Operations Management

Description

The Minister purchased outputs that were designed to ensure the efficient and effective management of operational programmes that were administered by Te Puni Kōkiri.

Quality, quantity and timeliness performance measures for Ministerial servicing are reported under Ministerial servicing Performance in this report.

All work produced was aligned to the statement of intent 2006/07 where our approach was to enable Māori to participate and succeed as Māori. In 2006/07 Te Puni Kōkiri delivered a number of funding programmes to groups.

These included:

• Departmental Programmes
  • Kaitātaki-ā-Rohe (KAR)
  • Kapohia ngā Rawa (KNR)
  • Special Housing Action Zones (SHAZ)
• Non-Departmental Programmes
  • Māori Potential Fund; Mātauranga, Whakamana and Rawa
  • Māori Regional Tourism Organisation (MRTO)

Kaitātaki-ā-Rohe (KAR)

In 2006/2007 $3.386m was expensed (from a departmental budget of $3.300m).

Implementation of KAR commenced on 1 July 2002 after the merger of the Tahua Kaihoatu and Specialist Advisor funds in March 2002. The funding streams supported positively assigned Māori Development Workers responding directly to Māori development who were:

• selected from, worked with and accountable to their communities
• engaged on community directed development initiatives; and
• jointly supported by Te Puni Kōkiri and their community.

A total of 40 KAR development investments were targeted and 54 Māori Development worker investment projects were in place in 2006/07. The programme is responding directly in advancing Māori development, working together with whānau, hapū, iwi, Māori organisations and communities and also serving to reduce inequalities.

Highlights in 2006/07 included:

• Te Puna I Rangiriri – Te Puni Kōkiri has supported Te Puna I Rangiriri to invest in the Kaitātaki ā Rohe fund to foster the sporting skills of more that 20 rangatahi from Tauranga Moana. Rangatahi took part in a series of marae based wananga which looked at specific skill training, leadership and mentoring. Six monthly weekend wananga and two hour fortnightly sessions covered areas such as personal, sports and cultural development. The programme gives participants the opportunity to build and promote their confidence.
• Kiekie Marae – Kiekie Marae’s Combined Hapū Development Project in Waipiro Bay is a recipient of Kaitātaki ā Rohe investment. The KAR co-ordinator works full time on this project which aims to empower whānau and hapū to develop their resources, preserve ancestral heritage and provide more opportunity for whānau, hapū and members of the Waipiro Bay community. It seeks to give effect to this through the consolidation of current projects including:
  • Supporting Kiekie Marae’s strategic planning, native tree nursery Project, horticulture based training and identification of employment opportunities;
  • Supporting ngā Hapū o Waipiro Charitable Trust with strategic planning, governance and management training programmes, assisting the three hapū with their kaitiakitanga roles; and
  • Supporting the Waipiro Bay/Te Puia Springs Community Services Charitable Trust with strategic planning, preparation for programme delivery through building capacity and scoping of new projects.
• Waipapa 9 Trust - A KAR who has lived in the Mokai region for over 30 years has prime responsibility for ensuring cadets are cared for in a Kaupapa Māori environment. Project training plans incorporating cultural awareness have been implemented with all 9 cadets receiving certificates on completing their 9 weeks introductory course. The trainees have subsequently moved to the full 44 week training programme that is progressing well.
• Te Arawa Future Farming - The KAR for Te Arawa Future Farming mentors trainees, whether that be completing their Unit Standards, or out on locally owned Te Arawa farm blocks. He has good rapport with both the farm managers and the individual trainees achieving some good outcomes including
  • seven trainees into fulltime work on Māori owned blocks; and
  • four trainees into part-time work on individually owned farms.
  One cadet that left school at 14 now has permanent work on a 274 ha farm in Mamaku, north of rotorua milking 400 cows.
• Te Taumata Matauranga O Ngāti Whakaue - Te Taumata Matauranga O Ngāti Whakaue has acknowledged the appointment of the Kaitātaki ā Rohe programme which has resulted in significant progress towards the realisation of the Whānau Centre for Ngāti Whakaue.
  
