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Resource material › Corporate Publications › Annual Report 2013-14Pūrongo ā Tau

Part B: Service performance

Statement of Responsibility

As Secretary for Internal Affairs I am responsible, under the Public Finance Act 1989, for the preparation of the Financial Statements, the Statement of Service Performance, the Forecast Financial Statements, and the judgements made in the process of producing those statements.

The Department has a system of internal control and this has provided reasonable assurance as to the integrity and reliability of financial reporting. In my opinion the Financial Statements and Statement of Service Performance and Forecast Financial Statements fairly reflect the financial position and operations of the Department of Internal Affairs for the year ended 30 June 2014.

Colin MacDonald's signature

Colin MacDonald
Chief Executive
September 2014

Matthew Needham's signature

Matthew Needham
Chief Financial Officer
September 2014

Independent Auditor’s Report

To the readers of The Department of Internal Affairs’ financial statements, non‑financial performance information and schedules of non‑departmental activities for the year ended 30 June 2014

The Auditor‑General is the auditor of the Department of Internal Affairs (the Department). The Auditor‑General has appointed me, Clare Helm, using the staff and resources of Audit New Zealand, to carry out the audit of the financial statements, the non‑financial performance information and the schedules of non‑departmental activities of the Department on her behalf.

We have audited:

the financial statements of the Department in Part C: 2013/14 Financial Statements - Departmental, comprising the statement of financial position, statement of commitments, statement of contingent assets and liabilities as at 30 June 2014, the statement of comprehensive income, statement changes in equity, statement of departmental expenditure and capital appropriations, statement of unappropriated expenditure and capital expenditure and statement of cash flows for the year ended on that date and the notes to the financial statements that include accounting policies and other explanatory information;
the non‑financial performance information of the Department comprising Part B: Service Performance, and sections of Part A: Contribution to Outcomes and Objectives – our outcomes and objectives, contributing to outcomes and objectives, outcome indicators and objectives indicators; and
the schedules of non‑departmental activities of the Department in Part D: 2013/14 Financial Statements – Non-Departmental, comprising the schedule of non-departmental assets, liabilities and revaluation reserves, non-departmental commitments and schedule of non-departmental contingent assets and liabilities as at 30 June 2014, the statement of non-departmental expenditure and capital expenditure against appropriations, schedule of non-departmental unappropriated expenditure and capital expenditure, schedule of non-departmental revenue and expenditure and schedule of trust money administered on behalf of the Crown for the year ended on that date and the notes to the schedules that include accounting policies and other explanatory information.

Opinion

In our opinion:

the financial statements of the Department in Part C: 2013/14 Financial Statements – Departmental:
- comply with generally accepted accounting practice in New Zealand; and
- fairly reflect the Department’s:
  - financial position as at 30 June 2014;
  - financial performance and cash flows for the year ended on that date;
  - expenses and capital expenditure incurred against each appropriation administered by the Department and each class of outputs included in each output expense appropriation for the year ended 30 June 2014; and
  - unappropriated expenses and capital expenditure for the year ended 30 June 2014.
the non-financial performance information of the Department in Part B: Service Performance, and sections of Part A: Contribution to Outcomes and Objectives - our outcomes and objectives, contributing to outcomes and objectives, outcome indicators and objectives indicators:
- complies with generally accepted accounting practice in New Zealand; and
- fairly reflects the Department’s service performance, outcomes and objectives for the year ended 30 June 2014, including for each class of outputs:
  - its service performance compared with the forecasts in the statement of forecast service performance at the start of the financial year; and
  - its actual revenue and output expenses compared with the forecasts in the statement of forecast service performance at the start of the financial year.
the schedules of non‑departmental activities of the Department in Part D: 2013/14 Financial Statements – Non-Departmental:
- comply with generally accepted accounting practice in New Zealand; and
- fairly reflect:
  - the assets, liabilities, contingencies, commitments and trust monies as at 30 June 2014 managed by the Department on behalf of the Crown; and
  - the revenues, expenses, expenditure and capital expenditure against appropriations and unappropriated expenditure and capital expenditure for the year ended on that date managed by the Department on behalf of the Crown.

Our audit was completed on 30 September 2014. This is the date at which our opinion is expressed.

The basis of our opinion is explained below. In addition, we outline the responsibilities of the Chief Executive and our responsibilities, and we explain our independence.

Basis of opinion

We carried out our audit in accordance with the Auditor-General’s Auditing Standards, which incorporate the International Standards on Auditing (New Zealand). Those standards require that we comply with ethical requirements and plan and carry out our audit to obtain reasonable assurance about whether the financial statements, the non-financial performance information and the schedules of non-departmental activities are free from material misstatement.

Material misstatements are differences or omissions of amounts and disclosures that, in our judgement, are likely to influence readers’ overall understanding of the financial statements, the non-financial performance information and the schedules of non-departmental activities. If we had found material misstatements that were not corrected, we would have referred to them in our opinion.

An audit involves carrying out procedures to obtain audit evidence about the amounts and disclosures in the financial statements financial statements, the non-financial performance information and the schedules of non-departmental activities. The procedures selected depend on our judgement, including our assessment of risks of material misstatement of the financial statements, the non-financial performance information and the schedules of non-departmental activities, whether due to fraud or error. In making those risk assessments, we consider internal control relevant to the Department’s preparation of the financial statements, the non-financial performance information and the schedules of non-departmental activities that fairly reflect the matters to which they relate. We consider internal control in order to design audit procedures that are appropriate in the circumstances but not for the purpose of expressing an opinion on the effectiveness of the Department’s internal control.

An audit also involves evaluating:

the appropriateness of accounting policies used and whether they have been consistently applied;
the reasonableness of the significant accounting estimates and judgements made by the Chief Executive;
the appropriateness of the reported non-financial performance information within the Department’s framework for reporting performance;
the adequacy of all disclosures in the financial statements, the non-financial performance information and the schedules of non-departmental activities; and
the overall presentation of the financial statements, the non-financial performance information and the schedules of non-departmental activities.

We did not examine every transaction, nor do we guarantee complete accuracy of the financial statements, the non-financial performance information and the schedules of non-departmental activities. Also we did not evaluate the security and controls over the electronic publication of the financial statements, the non-financial performance information and the schedules of non-departmental activities

We have obtained all the information and explanations we have required and we believe we have obtained sufficient and appropriate audit evidence to provide a basis for our audit opinion.

Responsibilities of the Chief Executive

The Chief Executive is responsible for preparing:

financial statements and non‑financial performance information that:
- comply with generally accepted accounting practice in New Zealand;
- fairly reflect the Department’s financial position, financial performance, cash flows, expenses and capital expenditure incurred against each appropriation and its unappropriated expenses and capital expenditure; and
- fairly reflect its service performance and outcomes; and
schedules of non‑departmental activities, in accordance with the Treasury Instructions that fairly reflect those activities managed by the Department on behalf of the Crown.

The Chief Executive is also responsible for such internal control as is determined is necessary to enable the preparation of financial statements, and non‑financial performance information and schedules of non‑departmental activities that are free from material misstatement, whether due to fraud or error.

The Chief Executive is also responsible for the publication of the financial statements, non-financial performance information and schedules of non-departmental activities, whether in printed or electronic form.

The Chief Executive’s responsibilities arise from the Public Finance Act 1989.

Responsibilities of the Auditor

We are responsible for expressing an independent opinion on the financial statements, the non‑financial performance information and the schedules of non‑departmental activities and reporting that opinion to you based on our audit. Our responsibility arises from section 15 of the Public Audit Act 2001 and the Public Finance Act 1989.

Independence

When carrying out the audit, we followed the independence requirements of the Auditor‑General, which incorporate the independence requirements of the External Reporting Board.

In addition to the audit we have carried out an assignment witnessing the Passport Key Generation Ceremonies, which is compatible with those independence requirements. Other than the audit and this assignment, we have no relationship with or interests in the Department.

Clare Helm's signature

Clare Helm
Audit New Zealand
On behalf of the Auditor‑General
Wellington, New Zealand

Introduction

This section summarises our performance against the measures set out in the Information Supporting the Estimates of Appropriations for each of the portfolios in Vote Internal Affairs.

The links between the Department’s outcomes and objectives, and Output Appropriations are provided in Appendix II.

We have assessed whether we met the standards associated with each output, and have provided an explanation where there is a significant difference between the standard and what we achieved. We have also included comparable information from 2012/13 where possible.

Note on definitions used for output performance measures

The following section includes measures of performance and measures of activity:

Performance information relates to output performance dimensions such as quality and timeliness that are within the Department’s control.
Activity information relates to output volume measures that are demand driven and therefore outside the Department’s control.

Portfolio Index

The table below provides an index of performance measures within the seven portfolios supported by the Department of Internal Affairs.

Portfolio Index
Portfolio	Output Appropriation
Internal Affairs	Civic Information Services MCOA
	Community Information and Advisory Services MCOA
	Contestable Services RDA
	Information and Technology Services MCOA
	Ministerial Support Services MCOA – Crown Entity Monitoring
	Ministerial Support Services MCOA – Internal Affairs
	Policy Advice MCOA – Internal Affairs
	Regulatory Services MCOA
	Support for Statutory and Other Bodies MCOA
Ministerial Services	Ministerial Support Services MCOA – Ministerial Services
	Services Supporting the Executive MCOA
	Support for Statutory and Other Bodies MCOA
Local Government	Local Government Services
	Ministerial Support Services MCOA – Local Government
	Policy Advice MCOA – Local Government
	Pitt Island Wharf Reconstruction
Ethnic Affairs	Community Information and Advisory Services MCOA
	Ministerial Support Services MCOA – Ethnic Affairs
	Policy Advice MCOA – Ethnic Affairs
Racing	Ministerial Support Services MCOA – Racing
Racing	Policy Advice MCOA – Racing
Community and Voluntary Sector	Administration of Grants
	Community Information and Advisory Services MCOA
	Ministerial Support Services MCOA – Community and Voluntary Sector
	Policy Advice MCOA – Community and Voluntary Sector
	Regulatory Services MCOA
	Community Funding Schemes MCA
Civil Defence and Emergency Management	Community Information and Advisory Services MCOA
	Emergency Management Services MCOA
	Ministerial Support Services MCOA – Civil Defence
	Policy Advice MCOA – Civil Defence

Vote Internal Affairs

Appropriation: Administration of Grants

Under this appropriation we administer the processes supporting government grant funding schemes, from receiving applications to monitoring grant recipients.

Revenue and output expenses ($000)
Actual		Mains	Supps.	Actual
2012/13		2013/14
3,752	Revenue Crown	3,632	3,788	3,788
–	Revenue third parties	18	–	–
3,752	Total Revenue	3,650	3,788	3,788
3,588	Expenses	3,650	3,788	3,763
164	Net Surplus/(Deficit)	–	–	25

The increase in the budget between the Main Estimates and the Supplementary Estimates of $138,000 was due to an expense transfer from 2012/13 to 2013/14 for the Grants and Client Management Systems project (increase of $164,000). The increase was partially offset by the elimination of residual Kiwisaver and State Sector Retirement Savings Scheme expenditure (decrease of $18,000) and a realignment of funding based on the provision of services across the Vote Internal Affairs portfolios (decrease of $8,000).

Administration of Grants – Community

Performance Information
Community Organisation Grants Scheme (COGS)
	Standard	2012/13	2013/14
COGS grant applications are processed from receipt to payment within agreed timeframes	At least 95% (of 4,600–5,300)	New measure	96.2%
Distribution committee decisions are consistent with priorities, policies and procedures35	At least 95% of sample reviewed	Achieved for 5% of each committee	100%
Distribution committee satisfaction with operational support received	At least 80% received as ‘4’ or better	New measure	98.4%
Crown Community Grants Schemes (excl COGS)
Grant applications processed from receipt to payment within agreed timeframes	At least 95% (of 190–230)	New measure	Not achieved* (94% of 233)
Crown grant distribution committee decisions are consistent with priorities, policies and procedures	At least 95% of sample reviewed	New measure	95%

Activity Information
	Standard	2012/13	2013/14
Application levels for grant schemes (Other Expense Appropriations) administered: Community Development Scheme ($5.072m) Community Internship Programme ($231,000) Digital Literacy and Connection ($3.723m) Support for Volunteering ($502,000) Youth Workers Training Scheme ($200,000)	Combined: 190–230	206	233
Community Organisation Grants Scheme ($12.500m)	4,600–5,300	5,28636	5,478

* This was a new measure for 2013/14 and the target of 95% was a stretch target. There were also difficulties in capturing the results accurately in our current system and it is likely the result is better than reported. These issues will be resolved with the introduction of a new Grants and Client Management System in October 2014 and with the valuable information gained this year we are confident the target will be met in 2014/15.

