BUDGET SENSITIVE
National Security Group [BUDGET SENSITIVE]
Business Plan 1 July 2021 to 30 June 2022
Our strategic context
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The Government’s priorities:
Our purpose:
Our outcomes:
Our values:
Keeping New Zealanders safe from COVID-19
Advancing an ambitious, resilient and wel -governed New Zealand
The Government is enabled to deliver its priorities
Accelerating the recovery
Aotearoa New Zealand’s institutions of executive Act
Laying the foundations for the future
government are trusted, effective and enhance our nation’s
reputation
Mahia i runga i te rangimārie me te ngākau māhaki
People living in Aotearoa New Zealand are, and feel,
resilient, safe and secure
With a calm mind and a respectful heart we wil always get the best
results.
Overview of our business unit
Our key functions
DPMC leads the coordination of advice on national security matters for the Prime Minister in her role as Minister for National Security and
• Delivery of the annual work programme agreed by the Cyber Security Coordination Committee
Intelligence. The National Security Group (NSG) leads, coordinates and supports New Zealand’s National Security System. Through
• Centre of Excellence for Preventing and Countering Violent Extremism established per Terms of Reference
governance structures such as ODESC, we strengthen the National Security System’s support for the Government’s priorities, develop
better risk and assessment-based situational understanding, and improve agencies’ coordination and collaboration to effectively deal with
• The Minister for National Security and Intelligence is satisfied with the policy advice service and with the
national security issues.
leadership, co-ordination and collaboration within the national security and intelligence system.
The Deputy Chief Executive (DCE), National Security Group (NSG) is supported by several Directorates:
• The Minister for the Digital Economy and Communications is satisfied with the policy advice service
National Assessments Bureau, National Security Systems, National Security Policy (incorporating the National Cyber Policy Office, the
• Policy quality average score rated 4 out of 5, and policy quality score distribution targets are met
Security and Intelligence Policy team, the Strategy unit and the Royal Commission Response team), Comms, National Risk and
• The Prime Minister is satisfied with the provision of intelligence assessments that support national security
Intelligence Coordination and National Security Workforce. The Secretariat for the RCOI Ministerial Advisory Group (Implementation
Information
Oversight Advisory Group or IOAG) reports to the Director, National Security Policy, sitting outside the National Security Policy
priorities.
Directorate.
• Average score of a sample of intelligence assessments reviewed by an external reviewer.
In addition, there are currently a range of specialist coordinator roles: Counter Terrorism, Foreign Interference and Cyber Coordinator and
Prime Minister’s special representative for Cyber and Digital.
Collectively the NSG seeks to guide the national security and intelligence sector in strengthening national resilience, developing
situational understanding, and improving coordination and collaboration on national y significant issues and challenges through sector
wide reforms and approach. To achieve this the NSG:
•supports our government by providing policy advice to the Prime Minister/Minister for National Security and Intelligence and other
ministers that have national security responsibilities.
•delivers ’all source’ assessments and finished intel igence products on events and developments affecting New Zealand’s security
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interest in order to better support key policy and decision makers across the sector and into the wider national machinery of government.
•delivers a high performing national security architecture, promoting col aboration in pursuit of national security imperatives, and
coordinates the system response to planned events or developing emergencies of national security significance
•provides coordinated communications on national security.
the
NSG administers two pieces of legislation: the Intelligence and Security Act 2017 and the International Terrorism (Emergency Powers)
Act 1987. Under the Intelligence and Security Act, the Chief Executive of DPMC is responsible for providing intelligence assessments on
events and developments of significance to New Zealand’s national security, international relations and well-being, and economic wel -
being; advising Ministers on the setting of priorities for intel igence collection and analysis, and advising departments on best practice in
relation to the assessment of intelligence. These functions are carried out by NSG.
DPMC received $2 mil ion per annum in Budget 2019 for cross-agency projects to support implementation of the Cyber Security Strategy.
Implementation of the Cyber Security Strategy is governed by the Cyber Security Strategy Coordination Committee, chaired by DCE NSG
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DPMC and NEMA Business Plan 2021/22 Relevant External Objectives
Link to purpose (primary selected)
Strategic objectives
Key milestones
By
What success wil look like
Ambitious
Resilient
Well-
governed
Lead the whole-of-government response to the
1. Plan for the next major phase of Ministerial community engagement Q1
Long term engagement plan approved
Royal Commission of Inquiry into the Attack on
after mid-year and deliver a longer-term engagement plan.
