GEA-NZ v3.1 Business Reference Model and Taxonomy

Government Enterprise

Architecture

GEA-NZ v3.1 Business

Reference Model and Taxonomy

Approved 30 July 2015

GEA-NZ v3.1 Business Reference Model and Taxonomy of 80

Crown copyright ©. This copyright work is licensed under the Creative Commons Attribution 3.0 New Zealand licence. In essence, you are free to copy, distribute and adapt the work, as long as you attribute the work to the Department of Internal Affairs and abide by the other licence terms. To view a copy of this licence, visit http://creativecommons.org/licenses/by/3.0/nz/. Please note that neither the Department of Internal Affairs

emblem nor the New Zealand Government logo may be used in any way which infringes any provision of the Flags, Emblems, and Names Protection Act 1981 or would infringe such provision if the relevant use occurred within New Zealand. Attribution to the Department of Internal Affairs should be in written form and not by reproduction of the Department of Internal Affairs emblem or New Zealand Government logo.

Published by the Department of Internal Affairs www.ict.govt.nz

http://creativecommons.org/licenses/by/3.0/nz/

http://www.legislation.govt.nz/act/public/1981/0047/latest/whole.html#dlm52216

http://www.ict.govt.nz/

http://creativecommons.org/licenses/by/3.0/n


Document

Purpose The Government Enterprise Architecture for New Zealand (GEA-NZ) Reference Models outline the following artefacts for each dimension of the architecture:

- Reference taxonomy

- Structure and description

- Context within the GEA-NZ v3.1

- Description of artefacts and relationships with other artefacts across all dimensions

The objective of a Reference Model is to provide widely accepted core taxonomy, and an appropriate visual representation of that taxonomy. A Reference Taxonomy defines the terminology, and provides a useful, coherent, consistent, and structured description of the components of an Enterprise Architecture. The need for reference architectures and associated taxonomies as part of a Government Enterprise Architecture is described in the GEA-NZ v3.1 Context Document.

There are eight architecturally significant dimensions within the Government Enterprise Architecture for New Zealand v3.1 framework (GEA-NZ v3.1). Each of these dimensions has a Reference Model which includes relevant reference artefacts and relationships. Where appropriate the Reference Model has an associated Reference Taxonomy.

GEA-NZ v3.1 uses reference taxonomies to provide categorisation terms to describe the architecture of capabilities for use across All of Government (AoG), sectors, clusters, and agencies. Reference taxonomies reduce complexity by abstracting, organising and simplifying complex information sets.

The overall consistency and cohesiveness of cross government services, shared services and common capabilities, can be improved when government entities apply common reference taxonomies to deliver consistent and aligned views of commonly required operational and technological services.

The usage of the GEA-NZ reference taxonomy, at government, agency and sector level, will help drive ICT efficiencies and Transformation programmes through identification of opportunities for development or and reuse of common solutions. This will enable the implementation of the Government ICT Strategy and Action Plan to 2017 and Better Public Services: Results for New Zealanders.

Use of the GEA-NZ v3.1 reference model will:

- Provide common language to promote service, information, system and technology interoperability

- Promote the identification and demand aggregation of sharable and common capabilities to improve the efficacy, utility and cost effectiveness of ICT across government

- Foster traceability of features to meet requirements

- Support the re-use of solutions and services

- Support the development and delivery of coherent AoG Common Capabilities portfolio

- Support the AoG Data Governance initiatives


Scope This document provides a description of the GEA-NZ v3.1 Business Reference Model and Taxonomy. It provides the basis for developing specific business reference architectures and patterns. These reference architectures and patterns can be more readily used across government where the terms from the reference taxonomy are used consistently.

This document does not include the description of the business reference architecture or the use of software tools to construct and manage GEA-NZ v3.1 models.

References to related documents are contained within the context of the document.

Audience The intended audience of this document is (but not limited to):

- Agencies’ Enterprise, Business and Solution Architects

- Business Service Management Providers

- Business partners involved in development and delivery of business and technology solutions

- Business and IT Managers

- Business Subject Matter Experts

- Security Specialists for Certification & Accreditation activities (C&A)

Authors Regine Deleu – All-of-Government Enterprise Architect

Jim Clendon – Senior Enterprise Architecture Modeller

Approval This document has been created following engagement with the Chief Architect Forum (CAF) and the Government Enterprise Architecture Group (GEAG). The content will be subject to three month review and improvement. The Government Enterprise Architect team will manage revisions and will indicate priorities for this work. Approval for changes will be sought through the GEAG.


Version Control

Version Date Comment Modified by Approved by

Next Review Date

v3.0 November 2014 Initial version Regine Deleu GEAG March 2015

v3.1 July 2015 Major Changes1

: Regine Deleu

Jim Clendon GEAG April – June 2016

- B1 New Zealand Society

- Added B1.04.07 Economic Development

- Moved B1.15.01 Corrective Services from B1.15 Security to B1.08 Justice and renamed B1.08.15 Corrections.

- Moved B5.02.10.03 External Security from B5.02.10 Government Security to B1.15.01 External Security.

- B1.08.15 Corrections added categories; Custodial Services, Reintegration and Rehabilitation, Offender Case Management, NZ Parole Board, Victim Notification Management, Community Probation Services, Electronic Monitoring Bail, Offender Psychological Services.

- Added a reference link to Statistical Standards and Classification into the B1.16.03 Statistical Standards.

- B4 Civic Infrastructure

- B4.05.01 Public Housing added categories; Public Housing Provision, Public Housing Policy, Other Public Housing.

- B5 Government Administration

- Removed the prefix “Government” from the areas and categories where the function is generic as opposed to government specific.

- B5.02 Business Management

o B5.02.01 Business Change Management. Moved Project Management and Requirements Management from ICT Management to here. Added; Benefit Management, Change Readiness Assessment, Change Communication, Change Sponsorship, Change Coaching, Change Training, Change Resistance Management, and Continual Improvement Process.

o Moved B5.02.10.03 External Security to B5.02.10 Government Security as B5.15.01

o B5.02.11 lower level categories replaced “PMAF” with Privacy.

o Added B5.02.12 Business Rules Approach and B5.02.13 Governance

- Added B5.04.15 Financial Risk Management

- Added B5.05.09 Health and Safety Management

- Moved Project Management and Requirements Management from ICT Management to Business Change Management

- B5.07.01 Content and Records Management added; Records Creation and Maintenance, Records Organisation, Records Metadata, Records Access, Records Appraisal and Disposal, Records Integrity, Records Roles, Responsibilities, Processes, and Policies, Records Storage.

- Moved B5.08.04 Functional Leadership to B5.09 Machinery of Government

- B5.09 Machinery of Government added B5.09.15 Government Strategy, Planning and Budgeting, and sub-categories

- Changed name from B5.09.04 Government Policy Development to Government Policy Making and added B5.09.04.05 Planning for Policy Implementation and B5.09.04.06 Consulting on Policy

- Added B5.09.16 Structuring Government with the following sub-categories: Appointing to Senior or Statutory Positions, Establishing Judiciary, Establishing Representative Bodies, Establishing the Head of State, External Setting of Remuneration, Forming the Government, Nationalising, Privatising, and Restructuring Government Sector.

- Added B5.10 Communications and sub-categories

- Removed the Appendix – GEA-NZ v3.0 Business Reference Taxonomy in Context with Other Artefacts. The relationships between the GEA-NZ Reference Models and the other artefacts have been implemented into a GEA-NZ Reference Models / Artefacts matrix.

1 A detailed ‘What’s Changed - GEA-NZ v3.0 vs v3.1” overview can be requested.


v3.2 April - June 2016 Proposed changes for v3.2

- The following agency/sector parts of the Business Reference Taxonomy are to be reviewed with the relevant agency/sector:

- B1.08 Justice – Justice Sector.

- B1.09 Maori Affairs - Te Puni Kokiri.

- B1.10.03 Public Affairs. Resolve possible overlaps with B5 Government Administration.

- B1.12 Open Government. Resolve possible overlaps with B5 Government Administration.

- B1.15.03 Law Enforcement – Police.

- B2.05 Education and Training – Education Sector.

- B2.08 Health Care – Health Sector.

- B4.01 Civic Management – currently without Categories.

- B4.08 Regional Development – currently without categories.

- B5.09 Machinery of Government to be reviewed.

Acknowledgements This version of the GEA-NZ Business Reference Model and Taxonomy was developed by the Government Enterprise Architecture team, part of System Transformation Team, Department of Internal Affairs, New Zealand. It was peer-reviewed and approved by GEAG members.

Additionally, feedback received from a number of experts from various agencies was greatly appreciated.


Table of Contents

Document ..................................................................................................................................... 3

Purpose ............................................................................................................................................ 3

Scope ................................................................................................................................................ 4

Audience .......................................................................................................................................... 4

Authors ............................................................................................................................................ 4

Approval ........................................................................................................................................... 4

Version Control ................................................................................................................................ 5

Acknowledgements ......................................................................................................................... 6

Table of Contents ............................................................................................................................. 7

Executive Summary ....................................................................................................................... 8

Business Reference Model and Taxonomy ..................................................................................... 9

Introduction ..................................................................................................................................... 9

Principles ........................................................................................................................................ 10

Context within GEA-NZ v3.1 .......................................................................................................... 11

Benefits .......................................................................................................................................... 11

Development ................................................................................................................................. 13

Background .......................................................................................................................... 13

Approach ............................................................................................................................. 13

Tools .................................................................................................................................... 13

Business Reference Model .......................................................................................................... 14

Structure ........................................................................................................................................ 14

Business Domains .......................................................................................................................... 15

New Zealand Society ........................................................................................................... 17

Individuals and Communities .............................................................................................. 32

Businesses ............................................................................................................................ 41

Civic Infrastructure .............................................................................................................. 47

Government Administration................................................................................................ 52


Executive Summary The Government Enterprise Architecture for New Zealand (GEA-NZ) Reference Models outline the following artefacts for each dimension of the architecture framework: :

- Reference taxonomy

- Structure and description

- Context within the GEA-NZ v3.1

- Description of artefacts and relationships with other artefacts across all dimensions

The objective of a Reference Model is to provide widely accepted core taxonomy, and an appropriate visual representation of that taxonomy. A Reference Taxonomy defines the terminology, and provides a useful, coherent, consistent, and structured description of the components of an Enterprise Architecture.

The GEA-NZ Business Reference Model describes the “What we do” of the government through the definition of outcome-oriented and measurable capabilities

The GEA-NZ Business Reference Taxonomy consistently categorises and describes the New Zealand Government using common business domains instead of a siloed, agency-by-agency view. It is used for identifying opportunities for cost reduction; collaboration, shared services, and solution reuse in agency IT portfolios within and across agencies to support citizen centric service transformation, efficiently, and effectively.

The usage of the GEA-NZ reference taxonomy, at government, agency and sector level, will help drive ICT efficiencies through identification of opportunities for development or and reuse of common solutions. This will enable the implementation of the Government ICT Strategy and Action Plan to 2017 and Better Public Services: Results for New Zealanders.

Use of the GEA-NZ v3.1 reference model will:

- Provide common language to promote service, information, system, and technology, interoperability

- Promote the identification and demand aggregation of sharable and common capabilities to improve the efficacy, utility and cost effectiveness of ICT across government

- Foster traceability of features to meet requirements

- Support the re-use of solutions and services


Business Reference Model and Taxonomy

Introduction A GEA-NZ Business Reference Model is a generic representation of the business processes, products and services that deliver the outputs of the organisation. In GEA-NZ v3.1, the Business reference model emphasises aspects of customer centricity and channel shift that are objectives of the ICT Strategy and Action Plan.

At an All-of-Government level, the GEA-NZ Business reference model describes the customers and the different channels they use to interact with the government, the common products and services provided to the citizens, and the different roles, skills and processes needed to support all of the above. By describing the common business capabilities the GEA-NZ promotes cross-government collaboration and enables business and IT leaders to discover opportunities for cost savings and new business capabilities that help to achieve strategic objectives.

At an agency level, the GEA-NZ Business reference model describes the agency’s customer personas and customer experiences, how the customer interacts with the agency, and what products and services the agency provides to their customers.

The GEA-NZ Business Reference Model includes a Business Reference Taxonomy that is used to classify products and services, and the business functions that are supported by the business processes. It is used for identifying opportunities for cost reduction, collaboration, shared services, and solution reuse in agency IT portfolios within and across agencies to support citizen centric service transformation, efficiency, and effectiveness gains.


The GEA-NZ Business Reference Taxonomy is an integral part of the Government Enterprise Architecture for New Zealand v3.1 (GEA-NZ v3.1).

Principles The value of reference models comes from applying them as part of business as usual activities across agencies in a consistent manner. They are used to provide a consistent view across a complex system of business services and supporting ICT so that the delivery of government services can become customer centric, and that investments can be made that benefits the system as a whole, not just specific agencies in accordance with the guiding principles of the Government ICT Strategy and Action Plan to 2017:

- Centrally led, collaboratively delivered The Strategy and Action Plan will be led by the GCIO and delivered in collaboration with agency chief executives.

- Customer centricity Customer insights must inform service design and delivery. Customers should be shielded from the internal complexities of Government.

- Trust and Confidence Build public trust and confidence in government’s ability to maintain the privacy and security of information. This underpins our ability to use digital channels.

- Simplify by design Remove complexity, fragmentation and duplication, and reengineer business processes end–to-end.

- Share by default Capabilities must be shared by default rather than by exception.


Context within GEA-NZ v3.1 The GEA-NZ Business Reference Taxonomy is a core part of the GEA-NZ Business Reference Model within the GEA-NZ v3.1 framework. The GEA-NZ Business Reference Model describes the “What we do” of the government through the definition of outcome-oriented and measurable capabilities.

The following table shows the GEA-NZ Business Reference Model in context with the other GEA-NZ reference models.

Bu

sin

ess

describes the business services, processes, and capabilities to support the strategic goals and objectives

Strategy, Investment, and Policy

sets out the business capabilities required to support effective business performance management

Performance and Governance

sets the business requirements for data and information, and identifies redundancy, duplication and gaps

Data and Information

sets the business requirements for application and ICT services, and identify redundancies and opportunities for reuse and sharing

Application and ICT Services

sets the business requirements for infrastructure, and identify redundancies and opportunities for reuse and sharing

Infrastructure

identifies the business elements that require security and privacy protection, and the business requirements for identity and access management

Security and Privacy

Sets the business requirements that drive development and scope of corresponding standards

Standards

In the Appendix you can find tables showing the GEA-NZ Business Reference Taxonomy in context with other artefacts.

Benefits The GEA-NZ Business Reference Model will provide the following benefits to agencies, sectors and their business partners involved in the delivery of public services and joint capabilities:

- Drives consolidation of business services at the business layer to ease access to more, better, personalised and integrated services.

- Identification of opportunities for sharing, re-use and consolidation of services to improve efficiencies and effectiveness of current capabilities. To guide change towards shared common services.

- For agencies’ Four Year Plan to help show what they will achieve and how it will be achieved aligning to Better Public Services and all-of-government shared services.

- An engagement framework that translates a high-level logical view for capability definition and delivery. From a practical perspective, to provide a tool kit for Enterprise Architects to use in their daily work.

This will ultimately result in increased collaboration between agencies, reduced risks, reduced number of incompatible systems across and within agencies, and it contributes to government-wide interoperability commitments in an affordable manner.


In real terms, this will allow the Government to realise savings in two key areas:

Financial Management

Aligning the GEA-NZ Business Reference Model within the broader architectural framework enables explicit links to be established from the performance layer through to the data and technology layers.

This will facilitate continuous, robust analysis of the relationship between ICT investments and the associated impact on performance against required business outcomes.

Once established, these linkages will support evidence-based decision making around which technologies and standards are most essential to ensure the continued provision of priority, fit-for-purpose and value for money systems, services and applications.

User Productivity

Rationalisation of diverse set of business services will improve productivity for not only the user community and those responsible for the management and delivery of those business services, but also those involved with capability definition, development, acquisition, and delivery and integration (introduction into service, and integrated logistics support management).

It will reduce existing barriers to workforce interoperability, service availability and sharing, and data access and sharing capabilities, and deliver improved consistency across communication and collaboration platforms.


Development The GEA-NZ Business Reference Taxonomy has been adapted for New Zealand based on the Australian Government Architecture (AGA v3.0). It is intended as a baseline starting point and will be evolving as needed.

Background

The GEA-NZ v3.1 Business Reference Taxonomy replaces the GEA-NZ v2.0 Business Reference Taxonomy. GEA-NZ v2.0 Business Reference Taxonomy was an introduction, but was never approved.

The NZ FEAF, developed in 2008, had a Business Reference Model that used Subjects and Functions of New Zealand.

In terms of Government Enterprise Architecture practices across the world there is no one agreed business reference model or taxonomy.

Approach

Our approach is to reuse and adapt reference taxonomies from other jurisdictions. Three major sources for GEA-NZ v3.1 are the Australian Government Architecture v3.0 (AGA v3.0), the UK Government Architecture (UKGA 2012), and the US FEAF v2.0.

Representatives from the Chief Architects Forum (CAF) and the Government Enterprise Architecture Group (GEAG), and other agencies review and contribute to the taxonomies.

Tools

The master GEA-NZ v3.1 Business Reference Model has been developed using the Sparx Systems Enterprise

Architect2 modelling tool. The diagrams are published using .png files, Sparx packages, and Microsoft Excel.

2 Sparx Systems Enterprise Architect, Ultimate Edition, has been selected by Government Enterprise Architecture in August 2014 as the go forward tool for developing and maintaining GEA-NZ v3.1.


Business Reference Model

Structure The GEA-NZ Business Reference Taxonomy model is a simple hierarchical structure made up of Business Domains, which are divided into Areas which have Business Categories. Business Categories may have multiple levels where more detail is required.

The diagram below shows the structure of the taxonomy and an approach for implementation using the Open Group

ArchiMate3 elements and relationships. Note that the GEA-NZ Business Reference Taxonomy includes categorisation for both government products and services and government business functions.

3 ArchiMate is an emerging standard for enterprise architecture modelling in the GEA-NZ Standards.

GEA-NZ v3.1 Business Reference Taxonomy Structure

Agency Implementation (Using ArchiMate 2.1 Specification

elements)

Categorisation

B1.01.01-B5.99.99

B1.01-B5.99

B1-B5

Business Category

Business Domain

Business Area

Business Reference

Taxonomy

ArchiMate Business Interface

ArchiMate Business Function

ArchiMate Business Product

ArchiMate Business Process

ArchiMate Business Service

11

1

1

1

«aggregation»

«generalisation»

«assignment»

«re

alis

atio

n»

«aggregation»

«generalisation»

«re

alis

atio

n»

«generalisation»

GEA-NZ v3.1 Business Reference Taxonomy Structure

ArchiMate Business Function

«generalisation»

«re

alis

atio

n»

«assignment»«aggregation»

«re

alis

atio

n»

«generalisation»

«generalisation»

ArchiMate Business Service

ArchiMate Business Process

ArchiMate Business InterfaceArchiMate Business Product

Categorisation

Agency Implementation (Using ArchiMate 2.1 Specification

elements)

Business Domain

Business Category

Business Reference

Taxonomy Business Area

11

B1-B5

1

B1.01-B5.99

1

B1.01.01-B5.99.99

1

«aggregation»


Business Domains The GEA-NZ Business Reference Taxonomy includes five business domains that can be used as a common language to categorise business services and functions at a high level. These are the:

- New Zealand Society – Business capabilities that deliver services across New Zealand individuals, communities and businesses.

- Individuals and Communities – Business capabilities that deliver services specifically to New Zealand individuals and communities.

- Businesses – Business capabilities that deliver services specifically to New Zealand businesses.

- Civic Infrastructure – Business capabilities that delivers New Zealand infrastructure.

- Government Administration – Business capabilities that delivers New Zealand government wide operations and support services.


