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Part B: Service Performance

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• Statement of Responsibility
• Independent Auditor’s Report
• Introduction

This section summarises our performance against the performance measures set out in the Information Supporting the Estimates of Appropriations.

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, 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 fairly reflect the financial position and operations of the Department of Internal Affairs for the year ended 30 June 2013.

Colin MacDonald
Chief Executive
September 2013

Shirley Smith
Chief Financial Officer
September 2013

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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 2013

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: 2012/13 Financial Statements - Departmental, comprising the statement of financial position, statement of commitments, statement of contingent assets and liabilities as at 30 June 2013, 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 contributing to objectives; and
• the schedules of non-departmental activities of the Department in Part D: Financial Statements – Non-Departmental, comprising the schedule of non-departmental assets, schedule of non-departmental liabilities and revaluation reserves, non-departmental commitments and schedule of non-departmental contingent assets and liabilities as at 30 June 2013, the statement of non-departmental expenditure, capital expenditure against appropriations, schedule of non-departmental unappropriated expenditure and capital expenditure, schedule of non-departmental revenue, schedule of non-departmental 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: 2012/13 Financial Statements – Departmental:
  • comply with generally accepted accounting practice in New Zealand; and
  • fairly reflect the Department’s:
    • financial position as at 30 June 2013;
    • 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 2013; and
    • unappropriated expenses and capital expenditure for the year ended 30 June 2013.
• 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 contributing to objectives:
  • 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 2013, 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: 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 2013 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 13 September 2013. 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 would affect a reader’s 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, 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. 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
Audit New Zealand
On behalf of the Auditor-General
Wellington, New Zealand

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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 2011/12 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 Appropriations
Internal Affairs	Managing and Accessing Identity Information
	Managing and Accessing Knowledge Information
	Publishing Civic Information
	Community Archives Support
	Contestable Services
	Cross-Government ICT Investment Proposals
	Government Information and Technology Services
	Crown Entity Monitoring
	Ministerial Support Services – Internal Affairs
	Policy Advice – Internal Affairs
	Regulatory Services
	Commissions of Inquiry and Similar Bodies
	Statutory and Advisory Body Support – National Archives
	Statutory and Advisory Body Support – National Library
	Statutory Body Support – Gambling Commission
	Support for Grant Funding Bodies – Internal Affairs
Ministerial Services	Ministerial Support Services – Ministerial Services
	Coordination of Official Visits and Events
	Support Services to Members of the Executive
	VIP Transport Services
Local Government	Local Government Services
	Ministerial Support Services – Local Government
	Policy Advice – Local Government
	Statutory Body Support – Local Government Commission
Ethnic Affairs	Advisory and Information Services to Ethnic Communities
	Ministerial Support Services – Ethnic Affairs
	Policy Advice – Ethnic Affairs
Racing	Ministerial Support Services – Racing
	Policy Advice – Racing
Community and Voluntary Sector	Administration of Grants
	Community Development and Engagement Advice
	Ministerial Support Services – Community and Voluntary Sector
	Policy Advice – Community and Voluntary Sector
	Charities Administration
	Support for Grant Funding Bodies – Community and Voluntary Sector
Civil Defence	Community Information – Civil Defence Emergency Management
	Management of National Emergency Readiness, Response and Recovery
	Emergency Sector Support and Development
	Ministerial Support Services – Emergency Management
	Policy Advice – Emergency Management

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Vote Internal Affairs

Output 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)

2011/12		2012/13
Actual[43]		Mains	Supps.	Actual
	Revenue Crown	3,666	3,752	3,752
	Revenue Third Parties	23	23	–
	Total Revenue	3,689	3,775	3,752
	Expenses	3,689	3,775	3,588
	Net Surplus/(Deficit)	–	–	164

The increase in the budget between Main Estimates and Supplementary Estimates of $86,000 was due to an expense transfer from 2011/12 to 2012/13 for an ongoing programme of initiatives to enable the Department to position for efficiency savings from 1 July 2012 (increase of $119,000). This was partially offset by a transfer of funding from 2012/13 to 2013/14 as a result of efficiency gains in 2012/13 (decrease of $33,000).

Actual expenditure was five per cent lower than the Supplementary Estimates, primarily due to delays in delivery of the Grants and Client Management System project. An in-principle expense transfer up to a maximum of $0.225 million to 2013/14 was approved.

Output: Grants Administration – Crown

Performance Information

	Standard	2011/12	2012/13
Community Organisation Grants Scheme (COGS)
Eligible grant applications processed and presented to Local Distribution Committees for decision within agreed timeframes	At least 95% (of 4,600–5,300)	100% (of 5,106)	100% (of 5,286)
Grant distribution committee procedures and decisions reviewed (sample-based) – consistent with requirements and guiding principles	At least 95% of 4–5% for each committee	Achieved for 5% of each committee	Achieved for 5% of each committee
Payments made to grant recipients within 20 days of approval	At least 95% (of 3,800–4,800)	99.9% (of 4,254)	98.9% (of 4,323)
Crown Community Grants Schemes (excl COGS)
Grant applications processed from receipt to notification of decision within agreed timeframes	At least 95% (of 190–230)	100% (of 121)	100% (of 195)
Payments made to grant recipients within 20 days of approval	At least 95% (of 190–230)	100% (of 82)	100% (of 214)
All grant funding schemes
Grants are made in accordance with the purpose of the fund and eligibility criteria	At least 99%	100%	100% (of 112)
Online information on grant funding opportunities and applications processes current: currency – online information for all funds reviewed	At least once annually	100% (of 5)	Achieved

Activity Information

	Standard	2011/12	2012/13
Application levels for grant schemes (Other Expense Appropriations) administered: Community Development Scheme Community Internship Programme Digital Literacy and Connection Support for Volunteering Youth Workers Training Scheme	Combined: 190–230	119	206
Community Organisation Grants Scheme ($12.500 million)	4,600–5,300	4,636	5,514

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Multi-class Output Appropriation: Civic Information Services

Output Appropriation: Managing and Accessing Identity Information

Under this output class we provide effective management of New Zealand’s records of identity including: issuing 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 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; authenticating official documents and coordinating the congratulatory message service.

Revenue and output expenses ($000)

2011/12		2012/13
Actual[44]		Mains	Supps.	Actual
	Revenue Crown	21,530	22,584	22,584
	Revenue Third Parties	104,973	105,867	104,631
	Total Revenue	126,503	128,451	127,215
	Expenses	133,709	135,843	127,064
	Net Surplus/(Deficit)	(7,206)	(7,392)	151

The increase in the budget between the Main Estimates and the Supplementary Estimates of $2.134 million was due to a correction of the transition to the single Vote in 2012/13 and the application of efficiency savings (increase of $1.474 million), the recovery of business continuity expenditure relating to the Canterbury earthquakes (increase of $387,000), an expense transfer from 2011/12 to 2012/13 for amendments to the igovt New Zealand Post Partnering Agreement (increase of $200,000), and demand for Authentication Services (increase of $73,000).

Actual expenditure was six per cent lower than the Supplementary Estimates, primarily due to lower than anticipated demand for Passport products which resulted in lower cost of goods sold and delays in igovt work programme. An in-principle expense transfer up to a maximum of $1.500 million to 2013/14 was approved for igovt.

Output: Citizenship

Performance Information

	Standard	2011/12	2012/13
Applications for grant of citizenship to foreign nationals recommended to the Minister within 4 months of receipt of correct applications	At least 90% (of 21,000–25,000)	98.3% (of 25,354)	97.96% (of 27,609)
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)	99.3% (of 9,331)	97.17% (of 10,197)
Certificates of citizenship status issued within 15 days of receipt	At least 95% (of 2,500–4,000)	99% (of 3,669)	95.98% (of 2,072)
Citizenship documents issued without error	At least 99% (of 31,500–38,000)	99.8% (of 34,685)	99.67% (of 37,806)
Customer satisfaction with the citizenship service received[45]	At least 85% assessed as ‘Satisfied’ or better	Not measured	89%

Output: Passports

Performance Information

	Standard	2011/12	2012/13
Passports, certificates and other travel documents issued without error	At least 99%	99.9%	99.95%
Passports issued within stated timeframes of receipt of correct applications
standard passports – within 10 days	At least 99% (of 549,000–619,000)	99.9% (of 557,473)	99.99% (of 570,506)
urgent passports – within 3 days	At least 99% (of 45,000–55,000)	99.9% (of 45,898)	99.95% (of 45,078)
Customer satisfaction with the passport service received[46]	At least 85% assessed as ‘Satisfied’ or better	Not measured	91%

Activity Information

	Standard	2011/12	2012/13
Other travel documents issued	1,200–1,600	1,385	1,367

Output: Births, Deaths, Marriages and Civil Unions

Performance Information

	Standard	2011/12	2012/13
Registration of birth, death, marriage and civil union information:
accuracy – issued without error	At least 99%	99.8%	99.83%
timeliness (deaths) – registered within 3 days of receipt of correct notifications	At least 99% (of 27,000–31,000)	99.8% (of 29,991)	99.85% (of 30,163)
timeliness (births, marriages and civil unions) – registered within 4 days of receipt of correct notifications or applications	At least 99% (of 80,000–89,000)	99.9% (of 85,215)	99.78% (of 84,049)
Birth, death, marriage and civil union certificates:
issued without error	At least 99% (of 220,000–250,000)	99.8% (of 267,456)	99.8% (of 268,010)
timeliness (fully computerised registrations) – issued within 1 day of receipt of correct applications	At least 99%	99.6%	99.77%
timeliness (partially computerised registrations) – issued within 8 days of receipt of correct applications	At least 98%	99.9%	99.87%
Birth, death, marriage and civil union printouts issued within 8 days of receipt of correct application	At least 98% (of 25,000–35,000)	99.9% (of 31,669)	99.88% (of 31,609)
Customer satisfaction with the birth, death, marriage and civil union service received[47]	At least 85% assessed as ‘Satisfied’ or better	Not measured	90%

Output: Identity and Authentication Services

Performance Information

	Standard	2011/12	2012/13
New igovt service integrations initiated with public sector agencies: igovt logon and identity verification services	10–15	12	10
New igovt logons created	150,000–200,000	171,317	552,025*

Activity Information

	Standard	2011/12	2012/13
Availability of the igovt online services 24 hours a day, 7 days a week (supporting 2.7m transactions)	At least 99%	99.9% (supporting 1.5–2.0m transactions)	99.97% (of 7.9m transactions)

*

The increased number of logons and transactions was primarily due to the Ministry of Social Development’s StudyLink joining the igovt logon service, which brought an estimated over 300,000 users.

Output: Authentications Unit and Congratulatory Message Service

Performance Information

	Standard	2011/12	2012/13
Timeliness – delivered within agreed timeframes:
authentications	At least 98% (of 15,000–17,000)	99.9% (of 19,115)	99.99% (of 20,716)
congratulatory message requests	At least 98% (of 1,100–1,200)	100% (of 1,587)	100% (of 1,671)
Accuracy – authentication confirmations and congratulatory messages returned by customers as inaccurate	No more than 1%	Authentications: 0.2% Congratulatory: 0.01%	Authentications: 0.01% Congratulatory: 0.017%

Output Appropriation: Managing and Accessing Knowledge Information

Under this appropriation we manage public archives in both physical and digital formats on behalf of the Crown, and enable the public to access archives held by Archives New Zealand. We 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 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)

2011/12		2012/13
Actual[48]		Mains	Supps.	Actual
	Revenue Crown	78,426	80,965	80,964
	Revenue Third Parties	6,461	7,970	7,185
	Total Revenue	84,887	88,935	88,149
	Expenses	84,402	88,808	87,440
	Net Surplus/(Deficit)	485	127	709

The increase in the budget between the Main Estimates and the Supplementary Estimates of $4.406 million was due to expense transfers from 2011/12 to 2012/13 for Aotearoa People’s Network Kaharoa (increase of $400,000); digital preservation (increase of $200,000); digitisation and distribution of motion picture film and stills (increase of $162,000); digitisation of New Zealand Defence Force service records (increase of $162,000); digitisation of records (increase of $75,000); finding aids and retrospective cataloguing (increase of $100,000); the Government Digital Archive project (increase of $203,000); the New Generation Implementation Programme (increase of $2.295 million); an ongoing programme of initiatives to enable the Department to position for efficiency savings from 1 July 2012 (increase of $285,000); refreshed services to libraries (increase of $100,000); the National Library and Archives New Zealand Strategic Partnership Programme (increase of $200,000) and transformation of services to schools (increase of $100,000); demand for broadband Internet services provided by public libraries (increase of $480,000), Kōtui (increase of $1.238 million); opt-in services from the license package of electronic resources available to libraries in New Zealand on subscription (increase of $270,000) and Collaborative Digitisation services (increase of $190,000); the recovery of business continuity expenditure relating to the Canterbury earthquakes (increase of $469,000); and a correction of the transition to the single Vote in 2012/13 and the application of efficiency savings (increase of $225,000).

