Measuring Effectiveness

In simple terms, performance measurement is a system of measuring and analysing performance against stated results. In the long term, the effectiveness of any organisation is represented by its ability to survive. In the short term, however, many criteria are a guide. There is no absolute measure of effectiveness. In Te Puni Kōkiri we have been asking ourselves “What do we want to measure – our effectiveness in doing what?”

In obtaining the answers to these questions, the analysis must look beyond the actual outcome and understand what contributed to it in terms of the policies, decisions, processes and changes within the wider environment.

It is our firm belief that the effectiveness of Te Puni Kōkiri ultimately, can be thought of as the degree to which we meet public expectations, or by how well we serve the Minister of Māori Affairs and the needs of our other stakeholders including Māori. All our managers influence our effectiveness, not only through working toward outcomes set by the organisation, but also by themselves setting and appraising work in light of changing public attitudes, social needs, technology, and economic conditions.

In Te Puni Kōkiri we continually monitor performance to ensure that we know what we are achieving and that the results are in accordance with the intentions. For example, one simple approach is to gather regular regional reports on “what’s working – what’s not”. In addition performance Indicators have been developed to facilitate the measurement of effectiveness and efficiency of what we do. These indicators and their associated standards are essential in the measurement process to indicate the quality and quantity of our performance. It is our intention to link outcome measurement (levels of achievement) with criteria set in the Output plan and/or budget to provide management with the basis for effectiveness and efficiency indicators – to show how well the plan is being met and how well our resources are being used in the process.

With regards to establishing the cost-effectiveness of Te Puni Kōkiri interventions, as required under section 40(d) (ii) of the Public Finance Act 1989, we are still working on ways to develop suitable measures. Although our core work of providing policy does not lend itself to direct cost-effectiveness analysis (cost per unit of benefit obtained), we are looking to link interventions that Te Puni Kōkiri deliver to desired outcomes. The ongoing work on outcomes mapping, improving proposed indicators and building an evaluation infrastructure will enable us to establish a suitable set of cost-effective measures to include in the next Statement of Intent.