Key Internal Activities

Key Internal Activities

Three Key Internal Activities; Knowledge Management, People Capability and Relationship Management were identified in the 2006/07 Statement of Intent as areas for development.

These activities were pursued to enable Te Puni Kōkiri to better fulfil its role, and thereby, enhancing its contribution to Māori succeeding as Māori.

Developing the Knowledge Management Strategy

In 2005/06 Te Puni Kōkiri entered into a three year Knowledge Management strategy. The Ministry acknowledges that quality Knowledge Management enables staff to maximise the knowledge Te Puni Kōkiri can access, create, and share - particularly with key stakeholders.

The objective of the Knowledge Management Implementation is to provide a knowledge management infrastructure and a consequent flow of information across Te Puni Kōkiri to better enable it to meet its stakeholder obligations to Government and Māori.

In the 2006/07 financial year, Te Puni Kōkiri has further invested in developing the infrastructure and detailed design to implement the knowledge management strategy and this is now ready for implementation. Key achievements in 2006/07 were:

• Documentation of Business Process
• Development of File Classification and Metadata Model
• Design of templates to support business processes; and
• Redevelopment work for the Internet site to provide greater information for stakeholders.

In 2007/08 the Ministry will implement the work of the previous two years by:

• Fully implementing Electronic Document Management across the Ministry
• Adopting a common metadata standard for all documents
• Adopting a common file classification for electronic storage of documents
• Standardising document templates; and
• Launch of new website.

Strengthening of research, analysis and information capacity continued in 2006/07 by further developing associated information collection and dissemination systems and processes.

Also in 2006/07, as part of an ongoing Te Puni Kōkiri information programme, fact sheets were produced covering the following topics:

Te Hanga Whānaungatanga mō te Hononga Hāngai ki te Māori – Building Relationships for Effective Engagement with Māori

He Tautoko Whānau – Helping Families

āhua Takuhutanga Māori ā-rohe – Māori Self-employment by Region

Whakapapa – Who we are; and

A Mātou Kaimahi – Our People.

These have been made available to the public and placed on the Ministry’s website.

Developing the Relationship Management Strategy

Te Puni Kōkiri acknowledged the importance of high quality relationships and generation of relevant information to implement Strategic and Intermediate Outcomes.

The network of regional offices and how they generate relationships and information for policy interventions has been strengthened. In particular, the implementation of the Relationship Management Strategy involved:

• Activating, developing and realising Māori Potential through our relationships
• Building stronger relationships with whānau, hapū, iwi, Māori organisations and communities, to enable them to develop sustainable opportunities for themselves
• Strengthening partnerships between Māori and other key stakeholders
• Gathering information from the regions to inform Māori development activities and investment in Māori people
• Using information gathered to inform policy development; and
• Facilitating timely involvement for government engagement with Māori and increasing our connectivity with them.

Developing the People Capability Strategy

The People Capability Strategy to 2010 is aimed at attracting, developing and retaining a sustainable supply of highly skilled people who will effectively contribute to Māori succeeding as Māori. A review of people capability identified recruitment and retention of experienced staff as a key focus for Te Puni Kōkiri.

The success of the People Strategy’s focus on recruitment and remuneration has seen annual staff turnover reduce from a high of 26% in 2005, to 11% by 30 June 2007, which exceeded our target of 15 percent.

The other performance indicators against the strategy were achieved in 2006/07:

• vacancies (target 70, actual 71); and
• days to recruit (where the target and actual were both 28).

During 2006/07 Te Puni Kōkiri undertook a staff engagement survey. Staff participation level was 75%, a significant increase on the 50% achieved in 2005 and 35% achieved in 2004. The results showed improvement in three key target areas of leadership, management and working conditions. An action plan has been developed to address areas where there is potential for further improvement.

The survey results were also used to inform the Pay and Employment Equity review which commended in 2006/07.

Our focus is now on providing learning opportunities to staff that will build the capability of the Ministry and provide for the retention of institutional knowledge. This work commenced through development of the competency framework and by making comprehensive information available to staff on our intranet site.

Sustainability Review

In addition to the key internal activities, in september 2006, the Chief Executive initiated a sustainability review to establish, among other things, whether Te Puni Kōkiri had the optimum cost structure to efficiently and effectively carry out the tasks being asked of Government. The in-house review was completed in three months and in January 2007, recommendations were considered by the Executive Leadership team. Decisions taken were a mixture of re-affirmation of work already commenced within Te Puni Kōkiri and new initiatives that focused on best practise management. these were grouped to form ten improvement initiatives that were promulgated to all staff via the intranet – “Sustainability Review decision Document”.