The increases were partially offset by expense transfers from 2012/13 to 2013/14 for the National Library and Archives New Zealand Strategic Partnership Programme (decrease of $410,000); Government Digital Archive project (decrease of $100,000) and National Library Service Reviews (decrease of $1.100 million); demand for services provided by the National Library (decrease of $1.065 million); and the cost of the online homework and research service provided by the National Library (decrease of $73,000).

Actual expenditure was lower than the Supplementary Estimates by $1.368 million primarily due to delays in the Government Digital Archive Project, National Archives Service Reviews and Digitisation of New Zealand Defence Force Records. In-principle expense transfers up to a maximum of $4.500 million to 2013/14 were approved.

Output: National Archives – Managing Public Archives

Performance Information

	Standard	2011/12	2012/13
Accession of transfers received from public offices completed – linear metres (LM)	1,000–2,000LM	2,405LM (from 84 transfers)	900.4LM* (from 71 transfers)
Pages (or similar) of archives items digitised	200,000–240,000	781,607	706,462**
Storage environments maintained to required standards 24 hours a day, 7 days a week	At least 80%	80.6% temperature 67.1% relative humidity	84.43% temperature 76.64% relative humidity

Activity Information

	Standard	2011/12	2012/13
Archives held in storage: physical archives – linear metres (LM)	99,000–102,000LM	103,327LM	104,227LM

*

Transfers have been lower than expected. The inability of the Christchurch office to accept transfers currently affects this measure, and priority has been given to reviewing appraisal policy settings rather than transfers. Public offices have a high level of discretion over whether they wish to make transfers of archives or not, so the number of transfers can fluctuate considerably from year to year.

**

Due to the increasing volume of material to be digitised the performance standard for this measure has been increased for 2013/14.

Output: National Archives – Provision of Access to Public Archives

Performance Information

	Standard	2011/12	2012/13
Responses to reference requests provided within standard timeframes:
reading rooms: 1 hour	At least 95% (52,000–58,000)	93% (of 47,869)	92.04% (of 46,696)*
remote: 15 working days	At least 95% (13,000–16,000)	95.6% (of 14,152)	96.55% (of 13,022)
Availability of online services 24 hours a day, 7 days a week	At least 99%	98.1%	97.79%**
Copies of archives newly made available online	30,000–50,000	39,825	13,986***

*

The small variance is largely due to having retrieval staff vacancies, which affected the speed of delivery of archives to the reading room.

**

There was a slightly higher than expected level of downtime for the Archives New Zealand website and online services.

***

31,596 items have been digitised and are awaiting online publication. Issues relating to ingest of items has impacted publication rates. The ingest issues will be fully resolved by the development of a surrogate storage facility that allows for ingest of JPEG2000 images. This will be completed before the end of 2013 and the backlog of digitised items will become available online.

Output: National Library – Access to Information

Performance Information

	Standard	2011/12	2012/13
Requests (non-school) for the off-site supply of documents – completed within 2 days of receipt	At least 90% (of 10,000–15,000)	93% (of 12,378)	98% (of 12,490)
Public Lending Right payments to authors eligible for payment made within the timeframe stipulated by regulation	All (of 1,800–1,900)	99% (of 1,666)	99% (of 1,702)*
Catalogue records for newly published material available online within 15 days of receipt	At least 90% (of 20,000–25,000)	84% (of 23,116)	87% (of 27,575)**
Digitised items newly available for access online	At least 450,000	756,052	660,535
Availability of Te Puna catalogue and interloan services to subscribers 24 hours a day, 7 days a week (to support 6.5m–7.5m transactions)	At least 95%	99%	99%
Availability of online services 24 hours a day, 7 days a week	At least 95%	99%	99%

Activity Information

	Standard	2011/12	2012/13
New Zealand libraries participating in Te Puna (catalogue and interloan services)	92% (of 250–255)	92% (of 264)	91.4% (of 257)***
Interloan requests made through Te Puna	80,000–90,000	87,092	86,112
Visits to National Library reading rooms	80,000–90,000	36,829	72,095****

*

Five payments out of 1,702 were not made within the timeframe stipulated by regulation due to errors within the Public Lending Right system which created incomplete registrations. A report has now been established and linked into the payment system. Payments are now made within the required timeframe.

**

Intake of material was 22% higher than forecast and a high staff turnover has impacted the cataloguing process of these materials. The Department expects to meet this target in 2013/14.

***

The closure and merging of libraries during the year and the reduction in services from libraries impacted by the Christchurch earthquake have reduced the number of libraries able to participate in Te Puna.

****

The performance standard for visitors to National Library reading rooms is based on visitor numbers prior to the National Library’s redevelopment. Visitor numbers dropped while users waited for the redeveloped building to be reopened in November 2012. The Department expects the target to be met in 2013/14.

Output: National Library – Collecting and Preserving Information

Performance Information

	Standard	2011/12	2012/13
Of the acquisitions to the Alexander Turnbull Library (new heritage items):
accession records for unpublished items – completed within 10 days of receipt	At least 95% (of 1,000–1,500)	98% (of 5,586)	82% (of 8,329)*
descriptive records for unpublished items – added within 20 days of accession	At least 95% (of 1,000–1,500)	98% (of 5,586)	87% (of 8,329)**
‘At risk’ items digitised or digital formats transformed	At least 390	1,450	780
Microfilm frames of ‘at-risk’ newspapers created as part of the Newspaper Preservation Programme	At least 250,000	308,457	250,795

Activity Information

	Standard	2011/12	2012/13
Acquisitions to the Alexander Turnbull Library (new heritage items)	65,000–75,000	68,967	66,190
Records added to the information system for unpublished items	18,000–28,000	80,395	37,197

*

The performance standard for accession records was unable to be met due to higher than forecast volumes, which impacted on the ability to complete all accession records within 10 days. In addition to this, assessment, appraisal and cleaning processes needed to be completed prior to accession on a number of records. The performance standard has been revised for 2013/14 to take these factors into account.

**

The target for completing descriptive records was not met due to higher than forecast volumes of complex acquisitions, which require considerable time to process, and collections requiring preservation treatment before they can be arranged and described.

Output: National Library – Library and Information Services to Schools

Performance Information

	Standard	2011/12	2012/13
Requests for the supply of:
items from the schools collections met within 5 days of receipt	At least 75% (of 35,000–40,000)	88% (of 35,389)	84% (of 35,031)
documents from the general collection (off-site) met within 4 days of receipt	At least 95% (of 14,000–19,000)	99% (of 14,295)	99% (of 11,509)
Advisory support provided to targeted schools	At least 75% (of 750–850)	96% (of 800)	83% (of 800)

Activity Information

	Standard	2011/12	2012/13
Items supplied on request from the schools collection	900,000-950,000	883,488	888,411*

*

Demand for hard copy items supplied from the schools collection is decreasing slightly, while online services visits are increasing.

Output Appropriation: Publishing Civic Information

Under this appropriation we publish the New Zealand Gazette.

Revenue and output expenses ($000)

2011/12		2012/13
Actual[49]		Mains	Supps.	Actual
	Revenue Crown	277	–	–
	Revenue Third Parties	367	1,000	930
	Total Revenue	644	1,000	930
	Expenses	935	1,101	1,022
	Net Surplus/(Deficit)	(291)	(101)	(92)

The increase in the budget between the Main Estimates and the Supplementary Estimates of $166,000 was due to a correction of the transition to the single Vote in 2012/13 and the application of efficiency savings (increase of $319,000). This was partially offset by the capitalisation of Gazette Online project costs (decrease of $153,000).

Actual expenditure was seven per cent lower than the Supplementary Estimates primarily due to delays in the New Zealand Gazette online publishing project.

Output: New Zealand Gazette

Performance Information

	Standard	2011/12	2012/13
Accuracy – notices published consistent with text supplied by clients	At least 99% (of 8,000–10,000)	99.9% (of 8,479)	99.99% (of 8,454)

Activity Information

	Standard	2011/12	2012/13
Issues of the New Zealand Gazette published each year	200 (1–140 pages each)	186	159*

*

The total number of issues is partly driven by demand for unique ad-hoc Gazette supplements, which is outside the control of the Gazette Office. In 2012/13 the demand was lower than forecast.

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Multi-class Output Appropriation: Community Information and Advisory Services

Output Appropriation: Advisory and Information Services to Ethnic Communities

Under this appropriation we provide advisory and information services to ethnic communities; operational and secretariat support for grant funding bodies; management of the contract for the telephone interpreting service (Language Line); and provision of information and training to ethnic communities and agencies using Language Line.

Revenue and output expenses ($000)

2011/12		2012/13
Actual[50]		Mains	Supps.	Actual
	Revenue Crown	3,941	4,025	4,025
	Revenue Third Parties	1,135	1,250	1,238
	Total Revenue	5,076	5,275	5,263
	Expenses	5,126	5,275	5,163
	Net Surplus/(Deficit)	(50)	–	127

The increase in the budget between the Main Estimates and the Supplementary Estimates of $149,000 was due to a correction of the transition to the single Vote in 2012/13 and the application of efficiency savings (increase of $57,000), an expense transfer from 2011/12 to 2012/13 for an ongoing programme of initiatives to enable the Department to position for efficiency savings from 1 July 2012 (increase of $54,000), a reallocation of shared services costs (increase of $30,000), and demand for Language Line services (increase of $8,000).

Output: Advisory and Information Services to Ethnic Communities

Performance Information

	Standard	2011/12	2012/13
Intercultural Awareness and Communication programme: training sessions, including train the trainers sessions, held	15–20 (400–450 participants)	34 (422 participants)	32 (457 participants)
Forums and workshops for ethnic communities held	30–40 (600–650 participants)	40 (1,537 participants)	42 (980 participants)
Respondent satisfaction with the quality of advisory services provided	At least 95% assessed as ‘Satisfied’ or better	96%	96%
Interpreting clients connected with an appropriate interpreter within 2 minutes of a call to Language Line	At least 95% (of 40,000–42,000)	98.8% (of 38,837)	98.91% (of 49,038)
Responses to requests from communities, local and central government, and NGOs for information or advice	11,000–12,500	14,692	12,879

Activity Information

	Standard	2011/12	2012/13
Agencies with agreements for the provision of telephone interpreting services through Language Line	85	83	96

Output Appropriation: Community Development and Engagement Advice

Under this appropriation 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)

2011/12		2012/13
Actual[51]		Mains	Supps.	Actual
	Revenue Crown	5,941	5,692	5,692
	Revenue Third Parties	45	45	–
	Total Revenue	5,986	5,737	5,692
	Expenses	5,986	5,737	5,688
	Net Surplus/(Deficit)	–	–	4

The decrease in the budget between the Main Estimates and the Supplementary Estimates of $249,000 was due to a correction of the transition to the single Vote in 2012/13 and the application of efficiency savings (decrease of $383,000), and transfer of funding from 2012/13 to 2013/14 as a result of efficiency gains in 2012/13 (decrease of $18,000), and was partially offset by an expense transfer from 2011/12 to 2012/13 for an ongoing programme of initiatives to enable the Department to position for efficiency savings from 1 July 2012 (increase of $152,000).