Multi-Class Output Appropriation: Civic Information Services [MCOA]

Output Expense: Managing and Accessing Identity Information

Under this output expense we provide effective management of New Zealand’s records of identity including: issuing identity documents and New Zealand passports; processing citizenship applications; registering births, deaths, marriages and civil unions; developing authorised information-matching programmes with specified government agencies; providing data or data verification to government agencies to enable identity verification in a digital environment and to enhance border processes and facilitate travel; working across government to develop systems and processes for the verification and authentication of identity and to facilitate good practice based on Evidence of Identity Standard, and authenticating official documents, and coordinating the congratulatory message service.

Revenue and output expenses ($000)
Actual		Mains	Supps.	Actual
2012/13		2013/14
22,584	Revenue Crown	22,731	21,788	21,788
104,631	Revenue third parties	119,641	103,863	102,069
127,215	Total Revenue	142,372	125,651	123,857
127,064	Expenses	151,190	150,130	139,746
151	Net Surplus/(Deficit)	(8,818)	(24,479)	(15,889)

The decrease in the budget between the Main Estimates and the Supplementary Estimates of $1.060 million was due to a realignment of funding based on the provision of services across the Vote Internal Affairs portfolios (decrease of $1.661 million) and a reduction in expenditure associated with the 2012 Passport fee reduction (decrease of $1.200 million). These decreases were partially offset by agency charges associated with RealMe (increase of $1.050 million), an expense transfer from 2012/13 to 2013/14 for amendments to the RealMe work programme (increase of $718,000) and demand for Authentication Services (increase of $33,000).

Actual expenditure was 7% lower than the Supplementary Estimates, primarily due to lower than anticipated expenditure associated with identity products. In addition, operating expenditure relating to several passport projects did not eventuate as the projects were deferred.

Citizenship

Performance Information
	Standard	2012/13	2013/14
Applications for grant of citizenship to foreign nationals recommended to the Minister within 100 days of receipt of correct applications	At least 85% (of 21,000–25,000)	97.96% (of 27,609)37	97.24% (of 27,031)
Applications for registration of citizenship, not involving adoption, processed within 20 days of receipt of correct applications	At least 95% (of 7,000–9,500)	97.17% (of 10,197)	98.86% (of 10,435)
Certificates of citizenship status issued within 15 days of receipt	At least 95% (of 2,500–4,000)	95.98% (of 2,072)	100% (of 1,820)
Citizenship documents issued without error	At least 95% (of 28,000–34,500)	99.67% (of 37,806)	99.69% (of 37,747)
Customer satisfaction with the citizenship service received	At least 75% assessed as ‘3’ or better	89%	90%

Passports

Performance Information
Passports issued within stated timeframes of receipt of correct applications:
	Standard	2012/13	2013/14
Passports, certificates and other travel documents issued without error	At least 99%	99.95%	99.96%
standard passports – within 10 days	At least 99% (of 549,000–619,000)	99.99% (of 570,506)	99.97% (of 591,051)
urgent passports – within 3 days	At least 99% (of 45,000–55,000)	99.95% (of 45,078)	99.84% (of 47,939)
Percentage of applications for adult passport renewals via the online service	35%	New measure	36.02%
Customer satisfaction with the passport service received	At least 75% assessed as ‘3’ or better	91%	91%

Births, Deaths, Marriages and Civil Unions

Performance Information
Registration of birth, death, marriage and civil union information:
	Standard	2012/13	2013/14
accuracy – issued without error	At least 99%	99.83%	99.52%
registration of death information will occur within the agreed timeframe on receipt of correct notification: 2 days	At least 99%	99.85% (of 30,163)	100% (of 30,030)
registration of birth information will occur within the agreed timeframe on receipt of correct notification: 8 days	At least 99%	New measure	99% (of 59,978)
Birth, death, marriage and civil union certificates:
issued without error	At least 99% (of 220,000–250,000)	99.8% (of 268,010)	99.53% (of 264,540)
Birth, death, marriage and civil union certificates will be issued within the agreed timeframe on the receipt of a correct application: 5 days	At least 99%	99.77%	100%
Birth, death, marriage and civil union printouts issued within 7 days of the receipt of correct application:	At least 98%	99.88%	100%
Customer satisfaction with the birth, death, marriage and civil union service received38	At least 75% assessed as ‘3’ or better	90%	93%

Identity and Authentication Services

Performance Information
Number of public and private RealMe services that are available for use:
	Standard	2012/13	2013/14
logon	10	New measure	13
identity verification	2	New measure	4
Number of new RealMe accounts created:
account (verified)	50,000–100,000	New measure	15,212*
account (basic)	150,000–200,000	New measure	532,591
Clients are satisfied with the services provided	At least 75% assessed as ‘3’ or better	New measure	80%
Customers are satisfied with the RealMe services provided	At least 75% assessed as ‘3’ or better	New measure	87%

* The uptake of RealMe verified accounts has been lower than originally anticipated. New organisations only used RealMe for a short period during the 2013/14 year, and it was signalled in the January-March Quarter that this measure was unlikely to be achieved for 2013/14. No major government service has integrated the service (other than Elections, which went live on 30 June). As such, demand by customers to get a verified account has been limited.

Authentications Unit and Congratulatory Message Service

Performance Information
Timeliness – delivered within agreed timeframes:
	Standard	2012/13	2013/14
Number of congratulatory message requests processed	1,100–1,200	New measure	1,797
authentications	At least 98% (of 18,000–22,000)	99.9% (of 20,716)	100% (of 20,262)
Accuracy – authentication confirmations returned by customers as inaccurate	No more than 1%	0.01%	0.07%

Output Expense: Managing and Accessing Knowledge Information

Under this output expense we manage public archives in both physical and digital formats on behalf of the Crown, provide public access to archives held by Archives New Zealand, provide services which assist access to library collections and other information, collect and preserve published and unpublished items for the National Library and Alexander Turnbull Library collections, provide library and information services and products to schools in support of the national curriculum, and administer the Public Lending Right for New Zealand Authors Scheme.

Revenue and output expenses ($000)
Actual		Mains	Supps.	Actual
2012/13		2013/14
80,964	Revenue Crown	82,748	84,924	84,924
7,185	Revenue third parties	7,297	7,850	7,148
88,149	Total Revenue	90,045	92,774	92,072
87,440	Expenses	89,918	92,720	96,740
709	Net Surplus/(Deficit)	127	54	(4,668)

The increase in the budget between the Main Estimates and the Supplementary Estimates of $2.802 million was due to capital charge as a result of asset revaluations in June 2013 (increase of $982,000), a realignment of funding based on the provision of services across the Vote Internal Affairs portfolios (increase of $767,000), demand for services provided by the National Library (increase of $220,000), digitisation work for Auckland libraries and other partners (increase of $200,000), Kotui shared library and resource discovery service (increase of $171,000), services provided by Archives New Zealand (increase of $100,000) and rental from retail and venue hire (increase of $47,000) and expense transfers from 2012/13 to 2013/14 for the National Library and Archives New Zealand Strategic Partnership Programme (increase of $285,000), the Government Digital Archive project (increase of $159,000) and the Digitisation of New Zealand Defence Force records (increase of $140,000). These increases were partially offset by a transfer of funding to the Emergency Management Services MCOA and the Community Information and Advisory Services MCOA to provide support for the development programme for Civil Defence and Emergency Management controllers and for the Ministry of Civil Defence and Emergency Management website redevelopment (decrease of $125,000), demand for Electronic Purchasing in Collaboration services (decrease of $112,000) and a transfer of funding to the Information and Technology Services MCOA to reflect the Department of Internal Affairs contribution towards Optimise HR (decrease of $32,000).

Actual expenditure was 4% higher than the Supplementary Estimates, primarily due to the impairment of two projects, Active Archives and Government Digital Archive.

National Archives – Managing Public Archives

Performance Information
Storage environments maintained to required standards 24 hours a day, 7 days a week:
	Standard	2012/13	2013/14
Number of transfers received from public offices completed (includes physical and digital)	60-80	71	74
Pages (or similar) of archives items digitised	400,000–500,000	706,462	1,773,378*
temperature	At least 80%	84.43%	93.9%**
relative humidity	At least 80%	76.64%	81.4%

Activity Information
	Standard	2012/13	2013/14
Archives held in storage: physical archives – linear metres (LM)	104,000–108,000 LM	104,227LM	105,748LM

* The target for pages digitised was exceeded by a large margin because there were more World War One service personnel files identified and these files were largely digitised in 2013/14 as there was a commitment to digitise all the World War One personnel files by the 100th anniversary of the start of the war in August. A programme largely using volunteer labour to digitise probate files is also underway and this provides additional resource at low cost for digitisation. This initiative will continue through 2014/15 which means that the target is likely to be exceeded in 2014/15 as well.

** The target for maintaining the storage environment – relative humidity was exceeded because there were more parts of the archive repositories that had stable environments through the year. There have been fewer parts of the repository that have not met the relative humidity standard as a result of work to address the environment for the parts of the repository where problems have been experienced in the past. There has been an improvement over the past two years to achieve and then exceed the target.

National Archives – Provision of Access to Public Archives

Performance Information
	Standard	2012/13	2013/14
Availability of online services 24 hours a day, 7 days a week	At least 99%	97.79%	98.8%*
Number of items produced in public reading rooms	20,000–30,000	New measure	43,784**
Copies of archives newly made available online	30,000–50,000	13,986	78,467***

* Online services were available 24 hours a day, 7 days a week 98.8% of the time. Although there was a slight improvement in the final quarter, minimising system outages and scheduled maintenance downtime remains an issue.

** The number of items produced in public reading rooms exceeded the target range in 2013/14. The demand for items in the reading rooms is influenced by factors like the number of items available viewing online and the extent to which items are described and therefore easy to identify and request. The target for reading room items has been reduced in recent years as some heavily used groups of records are digitised and therefore will no longer attract reading room productions and because the Christchurch office had to reduce opening hours and delivery times due to damage caused by the 2011 earthquakes. The demand for items to be produced in the reading room has not dropped as much as expected however, which reflects that some groups of records have become easier to search for and request.

*** The target for the number of copies of archives newly made available online was exceeded because the number of items within the scope of digitisation initiatives was larger than the initially estimated, and a higher level of output was able to be achieved. This measure largely reflects the effort put into digitising a number of unit war diaries, the Chinese Poll Tax files, and the World War One service personnel files which were larger in numbers than had been anticipated.

National Library – Access to Information

Performance Information
	Standard	2012/13	2013/14
Requests (non-school) for the off-site supply of documents – completed within 2 days of receipt	At least 90% (of 10,000–15,000)	98% (of 12,490)	99% (of 10,220)
Public Lending Right payments to all authors eligible for payment made within the timeframe stipulated by regulation	100% (of 1,800–1,900)	99% (of 1,702)	Not achieved* (97% of 1,687)
Digitised items newly available for access online	At least 450,000	660,535	472,540
Availability of online services 24 hours a day, 7 days a week	99%	99%	99%

Activity Information
	Standard	2012/13	2013/14
New Zealand libraries participating in Te Puna (catalogue and interloan services)	92% (of 255–265)	91.4% (of 257)	92% (of 255)
Visits to National Library reading rooms	80,000–90,000	72,095	71,591
Availability of Te Puna catalogue and interloan services to subscribers during advertised hours	At least 95%	Revised	99%

* 1,634 authors were paid within the December 2013 timeline but database errors saw 53 authors not paid within the timeframe. They either have received or will receive their full payment for the 2013 registration year and the database errors will be addressed for the 2014 registration year.

