Assessing our Cost-Effectiveness

Te Puni Kōkiri will continue to ensure that provision of all services to Ministers and Stakeholders alike, is provided efficiently and effectively through:

• a sharpened focus on delivery of the Governments objectives at all levels throughout the organisation, from strategy to wāhanga work programmes, to individual performance agreements;
• sound investment in people, processes and systems;
• benchmarking using the Common Measurements Tool; and
• an internal review programme to identify and implement efficiency and effectiveness improvements in programme management, relationships and information and corporate compliance.

The actual assessment of cost-effectiveness of policy work remains challenging, given that the outcomes we are pursuing are dependent on a wide range of contributors. However, we will, over time, benchmark and measure the cost-effectiveness of achieving our impact measures. Alongside this, the costs of policy production are continually monitored to ensure that the Governments objective to improve value for money (VFM) within the State Sector is being adhered to.

Our VFM Principles moving forward have been documented and made available to all Te Puni Kōkiri staff who have clear understanding of what is required.

Ko ngā Mātāpono “Whai-hua a Putea” o Te Puni Kōkiri e hua ai/The Te Puni Kōkiri ‘Value for Money’ Principles are:

• Me hāngai ngāmahi a Te Puni Kōkiri ki ngā mahinga matua a Te Kawanatanga/ Ensuring everything Te Puni Kōkiri does contributes to a Government priority;
• E tika ana te utu mō ngā mahinga a Te Puni Kōkiri/Ensuring the cost of Te Puni Kōkiri activities are appropriate; and
• Me whai-hua a Te Puni Kōkiri i roto i āna mahinga katoa/Ensuring what Te Puni
  Kōkiri does demonstrates real value.

Throughout 2009/10 our focus on VFM will involve:

• Discontinuing any activity or programme that does not contribute to a Government priority;
• Benchmarking Te Puni Kōkiri costs;
• Reducing costs and/or enhancing productivity and effectiveness, and seeking greater efficiency;
• Monitoring and measuring our effectiveness; and
• Reviewing our effectiveness where necessary.

Additionally, Te Puni Kōkiri will continue its overall evaluation of the Māori Potential Fund and other programmes to demonstrate their contribution to Te Puni Kōkiri’s high level outcomes. To be confident that the Māori Potential Fund is operating effectively, we will ensure that:

• investments made through the fund are aligned to real needs;
• investments are well designed and likely to improve outcomes;
• the quantity, quality and coverage of investments align with our intervention logic;
• near-term results and outcomes are improving in the areas anticipated; and
• change has resulted from the investments¹.

Finally, Te Puni Kōkiri shall continue to work with Audit NZ, the Treasury, and the State Services Commission to improve performance measurement as a key means of supporting good decision making, collaboration and co-ordinated state sector agencies, as well as meeting accountability requirements.

Endnote
¹ State Services Commission et al (2003) Learning from Evaluative Activity - Enhancing Performance through Outcome-focused Management, prepared by the Steering Group for the Managing for Outcomes Roll-out 2004-05, November 2003, p7.