table of departmental and non-departmental flows reflects the impact of periodic property revaluations; and one-off capital contributions. The underlying trend, however, is an overall increase in the amount appropriated for outputs and other expenses mainly reflecting capability funding, higher property values, the introduction of tax on overseas terms and conditions of service in 2006/07 and approved new initiatives.
Departmental Output Expenses
The key changes from 2005/06 to 2010/11 are as follows:
- Funding Increases: total $111.092 million mainly for additional resources to deepen the Ministry's capability and capacity through additional staff, increases in support infrastructure and cost increases ($91.030 million), a new post in Cairo in 2005/06 ($2.785 million), a new post in Dili in 2006/07 ($1.963 million), a new post in Warsaw ($663,000) in 2004/05, and implementing security enhancements to ensure staff and their families and property are safe, secure and protected ($5.620 million).
- Fiscally Neutral Changes: the main changes since 2005/06 include: decrease in foreign exchange rate movements ($1.018 million), decrease arising from the rate of capital charge lowered from 8.0% to 7.5% ($1.683 million), higher capital charge and depreciation following revaluation of properties ($7.896 million), higher capital charge arising from retention of surplus on unrealised derivative gain ($752,000), increase arising from the introduction of tax on overseas terms and conditions ($32.676 million) in 2006/07 and transfer of chanceries and residences back to the Ministry from the Treasury in 2005/06 ($8.009 million).
Performance Improvement Actions
There are two Performance Improvement Actions for this Vote. They are:
1. Offshore Review
During 2009/10 the Ministry of Foreign Affairs and Trade led a Review of NZ Inc's Offshore Network. The Review was conducted on the basis that any changes proposed should be fiscally neutral and within the overall funding available to NZ Inc for offshore representation and activities for the forecast period. The proposed changes impacting on Vote Foreign Affairs and Trade are reflected in the New Policy Initiatives table and are fiscally neutral. They comprise both reallocations of resources to take advantage of any new trade and economic opportunities and improvements to the way that NZ Inc works onshore and offshore. Any significant adjustments to New Zealand's representation at specific locations will be announced by the Government in due course once partner governments have been informed.
During 2010/11 a detailed plan to implement the decisions on the Review will be developed and started, and benchmarks established for measuring improved performance and service delivery over time.
2. Organisational Transformation
The Ministry of Foreign Affairs and Trade is undertaking a comprehensive organisational change programme, covering strategy, performance measures, people, technology and knowledge management, culture and values and structure. This programme affects both the organisation's votes and its results are expected to be medium term in nature. It is therefore covered in detail in the Ministry's SOI.
Non-Departmental Other Expenses
Non-departmental other expenses have increased by $19.943 million from 2005/06 to 2010/11. The key changes have been:
- The cost of New Zealand's membership to international organisations has increased by $22.470 million, from $34.198 million in 2005/06 to $56.668 million in 2010/11. This increase mainly reflects higher assessed contributions to UN peacekeeping activities, partially offset by exchange rate movements.
- A decrease of $2 million arising from a one-off funding payment in 2005/06 to victims of Hurricane Katrina.
Departmental Capital Expenditure
- In 2005/06 the Ministry received $2.834 million for the establishment of a new post in Cairo, Egypt, $2.751 million for capital expenditure in chanceries and residences previously rented from Treasury, $2.379 million to fit-out new chanceries in Los Angeles and Shanghai, $1.993 million to design and implement a global Emergency Response and Consular Management Information System and $10.023 million to implement the capital recommendations of security assessments of New Zealand Government owned and leased properties offshore driven by security and safety needs.
- In 2006/07 the Ministry received $3.429 million to upgrade the New Zealand Consulate-General in Dili to an Embassy, $7 million first tranche for capital expenditure to construct chanceries in Ankara, Honiara and Suva and establish a lower classified Local Area Network (LAN) alongside the Ministry's current single Confidential LAN, and $1 million for capital expenditure to implement the capital plan in chanceries and residences previously rented from Treasury.
- In 2007/08 the Ministry received $750,000 for Apia Chancery agency accommodation, a further $3.169 million to upgrade the New Zealand Embassy in Dili, $14.550 million second tranche for capital expenditure to construct chanceries in Ankara, Honiara and Suva and establish a lower classified Local Area Network (LAN) alongside the Ministry's current single Confidential LAN, and $1 million for capital expenditure to implement the capital plan in chanceries and residences previously rented from Treasury.
- Refer to Part 6.1 for details of the capital expenditure the Ministry will receive in 2010/11.
Non-Departmental Capital Expenditure
- The New Zealand Antarctic Institute received $1.500 million in 2006/07, $2.400 million in 2007/08, $800,000 in 2008/09 and $300,000 in 2009/10 to maintain the Scott Base buildings and services infrastructure.
Crown Revenue and Receipts Trends
- In 2007/08 the Ministry received a refund of $1.466 million for fringe benefit tax overpaid in a previous financial year.
- The decrease in Crown revenue and receipts reflects a reduction in the number and value of payments Tokelau is asking the Ministry to process on its behalf.
Analysis by Appropriation Type: 2010/11 and 2009/10 Compared
Departmental output expenses
Annual appropriations are expected to increase by $9.144 million (2.6%) in 2010/11 relative to 2009/10. The increase is mainly attributable to an increase in baseline resources to deepen the Ministry's capacity through additional staff, increases in support infrastructure and increases in contributions to various funds ($8.977 million), lower overseas costs caused by the depreciation of the New Zealand dollar ($7.595 million), increases arising from the FEALAC Science and Technology Working Group ($188,000), one-off contribution to global alliance on agriculture greenhouse gas mitigation research ($3.500 million), one-off contribution to the Rugby World Cup 20111 Office ($2.300 million), one-off contribution to the Global Environment Facility ($500,000), one-off transfer to Vote State Services to fund the Identity Verification Service ($593,000) and a decrease by $157,000 for market access forestry.
Non-departmental other expenses
Annual appropriations are expected to increase by $2.700 million (17.0%) in 2010/11 relative to 2009/10. New Zealand Antarctic Institute funding has increased by $750,000 for the International Trans-Antarctic Scientific Experiment partly offset by a decrease of $50,000 for vacating the Chair of the Antarctic Treaty's Committee for Environmental Protection. Asia New Zealand Foundation's baseline funding has increased by $2 million to restore funding to previous levels.
Non-departmental other expenses
The annual appropriation is expected to increase by $5.400 million (10.5%) in 2010/11 relative to 2009/10 reflecting increased payments for Subscriptions to International Organisations due to increases in payments to the United Nations for its regular budget assessment and for UN peacekeeping missions mandated by the Security Council.
Part 2 - Details and Expected Performance for Output Expenses#
Part 2.1 - Departmental Output Expenses
Intended Impacts, Outcomes and Objectives
Intended Impacts, Outcomes or Objectives of Appropriations | Appropriations |
---|---|
Outcome: New Zealand's security and economic interests safeguarded through its security and economic relationships | |
Impact: Australia: A relationship where New Zealand fully engages Australia, and advances New Zealand's interests | Policy Advice and Representation - Other Countries |
Impact: Pacific: Improved security, governance, economic growth and sustainable development in Pacific Island Countries | Pacific Security Fund |
Policy Advice and Representation - Other Countries | |
Impact: United States: Improved bilateral relationship leveraged into enhanced business-as-usual | Policy Advice and Representation - Other Countries |
Impact: Asia: New Zealand positioned to capitalise on economic growth and development in Asia including through participation in regional architecture and active development of key bilateral relationships | Policy Advice and Representation - Other Countries |
Impact: Europe: More influential relationship with the European Union, taking into account European Commission changeover and impact of the Lisbon Treaty | Policy Advice and Representation - Other Countries |
Impact: Selected other relationships: Expanded engagement with countries rising in influence, to safeguard New Zealand's economic and security interests | Policy Advice and Representation - Other Countries |
Outcome: Economic growth and international competitiveness advanced through New Zealand's international connections | |
Impact: WTO: Maximum benefits for New Zealand from a successful WTO Doha Round | Policy Advice and Representation - International Institutions |
Impact: Bilateral and regional agreements: Greater competitiveness and opportunities for New Zealand exporters through the negotiation of FTAs, and improved existing trade and economic frameworks | Policy Advice and Representation - Other Countries |
Impact: New Zealand's existing trade access: Minimal impact on exports of trade access problems | Policy Advice and Representation - Other Countries |
Impact: New Zealand economic performance: Improved economic growth and productivity in New Zealand | Policy Advice and Representation - Other Countries Promotional Activities - Other Countries |
Impact: Global Economic Environment: International responses to the global crisis to accommodate New Zealand's interests | Policy Advice and Representation - Other Countries |
Outcome: Transboundary solutions and effective international rules promoted. | |
Impact: Security: More effective responses to international and regional security challenges, including proliferation, terrorism and radicalisation | Policy Advice and Representation - Other Countries |
Impact: Environment and Resource agenda: An international environmental and natural resource agenda that advances New Zealand interests and supports New Zealand economic competitiveness | Policy Advice and Representation - International Institutions |
Impact: United Nations: A more effective and accountable United Nations | Policy Advice and Representation - International Institutions |
Impact: Commonwealth: A relevant and effective Commonwealth | Policy Advice and Representation - International Institutions |
Outcome: The rights of New Zealanders abroad protected | |
Impact: Consular management and operational capability, including for emergency response, meets public expectations | Consular Services |
Objective: To administer the Government's responsibilities and obligations under the Vienna Conventions on Diplomatic and Consular Relations. | Administration of Diplomatic Privileges and Immunities |
Objective: To provide services for other New Zealand agencies with overseas interests | Services for Other New Zealand Agencies Overseas |
Administration of Diplomatic Privileges and Immunities (M34)
Scope of Appropriation
Expenses and Revenue
2009/10 | 2010/11 | ||
---|---|---|---|
Budgeted $000 |
Estimated Actual $000 |
Budget $000 |
|
Total Appropriation | 459 | 459 | 1,971 |
Revenue from Crown | 459 | 459 | 1,971 |
Revenue from Other | - | - | - |
Reasons for Change in Appropriation
This appropriation will increase by $1.512 million to $1.971 million for 2010/11. The movement arises from:
- an increase by $18,000 from a funding package for response to foreign and trade policy changes
- a decrease by $3,000 as a result of decisions arising from the baseline review
- an increase by $1.522 million from a new structure for capturing direction of effort data and aligning this to departmental output expense appropriations
- a one-off transfer of $2,000 in 2009/10 to the Ministry of Economic Development for the Rugby World Cup 2011 Office
- a decrease by $3,000 from a review of NZ Inc's Offshore Network
- a decrease by $30,000 from a Capability Review to support organisational change and Government priorities.