National Library – Collecting and Preserving Information

Performance Information
Of the acquisitions to the Alexander Turnbull Library (new heritage collections):
	Standard	2012/13	2013/14
accession records for unpublished items completed within 10 days of receipt	At least 80% (of 1,000–1,500)	82% (of 8,329)	85% (of 1,107)
descriptive records for unpublished items added within 20 days of accession	At least 95% (of 1,000–1,500)	87% (of 8,329)	94% (of 1,240)*
‘At risk’ items digitised or digital formats transformed:
audio-visual items	At least 120	Revised	652**
images	At least 270	Revised	819**
Published acquisitions to the Alexander Turnbull Library (new heritage collections)	65,000–75,000	66,190	73,978
Microfilm frames of ‘at-risk’ newspapers created as part of the Newspaper Preservation Programme	250,000	250,795	256,040

* Priority has been given to improving the system in order to speed up the process and improve the quality of descriptive records, and performance is only 1% under standard. A procurement process for the replacement of the system to improve the quality of descriptive records is under way.

** There is considerable variability from year to year in the actual output for this measure, due to the unpredictability of the number and size of ‘at risk’ collection items curators identify that require digitisation or digital transfer. We sought to reflect a known minimum rather than a target maximum in the performance standard.

Activity Information
	Standard	2012/13	2013/14
Records added to the information system for unpublished items	18,000–28,000	37,172	31,301

National Library – Library and Information Services to Schools

Performance Information
Requests for the supply of:
	Standard	2012/13	2013/14
items from the schools collections met within 5 days of receipt	At least 75% (of 35,000–40,000)	84% (of 35,031)	77% (of 36,358)
Advisory support provided to targeted schools	At least 75% (of 750–850)	83% (of 800)	76% (of 773)

Activity Information
	Standard	2012/13	2013/14
Items supplied on request from the schools collection	900,000–950,000	888,411	938,803
Visits to schools online services	150,000–180,000	New measure	243,378

Output Expense: Publishing Civic Information

Under this output expense we publish information through the New Zealand Gazette

Revenue and output expenses ($000)
Actual		Mains	Supps.	Actual
2012/13		2013/14
–	Revenue Crown	–	–	–
930	Revenue third parties	844	937	876
930	Total Revenue	844	937	876
1,022	Expenses	850	1,018	1,015
(92)	Net Surplus/(Deficit)	(6)	(81)	(139)

The increase in the budget between the Main Estimates and the Supplementary Estimates of $168,000 was due to depreciation expenditure associated with the capitalisation of Gazette online.

New Zealand Gazette

Performance Information
	Standard	2012/13	2013/14
Accuracy – notices published consistent with text supplied by clients	At least 99% (of 8,000–10,000)	99.99% (of 8,454)	99.98% (of 7,290)

Activity Information
	Standard	2012/13	2013/14
Issues of the New Zealand Gazette published each year	160 (1–140 pages each)	159	157*

* The reduction in demand for special supplement editions of the Gazette has resulted in a decrease in the overall number of editions for the year.

Multi-Class Output Appropriation: Community Information and Advisory Services [MCOA]

Output Expense: Advisory and Information Services to Ethnic Communities

Under this output expense provision we provide advisory and information services to ethnic communities; management of the contract for the telephone interpreting service (Language Line); and provide information and training to ethnic communities and agencies using Language Line.

Revenue and output expenses ($000)
Actual		Mains	Supps.	Actual
2012/13		2013/14
4,025	Revenue Crown	3,455	4,134	4,134
1,238	Revenue third parties	1,291	1,356	1,382
5,263	Total Revenue	4,746	5,490	5,516
5,136	Expenses	4,746	5,490	5,530
127	Net Surplus/(Deficit)	–	–	(14)

The increase in the budget between the Main Estimates and the Supplementary Estimates of $744,000 was due to a realignment of funding based on the provision of services across the Vote Internal Affairs portfolios (increase of $526,000), expense transfers from 2012/13 to 2013/14 for the Language Line promotional strategy and materials (increase of $105,000) and for an ongoing programme of initiatives to enable the transformation of systems and processes within the Department of Internal Affairs (increase of $22,000), the transfer of responsibility for the "Settling In" Programme from Vote Social Development with effect from 1 April 2014 (increase of $100,000) and a funding contribution towards the Ethnic People in Commerce project (increase of $65,000). These increases were partially offset by a transfer of funding to the Support for Statutory and Other Bodies MCOA to reflect a realignment of expenditure for the provision of secretariat support for the Chinese Poll Tax Heritage Trust (decrease of $74,000).

Performance Information
	Standard	2012/13	2013/14
Intercultural Awareness and Communication programme training sessions, including train the trainer, sessions held	15–20 (400–450 participants)	32 (457 participants)	15 (288 participants)
Forums and workshops for ethnic communities held	30–40 (600–650 participants)	42 (980 participants)	26 (969 participants)*
Respondent satisfaction with the quality of advisory services provided	At least 95% assessed as ‘Satisfactory’ or better	96%	99%
Interpreting clients connected with an appropriate interpreter within 2 minutes of a call to Language Line	At least 95%	98.91% (of 49,038)	98.57% (of 54,822)

Activity Information
	Standard	2012/13	2013/14
Agencies with agreements for the provision of telephone interpreting services through Language Line	85	96	100

* The number of forums and workshops is below the standard measure due to a clarification of the method of measurement. The standard was incorrectly set due to inclusion of additional activity that is not being reported for 2013/14.

Output Expense: Community Development and Engagement Advice

Under this output expense we provide advisory services to assist and guide community development activities and to assist government agencies to engage and interact with communities and community groups.

Revenue and output expenses ($000)
Actual		Mains	Supps.	Actual
2012/13		2013/14
5,692	Revenue Crown	4,969	4,884	4,884
–	Revenue third parties	38	–	–
5,692	Total Revenue	5,007	4,884	4,884
5,688	Expenses	5,007	4,884	4,767
4	Net Surplus/(Deficit)	–	–	117

The decrease in the budget between the Main Estimates and the Supplementary Estimates of $123,000 was due to a realignment of funding based on the provision of services across the Vote Internal Affairs portfolios (decrease of $89,000), the elimination of residual Kiwisaver and State Sector Retirement Savings Scheme expenditure (decrease of $29,000) and demand for the provision of services (decrease of $9,000). These decreases were partially offset by an expense transfer from 2012/13 to 2013/14 for an ongoing programme of initiatives to enable the transformation of systems and processes within the Department of Internal Affairs (increase of $4,000).

Performance Information
Customer satisfaction with community advisory projects and activities:
	Standard	2012/13	2013/14
advisory projects are considered effective	At least 85%	New measure	78%*
other advisory activities are considered effective	At least 85%	New measure	88%
Number of community advisory projects completed	45–55	53	89

* A standard of 85% is a stretch target for this measure, and a standard of 75% would be consistent with other customer satisfaction surveys run by the Department. Note that this is a small pool of thirty seven respondents, and 1 or 2 less positive responses can have a significant impact on overall results. 97% of respondents thought the service was somewhat effective or better.

Output Expense: Community Archives Support

Under this output expense we provide support for community, iwi and hapū organisations and other jurisdictions in preserving and managing their own records and archives and making them available.

Revenue and output expenses ($000)
Actual		Mains	Supps.	Actual
2012/13		2013/14
69	Revenue Crown	69	84	84
6	Revenue third parties	31	31	(5)
75	Total Revenue	100	115	79
123	Expenses	100	115	69
(48)	Net Surplus/(Deficit)	–	–	10

The increase in the budget between the Main Estimates and the Supplementary Estimates of $15,000 was due to a realignment of funding based on the provision of services across the Vote Internal Affairs portfolios (increase of $15,000). Actual expenditure was 40% lower than the Supplementary Estimates, primarily due to lower provision of services to third parties and accordingly, lower expenditure associated with the provision of services.

Performance Information
	Standard	2012/13	2013/14
Availability of the online descriptive tool 24 hours a day, 7 days a week	At least 99%	99.8%	99.59%

Output Expense: Community Information – Civil Defence Emergency Management

Under this output expense we develop and deliver long-term national programmes to raise individual and community awareness and preparedness.

Revenue and output expenses ($000)
Actual		Mains	Supps.	Actual
2012/13		2013/14
1,611	Revenue Crown	1,331	1,131	1,131
26	Revenue third parties	23	89	89
1,637	Total Revenue	1,354	1,220	1,220
1,570	Expenses	1,354	1,220	1,220
67	Net Surplus/(Deficit)	–	–	–

The decrease in the budget between the Main Estimates and the Supplementary Estimates of $134,000 was due to the transfer of Ministry of Civil Defence and Emergency Management functions and associated funding to Vote Prime Minister and Cabinet with effect from 1 April 2014 (decrease of $310,000). The decrease was partially offset by a realignment of funding based on the provision of services across the Vote Internal Affairs portfolios (increase of $75,000), the provision of services to the Ministry of Foreign Affairs and Trade for disaster risk management support for the United Nations Office of the Coordination of Humanitarian Affairs and disaster risk management support for Pacific Island countries (increase of $75,000), an expense transfer from 2012/13 to 2013/14 for an ongoing programme of initiatives to enable the transformation of systems and processes within the Department of Internal Affairs (increase of $19,000) and a transfer of funding from the Civic Information Services MCOA to provide support for the development programme for Civil Defence and Emergency Management controllers and for the Ministry of Civil Defence and Emergency Management website redevelopment (increase of $7,000).

Performance Information
	Standard	2012/13	2013/1439
Advertising reaches the targeted audience demographic (assessed quarterly): television – at least 70%	Achieved – for at least 3 quarters	Not achieved	Q1: 82% Q2: 0%* Q3: 70%
Advertising reaches the targeted audience demographic (assessed quarterly): radio – at least 45%	Achieved – for at least 3 quarters	Not achieved	Not achieved**
Availability of the civil defence website 24 hours a day, 7 days a week	At least 99.9%	99.91%	99.65%

* There was no television advertising in Q2 due to finanical constraints.

** Although some local CDEM groups maintained radio advertising, all funding for national radio advertising was channelled into television, due to financial constraints.

Appropriation: Contestable Services [RDA]

Under this appropriation we provide translation and other language services to government agencies and the public, and support services to government agencies.

Revenue and output expenses ($000)
Actual		Mains	Supps.	Actual
2012/13		2013/14
–	Revenue Crown	–	–	–
896	Revenue third parties	900	1,010	1,050
896	Total Revenue	900	1,010	1,050
888	Expenses	900	1,010	1,026
8	Net Surplus/(Deficit)	–	–	24

The increase in the budget between the Main Estimates and the Supplementary Estimates of $110,000 was due to an increase in demand for Translation Services.

Translation Services

Performance Information
	Standard	2012/13	2013/14
Translations provided within timeframes agreed with service providers	At least 99% (of 6,500–7,500)	99.45% (of 8,050)	99.33% (of 6,095)
Customer satisfaction with the quality of translation services provided40	Assessed as ‘Satisfied’ or better (at least 99%)	95%	94.37%*

* This performance standard was unrealistic and has been changed for 2014/15 to align with Citizenship and BDM customer satisfaction measures, as translations are often undertaken to support these processes. The new standard for 2014/15 is – at least 85% as Satisfied or better.

Multi Class Output Appropriation: Emergency Management Services [MCOA]

Output Expense: Management of National Emergency Readiness, Response and Recovery

Under this output expense we manage national emergency readiness, response and recovery, including: support to local civil defence emergency management organisations, maintaining the National Crisis Management Centre in a state of readiness, national training and education, coordination and management of central government’s response and recovery activities and administration of related expenses.

