Annual Report for the Year Ended 30 June 2009

Statement of Service Performance for the Year Ended 30 June 2009

Introduction

The Statement of Service Objectives for Te Puni Kōkiri is detailed in the Information Supporting the Estimates of Appropriations for the year ending 30 June 2009. This forms the output objectives for the year against which this service performance statement reports.

Key Outcome Indicators - Māori Progress since 2000

The chart below shows key statistical findings on the progress of Māori and gives an overall view of the general progress Māori have made across the selected indicators since the year 2000. The most recent indicator values for Māori (2006-09) are compared with historical values (2000-02) 1

The chart shows that Māori have made gains since 2000 across all the reported indicators, with the exception of home ownership. The largest gains occurred in the areas of local government representation, secondary education, and tertiary education.

Note: The inner circle represents historic average outcomes for Māori for each indicator between 2000 and 2002, and the spokes represent the most recent average outcome between 2006 and 2009. Where a spoke falls outside the circle, the outcomes have improved since 2000-02. Where a spoke falls within the circle, outcomes have deteriorated since 2000-02.

1 It is important to note that this analysis refl ects comparisons based on data obtained at two points in time. It provides a simplistic trend analysis that reflects relative change rather than the absolute status of the indicators.

Policy - Social and Cultural

Scope of Appropriation:

Advice on policies and programmes that specifically impact on the social and cultural status of Māori people and resources.

Our Approach:

In 2008/09 Te Puni Kōkiri’s priority was its work with social development and justice sector agencies, and other agencies with an interest in strengthening the policy and operational environment to improve education, health, justice, housing and employment outcomes for Māori whānau.

A continued focus this year was to support the Whānau Language Development programme, which is now in its third successful year of operation.

Output Performance Measures and Standards, 2008/09:

Performance Measures Budget Standard Actual Standard
Generic Measure: Policy advice will be in accordance with the Quality Assurance Handbook and the Cabinet Manual, and will receive at least a satisfactory assessment for each of the quality criteria in assessments of Ministerial satisfaction and annual independent assessment. 4 Ministerial assessments and one Independent assessment. 1 Ministerial assessment was completed by the Minister of Māori Affairs covering the period 1 January to 30 June 2009. One independent assessment was also completed and results are reported under Ministerial Servicing.
Generic Measure: Reporting deadlines agreed with the Minister will be met. 95% A ministerial servicing timeline of 93.4% was achieved.
Specific Measures: Report to the Minister of Māori Affairs on the following key areas of work:
  • Government contributions towards enhancing the quality of life and experiences of Māori in at least one key outcome area.
  • Māori Language Strategy.
  • Māori Broadcasting and E-media Strategy.
3 reports. Achieved.
Specific Measures: Report to the Minister of Māori Affairs on the performance of Māori language and broadcasting agencies funded through Vote Māori Affairs. 4 reports per agency. Achieved.
Specific Measure: Report to the Ministers of Māori Affairs and Finance on a review of the Māori Television Service Act 2003 by 30 June 2009. 1 review report. Achieved.

Selected Achievements:

Social Programmes

Support was provided to Mana Social Services restorative justice programme for 9-13 year olds who are at “high risk” of disengaging from the education system. This has assisted schools in the Rotorua area to promote positive engagement with students and their whānau to reduce the likelihood of students being suspended, stood down or excluded from school.

In 2008/09 we continued work on developments in industry and trades training. This included a number of investments in pilot projects and other models of trades training, to allow us to respond quickly to the priorities emanating from the Jobs Summit. We were also involved across government to support Māori into employment, particularly as part of inter-agency teams supporting the Prime Minister’s Jobs Summit and responding to the development of a wide range of initiatives.

Māori Language Strategy

Te Puni Kōkiri provided to the Minister of Māori Affairs an Annual Report on the Implementation of the Māori Language Strategy (MLS) in 2008/09. The report highlighted several key initiatives that Te Puni Kōkiri and other MLS agencies were undertaking, above and beyond the “business as usual” activities, and including, inter alia: implementation of the Whānau Language Development programme; development of a Māori language social marketing and research programme; the launch of a bilingual website celebrating the 28th Māori Battalion; and the publication of several research reports on the Health of the Māori Language in 2006. The Annual Report on the Implementation of the MLS also described progress on the joint review of the MLS by Te Puni Kōkiri and Te Taura Whiri i te Reo Māori.