Output Performance Measures and Standards
2009/10 | 2010/11 | ||
---|---|---|---|
Performance Measures | Budgeted Standard |
Estimated Actual Standard |
Budget Standard |
Quantity | |||
Diplomatic and consular staff of foreign missions in New Zealand at 30 June (see Note 1) | - | 500 | 500-520 |
Policy papers produced for Ministers or Cabinet under this output expense class (see Note 2) | - | 9 | 6-10 |
Quality | |||
All documentation prepared in compliance with the Diplomatic Privileges and Immunities Act 1968 and Consular Privileges and Immunities Act 1971 and the Vienna Convention on Diplomatic Relations and the Vienna Convention on Consular Relations | - | 100% | 100% |
Percentage of policy advice rated as 4 or better on a scale of 1-5 by external review against the Ministry's quality standard for analysis and advice (see Note 3) | - | See Note 1 | 80% |
Timeliness | |||
All arrival and departure documentation for foreign diplomats in New Zealand completed within 10 working days | 100% | 100% | 95% (see Note 4) |
All programmes of calls requested by foreign Heads of Mission processed within 10 working days | 100% | 100% | 95% (see Note 4) |
All documentation for New Zealand Head of Mission appointments processed within a timeframe of three weeks | 100% | 100% | 95% (see Note 4) |
Ministerial Services (see Note 5) | |||
Number of Ministerial letters prepared | - | 1500-1600 | 1500-1600 |
Number of Official Information Act request (OIA) responses provided | - | 180-200 | 180-200 |
Number of Parliamentary Question responses provided | - | 200-250 | 150-300 |
Percentage of ministerial correspondence completed within 10 working days | 100% | 30% | 90% (see Note 4) |
Percentage of ministerial correspondence accepted without amendments | - | 97% | 95% |
Percentage of OIA requests completed within 20 working days (see Note 6) | - | 58% | 70% |
Percentage of OIA requests completed within 40 working days (see Note 6) | - | 81% | 95% |
Note 1 - This measure of quantity is demand driven.
Note 2 - This measure could be considered to be demand driven. Estimates for the 2009/10 financial year are based on the assumption that the quantity of advice will be relatively constant in the absence of reliable trend information to the contrary.
Note 3 - A detailed assessment tool for analysis and advice is yet to be fully developed. The percentage target is therefore nominal. The measure may need to be updated in supplementary information if it is not possible to develop an assessment model that produces a measure of this nature. Because the target is not based on an understanding of past performance or the performance of other entities against the same tool, it is not possible to provide an estimated actual standard for the 2009/10 financial year that is not potentially misleading.
Note 4 - The Ministry has lowered its standards for timeliness on these outputs, because we have judged that setting a 100% standard creates a perverse incentive to prioritise timeliness over other qualities, such as quality, or efficiency of service. There is also the potential for a 100% target to distort reporting, because any single failure represents a failure to achieve the target for the year.
Note 5 - The information on Ministerial services provided here is not disaggregated by output expense class. This performance information is not therefore repeated in each output expense class. Ministerial services can be provided under any of the Ministry's output expense classes. These quantity measures are demand driven. Quantity estimates are based on analysis of year to date information, and available trend data. Trends for Ministerial correspondence and Official Information Act requests are relatively stable. Parliamentary questions, however, fluctuate significantly from year to year. This results in the very large range provided.
Note 6 - Twenty working days is the statutory deadline for responding to requests for information under the Official Information Act. Requests can, however, be extended under Section 15A of the Act "for a reasonable period of time having regard to the circumstances". The 40 working day deadline (twice the statutory deadline) is an attempt to represent the potential for extensions to be notified.
Quality standard for analysis and advice
Quality | Description |
---|---|
Analytically rigorous | |
Robust reasoning and logic | Advice has a clear purpose, problem definition, evaluation of options against criteria, and assessment of risks and opportunities. We come to a conclusion and give action-oriented recommendations. |
Evidence-based | Analysis is supported by relevant evidence. All material facts are present and accurate and based on reliable reporting, research, or other appropriate information. Known gaps that could significantly affect the conclusions are identified and the range of uncertainty stated. We draw on experience of current and past policy interventions and, where relevant, the experience of other countries. In-house experience harnessed. |
Innovative | Advice takes into account recent literature and thinking in the field. Advice does not rely on a stock set of responses to problems. Advice endeavours to contribute to intellectual leadership on the issue. |
Free and frank | Honest, impartial and politically neutral. We have a duty to alert Ministers to the possible consequences of following particular policies, whether or not such advice accords with Ministers' views. Good free and frank advice is offered with an understanding of its political context and the constraints within which the Minister is operating. |
Set in a wider strategic context | |
Strategic | Advice is set in the context of the Ministry's medium term goals and government priorities, and informed by a strategic view about what is important. Connections across policy issues are made, including to areas of work undertaken by other agencies. Advice considers the long-term implications of decisions, and provides a perspective that goes beyond immediate impacts. Interactions with other foreign policy goals identified. Risks and where possible mitigation options are identified. |
Engagement | Evidence of thorough and timely engagement with other government departments and interested parties is presented, and their views, including objections, incorporated as appropriate. |
Practical | Issues of implementation, technical feasibility, practicality and timing are considered. Costs, including resource implications, of options are identified. Advice accurately identifies compliance, transitional, legal, machinery of government, political, legislative, Treaty of Waitangi, or other issues or risks that require management. |
Perspectives of wider stakeholders | We understand and advise Ministers on the perspective of groups outside the public sector, consult with key stakeholders, and provide advice on communications where appropriate. |
Customer-focused and persuasive | |
Presentation | Material is presented to suit the target audience and:
|
Timely | Advice is provided with sufficient lead time to materially affect the issue advice is being provided on, even if that means at times providing advice that is not fully developed. |
Politically aware | Advice demonstrates awareness of the wider environment and political situation. Advice recognises choices and constraints Ministers face, and includes a range of options to address those. |
Solutions-focused | We are proactive, anticipating, as well as responding to, Ministers' needs. Advice suggests a clear way forwards and includes a range of practical options. |
Conditions on Use of Appropriation
Reference | Conditions |
---|---|
Diplomatic Privileges and Immunities Act 1968 and Consular Privileges and Immunities Act 1971 | These Acts gave effect to the 1961 Vienna Convention on Diplomatic Relations and the 1963 Vienna Convention on Consular Relations and set out New Zealand's rights and obligations under the Conventions. |
Current and Past Policy Initiatives
Policy Initiative | Year of First Impact |
2009/10 Budgeted $000 |
2010/11 Budget $000 |
2011/12 Estimated $000 |
2012/13 Estimated $000 |
2013/14 Estimated $000 |
---|---|---|---|---|---|---|
Agreed by Current Government | ||||||
Capability Review to Support Organisational Change and Government Priorities | 2010/11 | - | (30) | (30) | (14) | (8) |
Review of NZ Inc's Offshore Network | 2009/10 | (3) | - | - | - | - |
Baseline Savings | 2008/09 | (3) | (6) | (15) | (14) | (14) |
Agreed by Previous Government | ||||||
Funding Package for Response to Foreign and Trade Policy Changes | 2008/09 | 20 | 38 | 46 | 52 | 52 |
Remuneration: Flow-on Cost to Overseas Allowances | 2005/06 | 27 | 27 | 27 | 27 | 27 |
Remuneration: Market Movement | 2005/06 | 36 | 36 | 36 | 36 | 36 |
Tax on Overseas Conditions of Service | 2005/06 | 16 | 16 | 16 | 16 | 16 |
Consular Services (M34)#
Scope of Appropriation
Expenses and Revenue
2009/10 | 2010/11 | ||
---|---|---|---|
Budgeted $000 |
Estimated Actual $000 |
Budget $000 |
|
Total Appropriation | 16,816 | 16,816 | 24,114 |
Revenue from Crown | 16,466 | 16,466 | 23,764 |
Revenue from Other | 350 | 350 | 350 |
Reasons for Change in Appropriation
This appropriation will increase by $7.298 million to $24.114 million for 2010/11. The movement arises from:
- an increase by $1.173 million from a funding package for response for foreign and trade policy changes
- a decrease by $951,000 as a result of decisions arising from the baseline review
- a decrease by $191,000 from foreign exchange and overseas inflation
- an increase by $7.850 million from a new structure for capturing direction of effort data and aligning this to departmental output expense appropriations
- a one-off transfer of $103,000 in 2009/10 to the Ministry of Economic Development for the Rugby World Cup 2011 Office
- a decrease by $651,000 from a review of NZ Inc's Offshore Network
- a decrease by $35,000 from a Capability Review to support organisational change and Government priorities.
Output Performance Measures and Standards
2009/10 | 2010/11 | ||
---|---|---|---|
Performance Measures | Budgeted Standard |
Estimated Actual Standard |
Budget Standard |
Quantity | |||
Number of overseas locations where consular services are provided | - | 60 | 61 |
Distressed New Zealanders overseas who received consular services (see Note 1) | 2,050 | 1,950 | 2,000-2,400 |
General consular advice enquiries responded to (see Note 1) | 43,000 | 44,000 | 42,000-46,000 |
Notarial services provided (see Note 1) | 9,700 | 9,200 | 8,800-9,600 |
Consular emergencies responded to (see Note 1) | 3 | 3-5 | 3-6 |
Policy papers produced for Ministers or Cabinet under this output expense class (see Note 2) | 10 | 7-12 | |
Quality | |||
Survey of recipients of consular services rate the Ministry's service performance for consular services in the top quartile of departments using the State Services Commission's Common Measurement Tool to measure their service performance | - | See Note 3 | Service performance in top quartile |
Lessons learned reviews conducted on all consular emergencies | - | 100% | 100% |
Lessons learned incorporated into procedures or otherwise actioned within 6 months | - | See Note 4 | 95% |
Percentage of policy advice rated as 4 or better on a scale of 1-5 by external review against the Ministry's quality standard for analysis and advice (see the output expense class Diplomatic Privileges and Immunities above for the Ministry's quality standard for analysis and advice, and related caveats for this measure) | - | See note to Diplomatic Privileges and Immunities above | 80% |
Note 1 - These quantity measures are demand driven. Because we do not hold a single long-term data set for consular services, the number of consular cases is difficult to forecast accurately. For notarial services and general consular advice, there is significant annual variance and no clear trend.
Note 2 - This measure could be considered to be demand driven. Estimates for the 2009/10 financial year are based on the assumption that the quantity of advice will be relatively constant in the absence of reliable trend information to the contrary.
Note 3 - It is not possible to provide an estimated actual standard of performance for the current calendar year, because no similar or comparable measure has been taken. The SSC's Common Measurement Tool allows for comparisons to be made across departments on responses to a set of 8 standard questions that can be applied to the performance of any government service. The target represents a service level the Ministry hopes it is already meeting.
Note 4 - The Ministry does not currently collect data on the timelines for incorporating lessons learned into emergency management procedures. It is not therefore possible to provide an estimate that is not potentially misleading.