Revenue and output expenses ($000)
Actual		Mains	Supps.	Actual
2012/13		2013/14
3,961	Revenue Crown	3,736	2,863	2,863
97	Revenue third parties	86	333	333
4,058	Total Revenue	3,822	3,196	3,196
4,235	Expenses	3,822	3,196	3,196
(177)	Net Surplus/(Deficit)	–	–	–

The decrease in the budget between the Main Estimates and the Supplementary Estimates of $626,000 was due to the transfer of Ministry of Civil Defence and Emergency Management functions and associated funding to Vote Prime Minister and Cabinet with effect from 1 April 2014 (decrease of $858,000) and a realignment of funding based on the provision of services across the Vote Internal Affairs portfolios (decrease of $166,000). These decreases were partially offset by the provision of services to the Ministry of Foreign Affairs and Trade for disaster risk management support for the United Nations Office of the Coordination of Humanitarian Affairs and disaster risk management support for Pacific Island countries (increase of $281,000), a transfer of funding from the Civic Information Services MCOA to provide support for the development programme for Civil Defence and Emergency Management controllers and for the Ministry of Civil Defence and Emergency Management website redevelopment (increase of $62,000) and an expense transfer from 2012/13 to 2013/14 for an ongoing programme of initiatives to enable the transformation of systems and processes within the Department of Internal Affairs (increase of $55,000).

Management of National Emergency Management Readiness, Response and Recovery

Performance Information
National Crisis Management Centre (NCMC) managed, during activations, with:
	Standard	2012/13	2013/1441
National Warning System tests conducted	At least 4 (1 test per quarter)	4	3 (1 test in each quarter)
National warnings issued within 30 minutes after the notification of a pending event that exceeds the thresholds	All (of 1–6)	All (of 1)	All (of 2)
National warning distribution list – accuracy of contact details (at each warning or test)	At least 95%	96%	96.7%
Stakeholder satisfaction with the timing and content of national warning messages	Assessed as ‘Satisfied’ or better by at least 85% (of 200)	63%	Annual measure at Q4
staffing in place according to the activation mode within 2 hours	All	All	All
essential information technology systems available and operating at agreed performance levels	All	Not achieved	All
back-up information technology systems and equipment fully functional	At least 99.8%	100%	100%
coordination and management consistent with the Response Concept of Operations for extended activations	All (no variations)	No extended activations in 12/13	No extended activations
National Crisis Management Centre activations reviewed:
mode 2 or higher activations – within 3 months	All	All (1 review)	All (1 review)
approved recommendations (lessons identified) actioned – within set timeframes	All	All	All

Output Expense: Emergency Sector Support and Development

Under this output expense we develop and implement operational policies and projects, advice, assistance and information to the civil defence and emergency management sector.

Revenue and output expenses ($000)
Actual		Mains	Supps.	Actual
2012/13		2013/14
3,877	Revenue Crown	3,711	2,910	2,910
136	Revenue third parties	121	467	467
4,013	Total Revenue	3,832	3,377	3,377
3,721	Expenses	3,832	3,377	3,377
292	Net Surplus/(Deficit)	–	–	–

The decrease in the budget between the Main Estimates and the Supplementary Estimates of $455,000 was due to the transfer of Ministry of Civil Defence and Emergency Management functions and associated funding to Vote Prime Minister and Cabinet with effect from 1 April 2014 (decrease of $1.074 million). The decrease was partially offset by the provision of services to the Ministry of Foreign Affairs and Trade for disaster risk management support for the United Nations Office of the Coordination of Humanitarian Affairs and disaster risk management support for Pacific Island countries (increase of $394,000), a realignment of funding based on the provision of services across the Vote Internal Affairs portfolios (increase of $161,000), a transfer of funding from the Civic Information Services MCOA to provide support for the development programme for Civil Defence and Emergency Management controllers and for the Ministry of Civil Defence and Emergency Management website redevelopment (increase of $56,000) and an expense transfer from 2012/13 to 2013/14 for an ongoing programme of initiatives to enable the transformation of systems and processes within the Department of Internal Affairs (increase of $8,000).

Emergency Sector Support and Development

Performance Information
Satisfaction, assessed as ‘Good’ or ‘Very Good’, in relation to:
	Standard	2012/13	2013/1442
Director Guidelines, Technical Standards, Codes and other CDEM sector information publications maintained – currently reviewed at least every 4 years	4–7 (of 25)	4	4
CDEM Group – coverage of the Guidelines, Technical Standards and Codes and other publications43	At least 80% (of est 100)	64%	Annual measure at Q4
CDEM Group – quality of the Guidelines, Technical Standards and Codes and other publications	At least 80% (of est 100)	73%	Annual measure at Q4
the quality of the newsletters/updates – 16–20 issues44	At least 80% (of 200)	67%	Annual measure at Q4
Attendee satisfaction with civil defence and emergency management training courses	At least 90% (of 120–150)	93% (of 140)	80%* (of 120)

* No courses were run in Q1 or Q3 – MCDEM is reviewing the workshops in view of the Q2 rating.

Output Appropriation: Film Archive Services RDA

This appropriation is limited to expenses incurred in provision of film preservation and processing services to film archival and production organisations.

Revenue and output expenses ($000)
Actual		Mains	Supps.	Actual
2012/13		2013/14
–	Revenue Crown	–	–	–
–	Revenue third parties	–	100	–
–	Total Revenue	–	100	–
–	Expenses	–	100	–
–	Net Surplus/(Deficit)	–	–	–

This appropriation was established in 2013/14 to recognise the provision of film preservation and processing services to film archival and production organisations (increase of $100,000).

The laboratory required to provide film preservation and processing services is under construction and accordingly no services were provided in 2013/14.

Performance Information

Activity for 2013/14 financial year consisted of developing and setting up this function. Services will commence in the 2014/15 financial year. Performance measures have been developed and will be reported on in the 2014/15 Annual Report.

Multi-Class Output Appropriation: Information and Technology Services [MCOA]

Output Expense: Cross-Government ICT Strategy and Planning, Service Delivery and Investment Proposals

Under this output expense we develop all-of-government ICT strategy and planning, develop and support integrated service delivery programmes, investment proposals relating to potential cross-government common services, common ICT capability initiatives, and detailed business cases for selected initiatives to inform investment decisions by Ministers.

Revenue and output expenses ($000)
Actual		Mains	Supps.	Actual
2012/13		2013/14
7,224	Revenue Crown	5,878	13,291	13,291
–	Revenue third parties	2,400	2,495	2,494
7,224	Total Revenue	8,278	15,786	15,785
6,639	Expenses	8,278	15,786	13,498
585	Net Surplus/(Deficit)	–	–	2,287

The increase in the budget between the Main Estimates and the Supplementary Estimates of $7.508 million was due to funding for the progression of four initiatives, namely Result 10, ICT Contact Centre Optimisation, ICT nz.govt.nz redevelopment and ICT Government Online Engagement Services (increase of $4.750 million), funding for the Government Chief Information Officer to provide coordinated oversight and delivery of system-wide ICT assurance (increase of $1.500 million), expense transfers from 2012/13 to 2013/14 for ICT Functional Leadership (increase of $480,000), Result 10: Smart Digital Services programme (increase of $400,000) and Optimise HR (increase of $52,000), a realignment of funding based on the provision of services across the Vote Internal Affairs portfolios (increase of $199,000), Club Funding contributions from lead agencies for Optimise HR (increase of $95,000) and a transfer of funding from the Civic Information Services MCOA to reflect the Department of Internal Affairs contribution towards Optimise HR (increase of $32,000).

Actual expenditure was 14% lower than the Supplementary Estimates, primarily due to delays in implementation of Functional Leadership of Government ICT initiatives, Result 10: Virtual Citizen Account and Child Support/Sole Parent projects and the ICT – newzealand.govt.nz Redevelopment project. In-principle expense transfers from 2013/14 to 2014/15 up to a maximum of $1.560 million were approved for delays associated with these projects.

Performance Information
	Standard	2012/13	2013/14
Actions due for delivery in 2013/14 in the “Government 2017: ICT Strategy and Action Plan” for which DIA is the lead agency, are delivered	Actions delivered	New measure	Achieved
Blueprint to deliver Result 10 developed and endorsed	Achieved	New measure	Achieved
Digital Service Council satisfied with the quality of advice and support received	Assessed as ‘Satisfied’ or better	New measure	Achieved

Activity Information
	Standard	2012/13	2013/14
Advice and support services provided to the Digital Service Council, with regular meetings organised	10–14 meetings	New measure	14 meetings held

Output Expense: Government Information and Technology Services

Under this output expense we develop, deploy and operate technology services across the State sector.

Revenue and output expenses ($000)
Actual		Mains	Supps.	Actual
2012/13		2013/14
7,677	Revenue Crown	6,099	8,820	8,820
3,415	Revenue third parties	6,023	2,817	1,840
11,092	Total Revenue	12,122	11,637	10,660
13,768	Expenses	12,868	17,059	13,452
(2,676)	Net Surplus/(Deficit)	(746)	(5,422)	(2,792)

The increase in the budget between the Main Estimates and the Supplementary Estimates of $4.191 million was due to expense transfers from 2012/13 to 2013/14 for Infrastructure as a Service Transition (increase of $1.000 million), the Government Information Services Online programme (increase of $400,000) and an ongoing programme of initiatives to enable the transformation of systems and processes within the Department of Internal Affairs (increase of $164,000), funding for the progression of the Software Acquisition Strategy (increase of $1.505 million), a funding contribution from the Ministry of Business, Innovation and Employment for work associated with Telecommunications as a Service (increase of $670,000), the provision of services by the Government Chief Information Officer to government agencies (increase of $500,000) and an increase in expenditure associated with Government Common Capability products (increase of $300,000). These increases were partially offset by a realignment of funding based on the provision of services across the Vote Internal Affairs portfolios (decrease of $348,000).

Actual expenditure was 21% lower than the Supplementary Estimates, primarily due to delays in the Government Information Services Online Programme, Infrastructure as a Service Transition and the Software Acquisition Strategy. In-principle expense transfers from 2013/14 to 2014/15 up to a maximum of $1.655 million were approved for delays associated with these projects.

Government Technology Services

Performance Information
	Standard	2012/13	2013/14
All-of-government Common Capability products, where DIA is the lead agency, meet service level agreements	Achieved	New measure	Achieved

Government Information Services

Performance Information
	Standard	2012/13	2013/14
Availability of cross-government online services, 24 hours a day, 7 days a week	99%	99.87%	Achieved (99.56%)

Output Expense: Government Chief Privacy Officer

Under this output expense we develop and implement an all-of-government approach to privacy, including liaising with the regulator, developing and promulgating privacy standards for the public sector, supporting and working with agencies to build capability, and providing assurance on public sector performace in relation to privacy.

Revenue and output expenses ($000)
Actual		Mains	Supps.	Actual
2012/13		2013/14
–	Revenue Crown	–	463	463
–	Revenue third parties	–	–	–
–	Total Revenue	–	463	463
–	Expenses	–	463	262
–	Net Surplus/(Deficit)	–	–	201

The increase in the budget between the Main Estimates and the Supplementary Estimates of $463,000 was due to the establishment of a Government Chief Privacy Officer in the Department of Internal Affairs, with responsibility for privacy leadership across government.

Actual expenditure was 43% lower than the Supplementary Estimates, primarily due to the timing of staff recruitment.

Performance Information

Appropriation: Local Government Services

Under this appropriation we provide information to and about local government, administering the Local Government Act 2002 and other statutes, administer the Local Electoral Act 2001, administer the Rates Rebate Scheme, provide regulatory and boating services for Lake Taupo (including providing the Harbourmaster and managing the Lake Taupo Landing Reserve); and govern and manage the National Dog Control Information Database.

Revenue and output expenses ($000)
Actual		Mains	Supps.	Actual
2012/13		2013/14
2,036	Revenue Crown	1,931	1,892	1,892
786	Revenue third parties	1,062	922	782
2,822	Total Revenue	2,993	2,814	2,674
2,781	Expenses	2,611	2,572	2,364
41	Net Surplus/(Deficit)	382	242	310

The decrease in the budget between the Main Estimates and the Supplementary Estimates of $39,000 was due to a realignment of funding based on the provision of services across the Vote Internal Affairs portfolios.

Actual expenditure was 8% lower than the Supplementary Estimates, primarily due to lower than anticipated personnel costs associated with the lower use of contractors.