Output: Community Development and Engagement Advice

Performance Information

	Standard	2011/12	2012/13
Community Advisory Projects: completed, with overall objectives achieved	At least 90% (of 45–55)	100% (of 45)	100% (of 53)
Community Advisory Projects: underway during the year (including those completed)	70–90	Achieved (of 76)	140*
Community Advisory Activities: relevance – seminars/workshops provided address government and regional priorities	All (of 80–100)	All (of 94)	All (of 373)**
Community Advisory Activities: participation – attendees and groups represented	1,800–2,000 attendees from 500–700 groups	3,165 from 1,763 groups	2,077 from 1,665 groups**

*

The Department exceeded its target, which is a reflection of the increased community development project work undertaken in communities, including through Community-led Development initiatives. This work is a result of the targeted approach the Department undertook in priority-setting against regional profiles in the previous year, and it continues to be an area of growth.

**

In this financial year, Community-led Development initiatives have changed the way the Department delivers our community development and engagement advice, allowing us to reach far greater numbers of residents and families alongside organisations. This has resulted in both increased relevance and participation in our community events.

Output Appropriation: Community Archives Support

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

Revenue and output expenses ($000)

2011/12		2012/13
Actual[52]		Mains	Supps.	Actual
	Revenue Crown	795	69	69
	Revenue Third Parties	31	31	6
	Total Revenue	826	100	75
	Expenses	826	100	123
	Net Surplus/(Deficit)	–	–	(48)

The decrease in the budget between the Main Estimates and the Supplementary Estimates of $726,000 was due to a correction of the transition to the single Vote in 2012/13 and the application of efficiency savings.

Actual expenditure was 23 per cent higher than the Supplementary Estimates primarily due to higher than anticipated costs associated with record keeping capability development that resulted in higher professional fees.

Output: Community Archives Support

Performance Information

	Standard	2011/12	2012/13
Availability of the online descriptive tool 24 hours a day, 7 days a week	At least 99%	99.6%	99.8%
Quality review of new entries to the online descriptive tool completed within 5 days	At least 80% (of 100–150)	100% (of 975)	71.35% (of 370)*

*

Actual volumes were more than double what was forecast, which has impacted on the five-day turnaround time for this measure. The review is primarily an administrative process to remove spam and obvious errors, rather than a value-add process. While this work will continue, it is not a good indicator of the value of the community archives support function. The drivers for this measure are no longer relevant and therefore the measure is being discontinued.

Output Appropriation: Community Information – Civil Defence Emergency Management

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

Revenue and output expenses ($000)

2011/12		2012/13
Actual[53]		Mains	Supps.	Actual
	Revenue Crown	1,696	1,611	1,611
	Revenue Third Parties	–	23	26
	Total Revenue	1,696	1,634	1,637
	Expenses	1,696	1,634	1,570
	Net Surplus/(Deficit)	–	–	67

The decrease in the budget between the Main Estimates and the Supplementary Estimates of $62,000 was due to a correction of the transition to the single Vote in 2012/13 and the application of efficiency savings (decrease of $107,000). This 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 for the Coordination of Humanitarian Affairs and disaster risk management support for Pacific Island Countries (increase of $23,000), and an expense transfer from 2011/12 to 2012/13 for an ongoing programme of initiatives to enable the Department to position for efficiency savings from 1 July 2012 (increase of $22,000).

Output: Community Information – Civil Defence Emergency Management

Performance Information

	Standard	2011/12	2012/13
Advertising reaches the targeted audience demographic (assessed quarterly):
television – at least 70%	Achieved – for at least 3 quarters	Achieved	Not achieved*
radio – at least 45%	Achieved – for at least 3 quarters	Achieved	Not achieved*
Availability of the civil defence website 24 hours a day, 7 days a week	At least 99.9%	100%	99.91%

*

The Department has not achieved standards for reaching the target audience this year, which we believe may have been influenced by new technologies available to viewers that enable them to skip advertisements. The Department is investigating new indicators that better reflect how new technologies and new media (such as social media and web advertising) may be used to reach a wider audience.

Output 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)

2011/12		2012/13
Actual[54]		Mains	Supps.	Actual
0	Revenue Crown	–	–	–
848	Revenue Third Parties	901	901	896
848	Total Revenue	901	901	896
841	Expenses	904	901	888
7	Net Surplus/(Deficit)	(3)	–	8

The decrease in the budget between the Main Estimates and the Supplementary Estimates of $3,000 was due to a correction of the transition to the single Vote in 2012/13 and application of efficiency savings.

Output: Translation Services

Performance Information

	Standard	2011/12	2012/13
Translations provided within timeframes agreed with service providers	At least 99% (of 6,500–7,500)	99.3% (of 7,616)	99.45% (of 8,050)
Customer satisfaction with the quality of translation services provided[55]	Assessed as ‘Satisfied’or better (at least 99%)	92%	95%*

*

The survey received 82 responses from a sample size of 284. The survey sample size is too small for a change of 1–2% to be a clear representation of the overall number of customers. In addition, official document translations are not an end in themselves, and satisfaction is influenced by a number of factors outside the Department’s control – for example, government authorities may refuse to accept the translation for reasons not associated with quality. The Department is currently reviewing this measure.

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Multi-class Output Appropriation: Emergency Management Services

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

Through this appropriation we manage national emergency readiness, response and recovery. This includes supporting local civil defence emergency management organisations, maintaining the readiness of the National Crisis Management Centre and national training and education. We coordinate and manage central government’s response and recovery activities and the administration of related expenses.

Revenue and output expenses ($000)

2011/12		2012/13
Actual[56]		Mains	Supps.	Actual
	Revenue Crown	4,052	3,961	3,961
	Revenue Third Parties	–	86	97
	Total Revenue	4,052	4,047	4,058
	Expenses	4,052	4,047	4,235
	Net Surplus/(Deficit)	–	–	(177)

The decrease in the budget between the Main Estimates and the Supplementary Estimates of $5,000 was due to a correction of the transition to the single Vote in 2012/13 and the application of efficiency savings (decrease of $107,000). This 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 for the Coordination of Humanitarian Affairs, disaster risk management support for Pacific Island Countries (increase of $86,000), and an expense transfer from 2011/12 to 2012/13 for an ongoing programme of initiatives to enable the Department to position for efficiency savings from 1 July 2012 (increase of $16,000).

Actual expenditure was five per cent higher than the Supplementary Estimates primarily due to higher than anticipated costs of personnel due to vacant positions being covered by contractors.

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

Performance Information

	Standard	2011/12	2012/13
National Warning System tests conducted	At least 4	4	4
National warnings issued within 30 minutes after the notification of a pending event that exceeds the thresholds	All (of 1–6)	All (of 4)	All (of 1)
National warning distribution list – accuracy of contact details (at each warning or test)	At least 95%	99.5%	96%
Stakeholder satisfaction with the timing and content of national warning messages[57]	Assessed as ‘Satisfied’ or better by at least 85% (of 200)	80.5%	63%*
National Crisis Management Centre (NCMC) managed, during activations, with:
staffing in place according to the activation mode within 2 hours	All	100%	All
essential information technology systems available and operating at agreed performance levels	All	50%	Not achieved**
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 2011/12	No extended activations in 2012/13
National Crisis Management Centre activations reviewed:
mode 2 or higher activations – within 3 months	All	Achieved (2 reviews)	All (1 review)
approved recommendations (lessons identified) actioned – within set timeframes	All	Achieved	All

*

While stakeholder satisfaction with national warning messages did not meet our expectations, 85% of survey respondents thought performance was better than in the previous year. There were fewer national warning messages issued this year than in previous periods, which might have resulted in less familiarity with the process. The Department will undertake a follow-up survey to gain a better understanding of the drivers of satisfaction for this measure.

**

There were IT issues during the activation of the National Crisis Management Centre on 6 February 2013 and remote systems monitoring was unavailable. A unique Service Level Agreement with service providers is in development and IT issues encountered during this event have been remedied.

Output Appropriation: Emergency Sector Support and Development

Through this appropriation we develop and implement operational policies and projects, advice, assistance and information for the civil defence and emergency management sector. We develop and deliver long-term national programmes to raise individual and community awareness and preparedness.

Revenue and output expenses ($000)

2011/12		2012/13
Actual[58]		Mains	Supps.	Actual
	Revenue Crown	3,827	3,877	3,877
	Revenue Third Parties	–	121	136
	Total Revenue	3,827	3,998	4,013
	Expenses	3,827	3,998	3,721
	Net Surplus/(Deficit)	–	–	292

The increase in the budget between the Main Estimates and the Supplementary Estimates of $171,000 was due to the provision of services to the Ministry of Foreign Affairs and Trade for disaster risk management support for the United Nations Office for the Coordination of Humanitarian Affairs, disaster risk management support for Pacific Island Countries (increase of $121,000), and an expense transfer from 2011/12 to 2012/13 for an ongoing programme of initiatives to enable the Department to position for efficiency savings from 1 July 2012 (increase of $50,000).

Actual expenditure was seven per cent lower than the Supplementary Estimates primarily due to lower than anticipated personnel costs resulting from delays in filling vacancies and delays in the Emergency Management Information System project.

Output: Emergency Sector Support and Development

Performance Information[59]

	Standard	2011/12	2012/13
Director Guidelines, Technical Standards, Codes and other civil defence and emergency management sector information publications maintained – currently reviewed at least every 4 years	4–7 (of 25)	5	4
Satisfaction, assessed as ‘Good’ or ‘Very Good’, in relation to:
CDEM Group – coverage of the Guidelines, Technical Standards and Codes and other publications	At least 80%	69.2%	64%*
CDEM Group – quality of the Guidelines, Technical Standards, Codes and other publications	At least 80%	65.3%	73%*
the quality of the newsletters/updates – 16–20 issues	At least 80% (of 200)	82.2%	67%*
Attendee satisfaction with civil defence and emergency management training courses – assessed as ‘Good’ or ‘Very Good’	At least 90% (of 120–150)	97%	93% (of 140)

*

Although the Department has not met satisfaction targets for MCDEM stakeholders, only 5% of satisfaction survey respondents expressed dissatisfaction. In revising guidelines in 2013/14, MCDEM will involve CDEM groups closely and revamp the format of the E-Bulletin to help improve engagement and increase stakeholder satisfaction levels. The Department will conduct a follow-up survey with stakeholders and CDEM Groups to clarify any further opportunities for improving satisfaction levels.

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Multi-class Output Appropriation: Information and Technology Services

Output Appropriation: Cross-Government ICT Investment Proposals

Under this appropriation we develop 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)

2011/12		2012/13
Actual[60]		Mains	Supps.	Actual
	Revenue Crown	–	7,224	7,224
	Revenue Third Parties	–	–	–
	Total Revenue	–	7,224	7,224
	Expenses	–	7,224	6,639
	Net Surplus/(Deficit)	–	–	585

The increase in the budget between the Main Estimates and the Supplementary Estimates of $7.224 million was due to a realignment of expenditure to implement the functional leadership of Government ICT (increase of $3.000 million), a transfer of funding from 2011/12 to 2012/13 to part-fund all-of-government ICT initiatives (increase of $2.504 million), a transfer of funding from the Ministry of Social Development for the ServiceLink Service Transformation Programme (increase of $1.400 million), and funding for Optimise HR (increase of $750,000). The increases were partially offset by a realignment of expenditure for the Government Information Services Online Programme (decrease of $430,000).

Actual expenditure was eight per cent lower than the Supplementary Estimates primarily due to delays in implementation of the functional leadership of Government ICT initiatives and Servicelink ‘Service’ Transformation programme. In-principle expense transfers up to a maximum of $0.880 million to 2013/14 were approved.

