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Te Puni Kōkiri contributed to the goals set for the state services as follows:
In 2006/07, the Ministry’s annual staff turnover was 11%, considerably improved from 2 years prior and better than the state sector average of 13%. Of the total staff, 68% are Māori, and 60% female. 75% of staff participated in a staff survey in 2006/07 which gave results consistent with other government departments, and evidence of improvements and areas to focus on.
The summer intern programme attracted 54 applicants for 6 places.
The Te Puni Kōkiri competency framework was developed and is being incorporated into performance management and learning development plans, identifying core competencies for the Ministry and technical competencies for individual positions.
The use of cell phones, laptops, wireless technology and video conferencing resources has significantly increased the range of communication channels for the effective and efficient exchange of information and knowledge within Te Puni Kōkiri.
Te Puni Kōkiri has relationships with individual agencies across all regions that are aimed at ensuring positive outcomes for Māori. Te Puni Kōkiri leads a number of inter-agency policy initiatives, and provides second-opinion advice on a broad range of policy issues being led by other agencies.
Te Puni Kōkiri regional staff have a key role in linking Māori communities and organisations with other agencies and services.
The new-look print version of Kōkiri was launched at the end of February 2007, and was followed with a separate electronic version, e-Kōkiri, launched in March 2007. Kōkiri is also a vehicle for other Government departments to inform Māori of their key messages.
This is evidenced by Knowledge management, implemented Ministry wide and the role in monitoring and liaising with crown entities.
A breakdown of initiatives by each region is outlined below.
Significant inter-agency activity included the Northern Intersectoral Forum hosting senior government officials from Wellington to inform them of the regional priorities, focus areas and collaborative efforts of the government at a regional level.
Te Puni Kōkiri proposed a concept of vulnerable youth and vulnerable families as the overall focus for the Auckland Central mapping exercise. MSD is keen to incorporate this in the mapping activity. Also, the regional office met Department of Corrections regional management to support establishment of a justice sector forum for the tāmaki Makaurau region.
Te Puni Kōkiri participated in the “leadership in practice initiative” and negotiated tertiary study options in the public service. The Regional office also participated in, and led intersectoral forums (RIF, Intersect, and Justice). The Waikato regional office had discussions on contracting processes with the Department of Internal Affairs, Ministry of Social Development, CYF, and has created networks with the Department of Labour and Ministry of Social Development.
A working group made up of Government Agencies, including Te Puni Kōkiri and Ministry of Social Development, local Iwi representatives and community groups was set up to identify a collaborative approach to service Kawerau community needs. It was agreed at this hui that regular set meetings were required to discuss and agree to an action plan to provide guidance and direction so that the needs of the Kawerau community are not only identified but measures and actions to give effect to these needs are in place.
Presentation to the Te Arawa Standing Committee of the Rotorua District Council in November 2006 received positive feedback. Definite interest was articulated in the regions priorities with particular comment and encouragement around a collective youth strategy working with other local and central agencies.
A relationship forged with the Waiariki Institute of Technology, established terms on how Te Puni Kōkiri would work collaboratively to identify the educational needs of Māori within Te Arawa. One of the key initiatives pursued in 2007 was the fostering of a trade training centre in Rotorua in partnership with Tumahaurangi Trust and the undertaking of a joint marae survey that identified the skill needs of Māori.
The establishment of the Joint Action Group – Māori (JAGM) which included Health, Police, MSD, DOL, and TEC brought together Māori staff from each of those agencies to progress issues and opportunities that assisted Māori development. Youth was identified as a priority with 3 key initiatives developed and progressed to 30 June 2007.
Six regional office staff completed the National Diploma in Public Sector Māori (Service Delivery). Also, the development of sector-specific working groups aligned to the regional intersectoral fora has strengthened relationships between the regional office and other agencies.
The relationship between Te Puni Kōkiri and other agencies was also maintained through attendance at CEO Forum meetings, and with Te Puni Kōkiri leading development discussions with regional management teams.
Regional staff were involved in the development of the Hawke’s Bay/East Coast Labour Market Strategy document. Te Puni Kōkiri and Māori have been identified as major stakeholders in the development and delivery of the final strategy.
Te Puni Kōkiri and the Ministry of Social Development worked with the Wainuiomata Christian Fellowship to support training and employment opportunities for up to 20 students. Activity included discussions to provide assistance to develop a model for training and future employment of trainees enrolled at the Wainuiomata Christian Fellowship, and the contract initiated with the Ministry of Social Development to fund a position for two years.
Te Waipounamu regional office engaged in a number of interagency projects including the Canterbury Labour Market Forum, the Otago Labour Market Forum, the Kaikoura Labour Market Forum, the Christchurch Emergency Youth Housing Forum and the Christchurch Social Policy Interagency Network.
