Enhancements to the SMG programme

The evaluation found that there is still a demand for the SMG programme. It identified options to widen its accessibility and improve its effectiveness. These improvements fall broadly under a) operational; and b) policy improvements.

Operational

• Broadening the entry criteria and lowering the contract level threshold to allow a larger range of organisations to qualify.
• Tailoring a complete package (assessment, remediation, post-remediation monitoring and evaluation) for each organisation, to be provided by an assessor with industry-specific knowledge.
• Targeting assistance around the specific needs of organisations in addition to the standardised SMG process.
• Setting up coaching and mentoring arrangements for organisations to access consultants over a longer period and having them available on an on-call basis.
• Providing networking opportunities to share information.
• Improving the quality of pre-assessment briefings and assigning assessors with sector-specific knowledge of the organisation.

Policy

• Formalising board development programmes such as the introduction of a qualification for trustees of Māori organisations.
• Analysing SMG programme information to increase Te Puni Kōkiri’s knowledge and understanding of Māori governance.
• Reviewing the SMG programme outcomes to ensure they are measurable and align with the Māori Potential outcomes.
• Brokering closer relationships with other agencies that have a vested interest in building the capability and capacity of Māori organisations.

Conclusion

Overall, the SMG programme was rated positively by organisations and assessors, and both groups found it to be a beneficial experience for the organisations.

The SMG programme was effective in providing advice and strategies to address key governance issues. Governance was considered by the assessors to be an area that was often neglected, with organisations tending to focus more at an operational level.

The SMG programme has been instrumental in enhancing the operations and performance of boards.

The SMG programme also made significant gains in improving organisations’ management processes and systems. Improvement in human resources, financial management, business planning and risk management processes enabled organisations to strengthen and consolidate their positions.

Overall, the SMG programme has assisted organisations to achieve positive outcomes. There was unanimous agreement among evaluation participants that there is still a demand for the SMG programme (or something similar) and that the SMG programme should continue. More value could be realised if the recommended improvements are made to the programme.