Assessing Organisational Health and Capability

To succeed, our organisation needs strong leaders, a clear sense of direction, and a constant form of communicating the outcomes that are to be achieved. We continually strive for a healthy, vibrant and capable organisation with all the appropriate resources to contribute to our desired outcomes, fulfil our role and move resolutely towards the overall purpose of supporting Māori to achieve Whānau Ora and exercise tino rangatiratanga. Ultimately this will ensure our success.

With this in mind, Te Puni Kōkiri continues to focus on improvement in critical areas as follows:

• Capitalise on strong external relationships that enable us to provide quality advice and deliver on our responsibilities in the most effective way;
• Through succession planning and secondments, encourage and develop senior managers aspiring to leadership positions;
• Maintain the systems, structures, and processes, including a dynamic investment strategy and policy statement in one central document that enable us to be a performance-based organisation focused on “best practice”;
• Employ excellent people who have top quality intellect, commitment, balance individual and team work and work with a passion for achieving Māori success; and
• Engage effectively to promote and communicate the outcomes for which Te Puni Kōkiri is responsible.

People Capability

Our current People Capability Strategy runs to 2010, and during 2009/10 we will engage with a variety of stakeholders, including staff, to develop a new People Capability Strategy through to 2016.

We continue to be committed to making Te Puni Kōkiri a place where people aspire to work, are able to develop and can make a difference. Our People Capability Strategy will be informed by our Values, our 2008 staff climate survey and the public service context within which we operate. We will incorporate our remuneration, employment relations, learning and development and succession management planning into our People Capability Strategy.

In March 2010 our Collective Employment Agreement with the Public Service Association (PSA) expires. We will negotiate a new collective agreement that meets both our new People Capability Strategy and government expectations as expressed in the “Government’s Expectations for Pay and Employment Conditions in the State Sector”.

While we develop our new People Capability Strategy we will continue to use the key indicators of organisational health that we have used in previous years. This will ensure consistent indicators are applied while at the same time developing any suitable alternatives.

Key indicators of our organisational health will be drawn from:

• Staff turnover;
• Number of vacancies filled by internal promotion;
• Number of staff disputes/grievances lodged against us; and
• Staff engagement survey and staff exit survey results.