Current and Past Policy Initiatives
Policy Initiative | Year of First Impact |
2009/10 Budgeted $000 |
2010/11 Budget $000 |
2011/12 Estimated $000 |
2012/13 Estimated $000 |
2013/14 Estimated $000 |
---|---|---|---|---|---|---|
Agreed by Current Government | ||||||
Capability Review to Support Organisational Change and Government Priorities | 2010/11 | - | (35) | (30) | 31 | 32 |
Review of NZ Inc's Offshore Network | 2009/10 | 160 | (491) | (385) | (376) | (349) |
Baseline Savings | 2008/09 | (257) | (1,208) | (1,061) | (2,107) | (2,107) |
Agreed by Previous Government | ||||||
Funding Package for Response to Foreign and Trade Policy Changes | 2008/09 | 4,315 | 5,488 | 6,036 | 6,927 | 6,927 |
Consular Management Information System | 2005/06 | 408 | 408 | 408 | 408 | 408 |
Crown Property Portfolio Transfer from Treasury | 2005/06 | 190 | 190 | 190 | 190 | 190 |
Remuneration: Flow on Cost to Overseas Allowances | 2005/06 | 108 | 108 | 108 | 108 | 108 |
Remuneration: Market Movement | 2005/06 | 142 | 142 | 142 | 142 | 142 |
Tax on Overseas Conditions of Service | 2005/06 | 1,430 | 1,430 | 1,430 | 1,430 | 1,430 |
Pacific Security Fund (M34)#
Scope of Appropriation
Expenses and Revenue
2009/10 | 2010/11 | ||
---|---|---|---|
Budgeted $000 |
Estimated Actual $000 |
Budget $000 |
|
Total Appropriation | 3,248 | 3,248 | 3,240 |
Revenue from Crown | 3,248 | 3,248 | 3,240 |
Revenue from Other | - | - | - |
Reasons for Change in Appropriation
This appropriation will decrease by $8,000 to $3.240 million for 2010/11. This movement arises from :
- a decrease by $29,000 from a new structure for capturing direction of effort data and aligning this to departmental output expense appropriations
- a one-off transfer of $9,000 in 2009/10 to the Ministry of Economic Development for the Rugby World Cup 2011 Office
- a one-off decrease of $19,000 in 2009/10 from a review of NZ Inc's Offshore Network
- a decrease by $7,000 from a Capability Review to support organisational change and Government priorities.
Output Performance Measures and Standards
2009/10 | 2010/11 | ||
---|---|---|---|
Performance Measures | Budgeted Standard |
Estimated Actual Standard |
Budget Standard |
All programmes and project bids are assessed as consistent with the Pacific Security Strategy, and this is confirmed by periodic audit. | 100% | 100% | 100% |
Funds are accessed, disbursed and monitored in accordance with the management process established by the Pacific Security Coordinating Committee. | 100% | 100% | 100% |
All activities assessed as being of high quality by internal review. | 100% | 100% | 100% |
Note - The Ministry has maintained these measures for the 2010/11 financial year. Development of a more robust measurement methodology will be part of ongoing efforts to further develop the Ministry's performance measures.
Current and Past Policy Initiatives
Policy Initiative | Year of First Impact |
2009/10 Budgeted $000 |
2010/11 Budget $000 |
2011/12 Estimated $000 |
2012/13 Estimated $000 |
2013/14 Estimated $000 |
---|---|---|---|---|---|---|
Agreed by Current Government | ||||||
Capability Review to Support Organisational Change and Government Priorities | 2010/11 | - | (7) | (8) | (4) | (2) |
Review of NZ Inc's Offshore Network | 2009/10 | (19) | - | - | - | - |
Baseline Savings | 2008/09 | (19) | (381) | 14 | (178) | (178) |
Agreed by Previous Government | ||||||
Funding Package for Response to Foreign and Trade Policy Changes | 2008/09 | 380 | 761 | 747 | 925 | 925 |
Remuneration: Market Movement | 2005/06 | 4 | 4 | 4 | 4 | 4 |
Remuneration: Flow-on Cost to Overseas Allowances | 2005/06 | 3 | 3 | 3 | 3 | 3 |
Policy Advice and Representation - International Institutions (M34)#
Scope of Appropriation
Expenses and Revenue
2009/10 | 2010/11 | ||
---|---|---|---|
Budgeted $000 |
Estimated Actual $000 |
Budget $000 |
|
Total Appropriation | 54,864 | 52,864 | 65,258 |
Revenue from Crown | 54,864 | 54,864 | 65,258 |
Revenue from Other | - | - | - |
Reasons for Change in Appropriation
This appropriation will increase by $10.394 million to $65.258 million for 2010/11. This movement arises from:
- an increase by $3.623 million from a funding package for response to foreign trade and policy changes
- a decrease by $1.005 million as a result of decisions arising from the baseline review
- a decrease by $857,000 from foreign exchange and overseas inflation movements
- an increase by $7.327 million from a new structure for capturing direction of effort data and aligning this to departmental output expense appropriations
- a one-off transfer of $500,000 in 2009/10 to the Ministry of Economic Development for the Rugby World Cup 2011 Office
- an increase by $1.063 million from a review of NZ Inc's Offshore Network
- a decrease by $257,000 from a Capability Review to support organisational change and Government priorities.
Output Performance Measures and Standards
2009/10 | 2010/11 | ||
---|---|---|---|
Performance Measures | Budgeted Standard |
Estimated Actual Standard |
Budget Standard |
Quantity | |||
Active treaty negotiations serviced by the Ministry under this output expense class (see Note 1) | - | 44 | 44 |
Policy papers produced for Ministers or Cabinet under this output expense class | - | 330 | 300-350 |
Quality | |||
Percentage of peers rating the quality of the Ministry's negotiation of international agreements as 4 or better on a scale of 1-5 against the Ministry's quality standard for negotiation (see Note 3) | - | See Note 2 | 80% |
Percentage of policy advice rated as 4 or better on a scale of 1-5 by external review against the Ministry's quality standard for analysis and advice (see the output expense class Diplomatic Privileges and Immunities above for the Ministry's quality standard for analysis and advice, and related caveats for this measure) | - | See note to Diplomatic Privileges and Immunities above | 80% |
Note 1 - As recorded in the Ministry's international treaties list. This list includes international agreements led by the Ministry as well as agreements led by other agencies. The Ministry is engaged in all these treaties at some point but the amount of work entailed varies from large multi-party agreements where the Ministry is the lead negotiator, to small-scale arrangements led by other departments. The figure also excludes the Ministry's ongoing involvement in the functioning of and decision-making in already established international organisations.
Note 2 - This measure could be considered to be demand driven. Estimates for the 2009/10 financial year are based on the assumption that the quantity of advice will be relatively constant in the absence of reliable trend information to the contrary.
Note 3 - The assessment tool will be a survey of peers from other government departments involved in negotiation of international agreements with the Ministry. The survey has yet to be designed in detail and therefore the percentage target is nominal. The measure may need to be updated in supplementary information if it is not possible to develop an assessment model that produces a measure of this nature. Because the target is not based on an understanding of past performance or the performance of other entities against the same tool, it is not possible to provide an estimated actual standard for the 2009/10 financial year that is not potentially misleading. The quality standard is set out below.
Quality Standard for Negotiation
Quality | Description |
---|---|
Well prepared | New Zealand's interests clearly identified Clear objectives and priorities set Objectives for ongoing negotiations reviewed regularly Links to other objectives identified and managed appropriately Other agencies with an interest consulted Relevant stakeholders engaged Likely positions of other parties to the negotiation identified in advance, and contributing factors to those positions understood Proposals consulted with like-minded Appropriate (Ministerial or Cabinet) approvals obtained Clear structures around delegation roles |
High quality presentation | Written and oral presentation that is:
|
Tactical acumen | The dynamic of the negotiation clearly understood and exploited A range of tools and tactics used Tactical choices are culturally aware Presence of Ministers is effectively leveraged Other outputs (eg, visits, public diplomacy, advocacy) effectively leveraged to support the negotiation Possible trade-offs identified in advance, and applied within and between negotiations Trade-offs chosen take into account precedents, and take into account the possible creation of new precedents New Zealand's proposals identify innovative solutions and move the debate forward or allow for win-win solutions |
Well reported | Reporting is timely Reporting records trade-offs and commitments Reporting makes a robust assessment of achievement of objectives and considers implications for future effort Records of proposals kept (where a treaty is being negotiated) Opportunities to fully exploit the outcome of the negotiation identified, for instance through an implementation plan |
Current and Past Policy Initiatives
Policy Initiative | Year of First Impact |
2009/10 Budgeted $000 |
2010/11 Budget $000 |
2011/12 Estimated $000 |
2012/13 Estimated $000 |
2013/14 Estimated $000 |
---|---|---|---|---|---|---|
Agreed by Current Government | ||||||
Capability Review to Support Organisational Change and Government Priorities | 2010/11 | - | (257) | (335) | (146) | (112) |
Review of NZ Inc's Offshore Network | 2009/10 | (1,092) | (29) | (37) | (37) | (21) |
Baseline Savings | 2008/09 | (1,318) | (2,323) | (4,510) | (7,317) | (7,317) |
Agreed by Previous Government | ||||||
Funding Package for Response to Foreign and Trade Policy Changes | 2007/08 | 12,790 | 16,413 | 18,742 | 21,836 | 21,836 |
Asia Security and Governance Fund | 2006/07 | 700 | 700 | 700 | 700 | 700 |
Climate Change: Increase in Capacity | 2006/07 | 378 | 378 | 378 | 378 | 378 |
Disarmament: NZ National Data Centre | 2006/07 | 150 | 150 | 150 | 150 | 150 |
Tax on Overseas Conditions of Service | 2005/06 | 5,442 | 5,442 | 5,442 | 5,442 | 5,442 |
Remuneration: Market Movement | 2005/06 | 785 | 785 | 785 | 785 | 785 |
Remuneration: Flow-on Cost to Overseas Allowances | 2005/06 | 596 | 596 | 596 | 596 | 596 |
Disarmament: G8 Global Partnership | 2005/06 | 685 | 685 | 685 | 685 | 685 |
Crown Property Portfolio Transfer from Treasury | 2005/06 | 415 | 415 | 415 | 415 | 415 |
Policy Advice and Representation - Other Countries (M34)#
Scope of Appropriation
Expenses and Revenue
2009/10 | 2010/11 | ||
---|---|---|---|
Budgeted $000 |
Estimated Actual $000 |
Budget $000 |
|
Total Appropriation | 258,294 | 250,294 | 248,926 |
Revenue from Crown | 257,979 | 257,979 | 248,611 |
Revenue from Other | 315 | 315 | 315 |
Reasons for Change in Appropriation
This appropriation will decrease by $9.368 million to $248.926 million for 2010/11. This movement arises from:
- an increase by $17,000 for Dili upgrading to Embassy status
- an increase by $17.406 million from a funding package for response to foreign and trade policy changes
- a one-off transfer of $593,000 in 2009/10 to Vote State Services to fund the Identity Verification Service
- a decrease by $11.322 million as a result of decisions arising from the baseline review
- a one-off decrease of $500,000 in 2009/10 for the Ministry's contribution to the Global Environment Fund
- a one-off increase of $157,000 in 2009/10 for Market Access Forestry
- an increase by $19,000 from a new structure for capturing direction of effort data and aligning this to departmental output expense appropriations
- an increase by $1.077 million from resources for WTO, CEPs/FTAs
- a decrease by $6.158 million from foreign exchange and overseas inflation movements
- a decrease by $93,000 arising from a transfer to Vote Communication Security for the GCSB New Zealand Intelligence Community Network Enhancement (NZICNet) project
- an increase by $188,000 arising from the FELAC Science and Technology working group
- a decrease by $16.439 million from a new structure for capturing direction of effort data and aligning this to departmental output expense appropriations
- a one-off decrease of $3.500 million in 2009/10 for the global alliance on agricultural greenhouse gas mitigation research
- a one-off transfer of $1.683 million in 2009/10 to the Ministry of Economic Development for the Rugby World Cup 2011 Office
- a decrease by $441,000 from a review of NZ Inc's Offshore Network
- an increase by $329,000 from a Capability Review to support organisational change and Government priorities
- a decrease by $70,000 to establish and fund the NZ Productivity Commission.
