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To do this handbook for instructions carefully before a combined wage claim for all levels, identified on this handbook for all. Each board has a meeting schedule, with a forward agenda typically mapped out for the coming year ie, the topics for discussion are scheduled in advance.
Invariably, additional items arise and are added to the agenda. If required, supplementary meetings can be scheduled and, in some circumstances, out-of-session papers can be circulated. Each item on the agenda consists of a paper and a coversheet. These, along with the agenda, are consolidated at least six working days prior to the meeting and circulated at least five working days in advance.
Successful meetings occur when those attending have a good understanding of the issue at hand, including the implications for their own agency. DPMC NSS Directorate is able to provide advice regarding the timing of a given paper, and whether the Chair is likely to accept the item onto the agenda.
Where possible, papers should be circulated to agency officials during the preparation stage so that differing views can be incorporated. It may be beneficial to formally consult agencies during this period eg, request a response from Chief Executives , and note this in the paper. This is obviously awkward, and results in an item not being progressed when it could have been.
Guidance on writing a formal paper including how to form recommendations can be found in the Cabinet Guide the Policy Paper template available from www. These agencies are mandated either explicitly throughlegislationor because of their specific expertise to manage anemergencyarising from the following hazards 8. Discussion will also be held with the NSS Directorate agency. Such discussions determine whether it would be useful to call a Watch Group. Agencies will be informed about the Watch Group via email and, if necessary, phone call.
As much notice as possible is given, but for fast moving events this can be minimal. In preparing for a Watch Group, the Chair will consider the following aspects of the event this is not an exhaustive list :. In early February , after the World Health Organisation declared the neurological complications and birth defects possibly associated with Zika to be a Public Health Emergency of International Concern, a Watch Group was held to discuss Zika in relation to New Zealand.
Across the National Security System, a Watch Group is typically held on one or another topic every one to two weeks. Other agencies may request senior officials to attend a response Governance Group; see the CIMS guideline for more information. An Emergency Task Force ETF is a Ministry of Foreign Affairs and Trade-led group that is established in the lead up to, or following, an off-shore event that may result in New Zealand providing humanitarian assistance.
The ETF collectively considers possible options and, in consultation with relevant members, plans and coordinates an appropriate response. In addition, a number of non-governmental organisations such as the Red Cross and Council for International Development may attend.
Whilst its primary purpose is to inform ODESC members, it also enhances inter-agency situational awareness at all levels. Risks are captured in a regular and transparent manner, and early warning of potential or emerging issues, including those that collectively impact several agencies, are documented. In addition, the weekly update builds and enhances cross-agency networks and raises awareness of system activity.
In October , a threat to carry out a shooting at the University of Otago was made online. Two copycat threats were made the next day. Officials concluded that there was no significant, complex or imminent threat and that activation of the National Security System was not required. This example illustrates that determining whether to call a Watch Group is not always clear cut and requires judgement.
In this case, the assessment was made that Police had sufficient resources to manage the situation. It was believed to be a hoax similar events were occurring overseas at the same time. A Watch Group would have been called if the situation deteriorated, if the Commissioner of Police had asked for activation, or if Police had wanted a second opinion on the next steps.
The Exercise Rawaho evaluation stressed that agencies need to validate their internal arrangements for effective receipt and distribution of information in the activation and operational phases of a national security event.
Information does not always reach the right people within agencies because of poor agency internal processes or outdated contact lists. Processes and contact lists need to reflect that incidents can occur at any time. In early alone, the terrorist attacks in Brussels, a Christchurch aftershock and changes to arrangements in response to Tropical Cyclone Winston all occurred after-hours.
Civil Defence Emergency Management arrangements can be used in support of other emergencies. Sets out the roles and responsibilities for reducing risks and preparing for, responding to and recovering from emergencies. This includes central and local government, lifeline utilities, emergency services and nongovernment organisations. Arrangements set out in the Plan and Guide can be used by any lead agency in support of their own planning or response framework.
Civil Defence Emergency Management many relevant for other emergencies. Outlines the arrangements for relocating Parliament and Executive Government following a significant event in Wellington that results in the above not being able to function effectively in Wellington. Focuses on international disruptions requiring a national response. The National Security System is activated if a situation of national security impact is sufficiently complex, significant or imminent that the attention of the broader system is deemed necessary to tackle it.
This will usually be at the request of, or in discussion with, the Chief Executive of the lead agency. If the National Security System is activated it means that pre-arranged coordination mechanisms occur because an event requires national security coordination. These arrangements may include:. Whether directly or indirectly involved in the issue under consideration, agencies should proactively activate support arrangements including any specialist groups where needed. Information gathering should commence early.
Agencies are expected to liaise internally with relevant business units such as communications and legal.