Successful hui (solicited feedback)
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Christchurch Mosques (RCOI)
2. Establish the Implementation Oversight Advisory Group
Q1
IOAG operational
(recommendation 44 of the report) and a secretariat to support the
work of the Group.
3. Lead a legislative change process to amend the Intel igence and
Q1
Legislation to be introduced on 24 May and enacted by 1
Act
Security Act 2017 to bring forward the statutory review of the Act
July 2021
and agencies, in response to a number of the RCOI
recommendations.
4. Establish a National Centre of Excellence for Preventing and
Q2
Centre of Excellence operational
Countering Violent Extremism.
5. Recruitment of new staff to support all of government coordination
Q2
and policy work (including for report recommendations owned by
RCOI response is supported by sufficient staff
DPMC) for RCOI response.
Review complete feeding into machinery of government
6. Lead a review of the overarching strategic policy settings that
Q3
work
underpin NZ’s approach to national security, providing analysis to
support machinery of government and accountability changes –
addressing recs # 2 and 3 of the RCOI report.
7. Sustainable funding pathway for DPMC’s Royal Commission work
Q4
Sufficient funding agreed for future RCOI work.
agreed with Ministers.
Information
8. Drive the 19-agency Response Steering Group efforts to progress
Q4
Workplans for 44 recommendations in place and work
work across the 44 recommendations as well as work on initiatives
underway
designed in response to community feedback.
9. Support the Ministry of Justice in establishing the periodic review of
the Intelligence and Security Act 2017.
Q4
PM agrees ToR for review and appoints reviewers
10. Progress work on recommendations owned by DPMC and contribute
to recommendations led by other agencies that relate to national
Q4
security.
Advice provided to Ministers as and when required
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Our strategic objectives and deliverables
Strategic objectives
Key milestones
By
What wil success look like?
Link to purpose (primary selected)
Ambitious
Resilient
Well-
governed
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Ensure the delivery of high-quality assessments in a
Develop, alongside other agencies represented on the National Assessments
Q1 Cross-agency
Assessment products meet stakeholder needs, and are delivered
timely manner to customers; lift the quality of
Committee, a set of cross-agency analytic standards; training and development
Analytic Standards
in a timely manner
assessment work across government
aligned to those standards; and external review against those standards.
agreed;
NAB maintains a high benchmark for its assessments (as reported
Q2 Cross-agency
in the DPMC annual report). Act
training and
s6(a)
development plan
NAB, through the National Assessments Committee, leads best
developed
practice in relation to the assessment of intelligence.
s6(a)
Development of a National Security Strategy
s9(2)(f)(iv)
Information
Sustainable funding pathway for DPMC’s Royal
s9(2)(f)(iv)
Commission work agreed with Ministers.
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the
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s9(2)(f)(iv), s9(2)(g)(i)
Our people
Organisational health and capability: Progressing an ambitious, resilient and well-governed DPMC and NEMA
During 2021/22 we wil continue to focus on our shared values with a strong sense of community, belonging and staff wellbeing.
From when our staff start, we need to support them to feel welcome and understand what is expected. The health, safety and wellbeing
of our people is also a key part of our positive workplace. We wil focus on reducing our gender and ethnic pay gap and increase our
focus on diversity and inclusion
s6(a)
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NSG has had a challenging year (2020/2021). Along with dealing with COVID-19 and several national security activations in 2020/21
Act
NSG was impacted heavily by the Royal Commission of Inquiry into the Christchurch mosque attacks from its preparation, release and
work that has flowed from the report. This has placed a lot of pressure on key staff and as a result we wil need to focus on staff morale,
wellness/wellbeing during 2021/2022 safeguarding against burnout and other stress or mental health-related issues.
Two key factors impact on the productivity of NSG. Firstly, the time it takes to have people cleared s6(a)
and secondly, it takes time in role for new staff, particularly within NAB, to become ful y productive. These two factors wil need to
be managed closely during the year so that we are able to continue to deliver on the requirements of the Prime Minister, ministers and
other key stakeholders.
