Annual Report for the Year Ended 30 June 2011
Key Impact Measures - 2010/11
The following information reports the
impact of Te Puni Kōkiri’s activities/outputs
on key outcomes as stated in the Outcome
Framework (2010-13 Statement of Intent
refers). These impact measures are designed
to report on the extent to which our activities
directly impact on the outcomes being
pursued. Where appropriate we have reported
against specific performance targets.
| Impact: Claimant groups progress through
Treaty settlement processes |
| Impact measures |
Results |
| Pre-entry, entry and progress in negotiations processes. (Target: 95% of mandate
and ratification decisions reflect Te Puni Kōkiri advice, and within expected
timeframes.) |
Te Puni Kōkiri continues to participate and in some cases lead mandate and
ratification work. In particular the mandating of the Hauraki and Tamaki
collectives has been a major achievement. Minister’s decisions reflected our
advice and timeframes were met in all instances - target of 95% was achieved. |
| Resolution of inter and intra iwi disputes. (Target: Settlement progress resumes
as a result of 80% of facilitated interventions.) |
Facilitation was offered to 8 iwi groups and remains ongoing with 3 iwi groups.
Amongst groups that accepted the offer of facilitation and where it is complete,
all (100%) have resumed settlement progress. |
| Enhanced PSGE readiness to manage settlement assets. (Target: Positive feedback
on Te Puni Kōkiri interventions is received from Post Settlement Governance
Entities participating in the Common Measurement Tool Survey.) |
Positive feedback was obtained in a survey to Post Settlement Governance
Entities (PSGEs) distributed for the year ended 30 June 2011. Only one survey
respondent specifically mentioned the PSGE process. They rated Te Puni Kōkiri at
an average satisfaction of 4.9 out of 5. An additional 6 survey respondents
indicated they received at least one Treaty Settlement service from Te Puni
Kōkiri. The average rating for all Treaty Settlement service recipients averages
at 4.4 out of 5. |
| Impact: Māori are increasingly involved in
government processes |
| Impact measures |
Results |
| Enhanced opportunities for Māori input into government decision making. (Target:
Direct consultation with Māori occurs on 100% of Te Puni Kōkiri led policy and
legislative proposals.) |
Consultation with Māori stakeholders has been held on the policy and legislative
proposals led by Te Puni Kōkiri including for example;
- Māori Purposes Bill #2;
- The Māori Tourism Society were actively involved in developing
the Māori Tourism Strategy Action plan;
- Mokomoko pardon;
- Review of the Māori Television Service Act;
- The negotiations to vest the New Zealand Māori Arts and Crafts
Institute in Ngāti Whakaue and Tūhourangi Ngāti Wāhiao; and
- Whānau Ora, enabling whānau to inform and shape service
development.
|
| Success rate of nominations and appointments advice. (Target: 35%) |
Te Puni Kōkiri has provided nominations advice for 172 Government appointed
boards or organisations. For the 102 boards where the outcome is known, 67% of
the successful Māori appointees were nominated by the Minister of Māori Affairs
and/or Te Puni Kōkiri. |
Key Outcome: Whānau ora - Whānau and Māori achieve enhanced levels of
economic and social prosperity
| Impact: Ensure consideration of impact on Māori and whānau
wellbeing informs key decisions |
| Impact measures |
Results |
| Government is better apprised of the issues impacting on the wellbeing of Māori
and whānau.(No target specified.) |
Advice has been provided to Government on the following issues impacting on
Māori and whānau wellbeing: employment; welfare reform; criminal justice;
housing; alcohol and drug addiction; health and education. Work has been ongoing
with agencies across the social and justice sector e.g. The Ministry of Social
Development (Youth Pipeline); the Ministry of Education (Youth Guarantee and
Early Childhood Education); the Ministry of Justice (Drivers of Crime); and the
Ministry of Health. |
| Key agencies are better apprised on issues impacting on programme and service
effectiveness for Māori and whānau. (Target: Quality of policy advice assessed
as minimum 3 on a 1-5 scale, and has a positive impact on the lead agency.) |
Specific advice on programme and service effectiveness was provided on a range
of matters including: early childhood education services; early parenting and
maternity services; transition services from education into employment;
addiction treatment services. In all cases specific prioritisation of Māori has
been included in programme and service design. The quality of Te Puni Kōkiri
policy advice in general was externally assessed at 5.53 on a scale of 1-6 |
| Impact: Enable whānau to inform and shape
service delivery and access services appropriate to their needs |
| Impact measures |
Results |
| Increased level of engagement with Māori and whānau. (Target: No specific
targets set until baseline data collected.) |
Through the 25 selected provider collectives under the Whānau Ora approach, all
providers have been required to engage with whānau to identify key areas of
service delivery change to meet whānau needs and aspirations. Approximately 1200
whānau (involving over 14,000 individuals) were engaged in planning at the
whānau level and are working to existing service delivery, where they need to.