Output: Cross-Government Service Delivery and ICT Investment Proposals

Performance Information

	Standard	2011/12	2012/13
Multi-agency business cases and funding proposals presented to Ministers for investment decisions	10	6	0*
ICT Ministers’ Group, Strategy Group and Council satisfaction with the quality of advice and support received[61]	Assessed as ‘Satisfied’ or better	Satisfied	Not measured**

Activity Information

	Standard	2011/12	2012/13
Advice and support services provided to the following groups, with regular meetings organised: ICT Ministers Group ICT Strategy Group ICT Council	Combined: 25–30	36	18**

*

Not achieved as it was initially unclear whether the Better Public Services seed fund might apply to business case funding, which it did not. However the Cloud business case was presented to Ministers in August 2012.

**

The ICT Ministers Group, ICT Strategy Group and ICT Council did not hold regular meetings throughout the entire 2012/13 financial year, and the Council went into abeyance in November 2012. Satisfaction surveys of the three groups were therefore not undertaken. The Department provided all advisory and support services required by the Groups during 2012/13.

Output: Service Transformation Planning and Implementation

Performance Information

	Standard	2011/12	2012/13
Develop and implement a plan to achieve specific targets that allow New Zealanders to complete their transaction with government easily in a digital environment	Achieved	New measure	Achieved*

*

In August 2012 Cabinet approved the Result 10 Action Plan, which was developed by the Department. Implementation of the Result 10 Action Plan began in 2012/13 and will be completed by 2017.

Output Appropriation: Government Information and Technology Services

Under this appropriation we contribute to the development, deployment and operation of technology services across the State sector.

Revenue and output expenses ($000)

2011/12		2012/13
Actual[62]		Mains	Supps.	Actual
	Revenue Crown	5,723	7,677	7,677
	Revenue Third Parties	2,016	3,390	3,415
	Total Revenue	7,739	11,067	11,092
	Expenses	7,712	15,893	13,768
	Net Surplus/(Deficit)	27	(4,826)	(2,676)

The increase in the budget between the Main Estimates and the Supplementary Estimates of $8.181 million was due to managing the all-of-government adoption of Cloud computing (increase of $7.214 million); implementing the functional leadership of Government ICT (increase of $3.000 million); demand for information technology services by other agencies (increase of $1.700 million); expense transfers from 2011/12 to 2012/13 for Infrastructure as a Service transition (increase of $100,000), the Government Information Services Online programme (increase of $550,000) and an ongoing programme of initiatives to enable the Department to position for efficiency savings from 1 July 2012 (increase of $301,000); funding for Infrastructure as a Service as a result of the permanent capital to operating swap in 2012/13 (increase of $900,000); and a realignment of expenditure for the Government Information Services Online programme (increase of $430,000).

The increases were partially offset by a realignment of expenditure to implement the functional leadership of Government ICT (decrease of $3.000 million), a reduction in expenditure associated with managing the all-of-government adoption of Cloud computing (decrease of $2.714 million), and a correction of the transition to the single Vote in 2012/13 and the application of efficiency savings (decrease of $300,000).

Actual expenditure was 13 per cent lower than the Supplementary Estimates primarily due to delays in the Infrastructure as a Service Transition project and Government Information Service Online Programme for which in-principle expense transfers up to a maximum of $1.400 million to 2013/14 were approved. Delays in delivery of all-of-government adoption of Cloud computing also contributed to the underspend.

Output: Government Technology Services

Performance Information

	Standard	2011/12	2012/13
Infrastructure as a Service (IaaS) – new agencies signing the participating agency agreement	7	New measure	31

Output: Government Information Services

Performance Information

	Standard	2011/12	2012/13
Availability of cross-government online services, 24 hours a day, 7 days a week	99%	99.8%	99.87%
Customer satisfaction with newzealand.govt.nz assessed as ‘Satisfied’ or better	60% of respondents	New measure	Not yet measured*
Delivery of online channel workshops to government agencies	25	New measure	25

*

newzealand.govt is currently being redeveloped and customer satisfaction information will be collected once this is completed.

Output Appropriation: Local Government Services

Under this appropriation we provide information to and about local government, administer the Local Government Act 2002 and other statutes, and provide operational advice and support to the Minister of Local Government. We administer the Local Electoral Act 2001 and provide advisory and support services to the Local Government Commission for its statutory functions. We 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 provide governance and management of the National Dog Control Information Database.

Revenue and output expenses ($000)

2011/12		2012/13
Actual[63]		Mains	Supps.	Actual
	Revenue Crown	2,036	2,036	2,036
	Revenue Third Parties	651	902	786
	Total Revenue	2,687	2,938	2,822
	Expenses	2,785	2,785	2,781
	Net Surplus/(Deficit)	(98)	153	41

Output: Local Government Services

Performance Information

	Standard	2011/12	2012/13
Responses to requests for information about the Rates Rebate Scheme within 10 days of receipt	At least 98% (of 300–600)	99% (of 677)	99% (of 444)
Eligible claims for rates rebates processed within 20 days of receipt	At least 98% (of 105,000–120,000)	54.8% (116,377)	66% (109,650)*
Availability of the dog registration database 24 hours a day, 7 days a week	At least 99%	100%	100%

*

The performance standard for processing rates rebates claims is based on historical application numbers and processing expectations. The Department has improved its reporting mechanisms for processing these claims to more accurately understand processing times. The performance standard for this measure has been revised for 2013/14 to reflect achievable processing times. This measure refers to reimbursements to councils – processing times do not affect payments to ratepayers. No complaints have been received from councils during the year.

Output: Regulatory and Boating Services for Lake Taupo

Performance Information

	Standard	2011/12	2012/13
Boating facilities and navigational safety equipment inspected in accordance with an annual compliance programme	All	Achieved	All
Lake Taupo Asset Management Plan actions for current year implemented	All	Achieved	All
Stakeholders’ satisfaction with the quality of Lake Taupo navigational safety services[64]	Assessed by at least 85% as ‘3’ or above	95%	100%

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Multi-class Output Appropriation: Ministerial Support Services

Output Appropriation: Crown Entity Monitoring

Under this output appropriation 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)

2011/12		2012/13
Actual[65]		Mains	Supps.	Actual
	Revenue Crown	536	847	847
	Revenue Third Parties	–	–	–
	Total Revenue	536	847	847
	Expenses	536	847	675
	Net Surplus/(Deficit)	–	–	172

The increase in the budget between the Main Estimates and the Supplementary Estimates of $311,000 was due to a reallocation of shared services costs.

Actual expenditure was 20 per cent lower than the Supplementary Estimates primarily due to lower than anticipated expenditure on Greyhound Racing New Zealand litigation.

Output: Crown Entity Monitoring

Performance Information

	Standard	2011/12	2012/13
Advice on accountability documents delivered within statutory or agreed timeframes (based on delivery of documents to the Minister by the Crown entity)	100%	Achieved (5)	100% (11 documents)
Appointment processes for board vacancies managed consistent with the approach agreed with the Minister (including amendments agreed with the Minister)	All	All (of 9)	All (of 8)
Minister’s satisfaction with the quality of monitoring service provided66	Assessed as ‘Satisfied’ or better	Very Good	Standard met Q1: Very Good Q2: Very Good Q3: Very Good Q4: Good/Very Good

Activity Information

	Standard	2011/12	2012/13
Crown entities monitored New Zealand Fire Service Commission Office of Film and Literature Classification	–	–	–

Output Appropriation: Ministerial Support Services – Community and Voluntary Sector

Under this output appropriation 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)

2011/12		2012/13
Actual[67]		Mains	Supps.	Actual
	Revenue Crown	150	150	151
	Revenue Third Parties	–	–	–
	Total Revenue	150	150	151
	Expenses	150	150	174
	Net Surplus/(Deficit)	–	–	(23)

Actual expenditure was 16 per cent higher than the Supplementary Estimates primarily due to higher than anticipated costs of personnel due to vacant positions being covered by contractors.

Output: Ministerial Correspondence and Questions

Performance Information

	Standard	2011/12	2012/13
Acceptance of first draft responses presented to the Minister	At least 95%	100%	98.1%
Required timeframes are met	At least 95%	100%	98.9%
Information briefings delivered to agreed quality criteria and standards – demonstrated through independent assessment	Agreed quality criteria and standards met	Achieved	Achieved

Activity Information

	Standard	2011/12	2012/13
Information briefings and responses required to ministerial correspondence, information requests and parliamentary questions	760–935*	88	91

*

The ISE standard was based on an anticipated increase in the volume of ministerial correspondence due to the transition of the functions of the Charities Commission on 1 July 2012. This increase has not materialised. The standard was revised downwards to 85–140.

Output Appropriation: Ministerial Support Services – Emergency Management

Under this appropriation 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)

2011/12		2012/13
Actual[68]		Mains	Supps.	Actual
	Revenue Crown	34	189	189
	Revenue Third Parties	–	–	–
	Total Revenue	34	189	189
	Expenses	34	189	254
	Net Surplus/(Deficit)	–	–	(65)

The increase in the budget between the Main Estimates and the Supplementary Estimates of $155,000 was due to a reallocation of shared services costs.

Actual expenditure was 34 per cent higher than the Supplementary Estimates primarily due to higher than anticipated costs of the Get Ready, Get Thru campaign.

Output: Ministerial Correspondence and Questions

Performance Information

	Standard	2011/12	2012/13
Acceptance of first draft responses presented to the Minister	At least 95%	100%	100%
Required timeframes are met	At least 95%	100%	100%
Information briefings delivered to agreed quality criteria and standards – demonstrated through independent assessment	Agreed quality criteria and standards met	Achieved	Achieved

Activity Information

	Standard	2011/12	2012/13
Information briefings and responses required to ministerial correspondence, information requests and parliamentary questions	145–195*	49	161

*

The Department anticipated an increase in the ministerial correspondence in line with recent trends. This increase did not materialise in 2012/13 and the standard was revised to 85–135.

Output Appropriation: Ministerial Support Services – Ethnic Affairs

Under this output appropriation 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)

2011/12		2012/13
Actual[69]		Mains	Supps.	Actual
	Revenue Crown	89	89	89
	Revenue Third Parties	–	–	–
	Total Revenue	89	89	89
	Expenses	89	89	97
	Net Surplus/(Deficit)	–	–	(8)

Actual expenditure was nine per cent higher than the Supplementary Estimates primarily due to higher than planned personnel-related expenditure.

Output: Ministerial Correspondence and Questions

Performance Information

	Standard	2011/12	2012/13
Acceptance of first draft responses presented to the Minister	At least 95%	100%	100%
Required timeframes are met	At least 95%	100%	100%
Information briefings delivered to agreed quality criteria and standards – demonstrated through independent assessment	Agreed quality criteria and standards met	Achieved	Achieved

Activity Information

	Standard	2011/12	2012/13
Information briefings and responses required to ministerial correspondence, information requests and parliamentary questions	70–120	223	128

Output Appropriation: Ministerial Support Services – Internal Affairs

Under this appropriation 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)

2011/12		2012/13
Actual[70]		Mains	Supps.	Actual
	Revenue Crown	380	380	379
	Revenue Third Parties	–	–	–
	Total Revenue	380	380	379
	Expenses	380	380	326
	Net Surplus/(Deficit)	–	–	53

Actual expenditure was 14 per cent lower than the Supplementary Estimates primarily due to lower than anticipated personnel costs resulting from delays in filling vacancies.

Output: Ministerial Correspondence and Questions

Performance Information

	Standard	2011/12	2012/13
Acceptance of first draft responses presented to the Minister	At least 95%	99.9%	98.3%
Required timeframes are met	At least 95%	99.3%	98.7%
Information briefings delivered to agreed quality criteria and standards – demonstrated through independent assessment	Agreed quality criteria and standards met	Achieved	Achieved

Activity Information

	Standard	2011/12	2012/13
Information briefings and responses required to ministerial correspondence, information requests and parliamentary questions	820–1,060*	690	447

*

The Department anticipated an increase in the ministerial correspondence in line with recent trends. This increase did not materialise in 2012/13 and the standard was revised to 410–535.