  Achievements to date highlight completion of the operations plan which links to the vision of Ngāti Whakaue Iho Ake – strong families, and completion of the architectural designs for the centre which has been approved by the landlord.
  
  A successful Matariki event at the proposed centre indicates the keen interest and whānau support for the centre.
• Te Runanga o Nga Maata Waaka - to manage and administer a KAR position for the Nga Hau e Wha national Charitable trust - Māori Business Development Project. The project aimed the Nga Hau e Wha Charitable trust to support facilitation and establishment of a limited liability company to sustain the marae management and its operations.
• Te Whānau a Rakaiora - Combined hapū project aimed to empower whānau and hapū to develop their resources, preserve ancestral heritage and provide more business, social and environmental opportunities by encouraging collaboration of a skill base within a small community. The KAR is responsible for facilitating and co-ordinating land based developments, (Native tree conservation and organic production); Social Services registration and the establishment of a hapū legal entity to manage common assets.
• Ngā Marae o te Puaha - The KAR facilitated a planning wananga to identify economically sustainable options for the Marae, identified and assessed options for the establishment of a Whare Wananga with agreement and relationship with Te Whare Wananga o Raukawa. Additionally, the KAR co-ordinated economic development projects including river restoration, bush harvesting, organic gardens, flax cropping, tourism and cultural arts and crafts.
• Uplifting the Oruawharo District - The project focused on three major outcomes:
• Whānaungatanga - strengthening relationships with government and non-government agencies and establishing a community brokerage service;
• Taonga Tuku Iho - enhancing cultural heritage by facilitating for whānau to increase their participation and practice of te reo and tikanga and promote toi Māori potential; and
• Te Ao Turoa - Caring for the environment by developing an environmental plan that addresses issues and needs including storm water and waste water.

Kapohia ngā Rawa (KNR)

In 2006/07 $2.651m was expensed (from a $2.911m departmental budget) where the objectives of the KNR programme were to:

• transform the experience of Māori from dependency to development through education, employment and enterprise; and
• guide Māori towards sustainable choices and appropriate decision making.

The programme consisted of development workers and mentors spread among the ten regional offices to assist communities to access information and support them in its use.

Highlights in 2006/07 included:

• Māori in the City: The Tāmaki Makaurau Regional Māori Creative Strategy was supported by a KNR development worker with expertise and experience in event management to Project Manage Māori in the City. This event brought together and showcased Māori involved in the creative sectors and encompassed film, food, fashion, music, art and culture.
• Whanaketanga: the Waikato regional priority of Whanaketanga (economic opportunities) was ably supported by a KNR development worker with a wealth of experience in economic development within the private sector and iwi organisations.
  
  The knowledge and expertise of the KNR has assisted Māori organisations with a range of initiatives including land development, aquaculture, business development, resource management activities and iwi management plans.
• Cultural Enhancement: The Takitimu Regional priorities of Marae Development, Te Reo Māori Development and Rangatahi Development were supported by KNR development workers. Achievements included:
  • support of the implementation of the Ngāti Kahungunu Te Reo Strategy in collaboration with Ngāti Kahungunu Iwi Inc.;
  • support for the development of planning tools for urban marae;
  • an in depth survey of all the Marae in the Takitimu Region;
  • development of a Rangatahi database profiling senior secondary school students; and
  • the organisation and co-ordination of a Rangatahi Leaders conference.
• Māori Land Development: is an identified outcome of the work currently being undertaken by a KNR development worker. The focus of this project is to build on and strengthen current relationships between Māori of Te Moana A Toi and Local Government in an effort to work collaboratively and collectively in partnership toward supporting Māori Land Development that will in turn boost the local social and economic economy of the Region.
• National Mentoring Provision: National mentoring positions enabled Te Puni Kōkiri to utilise the specialist skills of individuals for activities that had a national focus. Through these positions, mentoring support and leadership has assisted:
  • the Māori Battalion Year of the Veteran activities;
  • the New Zealand Māori Wardens strategic development, motivational addresses to rangatahi;
  • Māori women in business;
  • sports groups and university graduates; and
  • the provision of expert advice on celestial navigation and waka construction.