Māori Broadcasting and E-Media Strategy

Te Puni Kōkiri provided advice to the Minister of Māori Affairs about the Māori Broadcasting and E-Media Strategy. It included information about: the management and use of Māori reserved radio frequencies; the review of licence agreements for iwi radio stations; consideration of the spectrum requirements for Māori broadcasting and e-media; the establishment of a Māori Broadcasting Infrastructure Forum; and research into the uptake of e-media devices among Māori. As part of this work, we provided the Minister with ownership advice about Te Māngai Pāho and the Māori Television Service (and Te Taura Whiri). This advice indicated that the Māori language and broadcasting agencies in Vote: Māori Affairs were: focused on their core business; consistent in the delivery of their outputs; and financially sound.

Te Puni Kōkiri also facilitated the development and presentation of the Review of the Māori Television Service Act 2003 by an independent panel. The review report was tabled in Parliament in May 2009.

Financial Performance

(figures are GST exclusive)

Fiancial Performance
30/06/08
Actual

$000
30/06/09
Actual

$000
30/06/09
Sup
Estimates
$000
30/06/09
Main
Estimates
$000
6,907 Revenue Crown 9,007 8,505 6,508
434 Other Revenue 433 361 361
7,341 Total Revenue 9,440 8,866 6,869
6,997 Total Expenses 8,622 8,866 6,869
344 Net surplus/(deficit) 818 - -

Policy - Economic and Enterprise

Scope of Appropriation:

Advice on policies and programmes that specifically impact on the economic and enterprise status of Māori people and resources. It includes the provision of Māori business development services.

Our Approach:

Our particular priority was to ensure that assistance to Māori supported and maintained their economic wellbeing through the economic downturn. In addition, the Māori Business Facilitation Service provided advice and support for Māori businesses and organisations, by assisting with assessment, brokerage and business mentoring for new business entrepreneurs and existing businesses.

Output Performance Measures and Standards, 2008/09:

Performance Measures Budget Standard Actual Standard
Generic Measure: Policy advice will be in accordance with the Quality Assurance Handbook and the Cabinet Manual, and will receive at least a satisfactory assessment for each of the quality criteria in assessments of Ministerial satisfaction and annual independent assessment. 4 Ministerial assessments and one Independent assessment. 1 Ministerial assessment was completed by the Minister of Māori Affairs covering the period 1 January to 30 June 2009. One independent assessment was also completed and results are reported under Ministerial Servicing.
Generic Measure: Reporting deadlines agreed with the Minister will be met. 95% A ministerial servicing timeline of 93.4% was achieved.
Specific Measures: Report to the Minister of Māori Affairs on the following key areas of work:
  • Participation and success of Māori in the economy in at least one key area.
  • Establishment of the performance and monitoring framework for the Māori Trustee and EEMED, subject to passing of legislation.
3 reports. Achieved.
Administer the Māori Business Facilitation Service. 400 engagements with Small and Medium Enterprises (SMEs). 353 SMEs/micro enterprises registered with the service.
Specific Measure: Provide support for the change management processes associated with establishing the Māori Trustee as a viable and independent stand-alone entity. According to requirements of final legislation. Achieved.

Selected Achievements:

Development of Māori Land

A research programme on barriers to realising Māori landowners’ aspirations was initiated in 2008/09. A work programme to determine the nature and extent of Māori aspirations for their land will be completed during 2009/10. As part of this work programme, Te Puni Kōkiri will be commissioning case studies describing the aspirations Māori have for their Māori land. They will attempt to show why or why not these aspirations are being achieved, and assess the extent to which they are being realised.

Valuation and Rating of Māori Land

Te Puni Kōkiri is also progressing a programme of work on the valuation and rating of Māori land. In 2008/2009 this involved consulting local authorities and Māori landowners and commissioning methodological and legal research on these issues.

Other Sectoral Work

Te Puni Kōkiri actively worked with lead agencies and Māori stakeholders on the review of aquaculture to look at potential economic opportunities for development. It included involvement in assessing proposals submitted to the Aquaculture Planning Fund. In addition, the Māori Affairs Select Committee requested that Te Puni Kōkiri provide it with an adviser for the Committee hearings on the Māori Commercial Aquaculture Claims Settlement (Regional Agreements) Amendment Bill 2009.

Māori Business Facilitation Service

In 2008/09, the MBFS supported:

353 SMEs/micro-enterprises registering with the service, of which 170 were new to business or had been operating for less than six months, and 183 had been operating their existing businesses for more than six months. Outcomes included greater understanding and application of fundamental business and financial concepts; improved cash-flow management; and improved compliance.