Output Appropriation: Ministerial Support Services – Local Government

Under this output appropriation 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)

2011/12		2012/13
Actual[71]		Mains	Supps.	Actual
	Revenue Crown	450	295	295
	Revenue Third Parties	–	–	–
	Total Revenue	450	295	295
	Expenses	450	295	352
	Net Surplus/(Deficit)	–	–	(57)

The decrease in the budget between the Main Estimates and the Supplementary Estimates of $155,000 was due to a reallocation of shared services costs.

Actual expenditure was 19 per cent higher than the Supplementary Estimates primarily due to vacant positions being covered by contractors.

Output: Ministerial Correspondence and Questions

Performance Information

	Standard	2011/12	2012/13
Acceptance of first draft responses presented to the Minister	At least 95%	100%	100%
Required timeframes are met	At least 95%	100%	100%
Information briefings delivered to agreed quality criteria and standards – demonstrated through independent assessment	Agreed quality criteria and standards met	Achieved	Achieved

Activity Information

	Standard	2011/12	2012/13
Information briefings and responses required to ministerial correspondence, information requests and parliamentary questions	820–1,150*	793	681

*

The Department anticipated an increase in the ministerial correspondence in line with recent trends. This increase did not materialise in 2012/13, and the standard has been revised.

Output Appropriation: Ministerial Support Services – Ministerial Services

Under this output appropriation 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)

2011/12		2012/13
Actual[72]		Mains	Supps.	Actual
	Revenue Crown	200	200	200
	Revenue Third Parties	–	–	–
	Total Revenue	200	200	200
	Expenses	200	200	175
	Net Surplus/(Deficit)	–	–	25

Actual expenditure was 13 per cent lower than the Supplementary Estimates primarily due to lower than anticipated personnel costs resulting from delays in filling vacancies.

Output: Ministerial Correspondence and Questions

Performance Information

	Standard	2011/12	2012/13
Acceptance of first draft responses presented to the Minister	At least 95%	New measure	100%
Required timeframes are met	At least 95%	New measure	99%
Information briefings delivered to agreed quality criteria and standards- demonstrated through independent assessment	Agreed quality criteria and standards met	New measure	Achieved

Activity Information

	Standard	2011/12	2012/13
Information briefings and responses required to ministerial correspondence, information requests and parliamentary questions	140–200	New measure	169

Output Appropriation: Ministerial Support Services – Racing

Under this output appropriation 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)

2011/12		2012/13
Actual[73]		Mains	Supps.	Actual
	Revenue Crown	15	47	47
	Revenue Third Parties	–	–	–
	Total Revenue	15	47	47
	Expenses	15	47	51
	Net Surplus/(Deficit)	–	–	(4)

The increase in the budget between the Main Estimates and the Supplementary Estimates of $32,000 was due to a reallocation of shared services costs.

Actual expenditure was nine per cent higher than the Supplementary Estimates primarily due to vacant positions being covered by contractors.

Output: Ministerial Correspondence and Questions

Performance Information

	Standard	2011/12	2012/13
Acceptance of first draft responses presented to the Minister	At least 95%	100%	100%
Required timeframes are met	At least 95%	100%	100%
Information briefings delivered to agreed quality criteria and standards – demonstrated through independent assessment	Agreed quality criteria and standards met	Achieved	Achieved

Activity Information

	Standard	2011/12	2012/13
Information briefings and responses required to ministerial correspondence, information requests and parliamentary questions	As required	45	101

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Multi-class Output Appropriation: Policy Advice

Output Appropriation: Policy Advice – Community and Voluntary Sector

Under this appropriation 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 the community and voluntary sector.

Revenue and output expenses ($000)

2011/12		2012/13
Actual[74]		Mains	Supps.	Actual
	Revenue Crown	1,756	1,747	1,747
	Revenue Third Parties	3	–	–
	Total Revenue	1,759	1,747	1,747
	Expenses	1,759	1,747	1,041
	Net Surplus/(Deficit)	–	–	706

The decrease in the budget between the Main Estimates and the Supplementary Estimates of $12,000 was due to a reallocation of shared services costs (decrease of $32,000), a correction of the transition to the single Vote in 2012/13 and the application of efficiency savings (decrease of $3,000). This was partially offset by an expense transfer from 2011/12 to 2012/13 for an ongoing programme of initiatives to enable the Department to position for efficiency savings from 1 July 2012 (increase of $23,000).

Actual expenditure was 40 per cent lower than the Supplementary Estimates primarily due to lower than anticipated personnel costs resulting from delays in filling vacancies.

Output: Policy Advice

Performance Information

	Standard	2011/12	2012/13
Policy work programme to support the Output Plan delivered with:
agreed timeframes met	At least 95%	100%	100%
any extensions agreed before required dates	At least 95%	100%	100%
Policy advice and policy briefings delivered to agreed quality criteria and standards – demonstrated through independent assessment	Agreed quality criteria and standards met	New measure	Achieved
Minister’s satisfaction with the quality of policy advice (quarterly)[75]	Assessed as ‘Satisfied’ or better	Q1: Satisfied Q2: N/A Q3: Good Q4: Satisfied	Q1: Satisfied Q2: Good Q3: Good Q4: Good

Output Appropriation: Policy Advice – Emergency Management

Under this appropriation 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)

2011/12		2012/13
Actual[76]		Mains	Supps.	Actual
	Revenue Crown	776	715	715
	Revenue Third Parties	–	–	–
	Total Revenue	776	715	715
	Expenses	776	715	582
	Net Surplus/(Deficit)	–	–	133

The decrease in the budget between the Main Estimates and the Supplementary Estimates of $61,000 was due to a reallocation of shared services costs (decrease of $69,000), and was partially offset by an expense transfer from 2011/12 to 2012/13 for an ongoing programme of initiatives to enable the Department to position for efficiency savings from 1 July 2012 (increase of $8,000).

Actual expenditure was 19 per cent lower than the Supplementary Estimates primarily due to lower than anticipated personnel costs resulting from delays in filling vacancies.

Output: Policy Advice

Performance Information

	Standard	2011/12	2012/13
Policy work programme to support the Output Plan delivered with:
agreed timeframes met	At least 95%	100%	98.43%
any extensions agreed before required dates	At least 95%	100%	98.43%
Policy advice and policy briefings delivered to agreed quality criteria and standards – demonstrated through independent assessment	Agreed quality criteria and standards met	New measure	Achieved
Minister’s satisfaction with the quality of policy advice (quarterly)[77]	Assessed as ‘Satisfied’ or better	Q1: N/A Q2: N/A Q3: Good Q4: Very Good	Q1: Good Q2: Good Q3: Satisfied Q4: Satisfied

Output Appropriation: Policy Advice – Ethnic Affairs

Under this appropriation 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 ethnic affairs.

Revenue and output expenses ($000)

2011/12		2012/13
Actual[78]		Mains	Supps.	Actual
	Revenue Crown	693	752	752
	Revenue Third Parties	107	–	–
	Total Revenue	800	752	752
	Expenses	800	752	722
	Net Surplus/(Deficit)	–	–	30

The decrease in the budget between the Main Estimates and the Supplementary Estimates of $48,000 was due to a correction of the transition to the single Vote in 2012/13 and the application of efficiency savings (decrease of $107,000). This was partially offset by a reallocation of shared services costs (increase of $50,000), and an expense transfer from 2011/12 to 2012/13 for an ongoing programme of initiatives to enable the Department to position for efficiency savings from 1 July 2012 (increase of $9,000).

Output: Policy Advice

Performance Information

	Standard	2011/12	2012/13
Policy work programme to support the Output Plan delivered with:
agreed timeframes met	At least 95%	100%	100%
any extensions agreed before required dates	At least 95%	100%	100%
Policy advice and policy briefings delivered to agreed quality criteria and standards – demonstrated through independent assessment	Agreed quality criteria and standards met	New measure	Achieved
Minister’s satisfaction with the quality of policy advice (quarterly)[79]	Assessed as ‘Satisfied’ or better	Q1: Good Q2: N/A Q3: Satisfied Q4: Satisfied	Q1: Very Good Q2: Very Good Q3: Good Q4: Very Good

Output Appropriation: Policy Advice – Internal Affairs

Under this appropriation 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)

2011/12		2012/13
Actual[80]		Mains	Supps.	Actual
	Revenue Crown	4,138	3,746	3,746
	Revenue Third Parties	112	112	2
	Total Revenue	4,250	3,858	3,748
	Expenses	4,250	3,858	4,046
	Net Surplus/(Deficit)	–	–	(298)

The decrease in the budget between the Main Estimates and the Supplementary Estimates of $392,000 was due to a reallocation of shared services costs (decrease of $322,000), a correction of the transition to the single Vote in 2012/13 and the application of efficiency savings (decrease of $75,000). This was partially offset by an expense transfer from 2011/12 to 2012/13 for an ongoing programme of initiatives to enable the Department to position for efficiency savings from 1 July 2012 (increase of $5,000).

Actual expenditure was five per cent higher than the Supplementary Estimates primarily due to higher than anticipated costs of personnel due to vacant positions being covered by contractors.

Output: Policy Advice

Performance Information

	Standard	2011/12	2012/13
Policy work programme to support the Output Plan delivered with:
agreed timeframes met	At least 95%	100%	98.59%
any extensions agreed before required dates	At least 95%	100%	98.59%
Policy advice and policy briefings delivered to agreed quality criteria and standards – demonstrated through independent assessment	Agreed quality criteria and standards met	New measure	Achieved
Minister’s satisfaction with the quality of policy advice (quarterly)[81]	Assessed as ‘Satisfied’ or better	Q1: Good Q2: N/A Q3: N/A Q4: Very Good	Q1: Very Good Q2: Very Good Q3: Very Good Q4: Good to Very Good

Output Appropriation: Policy Advice – Local Government

Under this appropriation 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 local government.

Revenue and output expenses ($000)

2011/12		2012/13
Actual[82]		Mains	Supps.	Actual
	Revenue Crown	5,814	5,011	5,011
	Revenue Third Parties	–	–	–
	Total Revenue	5,814	5,011	5,011
	Expenses	5,814	5,011	5,284
	Net Surplus/(Deficit)	–	–	(273)

The decrease in the budget between the Main Estimates and the Supplementary Estimates of $803,000 was due to a transfer of funding to the Support for Statutory and Other Bodies MCOA for the expanded role of the Local Government Commission (decrease of $824,000). This was partially offset by an expense transfer from 2011/12 to 2012/13 for an ongoing programme of initiatives to enable the Department to position for efficiency savings from 1 July 2012 (increase of $21,000).

Actual expenditure was five per cent higher than the Supplementary Estimates primarily due to higher than anticipated cost of a feasibility study of Pitt Island Wharf.

Output: Policy Advice

Performance Information

	Standard	2011/12	2012/13
Policy work programme to support the Output Plan delivered with:
agreed timeframes met	At least 95%	100%	99.11%
any extensions agreed before required dates	At least 95%	100%	99.11%
Policy advice and policy briefings delivered to agreed quality criteria and standards – demonstrated through independent assessment	Agreed quality criteria and standards met	New measure	Achieved
Minister’s satisfaction with the quality of policy advice (quarterly)[83]	Assessed as ‘Satisfied’ or better	Q1: N/A Q2: N/A Q3: N/A Q4: Very Good	Q1: Very Good Q2: N/A* Q3: Very Good Q4: Very Good

*

No survey was undertaken in the second quarter due to a change in Minister.

Output Appropriation: Policy Advice – Racing

Under this appropriation 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 racing.

Revenue and output expenses ($000)

2011/12		2012/13
Actual[84]		Mains	Supps.	Actual
	Revenue Crown	198	198	198
	Revenue Third Parties	1	–	–
	Total Revenue	199	198	198
	Expenses	199	198	175
	Net Surplus/(Deficit)	–	–	23

The decrease in the budget between the Main Estimates and the Supplementary Estimates of $1,000 was due to a correction of the transition to the single Vote in 2012/13 and the application of efficiency savings (decrease of $1,000).