Business Reference TaxonomyB1 New Zealand Society

B2 Individuals & Communities

B3 Businesses

B4 Civic Infrastructure

B5 Government Administration

B1.06 Financia l Transactions wi th

Governm ent

B1.10 New Zealand Society Support

B1.02 Cul ture and Heri tage

B1.07 In ternational RelationsB1.05 Envi ronm ent

B1.16 Statistica l Services

B1.11 Natura l ResourcesB1.09 Ma o ri Affa i rs

B1.08 Justice

B1.03 Defence

B1.15 Securi ty

B1.12 Open Governm ent

B1.13 Regulatory Com pl iance and

Enforcem ent

B1.14 Science and Research

B1.04 Econom ic ServicesB1.01 Border Contro l

B2.07 In form ation from Ci tizens

B3.03 Com m ercia l Sport

B2.10 Sport and Recreation

B4.07 Transport

B4.02 Com m unications B4.04 Mari tim e Services

B5.03 Governm ent Credi t and

Insurance

B5.07 Governm ent In form ation and

Knowledge Managem ent

B5.08 Governm ent Strategy, Planning

and Budgeting

B5.09 Machinery of Governm ent

B5.06 Governm ent ICT Managem entB5.05 Governm ent Hum an Resource

Managem ent

B5.04 Governm ent Financia l

Managem ent

B5.02 Governm ent Business

Managem ent

B5.01 Governm ent Adm in istra tive

Managem ent

B2.09 Passports, Travel and Tourism B2.11 Work and Jobs

B3.05 Prim ary Industries B3.06 Tourism B3.07 Trade

B3.02 Business Support B3.04 Em ploym ent

B2.01 Adoption and Fostering

B2.06 Em ergency and Disaster

Preparedness

B2.08 Heal th Care

B2.03 Ci tizenship and Im m igration

B2.05 Education and Tra in ing

B2.04 Com m uni ty SupportB2.02 Bi rths Deaths and Marriages

B3.01 Business Developm ent

B4.03 Essentia l Services

B4.05 Publ ic Housing B4.06 Regional Developm ent

B4.01 Civic Managem ent

Business Reference TaxonomyB1 New Zealand Society

B2 Individuals & Communities

B3 Businesses

B4 Civic Infrastructure

B5 Government Administration

B1.12 Open Governm ent

B2.06 Em ergency and Disaster

Preparedness

B2.01 Adoption and Fostering

B2.11 Work and JobsB2.09 Passports, Travel and Tourism B2.10 Sport and Recreation

B3.03 Com m ercia l Sport


B2.07 In form ation from Ci tizens

B3.01 Business Developm ent

B4.03 Essentia l ServicesB4.01 Civic Managem ent

B4.06 Regional Developm entB4.05 Publ ic Housing B4.07 Transport

B3.07 TradeB3.05 Prim ary Industries

B2.04 Com m uni ty Support

B1.06 Financia l Transactions wi th

Governm ent

B5.01 Governm ent Adm in istra tive

Managem ent

B1.11 Natura l Resources

B2.02 Bi rths Deaths and Marriages

B5.07 Governm ent In form ation and

Knowledge Managem ent

B2.08 Heal th Care

B5.06 Governm ent ICT Managem ent

B5.04 Governm ent Financia l

Managem ent

B5.05 Governm ent Hum an Resource

Managem ent

B5.02 Governm ent Business

Managem ent

B5.03 Governm ent Credi t and

Insurance

B3.06 Tourism

B3.04 Em ploym ent

B5.09 Machinery of Governm ent

B5.08 Governm ent Strategy, Planning

and Budgeting

B4.04 Mari tim e Services

B3.02 Business Support

B2.03 Ci tizenship and Im m igration

B2.05 Education and Tra in ing

B4.02 Com m unications

B1.02 Cul ture and Heri tage B1.03 Defence

B1.16 Statistica l Services

B1.05 Envi ronm ent B1.07 In ternational Relations

B1.15 Securi ty

B1.04 Econom ic Services

B1.09 Ma o ri Affa i rs

B1.13 Regulatory Com pl iance and

Enforcem ent

B1.08 Justice

B1.01 Border Contro l

B1.14 Science and Research


New Zealand Society

Note: Detailed diagrams are available as .png files, and this table is available as an Excel file.

Name Description

B1 New Zealand Society The New Zealand Society business domain has business areas that deliver services across New Zealand individuals, communities and businesses.

B1.01 Border Control Controlling the passage of people, organisms, primary products and manufactured goods into the country.

B1.01.01 Customs Inspection Customs inspections are used to check for illegal goods or goods for which a tax such as GST may be applicable.

B1.01.02 Deportation - Removes foreign nationals whose presence in New Zealand is unlawful or poses an unacceptable level of threat to the community. - Arranges the deportation of non-citizens who have committed serious crimes and those whose visas have expired (including the exclusion of unauthorised arrivals who are not refugees).

B1.01.03 Passport Control Passport control checks the status of incoming travellers from overseas to New Zealand to check that they are permitted to enter New Zealand and provides on-arrival immigration clearance through the passenger entry control system.

B1.01.04 Screening and Searching Screening and searching is performed at boarder security checks and maritime ports and airports and may involve physical searching, as well as active scanning equipment and specialised sniffer dogs. One of the objectives is preventing introduction of pests and diseases affecting people, primary production, indigenous species or the environment. Screening and searching can also be performed at high security areas such as courts.

B1.02 Culture and Heritage Culture and Heritage supports the arts and cultural organisations such as museums, libraries and galleries and it supports the development and management of cultural collections and artefacts, and stimulates the growth in cultural industries. It also sponsors activities and events to celebrate the diversity of New Zealand culture.

B1.02.01 Arts Development - Provides support for the production of skilled performance or craft. - Supports the promotion of the arts, and encouraging participation from across the community. - Assists in the growth of artistic companies through business advice and planning (including support for work spaces and liaison with education and exhibition facilities).


B1.02.02 Collection Access - Supports and assists in the location and use of items held by cultural institutions. - Supports access procedures to meet legislative requirements. - Provides advice about opening hours and membership or registration requirements (including provision of online information to support remote access).

B1.02.03 Collection Management - Supports the acquisition, storage and preservation of cultural material and artefacts. - Provides advice on standards and guidelines for collection management procedures to ensure the safety of fragile or highly valuable items (including liaison with other institutions about the management of cultural materials).

B1.02.04 Collection Promotion - Supports strategies to raise the profiles of cultural institutions and their holdings. - Coordinates programs of events and publications. - Provides advice on guidelines to support exhibitions and marketing campaigns.

B1.02.05 Cultural Awards and Scholarships

- Supports the provision of prizes for achievement in artistic, literary or heritage-related activities. - Supports cultural-sector students of high merit (including promotional activities, assessing applications and managing payments).

B1.02.06 Cultural Festivals - Supports and promotes events that highlight artistic, literary or heritage related activities. - Supports the organisation of festivals, performances and joint ventures with community groups where events focus on a particular genre or collection (including participation in international cultural festivals).

B1.02.07 Cultural Gifts - Manages the donations of cultural materials made under arts incentive schemes. - Examines materials to ensure they conform to collection development policies. - Provides advice on guidelines for the acceptance of gifts. - Provides advice on access restrictions, intellectual property rights and legal title over materials. - Organises independent valuations and makes submissions to the relevant taxation incentives body.

B1.02.08 Historic Relic Protection - Supports the protection of built artefacts of particular heritage, scientific or social significance. - Provides advice on standards for maintaining and preserving historic relics. - Supports joint projects with business or the community.

B1.02.09 Multicultural Heritage Promotion

- Support, protect and promote New Zealand's cultural diversity. - Sponsor community events and activities. - Recognise internationally significant dates and events. - Encourage research into multicultural experiences. - Initiate projects to compile and document ethnic oral histories and folklore.

B1.03 Defence Defence supports the defence and protection of the nation, region and allies. It ensures the safety of New Zealand by building, maintaining and deploying military resources, and it provides protective support by defence service personnel at major civilian events, emergency operations, humanitarian operations and peacekeeping efforts.

B1.03.01 Civilian Event Protective Support

Provides defence services support for the protection of civilians and participants at major civilian ceremonial, civic and sporting events including counter-terrorism support.

B1.03.02 Conducting Military Operations

Planning, deploying, sustaining and carrying out military operations. Includes: low level conventional operations, combined operations. Use for: Mobilising armed forces.


B1.03.03 Defence Health Services Supports the protection of the physical and mental wellbeing of Defence personnel and their families including health services for defence service personnel serving overseas.

B1.03.04 Developing International Military Relations

Providing advice on, and managing, New Zealand's international defence relationships with foreign military forces in both operational and non-operational environments.

B1.03.05 Emergency Protective Support

Provides defence services support for the protection of civilians during cross-jurisdictional operations dealing with large-scale crises and unforeseen circumstances including domestic and overseas emergencies.

B1.03.06 Humanitarian Protective Support

Provides defence services support for the protection of civilians during humanitarian disasters and adversities including protection for victims of domestic and overseas natural disasters and catastrophes, war activities or terrorist attacks, and operations involving interventional initiatives against adverse living conditions of civilians.

B1.03.07 Maintaining Military Readiness

Conducting exercises both in New Zealand and oversea, including exercises with foreign military forces to ensure readiness to conduct military operations.

B1.03.08 Military Education and Training

- Instructs and exercises defence recruits including training for military personnel, officers, cadets and army reserves. - Manages specialised institutions or facilities to provide suitable training for active personnel. - Initiates joint ventures to provide tertiary level education or residential schools for service personnel.

B1.03.09 Military Law - Applies the body of law that relates to the discipline, trial and punishment of defence personnel. - Establishes military courts and conducting hearings to determine whether a command is lawful or if service personnel have met their obligations. - Provides advice on and apply regulations regarding the treatment of prisoners of war and captured civilians in times of war.

B1.03.10 New Zealand Defence Force

- Supports the national and cross-jurisdictional defence and protection of the New Zealand people through the New Zealand Defence Force. - Protects New Zealand's borders and ensures New Zealand's ability to resist foreign aggression or attack. - Provides defence support for the security and protection of New Zealand’s region and allies through the deployment of military resources.

B1.03.11 Peacekeeping Protective Support

- Supports international peacekeeping efforts to protect the civilians of New Zealand's allies and other countries within the New Zealand region. - Assists in the efforts to restore peace and stability in war-torn countries. - Supports and assist with the protection of civilians involved in rehabilitation and reconstruction efforts in war-torn countries.

B1.03.12 Veterans’ Health Services - Supports the protection of the physical and mental wellbeing of returned defence service personnel and their families. - Addresses specific health care needs of veterans. - Provide eligibility criteria for access to health services.

B1.04 Economic Services Economic Services supports the economic management of public funds and other resources, the support of appropriate strategies for raising revenue and regulating expenditure. It also provides advice on investment regulations and monitors economic indicators and forecasting trends to enable financial planning.


B1.04.01 Anti Money Laundering Countering Finance of Terrorism (AML/CFT)

Facilitate and supervise functions relating to anti-money laundering and countering financing of terrorism.

B1.04.02 Currency - Supports the minting and distribution of monetary notes and coins. - Implements security techniques such as watermarks to prevent counterfeiting. - Issues new or commemorative coins.

B1.04.03 Financial System Management

Maintains stability in the financial system (including managing arrangements that allow consumers, business, other organisations, and financial institutions to transfer funds from one to another).

B1.04.04 International Monetary Policy

- Monitors the international currency markets and identifies trends. - Forecasts market movements. - Implements strategies to maintain stable New Zealand markets.

B1.04.05 Monetary Policy - Maintains stability of the currency, improve economic performance and employment levels (including monitoring exchange rates and setting inflation targets); - Sets interest rates by buying and selling in money markets (including activities to control inflation within predefined limits).

B1.04.06 Taxation Services Supports individuals and businesses towards compliance with taxation requirements and surrendering of taxes and levies to the government (including the issuing of tax file numbers, assistance with income assessments and taxation documentation submitted by individuals, businesses and organisations, provision of taxation advice, provision of tax collection and recovery mechanisms and procedures).

B1.04.07 Economic Development Economic development is the sustained, concerted actions of policy makers and communities that promote the standard of living and economic health of New Zealand. Economic development can involve multiple areas including development of human capital, critical infrastructure, regional competitiveness, social inclusion, health, safety, literacy, and other initiatives. Economic development differs from economic growth. Whereas economic development is a policy intervention endeavour with aims of economic and social well-being of people, economic growth is a phenomenon of market productivity and rise in GDP.

Note: Specific areas related to economic development are found in other part of the taxonomy, for example; B1.14 Science and Research, B3.01 Business Development, B3.06 Tourism, B4.06 Regional Development.

B1.05 Environment Environment supports the management of the surrounding natural and built environments, it balances competing requirements to generate long term sustainable benefits for industry, tourism and the community, and it protects elements of the natural and built environment that are of special significance. It also includes the conservation of the national estate and world heritage concerns.

B1.05.01 Built Environment - Supports the protection of structures of particular historic, scientific or social significance. - Provides advice on standards for maintaining and preserving elements of the built environment. - Supports joint projects with business or the community.

B1.05.02 Business and Community Assistance

Assists communities and industry to face climate and environmental challenges (including information and assistance for adapting to, and effectively responding to climate change, and innovating to mitigate climate change impacts).


B1.05.03 Conservation - Supports the maintenance of land-based areas of the natural environment that are culturally or scientifically significant in their native state. - Supports the conservation of plant or animal life in a land-based region to protect and sustain ecosystems. - Promotes community awareness and participation in conservation activities.

B1.05.04 Enhancing Ecosystems Carrying out activities to modify a habitat to a better state. Examples: Protecting offshore islands, establishing 'mainland islands'. Use for: Controlling predators, Establishing reserves, Improving habitat, Redistributing species, Re-vegetation.

B1.05.05 Environment Information Services

- Provides climatic advice, information on prevailing conditions and weather forecasts. - Issues alerts for severe weather (including drought monitoring and updates on seasonal climate variability).

B1.05.06 Environmental Impact Assessment

- Evaluates the effects of industry, tourism or community use on the natural and built environments. - Conducts inspections of premises, equipment or operations. - Provides advice on proposed infrastructure projects, commercial or residential developments (including emergency assessments following industrial accidents or natural disasters).

B1.05.07 Maintaining Ecosystems Carrying out activities necessary to protect habitat from further deterioration. Examples: Excluding weeds, maintaining water levels, cleaning up environmental contamination such as oil spills. Use for: Establishing reserves, Maintaining habitat.

B1.05.08 Marine Life Protection Support the maintenance of sea-based areas of the natural environment that are culturally or scientifically significant in their native state including the; - Support the conservation of plant or animal life in a marine region, to protect and sustain ecosystems; - Promote community awareness and participation in conservation activities.

B1.05.09 Natural Heritage Protection

- Supports the management and conservation of elements of the biological environment that have particular historic, scientific or social significance. - Provides advice on standards for maintaining and preserving natural heritage areas, such as access and development restrictions or regeneration requirements.

B1.05.10 Oceans Governance - Supports the management and protection of marine environments. - Supports the sustainable development of ocean resources. - Conducts negotiations across jurisdictions to ascertain authority over particular ocean regions.

B1.05.11 Pollutant Prevention - Supports initiatives to reduce contamination of the air, water and land by emissions and waste. - Provides advice on standards around pollutant prevention. - Supports initiatives to counteract the effects of pollutants if accidents occur. - Raises awareness and supports community activities to change common practice. - Promotes environmentally friendly alternatives.

B1.05.12 Protecting Individual Species

Carrying out activities to protect indigenous, native and game species. Use for: Operating breeding programmes for endangered species, Redistributing species.

B1.05.13 World Heritage Listings - Supports the maintenance of items or areas registered by UNESCO in accordance with the World Heritage Convention for protection and conservation. - Assesses natural, Indigenous and historic sites in New Zealand for possible inclusion on international heritage lists (including liaison with international bodies and community groups to manage the listing process).


B1.06 Financial Transactions with Government

Financial Transactions with Government refers to the provision of earned and unearned financial or monetary-like benefits to individuals, groups, or corporations. This includes support and facilitation of the payment of monies to the government from individuals, businesses and other organisations.

B1.06.01 Concessions Affects government financial assistance through concessions that do not directly involve money (including health and travel concessions).

B1.06.02 Debt Collection Affects the activities associated with the collection of money owed to the government from both foreign and domestic sources (including monies from individuals, businesses and other organisations).

B1.06.03 Government Grants Affects the disbursement of funds by the government to a nongovernment entity to help fund projects or activities (including the processes associated with grant administration, including the publication of funds availability notices, development of the grant application guidance, determination of grantee eligibility, coordination of the peer review/evaluation process for competitive grants, the transfer of funds and monitoring/oversight as appropriate).

B1.06.04 Payments to Citizens Affects the discretionary and non-discretionary disbursement of funds from the government to beneficiaries (individuals and organisations) who satisfy government eligibility requirements, with or without restrictions imposed on the recipient as to how the money is spent. Payments include both earned and unearned government entitlement programs such as welfare assistance, unemployment benefits, medical benefits, grants, subsidies, loans or claims, and royalties.

B1.06.05 Payments to Government Payments for government products and services, via a variety of mechanisms from individuals, businesses and other organisations to the government.

B1.06.06 Rebates Affects the reimbursement by the government of financial costs or levies already paid by citizens.

B1.06.07 Subsidies Affects government financial assistance which reduces costs and/or increases revenues of producers or service providers.

B1.06.08 Tax Collection Affects the activities associated with the collection of taxes and levies from business and the community, and assesses and reviews the operation of the tax system.

B1.06.09 Tax Incentives Affects special exclusions, exemptions, or deductions from gross income or which provide a special credit, a preferential rate of tax, or a deferral of tax liability designed to encourage certain kinds of activities or to aid taxpayers in special circumstances.

B1.06.10 Transaction Status Check the status and history of financial transactions with the government.

B1.06.11 Transaction History Check the history of financial transactions with the government.

B1.06.12 User Fee Collection Affects the collection of fees imposed on individuals or organisations for the provision of government services and for the use of government goods or resources (e.g. national parks).

B1.07 International Relations International Relations builds and maintains relationships with other countries and international organisations. It protects and advances national interests and contributes to international security, economic development, the environment, democratic principles and human rights through aid programs, treaties and diplomatic services.


B1.07.01 Consular Services - Establishes and maintains New Zealand Government representation overseas, such as high commissions, embassies or consulates. - Protects the interests of New Zealand citizens travelling or living overseas. - Provides country-specific trade or travel advice, and direct assistance where necessary including services to New Zealander's who are hospitalised or imprisoned in other countries; - Provides advice the families of New Zealanders who are missing and coordinating evacuations from high-risk areas.

B1.07.02 Defence Liaison - Co-operates with other countries to ensure New Zealand's ability to resist foreign aggression or attack including defence attaches, international defence cooperation, and personnel exchanges between defence forces.

- Provides military advice to senior government representatives.

- Provides defence and strategic advice.

- Negotiates agreements for the deployment of defence resources.

- Participates in joint exercises and development programs.

B1.07.03 Diplomatic Missions - Provides services to representatives of foreign governments or international organisations. - Provides assistance to representatives to establish and maintain diplomatic missions, such as high commissions, embassies or consulates including advice on protocol guidelines and consular responsibilities for countries without diplomatic representation in New Zealand.

B1.07.04 International Affairs - Represents the New Zealand government and provide diplomatic advice overseas. - Conducts consultations with foreign governments and international organisations to maintain relationships and protect national interests.

B1.07.05 International Treaties - Negotiates a formal agreement or convention between New Zealand and one or more other countries. - Forms a bilateral partnership or a multilateral alliance which is binding under international law. - Amends existing treaties or withdrawing from a treaty including consultation with stakeholders, the development of declarations that may contribute to the development or interpretation of treaties. - Monitors treaty, convention or agreement conditions.

B1.07.06 Overseas Aid - Provide assistance to developing countries to reduce poverty, promote sustainable economic growth and recover from conflict or disasters including development assistance and overseas student scholarships. - Works in partnership with other governments, businesses, nongovernment organisations and international agencies. - Fosters links between the New Zealand community and the people of developing countries including contributions to multilateral development banks and direct assistance packages.

B1.07.07 Overseas Promotion - Undertakes liaison activities to raise New Zealand's international profile. - Supports cultural exchange programs. - Advocates the benefits of international business. - Establishes corporate networks and reciprocal visitor programs including identifying and negotiating opportunities to promote New Zealand overseas, such as participating in international expositions, hosting major sporting events or cultural festivals.


B1.08 Justice Justice provides, interprets and applies legislation, regulations or by-laws; providing advice on regulations regarding the conduct of individuals, business and government to conform to agreed rules and principles. It also supports the operation of the justice system.

B1.08.01 Administrative Law - Applies the body of law that relates to the executive functions of government. - Establishes the relationship between the government and the citizens of its jurisdiction. - Provides advice on regulations regarding the powers, duties and organisation of public administration authorities.

B1.08.02 Associations and Corporate Law

- Applies the body of law that relates to companies or other organisations that have a distinct legal identity from that of their members. - Provides advice on regulations regarding the formation, governance and dissolution of such organisations and the limits of their powers or liability.

B1.08.03 Civil Law - Applies the body of law that relates to social behaviour and the ordinary private matters of individuals. - Establishes and provides advice on property rights. - Determines legal relationships and responsibilities.

B1.08.04 Commissions of Inquiry - Investigates special matters or designated subject. - Conducts inquiries. - Provides evidence hearings. - Receives submissions and report findings (including Royal Commissions and other bodies charged with similar duties).

B1.08.05 Coronial Law - Applies the body of law that supports inquests into any death clearly not due to natural causes. - Undertakes investigations on behalf of the coroner into the manner and cause of examinable deaths, or fires and explosions which damage property.

B1.08.06 Court Reporting Captures and makes accessible a record of what is said in a court or other judicial decision-making body including recording and publishing a statement of facts, arguments and judgements of a proceeding in the form of a transcript.

B1.08.07 Criminal Law - Applies the body of law that governs actions punishable by the state. - Provide advice on rules of statute and common law to define criminal behaviour, specific penalties and the conduct of legal proceedings.

