Vote Internal Affairs - Standard Estimates Questionnaire 2015/16

Transcription

1 Vote Internal Affairs - Standard Estimates Questionnaire 2015/16 Outcomes desired from the Vote 1) Which agencies incur expenditure under this Vote, and who are the responsible Ministers? The Department of Internal Affairs (the Department) incurs expenditure under this Vote. The Minister of Internal Affairs is the responsible Minister for the Department. Results are reported in the Annual Report. Other Ministers responsible for the expenditure within portfolios across Vote Internal Affairs include: Minister Responsible for Ministerial Services; Minister for Ethnic Communities; Minister of Local Government; Minister for Racing; and Minister for the Community and Voluntary Sector. 2) What outcomes are sought from the Vote, and how do these agencies contribute to these outcomes? The Department s overarching outcome to support connected citizens, communities, and government will be achieved through three intermediate outcomes: strong and resilient communities; trusted information; and transformed service delivery. The Department will contribute to these outcomes through a wide-range of activities that seek to: connect, inform and resource communities; minimise community harm; support strong and transparent community governance and institutions; provide stewardship of New Zealanders and government information; ensure access to heritage information; develop integrated, citizen-centric services; and promote better, cheaper, and faster government services. 3) Where outcomes sought from the Vote are shared with another Vote or department, explain what outputs and resources will be targeted at them, and how results against these shared outcomes will be reported. The outcome transformed service delivery incorporates Better Public Service Result Area 9 and 10 goals, which seek to improve New Zealanders interaction with government. The Department is the lead for Result Area 10, and is responsible for ensuring that New Zealanders can complete their most common transactions with government easily in a digital environment. Outputs and resources are targeted from a variety of public sector agencies as set out in the Result 10 Blueprint. Results are reported to Cabinet and the public quarterly. Page 1 of 12

2 Expenditure under the Vote 4) Please provide a copy of the output agreement, and describe the main current or emerging factors (including social, environmental, or economic factors) that have affected the type and amount of the appropriations sought under the Vote in 2015/16. If applicable, please provide a copy of the department s 4-year budget plan and the associated organisational development plan (workforce strategy). The Department does not intend to produce an output agreement for 2015/16 because the information is already available in existing accountability documents, including the 2015/16 Estimates for Vote Internal Affairs which will be released on Budget day. Long-term factors influencing the way the Department and the public sector need to shape and deliver services to meet the peoples needs include: ongoing global economic uncertainty and public sector fiscal constraint, reducing resources available to customers and the Department; the Government s expectations for agencies to provide better public services for less, and to operate as a collective system; increasing diversity of New Zealand society, including changes to both the make-up of the population and where they are physically located increasing and changing public expectations for more tailored, accessible and coordinated services; balancing expectations for information assurance - security, accessibility, privacy and integrity; risks of further large-scale environmental hazards and the capability required to respond. The Department s Workforce Strategy was set out in the Department s Budget 2014 Fouryear Plan. 5) What are the significant capital expenditure and investment intentions, including information system investments, for 2015/16 and out-years, how will these be funded and how have they been affected by fiscal pressures? The Committee is referred to the Vote Internal Affairs 2015/16 Estimates where new capital expenditure and investment intentions are outlined. The Department has identified its capital intentions through the Four-year Plan process. Funding for future capital will be made via existing cash reserves, depreciation funding and capital injections may be sought for significant initiatives and/or capital investment that supports services that are cost-recovered. At this stage there has been no capital investment that has had to be deferred due to fiscal pressure. 6) What financial risks have been identified in relation to this Vote? How are the financial risks that have been identified being monitored and managed? The main risks arise from the Department s ability to secure ongoing external funding to progress its medium term intentions. This includes funding for the Department s all-ofgovernment leadership responsibilities and the ICT Development pipeline. The diversity of activities across the Department drives the cost base and achieving cost efficiency through standardisation of services, particularly support services, is not always possible. The Department s working capital balance requires management over the four-year horizon. Delays in recovery of Cloud Computing costs from other agencies and Passport pricing set at a below-cost level remains an ongoing issue. Page 2 of 12

