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Challenge Four

Increase New Zealand's resilience through leading and building a risk-based, community-focused, and integrated national security system

A resilient New Zealand has a National Security System that works together effectively to manage risks across the 4Rs - reduction, readiness, response, and recovery. This means we are safer, can build a stronger economy, and advance our interests internationally.

Goal 8 Risk-based – Increased use of risk-based approaches to building resilience in New Zealand

What we intend to achieve

We aim to reduce New Zealand's aggregate levels of risk, and build national resilience by improving how our partners identify and manage risks, based on the 4Rs.

What we will do

We will exercise collective leadership of the National Security System through our role as Chair of the ODESC committee structure, our Security and Intelligence Group, and MCDEM. We will support the passage and implementation of a CDEM Amendment Bill to strengthen the legislative framework for recovery, and a Security and Intelligence Bill to respond to the recommendations of the 2015 Independent Review of Intelligence and Security.

We will steward public alerting enhancements, draft and implement a National Disaster Resilience Strategy, and better link risk management practice to the implementation of the national intelligence priorities.

Our support for the establishment of a Computer Emergency Response Team, refresh of the Cyber Security Emergency Response Plan, and the conduct of regular cyber security exercises will contribute to preparedness and resilience against cyber threats.

We are also leading a process to better identify, understand, and articulate existing and emerging risks for New Zealand. This is a long-term project to strengthen the National Security System and the support that it provides to decision-makers.

How will we measure our progress

One of our medium-term aims is improving how we measure aggregate national risk levels. For certain priority risks, assessing plans and arrangements against good practice, and tracking the outcomes of post-event reviews and practitioner surveys will provide ongoing insight into the health of the National Security System.

Goal 9 Community-focused – More New Zealanders – including our priority partners – trust our National Security System to manage shocks and stressors, understand their responsibilities, and are prepared

What we intend to achieve

Managing national security risk and supporting the country's resilience is complex and involves many partners: government agencies, local government, NGOs, the private sector, and our communities.

We will ensure each partner understands their roles and responsibilities around risk identification, the 4Rs, and (where relevant) our role as leader of the National Security System.

Public awareness of their role in preparedness is a focus, as elevated readiness following the Christchurch earthquakes is trending back towards the historic norm.

What we will do

We will continue to increase the availability of clear, high-quality public information about the National Security System. We will also work closely with our priority partners to ensure that they have the information and support they need to fulfil their roles. For example, we will:

  • Update and provide ongoing support for the new National Security System Handbook.
  • Support the extension of the Security Sector Professional Development Programme to local authorities and their partners.
  • Respond to the Auditor-General's findings in her performance audit of the National Security System (expected late 2016).
  • Coordinate the national exercise programme.
  • Implement the new CDEM public education programme launched in July 2016.
  • Establish a cyber security credentials scheme to help improve the cyber security of small businesses.
  • Undertake a confidential survey of businesses to improve our shared understanding of the cost and incidence of cyber insecurity.
  • Partner with NZ Police to advance the National Plan to Address Cybercrime.
  • Set up a cyber security skills taskforce to build up New Zealand's cyber security professional workforce.

Measuring New Zealand's Readiness.

How will we measure our progress

We will be looking for evidence of improved interface between central government, local government, emergency services, lifeline utilities, and the wider community.

This will include evidence that we are fulfilling our role as sector leader, that individuals and organisations are managing their own risks within the national framework, and that our advice is seen as reliable and trusted across system levels.

We will also continue to measure both national emergency preparedness, and cyber-security practices, using established national survey measures. We are also working on a cyber security capability maturity model.

Goal 10 Integrated – We are increasingly seen as providing leadership across the national security system – from central government, to local government, to the wider community

What we intend to achieve

Our goal is to enhance coordination of effort across the many agencies and organisations with a role to play in increasing New Zealand's resilience.

Investment in SIG over the next four years will focus on capacity and capability development for the National Assessments Bureau, in areas consistent with New Zealand's intelligence priorities.

What we will do

Key to this goal is continuing to provide high quality advice and support to our partners. This provides coordination, helps to broker disputes, and creates the opportunity for the development of system learning and a culture of continuous improvement.

In addition to continuing to deliver excellence in our core business we will strengthen linkages between intelligence priorities and collection processes - SIG is leading implementation of a systematic framework for collaboration on the priorities, supporting delivery of coordinated, high quality intelligence and assessment with measurable impact.

We will also deliver annual reports on the implementation of the Cyber Security Strategy.

MCDEM will commission an independent review of its capability and capacity to perform its statutory and public duties and functions. This will have a specific focus on effective and timely response and recovery; a proactive focus on risk reduction and resilience building; and seizing opportunities offered by technological advancements and other developments.

The discipline of emergency management has evolved into one focused on addressing total disaster risk, rather than one that seeks purely to focus on readiness and response. Subsequently, there has been a growing expectation on MCDEM for stewardship and comprehensive functional leadership across the 4Rs.

Changes as an outcome of this review, which may include recommendations for future investment in MCDEM's capabilities and capacity, will be progressed through a combination of prioritisation within our existing appropriations and business cases for additional funding, as appropriate.

How will we measure our progress

Measuring the effectiveness of collaboration across a system will be done at three levels:

  • Using self-assessment tools and satisfaction surveys to track how well we work with our partner agencies.
  • Reviewing post-event and exercise reviews and evaluations for evidence of effective collaboration and system integration.
  • Looking for evidence that a culture of learning is forming in the National Security System.