394 referrals to other business assistance programmes to grow their businesses. Besides the provision of business advice, other forms of assistance included the use of business tools such as planning templates, related statistics for industry and regional research, and funding assistance. We referred 37 clients to Poutama Trust for possible investment assistance.

Two MBFS young entrepreneurs were invited to showcase products and share their business journey in the 2nd Yulkuum Jerrang Indigenous Economic Conference in Melbourne during May 2009. This has led to: collaboration with a Melbourne-based business to engage Māori rangatira in business, to work on developing and setting up the infrastructure support for product designs; and increased awareness of and networks for Māori arts and crafts. Support was also provided for the development of a Māori business network for the creative sector, specifically focusing on opportunities in Auckland.

Advisory support was also provided in 2008/09 to a project to develop an investment framework and tools to assess the viability of wind farming, and to another project to develop a procedural framework for four land block owners.

In 2008/09 MBFS worked with the Ministry of Tourism to set up a Māori tourism mentoring programme to improve the quality of Māori cultural tourism operations and market share for international tourists.

MBFS clients (registered from January 2006 to December 2008) were surveyed to assess satisfaction and performance and solicit feedback to improve future service delivery. The results (from 36% of clients) showed that approximately 84% of clients were still trading, and around 92% assessed their experience with the business mentors as “extremely useful” to “useful”, acknowledging their value and expertise.

The MBFS monitoring and evaluation activities are being strengthened to collect, analyse, and report better information on the outcomes and value of the service.

Financial Performance

(figures are GST exclusive)

30/06/08
Actual
$000
30/06/09
Actual
$000
30/06/09
Sup
Estimates
$000
30/06/09
Main
Estimates
$000
13,652 Revenue Crown 12,524 12,305 13,561
28 Other Revenue 28 23 23
13,680 Total Revenue 12,552 12,328 13,584
12,837 Total Expenses 11,786 12,328 13,584
843 Net surplus/(deficit) 766 - -

Policy - Crown Māori Relationships

Scope of Appropriation:

Advice on relationships between Māori people and the Crown. It includes Treaty policy issues, advice on the impact of legislation and running the Waka Umanga Secretariat.

Our Approach:

The emphasis has been to positively influence the engagement and understanding between Māori and the Crown by support in facilitating Treaty claims, providing advice on property rights with respect to natural resources, and developing and administering legislation related to Māori interests.

Output Performance Measures and Standards, 2008/09:

Performance Measures Budget Standard Actual Standard
Generic Measure: Policy advice will be in accordance with the Quality Assurance Handbook and the Cabinet Manual, and will receive at least a satisfactory assessment for each of the quality criteria in assessments of Ministerial satisfaction and annual independent assessment. 4 Ministerial assessments and one Independent assessment. 1 Ministerial assessment was completed by the Minister of Māori Affairs covering the period 1 January to 30 June 2009. One independent assessment was also completed and results are reported under Ministerial Servicing.
Generic Measure: Reporting deadlines agreed with the Minister will be met. 95% A ministerial servicing timeline of 93.4% was achieved.
Specific Measures: Report to the Minister of Māori Affairs on the following key areas of work:
  • The Ministry's contribution to facilitating Treaty of Waitangi settlements.
  • The Crown's progress in implementing the recommendations of the Waitangi Tribunal.
  • The Ministry's contribution to the consideration of issues associated with Māori property rights with respect to natural resources.
  • The Ministry's involvement in international fora assocated with indigenous peoples, and the related rights and interests of Māori people.
4 reports. Achieved.
Specific Measure: Provide advice on, and monitor, issues associated with the administration of Māori Affairs legislation, including supporting the progress of the Waka Umanga (Māori Corporations) Bill and the Māori Trustee and Māori Development Amendment Bill, and new Bills developed in the 2008/09 year. Within timeframes required by parliamentary processes. Achieved.
Report to the Minister of Māori Affairs on the establishment of the Waka Umanga (Māori Corporations) Secretariat. 1 report. Achieved.

Selected Achievements:

Treaty Settlements

Te Puni Kōkiri provided advice to the Minister of Māori Affairs about various aspects of Treaty of Waitangi settlements. This included mandate and representation advice relating to fourteen iwi. We also provided advice on related issues including the resolution of internal disputes and cross-claims between iwi. In addition, we provided advice on settlement ratification issues for eight iwi, and completed an annual report on the implementation of Waitangi Tribunal recommendations. This was tabled in Parliament in September 2008, in accordance with s.8 of the Treaty of Waitangi Act 1975.