Output Performance Measures and Standards
2009/10 | 2010/11 | ||
---|---|---|---|
Performance Measures | Budgeted Standard |
Estimated Actual Standard |
Budget Standard |
Quantity | |||
Active formal negotiations serviced by the Ministry under this output expense class (see Note 1) | - | 51 | 51 |
Inwards visits supported by the Ministry under this output expense class (see Note 2) | - | 150 | 130-180 |
Outwards visits by New Zealand Ministers supported by the Ministry under this output expense class (see Note 3) | - | 30-40 | 30-40 |
Policy papers produced for Ministers or Cabinet under this output expense class (see Note 4) | - | 1000 | 900-1100 |
Quality | |||
Percentage of peers rating the quality of the Ministry's negotiation of international agreements as 4 or better on a scale of 1-5 against the Ministry's quality standard for negotiation (see the output expense class Policy Advice and Representation - International Institutions above for the quality standard and caveats on this measure) | - | See note to Policy Advice and Representation - Other Countries above | 80% |
Percentage of visits rated as 4 or better on a scale of 1-5 by internal review against the Ministry's visits quality standard for visits management (see Note 5) | - | See Note 5 | 80% |
Percentage of policy advice rated as 4 or better on a scale of 1-5 by external review against the Ministry's quality standard for analysis and advice (see Administration of Diplomatic Privileges and Immunities above for the quality standard and caveats on this measure). | - | See note to Diplomatic Privileges and Immunities above | 80% |
Note 1 - As recorded in the Ministry's international treaties list. This list includes international agreements led by the Ministry as well as agreements led by other agencies. The Ministry is engaged in all these treaties at some point but the amount of work entailed varies from large multi-party agreements where the Ministry is the lead negotiator, to small-scale arrangements led by other departments. The figure of 51 excludes 30 Double Taxation Agreements led by the Internal Revenue Department as these have the potential to distort the data in an area where the Ministry's involvement is light.
Note 2 - As recorded in the Ministry's inwards visits list. This list covers only major visits to New Zealand. It does not distinguish between visits for which Executive Government Support in the Department of Internal Affairs manages logistics and planning, and those supported wholly by the Ministry.
Note 3 - Includes travel supported by the Ministry of the Minister of Foreign Affairs and Trade, Minister of Trade and Prime Minister only. The Ministry also supports travel by other Ministers. This number represents trips taken, not countries visited. It counts visits by multiple Ministers separately (eg, travel by all three Ministers to APEC meetings in November 2009 is counted as three visits).
Note 4 - This measure could be considered to be demand driven. Estimates for the 2009/10 financial year are based on the assumption that the quantity of advice will be relatively constant in the absence of reliable trend information to the contrary.
Note 5 - The assessment tool will be a desktop review of a sample of visits managed by the Ministry. The measurement tool for the review is yet to be designed in detail and therefore the percentage target is nominal. The measure may need to be updated in supplementary information if it is not possible to develop an assessment model that produces a measure of this nature. Because the target is not based on an understanding of past performance or the performance of other entities against the same tool, it is not possible to provide an estimated actual standard for the 2009/10 financial year that is not potentially misleading. The quality standard is set out below.
Quality standard for visits management
Quality | Description |
---|---|
Policy | Policy objectives for the visit clearly identified and expressed in concrete terms Measurable results clearly identified before the visit Objectives of the visit are consistent with the Ministry's strategic framework, or other relevant government priorities High-level meetings have focused agendas structured around clear policy objectives Interests of other agencies and, where relevant, other domestic stakeholders identified and provided for |
High quality programme | Good variety of events (not all meetings with government Ministers) Level of access gained for calls is appropriate to the visitor Programme includes well-targeted representational events Accompanying groups (eg, business delegations) integrated into programme The programme exploits opportunities to further broad NZ Inc interests Programme leverages relationships with other organisations (eg civil society, diaspora groups) |
Smooth logistics | Logistical arrangements are planned in appropriate detail and are coherent Execution of the logistics is effective, efficient, and consistent with the plan Reasonable contingencies prepared for |
Client-focused | Visit arranged in accordance with Minister's preferences Presentation of brief is consistent with Minister's preferences Clear, succinct and well-structured brief Brief contains all material likely to be required Briefing opportunities provided for outgoing Ministers, both prior to and during the visit |
Media and Communications | Communications plan developed for the visit that maximises the broader impact of the visit |
Risk management | Risks around unexpected events are effectively prepared for both from a logistical perspective (eg, logistics failures) and a policy perspective (eg implications of cancellation on relationships) |
Well reported | Reporting is timely Robust and objective assessment of visit against the desired results identified Reporting covers all areas discussed (not necessarily in a single place) Reporting format is appropriate and effective for the audience(s) it is aimed at Reporting identifies opportunities to build on the outcomes of the visit |
Current and Past Policy Initiatives
Policy Initiative | Year of First Impact |
2009/10 Budgeted $000 |
2010/11 Budget $000 |
2011/12 Estimated $000 |
2012/13 Estimated $000 |
2013/14 Estimated $000 |
---|---|---|---|---|---|---|
Agreed by Current Government | ||||||
NZ Productivity Commission | 2010/11 | - | (70) | (140) | (150) | (150) |
Capability Review to Support Organisational Change and Government Priorities | 2010/11 | - | 329 | 403 | 133 | 90 |
Review of NZ Inc's Offshore Network | 2009/10 | 961 | 520 | 422 | 413 | 370 |
Baseline Savings | 2008/09 | (4,890) | (16,212) | (26,239) | (36,770) | (36,770) |
Agreed by Previous Government | ||||||
Funding Package for Response to Foreign Trade and Policy Changes | 2007/08 | 67,131 | 84,537 | 98,086 | 113,633 | 113,633 |
Dili: Upgrading to Embassy Status | 2007/08 | 1,946 | 1,963 | 1,963 | 1,963 | 1,963 |
Physical Security & Agency Accommodation | 2007/08 | (110) | (110) | (110) | (110) | (110) |
Diplomatic Tools and Tradecraft | 2006/07 | 1,324 | 1,324 | 1,324 | 1,324 | 1,324 |
Latin America Strategy Fund | 2006/07 | 250 | 250 | 250 | 250 | 250 |
Security: Information Systems and Physical | 2006/07 | 4,331 | 4,331 | 4,331 | 4,331 | 4,331 |
Cairo Post Operating Costs | 2005/06 | 3,107 | 3,107 | 3,107 | 3,107 | 3,107 |
Chancery Costs: Other Government Agencies | 2005/06 | 721 | 721 | 721 | 721 | 721 |
Crown Property Portfolio Transfer from Treasury | 2005/06 | 8,409 | 8,409 | 8,409 | 8,409 | 8,409 |
Maximising Gains from Trade Negotiations | 2005/06 | 2,494 | 2,494 | 2,494 | 2,494 | 2,494 |
Physical and Personnel Security Measures | 2005/06 | 2,611 | 2,611 | 2,611 | 2,611 | 2,611 |
Regional Assistance Mission to the Solomon Islands Deputy Position | 2005/06 | 287 | 287 | 287 | 287 | 287 |
Remuneration: Flow on Cost to Overseas Allowances | 2005/06 | 1,903 | 1,903 | 1,903 | 1,903 | 1,903 |
Remuneration: Market Movement | 2005/06 | 2,510 | 2,510 | 2,510 | 2,510 | 2,510 |
Tax on Overseas Conditions of Service | 2005/06 | 32,471 | 32,471 | 32,471 | 32,471 | 32,471 |
Policy Advice and Representation - Other Countries PLA (M34)#
Scope of Appropriation
Expenses and Revenue
2009/10 | 2010/11 | ||
---|---|---|---|
Budgeted $000 |
Estimated Actual $000 |
Budget $000 |
|
Total Appropriation | 43 | 43 | 21 |
Revenue from Crown | 43 | 43 | 21 |
Revenue from Other | - | - | - |
Reasons for Change in Appropriation
This appropriation will decrease by $22,000 to $21,000 for 2010/11. This decrease is the result of a new structure for capturing direction of effort data and aligning this to departmental output expense appropriations.
Output Performance Measures and Standards
2009/10 | 2010/11 | ||
---|---|---|---|
Performance Measures | Budgeted Standard |
Estimated Actual Standard |
Budget Standard |
New Zealand Government Superannuation Scheme for locally recruited staff in the United States of America financially viable. | Fully funded | Fully funded | Fully funded |
Conditions on Use of Appropriation
Reference | Conditions |
---|---|
Section 11 of the Foreign Affairs Act 1988. | Limited to schemes approved by the Minister of Finance. |
Promotional Activities - Other Countries (M34)#
Scope of Appropriation
Expenses and Revenue
2009/10 | 2010/11 | ||
---|---|---|---|
Budgeted $000 |
Estimated Actual $000 |
Budget $000 |
|
Total Appropriation | 680 | 680 | 500 |
Revenue from Crown | 680 | 680 | 500 |
Revenue from Other | - | - | - |
Reasons for Change in Appropriation
This appropriation will decrease by $180,000 to $500,000 for 2010/11. The movement arises from:
- an increase by $20,000 from a funding package for responses to foreign and trade policy changes
- a decrease by $1,000 as a result of decisions arising from the baseline review
- a decrease by $209,000 from a new structure for capturing direction of effort data and aligning this to departmental output expense appropriations
- a one-off transfer of $3,000 in 2009/10 to the Ministry of Economic Development for the Rugby World Cup 2011 Office
- an increase by $7,000 from a review of NZ Inc's Offshore Network
Output Performance Measures and Standards
2009/10 | 2010/11 | ||
---|---|---|---|
Performance Measures | Budgeted Standard |
Estimated Actual Standard |
Budget Standard |
All activities are in conformity with Government objectives and criteria. | 100% | 100% | 100% |
All activities assessed as being of high quality by internal review | 100% | 100% | 100% |
Note - The Ministry has maintained these measures for the 2010/11 financial year. Development of a more robust measurement methodology will be part of ongoing efforts to further develop the Ministry's performance measures.