Actual expenditure was 12 per cent lower than the Supplementary Estimates primarily due to lower than anticipated personnel costs resulting from delays in filling vacancies.

Output: Policy Advice

Performance Information

	Standard	2011/12	2012/13
Policy work programme to support the Output Plan delivered with:
agreed timeframes met	At least 95%	100%	100%
any extensions agreed before required dates	At least 95 %	100%	99.11%
Policy advice and policy briefings delivered to agreed quality criteria and standards – demonstrated through independent assessment	Agreed quality criteria and standards met	New measure	Achieved
Minister’s satisfaction with the quality of policy advice (quarterly)[85]	Assessed as ‘Satisfied’ or better	Q1: N/A Q2: N/A Q3: Good Q4: N/A	Q1: Good to Very Good Q2: Good to Very Good Q3: Good Q4: Good

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Multi-class Output Appropriation: Regulatory Services

Output Appropriation: Charities Administration

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

Revenue and output expenses ($000)

2011/12		2012/13
Actual[86]		Mains	Supps.	Actual
	Revenue Crown	–	5,164	5,164
	Revenue Third Parties	–	852	769
	Total Revenue	–	6,016	5,933
	Expenses	–	6,016	5,902
	Net Surplus/(Deficit)	–	–	31

The increase in the budget between the Main Estimates and the Supplementary Estimates of $6.016 million was due to the transfer of Charities Commission functions to an operational unit within the Department from 1 July 2012 (increase of $5.918 million) and the capital charge on the net assets transferred from the Charities Commission to the Department from 1 July 2012 (increase of $98,000).

Output: Charities Administration

Performance Information

	Standard	2011/12	2012/13
Properly completed applications for registration decided within 30 days of receipt	At least 70%	10.3%	14.91%*
Properly completed annual returns published within 10 days of receipt	At least 95%	98.1%	99.06%
Register online availability per month	At least 97%	97.7%	98.10%
Registered charities that are investigated (in accordance with the standards and guidelines approved by the Board) to ensure the organisation continues to meet the requirements for registration as a charitable entity	300	360	311

Activity Information

	Standard	2011/12	2012/13
Annual returns received	25,000	22,914	30,357

*

The Department inherited a backlog of registration applications following the transfer of the Charities Commission functions on 1 July 2012. As a result, the performance standard for this measure has not been achieved. This backlog has now been cleared. We are continuing to track this measure closely and are now meeting the performance standard each month.

Output Appropriation: Regulatory Services

Under this appropriation 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. We provide services to regulate gambling activity, objectionable material and unsolicited electronic messages, anti-money laundering and countering financing of terrorism, and the private security sector.

Revenue and output expenses ($000)

2011/12		2012/13
Actual[87]		Mains	Supps.	Actual
	Revenue Crown	9,414	11,121	11,119
	Revenue Third Parties	22,130	22,183	21,641
	Total Revenue	31,544	33,304	32,760
	Expenses	30,354	32,493	30,732
	Net Surplus/(Deficit)	1,190	811	2,028

The increase in the budget between the Main Estimates and the Supplementary Estimates of $2.139 million was due to expenditure associated with gaming activities (increase of $1.089 million), a correction of the transition to the single Vote in 2012/13 and the application of efficiency savings (increase of $1.024 million), the recovery of business continuity expenditure relating to the Canterbury earthquakes (increase of $18,000), and an expense transfer from 2011/12 to 2012/13 for an ongoing programme of initiatives to enable the Department to position for efficiency savings from 1 July 2012 (increase of $8,000).

Actual expenditure was five per cent lower than the Supplementary Estimates, primarily due to lower than anticipated costs for anti-money laundering and gaming regulatory activities. An in-principle expense transfer up to a maximum of $0.500 million to 2013/14 was approved for anti-money laundering.

Output: Gambling

Performance Information

	Standard	2011/12	2012/13
Venue inspections conducted[88]	Up to 200	651	225
Interim audit report to non-club gaming machine societies completed within 6 months	4–10	Revised measure	7* (of 9)
Gambling sector organisation and operator satisfaction with information services – assessed as ‘3’ or better	At least 85%	91%	99%

Activity Information

	Standard	2011/12	2012/13
Applications for gambling licences processed:
club and non-club licence renewals	300–350	306	318
other Class 3 and 4 licence applications and Certificates of Approval	4,200–4,600	5,941	4,148**

*

The standard is based on the number of interim audit reports issued within a six month timeframe within each each financial year, regardless of when the audit began. For 2012/13, nine interim reports were issued. Of this number, seven were issued within six months and two were issued outside the standard timeframe.

**

Fewer than anticipated applications for gambling licences were processed during 2012/13 due to implementation of the new Integrated Gambling Platform electronic licensing system. The performance measure has been revised for 2013/14.

Output: Censorship

Performance Information

	Standard	2011/12	2012/13
Number of intelligence reports in relation to suspects and possible victims:
received (from national and international enforcement agencies)	50–300	New measure	453
forwarded (from national and international enforcement agencies)	5–50	New measure	61
Number of websites being filtered	3,600–6,000*	New measure	578

Activity Information

	Standard	2011/12	2012/13
Number of justified appeals from websites being filtered	50–200*	New measure	0

*

The performance standards for the number of websites filtered and the expected number of justified appeals from websites being filtered were incorrectly recorded in the 2012/13 Information Supporting the Estimates of Appropriations for Vote Internal Affairs. The performance standards for these measures are considered to have been achieved.

Output: Unsolicited Electronic Messages

Performance Information

	Standard	2011/12	2012/13
Spam complaints determined to be of a high priority are acted on	500–1,000	New measure	603
Civil liability proceedings undertaken – covering warning letters, infringement notices and statements of claim issued	30–90	99	31

Activity Information

	Standard	2011/12	2012/13
Monitoring and tracking campaigns reported nationally and internationally	300–800	New measure	246*

*

The performance standard for this measure has not been met due to lower demand i.e. fewer spam campaigns being carried out or reported by business and the public. If more than one complaint is received about the same message this only counts as one campaign.

Output: Public Sector Recordkeeping

Performance Information

	Standard	2011/12	2012/13
Public offices independently audited against recordkeeping standards (Public Records Act 2005)	40 (of 200)	21.5% (43 offices audited)	47
Appraisal reports submitted to and received by the Chief Archivist processed within 10 weeks	At least 80% (of 50–70)	86.5% (of 37)	100%
Recordkeeping advice requests responded to within 5 working days of receipt	At least 75% (of 800–1,000)	87.2% (of 337)	89.35% (of 235)*
Attendee satisfaction with training courses – assessed as ‘Good’ or ‘Very Good’[89]	At least 80% (of 250–300)	96.8% (of 166)	92.30% (of 177)**

*

The number of recordkeeping advice requests has reduced considerably due to an increase in the amount of information and guidance proactively provided to public offices through the Archives New Zealand website and other communication mechanisms.

**

There has been a reduction in the number of attendees at recordkeeping training courses. The number of attendees is very dependent on demand from public offices.

Output: Anti-Money Laundering and Countering Financing of Terrorism

Performance Information

	Standard	2011/12	2012/13
Anti-Money Laundering and Countering Financing of Terrorism work programme actions for current year implemented including: informing sector reporting entities of their obligations developing business process and systems, including a technological solution for when the unit becomes operational	By June 2013	Achieved	Achieved

Output: Private Security Personnel and Private Investigators

Performance Information

	Standard	2011/12	2012/13
Investigation resolved within timeframes specified in Service Level Indicators	95%	New measure	77%*

*

The performance standard for resolving investigations within agreed timelines was based on estimates for the first year of operation of this function. In practice, investigations were more complicated and time consuming than expected. The Department and the Ministry of Justice have focused on the quality of the investigations, rather than the timeframes. Performance measures for this function have been revised accordingly for 2013/14.

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Multi-class Output Appropriation: Services Supporting the Executive

Output Appropriation: Coordination of Official Visits and Events

Under this appropriation we manage programmes for visiting Guests of Government, State and ministerial functions. We coordinate a range of services in support of ceremonial and commemorative events and facilitate the passage of New Zealand and foreign dignitaries and others authorised by the Crown into and out of New Zealand.

Revenue and output expenses ($000)

2011/12		2012/13
Actual[90]		Mains	Supps.	Actual
	Revenue Crown	4,212	5,262	5,263
	Revenue Third Parties	5	5	–
	Total Revenue	4,217	5,267	5,263
	Expenses	4,217	5,267	4,600
	Net Surplus/(Deficit)	–	–	663

The increase in the budget between the Main Estimates and the Supplementary Estimates of $1.050 million was due to funding for the visit by the Prince of Wales and Duchess of Cornwall in November 2012 as part of the Diamond Jubilee Celebrations (increase of $1.100 million). This was partially offset by an expense transfer from 2012/13 to 2013/14 due to a delay in the timing of the visit by the Earl and Countess of Wessex (decrease of $50,000).

Actual expenditure was 13 per cent lower than the Supplementary Estimates primarily due to lower than anticipated costs associated with the royal visits.

Output: Official Visits and Events Coordination

Performance Information

	Standard	2011/12	2012/13
Percentage of visits where the Sponsoring Ministers rate as satisfactory the arrangements for:
design and implementation of programmes for Guests of Government[91]	90%	Revised measure	100%
design and implementation of State and ministerial functions	90%	Revised measure	100%
coordination and management of official events	90%	Revised measure	100%

Activity Information

	Standard	2011/12	2012/13
Official visits – Heads of State and full Guests of Government	25–30 visits (average 1–2 days)	71	49
State and ministerial functions	4–8	5	3*
Commemorative and special events	10–15	14	15
Facilitations of parties through international airports (with an average of 1–4 people in each party)	500–600 facilitations	745	715

*

The Department’s Visits and Ceremonial Office has coordinated all State and ministerial functions requested in 2012/13.

Output Appropriation: Support Services to Members of the Executive

Under this appropriation 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 communications technology, and the provision and management of residential accommodation.

Revenue and output expenses ($000)

2011/12		2012/13
Actual[92]		Mains	Supps.	Actual
	Revenue Crown	24,785	24,906	24,905
	Revenue Third Parties	35	35	2
	Total Revenue	24,820	24,941	24,907
	Expenses	24,820	24,941	24,565
	Net Surplus/(Deficit)	–	–	342

The increase in the budget between the Main Estimates and the Supplementary Estimates of $121,000 was due to an expense transfer from 2011/12 to 2012/13 for an ongoing programme of initiatives to enable the Department to position for efficiency savings from 1 July 2012.

Output: Support Services to Members of the Executive

Performance Information

	Standard	2011/12	2012/13
Completion by ministerial office staff of ‘core role’ induction training within 2 months in their positions	At least 90%	100%	100%
Availability of information and communications technology systems, 24 hours a day, 7 days a week	No less than 99.5%	99.85%	99.73%
Minister Responsible for Ministerial Services’ satisfaction with the quality and level of support services provided to the Members of the Executive[93]	Assessed as ‘Satisfied’ or better	Good/Very Good	Very Good

Activity Information

	Standard	2011/12	2012/13
Average number of ministerial office personnel provided	150–170	154	152
Ministerial and other payments administered (Other Expense Appropriations (Non-departmental)):
Executive Council and Members of the Executive – Salaries and Allowances (PLA)	26–30 people	28	28
Former Governors-General – Annuities and Other Payments (PLA)	4–8 people	7	6
Former Prime Ministers – Annuities (PLA)	3–7 people	5	5
Former Prime Ministers – Domestic Travel	Multiple journeys for 12–15 people	Revised measure	12
Members of the Executive – Travel	Multiple journeys for 200–240 people	Revised measure	272

Output Appropriation: VIP Transport Services

Under this appropriation 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)

2011/12		2012/13
Actual[94]		Mains	Supps.	Actual
	Revenue Crown	–	–	–
	Revenue Third Parties	7,814	7,814	7,053
	Total Revenue	7,814	7,814	7,053
	Expenses	8,273	7,814	7,684
	Net Surplus/(Deficit)	(459)	–	(631)

The decrease in the budget between the Main Estimates and the Supplementary Estimates of $459,000 was due to a correction of the transition to the single Vote in 2012/13 and the application of efficiency savings.