3 Other cost pressures identified include: the ability to contain costs and maintain fees charged to third party users of services; remuneration and Consumer Price Index-related impacts on operating expenditure; costs of upgrading ICT systems to address the current fragmentation and duplication of systems, caused by inheriting a number of legacy systems that do not easily work with each other and previous deferred investment; and our leadership role to guide the design and implementation of cross-agency programmes of work to implement the Government ICT Strategy and Action Plan. The Department has an ongoing focus on baseline management and will identify ways to capitalise on our structure, explore ongoing and sustainable savings, and work more productively and cost effectively. The Department will also undertake reviews of fees charged to third party users of services with the aim of ensuring charges reflect the full recovery of costs as per Treasury guidelines. 7) What expectations have been signalled by the responsible Minister regarding efficiency savings to be achieved under this Vote in 2015/16? Where are those savings expected to be found? Please indicate how the funds saved are intended to be applied (returned to the Crown, or reinvested, and if so, in what). Like all Departments, the Minister expects the Department to live within its budget. The Department is introducing a new business efficiency approach across all aspects of the organisation to enable early identification of opportunities for efficiencies and savings across the next four years. Savings will be used to free-up resources for priorities and to offset cost pressures elsewhere in the business. 8) Please explain briefly the significant changes and reasons for them, affecting this Vote for 2015/16, including the following: new policies or outputs policies or outputs that have been discontinued from the previous year policies or outputs that have changed from the previous year (for example, reprioritised or refocused policies, increased or decreased outputs) any changes to types of appropriation, or increases or decreases of 10 percent or more (or $10 million or more, whichever is lesser), in the amount of appropriations; where appropriations have decreased, please explain the impact on the department administering the Vote and the agencies receiving or using the funding any funds carried forward or transferred from previous appropriations any changes to staffing levels in the 2015/16 financial year and out-years, including i. full-time-equivalent staff; ii. iii. total head-count; numbers and percentages of staff defined as front-line staff (whose roles require them to provide a service directly to the public for a significant rather than an occasional part of their duties), and backoffice staff. The Committee is referred to the Vote Internal Affairs 2015/16 Estimates where new policies or outputs and changes to policies or outputs affecting the Vote are outlined. Given fiscal pressures, the Department will continue to monitor FTE numbers through position management, close scrutiny of budgets and regular reporting. As part of managing ongoing cost pressures the Department will continue to review the need to fill vacancies when they arise. Page 3 of 12

4 The Department does not maintain a running total of the ratio of front-line and back-office staff because the unique aspects of the Department s functions, such as the provision of support services to Executive Government and All-of-Government ICT services, make this distinction less relevant. The Department has advised the State Services Commission of the unique aspects of its functions. There have been no changes to types of appropriations in the 2015/16 year. The significant increases or decreases in the amount of the appropriations and the impacts on the Department of Internal Affairs and/or the agencies receiving the funding are as outlined in the following table: Appropriation Reason/Impact Departmental Output Expenses Administration of Grants There is a decrease of $40,000 (1%) in 2015/16 compared to 2014/15. The decrease is mainly due to a reallocation of funding to reflect cost pressures, savings and reprioritisation across appropriations within Vote Internal Affairs as a result of the Four-year Plan and an expense transfer from 2013/14 to 2014/15 for Corporate Infrastructure projects. There is no impact on the Department as a result of the decrease in funding. Film Archive Services There is a decrease of $100,000 (100%) in 2015/16 compared to 2014/15. A forecasting change will be sought in a baseline update to reflect expected demand for services. There is no impact on the Department as a result of the decrease in funding. Departmental Capital Expenditure Capital Expenditure There is an increase of $ million (43%) in 2015/16 compared to 2014/15. The increase in 2015/16 is mainly due to the development of the new regional office for Archives New Zealand in Christchurch and the ongoing development of the RealMe System. Non-Departmental Other Expenses Public Inquiries There is a decrease of $502,000 (100%) in 2015/16 compared to 2014/15. The decrease is due to funding in 2014/15 for the second stage of the Government Inquiry into the Whey Protein Concentrate Contamination Incident and for the Inquiry into Allegations Regarding Judith Collins and a Former Director of the Serious Fraud Office. There is no impact on the Department or agencies as a result of the decrease in funding. Chatham Islands Wharves There is a decrease of $2.900 million (100%) in 2015/16 compared to 2014/15. The decrease is due to one-off funding in 2014/15 to provide for structural remedial work for the existing Waitangi Wharf in the Chatham Islands and development of specifications for the wharf redevelopment. There is no impact on the Department or agencies as a result of the decrease in funding. Te Oneroa a Tohe Beach Management Non-Departmental Capital Expenditure Capital Investments - Lake Taupo There is a decrease of $400,000 (100%) in 2015/16 compared to 2014/15. The decrease is due to an expense transfer from 2013/14 to 2014/15 for the development of the Te Hiku Beach Management Plan. There is no impact on the Department or agencies as a result of the decrease in funding. There is an increase of $3.469 million in 2015/16 compared to 2014/15. The increase, brought forward from outyears is due to a higher level of funding in 2015/16 for the upgrade of Crown-owned Lake Taupo boating facilities, in particular, the redevelopment of the Motuoapa Marina. Page 4 of 12