Local Government Services

Performance Information
	Standard	2012/13	2013/14
Responses to requests for information about the Rates Rebate Scheme within 10 days of receipt	At least 98% (of 300–600)	99% (of 444)	100% (of 501)
Eligible claims from councils for reimbursement of rates rebates processed within 30 days of receipt	At least 95% (of 110,000–120,000)	New measure	99.94% (of 105,622)
National Dogs Database snapshot statistics for the year as at May made available to the public by June	Achieved	New measure	Not Achieved*

* The Department was not able to upload the data prior to the June deadline because the third party supplier of the data had mistakenly scheduled a later date to generate the data spreadsheet. The provider is now aware of when the data is required and there are no problems anticipated for 2014/15.

Regulatory and Boating Services for Lake Taupo

Performance Information
	Standard	2012/13	2013/14
Boating facilities and navigational safety equipment inspected in accordance with an annual compliance programme	All	All	All
Customer satisfaction with the quality of Lake Taupo navigational safety services assessed as average or above, when surveyed every 2 years (next survey 2015)	At least 85%	Changed – measure was 100%	No survey*

* No survey was completed in the 2013/14 year. The next survey will be in 2015.

Output Appropriation: Machinery of Government Transition Costs

This appropriation is limited to transition costs related to implementing Machinery of Government decisions.

Revenue and output expenses ($000)
Actual		Mains	Supps.	Actual
2012/13		2013/14
–	Revenue Crown	–	710	710
–	Revenue third parties	–	–	–
–	Total Revenue	–	710	710
–	Expenses	–	710	679
–	Net Surplus/(Deficit)	–	–	31

This previously existing appropriation was re-established in 2013/14 to reflect the transition and stranded overhead costs associated with the transfer of Ministry of Civil Defence and Emergency Management functions to Vote Prime Minister and Cabinet.

Multi-Class Output Appropriation: Ministerial Support Services [MCOA]

Output Expense: Ministerial Support Services – Crown Entity Monitoring

Under this output expense we provide support, information and advice to Ministers to enable them to discharge their responsibilities (other than policy decision-making) for the Crown entities for which they are responsible.

Revenue and output expenses ($000)
Actual		Mains	Supps.	Actual
2012/13		2013/14
847	Revenue Crown	1,000	969	969
–	Revenue third parties	–	–	–
847	Total Revenue	1,000	969	969
675	Expenses	1,000	969	730
172	Net Surplus/(Deficit)	–	–	239

The decrease in the budget between the Main Estimates and the Supplementary Estimates of $31,000 was due to a realignment of funding based on the provision of services across the Vote Internal Affairs portfolios.

Actual expenditure was 25% lower than the Supplementary Estimates, primarily due to lower than anticipated levels of personnel expenditure.

Performance Information
	Standard	2012/13	2013/14
Advice on accountability and performance documents delivered within statutory or agreed timeframes (based on delivery of documents to the Minister by the Crown entity)	100% (estimated volume 12–17)	New measure	100% (of 14)
Appointment processes for board vacancies managed consistent with the approach agreed with the Minister (including amendments agreed with the Minister)	100% (estimated volume 2–4)	All (of 8)	100% (of 4)

Activity Information
Crown Entities monitored:
	Standard	2012/13	2013/14
New Zealand Fire Service Commission	–	–	–
Office of Film and Literature Classification	–	–	–

Output Expense: Ministerial Support Services – Community and Voluntary Sector

Under this output expense we provide services to Ministers to enable them to discharge their portfolio (other than policy decision-making) responsibilities relating to the community and voluntary sector.

Revenue and output expenses ($000)
Actual		Mains	Supps.	Actual
2012/13		2013/14
151	Revenue Crown	153	185	185
–	Revenue third parties	–	–	–
151	Total Revenue	153	185	185
174	Expenses	153	185	204
(23)	Net Surplus/(Deficit)	–	–	(19)

The increase in the budget between the Main Estimates and the Supplementary Estimates of $32,000 was due to a realignment of funding based on the provision of services across the Vote Internal Affairs portfolios.

Actual expenditure was 10% higher than the Supplementary Estimates, primarily due to higher than anticipated personnel costs due to vacant positions being covered by contractors.

Ministerial Correspondence and Questions

Performance Information
	Standard	2012/13	2013/14
Acceptance of first draft responses to ministerials and information briefings presented to the Minister	At least 95%	Not measured	100% (of 26)
Required timeframes are met: parliamentary questions (written) – within 3 days of notification or as agreed with the Minister	At least 95% (of 20–30)	Not measured	100% (of 3)
Required timeframes are met: ministerial correspondence (draft responses) – within 15 days of receipt or as specifically agreed	At least 95% (of 30–50)	Not measured	100% (of 9)
Required timeframes are met: Official Information and Privacy Act requests, and Ombudsmen inquiries – at least 5 days prior to statutory timeframes	At least 95% (of 0–10)	Not measured	100% (of 1)

Output Expense: Ministerial Support Services – Emergency Management

Under this output expense we provide services to Ministers to enable them to discharge their portfolio (other than policy decision-making) responsibilities relating to civil defence and emergency management.

Revenue and output expenses ($000)
Actual		Mains	Supps.	Actual
2012/13		2013/14
189	Revenue Crown	210	240	240
–	Revenue third parties	–	–	–
189	Total Revenue	210	240	240
254	Expenses	210	240	240
(65)	Net Surplus/(Deficit)	–	–	–

The increase in the budget between the Main Estimates and the Supplementary Estimates of $30,000 was due to a realignment of funding based on the provision of services across the Vote Internal Affairs portfolios (increase of $117,000). The increase was partially offset by the transfer of Ministry of Civil Defence and Emergency Management functions and associated funding to Vote Prime Minister and Cabinet with effect from 1 April 2014 (decrease of $87,000).

Ministerial Correspondence and Questions

Performance Information
	Standard	2012/13	2013/1445
Acceptance of first draft responses to ministerials and information briefings presented to the Minister	At least 95%	Not measured	100% (of 42)
Required timeframes are met: parliamentary questions (written) – within 3 days of notification or as agreed with the Minister	At least 95% (of 20–30)	Not measured	100% (of 17)
Required timeframes are met: ministerial correspondence (draft responses) within 15 days of receipt or as specifically agreed	At least 95% (of 30–50)	Not measured	100% (of 33)
Required timeframes are met: Official Information and Privacy Act requests, and Ombudsmen inquiries – at least 5 days prior to statutory timeframes	At least 95% (of 0–10)	Not measured	100% (of 2)

Output Expense: Ministerial Support Services – Ethnic Affairs

Under this output expense we provide services to Ministers to enable them to discharge their portfolio (other than policy decision-making) responsibilities relating to ethnic affairs.

Revenue and output expenses ($000)
Actual		Mains	Supps.	Actual
2012/13		2013/14
89	Revenue Crown	87	87	87
–	Revenue third parties	–	–	–
89	Total Revenue	87	87	87
97	Expenses	87	87	96
(8)	Net Surplus/(Deficit)	–	–	(9)

The increase in the budget between the Main Estimates and the Supplementary Estimates was due to an expense transfer from 2012/13 to 2013/14 for an ongoing programme of initiatives to enable the transformation of systems and processes within the Department of Internal Affairs (increase of $1,000) offset by a realignment of funding based on the provision of services across the Vote Internal Affairs portfolios (decrease of ($1000).

Ministerial Correspondence and Questions

Performance Information
	Standard	2012/13	2013/14
Acceptance of first draft responses to ministerials and information briefings presented to the Minister	At least 95%	Not measured	100%
Required timeframes are met: parliamentary questions (written) – within 3 days of notification or as agreed with the Minister	At least 95% (of 5–10)	Not measured	100% (of 4)
Required timeframes are met: ministerial correspondence (draft responses) – within 15 days of receipt or as specifically agreed	At least 95% (of 10–20)	Not measured	100% (of 14)
Required timeframes are met: Official Information and Privacy Act requests, and Ombudsmen inquiries – at least 5 days prior to statutory timeframes	At least 95% (of 1–5)	Not measured	100% (of 2)

Output Expense: Ministerial Support Services – Internal Affairs

Under this output expense we provide services to Ministers to enable them to discharge their portfolio (other than policy decision-making) responsibilities relating to internal affairs, including regulatory and identity matters, all-of-government information and communications technology, the role of information in New Zealand’s cultural and economic life, public recordkeeping and the management of national archives, and other areas that fall within the internal affairs portfolio.

Revenue and output expenses ($000)
Actual		Mains	Supps.	Actual
2012/13		2013/14
379	Revenue Crown	379	420	420
–	Revenue third parties	–	–	–
379	Total Revenue	379	420	420
326	Expenses	379	420	405
53	Net Surplus/(Deficit)	–	–	15

The increase in the budget between the Main Estimates and the Supplementary Estimates of $41,000 was due to a realignment of funding based on the provision of services across the Vote Internal Affairs portfolios (increase of $38,000) and an expense transfer from 2012/13 to 2013/14 for an ongoing programme of initiatives to enable the transformation of systems and processes within the Department of Internal Affairs (increase of $3,000).

Ministerial Correspondence and Questions

Performance Information
	Standard	2012/13	2013/14
Acceptance of first draft responses to ministerials and information briefings presented to the Minister	At least 95%	Not measured	100% (of 340)
Required timeframes are met: parliamentary questions (written) – within 3 days of notification or as agreed with the Minister	At least 95% (of 40–70)	Not measured	100% (of 46)
Required timeframes are met: ministerial correspondence (draft responses) – within 15 days of receipt or as specifically agreed	At least 95% (of 300–400)	Not measured	100% (of 321)
Required timeframes are met: Official Information and Privacy Act requests, and Ombudsmen inquiries – at least 5 days prior to statutory timeframes	At least 95% (of 30–50)	Not measured	100% (of 12)

Output Expense: Ministerial Support Services – Local Government

Under this output expense we provide services to Ministers to enable them to discharge their portfolio (other than policy decision-making) responsibilities relating to local government.

Revenue and output expenses ($000)
Actual		Mains	Supps.	Actual
2012/13		2013/14
295	Revenue Crown	291	511	511
–	Revenue third parties	–	–	–
295	Total Revenue	291	511	511
352	Expenses	291	511	532
(57)	Net Surplus/(Deficit)	–	–	(21)

The increase in the budget between the Main Estimates and the Supplementary Estimates of $220,000 was due to a realignment of funding based on the provision of services across the Vote Internal Affairs portfolios (increase of $218,000) and an expense transfer from 2012/13 to 2013/14 for an ongoing programme of initiatives to enable the transformation of systems and processes within the Department of Internal Affairs (increase of $2,000).

Ministerial Correspondence and Questions

Performance Information
	Standard	2012/13	2013/14
Acceptance of first draft responses to ministerials and information briefings presented to the Minister	At least 95%	Not measured	100% (of 460)
Required timeframes are met: parliamentary questions (written) – within 3 days of notification or as agreed with the Minister	At least 95% (of 15–35)	Not measured	100% (of 115)
Required timeframes are met: ministerial correspondence (draft responses) – within 15 days of receipt or as specifically agreed	At least 95% (of 900–1,000)	Not measured	99.75% (of 405)
Required timeframes are met: Official Information and Privacy Act requests, and Ombudsmen inquiries – at least 5 days prior to statutory timeframes	At least 95% (of 30–50)	Not measured	100% (of 24)

Output Expense: Ministerial Support Services – Ministerial Services

Under this output expense we provide services to Ministers to enable them to discharge their portfolio (other than policy decision-making) responsibilities relating to Ministerial Services.

Revenue and output expenses ($000)
Actual		Mains	Supps.	Actual
2012/13		2013/14
200	Revenue Crown	203	208	208
–	Revenue third parties	–	–	–
200	Total Revenue	203	208	208
175	Expenses	203	208	194
25	Net Surplus/(Deficit)	–	–	14

The increase in the budget between the Main Estimates and the Supplementary Estimates of $5,000 was due to a realignment of funding based on the provision of services across the Vote Internal Affairs portfolios.

Actual expenditure was 7% lower than the Supplementary Estimates, primarily due to lower expenditure on staff training.