Resource Management

Te Puni Kōkiri has been part of wider government efforts to ensure a greater level of Māori involvement in resource management planning and decision-making processes during 2008/09.

The reform of the Resource Management Act 1991 (RMA) has been a priority area for Te Puni Kōkiri. Our focus has been to ensure that the objectives of Phase One of the reforms include simplifying and streamlining the RMA in a way that supports the role of Māori in resource development.

In 2008/09 we worked alongside lead agencies with iwi leaders and their advisers on water resource management and climate change issues.

International Activities

Te Puni Kōkiri participated in the New Zealand delegation to the United Nations Permanent Forum on Indigenous Issues. We also attended the CANZUS (Canada, Australia, New Zealand and United States) group meeting on indigenous issues. In addition, Te Puni Kōkiri provided advice to Ministers and agencies about Māori interests and opportunities in the international context. This included advice on: indigenous language development, bio-prospecting, and trade opportunities.

Review of Māori Trustee

The long-standing review of the Māori Trustee was concluded in 2008/09, with the passage of the Māori Trustee Amendment Act 2009. This sets up the Māori Trustee as a stand-alone organisation, and addresses the potential conflict in previous arrangements, where the Māori Trustee was an office conferred on a Te Puni Kōkiri employee.

Financial Performance

(figures are GST exclusive)

30/06/08
Actual
$000
30/06/09
Actual
$000
30/06/09
Sup
Estimates
$000
30/06/09
Main
Estimates
$000
7,296 Revenue Crown 7,121 6,981 7,403
35 Other Revenue 35 29 29
7,331 Total Revenue 7,156 7,010 7,432
7,061 Total Expenses 6,571 7,010 7,432
270 Net surplus/(deficit) 585 - -

Relationships and Information

Strengthening relationships with Māori, with emphasis on brokerage, co-ordination and facilitation to assist Māori to achieve their economic, social and cultural aspirations.

Our Approach:

Our focus has been on the development of strategic and purposeful relationships to assist us to be responsive to local needs and opportunities while also ensuring those responses align with government priorities. We also seek integrated responses to initiatives wherever possible, bringing together other agencies and parties to support Māori development.

Output Performance Measures and Standards, 2008/09:

Performance Measures Budget Standard Actual Standard
Broker relationships between whānau, hapū, iwi, Māori communities and Māori organisations with people (inside and outside government) and resources (including investments) that can accelerate initiatives aimed at increasing Māori participation in the community. Report on 10 interagency relationships. Achieved.
Facilitate relationships with and between Māori, and other stakeholders. Report on 10 Strategic relationships between Māori and Regional/Local Councils. Achieved.
Support community based opportunities strengthening Māori cultural practice. Report on 10 initiatives that contribute to the development of Te Reo Māori Strategies for whānau/hapū/iwi. Achieved.
Achieve a platform for interagency collaboration at the regional level. Report on 20 initiatives that involve working collaboratively with other Government agencies. Achieved.
Provide brokerage services between Māori and state sector agencies, local government, non-government organisations and the private sector. Regular (at last quarterly) proactive reports on all Regional issues or activities prepared and referred to the Minister. Achieved.
Grow and develop Māori leadership to enable effective relationships/engagements with Māori and local/regional government. Report on 10 Strategic relationships between Māori and Regional/Local Councils.
Support the transition of Māori youth into sustainable employment and education. Report on 10 initiatives whose objectives align to the increased engagement in education and achievement of qualifications. Achieved.

Selected Achievements:

Digital Photography and Paper Conservation Workshops / Ka nui te pouri i te ngaro hoki o ngā taonga tuku iho a kuia mā koro mā.

After witnessing the loss of taonga, often destroyed as a result of fire on marae, Te Puni Kōkiri became concerned at the lack of knowledge about preservation and ongoing conservation of taonga. As a result, Te Puni Kōkiri met with Te Papa Tongarewa to develop a workshop that assists whānau and marae interested in learning how to preserve, store and archive taonga. With the assistance of experts from Te Papa, whānau were taught how to use their own cameras to take professional photos of whakaahua and taonga. Whānau were then taught about the storage of taonga and how to make your own “perfect fit” paper storage boxes for taonga.