5 Appropriation Reason/Impact Multi-Category Expenses and Capital Expenditure Civic Information Services There is a decrease of $2.876 million (1%) in 2015/16 MCA compared to 2014/15. The decrease is mainly due to a decrease in funding for RealMe and the change in demand for services provided by the National Library. This is partially offset by funding for operating costs associated with the new Archives New Zealand Regional Office in Christchurch and the Television New Zealand Archive facility. There is no impact on Community Funding Schemes MCA Community Information and Advisory Services MCA Information and Technology Services MCA Ministerial Support Services MCA Policy Advice MCA Regulatory Services MCA the Department as a result of the decrease in funding. There is a decrease of $276,000 (1%) in 2015/16 compared to 2014/15. The decrease is due to an expense transfer from 2013/14 to 2014/15 to reflect the timing of implementation of the Community-led Development pilot in communities. This is partially offset by an expense transfer from 2014/15 to 2015/16 to reflect the timing of the Community-led Development Pilot in communities and to provide flexibility to ensure outcomes can be achieved in the communities participating in the Community-led Development pilot programme. There is no impact on the Department or agencies as a result of the decrease in funding. There is a decrease of $25,000 (0.2%) in 2015/16 compared to 2014/15. The decrease is mainly due to the Migrant levy funding review and an expense transfer from 2013/14 to 2014/15 for Corporate Infrastructure projects. This is partially offset by a reallocation of funding to reflect cost pressures, savings and reprioritisation across appropriations within Vote Internal Affairs as a result of the Four-year Plan. There is no impact on the Department as a result of the decrease in funding. There is a decrease of $9.401 million (25%) in 2015/16 compared to 2014/15. The decrease in 2015/16 is mainly due to a lower level of funding for the progression of ICT initiatives and expense transfers from 2013/14 to 2014/15 for Result 10: Virtual Citizen Account, ICT Functional Leadership, Child Support/Sole Parent project, the Government Information Services Online Programme, Infrastructure as a Service Transition, and the Software Acquisition Strategy. There is no impact on the Department as a result of the decrease in funding. There is a decrease of $22,000 (1%) in 2015/16 compared to 2014/15. The decrease is the result of an expense transfer from 2013/14 to 2014/15 for Corporate Infrastructure projects. There is no impact on the Department as a result of the decrease in funding. There is an increase of $531,000 (5%) in 2015/16 compared to 2014/15. The increase in this appropriation in 2015/16 is mainly due to a one-off transfer of funding to the Support for Statutory and Other Bodies MCA in 2014/15 for the Rules Reduction Taskforce. This was partially offset by expense transfers from 2013/14 to 2014/15 for the Review of the Fire Service Legislation and Funding, and for Corporate Infrastructure projects. There is a decrease of $640,000 (2%) in 2015/16 compared to 2014/15. The decrease is due to decreased expenditure associated with gaming activities. This is partially offset by funding for administration of the new credit repossession regime in 2015/16 and a reallocation of funding to reflect cost Page 5 of 12