Ministerial Correspondence and Questions

Performance Information
	Standard	2012/13	2013/14
Acceptance of first draft responses presented to the Minister	At least 95%	100%	100%
Parliamentary questions (written and oral) – within 3 days of notification or as agreed with the Minister	At least 95% (of 60–120)	New measure	90%* (of 114)
Ministerial correspondence (draft responses) – within 15 days of receipt or as specifically agreed	At least 95% (of 5–15)	New measure	100% (of 7)
Official Information and Privacy Act requests, and Ombudsmen inquiries – at least 5 days prior to statutory timeframes	At least 95% (of 70–120)	New measure	98% (of 65)
Information briefings delivered to agreed quality criteria and standards – demonstrated through independent assessment	Agreed quality criteria and standards met	Achieved	Achieved
Information briefings delivered to agreed timeframes	At least 95% (of 5–15)	New measure	100%

Activity Information
	Standard	2012/13	2013/14
Information briefings and responses required for correspondence, information and parliamentary questions	140-270	169	187

* During the first quarter, 11 written parliamentary questions were not submitted in time due to an issue with the reliability of data.

Output Expense: Ministerial Support Services – Racing

Under this output expense we provide services to Ministers to enable them to discharge their portfolio (other than policy decision-making) responsibilities relating to racing.

Revenue and output expenses ($000)
Actual		Mains	Supps.	Actual
2012/13		2013/14
47	Revenue Crown	48	60	60
–	Revenue third parties	–	–	–
47	Total Revenue	48	60	60
51	Expenses	48	60	57
(4)	Net Surplus/(Deficit)	–	–	3

The increase in the budget between the Main Estimates and the Supplementary Estimates of $12,000 was due to a realignment of funding based on the provision of services across the Vote Internal Affairs portfolios (increase of $11,000) and an expense transfer from 2012/13 to 2013/14 for an ongoing programme of initiatives to enable the transformation of systems and processes within the Department of Internal Affairs (increase of $1,000).

Ministerial Correspondence and Questions

Performance Information
	Standard	2012/13	2013/14
Acceptance of first draft responses presented to ministerials and information briefings presented to the Minister	At least 95%	New measure	100% (of 74)
Required timeframes are met: parliamentary questions (written) – within 3 days of notification or as agreed with the Minister	At least 95% (of 0–10)	New measure	Not measured*
Required timeframes are met: ministerial correspondence (draft responses) – within 15 days of receipt or as specifically agreed	At least 95% (of 40–70)	New measure	100% (of 64)
Official Information and Privacy Act requests, and Ombudsmen inquiries – at least 5 days prior to statutory timeframes	At least 95% (of 0–10)	New measure	100% (of 4)

* No written parliamentary questions were received in the Racing portfolio during 2013/14.

Multi-Class Output Appropriation: Policy Advice [MCOA]

Output Expense: Policy Advice – Community and Voluntary Sector

Revenue and output expenses ($000)
Actual		Mains	Supps.	Actual
2012/13		2013/14
1,747	Revenue Crown	1,190	649	649
–	Revenue third parties	–	–	–
1,747	Total Revenue	1,190	649	649
1,041	Expenses	1,190	649	583
706	Net Surplus/(Deficit)	–	–	66

The decrease in the budget between the Main Estimates and the Supplementary Estimates of $541,000 was due to a realignment of funding based on the provision of services across the Vote Internal Affairs portfolios (decrease of $563,000). The decrease was partially offset by an expense transfer from 2012/13 to 2013/14 for an ongoing programme of initiatives to enable the transformation of systems and processes within the Department of Internal Affairs (increase of $22,000).

Actual expenditure was 10% lower than the Supplementary Estimates, primarily due to lower than anticipated personnel costs resulting from delays in filling vacancies.

Performance Information
	Standard	2012/13	2013/14
Policy advice and policy briefings delivered to agreed quality criteria and standards – demonstrated through independent assessment	Agreed quality criteria and standards met	Achieved	Achieved
Minister’s satisfaction with the quality of policy advice (quarterly)	Assessed as ‘Satisfied’ or better	Q1: Satisfied Q2: Good Q3: Good Q4: Good	Q1–2: 9* Q3–4: 9
Total cost of an hour of professional staff time devoted to policy unit outputs.	$90–$120	New measure	$99.02
Total cost of an hour of professional staff time devoted to policy unit outputs (updated**).	N/A	New measure	$137.78

* In 2013/14 we changed the way we collect information for this measure. In accordance with the Treasury Common Policy Indicators Report Data Collection Guidelines, we now undertake surveys on a 6 monthly basis, using a standardised Ministerial Satisfaction Survey format. The different satisfaction results align as follows: Very Poor (1–2), Poor (3–4), Satisfactory (5–6), Good (7–8), Very Good (9–10).

** The TCPOH formula has recently been updated by Treasury to better align it with the amended definition of policy advice costs. Performance measures calculated using both the original and updated formulae have been provided to help readers understand how this change has affected the assessment of performance. Both formulae are shown below.

TCPOH formula
Total cost per output hour	Original formula	Updated formula
	Total Policy Advice Costs	Total Policy Advice Costs
	Total Policy Output and Non-Policy Output Hours	Total Policy Output Hours (excluding non-policy advice hours)

Output Expense: Policy Advice – Emergency Management

Under this output expense we provide advice (including second opinion advice and contributions to policy advice led by other agencies) to support decision-making by Ministers on government policy matters relating to civil defence and emergency management.

Revenue and output expenses ($000)
Actual		Mains	Supps.	Actual
2012/13		2013/14
715	Revenue Crown	704	431	431
–	Revenue third parties	–	–	–
715	Total Revenue	704	431	431
582	Expenses	704	431	431
133	Net Surplus/(Deficit)	–	–	–

The decrease in the budget between the Main Estimates and the Supplementary Estimates of $273,000 was due to the transfer of Ministry of Civil Defence and Emergency Management functions and associated funding to Vote Prime Minister and Cabinet with effect from 1 April 2014 (decrease of $139,000) and a realignment of funding based on the provision of services across the Vote Internal Affairs portfolios (decrease of $134,000).

Performance Information
	Standard	2012/13	2013/14
Policy advice and policy briefings delivered to agreed quality criteria and standards – demonstrated through independent assessment	Agreed quality criteria and standards met	Achieved	Achieved
Minister’s satisfaction with the quality of policy advice (quarterly)	Assessed as ‘Satisfied’ or better	Q1: Good Q2: Good Q3: Satisfied Q4: Satisfied	Q1–2: 7* Q3–4: 7
Total cost of an hour of professional staff time devoted to policy unit outputs.	$90–$120	New measure	$99.02
Total cost of an hour of professional staff time devoted to policy unit outputs (updated**).	N/A	New measure	$137.78

TCPOH formula
Total cost per output hour	Original formula	Updated formula
	Total Policy Advice Costs	Total Policy Advice Costs
	Total Policy Output and Non-Policy Output Hours	Total Policy Output Hours (excluding non-policy advice hours)

Output Expense: Policy Advice – Ethnic Affairs

Revenue and output expenses ($000)
Actual		Mains	Supps.	Actual
2012/13		2013/14
752	Revenue Crown	762	782	782
–	Revenue third parties	–	–	–
752	Total Revenue	762	782	782
722	Expenses	762	782	745
30	Net Surplus/(Deficit)	–	–	37

The increase in the budget between the Main Estimates and the Supplementary Estimates of $20,000 was due to a realignment of funding based on the provision of services across the Vote Internal Affairs portfolios.

Performance Information
	Standard	2012/13	2013/14
Policy advice and policy briefings delivered to agreed quality criteria and standards – demonstrated through independent assessment	Agreed quality criteria and standards met	Achieved	Achieved
Minister’s satisfaction with the quality of policy advice (quarterly)	Assessed as ‘Satisfied’ or better	Q1: Very Good Q2: Very Good Q3: Good Q4: Very Good	Q1–2: 9* Q3–4: 9
Total cost of an hour of professional staff time devoted to policy unit outputs.	$90–$120	New measure	$99.02
Total cost of an hour of professional staff time devoted to policy unit outputs (updated**).	N/A	New measure	$137.78

TCPOH formula
Total cost per output hour	Original formula	Updated formula
	Total Policy Advice Costs	Total Policy Advice Costs
	Total Policy Output and Non-Policy Output Hours	Total Policy Output Hours (excluding non-policy advice hours)

Output Expense: Policy Advice – Internal Affairs

Under this output expense we provide advice (including second opinion advice and contributions to policy advice led by other agencies) to support decision making by Ministers on government policy matters relating to internal affairs, including regulatory and identity matters, all-of-government information and communications technology, the role of information in New Zealand’s cultural and economic life, public recordkeeping and the management of national archives, and other areas that fall within the internal affairs portfolio.

Revenue and output expenses ($000)
Actual		Mains	Supps.	Actual
2012/13		2013/14
3,746	Revenue Crown	3,911	4,424	4,424
2	Revenue third parties	36	36	–
3,748	Total Revenue	3,947	4,460	4,424
4,046	Expenses	3,947	4,460	4,280
(298)	Net Surplus/(Deficit)	–	–	144

The increase in the budget between the Main Estimates and the Supplementary Estimates of $513,000 was due to a realignment of funding based on the provision of services across the Vote Internal Affairs portfolios (increase of $596,000). The increase was partially offset by a transfer of funding to The Department of the Prime Minister and Cabinet for a National Cyber Policy position (decrease of $83,000).

Performance Information
	Standard	2012/13	2013/14
Policy advice and policy briefings delivered to agreed quality criteria and standards – demonstrated through independent assessment	Agreed quality criteria and standards met	Achieved	Achieved
Minister’s satisfaction with the quality of policy advice (quarterly)	Assessed as ‘Satisfied’ or better	Q1: Very Good Q2: Very Good Q3: Very Good Q4: Good to Very Good	Q1–2: 9* Q3–4: 8
Total cost of an hour of professional staff time devoted to policy unit outputs.	$90–$120	New measure	$99.02
Total cost of an hour of professional staff time devoted to policy unit outputs (updated**).	N/A	New measure	$137.78

TCPOH formula
Total cost per output hour	Original formula	Updated formula
	Total Policy Advice Costs	Total Policy Advice Costs
	Total Policy Output and Non-Policy Output Hours	Total Policy Output Hours (excluding non-policy advice hours)

Output Expense: Policy Advice – Local Government

Revenue and output expenses ($000)
Actual		Mains	Supps.	Actual
2012/13		2013/14
5,011	Revenue Crown	6,465	6,007	6,007
–	Revenue third parties	–	–	–
5,011	Total Revenue	6,465	6,007	6,007
5,284	Expenses	6,465	6,007	5,395
(273)	Net Surplus/(Deficit)	–	–	612

The decrease in the budget between the Main Estimates and the Supplementary Estimates of $458,000 was due to a realignment of funding based on the provision of services across the Vote Internal Affairs portfolios (decrease of $758,000). The decrease was partially offset by an expense transfer from 2012/13 to 2013/14 for the Better Local Government Reform Programme (increase of $300,000).

Actual expenditure was 10% lower than the Supplementary Estimates, primarily due to lower than anticipated personnel costs associated with delays in filling vacancies.

Performance Information
	Standard	2012/13	2013/14
Policy advice and policy briefings delivered to agreed quality criteria and standards – demonstrated through independent assessment	Agreed quality criteria and standards met	Achieved	Achieved
Minister’s satisfaction with the quality of policy advice (quarterly)	Assessed as ‘Satisfied’ or better	Q1: Very Good Q2: N/A Q3: Very Good Q4: Very Good	Q1–2: 9* Q3–4: No response**
Total cost of an hour of professional staff time devoted to policy unit outputs.	$90–$120	New measure	$99.02
Total cost of an hour of professional staff time devoted to policy unit outputs (updated***).	N/A	New measure	$137.78

** The Minister for Local Government declined to respond to this survey. Treasury were advised of this result.

*** The TCPOH formula has recently been updated by Treasury to better align it with the amended definition of policy advice costs. Performance measures calculated using both the original and updated formulae have been provided to help readers understand how this change has affected the assessment of performance. Both formulae are shown below.