The workshop was aimed at marae representatives and those skilled in photography within the rohe. These representatives were then encouraged to go back and work with their whānau and marae taonga and pass on their newly acquired skills to the wider community. Te Puni Kōkiri sees this workshop as a practical step to ensure that taonga are here for generations to come. Te Papa has since delivered this workshop throughout the country with the support of Te Puni Kōkiri regional offices.

Takitimu Regional Māori Land Project

Te Puni Kokiri, with the support of the Māori Trustee and the Māori Land Court, invested in a Takitimu Regional Māori Land Project in Hawke’s Bay to assist Māori landowners to develop their land through assessing the needs of their whenua and then identifying opportunities for development. The long-term goals of the project are to: clearly identify Māori land blocks through mapping; have Māori land blocks managed in appropriate and sustainable structures with sound systems and governance; and put development plans in place for the blocks. Critical to the success of this project are the relationships developed with landowners and key stakeholders.

Repatriation of Tūpuna

Te Puni Kōkiri assisted Te Runanga A Rangitāne O Wairau Incorporated to repatriate tūpuna removed from the Wairau between 1938 and 1959 as part of a number of excavations conducted on the Wairau Bar Boulder Bank by archaeologists from Canterbury Museum. This project required the development of memoranda of understanding between various museums, universities and rangitāne; consultative hui with a number of agencies, organisations and iwi; and development and coordination of cultural protocols. Repatriation of tūpuna kōiwi was completed in April 2009.

Papakāinga Development

A guide providing whānau with step by step instructions to develop housing was launched in 2008/09. The Papakāinga Development Guide has been a collaborative effort between Te Puni Kōkiri, Te Kooti Whenua Māori (the Māori Land Court) and the Hastings District Council. The guide is a response to Māori whānau in the Takitimu region who want to develop papakāinga on ancestral lands.

A reference group of whānau who had completed papakāinga projects and those who wanted to develop papakāinga were essential contributors to the guide. We are proud to have had input into the guide which, with its innovative use of Māori metaphors and proverbs, strongly connects with its desired audience. Producing the guide has also strengthened relationships between the three involved agencies and led to the upskilling of key workers from those agencies which deal with papakāinga applications.

Central North Island Forests Treaty Settlement Te Puni Kokiri supported the establishment of post-settlement governance entities for iwi involved in the Central North Island Forests Treaty Settlement. The settlement related to historical claims on nine Crown forests in the North Island.

Tauira Kaitiaki Taiao

Together with the Department of Conservation, Te Puni Kōkiri developed a trainee ranger programme, named Tauira Kaitiaki Taiao (TKT), which was tailored specifically for Māori. In consultation with iwi, fifteen Māori cadets were selected to participate in the 21-month TKT cadetship programme from February 2009 to October 2010. Five cadets will be based in each of the Northland, Bay of Plenty and Tongariro/Taupo conservancies.

Strengthening Management and Governance

The Strengthening Management and Governance Programme (SMG) is a Te Puni Kōkiri initiative which aims to develop strong and effective governance and management capacity and capability within Māori organisations that are contracted to deliver government services. The SMG programme enables organisations to critically assess their strengths and weaknesses in order to achieve organisational goals by implementing appropriate strategies. In 2008/09, nine organisations were supported by the SMG programme.

Infrastructure Industries

In 2006 the Waikato Te Puni Kōkiri Regional Office invested in a regional pilot programme with InfraTrain. The project sought to increase the number of Māori moving to higher level qualifications in infrastructure industries. Current statistics show that at least 60% of employees in the civil infrastructure industry are Māori who have no formal qualifications. This project created opportunities for Māori with extensive experience in the industry to achieve the necessary qualifications to move into more senior roles. In December 2008 two Māori cadets from Downer EDI received a scholarship towards their training costs. The project included the development of a Māori recruitment strategy. The strategy was launched in July 2009, and its success will be reported on in due course.

Financial Performance

(figures are GST exclusive)

30/06/08
Actual
$000
30/06/09
Actual
$000
30/06/09
Sup
Estimates
$000
30/06/09
Main
Estimates
$000
8,665 Revenue Crown 9,320 9,134 8,798
48 Other Revenue 48 40 40
8,713 Total Revenue 9,368 9,174 8,838
8,569 Total Expenses 8,732 9,174 8,838
144 Net surplus/(deficit) 636 - -

Operations Management

Our Approach:

Services that support Māori development through the design, delivery, and management of community investment programmes.