Additionally, Kāitoko Whānau and Oranga Whānau worked with more than 700
vulnerable whānau to provide facilitation and brokerage to appropriate services. |
| Improved accessibility of services to Māori and whānau. (Target: No specific
targets set until baseline data collected.) |
Access to services for Māori and whānau is improved through Kāitoko Whānau,
Oranga Whānau, Māori Wardens and Whānau Ora Provider Collectives. In February
2011, Te Puni Kōkiri Whānau Ora Providers and Māori Wardens also joined the
Rapid Response Team to the Christchurch earthquake alongside Te Puni Kōkiri and
the Coordinated Government Response effort. |
| Improved service co-ordination. (Target: 15-20 Whānau Ora providers
established.) |
In 2010/11 25 Whānau Ora provider collectives were established, covering more
than 150 individual providers in key parts of the country. During the year, they
have been resourced to develop their Programmes of Action to identify the model
of service delivery they will apply to support Whānau Ora. Additionally,
resources were provided for whānau navigation to improve service coordination. |
| Impact: Build whānau resilience and self-reliance |
| Impact measures |
Results |
| Increase in self-assessed resilience by whānau. (No specific target set until
baseline data collected.) |
The Whānau Integration, Innovation and Engagement Fund supporting whānau
planning activities approximately 1,200 whānau involving around 14,000
individuals. These whānau have undertaken goal-setting exercises and identified
the key steps to achieve increased resiliency including through education,
employment, income and housing focused approaches. |
| Increase in the number of whānau identifying as self-reliant. (No specific
target set until baseline data collected.) |
An outcomes framework and indicators have been completed for this purpose and
baseline data collection is underway through programmes and services focused on
whānau. |
Key Outcome: Te Ao Hurihuri - Māori prepared for future opportunities
| Impact: Ensure consideration of impact on education and skills pathways informs key decisions |
|
| Government is better apprised of the issues impacting on Māori education and
skills pathways. (No target specified.) |
Advice has been provided on issues impacting on Māori education and skills to
Government including on the Tertiary Education Strategy, Youth Guarantee and
Welfare Reform. This has led to a specific focus on Māori in these areas.
Ongoing work with other agencies and stakeholder groups including the Ministry
of Education, the Tertiary Education Commission, the Ministry of Social
Development, Career Services, key institutions in the Tertiary sector and
Industry Training Organisations on education and skills pathways for Māori. |
| Increased availability of Māori centred education, skills and training
opportunities. (Target: Quality of policy advice assessed as minimum 3 on a 1-5
scale, and has a positive impact on the lead agency.) |
Ongoing work with all stakeholders within the education and training sector. Of
particular note this year are two initiatives supporting the realisation of
training and employment opportunities for Māori in the Canterbury recovery.
These include a partnership between Ngāi Tahu and the Christchurch Polytechnic
Institute of Technology in preparation for the re-build, and a programme with
INFRATRAIN that included the training for 25 Māori to NZQA Level 5 in Demolition
and Re-cycling to support the rebuild. A further initiative saw the provision of
100 cadetships across a range of industries through contracts with five
employers saw Māori exposed to new skills and career development opportunities. |
| Impact: Enhance services for Māori businesses |
| Impact measures |
Results |
| Increased availability of Māori business services. (No target specified.) |
Achieved with 469 Māori business owners and entrepreneurs receiving business
advice over the full year. |
| Increased uptake of business services by Māori businesses. (Target: Service
provision to over 200 Māori businesses has positive business results according
to business owners.) |
Results of a survey of Māori SME owners engaged through MBFS indicate a level of 3.77
out of 5 of satisfaction with services provided by MBFS account managers and contracted
business mentors.
MBFS has provided mentoring support to more than 300 businesses, with positive business
results that included:
- Okains Bay Seafood Ltd, a fish harvesting and exporting company to obtain NZTE funding
and explore markets in the USA and Middle East. This has opened up opportunities
to progress the development of new environment-friendly products with high-end
innovation and research;
- newly established Māori company, Snooze Cube Ltd, to secure a 5-year lease contract
with United Arab Emirates to install 10 units of sleeping pods in Dubai Airport. The
snooze cube is a high-tech sleeping cubicle designed by Māori entrepreneurs;
- Assisted the Pukekura Blue Penguin Trust, a joint venture partnership between Korako
Karetai Trust and Otago Peninsula Trust, develop a business case for the establishment
of an eco-tourism business based on penguin viewing at Pilot’s Beach on the Otago
Peninsula;
- Strengthen relationships with the Ministry of Science and Innovation to access funding
for three innovative Māori businesses; and
- assisted Māori land owners optimise the benefits of, and mitigate the potential negative
impacts of the New Zealand Emission Trading Scheme (NZ ETS), the MBFS embarked
on offering (preliminary) business advice and mentoring support that help Māori land
owners have; a better understanding on the benefits and pitfalls of the NZ ETS; and assist
land owners who are interested in applying for the allocation of units or exemptions
from the scheme. 240 Māori land blocks have been assisted through the MBFS mentoring
support and through the Māori Potential Fund (MPF).