Special Housing Action Zones (SHAZ)

In 2006/07 $0.456m was expensed (from a $0.456m departmental budget). Eleven housing projects were supported with SHAZ operational funding.

The primary objective of the SHAZ Programme was to resolve serious housing need within a designated Special Housing Action Zone by facilitating and resourcing a hapū, iwi, and/or an appropriate community response.

A secondary objective was to ensure each housing intervention produced at least one parallel intervention relevant to the Government’s social policy goals, such as, improved health, employment or training opportunities for hapū, iwi, and local community members, and reducing inequalities.

Highlights in 2006/07 included:

• Construction of eight homes for home ownership by beneficiaries of Te Uri O Hau Settlement Trust
• Murupara Community Maintenance project, with the completion of exterior painting to five homes
• Construction of three homes utilising natural resources for the Te Urumingi Whānau Trust; and
• Implemented Uawa Maintenance concept to four communities; Te Karaka, Manutuke, Patutahi and Muriwai and one within the Tūranga healthy rohe for which 35 homes were scoped for repair work.

Māori Potential Fund

The Māori Potential Fund came into effect from 1 July 2006, when the non-departmental appropriations for 7 programmes were collapsed into three new Non-Departmental Output Expenses: Mātauranga (knowledge/skills), Rawa (Resources) and Whakamana (Leadership). The purpose of the Fund is to make outcomes-based investments that realise Māori potential by enabling improved life quality for Māori.

During 2006/07 Te Puni Kokiri made over 410 investments through the Māori Potential Fund. Investment areas included ‘Marae and Land Development’, ‘Māori Tourism’, ‘Family Violence Prevention’, ‘Te Reo Māori’ and the ‘Creative Sector’.

New systems and processes were put in place for administration of the Māori Potential Fund, including development of a set of key principles to guide investment decisions and revision of the Ministry’s Operations Manual. During 2007/08 Te Puni Kōkiri will further refine its investment approach as learnings become available from the first year of the Fund’s operation.

Māori Regional Tourism Organisation (MRTO)

In 2006/07 $0.160m was expensed (from $0.175m appropriated) to support 12 Māori Regional Tourism Organisations.

The purpose of this fund was to assist MRTO to:

• develop business capabilities within Māori tourism businesses
• enhance the quality of Māori tourism in the regions
• promote the interests of Māori tourism within key industry organisations; and
• strengthen relationships with existing regional tourism organisations.

The tourism sector has been a key focus for Te Puni Kōkiri. It has shown significant growth over the last three years and developed an infrastructure of 12 Māori regional tourism organisations (MRTOs) – working with and representing Māori tourism businesses - and a national body, which has become involved in developing policy and working closely with government and providing a national strategic oversight to Māori tourism. There are now over 350 Māori tourism businesses registered with the New Zealand Māori Tourism Council (NZMTC).

Quality

The performance standard required work to be produced to the satisfaction of whānau, hapū, iwi, Māori communities and Māori organisations, with compliance of the programme funding criteria and contract management policy and standards.

Stakeholder surveys

• Informal feedback was obtained from the network of Kaiwhakaite (fieldworkers) and other staff in the regions, by way of programme evaluations which informed our working relationships with whānau, hapū, iwi, Māori communities and organisations.
• Feedback from key stakeholders indicating a general satisfaction of services provided was also gained from meetings in each region, attended by the Chief Executive.

These processes superseded our initial intention to measure increased satisfaction through formal surveys in all regional offices.

Work was produced that complied with programme funding criteria and contract management policy and standards.

Timeliness

The performance required all specified reporting deadlines to be assessed against deadlines set in the regional plans.

The specified deliverables in the regional plans were assessed by comparison against deadlines set and modified during the course of the year.

Financial Performance

(figures are GST exclusive)

30/06/06 Actual $000		30/06/07 Actual $000	30/06/07 Supp Estimates $000	30/06/07 Main Estimates $000
13,651	Revenue Crown	14,823	14,823	14,300
39	Other Revenue	56	52	17
13,690	Total Revenue	14,879	14,875	14,317
13,528	Total Expenses	14,731	14,875	14,317
162	Net surplus/(deficit)	148	0	0