6 Appropriation Services Supporting the Executive MCA Support for Statutory and Other Bodies MCA Reason/Impact pressures, savings and reprioritisation across appropriations within Vote Internal Affairs as a result of the Four-year Plan. There is no impact on the Department as a result of the decrease in funding. There is a decrease of $2.197 million (5%) in 2015/16 compared to 2014/15. The decrease in 2015/16 is mainly due to a transfer of funding from 2013/14 to 2014/15 to provide additional capacity at the national commemoration at the National War Memorial on ANZAC Day 2015 and one-off funding in 2014/15 for the visit of Prince Harry in May There is no impact on the Department as a result of the decrease in funding. There is a decrease of $2.626 million (15%) in 2015/16 compared to 2014/15. The decrease in 2015/16 mainly reflects the completion in 2014/15 of the Confidential Listening and Assistance Service, the Government Inquiry into the Whey Protein Concentrate Contamination Incident and the Inquiry into Allegations Regarding Judith Collins and a Former Director of the Serious Fraud Office. It also reflects a lower level of funding in 2015/16 for the Rules Reduction Taskforce. This is partially offset by funding to meet increased demand on the Local Government Commission. There is no impact on the Department as a result of the decrease in funding. The following funding has been carried forward or transferred from 2014/15 to 2015/16 by way of expense transfers: Name of transfer Reason $ million Departmental expense transfer Software Acquisition Strategy To enable the successful completion of the deliverables of the Software Acquisition Strategy Programme in 2015/16. Non-Departmental expense transfers Crown-owned Assets at Lake Taupo - Maintenance Costs Delays in the completion of the multi-year project to remedy deferred maintenance of Community Development Scheme Crown-owned Lake Taupo boating facilities. Timing of the implementation of the Community-led Development pilot in communities and to provide flexibility to ensure outcomes can be achieved in the communities participating in the Community-led Development pilot programme ) What staff groups have you identified as being critical to the delivery of essential core services under the Vote, and what risks are there to capability in these critical areas? Please provide data to indicate the size of the capability risk. The Department determines staff groups critical to the delivery of essential services based on its purchase agreement with the Government. For 2015/16, service levels for the wide range of the Department s services from producing passports, registering births, deaths and marriages through to administering local government regulations and its new GCIO function have not substantially changed. As a result, all staff at the Department have an important and specific role which contributes to delivering on these essential core services. The Department reviews its staffing requirements regularly, through its workforce strategy, to ensure that it is set up to deliver on those priorities now and in the future. Page 6 of 12

7 10) Is the department administering this Vote reviewing, or intending to review, any legislation for which it is responsible? What changes to legislation are proposed, and why? If legislation needs to be changed because of policy changes, please specify the policy areas and changes being considered. How would the proposed legislative change affect the appropriations within this Vote? What effect is it expected to have on any other Vote? The Department is reviewing or intending to review legislation in the Internal Affairs, Community and Voluntary Sector, and Local Government portfolios. These legislative reforms are not expected to significantly affect the appropriations within Vote Internal Affairs and are not expected to affect any other Votes. The significant legislative reforms are summarised below. Legislation Intended amendment Policy change area (where applicable) Gambling Act 2003 Gambling Amendment Bill (No 3) Passports Act 1992 Removing Barriers to Digital Interactions Legislation Omnibus Bill Births, Deaths, Marriages, and Relationships Registration Act 1995 Charities Act 2005 Fire Service Act 1975, Forest and Rural Fires Act 1977 A small number of improvements to the Act, focusing on Class 4 gambling. These include improvements to: transparency around grant-making; preventing conflicts of interest; and simplifying compliance costs in venue payments. Potentially amend the validity period of passports, ensure the Act keeps pace with the changing technological and security environment, and amend or remove outdated provisions and protect the integrity of the passport system Omnibus changes to legislation that impede putting government services online. For example, an existing clause may state a transaction must be completed in person, when it could be done more quickly and efficiently online. The legislative changes will be mainly minor, technical and non-controversial. Reviewing provisions regulating access to birth, death, marriage and civil union information. There may be changes to the Act to better support inter-agency information sharing. Technical amendments to the Act to improve or clarify processes including application withdrawals, appeals, qualifying as an officer of a charity, backdating registrations, and failure to file annual returns as grounds for deregistration. A comprehensive review of the fire services is underway, to identify options to improve governance, support and funding. It is highly likely that the options will include legislative change, however the nature of those changes is unknown at present. N/A N/A N/A N/A N/A N/A Page 7 of 12