Scope of Appropriation:

The Relationships and Information Wāhanga has responsibility for managing the Te Puni Kōkiri Investment Programme. This entails strategic management to ensure investments align with the key outputs identified in this document; which in turn align with the key outcomes sought by Te Puni Kōkiri.

Output Performance Measures and Standards, 2008/09:

Performance Measures Budget Standard Actual Standard
Manage investments in the three areas of Whakamana (strengthening leadership and decision-making); Mātauranga (building of knowledge and skills); Rawa (development and use of resources). Specific investement focus on:
  • Rangatahi
  • Cultural success; and
  • Māori economic success.
All investment proposals meet the evaluation criteria prescribed in the operations manual. Achieved.
Manage the delivery of the Kaitataki-a-Rohe programme to provide for community workers. A minimum of 30 Māori Development worker investment projects are put in place. 31 KaR projects in place at 30 June 2009.
Manage the delivery of the Special Housing Action Zone (SHAZ) programme to provide for capacity building support. All investment proposals meet the criteria prescribed in the SHAZ programme guidelines. 12 projects were undertaken that met the criteria.
Manage the Kapohia Nga Rawa programme to place key workers into Māori communities to ensure informed decision-making as it relates to the acceleration of development and leveraging opportunities. A minimum of 20 development workers and mentors are appointed to assist communities to access information and support them in its use. 20 fixed-term and a further 20 "contract for service" workers and mentors were engaged.
Māori Wardens Programme - establish a nationwide training framework for Māori Wardens. Commpleted by 30 June 2009. Achieved.
Māori Warden Programme - undertake Māori Warden training (across 3 course types). 480 attend courses. 511 Māori wardens participated in the implemented training framework.
Māori Warden Programme - appoint and train Regional Co-ordinators. 8. 11 fully trained regional co-ordinators were employed.

Selected Achievements:

Investment Management

During 2008/09, Te Puni Kōkiri supported 482 projects, totalling $22.4 million, through the Mātauranga, Rawa and Whakamana NDOE appropriations. Delivery of investments was made primarily through Te Puni Kōkiri’s network of regional offices and utilised our strong relationships with Māori communities, in which funding assistance becomes an extension of wider community based facilitation and brokerage activities. The projects identified under Relationships & Information, and elsewhere in this report, are a reflection of this work.

Rangatahi: Te Puni Kōkiri invested over $2.7 million on projects designed to promote personal and professional success by rangatahi. Investments included trade training and career development initiatives, support services for youth and mentoring projects designed to foster leadership skills.

Cultural success: Te Puni Kōkiri invested over $2.9 million on projects which promoted the expression of Māori culture and cultural heritage. Investments covered a wide range of community events and include Manu Kōrero speech competitions, regional and national Kapa Haka events, including Te Matatini, and regional Matariki celebrations.

Māori economic success: Te Puni Kōkiri invested over $4.9 million on projects designed to foster business and economic development for Māori. Investments have enabled the development of regional economic development strategies, business networks and business feasibility studies.

NDOE investments met the performance standards required by government to ensure efficient delivery of Te Puni Kōkiri funding and probity in its use.

Māori Wardens

This year at Waitangi, crowds of around 55,000 people arrived over four days. The call went out to Māori wardens around the motu. Francis Mahanga was responsible for coordinating the 80+ Māori wardens who arrived. She had prepared a number of organisation plans allocating jobs and responsibilities. These were posted in the marquee where the Māori wardens slept and rested over the course of the celebrations. “We have three shifts on rotation, all eight hours long and we are all just used to getting in there and doing the mahi.” In the 15 years that Francis has worked at Waitangi, she has seen a lot of changes. The type of crowds has changed from an unhappy, protesting group, to a day that is whanau orientated. “Our only concern now seems to be the numbers and looking after our people, doing road patrol, crowd control and safety, and the main powhiri.” The Māori wardens have been fortunate that they have not had too many incidents in recent years as people are much more relaxed. “People used to stay away from Waitangi because of the tension, now you can’t get a car park anywhere – you have to walk from Paihia!”

Financial Performance

(figures are GST exclusive)

30/06/08
Actual
$000
30/06/09
Actual
$000
30/06/09
Sup
Estimates
$000
30/06/09
Main
Estimates
$000
16,929 Revenue Crown 18,530 18,188 18,135
65 Other Revenue 91 52 52
16,994 Total Revenue 18,621 18,240 18,187
15,965 Total Expenses 16,625 18,240 18,187
1,029 Net surplus/(deficit) 1,996 - -

Ministerial Economic Taskforce

Scope of Appropriation:

This appropriation is limited to the direct costs associated with running the Ministerial Economic Taskforce for the Minister of Maori Affairs.