NSG staff provide a wide range of products, guidance and support to the national security system. This requires a diversity of skil s and
capabilities within the NSG workforce. Examples of the specialised skil s needed are: horizon scanning, assessment, policy, legislation
and legal (across security & intelligence and cyber), strategy development, standing up the system/providing an operational response,
coordination, comms, research, stakeholder and community engagement, plus a range of different support functions.
s6(a)
Information
Workforce goal
How we wil achieve this
Milestones/ Decision Dates
Diversity of staffing
Through adjusted recruitment processes
Q2 Adjusted processes
Retention of key staff
Improved support for staff (including training)
Q1 Training and support
processes developed Official
Improve morale of staff
Increased number of group meetings/socials
Q1 Agreed programme of
As we are split over three sites this helps bring people
meetings/socials
together)
the
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From – where we are now
To – where we need to be by 30 June
PROPOSED changes to appropriations or funding within
categories including likely carry-forwards and likely future
2021/22
2022/23
WORKFORCE 1 JULY 2021
PEOPLE
FTE
WORKFORCE 30 June 2022
PEOPLE
FTE
funding bids
$000
$000
Permanent
84
Permanent
104
Appropriation [insert name] and Category if relevant
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Fixed-term
7
Fixed-term
7
Purpose
Secondees (to other agencies)
Secondees (to other agencies)
Timing
Secondees (from other agencies)
11
Secondees (from other agencies)
11
Fiscally-neutral transfer from where and which year?
Agency temps
Agency temps
New funding from where?
Contractors
Contractors
Capex or Opex? (different appropriations apply)
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Consultancy staff
Consultancy staff
Purpose
Total
102
Total
122
Timing
Fiscally-neutral transfer from where and which year?
WHAT CENTRAL RESOURCES WILL YOU NEED OR GIVE-UP
New funding from where?
RESOURCE
DESCRIPTION/ QUANTITY/ CHANGE
TIMING
Capex or Opex? (different appropriations apply)
IT equipment
20% increase
Jul/Aug 2021
Web and publishing services
CAPITAL financial resources approved to deliver our core
2021/22
2022/23
business and strategic priorities
$000
$000
IT licenses
Approved
software/ applications
Description
office space
20% increase
Jul/Aug 2021
Description
furniture
20% increase
Jul/Aug 2021
Description
recruitment
Approx 20 staff plus expected turnover
Jul/Aug 2021
Information
PROPOSED CAPITAL financial
Strategic
2021/22
2022/23
Opex
Risks and
on-boarding or off-boarding support
20% increase
Jul/Aug 2021
resources wish to bid for
alignment
$000
$000 provision*
benefits
communications
Description
training and development
Description
other (please describe)
Description
* Al capital projects have an operational cost associated. Indicate if you have estimated the value and if it is able to be accommodated
within your existing budget, otherwise complete the PROPOSED unapproved changes table for additional operational funding.
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Our internal business priorities
Link to purpose (primary selected)
Priority
Key actions
By
What success wil look like
Ambitious
Resilient
Well-
the
governed
Q1 Training available and supported
Embedding of te reo and tikanga across the group
Q2 25% of staff can introduce themselves in te reo
Improve our te ao Māori capability
Support of DPMC Māori Language Plan
Q3 30% of staff have undertaken some form of training in More staff confident in basic te reo in an
Support to individual staff wanting to undertake professional
te reo or tikanga
everyday setting (greetings)
development in te reo and tikanga
Q4 35% of staff can introduce themselves in te reo
under
Q1 Review recruitment processes (including advertising)
Papa Pounamu Diversity and Inclusion Plan activated
Q2
Improve our cultural competence
Tupu Tai Pasifika internships offered
Our workforce better reflects the diversity
Q3 Al People Leaders participate in inclusive leadership
Ministry of Ethnic Communities’ graduate programme places offered
of Aotearoa New Zealand
training
Q4
Involvement in Policy quality review
Q2 Training programme developed
Deliver high quality cross-agency policy papers on core cyber security Q4 Recommendations of the policy quality review
We have moved closer towards becoming
Improve the quality of our policy advice
issues (including digital resilience, ransomware, framework for use of
implemented and acted on
an exemplar of high quality policy advice
cyber tools)
Q4 Policy papers reviewed to assess quality
within DPMC
Training programme developed
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