Current and Past Policy Initiatives
Policy Initiative | Year of First Impact |
2009/10 Budgeted $000 |
2010/11 Budget $000 |
2011/12 Estimated $000 |
2012/13 Estimated $000 |
2013/14 Estimated $000 |
---|---|---|---|---|---|---|
Agreed by Current Government | ||||||
Review of NZ Inc's Offshore Network | 2009/10 | (7) | - | - | - | - |
Baseline Savings | 2008/09 | (13) | (14) | (35) | (45) | (45) |
Agreed by Previous Government | ||||||
Funding Package for Response to Foreign Trade and Policy Changes | 2008/09 | 38 | 58 | 76 | 95 | 95 |
Remuneration: Flow on Cost to Overseas Allowances | 2005/06 | 4 | 4 | 4 | 4 | 4 |
Remuneration: Market Movement | 2005/06 | 5 | 5 | 5 | 5 | 5 |
Services for Other New Zealand Agencies Overseas (M34)#
Scope of Appropriation
Expenses and Revenue
2009/10 | 2010/11 | ||
---|---|---|---|
Budgeted $000 |
Estimated Actual $000 |
Budget $000 |
|
Total Appropriation | 14,081 | 14,081 | 13,599 |
Revenue from Crown | - | - | - |
Revenue from Other | 14,081 | 14,081 | 13,599 |
Reasons for Change in Appropriation
This appropriation will decrease by $482,000 to $13.599 million for 2010/11. This movement arises from:
- a decrease by $389,000 from foreign exchange and overseas inflation movements
- a decrease by $93,000 in the level of services purchased by other departments and agencies
Output Performance Measures and Standards
2009/10 | 2010/11 | ||
---|---|---|---|
Performance Measures | Budgeted Standard |
Estimated Actual Standard |
Budget Standard |
Number of seconded staff from other government agencies collocated in Ministry posts offshore (see Note 1) | - | 94 | 96 |
Number of locations providing services on behalf of other government agencies (see Note 2) | - | 46 | 46 |
Percentage of respondents rating the Ministry's service performance as 4 or better on a scale of 1-5 (see Note 3) | See Note | 80% |
Note 1 - Other government agencies co-located at Ministry posts offshore are New Zealand Trade and Enterprise, the New Zealand Defence Force, Immigration New Zealand, Tourism New Zealand, Customs, Police, the Ministry of Education, the Ministry of Research, Science and Technology, the Ministry of Agriculture and Forestry, and Treasury.
Note 2 - The Ministry provides services directly for the Department of Internal Affairs, and for Immigration New Zealand.
Note 3 - The assessment tool will be a survey of partners who receive services from the Ministry. The survey has yet to be designed in detail and therefore the percentage target is nominal. The measure may need to be updated in supplementary information if it is not possible to develop an assessment model that produces a measure of this nature. Because the target is not based on an understanding of past performance or the performance of other entities against the same tool, it is not possible to provide an estimated actual standard for the 2009/10 financial year that is not potentially misleading.
Conditions on Use of Appropriation
Reference | Conditions |
---|---|
Agency Agreements | Agency agreements set out the services to be provided and any other conditions on their provision as agreed with the agency concerned. |
Part 2.2 - Non-Departmental Output Expenses#
Intended Impacts, Outcomes and Objectives
Intended Impacts, Outcomes or Objectives of Appropriations | Appropriations |
---|---|
Outcome: Enhanced New Zealand Antarctic scientific research and strategic programme of national Antarctic activities. | Antarctic Research and Support. |
Outcome: Mutual understanding and constructive linkages between New Zealanders and Pacific peoples. | Pacific Cooperation Foundation. |
Outcome: Improved knowledge among New Zealanders about Asian countries and the development of the necessary skills required by New Zealanders in their dealings with Asia. | Promotion of Asian Skills and Relationships. |
Antarctic Research and Support (M34)
Scope of Appropriation
Expenses
2009/10 | 2010/11 | ||
---|---|---|---|
Budgeted $000 |
Estimated Actual $000 |
Budget $000 |
|
Total Appropriation | 12,468 | 12,468 | 13,168 |
Reasons for Change in Appropriation
This appropriation will increase by $700,000 to $13.168 million for 2010/11. This movement arises from:
- a decrease of $50,000 for administrative support for Antarctica New Zealand's candidate vacating the Chair of the Antarctic Treaty's Committee for Environmental Protection
- an increase of $750,000 from an expense transfer to fund the International Trans-Antarctic Scientific Experiment (ITASE).
Output Performance Measures and Standards
2009/10 | 2010/11 | ||
---|---|---|---|
Performance Measures | Budgeted Standard |
Estimated Actual Standard |
Budget Standard |
Proportion of New Zealand's Antarctic programme allocated to science (based on numbers of people travelling to Antarctica with the Programme) | 45% | 45% | 45% |
Number of peer-reviewed scientific papers produced by Antarctica New Zealand supported researchers | At least 70 publications | At least 60 publications | At least 70 publications |
Number of times scientific papers published over past 6 years, produced by Antarctica New Zealand supported researchers, are cited in other scientific papers | At least 900 citations | At least 900 citations | At least 900 citations |
Conditions on Use of Appropriation
Reference | Conditions |
---|---|
Output Agreement between the Minister and NZAI | Outputs delivered by agreed target dates and as specified in the Output Agreement between the Minister and NZAI |
Current and Past Policy Initiatives
Policy Initiative | Year of First Impact |
2009/10 Budgeted $000 |
2010/11 Budget $000 |
2011/12 Estimated $000 |
2012/13 Estimated $000 |
2013/14 Estimated $000 |
---|---|---|---|---|---|---|
Agreed by Previous Government | ||||||
NZAI: Implementing Wind Energy Technology at Scott Base | 2008/09 | 320 | 320 | 320 | 320 | 320 |
Maintaining Antarctic Logistics Support Capability | 2007/08 | 1,600 | 1,600 | 1,600 | 1,600 | 1,600 |
Antarctic Aircraft and Helicopter Operations | 2006/07 | 762 | 762 | 762 | 762 | 762 |
Capital Expenditure Programme Flow-on Costs for Antarctic Operations | 2006/07 | 400 | 400 | 400 | 400 | 400 |
International Influence and Leadership | 2006/07 | 50 | - | - | - | - |
Logistical Support for ITASE Project | 2006/07 | 500 | 500 | 500 | 500 | 500 |
Existing Output Cost Pressures | 2005/06 | 880 | 880 | 880 | 880 | 880 |
Pacific Cooperation Foundation (M34)#
Scope of Appropriation
Expenses
2009/10 | 2010/11 | ||
---|---|---|---|
Budgeted $000 |
Estimated Actual $000 |
Budget $000 |
|
Total Appropriation | 1,400 | 1,400 | 1,400 |
Output Performance Measures and Standards
2009/10 | 2010/11 | ||
---|---|---|---|
Performance Measures | Budgeted Standard |
Estimated Actual Standard |
Budget Standard |
Promoting economic sustainability in the Pacific | |||
|
N/A | Increase in awareness of Pacific products and perceptions of quality to 16% | Increase in awareness of Pacific products and perceptions of quality to 16% |
|
N/A | Increase in awareness of Pacific products and perceptions of quality to 16% | Increase in awareness of Pacific products and perceptions of quality to 16% |
|
N/A | Continued development of framework and specific measures developed in two sectors | Continued development of framework and specific measures developed in two sectors |
Fostering understanding of the Pacific | |||
|
N/A | Continued development of programmes | Continued development of programmes |
|
N/A | Continued development of programmes | Continued development of programmes |
|
N/A | Continued development of programmes | Continued development of programmes |
Conditions on Use of Appropriation
Reference | Conditions |
---|---|
2009/10 Purchase Agreement | Outputs delivered by agreed target dates and as specified in the Purchase Agreement between the Minister and Pacific Cooperation Foundation. |
Current and Past Policy Initiatives
Policy Initiative | Year of First Impact |
2009/10 Budgeted $000 |
2010/11 Budget $000 |
2011/12 Estimated $000 |
2012/13 Estimated $000 |
2013/14 Estimated $000 |
---|---|---|---|---|---|---|
Agreed by Previous Government | ||||||
Increase in Baseline Funding | 2008/09 | 1,400 | 1,400 | 1,400 | 1,400 | 1,400 |
Promotion of Asian Skills and Relationships (M34)#
Scope of Appropriation
Expenses
2009/10 | 2010/11 | ||
---|---|---|---|
Budgeted $000 |
Estimated Actual $000 |
Budget $000 |
|
Total Appropriation | 2,000 | 2,000 | 4,000 |
Reasons for Change in Appropriation
This appropriation will increase by $2 million to $4 million for 2010/11. This movement arises from an increase in baseline funding for the Foundation.
Output Performance Measures and Standards
2009/10 | 2010/11 | ||
---|---|---|---|
Performance Measures | Budgeted Standard |
Estimated Actual Standard |
Budget Standard |
Level of Asia literacy and engagement with Asia by Foundation constituents (Surveying). | 74% | >74% | Increase on scale |
Level of New Zealand public awareness of the importance of Asia to New Zealand (Social Research). | 75% | 81% | Increase on scale |
Greater focus on supporting New Zealand's trade and economic interests in Asia, including regional economic integration objectives. | N/A | Increased programme activity supporting trade and economic objectives | Increased programme activity supporting trade and economic objectives |
Government priorities in Asia supported through Foundation programmes (Stakeholder satisfaction with consultation processes and alignment of programmes in support of Government priorities on scale of 1 = not satisfactory to 5 = very satisfactory). | Increase on scale | Increase on scale | Average of results 3 or higher |
Conditions on Use of Appropriation
Reference | Conditions |
---|---|
Output Agreement between the Minister and Asia New Zealand Foundation. | Outputs delivered by agreed target dates and as specified in the Output Agreement between the Minister and Asia New Zealand Foundation. |
2007 Review. | Continued monitoring by MFAT of Foundation progress in implementing review recommendations. Minister of Foreign Affairs to update Cabinet as necessary. |
Current and Past Policy Initiatives
Policy Initiative | Year of First Impact |
2009/10 Budgeted $000 |
2010/11 Budget $000 |
2011/12 Estimated $000 |
2012/13 Estimated $000 |
2013/14 Estimated $000 |
---|---|---|---|---|---|---|
Agreed by Current Government | ||||||
Increase in Baseline Funding | 2009/10 | 453 | 2,453 | 2,453 | 2,453 | 2,453 |
Summary of Service Providers for Non-Departmental Outputs#
Provider | 2009/10 Budgeted $000 |
2009/10 Estimated Actual $000 |
2010/11 Budget $000 |
Reporting Mechanism |
Expiry of Funding Commitment |
---|---|---|---|---|---|
Crown entities | |||||
New Zealand Antarctic Institute | 12,468 | 12,468 | 13,168 | Provider's annual report | on-going |
Other entities controlled by the Crown | |||||
Asia New Zealand Foundation | 2,000 | 2,000 | 4,000 | Provider's statement of service performance | on-going |
Pacific Cooperation Foundation | 1,400 | 1,400 | 1,400 | Provider's statement of service performance | on-going |
The above table summarises funding to be allocated through Vote Foreign Affairs and Trade to non-departmental providers, along with an indication of the mechanism to be used for reporting actual performance and (where determined) the length of the funding commitment.