B1.08.08 Human Rights Obligations - Ensures the freedoms to which all people are entitled are upheld. - Provides advice on and monitor principles which may be constitutionally entrenched and guaranteed, recognised at common law, or declared by an international legal instrument including investigations into breaches and promotion of human rights obligations and principles.

B1.08.09 Juvenile Justice - Conducts special courts for the trial of children and young persons under a statutory age. - Supports diversionary programs as an alternative to sentencing, opportunities for restorative justice and reintegration into the community.

B1.08.10 Legal Aid Services - Provides financial assistance for the purpose of legal proceedings in courts. - Facilitates access to legal advice and services according to an income-based scale.

B1.08.11 Local Laws and Ordinances

- Applies legal processes at town or district level. - Provides advice on public regulations and conducting courts with limited civil or criminal jurisdiction including management of permits, rates and registration of domestic or native animals.


B1.08.12 Privacy Protection - Protects an individual's rights to the confidentiality of their personal information. - Provides advice on information privacy laws and privacy principles for individuals, businesses and organisations. - Monitors compliance with legislation and guidelines including investigating breaches of privacy and evaluating new technology for potential risks to individual privacy.

B1.08.13 Prosecution Services - Brings individuals or organisations to trial for criminal offences. - Carries on of legal proceedings against a party in the interests of the public.

B1.08.14 Treaty of Waitangi - Provides policy advice, legal advice and research and evaluation in relation to treaty negotiation advice. - Undertakes research into historical Treaty grievance. - Administers payment of claimant funds related to the settlement of historical Treaty of Waitangi claims.

B1.08.15 Corrections Protects the public of New Zealand from those who can harm them, by:

- Making sure prisoners, parolees and other offenders in the community comply with the sentences and orders imposed by the Courts and Parole Board

- Providing offenders with rehabilitation programmes, education and job training that will turn their lives around and break the cycle of re-offending.

B1.08.15.01 Custodial Services Provides custodial services for prisoners and ensures offenders complete the correct imposed order/sentence and comply with the specific restrictions and requirements of their order/sentence, are not harmed, and are treated fairly and their legitimate needs are met.

B1.08.15.02 Reintegration and Rehabilitation

Ensures offenders start and complete their rehabilitation and re-integrative interventions as identified on individual based needs.

B1.08.15.02.01 Probation Intervention Scheduling

Probation Interventions scheduling is an activity that places community offenders onto intervention programmes according to their offender plan and suitability.

B1.08.15.02.02 Prison Interventions Scheduling Prison Interventions scheduling is an activity that places custodial offenders onto intervention programmes according to their offender plan and suitability.

B1.08.15.02.03 Offender Case Management Case Management focuses on planning and managing an offender’s rehabilitation and reintegration needs which are reflected in a high quality offender plan for each individual offender.

B1.08.15.03 NZ Parole Board NZ Parole Board is an independent statutory body, meaning it is not part of the Government, the Department of Corrections, Ministry of Justice, or Police. The Board is made up of 20 Judges and 18 non-judicial members.

The Board’s role in the Criminal Justice System is to undertake an assessment of the risk that long-term sentenced offenders might pose to the safety of the community if they were to be released before the end of their sentence. The Board also sets conditions of release for offenders so their reintegration back in to the community can be effectively managed.

B1.08.15.04 Victim Notification Management

The Victims’ Rights Act 2002 provides for the Department of Corrections to notify registered victims of specified events such as parole hearing, hearing outcomes, etc. Victim notification Register (VNR), which provides contact details for victims and letter templates for notification services

B1.08.15.05 Community Probation Services Services that are specific to offenders in community and are available from Community Probation sites. It includes Pre Sentencing Services, Community Sentence Services, Home Detention Services and Post Release Order Services. Ensures the offender complies with community sentence and conditions.


B1.08.15.06 Electronic Monitoring Bail Electronically monitored bail (EM bail) is a pre-sentencing condition that requires a defendant to stay at a particular residence at all times unless absent for an approved purpose, such as work. Compliance is monitored through an electronic bracelet attached to the defendant’s ankle.

B1.08.15.07 Offender Psychological Services

Provides psychological assessment and treatment for offenders in prison and in the community to address their offending and support their rehabilitation needs. Psychologists assess and treat prisoners and community-based offenders. The psychological services contribute to rehabilitation and reintegration of offenders.

B1.09 Maori Affairs Maori Affairs supports the advancement of Maori people and the provision and management of services to Maori people. This also protects areas directly associated with Maori culture.

B1.09.01 Maori Culture Fostering and supporting the ongoing development and preservation of Maori culture. - Supports the protection and promotion of the material, intellectual and spiritual traditions of Maori peoples. - Research into Maori culture. - Establishes and maintains cultural resource collections. - Compile and record Maori oral histories, genealogies and language. - Maori culture registration service

B1.09.02 Maori Customary Fishing Iwi and hapü manage their non-commercial fishing in a way that best fits their local practices, without having a major effect on the fishing rights of others. Note: when the government sets the total catch limits for fisheries each year, it allows for this customary use of fisheries.

B1.09.03 Maori Education Support and development of Maori specific education including special Maori language immersion schools.

B1.09.04 Maori Enterprise Development

- Supports the growth of businesses owned or operated by Maori communities or individuals. - Provides advice and services to assist the establishment of new ventures.

B1.09.05 Maori Heritage Conservation

- Supports the protection of the physical and mental wellbeing of members of Maori communities. - Conducts planning and evaluation in consultation with Iwi, local authorities. - Encourages participation to ensure community needs are adequately addressed.

B1.09.06 Maori Land Management Design, deliver and manage community investment programmes and management of Maori land. Work in partnership with owners of Maori land to protect and build assets, including administering trusts, maintaining an owners register, leasing land, developing business ventures and fund management. Administer funding for iwi with region-specific interests in land to take steps necessary to resolve allocation of that land.

B1.09.07 Maori Language Support and Development

Support the revitalisation and development of the Maori language in New Zealand through education, promotion programmes, publishing, and broadcasting.

B1.09.08 Maori Welfare - Supports Maori health initiatives. - Supports Maori service delivery initiatives. - Supports Maori housing initiatives.


Supporting New Zealand Society assists individuals and organisations with common support services.

B1.10.01 Accident Insurance Accident Insurance provides financial compensation and support to citizens, residents, and temporary visitors who have suffered personal injuries.


B1.10.02 Consumer Protection - Safeguards the purchasers of goods and services. - Provides information to consumers and business about their rights and obligations. - Handles complaints and manage dispute resolution procedures.

B1.10.03 Public Affairs Public Affairs involves the exchange of information and communication between the government, citizens and stakeholders in direct and indirect support of citizen services, public policy, and/or the national interest.

B1.10.03.01 Customer Service - Affects the activities associated with providing citizens with information regarding the government’s agency’s service offerings and government operations, and managing the interactions and relationships with those citizens as customers of the government. - Ensures appropriate availability of government information and protecting the rights of citizens to access government information that is legally available to them under Freedom of Information legislation. - Manages facilities where trained personnel are available to answer questions or provide advice via the telephone. - Promotes the use of call centres to facilitate public access to government information (including AGIFT: Call Centre Administration).

B1.10.03.02 Government Campaigns Affects the marketing of government services products and programs to the general public in an attempt to promote awareness and increase the number of customers / beneficiaries of those services and programs.

B1.10.03.03 Government Media Affects the managing government advertising and communications activities. It also develops advertisements and advertising campaign material (including production of media releases, public notices, commercial, and employment opportunities).

B1.10.03.04 Public Consultation Affect the activities of soliciting, maintaining and responding to public comments regarding proposed government policy and regulations.

B1.10.03.05 Public Relations Affects the efforts to promote an organisation’s image through the effective handling of citizen concerns.

B1.10.04 Translation Service Provide translation and other language services to government agencies and the public, and support services to government agencies.

B1.11 Natural Resources Natural Resources support the sustainable use and management of energy, mineral, land and water supplies. It evaluates resource consumption and exploitation practices, and it advises on related regulations and supporting industries that realise the economic potential of resources.

B1.11.01 Crown Land Management - Manages tenure of government property. - Supports the sale, purchase, resumption, lease, license or transfer of Crown land. - Provides sustainable property services to government agencies such as those associated with national parks and government housing.

B1.11.02 Energy Resources - Supports the use of energy resources. - Applies legislation relating to fossil fuels, renewable and other energy industries. - Provides advice on energy market reform, research and development, and environmental assessments.

B1.11.03 Land Registration Providing and maintaining the certainty of private property ownership, by recording survey and land title information and by making this information available to support economic activity.


B1.11.04 Land Use Management - Supports the effective management and allocation of land resources. - Promotes strategies for integrated land use and balancing competing interests. - Provides advice on rural and urban developments. - Conducts surveys and demographic analysis. - Forecasts the needs for infrastructure and facilities. - Identifies heritage and significant areas.

B1.11.05 Land Valuation - Supports the assessment of land resources to estimate their material worth for rating and taxation purposes. - Provides advice on the unimproved value of land or in acquisition compensation disputes including valuations for heritage-listed land and rating concessions where land is held under nominated lease or tenure from the Crown.

B1.11.06 Mineral Resources - Supports the management of mineral resources and the economic development of related industries. - Applies legislation relating to mining and mineral processing. - Negotiates partnership programs with the traditional owners of mineral-rich lands.

B1.11.07 Pollution Emission Control - Supports the control of pollutant emissions. - Provides advice on and monitor compliance with standards for the discharge of industrial contaminants and waste. - Provides advice on regulations regarding industry practices through waste minimisation strategies and pollutant inventories including assessment, inspections and providing emissions information to the community.

B1.11.08 Public Land Management - Supports the management of infrastructure projects to support multiple districts, such as building schools or hospitals. - Supports the extension of facilities beyond urban boundaries to supply services to remote or rural areas. - Supports the installation of equipment to enable communications.

B1.11.09 Water Resources - Supports water industry partnerships and cooperative approaches to the management and use of water. - Applies legislation relating to waterways and water resources, including rivers, groundwater, wetlands and urban water. - Provides advice on regulations regarding the exploitation of water resources to ensure sustainable quality and availability for household, industrial and agricultural use.

B1.12 Open Government Open government is about transparency that gives citizens oversight of the government. It allows citizens the right to access the documents and proceedings of the government.

B1.12.01 Advising and Consulting Provides advice, guidance and consultative services to support the implementation of a specific service for citizens. It also involves transferring knowledge and experience to citizens through advice, information and guidance.

B1.12.02 Public Forums Provides public forums to promote, facilitate and enable the transfer and exchange of information and knowledge through discussion including organised and facilitated public gatherings and meetings, and electronic / online forums.

B1.12.03 Information and Knowledge Dissemination

Publishes or broadcasts government information – this addresses those instances where the primary method used in providing a service is through the publishing or broadcasting of information. It is not intended to address circumstances where the publication of information is a by-product of an actual service path. For example, an agency might perform research (the service path) addressing a particular service for citizens (for example environmental management) and as a result publish a report on the findings. In this instance, the research would be the service path and publishing the report would be a services support activity.


B1.12.04 Knowledge Presentation Captures, catalogues and organises sets of government information or explicit knowledge into formats ready for people to use such as documents, publications, knowledge bases and information bases (including information types such as policies, procedures, facts, results of experience, problem solutions, standards, guidelines, rules, education and training materials, agency profiles, etc.).

B1.12.05 Open Data Open Data makes non-personal government-held data and information more widely available and discoverable, easily reusable and compliant with open government data principles within the New Zealand legal context; and facilitate agencies’ release of the non-personal government-held data and information that people, communities, and businesses want to use and re-use.

B1.13 Regulatory Compliance and Enforcement

Regulatory Compliance and Enforcement involves the direct monitoring and oversight of a specific individual, group, industry, or community participating in a regulated activity via market mechanisms, command and control features, or other means to control.

B1.13.01 Government Regulations Affects the implementation of government regulations governing conduct or behaviour in specific areas including administering regulatory bodies and applying penalties for breaches of regulations.

B1.13.02 Inspections & Auditing Affects the methodical examination and review of regulated activities to ensure compliance with standards for regulated activity.

B1.13.03 Permits and Licensing Affects activities associated with granting, revoking, and the overall management of the documented authority necessary to perform a regulated task or function.

B1.13.04 Regulatory Standards / Reporting Guidelines

Affects the establishment of allowable limits associated with a regulated activity and reporting requirements necessary to monitor and control compliance with allowable limits including requirements for product sampling and testing, emissions monitoring and control, incident reporting, financial filings, etc.

B1.14 Science and Research Science and Research supports and promotes research and systematic studies and it supports scientific bodies and monitoring industry research and development programs. This also includes research into living things and their environments, natural laws and the application of knowledge to practical problems.

B1.14.01 Agricultural Sciences - Conducts research into forestry, food, fibre and other crops or plants grown for commercial purposes. - Provides input into quality control for the processing of agricultural products (including scientific advice on soil, weed and pest management, and information on new plant species).

B1.14.02 Animal and Veterinary Sciences

- Conducts research into the health care and management of wild and domestic animals. - Provides scientific advice on nutrition, breeding, diagnosis and treatment of diseases (includes livestock, pets and other domestic animals, fish, birds and native animals – in the wild or in captivity).

B1.14.03 Applied Sciences - Conducts research into the active use of scientific knowledge and principles from a range of fields and disciplines. - Provides advice and practical solutions to problems in various sectors, such as industry, security, communications and health care.

B1.14.04 Biological Sciences - Conducts research into the lives of plants, animals and microorganisms. - Investigates their origin, distribution, behaviour and physical makeup including studies of evolution, ecosystem dynamics, identification and manipulation of biological processes.


B1.14.05 Earth Sciences - Conducts research into geological, water and atmospheric processes. - Provides scientific advice on the sustainable management of land and water resources, exploitation of mineral resources, hazard and disaster assessment.

B1.14.06 Mathematical Sciences - Conducts research into quantities, magnitudes and forms by the use of numbers. - Provides data analysis, simulation or mathematical modelling to illustrate trends and predict outcomes. - Performs optimisation tests to determine the best operating conditions for a process including training and consultancy in mathematical analysis.

B1.14.07 Medical and Health Sciences

- Conducts experimental research into the causes, effects and symptoms of illness. - Applies knowledge from a range of scientific disciplines to advance the diagnosis, treatment and prevention of disease. - Develops products and processes to improve community health. - Provides advice on diet, nutrition and the use of pharmaceuticals (including safety assessments for therapeutic goods and the development of new surgical techniques).

B1.14.08 Physical Sciences - Conducts research into the properties of inanimate matter, substances and energy. - Analyses and manipulates material to identify the principles and processes that govern its behaviour including the development of new methods to exploit physical substances or energy.

B1.14.09 Spatial Information Research

- Investigates practical applications for geographical data. - Provides advice on standards, protocols and specifications for spatial information systems (including developing integrated access to information via the Internet, mobile information systems and global positioning systems [GPS]).

B1.15 Security Security maintains the safety of New Zealand at all levels of society. It guards against internal or external threats to peace and stability, and it supports law enforcement, community protection and corrective services. It also coordinates intelligence gathering and international security activities.

B1.15.01 External Security - Protects New Zealand's international security interests. - Maintains peace in external territories and the region. - Evaluates risks to New Zealand citizens, territories and property overseas (including liaison with international security and law enforcement bodies).

B1.15.02 Intelligence - Supports the collection of information by covert means, to protect New Zealand from threats to national security. - Conducts surveillance operations and investigating the use of technology to facilitate intelligence gathering (including foreign intelligence gathering in relation to strategic, political, economic or scientific activities).

B1.15.03 Law Enforcement - Reduces violence and the use of illicit substances. - Improves public safety and reduce repeat offences. - Provides advice on rules and regulations that govern the actions of citizens. - Coordinates the services of law enforcement agencies across jurisdictions (including activities to address 'white-collar' and corporate crime).

B1.15.04 National Security - Protects the New Zealand continent. - Identifies and apprehends individuals who may pose a threat to national security. - Reviews the powers of the security and intelligence services.

B1.16 Statistical Services Statistical Services provides a high quality, objective and responsive statistics service to assist and encourage informed decision making, research and discussion within governments and the community.


B1.16.01 Data Sourcing Collects information from people, households, businesses and the administrative systems of government agencies (including the Population Census, demographic and social, economic; and environmental and multi-domain and information from government agencies).

B1.16.02 Statistical Compilation and Analysis

Compiles and analyses statistics to identify trends and significant information. Categories may focus on economic, environmental or social matters, government activities or the population in general (including liaison with other organisations to coordinate the delivery of statistical information).

B1.16.03 Statistical Standards Supports and provides standards made available to New Zealand to ensure the statistical information is coherent, comprehensible and consistent. Represents New Zealand on international standards bodies (such as the System of National Accounts and the Balance of Payments Manual). Provides advice to official bodies within New Zealand about existing statistical standards. Consults on the development of new standards.

Note: The Statistical Standards and Classification used in NZ are found here - http://www.stats.govt.nz/methods/classifications-and-standards.aspx

B1.16.04 Statistics Coordination Supports the coordinated collection and creation of statistical information across official bodies in New Zealand to ensure the national statistical information base is efficiently collected and created, with the least possible imposition on the public and businesses. Ensures that statistical information is coherent, relatable, fit for purpose and accessible.

B1.16.05 Statistics Dissemination Compiles and disseminates statistical information for use by; central and local government; businesses; Maori interest, research, media, educations, international and community organisations; and individuals. Statistical information categories may focus on the population, economic or social matters, environmental matters or government activities relevant to the New Zealand public.


Individuals and Communities


Name Description

B2 Individuals & Communities In the Individuals & Communities domain we have areas that deliver services specifically to New Zealand individuals and communities.

B2.01 Adoption and Fostering Adoption and fostering supports a person assumes the parenting of another, usually a child, from that person's biological or legal parent or parents.

B2.01.01 Adoption Manage adoption services; arranging, assessment, education, reporting, counselling, mediation, and approval of adoption-related matters. The three main options for adopting a child are: - Adopting a child within New Zealand - Adopting a step or surrogate child - Adopting a child from overseas

B2.01.02 Fostering Support the fostering of children who can’t live with their own family, and support foster families. It’s a care arrangement, not a legal status – the family is responsible for caring for the child but has no legal rights over them.

B2.01.03 Whangaai Adoption Whangai is a customary Maori practice where a child is brought up by someone other than their birth parents – usually another relative. Whangai may be temporary or permanent. A parent who takes on a child is called a matua whangai, and the child is a tamaiti whangai. The child knows both its birth parents and whangai parents, and the whole community is usually involved in the decision. Reasons for whangai include: - Finding a home for an orphan - Taking in a child from a large family that was struggling to support all the children - Taking in a child whose parents were young - Grandparents taking in a mokopuna (grandchild) and teaching them tribal traditions - Allowing children to inherit land. It’s not a formal adoption so it’s generally not recognised by New Zealand law.

B2.02 Births, Deaths and Marriages

Births, Deaths and Marriages records information about these life events of New Zealand citizens and residents.

B2.02.01 Change of Certificate Registration of all official certificate changes that take place in New Zealand and for the upkeep of, and access to those records. This includes name change and declaration of the Family Court for change to gender on birth certificate.

B2.02.02 Marriage Licence Completing an application for a marriage licence.

B2.02.03 Providing Information on Life Events

Supplies and authenticates documents, or information relating to the life events of New Zealand citizens or residents.


B2.02.04 Register Births, Death and Marriages

Registers official life events e.g. births, deaths, marriage, civil unions for NZ citizens and residents.

B2.02.05 Supply Certificate Supply birth certificates, death certificates, marriage certificates, civil unions.

B2.03 Citizenship and Immigration Citizenship and Immigration assists people wishing to enter New Zealand on a permanent or temporary basis. It provides and advises on entry or deportation requirements for migrants and visitors. It also includes strategies for the management of illegal immigrants.

B2.03.01 Citizenship - Supports New Zealand nationality including the rights and obligations of citizens. - Defines the legal status of New Zealand citizens and the management of citizenship when people migrate. - Provide criteria for the naturalisation of immigrants. - Promotes the value of New Zealand citizenship.

B2.03.02 Migrant Services - Provides information and support to foreign nationals who intend to settle in New Zealand. - Evaluates the needs of migrants. - Provide advice before embarkation and upon arrival including liaison with community groups and across jurisdictions to ensure appropriate support.

B2.03.03 Refugee Services - Provides assistance to asylum seekers and victims of human rights violations. - Assesses applications for refugee status. - Arranges health checks, counselling, community support and special services as required including liaison with community groups and across jurisdictions to ensure appropriate support.

B2.03.04 Travel Authorisation - Supports the entry and presence of non-citizens or foreign nationals in New Zealand including pre-arrival approval where required. - Provides advice on travel regulations and eligibility criteria, visa classes and entry conditions.

B2.04 Community Support Community Support assists citizens in a particular district or those with common interests and needs. It provides welfare services and financial support.