TCPOH formula
Total cost per output hour	Original formula	Updated formula
	Total Policy Advice Costs	Total Policy Advice Costs
	Total Policy Output and Non-Policy Output Hours	Total Policy Output Hours (excluding non-policy advice hours)

Output Expense: Policy Advice – Racing

Revenue and output expenses ($000)
Actual		Mains	Supps.	Actual
2012/13		2013/14
198	Revenue Crown	200	196	196
–	Revenue third parties	–	–	–
198	Total Revenue	200	196	196
175	Expenses	200	196	169
23	Net Surplus/(Deficit)	–	–	27

The decrease in the budget between the Main Estimates and the Supplementary Estimates of $4,000 was due to a realignment of funding based on the provision of services across the Vote Internal Affairs portfolios.

Actual expenditure was 14% lower than the Supplementary Estimates, primarily due to lower than anticipated turnover of staff and consequently lower recruitment costs.

Performance Information
	Standard	2012/13	2013/14
Policy advice and policy briefings delivered to agreed quality criteria and standards – demonstrated through independent assessment	Agreed quality criteria and standards met	Achieved	Achieved
Minister’s satisfaction with the quality of policy advice (quarterly)	Assessed as ‘Satisfied’ or better	Q1: Good to Very Good Q2: Good to Very Good Q3: Good Q4: Good	Q1–2: 7* Q3–4: 7
Total cost of an hour of professional staff time devoted to policy unit outputs.	$90–$120	New measure	$99.02
Total cost of an hour of professional staff time devoted to policy unit outputs (updated**).	N/A	New measure	$137.78

TCPOH formula
Total cost per output hour	Original formula	Updated formula
	Total Policy Advice Costs	Total Policy Advice Costs
	Total Policy Output and Non-Policy Output Hours	Total Policy Output Hours (excluding non-policy advice hours)

Multi-Class Output Appropriation: Regulatory Services [MCOA]

Output Expense: Charities Administration

Under this output expense we deliver services to register charities and that contribute to promoting public trust and confidence in the charitable sector.

Revenue and output expenses ($000)
Actual		Mains	Supps.	Actual
2012/13		2013/14
5,164	Revenue Crown	4,569	5,496	5,496
769	Revenue third parties	852	852	802
5,933	Total Revenue	5,421	6,348	6,298
5,902	Expenses	5,421	6,348	6,342
31	Net Surplus/(Deficit)	–	–	(44)

The increase in the budget between the Main Estimates and the Supplementary Estimates of $927,000 was due to a realignment of funding based on the provision of services across the Vote Internal Affairs portfolios (increase of $683,000), a retention of underspend from 2012/13 to 2013/14 as a result of efficiency gains in the delivery of outputs (increase of $175,000) and an expense transfer from 2012/13 to 2013/14 for an ongoing programme of initiatives to enable the transformation of systems and processes within the Department of Internal Affairs (increase of $69,000).

Performance Information
	Standard	2012/13	2013/14
Fully completed applications for registration decided within 40 days of receipt	At least 70%	Changed measure	70.66%
Fully completed annual returns published within 10 days of receipt	At least 95% (of 15,000–30,000)	99.06%	99.28% (of 23,502)
Number of capability-building initiatives developed for the charitable sector	Minimum of 3	New measure	3
Stakeholders who accessed or used a capability-building initiative and provided positive feedback	At least 75%	New measure	100%
Investigations undertaken where no adverse comment was received from the Charities Registration Board or Judiciary on the quality of file preparation and investigative practice	At least 99%	New measure	100%
Number of registered charities that are reviewed and investigated to ensure that they continue to meet the requirements for registration as a charitable entity	200 investigations	311	218

Output Expense: Regulatory Services

Under this output expense we provide operational policy advice and services to administer all aspects of the regulatory regime under the Public Records Act 2005, including where the Chief Archivist has statutory independence; services to regulate gambling activity, objectionable material and unsolicited electronic messages, and anti-money laundering and countering financing of terrorism; and the Private Security Personnel and Private Investigators Regulations 2011.

Revenue and output expenses ($000)
Actual		Mains	Supps.	Actual
2012/13		2013/14
11,119	Revenue Crown	12,205	12,068	12,068
21,641	Revenue third parties	21,470	21,470	19,211
32,760	Total Revenue	33,675	33,538	31,279
30,732	Expenses	32,484	34,096	33,674
2,028	Net Surplus/(Deficit)	1,191	(558)	(2,395)

The increase in the budget between the Main Estimates and the Supplementary Estimates of $1.612 million was due to expenditure associated with gaming activities (increase of $1.749 million) and expense transfers from 2012/13 to 2013/14 for Anti-Money Laundering (increase of $500,000) and for an ongoing programme of initiatives to enable the transformation of systems and processes within the Department of Internal Affairs (increase of $3,000). These increases were partially offset by a realignment of funding based on the provision of services across the Vote Internal Affairs portfolios (decrease of $640,000).

Gambling

Performance Information
	Standard	2012/13	2013/14
Venue inspections conducted	Up to 200	225	343
Provisional audit report to non-club gaming machine societies completed within 6 months	4–10	Changed measure	7
Gambling sector organisation and operator satisfaction with information services – assessed as ‘3’ or better	At least 85%	99%	94.24%

Activity Information
	Standard	2012/13	2013/14
Applications for gambling licences processed: club and non-club licence renewals	300–350	318	312
Applications for gambling licences processed: other Class 3 and 4 licence applications and Certificates of Approval	4,200–4,600	4,148	4,202

Censorship

Performance Information
	Standard	2012/13	2013/14
Number of offender-based reports received and reviewed (from national and international enforcement agencies)	50–300	453	440
Number of reports regarding identification of unidentified victims forwarded to enforcement agencies, and actioned within New Zealand	5–50	61	157
Number of images uploaded, as a result of investigation, to the Interpol Child Sexual Exploitation Database	500–800	New measure	4,664*
Number of child exploitation websites being filtered by the specialist software developed and maintained by DIA	300–800	578	585

Activity Information
	Standard	2012/13	2013/14
Number of justified appeals compared to the total number of appeals received from websites being filtered is no less than 10%	10%	New measure	Achieved (0%)

* This area is a high priority for the Censorship group and streamlining of the investigations process has contributed to this high number.

Unsolicited Electronic Messages

Performance Information
	Standard	2012/13	2013/14
Number of complaints received and analysed within 3 months	At least 70% (of 3,600–4,800)	New measure	94% (of 8,061)
Civil liability proceedings undertaken – covering warning letters, infringement notices and statements of claim	30–90	31	41

Public Sector Recordkeeping

Performance Information
	Standard	2012/13	2013/14
Public offices independently audited against recordkeeping standards (Public Records Act 2005)	40 (of 200)	47	40
Appraisal reports submitted to and received by the Chief Archivist processed within 10 weeks	At least 80% (of 50–70)	100%	100%
Recordkeeping advice requests responded to within 5 working days of receipt	At least 80% (of 300)	89.35% (of 235)	Not measured*
Attendee satisfaction with government recordkeeping training courses – assessed as ‘Good’ or ‘Very Good’46	At least 80% (of 200–250)	92.30% (of 177)	96.42% (of 117)

* Due to an administrative error, data for this measure was not recorded in 2013/14. This measure is no longer meaningful as the number of advice queries has dropped considerably as the bulk of guidance is provided through online standards, guidelines and factsheets. The mechanism for measuring the timeliness of replies no longer exists.

Anti-Money Laundering and Countering Financing of Terrorism

Performance Information
	Standard	2012/13	2013/14
Number of programme reviews undertaken	100–150	New measure	64*
Number of onsite visits conducted	10–15	New measure	10
Remediation plan put in place after programme reviews: within six months	At least 70% (of 100–150)	New measure	100% (of 33)**
Number of education/information/follow up contacts	1,000–1,500	New measure	570*

* This is a new regulatory regime and the standard set for the year was based on a hypothetical estimate rather than historical activity. The standard has been revised for 2014/15.

** This is a new regulatory regime and the contextual volume for the year was based on a hypothetical estimate rather than historical activity.

Private Security Personnel and Private Investigators

Performance Information
	Standard	2012/13	2013/14
Ministry of Justice satisfaction with services provided47	Assessed as ‘3’ or better	New measure	1–Very Satisfied
Number of complaints investigated, and investigation and validation requests received from the Licensing Authority	50–100	New measure	50

Multi-Class Output Appropriation: Services Supporting the Executive [MCOA]

Output Expense: Coordination of Official Visits and Events

Under this output expense we manage programmes for visiting guests of government, State and ministerial functions, coordinating a range of services in support of ceremonial and commemorative events, and facilitating passage of New Zealand and foreign dignitaries and others authorised by the Crown into and out of New Zealand.

Revenue and output expenses ($000)
Actual		Mains	Supps.	Actual
2012/13		2013/14
5,263	Revenue Crown	4,348	5,588	5,588
–	Revenue third parties	5	5	–
5,263	Total Revenue	4,353	5,593	5,588
4,600	Expenses	4,353	5,593	5,062
663	Net Surplus/(Deficit)	–	–	526

The increase in the budget between the Main Estimates and the Supplementary Estimates of $1.240 million was due to funding for the visit by the Duke and Duchess of Cambridge in April 2014 (increase of $1.200 million) and a realignment of funding based on the provision of services across the Vote Internal Affairs portfolios (increase of $40,000).

Actual expenditure was 9% lower than the Supplementary Estimates, primarily due to lower than anticipated costs associated with the Royal Tour and a lower level of official visits.

Performance Information
	Standard	2012/13	2013/14
Percentage of visits where the Sponsoring Minister rates as satisfactory the arrangements for: Design and implementation of programmes for guests of government	90%	100%	100%
Design and implementation of State and ministerial functions	90%	100%	Not measured*
Coordination and management of official events	90%	100%	100%

Activity Information
	Standard	2012/13	2013/14
Official visits – Heads of State and full guests of government	35-50 visits (average 1–2 days)	49	39
State and Ministerial functions	4–8	3	Not measured*
Commemorative and special events	10–15	15	13
Facilitations of parties through international airports (with an average 1–4 people in each party)	500–600 facilitations	715	782

* No events falling into either of these categories occurred in 2013/14.

Output Expense: Support Services to Members of the Executive

Under this output expense we provide support services for Members of the Executive, including in their capacity as a Member of Parliament, primarily through office personnel and administrative services, information and communication technology, and the provision and management of residential accommodation.

Revenue and output expenses ($000)
Actual		Mains	Supps.	Actual
2012/13		2013/14
24,905	Revenue Crown	25,796	25,833	25,832
2	Revenue third parties	35	35	1
24,907	Total Revenue	25,831	25,868	25,833
24,565	Expenses	25,831	25,868	25,975
342	Net Surplus/(Deficit)	–	–	(142)

The increase in the budget between the Main Estimates and the Supplementary Estimates of $37,000 was due to a retention of underspend from 2012/13 to 2013/14 as a result of efficiency gains in the delivery of outputs (increase of $164,000), a realignment of funding based on the provision of services across the Vote Internal Affairs portfolios (increase of $143,000) and an expense transfer from 2012/13 to 2013/14 for an ongoing programme of initiatives to enable the transformation of systems and processes within the Department of Internal Affairs (increase of $47,000). These increases were partially offset by a transfer of funding to the Support for Statutory and Other Bodies MCOA and the non-departmental other expense Public Inquiries to provide funding for the Government Inquiry into the Whey Protein Concentrate Contamination Incident (decrease of $300,000) and a reduction in capital charge as a result of asset revaluations in June 2013 (decrease of $17,000).

Performance Information
	Standard	2012/13	2013/14
Availability of information and communications technology systems, 24 hours a day, 7 days a week	No less than 99.5%	99.73%	99.88%
Minister Responsible for Ministerial Services’ satisfaction with the quality and level of support services provided to the Members of the Executive48	Assessed as ‘Satisfied’ or better	Very Good	Good to Very Good

Activity Information
	Standard	2012/13	2013/14
Average number of ministerial office personnel provided	150–170	152	151
Executive Council and Members of the Executive – Salaries and Allowances (PLA) ($8.940m)	26–30 people	28	28
Former Governors-General – Annuities and Other Payments (PLA) ($456,000)	4–8 people	6	6
Former Prime Ministers – Annuities (PLA) ($0.168m)	3–7 people	5	5
Former Prime Ministers – Domestic Travel ($0.270m)	Multiple journeys for 12–15 people	12	Multiple journeys for 11 people*
Members of the Executive – Travel ($11.790m)	Multiple journeys for 200–240 people	272	267

* Two former PMs/spouses who are eligible for this entitlement have not used it in 2013/14.