8 Crown entities funded under the Vote 11) In relation to any Crown entities funded under the Vote: How are any significant changes in funding Crown entities contained in the Estimates expected to affect the services produced or provided by affected Crown entities? What changes, if any, have Crown entities made to the structure and scope of their output classes to ensure they are consistent with the relevant appropriations in this Vote? What changes, if any, have been made to Crown entities performance information presented in this Vote? Are there any particular performance risks or concerns for the 2014/15 year? How will the performance of the Crown entities be monitored to ensure the risks are well managed? The Department assists the Minister of Internal Affairs with respect to two Crown Entities: Office of Film and Literature Classification (the Classification Office) New Zealand Fire Service Commission The New Zealand Fire Service Commission is funded from third-party levies and not by the Crown. It is therefore not covered in these answers. There are no significant changes to the outputs produced by the Office of Film and Literature Classification (the Classification Office). No changes have been made to the structure and scope of the Crown entities under Vote Internal Affairs. While the long-term financial viability of the Office of Film and Literature Classification continues to be monitored, its ongoing improvement in financial performance has provided assurance that it will be able to operate effectively in the medium term. The performance of the Office of Film and Literature Classification is monitored through ongoing engagement with the Department during the Office s annual strategic planning phase. As part of its monitoring and reporting obligations to the responsible Minister, regular contact is maintained with the Classification Office to determine performance and report on progress throughout the year. The Department analyses the Classification Office s quarterly reports and advises its Minister on a range of matters in those reports, including financial performance, ownership issues, capability and risks. 12) What specific expectations have been signalled by the responsible Minister to each of the Crown entities funded under the Vote? If no expectations have been set, please explain why. Please describe in detail any specific human-resource, financial, or operational issues or risks that may arise in meeting these expectations. How will any issues and risks be managed? Specific expectations for the Office of Film and Literature Classification for 2015/16 (as set out in a Letter of Expectations) are to: manage financial performance to achieve as close to a break-even financial position as reasonably possible; complete current work that the Office has commissioned on classification fees; maintain strong levels of service performance in the face of significantly varying workload demands; and participate in work which may commence in 2015 to examine the regulation of content under the Films, Videos, and Publication Classifications Act 1993, in particular issues arising from technological convergence. Page 8 of 12

9 The Classification Office is not expected to have any issues with meeting the expectations outlined above, although it will need to take care to ensure that its financial performance remains in line with current expectations. The Department is currently investigating classification fee modernisation options. Any risks arising from the Classification Office are managed at the lowest level appropriate to the nature of the risk. Some of the options include informal approaches such as constructive relationships and free flow of information, and more formal written quarterly reports and structured quarterly relationship meetings. Capability of agencies to deliver outputs 13) What specific capability risks and challenges have been identified in the agencies delivering outputs under this Vote? What action is being taken to manage these challenges? Over 2015/16 the Department expects to manage the following capability risks and challenges: invest in exceptionally capable people who can lead change; create a common purpose and unifying culture within the organisation; enhance internal business systems; and deliver up-to-date business as usual services. The Department has in place a Workforce Strategy that was refreshed in 2013/14 to identify capability requirements. The Strategy sets out a planned approach to building and sustaining the workforce required to deliver on the Department s strategic direction. The Department continues to focus on four areas to deliver this strategy: developing leaders to meet the challenge of change; building a strong organisational culture; developing workforce capability to meet the needs of our changing business; and optimising workforce capacity to deliver results. The Department s finance transformation programme includes a Finance Management Capability Framework that is being implemented as a priority to improve the financial management capability within the Department. The Department also has a programme of work underway that will provide a solid platform of capability (both ICT and non-ict) so that any potential risks or challenges to the Department s ability to deliver services to New Zealanders are anticipated and mitigated. The Workforce Strategy will be refreshed again in 2015/16. 14) What are the particular challenges and priorities for the agencies funded by the Vote in responding to the Canterbury earthquakes? The Department has faced four challenges and priorities for funding in the Vote to respond to the Canterbury earthquake: Services in the Christchurch CBD Following the Canterbury earthquakes, the Department moved out of the Christchurch CBD to an office by the Christchurch International Airport and continued to provide a range of services. In early 2016, the Department will move back into the CBD in conjunction with a number of other agencies. This initiative will bring a number of government agencies close together including Statistics New Zealand, Human Rights Commission, Ministry of Pacific Island Affairs, NZ Transport Agency, Te Puni Kokiri, Ministry of Culture and Heritage and the Department of Prime Minister and Cabinet. Page 9 of 12