B2.04.01 Accommodation Services - Supports the provision of accommodation and housing to defence personnel and community members in need including defence housing, public housing, emergency accommodation and refuges. - Provides eligibility criteria for services. - Supports the assistance to specific community groups at risk of homelessness including liaison with areas responsible for public housing construction to determine short-term and long-term community housing needs.

B2.04.02 Community Care - Supports family units by providing assistance surrounding adoption, aged care, child care, child and youth support, defence community support, family reunions and veterans support. - Supports targeted services and programs to foster relationships and develop community self-reliance including cooperation with other jurisdictions and non-government organisations. - Organising care arrangements for children and adults at risk of harm.

B2.04.03 Counselling Services - Supports the provision of group therapy or psychological advice to individuals, families and community groups. - Supports the treatment of drug addiction, emotional or behavioural problems including assistance to people who have been ordered through the courts to undertake counselling.

B2.04.04 Encouraging Participation in the Community

Ensuring opportunities for people to participate fully in their social environment.


B2.04.05 Financial Assistance - Supports the provision of monetary support to individuals in the community in need. - Provides eligibility criteria and appropriate delivery mechanisms for providing financial assistance. - Provides advice on eligibility criteria and entitlements. - Assesses the eligibility for entitlements and making payments including on-going and one-off payments, rebates and subsidies.

B2.04.06 Funding Community Groups

Providing grants, loans or loan guarantees to recognised community groups to fund local projects. Includes: projects which promote/increase community self-sufficiency, building community capability. Includes provision of grants, loans and loan guarantees. Use for: Guaranteeing loans to community groups.

B2.04.07 Providing Advice to Community Groups

Providing information and suggestions or recommendations to community groups on how to undertake an activity or reach a decision. Use for: Advising, Providing budgeting advice, Providing legal advice.

B2.04.08 Providing Services to Community Groups

Supporting local community initiatives by providing facilities, amenities, and administrative support - support of all kinds except funding. Examples: Providing facilities at a 'peppercorn rental', providing administration support to community groups, supporting local community initiatives such as Project Crimson and the Karori Wildlife Sanctuary.

B2.04.09 Rural Community Development

- Supports outback and country communities through targeted services and programs to develop self-reliance. - Supports the establishment of social networks and activities. - Provides support for community-based or volunteer organisations including activities to improve rural access to government services and liaising with local business to support community projects.

B2.04.10 Social Justice and Equity - Supports the fair treatment of all people, regardless of gender, race, colour, ethnicity, age, marital or parental status, sexual preference, disability or religious belief. - Ensures that government services are implemented with fairness and sensitivity to community needs. - Reviews the services and makes recommendations to improve access. - Promotes equal opportunity and anti-discrimination principles including liaison with target groups to evaluate the effectiveness of equity programs.

B2.05 Education and Training Education and Training supports the provisioning of skills and knowledge to citizens and the strategies to make education available to the broadest possible cross-section of the community. It supports the schools, universities, colleges, academies or community groups that provide education and training, the development and management of educational institutions.

B2.05.01 Apprenticeships and Training

- Supports the provision of training and further education for work-related disciplines including apprenticeships, traineeships, workplace and on-the-job training. - Provides advice on standards and guidelines to support the operation of vocational education programs. - Initiates joint ventures with industry, schools and tertiary institutions to make use of facilities including the provision of scholarships and study grants.

B2.05.02 Arts Education - Supports the provisioning of training and facilities to support the production of skilled performance or craft. - Manages specialised institutions or schemes to foster artistic talent at individual or community level including the provision of scholarships and study grants.

B2.05.03 Assessing Student Achievement

Assessing competency, Examining student skills, Testing student skills.


B2.05.04 Community Education - Supports the provision of training designed to assist target groups of citizens. - Initiates joint ventures with not-for-profit groups and local businesses. - Community education is usually offered outside formal institutional structures including first aid and fire safety training.

B2.05.05 Course Accreditation The procedure by which an authoritative body gives formal recognition that a course meets a specific standard. Includes refusing to grant accreditation.

B2.05.06 Curriculum Development - Outlines study programs for any education sector. - Outlines courses and units to be completed including liaison across jurisdictions to support consistency across education authorities. Excludes: funding education.

B2.05.07 Developing Educational Resources

Developing course material, learning material, learning resources, and teaching materials. This also includes exam material and exam administration.

B2.05.08 Early Childhood Education - Fosters the development of young children, usually under the age of five years. - Provides advice on standards and guidelines to support teachers (including determining enrolment criteria).

B2.05.09 Funding Individual Study Providing grants, scholarships or loans to assist individuals to undertake a recognised course of study. Includes: Student loans, study grants, scholarships, e.g. Pacific Island scholarships, Winston Churchill memorial fellowship. Study can be in New Zealand or overseas.

B2.05.10 Moderating Student Assessment System

Moderating within a school, moderating across schools, and checking the appropriate level of assessment. This also includes moderation at tertiary level.

B2.05.11 Overseas Skills Recognition

- Endorses or accredits educational qualifications obtained outside New Zealand. - Recognises New Zealanders who have studied overseas or migrants wishing to apply their qualifications in New Zealand including processing applications, managing examinations and advising on conditions on the right to apply qualifications in certain fields. - Recognises international skills frameworks.

B2.05.12 Qualification Framework Determining which qualifications should become part of the national system, identifying pre-requisite requirements for specific qualifications, and agreeing to them. Examples: Skill New Zealand apprenticeship qualification schemes, Conservation Ranger qualifications.

B2.05.13 Scholarships Affects the provision of government financial assistance through scholarships to eligible students for education and training activities (including academic and athletic activities).

B2.05.14 School Education - Supports the provision of instruction to children to impart knowledge and develop skills. - Provides public school education for children in Years 0 to 12 including assistance for children with special needs or behavioural issues. - Provides advice on regulations regarding non-government schools; > support the management of school facilities. - Provides advice on standards and guidelines to support teachers including the provision of scholarships and study grants. - Assists children’s travel to and from school. - Provides advice on regulations around school transport services.

B2.05.15 Teaching Delivering any kind of training or teaching, including formal and informal instruction. Examples: Training students, training teachers, training principals in management, on-line participation in learning. Delivering youth training, skill enhancement programmes, English for migrants. Use for: Coaching, Delivering courses, Instructing, Mentoring.


B2.05.16 Tertiary Education - Supports the provision of instruction beyond secondary school education to impart knowledge and develop skills. - Provides advice on entry requirements. - Manages tertiary education institutions and facilities. - Provides advice on standards and guidelines to support lecturers including the provision of scholarships and study grants.

B2.06 Emergency and Disaster Preparedness

Emergency and Disaster Preparedness is about deal with and avoiding both natural and manmade disasters. It involves mitigation, preparedness, response and recovery in order to lessen the impact of disasters. Emergency management requires a partnership among all levels of government and the private sector, business and industry, voluntary organisations, and the public.

B2.06.01 Emergency Services - Supports the provision of urgent assistance in times of crisis or unforeseen circumstances including ambulance and firefighting services, emergency funding, and organisational and logistical support from the defence forces. - Provides advice on equipment standards and regulations regarding the use of volunteers. - Coordinate government and community-based services within a region in times of emergency including coordinating land-based search and rescue operations outside urban areas.

B2.06.02 Emergency and Disaster Planning

Emergency and Disaster Planning includes: - education of individuals and business for emergencies and disasters. - identification of likely hazard and hazard zones such as areas at risk of liquefaction or tsunami - preparation of evacuation procedures and routes, for example tsunami safe zones - how to survive the initial days - identification and obtaining emergency equipment and emergency kits with supplies at home and in the work place.

B2.06.03 Natural Disasters - Supports the provision of urgent assistance during emergencies caused by the elements – such as floods, droughts, earthquakes, cyclones, storms or major bushfires including disaster recovery and disaster relief assistance. - Monitors the conditions to anticipate the likelihood and effects of natural disasters. - Coordinates government and community-based services and advice on regulations regarding the use of volunteers including liaison with defence forces that supplement civil community assistance by providing organisational and logistical support.

B2.06.04 Provide Emergency Health Preparedness

Provide an emergency management and preparedness function; including providing advice to ministers and the sector on national and international health emergencies and emerging threats.

B2.06.05 Warning Services Warning services include tsunami alerts, volcanic events, earthquakes and severe weather. It also includes warning signs in areas with potential natural hazards such as volcanic activity.

B2.07 Information from Citizens Information from Citizens refers to activities supporting avenues through which the government exchanges information and explicit knowledge with individuals within the community.

B2.07.01 Consent and Authorise Use of Information

People providing consent for information held for one purpose to be used for another purpose and shared with other organisations

B2.07.02 Consenting to Terms and Conditions

People providing consent to terms and conditions associated with digital channels and services provided.


B2.07.03 Personal Information Management

Provides avenues for individuals to submit information to the government about their person, business or organisation. It also provides avenues to view and manage information held about them by the government.

B2.07.04 Providing Delegated Authority

People providing authorisation for other people or organisations to act on their behalf.

B2.07.05 Service Event History Check the history of service events with the government.

B2.07.06 Service Event Status Check the progress and status of transactions with the government.

B2.08 Health Care Health Care supports the prevention, diagnosis and treatment of disease or injury, the provision of health care services and medical research, and it supports the regulatory schemes for health care products and pharmaceuticals. It also controls the registration and conduct of health practitioners.

B2.08.01 Blood Services Provide blood and blood services to clinicians, and provide related services including matching of patients and donors prior to transplantation and the provision of Tissue Banking services.

B2.08.02 Community Health Services

- Supports the protection of the physical and mental wellbeing of community members in a particular district. - Supports the provision of direct assistance to individuals or groups and address the needs of the local community. - Monitors community health services to ensure adequate levels of care.

B2.08.03 Disposing of Human Remains

Burial or cremation of people after death. Use for: Burying human remains, Cremating, Disinterring human remains, Interring human remains.

B2.08.04 Donor and Transplant Services

- Organ harvesting - Organ transportation - Transplant surgery Note: Organ donors in New Zealand are identified by the New Zealand Transport Agency via the New Zealand Drivers Licence.

B2.08.05 Health Insurance Schemes - Supports the provision of financial guarantees against risk of disease or injury. - Supports the operation of universal health insurance schemes. - Allows subsidised medical treatment within the public health system.

B2.08.06 Health Protocols - Supports activities that are fundamental to the promotion of health and prevention of disease and the consistency of health procedures across jurisdictions. - Provide advice on health regulations, standards and guidelines (including drugs and poisons control and food hygiene). - Controls the registration and conduct of health care providers.

B2.08.07 Healthy Lifestyles Promote and encourage healthy lifestyles, including tobacco control, minimising gambling, nutrition and physical activity, drug and addiction control. Includes promoting good health by undertaking sector-based programmes to improve the health of people by altering behaviour. Examples: Running the DARE programme, the Push Play programme, running youth suicide prevention programmes, running smoking cessation programmes.

B2.08.08 Hospital Services Supports the provision of hospital services and health care through institutions offering a wide range of treatments and services including liaison across jurisdictions to coordinate services and operations.

B2.08.09 Immunising People Use for: Inoculating people, vaccinating people.


B2.08.10 Isolation Protects the health of New Zealand's people from risks associated with contagious disease such as Ebola. - Manages isolation and disinfection facilities. - Provides advice on regulations and investigating breaches.

B2.08.11 Medical Research Support - Supports the scientific investigation of human health and disease. - Provides advice on medical research regulations and standards for ethical conduct. - Supports the availability of medical equipment or research services. - Provides advice on criteria for the allocation of funding to medical research.

B2.08.12 Medical Testing and Diagnosing

Checking individuals for the suspected presence of biological conditions such as pregnancy, disease or other causes of ill-health or injury, and identifying causative organisms, conditions etc. Excludes: Mass screening of populations for illnesses or conditions. Use for: Providing pathology services.

B2.08.13 Providing Chronic Care Providing care that is typically longer term and is intended to maintain or support individuals with chronic conditions or disabilities.

B2.08.14 Providing Palliative Care Providing non-curative but supportive medical care for people with terminal or life-threatening illnesses.

B2.08.15 Public Health Services - Supports the protection of the physical and mental wellbeing of all people at a broad level. - Supports the understanding and control of the determinants of disease. - Reduces public exposure to risks encountered as part of lifestyle or the environment.

B2.08.16 Reducing Health Risks to People

Undertaking programmes to maintain and improve the safety of people's living and working environments. Examples: Fluoridation, treating water supply, ensuring child safety, occupational safety, industrial safety, transport safety, cleaning up contamination, running clean air programmes, preventing contamination of water supply, eradicating or limiting organisms that spread diseases to people, cleaning up or containing toxic chemical spills. Use for: Encouraging safe health practices, Making the environment safe.

B2.08.17 Screening for Disease Examining individuals in targeted sectors of the human population to detect the incidence of illnesses or of conditions that threaten human health. Examples: Screening for melanoma, cervical cancer, breast cancer, prostate cancer, tuberculosis.

B2.08.18 Special Needs Services - Supports the protection of the physical and mental wellbeing of people with particular requirements. - Provides assistance to target groups with special health care needs (including advisory and support services for individuals with a particular medical condition).

B2.08.19 Treating Medical Conditions

Intervening to improve personal physical or mental function after disease or injury, or to treat biological conditions. Includes: Prescribing pharmaceuticals, nursing, providing dental care, providing medical care, maternity services, surgery, paediatrics, treating acute mental illness, treating drug overdoses etc. Excludes: Palliative care, see 'Protecting, Ensuring personal health, Providing palliative care'. Use for: Nursing, Performing surgery, Prescribing, Providing clinical services, Referring patients, Rehabilitating.

B2.09 Passports, Travel and Tourism

Supports New Zealand citizens travelling or living overseas, and local and overseas tourists travelling within New Zealand.


B2.09.01 Overseas Travel Emergency Services

Provides support in an emergency situation to New Zealand citizens outside New Zealand whether or not they normally live in New Zealand. This includes: - Give advice. - Help with a lost or stolen passport. - Help contact relatives or friends to request emergency funds. - Provide a list of English-speaking lawyers, and help contact family and friends, in the event of being detained or arrested. - Help contact family and friends in case of illness or injury. - Help with arrangements following a death overseas. - Help during crises, such as civil unrest and natural disaster.

B2.09.02 Passport Services - Issues passports and travel documents including emergency travel documents to New Zealand citizens in New Zealand and overseas. - Manages applications and renewals, provide advice and liaise with outlets that provide lodgement services.

B2.09.03 Travel Advisory Services Provides official advice including travel risk levels for New Zealanders living and travelling overseas.

B2.09.04 Visitor Information Services

Provides: - Itinerary planning and information - Bookings nationwide - accommodation, transport, activities, attractions - Free maps, weather & mountain safety information - Local information - events, attractions, restaurants

B2.10 Sport and Recreation Sport and Recreation supports, promotes and encourages operating and maintaining amenities or facilities for cultural, recreational and sporting activities. It also provides advice on regulations regarding sport and recreation.

B2.10.01 Community Recreation - Encourages public fitness and physical activity across the community. - Supports the provision of organised activities to members of the public. - Holds events for exercise, relaxation and enjoyment. - Supports specific groups, such as school children or senior citizens including activities provided across public facilities such as swimming pools, libraries, community halls, sports centres, arts and cultural centres. - Supports groups and individuals who offer their time and labour to the community free of charge, and community-based and non-profit organisations that promote friendship and recreation. - Advice on regulations regarding sport and recreation.

B2.10.02 Recreational Fishing Setting and enforcing recreational fishing rules including policy advice. These rules keep New Zealand’s fisheries sustainable, ensuring they can be enjoyed by future generations. Recreational fishing rules cover: - bag and catch limits - potting and netting methods - equipment - restricted and closed areas. Rules are set by region and apply to all fishers in all areas of New Zealand waters.

B2.10.03 Recreational Hunting Setting and enforcing recreational hunting rules and regulations including policy advice. These include licences and fees.


B2.10.04 Sports and Recreation Facilities

Sports and Recreation facilities includes: - The provision and control of access to areas of public land set aside for sport and recreational activities including issuing permits for the use of parks and reserves and running booking systems for e.g. huts and tracks - Operating facilities. - Organising visitor programmes. - Maintaining and running sports fields, playgrounds, swimming pools, running libraries, roadside plantings and other beautification programmes. - Ensures the availability of staff such as referees or umpires. - Manages opening and closing of grounds. Excludes: constructing, building or physical maintenance of infrastructure.

B2.11 Work and Jobs Provide support for individuals to find employment, develop careers, and gain professional accreditation.

B2.11.01 Assist Job Seekers Provide assistance to help address barriers faced by job seekers so they can become work ready, move into employment and stay in employment for longer periods of time. Includes assisting people into jobs.

B2.11.02 Career Guidance Provide high-quality career information, advice and guidance services, including dissemination of career information, liaison with and assessment of users of career information through a variety of access channels, and promotion of careers.

B2.11.03 Professional Accreditation Supports the certification of individuals as meeting official requirements to perform a skilled occupation including processing applications, managing examinations and advising on conditions on the right to apply qualifications in certain fields.

B2.11.04 Retirement Income - Safeguards the savings of individuals who have left the workforce. - Provides advice on criteria for evaluating a retiree’s assets, for tax or benefits purposes. - Provides advice on standards for the operation of superannuation funds. - Implements mechanisms to support retirement saving by individuals.


Businesses


Name Description

B3 Businesses In the Businesses domain we have areas that deliver services specifically to New Zealand businesses.

B3.01 Business Development Business Development assists business growth and management, and the support of advocacy programs and advising on regulations surrounding business activities.

B3.01.01 Attracting Businesses Promoting New Zealand, and individual regions, as good places to set up business, and providing incentives to business. 'Developing the economy' in local government terms, although this has a different meaning at central government level. Use for: Attracting industry, Regional development.

B3.01.02 Business Sponsorship - Supports corporate funding of organisations and events. - Provide advice on regulations and restrictions on products and services at events. - Provide information about sponsorship applications and how to meet obligations in relation to marketing and merchandising.

B3.01.03 Funding Business Development

Providing seed money, guaranteeing start-up or expansion loans from banks, providing venture capital, funding research and development. Use for: Funding industrial development.

B3.01.04 Industry Assistance Schemes

- Supports the growth and management of primary, secondary and tertiary industries. - Identifies markets or investment opportunities. - Encourages businesses to adopt innovative practices, processes and products. - Provide advice on production methods and business management to improve competitiveness.

B3.01.05 Industry Development - Supports the development of primary, secondary and tertiary industries. - Provides advice on industry development regulations and operating standards. - Provide quality assurance mechanisms. - Issues licenses for controlled activities. - Certifies products and production methods. - Conducts assessments and inspections to ensure compliance with standards and policy. - Investigates suspected breaches of regulations.

B3.01.06 Providing Business Advice Providing information and suggestions or recommendations to businesses on how to undertake an activity or reach a decision. Use for: Advising, Providing budgeting advice, Providing legal advice.

B3.01.07 Small Business Services - Supports and assists commercial enterprises of limited size or capital. - Provide advisory services to support the start-up and on-going operation of small businesses. - Encourages the adoption of innovative practices, processes and products including the establishment of communication networks or resource centres.


B3.02 Business Support Business Support supports the private sector, including small business and non-profit organisations assisting businesses to comply with reporting requirements of the government.

B3.02.01 Association Registration - Supports the registration of associations. - Records the details of incorporated associations. - Assesses applications and issuing registration numbers. - Maintains records of registered details. - Processes the registration updates and renewals.

B3.02.02 Business Accounting and Reporting

- Supports and assists businesses and organisations in their efforts to maintain accounts and records of their business activities, and to satisfy business reporting requirements of the government. - Reviews the performance or financial management, of businesses and organisations. - Provides the verification for statements or claims made in official reports. - Provides recommendations for improvement in business processes and operations.

B3.02.03 Business Registration and Licensing

- Supports the registration of businesses. - Records details of companies and corporations. - Assesses applications and issue registration numbers. - Maintains records of registered details. - Processes registration updates and renewals. - Issues licenses and permits, such as those required for fundraising, the sale of alcohol or signage and displays.

B3.02.04 Electronic Commerce - Supports New Zealand participation in the global information economy. - Provides advice on regulations, standards and guidelines. - Promotes information and communications technology for conducting business. - Supports initiatives in electronic commerce including online authentication infrastructures and guidelines.

B3.02.05 Fair Trading - Supports and ensures the ethical conduct of business and protect consumers from excessive prices or faulty products including price surveillance. - Ensures product safety and quality, and compliance with competition, fair trading and consumer protection laws. - Promotes trading practices that support market competition.

B3.02.06 Financial Institutions Control

- Controls banks, credit unions, building societies and friendly societies. - Provides advice on rules for capital adequacy. - Monitors the activities of financial institutions. - Investigates suspected breaches of prudential regulations.

B3.02.07 Insurance - Supports and controls schemes that provide financial guarantees against risk of loss or harm. - Maintains prudential oversight of insurance providers; provide assistance and advice to citizens seeking insurance. - Provides advice on regulations relating to insurance.