Output Expense: VIP Transport Services

Under this output expense we provide chauffeur-driven and self-drive vehicle services for parties specified in legislation, as authorised by Members of the Executive, or who otherwise meet qualifying criteria.

Revenue and output expenses ($000)
Actual		Mains	Supps.	Actual
2012/13		2013/14
–	Revenue Crown	–	–	–
7,053	Revenue third parties	7,415	7,415	7,054
7,053	Total Revenue	7,415	7,415	7,054
7,684	Expenses	7,415	7,415	7,480
(631)	Net Surplus/(Deficit)	–	–	(426)

Performance Information
	Standard	2012/13	2013/14
Chauffeur-driven services provided leading to no sustained complaints	At least 99.5% (of 17,000–20,000)	99.85 (15 sustained complaints out of 12,083 jobs)	99.94% (11 sustained complaints of 20,397 jobs)

Activity Information
	Standard	2012/13	2013/14
Total vehicle fleet	72–77	71	71

Multi-Class Output Appropriation: Support for Statutory and Other Bodies [MCOA]

Output Expense: Commissions of Inquiry and Similar Bodies

Under this output expense we support commissions of inquiry and similar bodies.

Revenue and output expenses ($000)
Actual		Mains	Supps.	Actual
2012/13		2013/14
5,520	Revenue Crown	1,366	2,359	2,359
–	Revenue third parties	–	–	–
5,520	Total Revenue	1,366	2,359	2,359
5,086	Expenses	1,366	2,359	2,031
434	Net Surplus/(Deficit)	–	–	328

The increase in the budget between the Main Estimates and the Supplementary Estimates of $993,000 was due to funding for the Government Inquiry into the Whey Protein Concentrate Contamination Incident (increase of $879,000), an expense transfer from 2012/13 to 2013/14 for the costs associated with administration of the Christchurch Earthquake Appeal Trust (increase of $400,000) and a realignment of funding based on the provision of services across the Vote Internal Affairs portfolios (increase of $114,000). These increases were partially offset by a realignment of expenditure to the Support for Grant Funding Bodies – Internal Affairs output expense for costs associated with administration of the Christchurch Earthquake Appeal Trust (decrease of $400,000).

Actual expenditure was 14% lower than the Supplementary Estimates, primarily due to the timing of costs associated with the Government Inquiry into the Whey Protein Concentrate Contamination Incident and the Confidential Listening and Assistance Service. In-principle expense transfers from 2013/14 to 2014/15 up to a maximum of $0.300 million were approved due to the anticipated timing of expenditure.

Performance Information
	Standard	2012/13	2013/14
Commissions’ satisfaction with the timeliness and quality of services received	Assessed as ‘Good’ or better	Good	Good

Activity Information
	Standard	2012/13	2013/14
Support services provided to the following commissions of inquiry and similar bodies: Confidential Listening and Assistance Service	–	–	–

Output Expense: Statutory and Advisory Body Support – National Archives

Under this output expense we provide advisory and support services to statutory and advisory bodies established under the Public Records Act 2005 in respect of their statutory functions.

Revenue and output expenses ($000)
Actual		Mains	Supps.	Actual
2012/13		2013/14
101	Revenue Crown	101	116	116
–	Revenue third parties	–	–	–
101	Total Revenue	101	116	116
70	Expenses	101	116	100
31	Net Surplus/(Deficit)	–	–	16

Actual expenditure was 14% lower than the Supplementary Estimates, primarily due to lower provision of services to third parties and accordingly, lower expenditure associated with the provision of services.

Performance Information
Support services provided to the following statutory bodies advising the Minister – meetings supported:
	Standard	2012/13	2013/14
Statutory body member satisfaction with the quality of support received49	Assessed as ‘Satisfied’ or better	Satisfied	Very Good
Archives Council	4	4	4

Output Expense: Statutory and Advisory Body Support – National Library

Under this output expense we provide services and advice to statutory and advisory bodies established under the National Library of New Zealand (Te Puna Mātauranga o Aotearoa) Act 2003 and the Public Lending Right for New Zealand Authors Act 2008 in respect of their statutory functions.

Revenue and output expenses ($000)
Actual		Mains	Supps.	Actual
2012/13		2013/14
93	Revenue Crown	98	98	98
–	Revenue third parties	7	7	–
93	Total Revenue	105	105	98
3	Expenses	105	105	62
90	Net Surplus/(Deficit)	–	–	36

Actual expenditure was 41% lower than the Supplementary Estimates, primarily due to lower than anticipated travel costs.

Performance Information
	Standard	2012/13	2013/14
Statutory body member satisfaction with the quality of support received	Assessed as ‘Satisfied’ or better	Good	Very Good

Activity Information
Support services provided to the following statutory bodies – meetings supported:
	Standard	2012/13	2013/14
Guardians Kaitiaki of the Alexander Turnbull Library	4	5	3*
Library and Information Advisory Committee	4	5	4
Public Lending Right Advisory Group	1	1	2

* This is a demand-driven measure. The statutory requirement is for the Guardians Kaitiaki of the Alexander Turnbull Library to meet 3 times a year.

Output Expense: Statutory Body Support – Gambling Commission

Under this output expense we provide services and advice to the Gambling Commission to enable the Commission to discharge its responsibilities.

Revenue and output expenses ($000)
Actual		Mains	Supps.	Actual
2012/13		2013/14
–	Revenue Crown	–	–	–
894	Revenue third parties	1,158	1,158	835
894	Total Revenue	1,158	1,158	835
894	Expenses	1,158	1,158	835
–	Net Surplus/(Deficit)	–	–	–

Actual expenditure was 28% lower than the Supplementary Estimates, primarily due to a lower than anticipated number of appeals to the Gambling Commission resulting in lower legal costs.

Performance Information
	Standard	2012/13	2013/14
Gambling Commission’s satisfaction with the support services provided50	Assessed as ‘4’ or better	4.6	4.5

Output Expense: Statutory Body Support – Local Government Commission

Under this output expense we provide advisory and support services to the Local Government Commission in respect of its statutory functions.

Revenue and output expenses ($000)
Actual		Mains	Supps.	Actual
2012/13		2013/14
1,604	Revenue Crown	1,046	1,872	1,872
–	Revenue third parties	–	–	–
1,604	Total Revenue	1,046	1,872	1,872
1,190	Expenses	1,046	1,872	2,047
414	Net Surplus/(Deficit)	–	–	(175)

The increase in the budget between the Main Estimates and the Supplementary Estimates of $826,000 was due to expense transfers from 2012/13 to 2013/14 for Local Government Reorganisation (increase of $400,000), an ongoing programme of initiatives to enable the transformation of systems and processes within the Department of Internal Affairs (increase of $102,000) and a realignment of funding based on the provision of services across the Vote Internal Affairs portfolios (increase of $324,000).

Actual expenditure was 9% higher than the Supplementary Estimates, primarily due to additional complexities and accordingly, scoping of work associated with the amalgamation of local councils.

Performance Information
	Standard	2012/13	2013/14
Local Government Commission’s satisfaction with the quality of advice and support services received51	Assessed as ‘3’ or above	4	3

Output Expense: Support for Grant Funding Bodies – Community and Voluntary Sector

Under this output expense we provide operational and secretariat support for grant funding bodies, and includes supporting member appointment processes. The focus of operational support is on processing grant applications and grant decisions on behalf of the grant funding bodies.

Revenue and output expenses ($000)
Actual		Mains	Supps.	Actual
2012/13		2013/14
324	Revenue Crown	309	307	307
–	Revenue third parties	–	–	–
324	Total Revenue	309	307	307
322	Expenses	309	307	323
2	Net Surplus/(Deficit)	–	–	(16)

The decrease in the budget between the Main Estimates and the Supplementary Estimates of $2,000 was due to a realignment of funding based on the provision of services across the Vote Internal Affairs portfolios (decrease of $26,000). The decrease is partially offset by an expense transfer from 2012/13 to 2013/14 for an ongoing programme of initiatives to enable the transformation of systems and processes within the Department of Internal Affairs (increase of $24,000). Actual expenditure was 5% higher than the Supplementary Estimates, primarily due to higher business support costs.

Performance Information
	Standard	2012/13	2013/14
Grant applications processed from receipt to payment within agreed timeframes	At least 95%	100% (of 176)	93%*

Activity Information
	Standard	2012/13	2013/14
Support services provided to the following grant funding bodies – committee meetings organised: Norman Kirk Memorial Trust Pacific Development and Conservation Trust Peace and Disarmament Education Trust Vietnam Veterans and Their Families Trust	Combined: 10	11	10

* The Pacific Development and Conservation Trust, which has a two-tiered application process, is excluded from this analysis. There were difficulties in capturing the results accurately in our current system and it is likely the result is better than reported. These issues will be resolved with the introduction of a new Grants and Client Management System in October 2014 and with the valuable information gained this year we are confident the target will be met in 2014/15.

Output Expense: Support for Grant Funding Bodies – Internal Affairs

Under this output expense we provide operational and secretariat support for grant funding bodies, including supporting member appointment processes. The focus of operational support is on processing grant applications and grant decisions on behalf of the grant funding bodies.

Revenue and output expenses ($000)
Actual		Mains	Supps.	Actual
2012/13		2013/14
1,194	Revenue Crown	66	911	911
8,241	Revenue third parties	9,617	9,232	8,885
9,435	Total Revenue	9,683	10,143	9,796
9,265	Expenses	9,683	10,143	9,572
170	Net Surplus/(Deficit)	–	–	224

The increase in the budget between the Main Estimates and the Supplementary Estimates of $460,000 was due to a realignment of expenditure from the Commissions of Inquiry and Similar Bodies output expense for costs associated with administration of the Christchurch Earthquake Appeal Trust (increase of $400,000), a realignment of funding based on the provision of services across the Vote Internal Affairs portfolios (increase of $369,000), a transfer of funding from the Community Information and Advisory Services MCOA to reflect a realignment of expenditure for the provision of secretariat support for the Chinese Poll Tax Heritage Trust (increase of $74,000) and an expense transfer from 2012/13 to 2013/14 for an ongoing programme of initiatives to enable the transformation of systems and processes within the Department of Internal Affairs (increase of $2,000). These increases were partially offset by a lower provision of services to the Lottery Grants Board (decrease of $385,000).

Actual expenditure was 6% lower than the Supplementary Estimates, primarily due to lower provision of services to the Lottery Grants Board.

Performance Information
	Standard	2012/13	2013/14
Distribution committee member satisfaction with operational report received52	95% of sample reviewed	95%	100%
Funding grants processed from receipt to payment within agreed timeframes	At least 95%	Changed measure	90%*
Grant distribution committee decisions are consistent with priorities, policies and procedures	At least 95% of sample reviewed	New measure	99.6%: Lottery 100%: Trust

Activity Information
	Standard	2012/13	2013/14
Support services provided to the following grant funding bodies – committee meetings organised: Distribution Committees of the New Zealand Lottery Grants Board New Zealand Winston Churchill Memorial Trust Chinese Poll Tax Heritage Trust	5,700–6,200 (Changed measure)	62	5,330**

* There are a number of problems related to extracting accurate dates from the systems used to process grant applications, resulting in an unknown margin of error. The implementation of the Grants and Client Management System during 2014/15 will resolve this problem.

** This is a demand-driven measure, and the actual number of applications received did not reach expected levels of demand.

Multi-Category Appropriation: Community Funding Schemes (MCA)

The single overarching purpose of this appropriation is to support communities and voluntary sector organisations.

Performance Information
	Standard	2012/13	2013/14
Case studies completed that demonstrate benefits to community grant funding recipients	Achieved	N/A	Achieved

Category: Community Development Scheme

This category is limited to providing grants of up to three years to community organisations for projects to achieve improved economic, social and cultural well being.