Output: VIP Transport Services

Performance Information

	Standard	2011/12	2012/13
Fuel efficiency for chauffeur-driven vehicles (annual average)	No more than 10 litres per 100km	9.07 litres per 100km	8.62 litres per 100km
Chauffeur-driven services provided leading to no sustained complaints	At least 99.5% (of 22,000–24,000 jobs)	Revised measure	99.8% (15 errors out of 12,083 jobs)*

Activity Information

	Standard	2011/12	2012/13
Total vehicle fleet	72–77	75	71**

*

The number of jobs is entirely determined by the demand from users and the Department has experienced lower demand compared with previous years.

**

This is a measure of demand and is partly determined by the number of Ministers taking up their entitlement to a self-drive.

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Multi-class Output Appropriation: Support for Statutory and Other Bodies

Output Appropriation: Commissions of Inquiry and Similar Bodies

Under this appropriation we provide support to commissions of inquiry and similar bodies.

Revenue and output expenses ($000)

2011/12		2012/13
Actual[95]		Mains	Supps.	Actual
	Revenue Crown	4,698	5,520	5,520
	Revenue Third Parties	1,089	–	–
	Total Revenue	5,787	5,520	5,520
	Expenses	5,787	5,520	5,086
	Net Surplus/(Deficit)	–	–	434

The decrease in the budget between the Main Estimates and the Supplementary Estimates of $267,000 was due to a transfer of funding from 2012/13 to 2013/14 to other Vote Internal Affairs appropriations as a result of efficiency gains in 2012/13 (decrease of $1.500 million), a correction of the transition to the single Vote in 2012/13 and the application of efficiency savings (decrease of $832,000). This was partially offset by expense transfers from 2011/12 to 2012/13 for the Royal Commission of Inquiry into Building Failure caused by Canterbury Earthquakes (increase of $1.315 million), and the Royal Commission of Inquiry on the Pike River Coal Mine Tragedy (increase of $750,000).

Actual expenditure was eight per cent lower than the Supplementary Estimates primarily due to lower than anticipated costs associated with the Royal Commissions of Inquiry.

Output: Commissions of Inquiry and Similar Bodies

Performance Information

	Standard	2011/12	2012/13
Commissions’ satisfaction with the timeliness and quality of services received[96]	Assessed as ‘Good’ or better	Satisfied	Good

Activity Information

	Standard	2011/12	2012/13
Support services provided to the following commissions of inquiry and similar bodies: Christchurch Earthquake Commission of Inquiry Pike River Commission of Inquiry Confidential Listening and Assistance Service	–	–	–

Output Appropriation: Statutory and Advisory Body Support – National Archives

Under this appropriation we provide advisory and support services to statutory and advisory bodies with relation to Archives New Zealand to enable them to discharge their responsibilities.

Revenue and output expenses ($000)

2011/12		2012/13
Actual[97]		Mains	Supps.	Actual
	Revenue Crown	101	101	101
	Revenue Third Parties	–	–	–
	Total Revenue	101	101	101
	Expenses	101	101	70
	Net Surplus/(Deficit)	–	–	31

Actual expenditure was 31 per cent lower than the Supplementary Estimates primarily due to lower than anticipated personnel costs resulting from delays in filling vacancies.

Output: Statutory and Advisory Body Support

Performance Information

	Standard	2011/12	2012/13
Statutory body member satisfaction with the quality of support received[98]	Assessed as ‘Satisfied’ or better	Satisfied	Satisfied
Support services provided to the following statutory bodies advising the Minister – meetings supported Archives Council	4	New measure	4

Output Appropriation: Statutory and Advisory Body Support – National Library

Under this appropriation we provide services and advice to statutory and advisory bodies with relation to the National Library of New Zealand to enable them to discharge their responsibilities.

Revenue and output expenses ($000)

2011/12		2012/13
Actual[99]		Mains	Supps.	Actual
	Revenue Crown	93	93	93
	Revenue Third Parties	7	7	–
	Total Revenue	100	100	93
	Expenses	100	100	3
	Net Surplus/(Deficit)	–	–	90

Output: Statutory and Advisory Body Support

Performance Information

	Standard	2011/12	2012/13
Statutory body member satisfaction with the quality of support received[100]	Assessed as ‘Satisfied’ or better	Satisfied	Good

Activity Information

	Standard	2011/12	2012/13
Support services provided to the following statutory bodies – meetings supported:
Guardians Kaitiaki of the Alexander Turnbull Library	4	–	5
Library and Information Advisory Committee	4	–	5
Public Lending Right Advisory Group	1	–	1

Output Appropriation: Statutory Body Support – Gambling Commission

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

Revenue and output expenses ($000)

2011/12		2012/13
Actual[101]		Mains	Supps.	Actual
	Revenue Crown	675	–	–
	Revenue Third Parties	509	1,158	894
	Total Revenue	1,184	1,158	894
	Expenses	1,158	1,158	894
	Net Surplus/(Deficit)	26	–	–

Actual expenditure was 23 per cent lower than the Supplementary Estimates primarily due to a lower than anticipated number of appeals to Gambling Commission resulting in lower legal costs.

Output: Statutory Body Support

Performance Information

	Standard	2011/12	2012/13
Gambling Commission’s satisfaction with the support services provided[102]	Assessed as ‘4’ or better	4.8	4.6

Output Appropriation: Statutory Body Support – Local Government Commission

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

Revenue and output expenses ($000)

2011/12		2012/13
Actual[103]		Mains	Supps.	Actual
	Revenue Crown	780	1,604	1,604
	Revenue Third Parties	–	–	–
	Total Revenue	780	1,604	1,604
	Expenses	780	1,604	1,190
	Net Surplus/(Deficit)	–	–	414

The increase in the budget between the Main Estimates and the Supplementary Estimates of $824,000 was due to a transfer of funding from the Policy Advice MCOA for the expanded role of the Local Government Commission.

Actual expenditure was 26 per cent lower than the Supplementary Estimates primarily due to delays in projects relating to the enactment of the Local Government Act 2002 Amendment Act 2012. An in-principle expense transfer up to a maximum of $0.400 million to 2013/14 was approved.

Output: Statutory Body Support

Performance Information

	Standard	2011/12	2012/13
Local Government Commission decisions dispatched to parties within 10 days, or other agreed timing	100%	100%	100%
Local Government Commission’s satisfaction with the quality of advice and support services received[104]	Assessed as ‘3’ or above	5	4

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

Under this appropriation 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 grant funding bodies.

Revenue and output expenses ($000)

2011/12		2012/13
Actual[105]		Mains	Supps.	Actual
	Revenue Crown	300	324	324
	Revenue Third Parties	–	–	–
	Total Revenue	300	324	324
	Expenses	300	324	322
	Net Surplus/(Deficit)	–	–	2

The increase in the budget between the Main Estimates and the Supplementary Estimates of $24,000 was due to an expense transfer from 2011/12 to 2012/13 for an ongoing programme of initiatives to enable the Department to position for efficiency savings from 1 July 2012.

Output: Support Services for Grant Funding Bodies

Performance Information

	Standard	2011/12	2012/13
Online information on grant funding opportunities and applications processes current: currency – online information for all funds reviewed	At least once annually	Achieved	Achieved
Grant applications presented for decision within agreed timeframes	At least 95% (of 140–160)	100% (of 144)	100% (of 176)
Committee/Trust member satisfaction with operational support received[106]	Assessed by at least 90% as ‘4 ’or better	60%	91.6%*

Activity Information

	Standard	2011/12	2012/13
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: 12	10	11**

*

Satisfaction of Committee and Trust members was combined into a single measure from 2011/12. The large increase in member satisfaction from 2011/12 and 2012/13 may be attributed partly to a calculation error in the 2011/12 Annual Report, which reported on Trust member satisfaction only (60%). Trust and Committee member satisfaction has improved in 2012/13 with Trust member satisfaction at 74% (17 out of 23 members) and Committee member satisfaction at 95% (124 of 131 members).

**

The Peace and Disarmament Education Trust and Vietnam Veterans and Their Families Trust reduced the number of meetings required during the year. While the number of meetings has decreased, this has not impacted the services provided to the Trusts and their members, or affected the number of applications considered.

Output Appropriation: Support for Grant Funding Bodies – Internal Affairs

Under this appropriation 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)

2011/12		2012/13
Actual[107]		Mains	Supps.	Actual
	Revenue Crown	1,190	1,194	1,194
	Revenue Third Parties	9,627	9,667	8,241
	Total Revenue	10,817	10,861	9,435
	Expenses	10,817	10,861	9,265
	Net Surplus/(Deficit)	–	–	170

The increase in the budget between the Main Estimates and the Supplementary Estimates of $44,000 was due to the provision of services to the Lottery Grants Board (increase of $40,000) and an expense transfer from 2011/12 to 2012/13 for an ongoing programme of initiatives to enable the Department to position for efficiency savings from 1 July 2012 (increase of $4,000).

Actual expenditure was 15 per cent lower than the Supplementary Estimates primarily due to lower provision of services to the Lottery Grants Board.

Output: Support Services for Grant Funding Bodies

Performance Information

	Standard	2011/12	2012/13
Online information on grant funding opportunities and applications processes current: currency – online information for all funds reviewed	At least once annually	Achieved	Achieved
Grant applications received, assessed and:
presented for decision within agreed timeframes	At least 95% (of 5,700–6,200)	100% (of 4,365)	100% (of 4,520)
not presented for decision (ineligible or incomplete)	0–1,000	837	686
Committee/Trust member satisfaction with operational support received[108]	Assessed by at least 90% as 4 or better	88%	95%

Activity Information

	Standard	2011/12	2012/13
Support services provided to the following grant funding bodies – committee meetings organised: New Zealand Lottery Grants Board Distribution Committees of the New Zealand Lottery Grants Board New Zealand Winston Churchill Memorial Trust Christchurch Earthquake Appeal Trust (CEAT) Chinese Poll Tax Heritage Trust	Combined: 68–75	63 (excl CEAT)	62*

*

The Lottery Community Committees, as well as some specialist committees, have reduced the number of meetings they hold per year from three to two per committee per year. This reduction is due to policy changes to support the Lottery Grants Board’s positive cash-flow approach, and it takes into account the variable volumes of applications considered by the community committees at each meeting. While the number of meetings has decreased, this has not impacted on the services provided to committees or their members, and does not affect the number of applications to be considered.

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Comparison of output and revenue expenses 2011/12 to 2012/13

On 1 July 2012 the Department of Internal Affairs implemented Cabinet’s decision to establish a single Vote Internal Affairs. This merged the eight Votes previously administered by the Department into one Vote. The establishment of the single Vote was fiscally neutral and the proportion of resources available in each portfolio remained unchanged. Portfolio Ministers within the single Vote retain responsibility for spending, priorities and work programmes within their portfolios.

All previous appropriations and outputs were integrated into the single Vote structure. However, the revised appropriation structure means a direct comparison of output funding and revenue expenses between the 2011/12 and 2012/13 financial years is not possible.

The table below provides a summary of output and revenue expenses at a Departmental level:

Total Departmental revenue and output expenses ($000)

2011/12		2012/13
Actual		Mains	Supps.	Actual
214,143	Revenue Crown	193,387	213,128	213,125
161,855	Revenue Third Parties	158,042	163,442	157,948
375,998	Total Revenue	351,429	376,570	371,073
353,952	Expenses	357,808	387,798	367,930
22,046	Net Surplus/(Deficit)	(6,379)	(11,228)	3,143

The tables below summarise output and revenue expenses under the previous Vote structure, and indicate the new appropriations that they map to.