B3.02.08 Stock Market Control - Supports and controls the buying, selling and trading of shares and securities. - Monitors the activities of stock exchanges and stockbrokers including issuing licenses and investigating suspected breaches of regulations.

B3.03 Commercial Sport Commercial Sport covers the commercial aspects of sport when run as a business.


B3.03.01 Gaming Industry Control - Supports and promotes responsible gambling practices. - Allocates revenue from gaming activities to community projects. - Issues licence and provides training to licence holders. - Monitors gambling and betting activities to ensure compliance with legislation. - Conducts audits of accounts, procedures and machines in organisations with gaming facilities. - Provide assistance to people with compulsive betting problems or gambling addictions.

B3.03.02 Sports Drugs Control - Supports the reduction of the supply and use of banned or performance-enhancing substances. - Provides criteria to determine whether a substance is illegal and investigating breaches. - Improves accountability in the prescription of sports drugs. - Supports research into doping detection tests. - Collaborates with scientists and sporting bodies to share information and research.

B3.03.03 Sport and Fitness Development

- Supports the growth of competitive sports and associated industries. - Encourages increased participation and funding for sports and fitness programs including organising, promoting and managing major sporting events, and providing funding through athletic scholarships, fundraising, donations and sporting grants. - Provides training institutions and facilities for elite athletes.

B3.04 Employment Employment supports the employment growth and working environments, and the strategies to improve workplace relations, productivity and performance. It also supports the labour market stability and growth.

B3.04.01 Industrial Awards and Conditions

- Supports the establishment and use of industrial awards and conditions. - Issues awards with regard to rates of pay and working conditions. - Provides advice on regulations regarding the conduct of employers and employees across a particular industry or occupation. - Offers hearings to disputes and independent arbitration services.

B3.04.02 Labour Markets - Supports the growth and stability of labour markets including initiatives to increase employment among individuals in target groups or across specific industries. - Provides mechanisms for managing and disseminating job vacancy data. - Issues licenses to organisations or individuals who provide employment services.

B3.04.03 Workplace Agreements - Supports the establishment and use of workplace agreements including enterprise codes of practice. - Certifies agreements with regard to rates of pay and working conditions. - Provides advice on regulations regarding the conduct of employers and employees across a particular organisation, or between an employer and an individual employee.

B3.04.04 Workforce Development - Provides support for staff development and management. - Conducts research into recruitment, retention and organisational demographics to support long-term planning for workforce development.

B3.05 Primary Industries Primary Industries supports rural and marine industries. It provides advice on related regulations. It implements strategies for efficient and sustainable operations and it monitors current practices to meet national and international standards. This also includes liaison with industry bodies and across jurisdictions in relation to the needs of primary industries.

B3.05.01 Agriculture Develop leadership, fund innovation and research for agriculture. Includes providing policy advice, implement policy decisions, operational policy, and administer legislation on agriculture.


B3.05.02 Animal Welfare Provide policy advice, implement policy decisions, operational policy, and administer legislation on animal welfare.

B3.05.03 Chemical and Pesticide Control

- Supports the control of chemicals and pesticides. - Provides advice on and monitor the use of substances to control weeds, insects and other pests that affect primary production. - Maintains a register of approved agricultural or veterinary chemicals and pesticides. - Assesses product applications. - Specifies conditions of use and maximum residue limits. - Conducts routine inspections to ensure compliance.

B3.05.04 Fisheries Provide policy advice, implement policy decisions, operational policy, and administer legislation on fisheries. Includes enforce adherence to New Zealand fisheries laws, operational advice on sustainability covering aquaculture, commercial fishing, and international fishing. Note: Recreational fishing is covered in the “Individual and Communities” domain under “Recreational Fishing”.

B3.05.05 Forestry Provide policy advice, implement policy decisions, operational policy, and administer legislation on forestry. Includes administering and managing; grants and forestry encouragement loans, the Crown's interest in forests and forestry-related assets, forestry operations, management services and research.

B3.05.06 Marine and Rural Support - Supports and assists in the growth and management of sea-based or farming industries. - Identifies markets and facilitate trade or investment opportunities. - Supports and provides financial assistance for marine and rural initiatives. - Provides advice on marine and rural regulation including quality assurance programs and operating standards. - Supports and encourages efficient and sustainable cultivation practices.

B3.05.07 Quarantine Protects the health of New Zealand's plant and animal populations from risks associated with exotic pests and disease. - Carrying out activities to limit the spread of pests and diseases by restricting movement of stock, monitoring levels of pests, quarantining, running regular pest control maintenance programmes - Manages isolation and disinfection facilities. - Provides advice on quarantine regulations and investigating breaches. Note: Inspections at borders, ports, airports and other entry or exit points is covered in the “New Zealand Society” domain under “Screening and Searching”

B3.05.08 Partnerships Support primary growth and partnerships through primary, food and forestry sector investment in education and skills development, research and development, product development, commercialisation, market development and technology transfer, in partnership - Initiates cooperative projects to support change in the operation of primary industries and agricultural business ventures. - Assists rural enterprises and communities adjust to changing commercial conditions to improve profitability and competitiveness. - Provides advice, training and project funding assistance.

B3.06 Tourism Tourism encourages recreational visitors to a region, and supports the tourism industry and advising on regulations regarding tourism. It also supports long-term strategies for tourism development and coordinating across jurisdictions on large-scale projects, and it supports promotional campaigns. Note: 'B2.09 Passports, Travel and Tourism' supports New Zealand citizens travelling or living overseas, and local and overseas tourists travelling within New Zealand.


B3.06.01 Tourist Event Promotion - Supports the development of special activities to draw visitors to a region. - Markets and promotes events and attractions as catalysts for tourism growth. - Manages publicity to increase awareness of tourism initiatives, exhibitions and trade fairs including promotion of overseas tourist events.

B3.06.02 Tourism Industry Development

- Supports the growth of businesses that provide travel products and other services to visitors. - Identifies the potential of new and emerging markets. - Provides sponsorship. - Encourages partnerships and coordinating initiatives to optimise tourism employment and create a favourable environment for investment including recognising excellence in the New Zealand tourism industry through the presentation of awards.

B3.06.03 Travel Missions - Supports the marketing of activities carried out overseas for the promotion of New Zealand or specific regions as a travel and tourism destination. - Organises meetings between members of the New Zealand tourism industry, travel agents and overseas tour operators including familiarisation tours in New Zealand for international travel agents, tour operators and members of the travel press.

B3.07 Trade Trade supports the purchase, sale or exchange of commodities and advising on trade regulations. It monitors and provides advice on the balance of trade, industry protection and subsidy schemes – includes foreign and domestic activities and liaison across jurisdictions to support trade agreement negotiations. Note: Trades has a close link with Transportation.

B3.07.01 Export Control - Controls the international sale and movement of goods from New Zealand. - Ensures compliance with domestic and international protocols and guidelines. - Issues export permits and licences. - Directs price regulation at port terminals and exit points including monitoring international trade and consulting with primary producers, industry organisations and other stakeholders. - Export credits.

B3.07.02 Import Control - Controls the international purchase and movement of goods into New Zealand. - Ensures compliance with domestic and international protocols and guidelines. - Provides advice on quotas, import licensing arrangements and customs regulations including inspections and cargo clearance. Note: Inspections and cargo clearance is covered in the “New Zealand Society” domain under “Border Control”.

B3.07.03 Intellectual Property Protection

- Protects the rights of creative workers in literary, artistic, industrial or scientific fields including registration of copyright, designs, patents and trademarks and providing advice on intellectual property regulations. - Protects proprietary knowledge such as development of new plant varieties, new inventions commercial trade secrets.

B3.07.04 International Trade Agreements

- Supports the supply and consumption of goods and services between countries. - Provides advice on international trade legislation, policy and protocols. - Negotiates treaties to reduce international trade restrictions. - Promotes regional economic links.

B3.07.05 Promoting Trade Promoting trade in goods and services both internationally and within New Zealand, supporting exporters, to benefit the industry as a whole.

B3.07.06 Trade Development Assists the local businesses to compete in regional or international markets and win overseas or interstate contracts including attracting investment to New Zealand, liaising with other governments and industry partners, and providing practical assistance such as identifying foreign investment partners and providing grants.


B3.07.07 Trade Expositions - Supports the organisation of national and international events to promote trade and maximise marketing opportunities. - Participates in trade fairs and develop exhibits including activities to raise business profiles in a specific industry or across a range of sectors.


Civic Infrastructure


Name Description

B4 Civic Infrastructure In the Civic Infrastructures domain we have areas that delivers New Zealand infrastructure.

B4.01 Civic Management - Supports the provisioning of integrated support for town planning and building projects. - Support the coordination of building projects and manage input from multiple parties including provisioning of architectural and engineering services, building approvals and advice on building regulations, guidelines and standards. - Provides advice on responsibilities for projects that cross jurisdictional boundaries.

B4.02 Communications Communications supports the growth and management of industries that enables and facilitates the communication and transmission of information, and it supports the provision of communications services to all citizens. It also advises on regulations, standards and guidelines surrounding communications services and technologies.

B4.02.01 Advertising Standards - Supports the content and presentation of marketing material disseminated via any medium. - Provides advice on regulations governing marketing material and guidelines guarding against misleading or offensive advertising including advertising guidelines and advice on advertising standards; monitoring compliance.

B4.02.02 Broadcasting - Supports industries that transmit content simultaneously to many recipients including local, national and international broadcasting. - Provides advice on broadcasting regulations, guidelines and standards. - Provides advice on the introduction of new technology and the effects of government communications policy on the broadcasting industry. - Encourages the use of mass marketing and content distribution strategies. - Manages publicly owned broadcasting media outlets and issue commercial broadcasting licenses. - Supports the editorial and programming independence of national broadcasters including liaison with arts and cultural sectors.

B4.02.03 Communications Infrastructure

- Supports the provision and management of physical communication infrastructures on behalf of the public in order to enable and facilitate communication. - Supports industries that provide mechanisms for access to government information and knowledge, and mechanisms for the public to communicate with the government including access for people with special needs. - Provides advice on the availability of new communications technology and the implications for conducting business with the government.

B4.02.04 Media Ownership Control - Supports New Zealand control of domestic communication channels. - Provides advice on limits on who can own and control New Zealand media outlets. - Encourages diversity among the more influential broadcasting services.


B4.02.05 Postal Services - Supports the collection and delivery of letters, parcels and other mail. - Provides advice on guidelines. - Provides advice on standards for pricing and processing, such as ensuring dangerous goods are intercepted. - Designs and issues postage stamps.

B4.02.06 Publishing - Supports industries that publish and distribute information via print or electronic media including industries that edit and publish material in printed formats. - Provides advice on publishing regulations, standards and guidelines. - Monitors and ensures compliance with copyright. - Manages publicly owned publishing media outlets.

B4.02.07 Radio Communication - Supports the operation of wireless communications infrastructure. - Provides advice on radio communication regulations and standards. - Maintains and provides advice on the regulatory framework for the radio communications industry. - Supports market entry. - Enables firms to acquire spectrum to introduce new technologies including radio licensing, spectrum management and liaison across jurisdictions on radio communications issues.

B4.02.08 Satellite Communication - Supports industries that relay radio and television signals via equipment located in space. - Provides advice on satellite communication regulations and standards. - Manages government-owned satellite equipment. - Provides advice on the introduction of new technology and the effects of government policy on the satellite communication industry including liaison with international bodies on shared access to satellite equipment.

B4.02.09 Telecommunications - Supports industries that transmit signals via wire, fibre, wireless spectrum or cable to a receiver. - Provides advice on telecommunications regulations and standards. - Provides advice on the introduction of new technology and the effects of government policy on the telecommunications industry including carrier and equipment licensing and consultation with peak industry bodies.

B4.03 Essential Services - Supports the provision of essential community services in a coordinated and equitable manner. - Supports the evaluation of land use and town planning objectives. - Supports the essential service requirements of particular districts. - Consolidates related essential services, according to the target audience.

B4.03.01 Energy Supply - Supports the provision of energy resources and other utilities. - Supports the installation of infrastructure to facilitate energy supply. - Provides advice on energy supply regulations. - Monitors providers to ensure all citizens receive an adequate level of service to meet basic requirements. - Encourages consumers to conserve energy support renewable energy development.

B4.03.02 Waste Management - Supports the provision of services to collect and dispose of garbage. - Supports the operation of waste management centres, landfill sites, recycling depots and sewerage facilities. - Promotes and supports consumer waste minimisation.

B4.03.03 Water Supply Supports the provision of the sustainable development, on-going operation and management of water supply services.


B4.04 Maritime Services Maritime Services negotiates passage for sea transport and maritime jurisdiction. It provides advice on regulations regarding the use of the sea as a means of transport and it provides and manages maritime infrastructure. It controls the carriage of cargo and monitors the safety of seagoing vessels, pilots and personnel. It also supports marine search and rescue, and the development of navigational aids, and it monitors the environmental impact of maritime activities.

B4.04.01 Cargo Control - Supports the transportation of goods by sea. - Provides advice on regulations and international standards for carriage of hazardous materials, dangerous goods and oversize containers including advice on best practice cargo handling, loading and management.

B4.04.02 Harbour Management - Supports the building and maintenance of infrastructure to provide protection for ships from wind, waves and currents. - Supports commercial and recreational use of harbour facilities. - Provides advice on the environmental impact of activities including liaison to promote coordination and consistency among harbour authorities from different jurisdictions.

B4.04.03 Marina Management - Supports the building and maintenance of facilities offering dockage and other services for watercraft. - Licenses operators of private marinas. - Provides advice on regulations regarding boating activities to protect waterways and marine industries from environmental impact including inspections and assessment of procedures for managing sewage, spills and other discharge.

B4.04.04 Navigation - Supports the management of shipping channels and monitoring the movement of ships at sea. - Provides advice on regulations regarding the movement of ships and other commercial or private vessels. - Provides advice on standards for safe and efficient navigation. - Supports the building and maintenance of infrastructure to support maritime navigation.

B4.04.05 Pilotage Management - Supports the provision of qualified operators to steer vessels into and out of ports. - Provides advice on pilotage procedures. - Clarifies the responsibilities of pilots and pilotage providers. - Provides advice on standards for pilotage operations that support international requirements.

B4.04.06 Port Management - Supports the management of sea-based entry and exit points. - Supports the building and maintenance of infrastructure to allow ships to load or unload passengers and cargo. - Monitors activities of private terminal operators. - Provides advice on regulations regarding port activities to protect against environmental impacts. - Assesses the integration of road, rail and air transport infrastructure with maritime services including liaison to promote coordination and consistency among port authorities from different jurisdictions.

B4.04.07 Sea Passengers - Supports the transportation of people by sea. - Provides advice on pricing regulations and the provision of appropriate facilities for passenger convenience including services such as timetables, route maps or ticketing.


B4.04.08 Search and Rescue - Supports and protects the safety of individuals, vessels or aircraft that become lost at sea. - Manages reporting systems. - Provides advice on standards and response requirements including support for community-based services. - Provides advice on regulations regarding the use of volunteers. - Coordinates maritime emergency services.

B4.04.09 Ship Personnel - Supports the operation of private or commercial marine vessels. - Provides advice on regulations regarding ship personnel to improve security and reduce the risk of accidents or emergencies. - Provides advice on standards and guidelines for operational practices and crew competencies including cooperation on maritime personnel safety across jurisdictions.

B4.04.10 Ship Safety - Supports and protects the safety of marine vessels. - Provides advice on regulations regarding the design, construction and maintenance of private or commercial marine vessels. - Provides advice on standards and guidelines for safety equipment, seaworthiness, noise or emissions. - Investigates the circumstances and causes of marine accidents. - Promotes safety awareness across the maritime industry.

B4.05 Public Housing - Supports the supply of low cost accommodation. - Provides advice on guidelines that direct the design of public housing. - Evaluates the need for public housing and setting construction targets. - Supports on-going maintenance of public houses.

B4.05.01 Public Housing Provision - Supports the supply of subsidised housing. - Tenancy Management for public housing. - Property Management.

B4.05.02 Public Housing Policy - Evaluates the need for public housing. - Provides construction targets for various areas. - Provides advice on guidelines that direct the design of public housing.

B4.05.99 Other Public Housing Other Public Housing categories not listed.

B4.06 Regional Development - Supports the management of infrastructure projects to support multiple districts, such as building schools or hospitals. - Supports the extension of facilities beyond urban boundaries to supply services to remote or rural areas. - Supports the installation of equipment to enable communications.

B4.07 Transport Transport supports road, rail and air transportation systems and advising on transport regulations, and it supports the movement of people or freight. It also monitors and provides advice on the safety of vehicles and their operators, and it supports the development of transport infrastructure.

B4.07.01 Air Transport - Supports the airline industry and supporting all aspects of private or commercial aviation including air transport safety, aircraft standards and airport services. - Provides advice on air transport regulations. - Supports air transport standards, air security and air services. - Maintains air transport infrastructure including liaison with other governments and international bodies to negotiate air-lanes and airspace jurisdiction.


B4.07.02 Freight Movement - Supports the transportation of goods by air, rail or road. - Provides advice on regulations for carriage of hazardous materials, dangerous goods and oversized containers. - Monitors compliance with freight regulations and investigate breaches. - Provides advice on best practice logistics and standardised freight movement across jurisdictions.

B4.07.03 Passenger Services - Supports the transportation of people by air, rail or road. - Provides advice on, and monitor compliance with, pricing regulations and the provision of appropriate facilities for passenger convenience including services such as timetables, route maps or ticketing.

B4.07.04 Rail Transport - Supports the railway industry and all aspects of the rail network system (including rail harmonisation, rail land acquisition, rail transport safety, railway maintenance and rolling stock). - Provides advice on rail transport regulations. - Supports rail transport standards, rail transport security and rail transport services, and licensing of rail transport operators including liaison to promote coordination and consistency among rail authorities from different jurisdictions.

B4.07.05 Road Transport - Supports the road transport industry and all aspects of private or commercial road usage including road traffic code, road transport safety, road surface maintenance, vehicle registration, vehicle standards and driving licenses. - Provides advice on road transport and road traffic regulations. - Supports road transport standards, road transport security and road transport services including liaison across jurisdictions to provide uniform road regulations and enforcement practices.

B4.07.06 Transport Access Schemes - Ensures that public transport facilities are readily available to all sectors of the community. - Supports the provision of transport services to those in need. - Supports the assistance of specific community groups. - Provides eligibility criteria for concessions including liaison with areas responsible for public transport construction to determine short-term and long-term community transport needs.

B4.07.07 Transport Infrastructure Development

- Supports the provision of infrastructure for the movement of people or goods. - Installs facilities to support a network of air, rail and road transport services. - Assesses existing infrastructure and planning for future requirements including providing transport corridors, links to airport and rail terminals, and collaborating across jurisdictions on infrastructure development.

B4.07.08 Transport Network Maintenance

- Supports the management of public transport networks at a local level. - Supports the development of interconnecting services for road, rail and air transport. - Supports the maintenance of public car parks, bus shelters, train stations, footpaths and cycle ways.


Government Administration


Name Description

B5 Government Administration In the Government Administration domain we have areas that deliver New Zealand government wide operations and support services.

B5.01 Administrative Management Administrative Management involves the day-to-day management and maintenance of the internal administrative operations.

B5.01.01 Accommodation Affects the determination and management of accommodation needs, and plans, acquires and maintains accommodation furnishings.

B5.01.02 Facilities, Fleet and Equipment

Affects the maintenance, administration and operation of facilities, fleets, machinery. This includes property management.

B5.01.03 Internal Help Desk Affects the management of a help desk or service centre to respond to government and contract employees' technical and administrative questions.

B5.01.04 Physical Protection Affects the physical protection of an organisation’s personnel, assets and facilities including security clearance management. Note: Activities related to securing data and information are addressed under the Information Security Management Business category.

B5.01.05 Travel Affects the activities associated with planning, preparing and monitoring of business related travel for an agency's employees.

B5.01.06 Workplace Policy Affects the activities involved in developing, disseminating and managing government workplace policies such as dress codes, time reporting requirements, telecommuting, etc.

B5.02 Business Management Business Management involves activities associated with the management of how the government conducts its business and changes to that business in order to achieve planned outcomes and outputs.

B5.02.01 Business Change Management

Affects the activities involved in managing changes to how the government conducts its business in providing government services to individuals, businesses and other organisations including managing the resulting changes to business requirements, as well as their impacts on stakeholders of the government business solutions.

B5.02.01.01 Benefit Management Benefits management is an integral part of change management and is aimed at increasing the successful delivery of quantifiable and meaningful business benefits to an organisation. It focuses on how business areas will benefit from change and provides a framework for identifying, planning, measuring and actively managing these benefits.

B5.02.01.02 Programme Management Programme management is the process of managing several related projects.


B5.02.01.03 Project Management The project management process manages the people and other resources to deliver the project outcome.