Part 5 - Details and Expected Results for Other Expenses#
Part 5.2 - Non-Departmental Other Expenses
Intended Impacts, Outcomes and Objectives
Intended Impacts, Outcomes or Objectives of Appropriations | Appropriations |
---|---|
Outcome: Transboundary solutions and effective international rules promoted. | |
Impact: Meet New Zealand's obligations to contribute to the funding of international organisations and therefore encourage others to meet their similar obligations. | Subscriptions to International Organisations. |
Impact: To comply with New Zealand's legal obligations under the 1961 Vienna Convention on Diplomatic Relations and the 1963 Vienna Convention on Consular Relations and therefore encourage others to meet their obligations to New Zealand. | Disbursements Made and Exemptions from Taxation. |
Disbursements Made and Exemptions from Taxation PLA (M34)
Scope of Appropriation
Expenses
2009/10 | 2010/11 | ||
---|---|---|---|
Budgeted $000 |
Estimated Actual $000 |
Budget $000 |
|
Total Appropriation | 1,150 | 1,150 | 1,150 |
Conditions on Use of Appropriation
Reference | Conditions |
---|---|
Diplomatic Privileges and Immunities Act 1968 | Approval of Minister of Finance and Minister of Foreign Affairs. |
Subscriptions to International Organisations (M34)#
Scope of Appropriation
Expenses
2009/10 | 2010/11 | ||
---|---|---|---|
Budgeted $000 |
Estimated Actual $000 |
Budget $000 |
|
Total Appropriation | 51,288 | 51,288 | 56,688 |
Comprising: | |||
|
16 | 16 | 17 |
|
65 | 65 | 63 |
|
210 | 210 | 195 |
|
5 | 5 | 4 |
|
348 | 348 | 367 |
|
1,900 | 1,900 | 1,900 |
|
195 | 195 | 166 |
|
855 | 855 | 724 |
|
162 | 162 | 158 |
|
465 | 465 | 470 |
|
26 | 26 | 26 |
|
38 | 38 | 27 |
|
10 | 10 | 10 |
|
3,312 | 3,312 | 3,312 |
|
2 | 2 | 2 |
|
1,604 | 1,604 | 1,559 |
|
766 | 766 | 728 |
|
2 | 2 | 2 |
|
28 | 28 | 28 |
|
62 | 62 | 61 |
|
55 | 55 | 57 |
|
578 | 578 | 578 |
|
2,072 | 2,072 | 2,234 |
|
37 | 37 | 35 |
|
3 | 3 | 3 |
|
11 | 11 | 13 |
|
60 | 60 | 60 |
|
9 | 9 | 9 |
|
10 | 10 | 11 |
|
637 | 637 | 704 |
|
8,939 | 8,939 | 11,770 |
|
28,806 | 28,806 | 31,395 |
Reasons for Change in Appropriation
This appropriation will increase by $5.400 million to $56.688 million for 2010/11. This movement arises from increased payments for Subscriptions to International Organisations due to increases in payments to the United Nations for its regular budget assessment and for UN peacekeeping missions mandated by the Security Council.
Current and Past Policy Initiatives
Policy Initiative | Year of First Impact |
2009/10 Budgeted $000 |
2010/11 Budget $000 |
2011/12 Estimated $000 |
2012/13 Estimated $000 |
2013/14 Estimated $000 |
---|---|---|---|---|---|---|
Agreed by Current Government | ||||||
Global Environment Facility | 2009/10 | 500 | - | - | - | - |
Agreed by Previous Government | ||||||
Global Environment Fund | 2006/07 | 1,215 | 1,215 | 1,215 | 1,215 | 1,215 |
Environment: Climate Change in Developing Countries | 2005/06 | 1,900 | 1,900 | 1,900 | 1,900 | 1,900 |
US/NZ Education Foundation | 2005/06 | 133 | 133 | 133 | 133 | 133 |
Reporting Mechanisms#
Appropriation | Reporting Mechanism |
---|---|
Disbursements Made, Exemptions from Taxation, etc | Not required |
Subscriptions to International Organisations | Not required |
The above table indicates the mechanisms to be used for reporting actual performance for each non-departmental other expenses appropriation.
Part 6 - Details and Expected Results for Capital Expenditure#
Part 6.1 - Departmental Capital Expenditure
Intended Impacts, Outcomes and Objectives
Intended Impacts, Outcomes or Objectives of Appropriations | Appropriations |
---|---|
Objective: To maintain and upgrade capability through replacement and development of property, furniture & fittings, equipment, vehicles, computer hardware and software. | Ministry of Foreign Affairs and Trade - Capital Expenditure |
Ministry of Foreign Affairs and Trade - Capital Expenditure PLA (M34)
Scope of Appropriation
Capital Expenditure
2009/10 | 2010/11 | ||
---|---|---|---|
Budgeted $000 |
Estimated Actual $000 |
Budget $000 |
|
Forests/Agricultural | - | - | - |
Land | - | - | - |
Property, Plant and Equipment | 27,659 | 27,659 | 58,769 |
Intangibles | 4,800 | 4,800 | 7,329 |
Other | - | - | - |
Total Appropriation |
32,459 | 32,459 | 66,098 |
Forests/Agricultural | - | - | - |
Land | - | - | - |
Property, Plant and Equipment | 27,659 | 27,659 | 58,769 |
Intangibles | 4,800 | 4,800 | 7,329 |
Other | - | - | - |
Total Appropriation |
32,459 | 32,459 | 66,098 |
Reasons for Change in Appropriation
This appropriation will increase by $33.639 million to $66.098 million for 2010/11. Capital spending has been re-phased to future years due to delays in starting, progressing and completing various capital projects.
Performance Information for Appropriations Vote Official Development Assistance#
MINISTER(S) RESPONSIBLE FOR APPROPRIATIONS: Minister of Foreign Affairs (M34)
ADMINISTERING DEPARTMENT: Ministry of Foreign Affairs and Trade
MINISTER RESPONSIBLE FOR MINISTRY OF FOREIGN AFFAIRS AND TRADE: Minister of Foreign Affairs
Part 1 - Summary of the Vote
Part 1.1 - Overview of the Vote
The Minister of Foreign Affairs is responsible for appropriations in the Vote for the 2010/11 financial year covering the following:
- A total of nearly $30 million for Management of the Official Development Assistance (ODA) Programme.
- A total of nearly $10 million for Strategic Advice and Evaluation.
- A total of $97 million for contributions to international organisations.
- A total of nearly $33 million for contributions to non-government organisations.
- A total of over $103 million from the multi-year appropriation for Global Development Assistance.
- A total of nearly $252 million from the multi-year appropriation for Pacific Development Assistance.
Details of these appropriations are set out in Parts 2-6 below.
Part 1.2 - High-Level Objectives of the Vote#
Government Priorities and Outcomes - Links to Appropriations
Government Priorities | Government Outcomes | Appropriations |
---|---|---|
Work with Pacific nations to grow their economies | Sustainable development in developing countries, in order to reduce poverty and to contribute to a more secure, equitable and prosperous world | Management of ODA Programme |
Strategic Advice and Evaluation | ||
Global Development Assistance | ||
International Agency Funding | ||
Pacific Development Assistance | ||
New Zealand Voluntary Agency Grants |
Part 1.3 - Trends in the Vote#
Summary of Financial Activity
2005/06 | 2006/07 | 2007/08 | 2008/09 | 2009/10 | 2010/11 | 2011/12 | 2012/13 | 2013/14 | ||||
---|---|---|---|---|---|---|---|---|---|---|---|---|
Actual $000 |
Actual $000 |
Actual $000 |
Actual $000 |
Budgeted $000 |
Estimated Actual $000 |
Departmental Transactions Budget $000 |
Non- Departmental Transactions Budget $000 |
Total Budget $000 |
Estimated $000 |
Estimated $000 |
Estimated $000 |
|
Appropriations |
||||||||||||
Output Expenses | 23,353 | 26,116 | 30,626 | 37,334 | 38,695 | 38,695 | 39,563 | - | 39,563 | 40,273 | 40,930 | 40,930 |
Benefits and Other Unrequited Expenses | - | - | - | - | - | - | N/A | - | - | - | - | - |
Borrowing Expenses | - | - | - | - | - | - | - | - | - | - | - | - |
Other Expenses | 324,555 | 330,229 | 361,682 | 461,234 | 483,802 | 483,802 | - | 484,967 | 484,967 | 509,257 | 558,600 | 558,600 |
Capital Expenditure | - | - | - | - | - | - | - | - | - | - | - | - |
Intelligence and Security Department Expenses and Capital Expenditure | - | - | - | - | - | - | - | N/A | - | - | - | - |
Total Appropriations |
347,908 | 356,345 | 392,308 | 498,568 | 522,497 | 522,497 | 39,563 | 484,967 | 524,530 | 549,530 | 599,530 | 599,530 |
Crown Revenue and Capital Receipts |
||||||||||||
Tax Revenue | - | - | - | - | - | - | N/A | - | - | - | - | - |
Non-Tax Revenue | - | - | - | - | - | - | N/A | - | - | - | - | - |
Capital Receipts | - | - | - | - | - | - | N/A | - | - | - | - | - |
Total Crown Revenue and Capital Receipts |
- | - | - | - | - | - | N/A | - | - | - | - | - |
New Policy Initiatives
Policy Initiative | Appropriation | 2009/10 Budgeted $000 |
2010/11 Budget $000 |
2011/12 Estimated $000 |
2012/13 Estimated $000 |
2013/14 Estimated $000 |
---|---|---|---|---|---|---|
Capability Review to Support Organisational Change and Government Priorities | Management of ODA Programme (M34) | - | 268 | 277 | 299 | 309 |
Departmental Output Expenses | ||||||
Strategic Evaluation and Advice(M34) | - | (268) | (277) | (299) | (309) | |
Departmental Output Expenses | ||||||
Funding for Development Advisor - Bamyan Province, Afghanistan | Management of ODA Programme (M34) | 156 | 513 | 463 | - | - |
Departmental Output Expenses | ||||||
Strategic Evaluation and Advice (M34) | 44 | 145 | 130 | - | - | |
Departmental Output Expenses | ||||||
Global Development Assistance MYA (M34) | (200) | (658) | (593) | - | - | |
Other Expenses to be Incurred by the Crown | ||||||
Total Initiatives | - | - | - | - | - |
Analysis of Significant Trends
Total Vote: All Appropriations
Significant changes in departmental and non-departmental appropriations in Vote ODA are discussed briefly below:
Total Vote expenses have increased from $347.908 million in 2005/06 to $524.530 million in 2010/11, an increase of $176.622 million. This is due to an increase of $160.412 million for Official Development Assistance programmes and an additional $16.210 million departmental output expense for managing the increased programmes.
Departmental Output Expenses
Output expenses have increased from $23.353 million in 2005/2006 to $39.563 million in 2010/11 providing additional capability to effectively manage the increased level of Official Development Assistance during this period. The rate of increase has now slowed with the expectation of reducing departmental output expenses as a percentage of ODA expenditure.
