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In terms of the Public Finance Act 1989, I am responsible, as Chief Executive of the Ministry of Foreign Affairs and Trade, for the preparation of the Ministry’s financial statements and statement of service performance and the judgements made in the process of producing those statements.
I am responsible for establishing and maintaining a system of internal control procedures that provides reasonable assurance as to the integrity and reliability of financial reporting.
In my opinion, these financial statements and statement of service performance fairly reflect the financial position and operations of the Ministry for the year ended 30 June 2011.
Signed by:
John Allen
CHIEF EXECUTIVE
30 September 2011
Countersigned by:
Paul Laplanche
DIRECTOR OF FINANCE
30 September 2011
Our planning and evaluation process helps ensure that the services we provide are in line with Ministers’ expectations and allow us to measure their quality.
Our planning process begins with our senior leadership team’s strategic dialogue with Ministers. This provides an opportunity for the Ministry to engage in detail on Ministers’ priorities for the year. This then forms the basis for the Statement of Intent, and cascades down through unit operational plans and individual key tasks, with the aim of effectively aligning our resources and activities with Ministerial priorities.
Our evaluation process allows us to review our performance for the year, including whether units and individuals have met the standards expected of them.
In 2010/11, we have developed a more real-time performance measurement system that allows for monthly reviews of progress at the organisational level by the senior leadership team. This monthly report is referred to as the ‘dashboard’ and reports against intermediate outcomes and organisational health measures.
| Planning | Evaluation | ||
| Ministers | Strategic dialogue with Ministers | Reporting to Ministers & Annual Report | |
The Ministry's senior management agrees priorities for the year ahead with Ministers. |
The CEO report to Ministers on the Ministry's performance every 6 months. The Ministry updates the Minister on its day-to-day performance as required. Similar material is used for reporting the Ministry's performance in the Annual Report. | ||
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| Ministry | Outcomes framework |  |
Outcomes evaluations |
| The outcomes of the strategic dialogue are structured into a framework of key outcomes sought and action steps. This document forms the basis for the 'Operating Intentions' section of the Ministry's Statement of Intent. |
The Ministry's senior leadership team reviews progress against the Ministry's intermediate outcomes and identifies actions required. In addition to the monthly dashboard system, unit evaluations are used as an input to this review. |
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| Units | Unit operational plans | |
Unit evaluations |
| Each of the Ministry's units produces an operational plan. The plans are based around up to 6 goals, which outline how the unit will contribute to the outcomes set out in the outcomes framework. These are further developed through action steps, describing what the units will do; and impact measures, describing how they will measure their performance. | At 6 months and 12 months, the performance of each unit is evaluated. Units provide an evaluation of their own performance which is reviewed by the responsible second tier manager. |
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| Staff members |
Individual key tasks | Key tasks evaluation | |
All of the Ministry's staff agree key tasks with their managers. These tasks are intended to reflect each staff member's contribution to the unit's goals. |
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Staff performance against key tasks is assessed by the managers of individual staff members. Performance is then moderated against that of other staff in the same broad work area to ensure that judgements about relative superior performance are robust. Where possible these are aligned with the Ministry's Major Achievements. Final performance ratings are provided to staff. |
Outcome 1 |
Outcome 2 |
Outcome 3 |
Outcome 4 |
Outcome 5 |
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VOTE FOREIGN AFFAIRS AND TRADE |
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Policy advice and representation – other countries Representation and advocacy Negotiation with other governments Design and implementation of events and activities Analysis and advice |
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Policy advice and representation – international institutions Representation and advocacy Negotiation with other governments Analysis and advice |
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Pacific Security Fund Design and implementation of events and activities |
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Promotional activities – other countries Design and implementation of events and activities Representation and advocacy |
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Consular services Consular services |
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Administration of diplomatic privileges and immunities Administration of legislation |
Objective: To administer the Government’s responsibilities and obligations under the Vienna Conventions on Diplomatic and Consular Relations. |
Objective: To administer the Government’s responsibilities and obligations under the Vienna Conventions on Diplomatic and Consular Relations. |
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Services for other New Zealand agencies overseas Services for other New Zealand agencies |
Objective: To provide services for other New Zealand agencies with overseas interests |
Objective: To provide services for other New Zealand agencies with overseas interests |
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VOTE OFFICIAL DEVELOPMENT ASSISTANCE |
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Management of Official Development Assistance Management of Official Development Assistance |
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Strategic advice and evaluation Analysis and advice |
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