B5.02.01.04 Requirements Management The process of documenting, analysing, tracing, prioritising and agreeing on requirements for an initiative and communicate with the relevant stakeholders. Covers functional and non-function requirements, high level through to more detailed requirements.

B5.02.01.05 Change Readiness Assessment Readiness assessments cover a wide range of areas across the organisation from sponsors to organisational culture in order to determine how ready the organisation is for change, and helps identify area and factors that can affect the success of the change.

B5.02.01.06 Change Communication Change communication is critical. Done effectively it builds awareness of the need for change and creates the desire for change. At each step of the change process the right messages need to be delivered at the right time - this requires careful analysis of the audience and the messages, and a communication plan.

B5.02.01.07 Change Sponsorship Change management requires sponsorship by senior leaders in the organisation. Sponsorship involves active and visible participation by senior business leaders throughout the change management process. Plans and roadmaps for sponsorship activities are needed.

B5.02.01.08 Change Coaching Change management requires change coaching. Change coaching is the process of gaining support from the direct supervisors and managers of employees and providing training on how to use individual change management tools with employees.

B5.02.01.09 Change Training Change management requires training. Change training covers the development and implementation of training in order for employees to be able to implement the change. Insufficient attention to training can derail any change programme.

B5.02.01.10 Change Resistance Management

Resistance management are the tools and processes used to manage employee resistance to change. A change management programme needs to identify, understand, and manage resistance to change.

B5.02.01.11 Continual Improvement Process

The continual continuous improvement process (also called a continual improvement process), is an ongoing effort to improve products, services, or processes. These efforts can seek "incremental" improvement over time rather than sudden and dramatic change.

B5.02.02 Business Partnership Management

Manages business partnerships and relationships between government agencies and other agencies, businesses, organisations and individuals that contribute to government business solutions. It also includes the promotion and facilitation of business interoperability between government agencies, and between the government and the private sector.

B5.02.03 Business Process Management

Affects the activities involved in designing, developing, implementation and managing the lifecycle of internal government process including re-engineering and restructuring processes resulting from business changes.

B5.02.04 Business Relationship Management

Manages the relationship between business owners and stakeholders of the services being delivered and parties that deliver the services. It also ensures that business needs are being met by services supplied.

B5.02.05 Business Reporting Analyse and report on the health, quality, efficiency and effectiveness of government business performance.


B5.02.06 Business Risk, Safety and Assurance

Affects the activities involved in analysing exposure to risk and determining appropriate counter-measures in response to a catastrophic or disastrous event including auditing, review, and investigations to ensure an agency's ability to continue business activities, planning for contingency actions to mitigate damaging events, and developing disaster recovery plans for resuming operations following a catastrophe.

B5.02.07 Capability Management Manages the sets of capabilities needed by government to deliver desired outcomes including the design of new capabilities as well as the assessment of existing capabilities for their efficiency and effectiveness. A capability consists of people + process + technology.

B5.02.08 Customer Persona and Profile Management

Manages the sets of personas and profiles needed to deliver government products and services to customers in an effective manner.

B5.02.09 Product and Service Management

Affects the activities involved in designing, developing and managing the lifecycle of government products and services.

B5.02.10 Government Security Activities around cyber security, physical security, and people security.

B5.02.10.01 Critical Infrastructure Protection

Key Asset and Critical Infrastructure Protection involves assessing key asset (e.g. bridge, power grid, dam, subways) and critical infrastructure vulnerabilities and taking direct action to mitigate vulnerabilities, enhance security, and ensure continuity and necessary redundancy in government operations and personnel.

B5.02.10.02 Cyber Security Cyber Security covers all the processes and mechanisms by which computer-based equipment, information and services are protected from unintended or unauthorised access, change or destruction.

B5.02.10.04 Security Management Security Management involves the physical protection of an organisation’s personnel, assets, and facilities including security clearance management. Note: Activities related to securing data and information systems are addressed under Cyber Security.

B5.02.10.05 Security Certification and Accreditation

Defines the set of capabilities to support the certification and accreditation of security personnel, security firms, security clearance, and information system security. Assessment security of ICT (information and communications technology) equipment, systems and facilities. Provide guidance to achieve a consistent approach to determining physical security controls for ICT equipment, systems and facilities holding New Zealand Government information.

B5.02.11 Government Privacy Activities around protecting staff, information and customer privacy.

Note: The headings below align with the Privacy Maturity Assessment Framework (PMAF).

B5.02.11.01 Privacy Governance, Leadership and Accountability

- Put governance arrangements in place to deliver the strategy, aligned with broader organisational governance arrangements and supporting the accountability of the Chief Executive. - Put resources in place to deliver the roadmap, matching the size/complexity of the agency’s information holdings, taking into consideration: management structures, defined roles and responsibilities, FTEs, budget and assets. - Set privacy strategy that is aligned with organisational strategy and the Privacy Act.

B5.02.11.02 Privacy Culture - Set a privacy strategy that promotes a privacy culture and “privacy by design”. - Put in place methods to build privacy awareness throughout the organisation (for example, by implementing a training and awareness programme for all staff).

B5.02.11.03 Privacy Assurance Ensure organisational audit and assurance processes include the privacy strategy, roadmap and incident and risk analysis to measure improved privacy performance.


B5.02.11.04 Privacy Information Management

- Set a privacy strategy that is owned by a member of the Executive Team. - Understand the personal information the organisation holds, e.g. by conducting an inventory of personal information and maintaining it on an ongoing basis. - Put processes and procedures in place to support the policies, e.g. incident management, and is aligned with wider incident management procedures.

B5.02.11.05 Privacy Impact Assessment (PIA)

Privacy Impact Assessment (PIA) is a systematic process for evaluating a proposal in terms of its impact upon privacy. PIA helps an agency to: - Identify the potential effects that a proposal may have upon individual privacy. - Examine how any detrimental effects upon privacy might be overcome. - Ensure that new projects comply with the information privacy principles.

B5.02.11.06 Privacy Programme - Agree a “roadmap” (programme of improvement) to deliver the privacy strategy. - Put policies in place aligned to the privacy strategy and roadmap that address the full information life cycle from collection to retention/destruction. - Put in place methods to build privacy awareness throughout the organisation.

B5.02.11.07 Privacy Business Processes Put processes and procedures in place to: - Align policies with wider incident management procedures. - Conduct privacy impact assessments. - Set expectations or requirements for third parties. - Ensure organisational audit and assurance processes include the privacy strategy. - Measure improved privacy performance. - Conduct inventory of personal information and maintaining it on an ongoing basis.

B5.02.11.08 Implementation of Information Privacy Principles

Put policies in place aligned to the privacy strategy and roadmap that address the full information life cycle from collection to retention/destruction.

B5.02.11.09 Privacy Breach and Incident Management

- Ensure organisational audit and assurance processes include the privacy strategy, roadmap and incident and risk analysis to measure improved privacy performance. - Reduce breach risks across your organisation by identifying and analysing where and how incidents are occurring. - Manage security incidents by creating an efficient workflow that allows multiple users across the organisation to collaborate.

B5.02.12 Business Rules Approach The Business Rules Approach formalizes an enterprise's critical business rules in a language that managers and technologists understand. Business rules create an unambiguous statement of what a business does with information to decide a proposition. The formal specification becomes information for process and rules engines to run. The Business Rules approach assumes cooperative work between business and technical analysts and provides the business with control over the business logic.

B5.02.13 Governance Governance broadly refers to the mechanisms, processes and relations by which organisations are controlled and directed. Governance structures identify the distribution of rights and responsibilities among different participants in the organisation (such as directors, managers, shareholders, creditors, auditors, regulators, and other stakeholders) and include the rules and procedures for making decisions. Governance includes the processes through which objectives are set and pursued in the context of the social and regulatory environments. Governance mechanisms include monitoring the actions, policies and decisions of the organisation.

B5.03 Government Credit and Insurance

Government Credit and Insurance involves the use of government funds to cover the subsidy cost of a direct loan or loan guarantee or to protect/indemnify members of the public from financial losses.

B5.03.01 Government Direct Loans Affects the disbursement of funds by the government to a nongovernment borrower under a contract that requires the repayment of such funds with or without interest.


B5.03.02 Government General Insurance

Affects the provision of protection to individuals or entities against specified risks. The specified protection generally involves risks that private sector entities are unable or unwilling to assume or subsidise and where the provision of insurance is necessary to achieve social objectives.

B5.03.03 Government Loan Guarantees

Affects any guarantee, insurance, or other pledge with respect to the payment of all or a part of the principal or interest on any debt obligation of a non-government borrower to a non-government lender, but which does not include the insurance of deposits, shares, or other withdraw-able accounts in financial institutions.

B5.04 Financial Management Financial Management involves the agency's use of financial information to measure, operate and predict the effectiveness and efficiency of an entity's activities in relation to its objectives. The ability to obtain and use such information is usually characterised by having in place policies, practices, standards and a system of controls that reliably capture and report activity in a consistent manner.

B5.04.01 Agency Asset Sales Affects the activities associated with the receipt of monies through the disposal and sale of government agency assets to the private sector e.g. government furniture, office fittings, and computing hardware.

B5.04.02 Foreign Investment Control

- Controls the participation of overseas parties in New Zealand commercial or financial ventures. - Provides advice on regulations regarding the ownership of New Zealand assets by foreigners.

B5.04.03 Accounting Accounting for assets, liabilities, revenues and expenses associated with the maintenance of government programs and expenditure of government appropriations in accordance with applicable standards.

B5.04.04 Asset and Liability Management

Accounts for support for the management of assets and liabilities of the government including the major assets and liabilities presented on the government balance sheet that contribute towards the net debt and net worth of the New Zealand Government.

B5.04.05 Government Asset Sales Affects the activities associated with the acquisition, oversight, tracking, and sale of non-internal assets managed by the government with a commercial value and sold to the private sector including public infrastructure, utilities and enterprises. It does not include assets owned by government agencies.

B5.04.06 Collections and Receivables

Affects the deposits, fund transfers, and receipts for sales or service.

B5.04.07 Cost Accounting Accumulates, measures, analyses, interprets, and reports cost information useful to both internal and external groups concerned with the way in which an organisation uses, accounts for, safeguards and controls its resources to meet its objectives. Cost accounting information is necessary in establishing strategic goals, measuring service efforts and accomplishments and relating efforts to accomplishments. Cost accounting, financial accounting and budgetary accounting all draw information from common data sources.

B5.04.08 Financial Investment - Encourages safe and legitimate investment practices. - Maintains prudential oversight of financial instruments and participants in financial markets. - Provides advice on prudential regulations relating to investment.

B5.04.09 Financial Reporting Provides financial information, report and analyse financial transactions.

B5.04.10 Government Financial Resource Management

- Affects the management of government financial assets. - Provides advice on legislative responsibilities and reporting requirements. - Manages the efficient, effective and ethical use of government resources.


B5.04.11 Government Fiscal Policy - Supports the strategic management and distribution of public money. - Determines the overall levels of public spending required to maintain economic stability. - Provides advice on regulations regarding public borrowing and levels of public debt.

B5.04.12 Procurement Affects the whole process of acquiring property and services. It begins when an agency has identified a need and decided on its procurement requirement. Procurement continues through the processes of risk assessment, seeking and evaluating alternative solutions, contract award, delivery of and payment for the property or services and, where relevant, the on-going management of a contract and consideration of options related to the contract.

B5.04.13 Management of Public Monies

Affects the management of the government budget process including the development of plans and programs, budgets, and performance outputs as well as financing government programs and operations through appropriation and apportionment of direct and reimbursable spending authority, fund transfers, investments and other financing mechanisms.

B5.04.14 Regional and Local Government Funding

Payments to regional and local governments involve the transfer of funds or financial assistance from the New Zealand Government to regional and local governments. This includes payments to health boards and universities.

B5.04.14.01 General Revenue Assistance Affects the allocation of money to regional and local government in accordance with distribution formulas prescribed by law or administrative regulation for activities of a continuing nature.

B5.04.14.02 Project / Competitive Grants Affects the funding, for fixed or known periods, of projects. Project/Competitive grants can include fellowships, scholarships, research grants, training grants, traineeships, experimental and demonstration grants, evaluation grants, planning grants, technical assistance grants, survey grants and construction grants.

B5.04.14.03 Specific Purpose Grants Affects the distribution of money to regional and local government for a named purpose or service usually specifically noted by the New Zealand Government in appropriations language or other program authorising language.

B5.04.15 Financial Risk Management

Specifically addresses financial risk management. Alternatively may be covered within B5.02.06 Business Risk, Safety and Assurance.

B5.05 Human Resource Management

Human Resource Management involves all activities associated with the recruitment and management of personnel.

B5.05.01 Employee Benefits Management

- Affects the design, development and implementation of benefit programs that attract, retain and support current and former agency employees including establishing and communicating benefits programs. - Processes benefits actions. - Interacts as necessary with third party benefits providers.

B5.05.02 Employee Performance Management

- Affects the design, development and implementation of a comprehensive performance management approach to ensure agency employees are demonstrating competencies required of their work assignments. - Designs, develop and implement a comprehensive performance management strategy that enables managers to make distinctions in performance and links individual performance to agency goal and mission accomplishment including managing employee performance at the individual level and evaluating the overall effectiveness of the agency’s employee development approach.


B5.05.03 Organisation and Position Management

Affects the design, development and implementation of organisational and position structures that create a high performance, competency-driven framework that both advances the agency mission and serves agency human capital needs.

B5.05.04 Recruitment - Establishes procedures for recruiting and selecting high-quality, productive employees with the right skills and competencies, in accordance with merit system principles including developing a staffing strategy and plan. - Establishes an applicant evaluation approach. - Announces the vacancy. - Sources and evaluates candidates against the competency requirements for the position. - Initiates pre-employment activities. - Hires employees.

B5.05.05 Remuneration Management

Affects the design, development and implementation of compensation programs that attract, retain and fairly compensate agency employees. In addition, the design, development and implementation of pay for performance compensation programs to recognise and reward high performance, with both base pay increases and performance bonus payments including developing and implementing compensation programs; administering bonus and monetary awards programs; administering pay changes; managing time, attendance, leave and pay; and managing payroll.

B5.05.06 Separation Management - Conducts efficient and effective employee separation programs that assist employees in transitioning to non-Government employment. - Facilitate the removal of unproductive, non-performing employees. - Assists employees in transitioning to retirement.

B5.05.07 Training and Career Development

Affects the design, development and implementation of a comprehensive employee development approach. This is to ensure that agency employees have the right competencies and skills for current and future work assignments. This includes: - Conducting employee development needs assessments. - Designing employee development programs, training, and learning materials. - Administering and delivering employee development programs through mentoring, on the job training, online learning and training, and formal training. - Evaluating the overall effectiveness of the agency’s employee development approach.

B5.05.08 Workplace Relations Affects the design, development and implementation of programs that strive to maintain an effective employer-employee relationship that balances the agency’s needs against its employees’ rights. It also manages the relationship between the agency and its unions and bargaining units. This includes negotiating and administering labour contracts and collective bargaining agreements; managing negotiated grievances; and participating in negotiated third party proceedings.

B5.05.09 Health and Safety Management

Affects the design, development and implementation of health and safety programmes.

B5.06 ICT Management Information and Communications Technology Management involves the coordination of information and technology resources and solutions required to support or provide a service. Note: The four main Information Technology Infrastructure Library (ITIL) areas and their associated processes have been included here as best practice for ICT Management.


B5.06.01 ICT Service Strategy ICT Service Strategy is taken from Information Technology Infrastructure Library (ITIL) IT Service Strategy. It provides guidance, clarification and prioritisation of service-provider investments in services. More generally, Service Strategy focuses on helping IT organisations improve and develop over the long term. In both cases, Service Strategy relies largely upon a market-driven approach. Key topics covered include service value definition, business-case development, service assets, market analysis, and service provider types.

Note: There is some overlap with the "Enterprise Architecture" category within the "Government Strategy, Planning and Budgeting" business area.

B5.06.01.01 Financial Management for ICT Services

Financial Management for ICT Services processes aim is to give accurate and cost effective stewardship of IT assets and resources used in providing ICT Services. It is used to plan, control and recover costs expended in providing the IT Services negotiated and agreed to in a service-level agreement (SLA).

B5.06.01.02 ICT Business Relationship Management

ICT Business Relationship Management (BRM) seeks to provide a complete and holistic model of business relationships and business relationship value over time, in order to make the various aspects of business relationships both explicit and measurable. A mature BRM model will ultimately support both: - Strategic business research and development efforts. - Tools and techniques that implement BRM principles. Note: BRM is distinct from, but related to, concepts such as enterprise relationship management and customer relationship management. It also exceeds the scope of the limited context of describing a liaison that aligns business interests with IT deliverables.

B5.06.01.03 ICT Demand Management ICT Demand management is a planning methodology used to manage and forecast the demand of ICT products and services to meet business demand.

B5.06.01.04 ICT Service Management (ITSM)

ICT service management (ITSM) refers to the implementation and management of quality information technology services. IT service management is performed by IT service providers through people, process and information technology. ITSM is process-focused and has ties and common interests with process improvement frameworks and methodologies (e.g., TQM, Six Sigma, business process management, CMMI). The discipline is not concerned with the details of how to use a particular vendor's product, or necessarily with the technical details of the systems under management. Instead, it focuses upon providing a framework to structure IT-related activities and the interactions of IT technical personnel with business customers and users. ICT service management in the broader sense overlaps with the disciplines of business service management and ICT portfolio management, especially in the area of ICT planning and financial control. ITSM is generally concerned with the "back office" or operational concerns of information technology management (sometimes known as operations architecture), and not with technology development. In this respect, ITSM may be seen as analogous to an enterprise resource planning (ERP) discipline for IT.

B5.06.01.05 ICT Service Portfolio Management

ICT service portfolio management is the application of systematic management to the investments, projects and activities of ICT departments. Examples of ICT portfolios would be planned initiatives, projects, and ongoing ICT services (such as application support). The promise of ICT portfolio management is the quantification of previously informal ICT efforts, enabling measurement and objective evaluation of investment scenarios.


B5.06.02 ICT Service Operations Service Operations (SO) aims to provide best practice for achieving the delivery of agreed levels of services both to end-users and the customers (where "customers" refer to those individuals who pay for the service and negotiate the SLAs). Service operation, as described in the Information Technology Infrastructure Library (ITIL) Service Operation volume, is the part of the lifecycle where the services and value is actually directly delivered. Also the monitoring of problems and balance between service reliability and cost etc. are considered. The functions include technical management, application management, operations management and service desk as well as, responsibilities for staff engaging in Service Operation.

B5.06.02.01 ICT Application Management Information Technology Infrastructure Library (ITIL) application management encompasses a set of best practices proposed to improve the overall quality of IT software development and support through the life-cycle of software development projects, with particular attention to gathering and defining requirements that meet business objectives. Software asset management (SAM) is a primary topic of ITILv2 and is closely associated with the ITIL Application Management function. SAM is the practice of integrating people, processes, and technology to allow software licenses and usage to be systematically tracked, evaluated, and managed. The goal of SAM is to reduce IT expenditures, human resource overhead and risks inherent in owning and managing software assets. SAM practices include: - Maintain software license compliance. - Track inventory and software asset use. - Maintain standard policies and procedures surrounding definition, deployment, configuration, use, retirement of software assets and the definitive software library. SAM represents the software component of IT asset management. This includes hardware asset management because effective hardware inventory controls are critical to efforts to control software. This means overseeing software and hardware that comprise an organisation's computers and network.

B5.06.02.02 ICT Infrastructure Management

ICT infrastructure management covers requirements analysis, planning, design, deployment, ongoing operations management and technical support of ICT infrastructure. The infrastructure management processes describe those processes within Information Technology Infrastructure Library (ITIL) that directly relate to the ICT equipment and software that is involved in providing ICT services to customers: design and planning, deployment, operations, and technical support.

B5.06.02.03 ICT Event Management An event may indicate that something is not functioning correctly, leading to an incident being logged. Events may also indicate normal activity, or a need for routine intervention such as changing a tape. Event management depends on monitoring, but it is different. Event management generates and detects notifications, while monitoring checks the status of components even when no events are occurring. Events may be detected by a CI sending a message, or by a management tool polling the CI. After an event has been detected it may lead to an Incident, Problem or Change, or it may simply be logged in case the information is needed. Response to an event may be automated or may require manual intervention. If actions are needed then a trigger, such as an SMS message or an incident being automatically logged, can alert support staff.


B5.06.02.04 ICT Service Desk The service desk is one of four Information Technology Infrastructure Library (ITIL) functions and is primarily associated with the Service Operation lifecycle stage. Tasks include handling incidents and requests, and providing an interface for other ITSM processes. Features include: Single point of contact (SPOC) - not necessarily the first point of contact, single point of entry, single point of exit, easier for customers and streamlined communication channel. Primary purposes of a service desk include: - Incident control: life-cycle management of all service requests. - Communication: keep the customer informed of progress and advice on workarounds. The service desk function can have various names, such as: - Call center: main emphasis on professionally handling large call volumes of telephone-based transactions. - Help desk: manage, co-ordinate and resolve incidents as quickly as possible at primary support level. - Service desk: not only handles incidents, problems and questions but also provides an interface for other activities such as change requests, maintenance contracts, software licenses, service-level management, configuration management, availability management, financial management and IT services continuity management. The three types of structure for consideration: - Local service desk: to meet local business needs – practical only until multiple locations requiring support services are involved. - Central service desk: for organisations having multiple locations – reduces operational costs and improves usage of available resources. - Virtual service desk: for organisations having multi-country locations – can be situated and accessed from anywhere in the world due to advances in network performance and telecommunications, reducing operational costs and improving usage of available resources.