Performance Improvement Actions
The Ministry of Foreign Affairs and Trade's Performance Improvement Actions relevant to this Vote are aimed at improving the value for money and effectiveness of ODA. They are:
Short Term Deliverables:
- Line by line review of departmental costs to verify the cost effectiveness of ODA delivery.
- Opportunities identified to improve cost-effectiveness in planning, monitoring and evaluation.
- Progressive shift in the ratio of ODA going from small, administratively expensive aid projects to larger, higher impact, more comprehensive initiatives.
- Securing the services of sufficient suitably qualified staff and consultants with commercial management capabilities to manage the increasing number of aid activities requiring such expertise.
Medium Term Impact Measures:
- The percentage of ODA required to administer aid activities reduces by at least 12% between 2009/10 and 2012/13 (a saving of at least $6 million per annum from 2012/13).
- ODA activities show year on year increases in median size and year on year decreases in the number of activities managed.
Progress to date:
- The number of activities managed through ODA has reduced by 9% from more than 854 in 2007/08 to around 776 in 2009/10 and the median size of activities has increased marginally over the same period by 18% from $114,000 to $135,000.
- MFAT is in the first of a four year programme to reduce the percentage of ODA required to administer aid activities by 12%. To date, MFAT has achieved a reduction of 3%.
- The reintegration of NZAID into the Ministry has seen a reduction in 'back office' corporate support costs for the International Development Group of the Ministry of around 23% on a budget of $2.04 million.
- A line by line review of departmental costs will take place before 30 June 2010.
- Options are currently being developed to grow commercial and economic development expertise within the International Development Group of the Ministry.
Non-Departmental Other Expenses to be Incurred by the Crown
- Non-Departmental Other Expenses to be Incurred by the Crown
- Source: Ministry of Foreign Affairs and Trade
The appropriations for other expenses consist of two multi-year appropriations and two annual appropriations. While both appropriation types have increased over recent years, the multi-year appropriations received greater increases as New Zealand increased Vote ODA progressively to achieve previously agreed ODA: GNI targets. From 2009/10 budget increases for Vote ODA are based on performance and delivery of outcomes, rather than ODA: GNI targets.
Part 2 - Details and Expected Performance for Output Expenses#
Part 2.1 - Departmental Output Expenses
Intended Impacts, Outcomes and Objectives
Intended Impacts, Outcomes or Objectives of Appropriations | Appropriations |
---|---|
Outcome: Sustainable development in developing countries, in order to reduce poverty and to contribute to a more secure, equitable and just world Impact: More prosperous, secure and equitable Pacific Island Countries Impact: An effective NZ response to international emergencies in developing countries outside the Pacific, including social and economic recovery, with NZ's international relationships strengthened as a result of its ODA interventions Impact: Enhanced sustainable development in Asia, Africa and Latin America, with NZ's international relationships strengthened as a result of its ODA interventions Impact: A multilateral system which is able to effectively and accountably address global issues such as food security, global economic crisis and climate change Impact: Effective contributions by NZ NGOs to sustainable development, reducing poverty and responding to humanitarian crises overseas |
Management of ODA Programme Strategic Advice and Evaluation |
For further information on the intended impacts, outcomes and objectives of the departmental output expense appropriations, please see Part 5.2 "Non-Departmental Other Expenses"; and the Statement of Intent for the Ministry of Foreign Affairs and Trade.
Management of Official Development Assistance Programme (M34)
Scope of Appropriation
Expenses and Revenue
2009/10 | 2010/11 | ||
---|---|---|---|
Budgeted $000 |
Estimated Actual $000 |
Budget $000 |
|
Total Appropriation | 29,307 | 29,307 | 29,859 |
Revenue from Crown | 29,226 | 29,226 | 29,743 |
Revenue from Other | 81 | 81 | 116 |
Reasons for Change in Appropriation
This appropriation increase of $552,000 is due to the reprioritisation of capability and the appointment of a development advisor in Afghanistan.
Output Performance Measures and Standards
2009/10 | 2010/11 | ||
---|---|---|---|
Performance Measures | Budgeted Standard |
Estimated Actual Standard |
Budget Standard |
Quantity | |||
Number of Programmes administered | 33 | 33 | 30-32 |
Volume of Crown ODA resources administered | $483.8m | $483.8m | $484.9m |
Quality | |||
Percentage of activities rated 4 or higher on a scale of 1-5 by review against the Ministry's quality standard for programme management | - | (see Note 1) | 80% |
Feedback from programme partners on NZAID engagement | Expectations met | Expectations met | 90% or more of partners report expectations met |
Amount and proportion of sector-allocable ODA directed primarily to sustainable economic development (see Note 2) | Increasing from $51.9m and 28% | $74.4m and 29% | $90.0m and 30% |
Number of activities (see Note 3) | Decreasing from 882 | 780 | 750 or less |
Median annual activity expense (see Note 3) | Increasing from $119,535 | $135,000 | $150,000 or more |
Percentage of the value of ODA delivered using high order aid modalities (see Note 4) | Increasing from 54% | 48% | 55% or more |
Progress towards the Paris Declaration 2010 targets for aid effectiveness (see Note 4) | Further progress | Key targets will not be met | Progress |
Percentage of activity payments on time | 100% | 91% | 95% |
Note 1 - The quality standard for programme management (set out below) is new and is expected to undergo revision. It is not possible to provide an estimated actual standard of performance for the current year, because no similar or comparable measure has been taken. The target represents a service level the Ministry hopes it is already meeting.
Note 2 - The New Zealand aid programme received a new mandate in 2009 requiring a change of focus to sectors directly supporting sustainable economic development. The Ministry's ability to identify and manage new, effective and efficient ODA activities in these sectors is a significant indicator of the quality of this departmental output. From calendar year 2008 to 2009 the percentage increased from 24% to 29%.
Note 3 - A key threat to the effectiveness of ODA has been identified as "fragmentation" of the programme into a large number of small activities. The Ministry's ability to identify and manage a smaller number of larger activities is a key indicator of the quality of this departmental output. One of the Ministry's Performance Improvement Actions is to pursue a progressive shift in the ratio of ODA going from small, administratively expensive aid projects to larger, higher impact, more comprehensive initiatives.
Note 4 - Research internationally has shown that aid is most effective and has sustainable benefits when it can be delivered through long-term commitments to partner country programmes and priorities, using partner systems and priorities whenever possible. For example, research by the United Kingdom Department for International Development, and available on its website, has shown value for money improves by 20% when such approaches are used. Such approaches are described in MFAT as "high order aid modalities". A number of related indicators are specified in the Paris Declaration on Aid Effectiveness, to which all OECD donors and many other countries and institutions are committed. The Ministry's ability to manage ODA in accordance with this internationally agreed best practice is a key indicator of the quality of this departmental output. The Ministry is a world leader in systematically tracking these indicators, but data quality remains variable and for the first few years this indicator is used results should be used with caution. While the budget standard given above is for "progress" for the sake of space, a more detailed set of quantitative targets is provided in the Paris Declaration itself. These more detailed targets are used as the basis of reporting. For example, there is a target for the use of "programme-based approaches" to reach 66% of expenditure of bilateral aid to the public sector aid; and for use of partner financial and procurement systems to increase to around 80% (exact targets depending on the 2005 baseline).
Quality standard for programme management - programme level
Quality | Description |
---|---|
Good programme strategic framework | Programme strategy or framework is up to date or delayed for reasons outside MFAT control. Strategy was developed in a fashion consistent with NZAID guidelines and standards, including adequate process and recognition of partner priorities. Content of strategy is consistent with the guidelines eg context, rationale, alignment with partner plans, well defined objectives, process for monitoring and evaluation, links with higher level strategies, implementation of Paris Declaration, etc. Strategy is consistent with latest NZ Government policy or there is a clear interim statement of strategy and policy that outlines necessary adjustments in focus and approach. |
Programme is consistent with the strategy and Government policy | Activities and policy engagement within the Programme form a coherent whole and are consistent with the Strategy (eg sectoral focus; use of aid modality; sticking to key policy messages), or evidence of sound reasons for divergence. Programme annual plan is complete and being referred to by staff to guide actions and priorities. Programme is flexible and responsive to changing circumstances and policy, without becoming ad hoc and unfocused. Programme risk identified and managed. |
Evidence-based decision-making that manages for results and uses monitoring and evaluation information for the programme as a whole | Programme has a sound results framework or equivalent (eg monitoring and evaluation framework; mutual accountability arrangements) in place and it is being used. Degree to which latest programme annual report is evidence-based and complete. Evidence that action is being taken to address issues raised in monitoring and evaluation and reviews. |
Involves partners well | Evidence partners involved as appropriate in key programme decision-making (eg Forward Aid Programme, strategy development, activity planning, programme talks and consultations minuted). Evidence of efforts towards improved co-ordination and harmonisation with other donors, where relevant. |
Manages contracts and expenditure well at programme level | Contract management spreadsheet is up to date and consistent with Contract Management Roles and Responsibilities Tool. Expenditure is on track against plan. Financial management deadlines are met. |
Quality standard for programme management - activity level
Quality | Description |
---|---|
Well managed planning | Evidence that the planning process met relevant guidelines including the Tools on Activity design and appraisal. Evidence that the Activity met necessary quality standards before it was approved, or clear documentation why this wasn't necessary. |
Adequate financial controls, documentation of business case and use of systems including contract management | Authority to spend funds (PAA) is complete on the Activity Management System (AMS), expresses the business case well, and is consistent with the PAA Quality Standards Tool. Contracting or grant arrangement was consistent with procurement, contracts and grants policies. Payments are as per contracts; acquittals meet conditions; payments do not exceed authorisation. Statistics fields in the AMS complete and consistent with guidance. |
Evaluative approach that uses feedback and draws on knowledge | Evidence the Ministry is taking action where necessary in response to issues raised by monitoring and evaluation. The Ministry has a good understanding of "where the Activity is at" eg documentation on the file of the activity manager's assessment of activity progress and quality including information on relevance, effectiveness, efficiency and likely impact and sustainability. Reporting from the partner meets the requirements in the Activity Reporting Tool; or evidence that the Ministry is actively managing the partner to meet those requirements. Risks are being monitored and managed in accordance with current guidelines. Evidence specialist expertise sought when necessary and advice taken into account in management. |
Involves partners constructively | Evidence the Ministry is working constructively with partners to improve the Activity outcomes, including other donors where relevant. |
Current and Past Policy Initiatives
Policy Initiative | Year of First Impact |
2009/10 Budgeted $000 |
2010/11 Budget $000 |
2011/12 Estimated $000 |
2012/13 Estimated $000 |
2013/14 Estimated $000 |
---|---|---|---|---|---|---|
Agreed by Current Government | ||||||
Capability Review to Support Organisational Change and Government Priorities | 2010/11 | - | 268 | 277 | 299 | 309 |
Funding for Development Advisor - Bamyan Province, Afghanistan | 2009/10 | 156 | 513 | 463 | - | - |
Changes to New Zealand's Official Development Assistance funding, arising from savings identified from the baseline review and the move to basing funding on outcomes rather than a percentage of GNI | 2009/10 | (4,834) | (5,021) | (4,328) | (3,391) | (3,391) |
Agreed by Previous Government | ||||||
Increase to New Zealand's Official Development Programme | 2005/06 | 16,867 | 17,550 | 17,550 | 17,550 | 17,550 |
Strategic Evaluation and Advice (M34)#
Scope of Appropriation
Expenses and Revenue
2009/10 | 2010/11 | ||
---|---|---|---|
Budgeted $000 |
Estimated Actual $000 |
Budget $000 |
|
Total Appropriation | 9,388 | 9,388 | 9,704 |
Revenue from Crown | 9,365 | 9,365 | 9,671 |
Revenue from Other | 23 | 23 | 33 |
Reasons for Change in Appropriation
This appropriation increase of $316,000 is due to the appointment of a development advisor in Afghanistan and additional funding to monitor the increasing size of development assistance programmes arising from increased ODA.