Output Performance Measures and Standards, 2008/09:

Performance Measures Budget Standard Actual Standard
Provide support for the Minister of Māori Affairs Economic Taskforce. Level of support provided is to the satisfaction of the Minister. Achieved.
Meetings of the Taskforce. 5 meetings. Achieved.
Advice provided by the Taskforce to the Minister on key issues and opportunities for Māori in the economy. Advice provided on 5 key issues. Achieved.

Selected Achievements:

Māori Economic Workshop

On 28 January 2009 the Minister of Māori Affairs convened a Māori Economic Workshop to bring leaders and thinkers together to devise responses to the economic downturn in our communities. Te Puni Kōkiri supplied statistics and other information on Māori in the economy to support discussions. The workshop heralded the setting up of the Māori Economic Taskforce.

Māori Economic Taskforce

On 18 March 2009, the Minister of Māori Affairs announced the appointment of a Māori Economic Taskforce to progress responses to the economic downturn. The taskforce comprises the following Māori leaders: Mark Solomon, Ngahiwi Tomoana, Bentham Ohia, Daphne Luke, John Tamihere, June McCabe and Rob McLeod. Leith Comer, Chief Executive of Te Puni Kōkiri, and Hon Georgina te Heuheu, Associate Minister of Māori Affairs, are also members. Te Puni Kōkiri is providing secretarial support for the taskforce as well as information to inform the development of their work programme.

Financial Performance

(figures are GST exclusive)

30/06/08
Actual
$000
30/06/09
Actual
$000
30/06/09
Sup
Estimates
$000
30/06/09
Main
Estimates
$000
-Revenue Crown203200-
-Other Revenue--0
- Total Revenue 203 200 -
- Total Expenses 111 200 -
- Net surplus/(deficit) 92 - -

EEMED Establishment

Scope of Appropriation:

To establish the Entity for Enhancing Māori Economic Development including related transitional costs.

Output Performance Measures and Standards, 2008/09:

Performance Measures Budget Standard Actual Standard
Oversee the establishment of a new entity to enhance Māori economic development including:
  • development of a draft Investment Strategy
  • appointment of an Investment Board.
by 30 June 2009. EEMED establishment did not proceed.
Provide advice to the Minister of Māori Affairs on issues and Government interests in a new entity to enhance Māori economic development. To Minister's satisfaction. Not applicable.

The associated funding to establish EEMED was returned as savings during the Budget 2009 process.

Services to the Māori Trustee

Scope of Appropriation:

Provision of full office services to the Māori Trustee.

Output Performance Measures and Standards, 2008/09:

Performance Measures Budget Standard Actual Standard
Services provided as agreed between the Chief Executive of Te Puni Kōkiri and the Māori Trustee. To the satisfaction of the Chief Executive of Te Puni Kōkiri and the Māori Trustee. Achieved.
Formulation of a Purchase Agreement between the Minister of Māori Affairs on behalf of the Crown and the Māori Trustee. by 30 September 2009. Purchase Agreement has been drafted and is on track to be completed by 30 September 2009.
Agreed performance measures/standards devised and included in the Purchase Agreement. by 30 September 2009. Purchase Agreement has been drafted and is on track to be completed by 30 September 2009.

Financial Performance

(figures are GST exclusive)

30/06/08
Actual
$000
30/06/09
Actual
$000
30/06/09
Sup
Estimates
$000
30/06/09
Main
Estimates
$000
6,345 Revenue Crown 9,373 9,186 9,562
48 Other Revenue 48 40 40
6,393 Total Revenue 9,421 9,226 9,602
6,101 Total Expenses 8,817 9,226 9,602
292 Net surplus/(deficit) 604 - -

Monitoring

Part of Te Puni Kōkiri’s role, enabled through the Ministry of Māori Development Act 1991, is to monitor and liaise with each government department and agency that provides services to or for Māori. During 2008/09, Te Puni Kōkiri embedded into its monitoring role a dual approach that aims to:

  • build and make available an evidence base, through research and statistical monitoring, to understand the wider state sector’s effectiveness for Māori; and
  • focus the wider state sector on improving its effectiveness for Māori.