B5.06.02.05 ICT Incident Management Incident management aims to restore normal service operation as quickly as possible and minimise the adverse effect on business operations, thus ensuring that the best possible levels of service quality and availability are maintained. 'Normal service operation' is defined here as service operation within service-level agreement (SLA) limits. An incident is defined as an unplanned interruption to an IT service or a reduction in the quality of an IT service. Failure of a configuration item that has not yet impacted service is also an incident. For example, failure of one disk from a mirror set.

B5.06.02.06 ICT Request Fulfilment Request fulfilment (or request management) focuses on fulfilling Service Requests, which are often minor (standard) changes (e.g., requests to change a password) or requests for information. The term "standard change" means pre-approved, repeatable, pre-defined, low risk changes. If the change does not meet these criteria then it is not a standard change and should not be defined as a request. Request fulfilment (or request management) focuses on fulfilling Service Requests, which are often minor (standard) changes (e.g., requests to change a password) or requests for information.


B5.06.02.07 ICT Problem Management Problem management aims to resolve the root causes of incidents and minimise the adverse impact of incidents and problems on business that are caused by errors within the IT infrastructure, and prevent recurrence of incidents related to these errors. A 'problem' is the unknown underlying cause of one or more incidents, and a 'known error' is a problem that is successfully diagnosed and for which either a work-around or a permanent resolution has been identified. The Central Computer and Telecommunications Agency defines problems and known errors as follows: - A problem is a condition often identified as a result of multiple incidents that exhibit common symptoms. Problems can also be identified from a single significant incident, indicative of a single error, for which the cause is unknown, but for which the impact is significant. - A known error is a condition identified by successful diagnosis of the root cause of a problem, and the subsequent development of a work-around. Problem management differs from incident management. The principal purpose of problem management is to find and resolve the root cause of a problem and thus prevent further incidents; the purpose of incident management is to return the service to normal level as soon as possible, with smallest possible business impact. Note: The problem-management process is intended to reduce the number and severity of incidents and problems on the business, and report it in documentation to be available for the first-line and second line of the help desk.

B5.06.03 ICT Service Design ICT Service Design provides guidance on the design of IT services, processes, and other aspects of the service management effort. Significantly, design within Information Technology Infrastructure Library (ITIL) is understood to encompass all elements relevant to technology service delivery, rather than focusing solely on design of the technology itself. As such, service design addresses how a planned service solution interacts with the larger business and technical environments, service management systems required to support the service, processes which interact with the service, technology, and architecture required to support the service, and the supply chain required to support the planned service. Within ITIL, design work for an IT service is aggregated into a single service design package (SDP). Service design packages, along with other information about services, are managed within the service catalogues. Note: Information Security Management is covering in the "Government Information Security Management" category within "Government Information and Knowledge Management".

B5.06.03.01 ICT Availability Management Availability management targets allow organisations to sustain the IT service-availability to support the business at a justifiable cost. The high-level activities comprise of: realize availability requirements, compile availability plan, monitor availability, and monitor maintenance obligations. Availability management addresses the ability of an IT component to perform at an agreed level over a period of time: - Reliability: Ability of an IT component to perform at an agreed level at described conditions. - Maintainability: The ability of an IT component to remain in, or be restored to an operational state. - Serviceability: The ability for an external supplier to maintain the availability of component or function under a third-party contract. - Resilience: A measure of freedom from operational failure and a method of keeping services reliable. One popular method of resilience is redundancy. - Security: A service may have associated data. Security refers to the confidentiality, integrity, and availability of that data. Availability gives a clear overview of the end-to-end availability of the system.


B5.06.03.02 ICT Capacity Management Capacity management supports the optimum and cost-effective provision of IT services by helping organisations match their IT resources to business demands. The high-level activities include: application sizing, workload management, demand management, modelling, capacity planning, resource management, and performance management. Capacity management is focused on strategic capacity, including capacity of personnel (e.g., human resources, staffing and training), system capacity, and component (or tactical) capacity.

B5.06.03.03 ICT Service Catalogue Management

Service Catalogue management maintains and produces the Service Catalogue and ensures that it contains accurate details, dependencies and interfaces of all services made available to customers. Service Catalogue information includes: Ordering and requesting processes, prices, deliverables, and contract points.

B5.06.03.04 ICT Service Continuity Management

IT service continuity management (ITSCM) covers the processes by which plans are put in place and managed to ensure that IT services can recover and continue even after a serious incident occurs. It is not just about reactive measures, but also about proactive measures – reducing the risk of a disaster in the first instance. ITSCM is regarded by the application owners as the recovery of the IT infrastructure used to deliver IT services, but as of 2009[update] many businesses practice the much further-reaching process of business continuity planning (BCP), to ensure that the whole end-to-end business process can continue should a serious incident occur (at primary support level). ITSCM involves the following basic steps: - Prioritising the activities to be recovered by conducting a business impact analysis - Performing a risk assessment (aka risk analysis) for each of the IT services to identify the assets, threats, vulnerabilities and countermeasures for each service. - Evaluating the options for recovery - Producing the contingency plan - Testing, reviewing, and revising the plan on a regular basis.

B5.06.03.05 ICT Service Level Management Service level management provides for continual identification, monitoring and review of the levels of IT services specified in the service level agreements (SLAs). Service level management ensures that arrangements are in place with internal IT support-providers and external suppliers in the form of Operational Level Agreements (OLAs) and Underpinning Contracts (UCs), respectively. The process involves assessing the impact of change on service quality and SLAs. The service level management process is in close relation with the operational processes to control their activities. The central role of Service level management makes it the natural place for metrics to be established and monitored against a benchmark. Service level management is the primary interface with the customer (as opposed to the user serviced by the service desk). Service level management is responsible for: - Ensuring that the agreed IT services are delivered when and where they are supposed to be. - Liaising with availability management, capacity management, incident management and problem management to ensure that the required levels and quality of services are achieved within the resources agreed with financial management - Ensuring that appropriate IT service continuity plans exist to support the business and its continuity requirements. The service-level manager relies on the other areas of the service delivery process to provide the necessary support which ensures the agreed services are provided in a cost-effective, secure and efficient manner.

B5.06.04 ICT Service Transition Service transition, as described by the Information Technology Infrastructure Library (ITIL) service transition volume, relates to the delivery of services required by a business into live/operational use, and often encompasses the "project" side of IT rather than business as usual (BAU). This also covers topics such as managing changes to the BAU environment.


B5.06.04.01 ICT Service Asset and Configuration Management

Service asset and configuration management is primarily focused on maintaining information (i.e., configurations) about Configuration Items (i.e., assets) required to deliver an IT service, including their relationships. Configuration management is the management and traceability of every aspect of a configuration from beginning to end and it includes the following key process areas under its umbrella: Identification, Planning, Change control, Change management, Release management, Maintenance.

B5.06.04.02 ICT Change Management Change management aims to ensure that standardised methods and procedures are used for efficient handling of all changes. A change is an event that results in a new status of one or more configuration items, and which is approved by management, is cost-effective, enhances business process changes (fixes) – all with a minimum risk to IT infrastructure. The main aims of change management include: Minimal disruption of services, R-education in back-out activities, Economic use of resources involved in the change. Common change management terminology includes: - Change: the addition, modification or removal of Configuration Items. - Request For Change or, Change Request: a form used to record details of a request for change and is sent as an input to Change Management by the Change Requestor - Forward Schedule of Changes: schedule that contains details of all forthcoming Changes. - Change Schedule: schedule that contains details of all forthcoming Changes, and references historical data. Many people still refer to the known term FSC.


B5.06.04.03 ICT Release and Deployment Management

Release and deployment management is used by the software migration team for platform-independent and automated distribution of software and hardware, including license controls across the entire IT infrastructure. Proper software and hardware control ensures the availability of licensed, tested, and version-certified software and hardware, which functions as intended when introduced into existing infrastructure. Quality control during the development and implementation of new hardware and software is also the responsibility of Release Management. This guarantees that all software meets the demands of the business processes. Release management utilizes Definitive Media Library for storage of software. The goals of release management include: - Planning the rollout of software. - Designing and implementing procedures for the distribution and installation of changes to IT systems. - Effectively communicating and managing expectations of the customer during the planning and rollout of new releases. - Controlling the distribution and installation of changes to IT systems. Release management focuses on the protection of the live environment and its services through the use of formal procedures and checks. A Release consists of the new or changed software and/or hardware required to implement approved changes. Release categories include: - Major software releases and major hardware upgrades, normally containing large amounts of new functionality, some of which may make intervening fixes to problems redundant. A major upgrade or release usually supersedes all preceding minor upgrades, releases and emergency fixes. - Minor software releases and hardware upgrades, normally containing small enhancements and fixes, some of which may have already been issued as emergency fixes. A minor upgrade or release usually supersedes all preceding emergency fixes. - Emergency software and hardware fixes, normally containing the corrections to a small number of known problems. Releases can be divided based on the release unit into: - Delta release: a release of only that part of the software which has been changed. For example, security patches. - Full release: the entire software program is deployed—for example, a new version of an existing application. - Packaged release: a combination of many changes—for example, an operating system image which also contains specific applications.

B5.06.05 ICT Access Management - Manages user access to government ICT resources. - Authenticates and verifies user identity and authority to access. - Logs, tracks and monitors user access activities. - Provides, restricts and removes rights to access.

B5.06.06 ICT Solution Delivery Affects the activities associated with delivering and maintaining software services and applications to meet government business and corporate needs. Business solutions may include in-house, inter-agency and vendor-supplied software services and applications. The categories below provide a set of processes and activities that can be used to deliver ICT solutions. Note: Depending on the size of a project and the risk profile some or all of these may be used.

B5.06.06.03 ICT Solution Architecture Solution architecture is a combination of role, process and documentation that is intended to address specific problems and requirements, usually through the design of specific information systems or applications. It often takes higher level enterprise architecture and translates this into more specific solution architecture which informs the solution design.


B5.06.06.04 ICT Solution Proof of Concept The ICT solution proof of concept process is used to verify that some technology or solution approach has the potential of being used. It is usually inexpensive and can be used to avoid wasting resources on a solution that may not deliver to the requirements. A proof of concept may often be done before the full business case and only if the concept if verified will the full business case proceed.

B5.06.06.05 Request for Proposal (RFP) The Request for Proposal (RFP) process presents preliminary requirements for the commodity or service, and may dictate to varying degrees the exact structure and format of the supplier's response. Effective RFPs typically reflect the strategy and short/long-term business objectives, providing detailed insight upon which suppliers will be able to offer a matching perspective. Similar requests include a request for quotation and a request for information.

B5.06.06.06 ICT Solution Design This process takes the requirements and solution architecture to create both high level and detailed solution designs that are used to develop the solution.

B5.06.06.07 ICT Solution Business Case A business case captures the reasoning for initiating a project or task. It is often presented in a well-structured written document, but may also sometimes come in the form of a short verbal argument or presentation. The logic of the business case is that, whenever resources such as money or effort are consumed, they should be in support of a specific business need. Business cases can range from comprehensive and highly structured, as required by formal project management methodologies, to informal and brief. Information included in a formal business case could be the background of the project, the expected business benefits, the options considered (with reasons for rejecting or carrying forward each option), and the expected costs of the project, a gap analysis and the expected risks. Consideration should also be given to the option of doing nothing including the costs and risks of inactivity. From this information, the justification for the project is derived.

B5.06.06.08 ICT Solution Prototyping ICT Solution prototyping is the activity of creating prototypes of ICT solutions, i.e. incomplete versions of a software program being developed. The solution designer and implementer can get valuable feedback from the users early in the project. The client and the contractor can compare if the software made matches the solution specification, according to which the software program is built. It also allows the software engineer some insight into the accuracy of initial project estimates and whether the deadlines and milestones proposed can be successfully met.

B5.06.06.09 ICT Solution Development The ICT solution development process is where the solution design is used to code, configure or otherwise create the required solution.

B5.06.06.10 ICT Solution Assurance The processes of assuring that government ICT investments are being made appropriately, align with government strategy, and will deliver the stated outcomes.

B5.06.06.11 ICT Solution Integration Solution integration is defined as the process of bringing together the component subsystems into one system and ensuring that the subsystems function together as a system. In information technology, systems integration. It is the process of linking together different computing systems and software applications physically or functionally, to act as a coordinated whole. There is also the aspect of service integration which is linking different services provided by different government agencies to deliver a more integration outcome for a customer.


B5.06.06.12 ICT Solution Testing Testing is used to verify and validate the solution. This covers: - Module Test; The different modules are tested for correct functioning. If this is the case the project can move to the next activity, else the project returns to the module design phase to correct any errors. - Integration Test; The communication between modules is tested for correct functioning. If this is the case the project can move to the next activity, else the project falls back to the high level design to correct any errors. - System Test / Business Acceptance Test; This test checks whether all functional requirements are present in the product. If this is the case the product is completed and the product is ready to be deployed in production, else the project falls back to software requirements activities and functional requirements have to be adjusted. - Performance Test; This test checks that the solution will meet the non-functional performance requirements.

B5.06.06.13 ICT Solution Implementation This is the process of migrating a solution to the production environment and can include user training, migration of information etc.

B5.06.07 ICT Supplier Relationship Management

Affects the activities involved in managing the contractual relationships between the government organisation and suppliers of ICT services and software solutions. Monitors and reports on achievement of agreed service levels.

B5.07 Information and Knowledge Management

Information and Knowledge Management involves the ownership or custody of information and intellectual assets held by the government, and the governance of information collection, arrangement, storage, maintenance, retrieval, dissemination and destruction – it includes maintaining the policies, guidelines and standards regarding information management and governance.

B5.07.01 Content and Records Management

Affects the operations surrounding ownership or custody, management, preservation, destruction and discovery of the official documents and records for an agency including management and stewardship of information held by a government agency; management and maintenance of on-going operational information; archival and retrieval of aging or obsolete information; and destruction of material no longer legally required to be kept. The lower level categories within Government Content and Records Management are aligned to the Records Management Standard for the New Zealand Public Sector 7 principles.

Note: In New Zealand (Australia and Canada) the business functions of Document and Record Management are inseparable as we have a view that something is inherently a record because it provides evidence of a transaction; therefore almost all documents are also records. However most software has been developed to support the US model where document management and record management are separated as documents only becomes records only after someone or some process has formally declared them to be a record.


B5.07.01.01 Records Creation and Maintenance

PRINCIPLE 1: CREATE AND MAINTAIN RECORDS (ref Records Management Standard for the New Zealand Public Sector).

The requirements in this principle lay the groundwork for making and keeping fit-for-purpose records of business activity, and for maintaining them for as long as required.

Effective and efficient records management begins with an analysis and understanding of internal requirements and external obligations relating to the creation and maintenance of records. The next step is to create and maintain records in order to meet those requirements and obligations.

When making records of business activity, it is important to ensure the information they contain is authentic, reliable and has integrity. Making them in a timely manner and as a normal part of the business processes they support and document improves their authenticity and reliability. Fixing their content establishes their integrity and preserves it over time.

B5.07.01.02 Records Organisation PRINCIPLE 2: CLASSIFY AND ORGANISE RECORDS (ref Records Management Standard for the New Zealand Public Sector).

Classifying and organising records is crucial to achieving records management outcomes. Sorting and ordering them in a logical way ensures they are connected to other records as well as to the business activities they document. Classifying and organising records also makes it easier to find and retrieve them when required, manage access to them (see principle 4), and appraise and dispose of them (see principle 5).

A key tool for classifying and organising records is a business classification scheme (BCS). A BCS is a conceptual model of the functions and activities an organisation carries out, or the way in which it works or is structured. A BCS is the product of business analysis.

Organisations may possess or end up developing more than one BCS. These classification schemes may be constructed on different principles and their scope and level of detail may vary.


B5.07.01.03 Records Metadata PRINCIPLE 3: ASSIGN RECORDS MANAGEMENT METADATA TO RECORDS AND AGGREGATIONS (ref Records Management Standard for the New Zealand Public Sector).

Records management metadata is information about the context, content and structure of records and their management through time. Assigning records management metadata to records enables the creation and maintenance of trustworthy evidence of business activity.

Records management metadata can be divided into two types: point of capture metadata and process metadata. The former provides information about the context in which records are created, including the creator, date of creation, relevant business activity, content of the record and so on. The latter provides information about the actions subsequently carried out on records, such as accessing, altering or disposing of them, as well as information about the people who carried out those actions.

Designing records management metadata, assigning it to records, and maintaining it for as long as required, underpins the effective and efficient management of records. It is difficult if not impossible to guarantee the reliability, authenticity and integrity of records lacking appropriate metadata. Records management metadata also helps organisations to find, access and understand records, to identify and manage access to sensitive or security classified information, and to preserve records for as long as required.

B5.07.01.04 Records Access PRINCIPLE 4: PROVIDE ACCESS TO RECORDS (ref Records Management Standard for the New Zealand Public Sector).

Providing access to records involves: - Deciding the access status of records. - Managing access to records. - Ensuring that records are available when required. - Promoting the use of records, and - Identifying and mitigating risks to the ongoing accessibility of records.

It is vital to control access to records, particularly those containing private, confidential or sensitive information. At the same time, it is important to maximise the re-use of records so their true value can be realised. Records that go unused because they are anonymous or unavailable or cannot be accessed by the right person at the right time are a wasted resource.

Managing risks to the ongoing accessibility of records protects their value over time and avoids the need for expensive forensic processes to reconstruct their content.


B5.07.01.05 Records Appraisal and Disposal PRINCIPLE 5: APPRAISE RECORDS AND DISPOSE OF THEM APPROPRIATELY (ref Records Management Standard for the New Zealand Public Sector).

Assessing the value of records, and defining retention periods and disposal actions for them, helps to ensure they are provided with an appropriate level of care and are managed for (only) as long as they need to be. Regularly disposing of records: - Makes search and retrieval easier. - Controls storage, maintenance, access management and other costs. - Reduces privacy and security risks associated with retaining records, and - Helps to protect records with long-term value and promote their re-use.

Establishing and following a systematic disposal process mitigates the risk that high-value records are destroyed unintentionally or that lower-value records are disposed of incompletely and insecurely.

Disposing of records systematically also helps to ensure that organisations meet legislative requirements for the retention and disposal of records, including those set out in the Public Records Act. Public records and local authority protected records cannot be disposed of without the approval of the Chief Archivist, unless disposal is required by or under another Act.

B5.07.01.06 Records Integrity PRINCIPLE 6: MAINTAIN THE INTEGRITY OF RECORDS (ref Records Management Standard for the New Zealand Public Sector).

It is important to preserve the structural and informational integrity of records so they can be used with confidence for as long as required, and to protect and realise the upfront investment in them as information assets. Maintaining the integrity of records means: - Protecting them from alteration, damage or destruction, whether intentional or unintentional. - Preventing their deterioration, and - Ensuring they remain usable.

Factors threatening the integrity of records include: - Uncontrolled or unauthorised access and use. - Poor storage conditions. - Inappropriate handling practices. - Large and small-scale environmental hazards. - Degradation of storage media, and - Technological obsolescence.

Assessing and mitigating the impact of these risk-factors is normal, prudent business practice. In most cases, protecting the content and structure of records is more important than preserving them in a pristine state.

Digital records are particularly vulnerable to some of these risk-factors, including inappropriate access (see principle 4), degradation of storage media and technological change. It is prudent therefore to make early plans for their protection and ongoing maintenance, including the likely need to migrate them between file formats and applications, and from one storage location to another.


B5.07.01.07 Records Roles and Responsibilities

PRINCIPLE 7: MANAGE RECORDS SYSTEMATICALLY (ref Records Management Standard for the New Zealand Public Sector).

Public sector organisations are more likely to achieve records management outcomes if they manage the creation and maintenance of their records systematically.

Systematic records management combines a focus on leadership, accountability and responsibility with a commitment to setting objectives and to regularly reviewing and improving organisational performance. It involves the implementation of technical solutions but extends beyond that to include the development of robust, reliable processes and the provision of training and support for all staff creating, using and managing records.

Records management systems are more likely to be successful if they align and integrate with other business systems and feed into broader organisational objectives.

B5.07.01.08 Records Storage Records storage is essentially about managing risks to records. Information collected about record value enables cost-effective and appropriate decisions about packaging, shelving and storage of records. For example, records that will eventually become archives can be kept in file covers more appropriate for longer term storage, records of short-term value can be stored in a less controlled environment, and vital records can be stored offsite to maximise security.