Output Performance Measures and Standards
2009/10 | 2010/11 | ||
---|---|---|---|
Performance Measures | Budgeted Standard |
Estimated Actual Standard |
Budget Standard |
Quantity | |||
Revision or development of programme strategies (see Note 1) | At least 4 | At least 4 | At least 4 |
Policy papers and submissions produced for Ministers or Cabinet under this output expense class | - | 146 | 120-160 |
Evaluations or activity reviews (see Note 2) | At least 20 | Approximately 30 | 25-30 |
Quality | |||
Percentage of policy advice rated as 4 or better on a scale of 1-5 by external review against the Ministry's quality standard for analysis and advice (see Note 3) | - | (see Note 3) | 80% |
Reviews and evaluations comply with good practice guidelines | 100% | 50% (see Note 4) | 70% |
Programme strategies that are up to date as per the schedule of reviews and revisions (see Note 1) | 100% (with numbers reported) | 80% | 100% (with numbers reported) |
Ministerial Services (see Note 5) | |||
Number of Ministerial letters prepared | - | 162 | As per demand - expect 150 - 200 |
Number of Official Information Act request (OIA) responses provided | - | 29 | As per demand - expect 10 - 30 |
Number of Parliamentary Question responses provided | - | 18 | As per demand - expect 20 - 40 |
Percentage of ministerial correspondence completed within 10 working days | 100% | 54% (see Note 6) | 90% |
Percentage of ministerial correspondence accepted without amendments | - | 98% | 95% |
Percentage of OIA requests completed within 20 working days | - | 65% | 70% |
Percentage of OIA requests completed within 40 working days | - | 100% | 95% |
Note 1 - Each of the 30-33 ODA programmes administered by the Ministry is governed by a strategic framework e.g. the "Samoa Country Strategy". Keeping these strategic frameworks up to date, reflecting New Zealand government policy and partner priorities is important for achieving development results and is an indicator of the quality of the Ministry's strategic evaluation and advice on the aid programme. The Ministry's 2008/09 Annual Report noted that 7 out of 33 programmes were overdue for new strategies and that the issue was being addressed urgently.
Note 2 - An important component of the Ministry's strategic evaluation and advice on ODA is the commissioning and management of reviews and evaluations of individual ODA activities and of thematic or sectoral issues. The results of these reviews and evaluations are used to improve programme management, and also inform the MFAT Annual Report. The Ministry's evaluation strategy includes intentions to increase the focus on monitoring while decreasing the number of reviews. The number of evaluations is expected to stay relatively static. Hence the number of reviews and evaluations, while a good indicator of the quantity of output, is not necessarily a "more is better" situation. Reviews and evaluations are available from the NZAID website.
Note 3 - A detailed assessment tool for policy advice is yet to be fully developed. The percentage target is therefore nominal. The measure may need to be updated in supplementary information if it is not possible to develop an assessment model that produces a measure of this nature. Because the target is not based on an understanding of past performance or the performance of other entities against the same tool, it is not possible to provide an estimated actual standard for the 2009/10 financial year that is not potentially misleading.
Note 4 - This indicator refers to the quality of the reviews and evaluations, commissioned by MFAT, of NZAID programmes and activities. Most reviews and evaluations are at the activity (eg project) level. Monitoring, review and evaluation of NZAID activities are vital sources of the information on contribution to outcomes and value for money in the Ministry's Annual Report. They are also essential for identifying and learning lessons and improving effectiveness and efficiency. Because of this, the quality of the Ministry's evaluation processes is an important indicator of the quality of the Ministry's overall management of ODA and is carefully monitored. Since careful, rigourous monitoring began it has become clear that the eventual target of 100% compliance with good practice standards for evaluations is not realistic in the short term; hence the 2010/11 target has been reduced to seventy percent, already a significant improvement from estimated current quality. The quality of reviews and evaluations improved in 2008 compared with previous years. Forty-one percent of the 2008 evaluations and reviews were assessed as "satisfactory or good in all or many respects" compared with 22 percent in 2007. The figure provided for 2009/10 in the table above is only a rough estimate.
Note 5 - Quantity measures for Ministerial services are demand driven.
Note 6 - In 2008/09 it was discovered that less than half of replies to Ministerial correspondence were delivered to the Minister's office within the 10 working day deadline, with the median late period eight days. The issue is receiving management attention, and this indicator has been selected as a suitable proxy of overall timeliness of Ministerial services.
Quality standard for analysis and advice
Quality | Description |
---|---|
Analytically rigorous | |
Robust reasoning and logic | Advice has a clear purpose, problem definition, evaluation of options against criteria, and assessment of risks and opportunities. We come to a conclusion and give action-oriented recommendations. |
Evidence-based | Analysis is supported by relevant evidence. All material facts are present and accurate and based on reliable reporting, research, or other appropriate information. Known gaps that could significantly affect the conclusions are identified and the range of uncertainty stated. We draw on experience of current and past policy interventions and, where relevant, the experience of other countries. In-house experience harnessed. |
Innovative | Advice takes into account recent literature and thinking in the field. Advice does not rely on a stock set of responses to problems. Advice endeavours to contribute to intellectual leadership on the issue. |
Free and frank | Honest, impartial and politically neutral. We have a duty to alert Ministers to the possible consequences of following particular policies, whether or not such advice accords with Ministers' views. Good free and frank advice is offered with an understanding of its political context and the constraints within which the Minister is operating. |
Set in a wider strategic context | |
Strategic | Advice is set in the context of the Ministry's medium term goals and government priorities, and informed by a strategic view about what is important. Connections across policy issues are made, including to areas of work undertaken by other agencies. Advice considers the long-term implications of decisions, and provides a perspective that goes beyond immediate impacts. Interactions with other foreign policy goals identified. Risks and where possible mitigation options are identified. |
Engagement | Evidence of thorough and timely engagement with other government departments and interested parties is presented, and their views, including objections, incorporated as appropriate. |
Practical | Issues of implementation, technical feasibility, practicality and timing are considered. Costs, including resource implications, of options are identified. Advice accurately identifies compliance, transitional, legal, machinery of government, political, legislative, Treaty of Waitangi, or other issues or risks that require management. |
Perspectives of wider stakeholders | We understand and advise Ministers on the perspective of groups outside the public sector, consult with key stakeholders, and provide advice on communications where appropriate. |
Customer-focussed and persuasive | |
Presentation |
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Timely | Advice is provided with sufficient lead time to materially affect the issue advice is being provided on, even if that means at times providing advice that is not fully developed. |
Politically aware | Advice demonstrates awareness of the wider environment and political situation. Advice recognises choices and constraints Ministers face, and includes a range of options to address those. |
Solutions-focussed | We are proactive, anticipating, as well as responding to, Ministers' needs. Advice suggests a clear way forwards and includes a range of practical options. |
Current and Past Policy Initiatives
Policy Initiative | Year of First Impact |
2009/10 Budgeted $000 |
2010/11 Budget $000 |
2011/12 Estimated $000 |
2012/13 Estimated $000 |
2013/14 Estimated $000 |
---|---|---|---|---|---|---|
Agreed by Current Government | ||||||
Capability Review to Support Organisational Change and Government Priorities | 2010/11 | - | (268) | (277) | (299) | (309) |
Funding for Development Advisor - Bamyan Province, Afghanistan | 2009/10 | 44 | 145 | 130 | - | - |
Changes to New Zealand's Official Development Assistance funding, arising from savings identified from the baseline review and the move to basing funding on outcomes rather than a percentage of GNI | 2009/10 | (1,679) | (1,674) | (1,443) | (1,130) | (1,130) |
Agreed by Previous Government | ||||||
Increase to New Zealand's Official Development Programme | 2005/06 | 6,456 | 6,563 | 6,563 | 6,563 | 6,563 |
Part 5 - Details and Expected Results for Other Expenses#
Part 5.2 - Non-Departmental Other Expenses
Intended Impacts, Outcomes and Objectives
Intended Impacts, Outcomes or Objectives of Appropriations | Appropriations |
---|---|
Outcome: Sustainable development in developing countries, in order to reduce poverty and to contribute to a more secure, equitable and just world | Global Development Assistance |
Impact: More prosperous, secure and equitable Pacific Island Countries | New Zealand Voluntary Agency Grants |
Impact: An effective NZ response to international emergencies in developing countries outside the Pacific, including social and economic recovery, with NZ's international relationships strengthened as a result of its ODA interventions | Pacific Development Assistance |
Impact: Enhanced sustainable development in Asia, Africa and Latin America, with NZ's international relationships strengthened as a result of its ODA interventions | |
Impact: A multilateral system which is able to effectively and accountably address global issues such as food security, global economic crisis and climate change | |
Impact: Effective contributions by NZ NGOs to sustainable development, reducing poverty and responding to humanitarian crises overseas |
The impacts and outcome of these appropriations are measured by the Ministry of Foreign Affairs and Trade (MFAT) using a performance reporting framework that assists in the management of Official Development Assistance (ODA). The four appropriations are managed through 30-32 programmes (such as the Samoa programme, the Pacific Growth programme, or the multilateral agencies programme), each of which has a strategic framework that specifies appropriate objectives and development outcomes. Progress towards these programme objectives and the contribution of New Zealand's ODA is monitored and rated annually, with results printed in the MFAT Annual Report.
Each of the programmes consists of a number of ODA activities, of which there are around 780 in total. Each of these activities has its own objectives and monitoring and evaluation arrangements. There are extensive reporting obligations for MFAT's implementing partners and a requirement that MFAT regularly assess progress and quality of the activities it administers. Results, including from MFAT's reviews and evaluations of activities, are reported in aggregate in the MFAT Annual Report.
The Annual Report provides information against the following indicators of contribution to outcomes:
- Progress towards economic and human development targets for key partner countries.
- Progress towards the internationally-agreed Millennium Development Goals for key partners.
- Progress towards outcomes identified in programme strategies, including the percentage of objectives rated excellent, good, adequate and unsatisfactory; and representative examples of objectives with each rati