DPMC NSS Directorate is responsible for producing and circulating the Watch Group agenda and the meeting record — which should capture the decisions made, the rationale for those decisions, and actions for follow up.
The agenda of the first meeting typically includes:. Depending on the scale of the event, Ministers may have a role in making policy decisions in response to or in recovering from emergencies. This includes briefing Cabinet on the impacts and consequences of the event, and recommending financial assistance for response and recovery activities. Ministers do not have an operational role as part of the emergency response and recovery.
The respective roles and responsibilities of Ministers and Chief Executives are outlined in the Cabinet Manual and in various pieces of legislation. Ministers would show support for the response operations underway, but generally do not comment on operational issues. In addition to directing an operational response, Chief Executives support Ministers in making decisions by providing timely and accurate information about the response and recovery, including any decisions made that will have implications for central government.
They provide public assurance and public safety messages, and might also comment on operational issues. Agencies involved including name of agency principle It is likely to be beneficial to include contact list of key agency staff. Skip to main content. Events Media Contact us Home. Open main menu Close main menu. Open search Close search. Search form Search this site: Submit Search. Ministers of the Crown: Appointment, Role, and Conduct Introduction Prime Minister Deputy Prime Minister Ministers Parliamentary Under-Secretaries Parliamentary Private Secretaries Conduct, public duty, and personal interests Interactions with representatives from non-government or commercial organisations Gifts Speaking engagements, endorsements, and non-ministerial activities Government advertising and publicity guidelines Ministerial travel Related Information 3.
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What is intelligence? Browse all sections. Home Publications National Security System handbook. National Security System handbook. Issue date:. Monday, 1 August Issue status:. View table of contents. Published by:. Part of:. National security and intelligence oversight. Publication type:.
It is divided into four sections: Part 1: The National Security System; Part 2: National security governance structures; Part 3: Response to a potential, emerging or actual event; Part 4: Supporting annexes.
Part 1: The National Security System Introduction One of the most important responsibilities of any government is to ensure the security and territorial integrity of the nation, including protecting the institutions that sustain confidence, good governance, and prosperity. In order that this responsibility can be discharged, a government requires a resilient national security machinery — which is well led, strategically focused, coordinated, cost-effective, accountable, geared to risk management, and responsive to any challenges that arise.
Ordinarily those closest to the risk are best able to manage it; New Zealand should strive to maintain independent control of its own security , while acknowledging that it also benefits from norms of international law and state behaviour which are consistent with our values, global and regional stability, and the support and goodwill of our partners and friends.
What is national security? National security is the condition which permits the citizens of a state to go about their daily business confidently free from fear and able to make the most of opportunities to advance their way of life. It encompasses the preparedness, protection and preservation of people, and of property and information, both tangible and intangible. National security considerations for New Zealand include state and armed conflict, transnational organised crime, cyber security incidents, natural hazards, biosecurity events and pandemics.
The New Zealand system also emphasises the importance of resilience, which is the ability of a system to respond and recover from an event whether potential or actual. Resilience includes those inherent conditions that allow a system to absorb impacts and cope with an event, as well as post-event adaptive processes that facilitate the ability of the system to reorganise, change, and learn from the experience. It means that systems, people, institutions, physical infrastructure, and communities are able to anticipate risk, limit impacts, cope with the effects, and adapt or even thrive in the face of change.
To achieve this, New Zealand takes a holistic and integrated approach to managing national security risk. Known as the 4Rs this encompasses: Reduction — identifying and analysing long-term risks and taking steps to eliminate these risks if practicable, or if not, to reduce their likelihood and the magnitude of their impact; Readiness — developing operational systems and capabilities before an emergency happens; Response — taking action immediately before, during or directly after a significant event; Recovery — using coordinated efforts and processes to bring about immediate, medium-term, and long-term regeneration.
These agencies work together to address the multidimensional and multidisciplinary nature of the threats and hazards. Local government, quasi-government agencies and the private sector also have increasingly important roles within national security. Effective coordination of effort, particularly of our strategic direction and communication activity, is very important.
This case study underlined the value of the National Security System in the response, and identified the following key considerations in managing a crisis: Close coordination and collaboration of agencies; Strategic awareness and appreciation of national interest; Maintaining political, public and media confidence in the response; Involving non-government stakeholders; Communicating risk.
The existence of a structured approach to national security through the National Security System does not override the statutory powers and responsibilities of Ministers or departments.
Responsibility for actions and policies remains with the Chief Executive of an agency, statutory officers 4 and the relevant Minister. The aim of approaching national security considerations through the construct of the National Security System is to ensure more effective coordination when agencies work together on complex problems in order to achieve better outcomes.
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