Te Puni Kōkiri’s monitoring and liaison role spans multiple output expenses. Of note, Te Puni Kōkiri completed work on the following:

Statistical Programme

Statistical analysis is a key tool used to monitor trends in outcomes for Māori. Significant projects in 2008/09 contributed to the statistical publishing programme. Three fact sheets were published: on Māori personal income 2003-2008, Māori health/hauora Māori, and Māori and early childhood.

Regional statistical reports based on the 2006 Census were also produced for use by our regional staff. Along with other statistical research these provided a strong evidence base for the development of our policy advice.

Quarterly briefings on the Household Labour Force Survey provided the Minister of Māori Affairs with advice on Māori employment trends during 2008/09. Ongoing work was carried out with key agencies, including Statistics New Zealand, to improve the collection, definition and interpretation of ethnicity statistics across various collections of official statistics. This included close involvement in the development of the Māori social survey.

Research Programme

Through research, Te Puni Kōkiri is adding to the evidence base about what works for Māori at the national and local levels in particular priority areas. In 2008/09 this included research on:

  • critical transition points for rangatahi in education, from early childhood through to tertiary education, in both mainstream and Māori medium education; and
  • profiling regional investments through case study research.

Taitamariki Potential

Te Puni Kōkiri is producing outcomes-focused reviews which assess the state sector’s effectiveness in achieving outcomes for Māori in priority policy areas. Te Puni Kōkiri began a review of services that assist Māori youth to progress from secondary to tertiary education. The review is designed to provide transparency to the state sector’s efforts in this priority area for the Government. It will also provide information and tools (such as good practice findings) to help agencies improve their effectiveness. A draft scoping report was completed in consultation with the relevant agencies (the Ministry of Education, Tertiary Education Commission, Careers Services and the Ministry of Social Development). Te Puni Kōkiri compiled results data on the relevant programmes, and will supplement this evidence with its own fieldwork. The target completion date for the report is 30 June 2010.

Adult Literacy and Numeracy

Te Puni Kōkiri completed the penultimate draft of a review of the state sector’s contribution to improving literacy and numeracy for the Māori workforce. The report, which covers eight agencies, includes a statistical analysis, a review of government strategies, a stocktake of initiatives and four in-depth case studies. Te Puni Kōkiri is seeking external agency feedback before finalising the report.

Ministerial Servicing Performance

The performance measure set in the Information Supporting the Estimates was to:

  • provide responses on time in 95% or more cases; and
  • achieve a ministerial satisfaction rating of “good”, “very good”, or “excellent” in the survey of ministerial satisfaction.

Te Puni Kōkiri processed 1490 official documents in 2008/09 and achieved a ministerial servicing timeline across all output classes of 93.4%. This result compares favourably with last year and also shows a slight improvement in processing requests under the Official Information Act.

OutputsDelivery
Timeframe
Target
Delivery
Timeframe
Actual
2008/09
Delivery
Timeframe
Actual
2007/08
Responses to Ministerial correspondenceWithin one month93.9% 94%
Parliamentary questionsWithin 4 working days100%95%
BriefingsIndividually agreed94.1% 95%
Speech notesIndividually agreed93.8%97%
Official Information Act requestsWithin 20 working days80.5% 79%
Ombudsman complaintsWithin 20 working days100% 100%
Reports to the Māori Affairs CommitteeIndividually agreed100%100%

Quality Assurance

The Te Puni Kōkiri approach to quality is to ensure our written and oral policy advice is of a consistent standard which meets the expectations of the Minister of Māori Affairs.

When asked how he would rate the quality of the policy advice he received from Te Puni Kōkiri, the Minister replied that it was between good and very good. This advice was in addition to the regular meetings between the Chief Executive and his officials and the Minister of Māori Affairs throughout the year, where oral feedback was obtained and detailed discussions on issues or priorities occurred.

In addition, an independent expert in public sector policy assessed the completion and referral of high quality policy advice (as defined by the quality characteristics). The assessment was based on the quality of criteria outlined in the Te Puni Kōkiri Quality Assurance Handbook. The assessed papers were chosen at random or for their potential significance.

The independent reviewer rated the quality of policy advice on a scale of 1 to 6, where 1 = poor, 2 = adequate, 3 = satisfactory, 4 = good, 5 = very good, and 6 = excellent. The results are reported below:

Assessment
Criteria
Score
2008/09
Score
2007/09
Purpose6.00 4.12
Logic5.003.75
Accuracy5.33 4.25
Options5.00 3.33
Consultation4.335.00
Practicality5.66 3.75
Presentation5.16 3.75
Average5.21 4.10

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