|
| Impact: Enhance opportunities for utilisation of assets |
| Impact measures |
Results |
| Māori are more aware of asset utilisation opportunities. (No target specified.) |
Programmes creating asset utilisation opportunities and increased awareness
include:
- Māori Tourism Action Plan and related funding;
- Mechanisms for delivery of Aquaculture Treaty Settlement and Undue Adverse Effects
test;
- Assisting Māori land owners to make informed decisions regarding pre-1990 forests and
the Emissions Trading Scheme;
- Analysis of opportunities for participation in the Resource Management Act;
- Guide for improving Iwi management plans; and
- Guide on Cultural Impact Assessments. Impact for Māori will be better determined once
programmes have been implemented.
Additional areas of impact have seen, BERL commissioned to produce Te Ripoata Ohanga
Māori mō Te Waiariki (refer page 42) the MBFS activity (refer page 30), and Economic
Taskforce initiatives (refer page 50). |
| Barriers to asset utilisation are reduced. (Target: At least 2 barriers to the
utilisation of Māori land are addressed through policy and/or legislative
intervention.) |
Barriers to asset utilisation are being reduced through a joint work plan
between the Ministry of Agriculture and Forestry and Te Puni Kōkiri to empower
Māori landowners to achieve their land aspirations. The work plan includes:
- Māori land owners being informed of investment opportunities and risks under the
Emissions Trading Scheme (ETS);
- Funding to support at least 15 Māori land blocks to identify options to enhance land
development through a facilitated collective approach; and
- Scoping a potential review of Te Ture Whenua Māori Act 1993.
|
Key Outcome: Te Ao Māori - Māori succeeding as Māori, more secure, confident
and expert in their own culture.
| Impact: Strengthen Māori language and culture |
| Impact measures |
Results |
| Enhanced levels of support for and action on Māori language and culture
initiatives. (No target specified.) |
Te Puni Kōkiri has continued to provide direct support for Māori language and
culture initiatives being undertaken by third parties (for example, He Kāinga
Kōrerorero, Māori Language Week, Kura Whānau Reo, and Te Reo at Rugby World
Cup). We have also undertaken policy work to secure resources for Māori language
and culture initiatives through Budget 2011 (that is, reallocated funding for Mā
Te Reo and iwi radio). |
| Direct support and promotion of language and culture initiatives results in
increased numbers of and participation in events. (Target: Uptake of Māori radio
and television programmes by 50% of Māori population; 75% of participants in
selected programmes and events are satisfied with the Māori language outcomes.) |
Te Puni Kōkiri completed an impact survey of Māori language services in 2010/11.
It showed that, among respondents, 63% of Māori adults had watched the Māori
Television Service within the last 7 days, and 16% had listened to iwi radio
within that timeframe. Some 66% of respondents with increased Māori language
proficiency attributed some of their gain to the provision of these services.
Funding assitance was also provided to a wide range of smaller community events
such as manu kōkero and kapa haka competitions and, as in previous years, Te
Puni Kōkiri enabled many communities to hold Matariki celebrations. |
| Impact: Strengthen cultural infrastructure |
| Impact measures |
Results |
| Marae are more aware of their development requirements (Target: 500
individualised marae development reports.) |
Marae development reports were provided to 547 marae as part of the Marae
Development project. These reports will form the basis for an ongoing work
programme to provide advice about Marae development opportunties. |
| Increased levels of marae capability. (Target: 50 marae prepare marae
development plans.) |
Te Puni Kōkiri processed in excess of 140 proposals from marae for development
activities in 2010/11. Particular themes include: support for 20 marae to host
Rugby World Cup teams (details were announced on 30 June 2011); and support for
marae to provide civil defence facilities during the Christchurch earthquake
events. Of the 547 marae surveyed, 40% (220) had strategic plans; 38% (200) had
action plans and 12% (65) succession plans. |
| Participation in iwi and hapū based events. (Target: No specific target pending
collation of baseline information.) |
Te Puni Kōkiri has provided support for more than 70 iwi and hapū based events
in 2010/11 to allow participation in: kapa haka festivals; speech competitions;
‘Pa Wars’ events; wānanga and others. |