Active, inactive, and archival records have different storage requirements: - Active records are kept in your working environment and are regularly used and added to. For these records, your focus will be on the purchase and location of appropriate storage equipment. - Inactive records need to be stored in dedicated storage areas. Projects for inactive records will focus on the selection and management of onsite or offsite storage facilities. - Archives, and inactive records known to be of archival value, may require storage conditions that control temperature and humidity levels.

All records require procedures for their control, handling and access.

B5.07.02 Information Exchange Standards

Establishes standards to facilitate business interoperability and the exchange of data and information between government agencies, and between the government and private individuals, businesses and organisations including information infrastructures for government use.

B5.07.03 Information Management Standards

- Establishes standards around the creation, capture, management and disposal of government records and documentation. - Provides guidelines for ensuring the accessibility of government information to individuals including people with special needs. - Supports the organisation and use of government information. - Encourages the implementation of best practice information management strategies.

B5.07.04 Information Rights Management

Affects the activities surrounding the management of information rights such as freedom of information, intellectual property and copyright, and privacy of information. Includes public lending rights associated with use of copyrighted published material in libraries.

B5.07.05 Information Security Management

- Affects the activities involved in protecting government information from unauthorised access, use, disclosure, disruptions, modification or destruction. - Affects the creation, maintenance and implementation of security policies, procedures and controls. - Affects the exposure, monitoring and management of security breaches.


B5.07.06 Knowledge Management Affects the activities involved in managing and maintaining the content of the intellectual assets of the government comprising explicit knowledge (recorded, formal, structured) and tacit knowledge (not recorded, unspoken, informal). Explicit knowledge includes bodies of information created for the use and benefit of government resources and members of the public, such as knowledge artefacts, knowledge bases and information bases that are accessible, presentable, transmittable, and can be held online or in hard copy formats. Tacit knowledge includes information held by a person or between a group of people derived from personal experience and interpretation. Knowledge management includes converting tacit knowledge into explicit knowledge through collaborative means of recording and formalising this experience and interpretation.

B5.07.07 Library Management Affects the activities surrounding acquisition, classification, preservation, retrieval and lending of published materials such as books, periodicals, journals, manuscripts and other information artefacts as carried out by the National Library of New Zealand.

B5.08 Strategy, Planning and Budgeting

Strategy, Planning and Budgeting involves the organisation's activities of determining strategic direction, identifying and establishing programs, services and processes, and allocating resources (capital and labour) among those programs and processes.

B5.08.01 Budget Management Managing the budget appropriations received from the government to achieve the planned agency outcomes.

B5.08.02 Budget Planning Agency budget planning activities which feeds into B5.09.15 Government Budget Formulation.

B5.08.03 Enterprise Architecture Enterprise Architecture (EA) functions provides a strategic, top-down view of an organisation to enable executives, planners, architects, and engineers to coherently co-ordinate, integrate, and conduct their activities. The Government Enterprise Architecture for New Zealand (GEA-NZ) provides the framework for agency and sector EA. Enterprise Architecture addresses both business and technology. It involves describing the current state, defining the target state, execute gap analysis, and designing roadmaps for improvement for the agencies business, information, organisation, people, processes and technology including establishment of a transition strategy for achieving the target state. It also includes planning and supporting innovation to business solutions, products and services.

B5.08.03.01 Architecture Vision Architecture Vision is the function of setting the scope, constraints and expectations for enterprise architecture work. Key elements are; vision, strategy, and goals, at both the agency and all of government levels. Architecture Vision describes how new or improved capabilities will meet the business goals and strategic objectives and address the stakeholder concerns when implemented. Note: This aligns to phase A "Architecture Vision" of the TOGAF Architecture Development Method (ADM).

B5.08.03.02 Business Architecture Function of creating business architecture for ICT. Business Architecture includes; customers, delivery channels, product and service, the people and organisations delivering the products and services, and the business processes used. This includes baseline "as is" and target "to be" architecture and gap analysis. Note: This aligns to phase B "Business Architecture" of the TOGAF Architecture Development Method (ADM).

B5.08.03.03 Data and Information Architecture

Process of creating and maintaining the data architecture. This includes baseline "as is" and target "to be" architecture and gap analysis. Note: This aligns to phase C "Information Systems Architecture" and D "Technology Architecture" of the TOGAF Architecture Development Method (ADM).


B5.08.03.04 Application and ICT Services Architecture

Process of creating application and ICT service architecture for ICT. This includes baseline "as is" and target "to be" architecture and gap analysis. Note: This aligns to phase C of the TOGAF Architecture Development Method (ADM).

B5.08.03.05 Infrastructure Architecture Function of creating the infrastructure architecture for ICT. This includes baseline "as is" and target "to be" architecture and gap analysis. Note: This aligns to phase D "Technology Architecture" of the TOGAF Architecture Development Method (ADM). TOGAF has Technology Architecture, GEA-NZ has "Infrastructure Architecture" which excludes any software technologies, these are included in "Applications and ICT Services Architecture".

B5.08.03.06 Architecture Opportunities and Solutions

Function of identifying the major work packages or projects that need to be undertaken to move from the current baseline "as is" state to the target "to be" state. New business opportunities arising from the architecture analysis and assumptions may be identified here and these need to be agreed with the business. This is an effort to build a best-fit roadmap that is based upon the stakeholder requirements, the enterprise's business transformation readiness, identified opportunities and solutions, and identified implementation constraints. The key is to focus on the final target while realizing incremental business value. Note: This aligns to phase E "Opportunities and Solutions" of the TOGAF Architecture Development Method (ADM).

B5.08.03.07 Architecture Migration Planning

This category is about taking the output from the Architecture Opportunities and Solutions and the creation of an Implementation and Migration Plan in co-operation with the portfolio and project managers that integrate with the management frameworks within the agency. There are typically four management frameworks that have to work closely together for the Implementation and Migration Plan to succeed these are: - Business Planning - Enterprise Architecture - Portfolio / Project Management - Operations Management Note: This aligns to phase F "Migration Planning" of the TOGAF Architecture Development Method (ADM).

B5.08.03.08 Architectural Conformance The function of ensuring the implementation projects conform to the agreed architecture. Note: This aligns to phase G "Implementation Governance" of the TOGAF Architecture Development Method (ADM).

B5.08.03.09 Architectural Change Management

The function of ensuring the architecture is responsive and adjusted to reflect the changes to the requirements that arise over time. Note: This aligns to phase H "Architectural Change Management" of the TOGAF Architecture Development Method (ADM).

B5.08.03.10 Architecture Standards Development

Function of creating and or selecting standards. Some standards may be set at an agency level, others at an AoG or National level, such as records management standards, and these often reference international standards. This category can include participation and contribution to national and international standards bodies.

B5.08.03.11 Reference Architecture and Patterns

Function of creating reference architecture and patterns that can be reused across government agencies reducing; costs, delivery time, and facilitating incremental improvements where the base pattern may be improved upon by next implementation.

B5.08.03.12 Security and Privacy Architecture

Function of creating security and privacy architecture which is a particular focus area for government. This includes baseline "as is" and target "to be" architecture and gap analysis.


B5.08.05 Legal Advice Affects the activities involved in obtaining legal advice and resolving legal issues during procurement processes and the development of policies and programs including legal advice obtained in-house or through appropriate external legal advisors.

B5.08.06 Outcomes and Outputs Affects the activities that align agency's resources allocated through budget formulation, execution and management actions with examinations of program objectives, performance, and demonstrated results including the review and evaluation of outputs and outcomes.

Note: Government Outputs and Outcomes is within B5.09 Machinery of Government.

B5.08.07 Procurement Planning Affects the processes for ensuring that appropriate investments are selected for agency's capital and operational expenditures.

Note: Government Procurement Planning is within B5.09 Machinery of Government

B5.08.08 Strategic Planning Affects the determination of annual and long-term goals and the identification of the best approach for achieving those goals including formulation of business, financial, human resources, ICT, and information strategies. This occurs at government, sector and agency level.

Note: Government Strategic Planning is within B5.09 Machinery of Government.

B5.08.09 Workforce Planning Affects the processes for identifying the government and agency's workforce competencies required to meet the agency’s strategic goals and for developing the strategies to meet these requirements.

Note: Government Workforce Planning is within B5.09 Machinery of Government.

B5.09 Machinery of Government Machinery of government refers to the structures of government and how they work. It includes: - The changing set of organisations within government, their functions and governance arrangements, and how they work together to deliver results for Ministers and the public. - Executing legislative processes in Houses of Parliament, assemblies or councils, where officers are elected to represent citizens. - Administering committees that report to legislative bodies. - Managing elections of government representatives and sponsoring major community events. - Official duties carried out by the titular head of the government or municipality. - Managing the machinery of government processes at all levels of government.

B5.09.01 Civic Events - Organises community events and ceremonies to mark significant occasions. - Coordinates security, publicity and entertainment. - Arranges adequate public facilities, car parking and seating including liaison with local businesses, volunteers and community groups. Note:' B5.09.10 Official Visits' manages the arrangements for official visits to NZ that may be associated with civic events.

B5.09.02 Constitutional Matters - Manages the system of fundamental principles that provide the governance framework for the nation, territory or municipality. - Administers policy and procedures for constitutional review and amendment. - Provides advice on the implications of intervention in constitutional litigation including the activities of committees involved in constitutional matters.


B5.09.03 Electoral Matters - Administers voting to elect representatives for public office. - Conducts referenda to amend the constitution. - Maintains electoral rolls and enrolment procedures. - Provides polling booths, ballot papers and scrutiny of electoral processes. - Distributes the results of elections via any medium including electoral information and education programs.

B5.09.04 Government Policy Making

Creates or reviews policy strategies and directions for the future that apply OUTSIDE the creating organisation. This includes creating draft policy, evaluating policy, finalising policy. exploring policy options, consulting and providing advice on policy, and planning for policy implementation.

Note: Excludes Restructuring, even between agencies - see B5.09.16.09 Restructuring Government Sector.

B5.09.04.01 Creating Draft Policy Analysing possible options and developing potential policy. Includes: government green papers, Cabinet Papers, Cabinet minutes, Cabinet briefs. Excludes: carrying out information analysis and research.

B5.09.04.02 Evaluating Policy Evaluating the effectiveness of policy implementation either by the implementing agency or an external agency. May well lead to the start of a fresh round of policy development.

B5.09.04.03 Exploring Policy Options Identifying the need for policy and recommending possible directions for government to consider. May include consideration of the work of Royal Commissions or Committees of Enquiry such as the Tax Review 2001 - they make recommendations but don't set policy. Cabinet and Select Committees have responsibility for policy initiatives in government officials provide input from the bottom up.

B5.09.04.04 Finalising Policy Determining the shape of final policy and approving it. Includes: finalising and approving (seeking approval for) Cabinet policy. Use for: Approving policy

B5.09.04.05 Planning for Policy Implementation

Preparing strategies and planning how to put policy into practice. Example: Developing conservation management strategies and plans, workforce planning to ensure that there are sufficient skilled people to run business and government, infrastructure planning Excludes: carrying out the plans, for which use other functions as appropriate. Excludes developing procedures.

B5.09.04.06 Consulting on Policy Seeking input from interested parties. Collating, analysing and presenting responses. Includes: Inter-departmental consultation, sector consultation, public consultation. Use for: Making submissions on policy, Seeking secondary opinions on financial implications of policy.

B5.09.05 Government Policy Implementation

- Develops and administers programs to implement the policies and initiatives of the executive and elected representatives. - Reviews and evaluates the performance of such programs. - Develops policy and guidelines to improve public administration.

B5.09.06 Honours and Awards Programs

- Coordinates and promotes ceremonies to pay tribute to notable achievements. - Establishes selection criteria and the framework of levels of honour. - Designs and produces medals. - Researches and evaluates nominations. - Maintains a register of awards. - Prepares congratulatory messages.


B5.09.06.01 Ceremonies Arranging and running ceremonial, cultural or civic events in which central or local government plays a prominent part and which celebrate or commemorate aspects of New Zealand life and culture. Examples: State ceremonies, the opening of Parliament, cultural ceremonies, investiture ceremonies, wreath laying, civic functions, citizenship ceremonies. Use for: Running events.

B5.09.06.02 Honouring Providing government recognition of contributions to New Zealand or to communities. Example: The New Zealand Honours List, creating and maintaining memorials and statues, awarding medals, creating plaques for war graves.

B5.09.07 Intergovernmental Relations

- Develops cooperative associations between New Zealand government jurisdictions. - Hosts forums and consultation processes to assess policy proposals and their potential impacts. - Administers inter-jurisdictional bodies, grants and reforms.

B5.09.08 Legislative Drafting - Prepares legal instruments for the parliament of any jurisdiction. - Analyses government policy and the constitutional environment. - Interprets the legal effect of existing legislation. - Provides advice on legislative proposals.

B5.09.09 Official Guidance Dissemination

Publishes or broadcasts guidelines to assist in the interpretation and implementation of regulations.

B5.09.10 Official Visits Manage official visits including programmes for visiting guests of Government, State and ministerial functions, co-ordinating a range of services in support of ceremonial and commemorative events. Note:' B5.09.01 Civic Events' includes organising of the civic events that visiting officials may attend.

B5.09.11 Official Protocol - Supports the activities of high-level government representatives in carrying out their official duties. - Determines appropriate conventions, customs and arrangements required during formal procedures and functions, either in New Zealand or overseas including research, advice and support services for occasions where official protocol is to be followed.

B5.09.12 Parliamentary Chamber Support

- Provides corporate assistance and security services to Houses of Parliament, assemblies or governing councils. - Makes arrangements for accommodation, equipment and catering. - Oversees building and maintenance requirements. - Supervises broadcasts of parliamentary proceedings.

B5.09.13 Parliamentary Committee and Member Support

- Supplies administrative assistance to elected members in all tiers of government in New Zealand to help them fulfil their duties. - Manages secretariat support and secretarial staff. - Provides access to reference and research services. - Offers advice on procedures and the interpretation of standing orders.

B5.09.14 Regulation Development Develops and establishes regulations governing conduct or behaviour in specific areas including researching and drafting proposed and final regulations.

B5.09.15 Government Strategy, Planning and Budgeting

Government Strategy, Planning and Budgeting involves the government activities of determining strategic direction, identifying and establishing programs, services and processes, and allocating resources (capital and labour) among those programs and processes.


B5.09.15.01 Government Budget Formulation

Affects the activities undertaken to determine government priorities for future spending and to develop an itemised forecast of future funding and expenditures during a targeted period of time including the collection and use of performance information to assess the effectiveness of programs and develop budget priorities.

B5.09.15.02 Government Budget Delivery

Affects the legal appropriation distribution of the budget authority to various responsible government agencies to achieve results consistent with the formulated budget.

B5.09.15.03 Government Enterprise Architecture

Government Enterprise Architecture provides a strategic, top-down view of the New Zealand Government to enable agency and sector planners, architects, and business managers to coherently co-ordinate, integrate, and conduct their activities. The Government Enterprise Architecture for New Zealand (GEA-NZ) provides the framework for agencies' enterprise architecture.

B5.09.15.04 Functional Leadership Functional leadership covers government property, procurement and ICT. - Drive efficiencies through economies of scale, leveraging buying power in All-of-Government contracts, setting common standards and approaches, and reducing duplication. - Develop expertise and capability; centres of expertise, co-ordinated professional development, deploying capability to where and when it is most needed. - Improve services and service delivery through sharing and coordinating activities and facilities, joined up service delivery.

B5.09.15.05 Government Outcomes and Outputs

Affects the activities that align government wide resources allocated through budget formulation, execution and management actions with examinations of program objectives, performance, and demonstrated results including the review and evaluation of outputs and outcomes.

B5.09.15.06 Government Procurement Planning

Affects the processes for ensuring that appropriate investments are selected for government wide capital and operational expenditures.

B5.09.15.07 Government Strategic Planning

Affects the determination of annual and long-term goals and the identification of the best approach for achieving those goals including formulation of business, financial, human resources, ICT, and information strategies. This occurs at government, sector and agency levels.

B5.09.15.08 Government Workforce Planning

Affects the processes for identifying the government wide workforce competencies required to meet the agency’s strategic goals and for developing the strategies to meet these requirements.

B5.09.16 Structuring Government Determining the overall structure of government agencies and bodies, reviewing and changing the structure, allocating functions to agencies. Includes the Executive, the Judiciary, the legislature and Parliament.

B5.09.16.01 Appointing to Senior or Statutory Positions

Appointing to senior positions in an organisation, or to positions on statutory boards, by an external agent such as a Minister of the Crown or State Services Commissioner. Examples: Appointments to the New Zealand Conservation Authority by the Minister of Conservation, appointing judges. Use for: Appointing Chief Executives, Appointing judges to the bench, Recruiting.

B5.09.16.02 Establishing Judiciary Establishing the jurisdictional powers and hierarchy of the Courts and the status of the judiciary, as prescribed by convention and statute. Use for: Establishing courts.

B5.09.16.03 Establishing Representative Bodies

Setting in place and providing for the continuing existence of Parliament, and of territorial authorities. Example: Parliament, Mayors and Councillors.

B5.09.16.04 Establishing the Head of State

Setting in place and providing for continuity of the Head of State and their representatives. Examples: Transferring the functions of the monarch on their death, recommending Governor General.


B5.09.16.05 External Setting of Remuneration

Reviewing, recommending and setting the remuneration of senior or statutory positions from outside the agency that has those positions. Example: Entities and mechanisms for conducting hearings and reviews. Use for: Setting higher salaries.

B5.09.16.06 Forming the Government

Determining which political party or parties have the confidence of Parliament. Appointment of Prime Minister and ministers by Governor General. Example: Establishing a coalition government.

B5.09.16.07 Nationalising Converting from private to government ownership. Examples: Buying back railways or electricity generation companies.

B5.09.16.08 Privatising Selling a functioning organisation, or part of an organisation, usually as a going concern. Example: Selling Terralink Excludes: Buying and selling property.

B5.09.16.09 Restructuring Government Sector

Moving government functions between existing or to new government agencies, sharing functions under new arrangements, and setting up new government organisations to carry out specific identified functions Local Government Commission restructuring local government. Use for: Amalgamating government agencies, Establishing new government agencies, Rationalising government structures, Realigning government structures, Setting up new government agencies.

B5.10 Government Communications

Communications provides strategic communications consultation, media relations efforts, strategic digital communication and planning services on behalf of the agency and the Government.

B5.10.01 Brand Management Brand management is the analysis and planning on how the agency's brand is perceived by the public. Developing a good relationship with the public is essential for brand management. Tangible elements of brand management include the products and services the agency provides. The intangible elements are the experience that the customer has with the brand, and the relationship with the agency. A brand manager oversees all of these things..

B5.10.02 Communication Planning Communication planning is the art and science of reaching target audiences using different communication channels such as advertising, public relations, experiences or direct mail for example. It is concerned with deciding who to target, when, with what message and how. The communication plan serves as a guide to the communication and sponsorship efforts. It is a living and working document and is updated periodically as audience needs change. It explains how to convey the right message, from the right communicator, to the right audience, through the right channel, at the right time. It addresses the six basic elements of communications: communicator, message, communication channel, feedback mechanism, receiver/audience, and time frame. A communication plan includes: - Who - the target audiences - What – the key messages that are trying to be articulated - When – timing, it will specify the appropriate time of delivery for each message - Why – the desired outcomes - How - the communication vehicle (how the message will be delivered) - By whom - the sender (determining who will deliver the information and how he or she is chosen)


B5.10.03 Communication Design Communication design is a mixed discipline between design and information-development which is concerned with how media intermission such as printed, crafted, electronic media or presentations communicates with people. A communication design approach is not only concerned with developing the message aside from the aesthetics in media, but also with creating new media channels to ensure the message reaches the target audience. Some designers use graphic design and communication design interchangeably due to overlapping skills. Communication design can also refer to a systems-based approach, in which the totality of media and messages within a culture or organization are designed as a single integrated process rather than a series of discrete efforts. This is done through communication channels that aim to inform and attract the attention of the people you are focusing your skills on. Design skills must be tailored to fit to different cultures of people, while maintaining pleasurable visual design. These are all important pieces of information to add to a media communications kit to get the best results. Communication design seeks to attract, inspire, create desires and motivate the people to respond to messages, with a view to making a favorable impact to the bottom line of the commissioning body, which can be either to build a brand, move sales, or for humanitarian purposes. Its process involves strategic business thinking, using market research, creativity, and problem-solving. Communications designers translate ideas and information through a variety of media. Their particular talent lies not only in the traditional skills of the hand, but also in their ability to think strategically in design and marketing terms, in order to establish credibility through the communication.

B5.10.04 Communication Delivery The coordination and integration of all communications that maximises the impact on the consumers and other end users.

B5.10.05 Monitoring News Activity of monitoring the output of the print, online and broadcast media.

GEA-NZ v3.1 Business Reference Model and Taxonomy

Documents

Transcript of GEA-NZ v3.1 Business Reference Model and Taxonomy