10 The co-location of a number of agencies will offer the opportunity to share resource, from ICT common capabilities to the use of motor vehicles and meeting rooms. This will likely result in a reduction of overall cost and encourage increased utilisation of those resources. Christchurch Archives The Crown-owned land and building occupied by Archives NZ in Christchurch suffered considerable damage during the 2011 earthquakes, leaving the facility unable to carry out its required operations and functions effectively. A business case has been developed to analyse options for replacing or remediating the Archives NZ Christchurch Regional Office. The business case identified a preferred option and a budget bid for funding was included in the Department of Internal Affairs four-year planning process for Budget In line with the Government s priority of supporting the rebuild of Canterbury funding has been set aside in Budget 2015 for the Archives Christchurch office relocation. Maintaining Service to Schools earthquake response Providing support to the Greater Christchurch Education Renewal Programme will continue to be a priority for Services to Schools. Advisory services are provided to support the development of modern library learning environments in new and reestablished schools. The Christchurch team is actively working with 11 schools and is supporting a further 9 schools as they commence their initial development plans. The programme of work currently in place includes advice and support for library facilities and services planning to ensure school libraries are well placed to support the literacy and learning programmes and reflect the school community s vision for the future. Maintaining Community Operations Community organisations face increased costs and challenges in coping with greater community needs at a time when ongoing demolition and infrastructure repair work makes service delivery more difficult. Locally there is an expectation in the Christchurch region that government partners actively support and lead both the physical and social recovery following the Canterbury earthquakes. Community Operations staff based in Christchurch have been working collaboratively with central and local government partners as well as with community organisations to ensure that the priority focus is on the community, that gaps in service delivery are identified and that support is joined-up across agencies. Regional departmental staff report that customers respond positively knowing that individual branches of government are working collaboratively. 15) Does the department administering the Vote intend to use external resources (such as external consultants, leased executives, advisers, or contractors) in providing its outputs in 2014/15? If so, please provide the following details regarding this expenditure: the total budget for 2014/15, compared with the overall departmental budget the purpose of any engagement, or combination of engagements, that constitutes $10 million or 10% of the output appropriation the reason that internal resources cannot be used. When deciding whether to use internal or external resources, the following factors are taken into consideration by the Department: whether the resource needed is ongoing or short-term; availability of in-house resources when compared to projected workloads and timeframes; level of technical expertise/skills required; management of risk; and cost/benefit. Page 10 of 12

11 Within Vote Internal Affairs, a number of areas have been identified where external resources will be required in 2015/16. Contractors and other external resources will be funded through either capital or operating budgets depending on the project or service being delivered: specialist contractors to provide project resource to assist with the review and upgrade of operational business systems and processes and the ongoing development of ICT services; specialist contractors to provide project resource for all of government focused ICT work; backfill for vacant positions or when additional resources are required; temporary staff to assist with fluctuations in demand; specialist knowledge and training, and where the required skills, expertise, or resources are not available internally. Detailed budgeting for 2015/16 is yet to be finalised. Full details of expenditure on consultants and contractors will be provided in the Department s 2015/16 Financial Review. 16) How have any mergers and machinery-of-government or other structural changes made in 2014/15 affected the Vote? Since the transfer of the Ministry of Civil Defence and Emergency Management (MCDEM) from the Department of Internal Affairs to the Department of the Prime Minister and Cabinet (DPMC) from 1 April 2014, no further mergers have been made. The transfer of responsibility for the Settling In programme from the Ministry of Social Development to the Department in April 2014 resulted in a 2014 Budget appropriation of $400,000 for the Community Information and Advisory Services Multi-Category Appropriation, and $520,000 Non-Departmental Other Expenses for providing grants to refugee and migrant community organisations to assist in reducing barriers to resettlement. This appropriation is expected to continue in subsequent budgets. 17) Are any of the entities funded under the Vote considering or developing any plans to: enter into any kind of shared services arrangements? form or enter into any type of joint venture or public-private partnership? access external equity? In each case, please provide details. National Library auditorium The Department is considering a partnership model for the redevelopment of the National Library auditorium in the Molesworth Street building. Better Access to Baby Information and Identity (BABII) project The BABII project is about making it easier to engage with government. The more joined-up approach will ensure better access to government-funded services and entitlements for new parents before and after the birth of a child. The project has been recognised as a priority and the Department is currently working to establish the appropriate funding model for the delivery of its phases. Each phase of delivery will require various levels of financial investment from all participating agencies (Department of Internal Affairs, Ministry of Health, Ministry of Social Development, and Inland Revenue). As an example of federated services, the project is dependent on participating agencies agreement. Page 11 of 12

12 Other information 18) Do you wish to bring to the attention of the committee any other matters relevant to your Vote that have not been described in the Estimates documents, in your Budget press statements, or in response to other questions in this questionnaire? There are no further matters relevant to Vote Internal Affairs that we wish to bring to the attention of the Committee. 19) Please provide an electronic copy and 25 paper copies of each output plan drawn up between you (or an agent) and a department and/or other party for the supply of outputs for the 2015/16 year related to this Vote. If output plans have not yet been finalised, and you do not wish to provide draft plans, please notify the timetable for finalisation, and provide an electronic copy and 25 paper copies of each output plan as it is completed. The Committee is referred to the response to Question 4. Page 12 of 12