For further information on the relationship between the new and old Vote structures refer to the 2012 Budget publication: Māori, Other Populations and Cultural Sector – Information Supporting the Estimates of Appropriations 2012/13, available at www.treasury.govt.nz.

Vote Community and Voluntary Sector

2011/12 Appropriation and Funding		Appropriation funding transferred for 2012/13 to:
Multi-Class Output Appropriation: Policy Advice, Advisory and Support Services
Output Appropriation: Administration of Grants		Appropriation: Administration of Grants Output Appropriation: Administration of Grants
4,043	Revenue Crown
43	Revenue Third Parties
4,086	Total Revenue
4,090	Expenses
(4)	Net Surplus/(Deficit)
Output Appropriation: Community Advisory Services		MCOA: Community Information and Advisory Services Output Appropriation: Community Development and Engagement Advice
5,886	Revenue Crown
71	Revenue Third Parties
5,957	Total Revenue
5,581	Expenses
376	Net Surplus/(Deficit)
Output Appropriation: Policy Advice		MCOA: Policy Advice Output Appropriation: Policy Advice – Community and Voluntary Sector MCOA: Ministerial Support Services Output Appropriation: Policy Advice – Community and Voluntary Sector
1,878	Revenue Crown
28	Revenue Third Parties
1,906	Total Revenue
1,647	Expenses
259	Net Surplus/(Deficit)
Output Appropriation: Support Services for Grant Funding Bodies		MCOA: Support for Statutory and Other Bodies Output Appropriation: Support for Grant Funding Bodies – Community and Voluntary Sector
314	Revenue Crown
3	Revenue Third Parties
317	Total Revenue
250	Expenses
67	Net Surplus/(Deficit)

Vote Emergency Management

2011/12 Appropriation and Funding		Appropriation funding transferred for 2012/13 to:
Multi-Class Output Appropriation: Emergency Management Services
Output Appropriation: Management of National Emergency Readiness, Response and Recovery		MCOA: Emergency Management Services Output Appropriation: Management of National Emergency Readiness, Response and Recovery
5,285	Revenue Crown
42	Revenue Third Parties
5,327	Total Revenue
4,843	Expenses
484	Net Surplus/(Deficit)
Output Appropriation: Policy Advice – Emergency Management		MCOA: Policy Advice Output Appropriation: Policy Advice – Emergency Management MCOA: Ministerial Support Services Output Appropriation: Ministerial Support Services – Emergency Management
847	Revenue Crown
21	Revenue Third Parties
868	Total Revenue
1,105	Expenses
(237)	Net Surplus/(Deficit)
Output Appropriation: Support Services, Information and Education		MCOA: Community Information and Advisory Services Output Appropriation: Community Information – Civil Defence Emergency Management MCOA: Emergency Management Services Output Appropriation: Emergency Sector Support and Development
6,700	Revenue Crown
62	Revenue Third Parties
6,762	Total Revenue
6,171	Expenses
591	Net Surplus/(Deficit)

Vote Internal Affairs

2011/12 Appropriation and Funding		Appropriation funding transferred for 2012/13 to:
Output Appropriation: Anti-Money Laundering and Countering Financing of Terrorism		MCOA: Regulatory Services Output Appropriation: Regulatory Services
1,131	Revenue Crown
12	Revenue Third Parties
1,143	Total Revenue
1,035	Expenses
108	Net Surplus/(Deficit)
Output Appropriation: Contestable Services (RDA)		No change in appropriation
See main table above
Output Appropriation: Cross Government ICT Investment Proposals		MCOA: Information and Technology Services Output Appropriation: Cross Government ICT Investment Proposals
3,000	Revenue Crown
–	Revenue Third Parties
3,000	Total Revenue
2,926	Expenses
74	Net Surplus/(Deficit)
Output Appropriation: Government Technology Services		MCOA: Information and Technology Services Output Appropriation: Government Information and Technology Services
7,380	Revenue Crown
2,582	Revenue Third Parties
9,962	Total Revenue
9,919	Expenses
43	Net Surplus/(Deficit)
Output Appropriation: Identity Services		MCOA: Civic Information Services Output Appropriation: Managing and Accessing Identity Information
20,659	Revenue Crown
109,848	Revenue Third Parties
130,507	Total Revenue
116,320	Expenses
14,187	Net Surplus/(Deficit)
Output Appropriation: Machinery of Government Transition Costs		MCOA: Policy Advice and Support Services
–	Revenue Crown
–	Revenue Third Parties
–	Total Revenue
800	Expenses
(800)	Net Surplus/(Deficit)
Output Appropriation: Information and Advisory Services		MCOA: Support for Statutory and Other Bodies Output Appropriation: Commission of Inquiry and Similar Bodies MCOA: Civic Information Services Output Appropriation: Publishing Civic Information Output Appropriation: Managing and Accessing Identity Information
13,544	Revenue Crown
1,499	Revenue Third Parties
15,043	Total Revenue
13,048	Expenses
1,995	Net Surplus/(Deficit)
Output Appropriation: Policy Advice – Internal Affairs		MCOA: Policy Advice Output Appropriation: Policy Advice – Internal Affairs MCOA: Ministerial Support Services Output Appropriation: Ministerial Support Services – Internal Affairs Output Appropriation: Crown Entity Monitoring
3,389	Revenue Crown
55	Revenue Third Parties
3,444	Total Revenue
3,473	Expenses
(29)	Net Surplus/(Deficit)
Output Appropriation: Regulatory Services		MCOA: Support Statutory and Other Bodies Output Appropriation: Statutory Body Support – Gambling Commission MCOA: Regulatory Services Output Appropriation: Regulatory Services
4,216	Revenue Crown
20,664	Revenue Third Parties
24,860	Total Revenue
25,279	Expenses
(419)	Net Surplus/(Deficit)
Output Appropriation: Service Delivery Programme Development PLA
–	Revenue Crown
288	Revenue Third Parties
288	Total Revenue
288	Expenses
–	Net Surplus/(Deficit)
Output Appropriation: Services for Ethnic Affairs		MCOA: Policy Advice Output Appropriation: Policy Advice – Ethnic Affairs MCOA: Ministerial Support Services Output Appropriation: Ministerial Support Services – Ethnic Affairs MCOA: Community Information and Advisory Services Output Appropriation: Advisory and Information Services to Ethnic Communities
4,613	Revenue Crown
1,015	Revenue Third Parties
5,628	Total Revenue
5,497	Expenses
131	Net Surplus/(Deficit)
Output Appropriation: Support Services for Grant Funding Bodies		MCOA: Support for Statutory and Other Bodies Output Appropriation: Support for Grant Funding Bodies – Internal Affairs
1,232	Revenue Crown
7,961	Revenue Third Parties
9,193	Total Revenue
8,994	Expenses
199	Net Surplus/(Deficit)

Vote Local Government

2011/12 Appropriation and Funding		Appropriation funding transferred for 2012/13 to:
Multi-Class Output Appropriation: Services for Local Government
Output Appropriation: Information, Support and Regulatory Services – Local Government		MCOA: Support for Statutory Bodies Output Appropriation: Statutory Body Support – Local Government Commission Output Appropriation: Local Government Services
2,444	Revenue Crown
648	Revenue Third Parties
3,092	Total Revenue
3,751	Expenses
(659)	Net Surplus/(Deficit)
Output Appropriation: Policy Advice – Local Government		MCOA: Policy Advice Output Appropriation: Policy Advice – Local Government MCOA: Ministerial Support Services Output Appropriation: Ministerial Support Services – Local Government
4,325	Revenue Crown
63	Revenue Third Parties
4,388	Total Revenue
3,729	Expenses
659	Net Surplus/(Deficit)

Vote Ministerial Services

2011/12 Appropriation and Funding		Appropriation funding transferred for 2012/13 to:
Multi-Class Output Appropriation: Emergency Management Services
Output Appropriation: Official Visits and Events Coordination		MCOA: Services Supporting the Executive Output Appropriation: Coordination of Official Visits and Events
4,285	Revenue Crown
36	Revenue Third Parties
4,321	Total Revenue
4,343	Expenses
(22)	Net Surplus/(Deficit)
Output Appropriation: Support Services to Members of the Executive		MCOA: Ministerial Support Services Output Appropriation: Ministerial Support Services – Ministerial Services MCOA: Services Supporting the Executive Output Appropriation: Support Services to the Members of the Executive
26,473	Revenue Crown
411	Revenue Third Parties
26,884	Total Revenue
26,533	Expenses
351	Net Surplus/(Deficit)
Output Appropriation: VIP Transport Services		MCOA: Services Supporting the Executive Output Appropriation: VIP Transport Services
–	Revenue Crown
8,006	Revenue Third Parties
8,006	Total Revenue
7,936	Expenses
70	Net Surplus/(Deficit)

Vote National Archives

2011/12 Appropriation and Funding		Appropriation funding transferred for 2012/13 to:
Multi-Class Output Appropriation: Archives Management and Policy Advice
Output Appropriation: Archives Services		MCOA: Community Information and Advisory Services Output Appropriation: Community Archives Support MCOA: Civic Information Services Output Appropriation: Managing and Accessing Knowledge Information
20,271	Revenue Crown
510	Revenue Third Parties
20,781	Total Revenue
20,261	Expenses
520	Net Surplus/(Deficit)
Output Appropriation: Policy Advice		MCOA: Policy Advice Output Appropriation: Policy Advice – Internal Affairs MCOA: Ministerial Support Services Output Appropriation: Ministerial Support Services – Internal Affairs MCOA: Support for Statutory and Other Bodies Output Appropriation: Statutory and Advisory Body Support – National Archives
382	Revenue Crown
6	Revenue Third Parties
388	Total Revenue
323	Expenses
65	Net Surplus/(Deficit)
Output Appropriation: Regulation of Public Sector Recordkeeping		MCOA: Regulatory Services Output Appropriation: Regulatory Services
3,559	Revenue Crown
127	Revenue Third Parties
3.686	Total Revenue
3,743	Expenses
(57)	Net Surplus/(Deficit)

Vote National Library

2011/12 Appropriation and Funding		Appropriation funding transferred for 2012/13 to:
Multi-Class Output Appropriation: National Library Services
Output Appropriation: Access to Information		MCOA: Civic Information Services Output Appropriation: Managing and Accessing Knowledge Information
28,856	Revenue Crown
6,207	Revenue Third Parties
35,063	Total Revenue
33,246	Expenses
1,817	Net Surplus/(Deficit)
Output Appropriation: Collecting and Preserving Information		MCOA: Civic Information Services Output Appropriation: Managing and Accessing Knowledge Information
22,327	Revenue Crown
610	Revenue Third Parties
22,937	Total Revenue
21,716	Expenses
1,221	Net Surplus/(Deficit)
Output Appropriation: Library and Information Services to Schools		MCOA: Civic Information Services Output Appropriation: Managing and Accessing Knowledge Information
16,032	Revenue Crown
197	Revenue Third Parties
16,229	Total Revenue
15,395	Expenses
834	Net Surplus/(Deficit)
Output Appropriation: Policy Advice and Statutory Servicing		MCOA: Policy Advice Output Appropriation: Policy Advice – Internal Affairs MCOA: Ministerial Support Services Output Appropriation: Ministerial Support Services – Internal Affairs MCOA: Support for Statutory and Other Bodies Output Appropriation: Statutory and Advisory Body Support – National Library
870	Revenue Crown
10	Revenue Third Parties
880	Total Revenue
720	Expenses
160	Net Surplus/(Deficit)

Vote Racing

2011/12 Appropriation and Funding		Appropriation funding transferred for 2012/13 to:
Output Appropriation: Policy Advice – Racing		MCOA: Policy Advice Output Appropriation: Policy Advice – Racing MCOA: Ministerial Support Services Output Appropriation: Ministerial Support Services – Racing
202	Revenue Crown
2	Revenue Third Parties
204	Total Revenue
149	Expenses
55	Net Surplus/(Deficit)

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