Annual Report for the Year Ended 30 June 2011

Annual Report for the Year Ended 30 June 2011

Table of contents

1. Cover page
2. Mai te Manahautū/From the Chief Executive
3. He Kupu Whakataki/Introduction
4. Statement of Responsibility
5. Key Outcome Indicators
6. Key Impact Measures - 2010/11
7. Audit Report
8. Statement of Service Performance
9. Organisational Health and Capability
10. Financial Statements
11. Notes to the Financial Statements

Statement of Service Performance

FOR THE YEAR ENDED 30 JUNE 2011

Introduction

The Statement of Service Objectives for Te Puni Kōkiri is detailed in the Information Supporting the Estimates of Appropriations and the Information supporting the Supplementary Estimates for the year ending 30 June 2011. This forms the output objectives for the year against which this service performance statement reports.

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 2010/11 Te Puni Kōkiri prioritised 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. Te Puni Kōkiri also continued to lead work associated with the Māori Language Strategy (MLS), Māori Broadcasting and E-Media Outcomes Framework.

Output Performance Measures and Standards:

Note - Māori Language and Broadcasting agencies funded through Vote Māori Affairs and referred to above are:

• TTWh - Te Taura Whiri i Te Reo Māori (Māori Language Commission)
• TMP - Te Māngai Pāho (Māori Broadcasting Funding Agency), and
• MTS - Māori Television Service.

Output Performance

In 2010/11, Te Puni Kōkiri worked on a number of initiatives to ensure that Māori language, culture and cultural infrastructure was accessible and strengthened.

Leadership was provided by Te Puni Kōkiri on the government’s current Māori Language Strategy (MLS) through the co-ordination of Māori language activities of the lead agencies involved in the MLS.

Regular meetings were convened with MLS lead agencies (Te Taura Whiri i te Reo Māori (TTWh), Te Māngai Pāho (TMP) - Māori Broadcasting Funding Agency, Māori Television Service (MTS), Ministry of Education, Ministry for Culture and Heritage and the National Library) in order to monitor agency activity/ contribution towards MLS outcomes.

Te Puni Kōkiri monitored and compiled two reports on the Māori language content of the MTS and Iwi Radio (not funded by TMP) to ensure compliance with their accountability requirements.

In November 2010, a Crown Entity Impact Survey covering TMP, TTWh, and MTS was developed and commissioned by Te Puni Kōkiri, to establish a baseline impact measure of each agency’s impact on the increased use and proficiency of the Māori language. This involved 1,503 Māori people aged 15 years and over being surveyed through telephone interviews, and has a sampling error of plus or minus 3%, with (5% confidence).

Results from the survey were released through three fact-sheets: - covering:

Mā te Reo and Kōrero Māori websites administered by TTWh;
• Māori Television; and
• Iwi radio stations (funded by Government through TMP)
.

During 2010/11, Te Puni Kōkiri continued to provide policy leadership on the Māori broadcasting and e-media strategy, including:

• consultation with Māori stakeholders from November 2010 to February 2011, on Cabinet decisions and specific recommendations around Te Pūtahi Paoho (Māori electoral college for MTS) membership;
• policy advice to Ministers’ on legislative reforms arising from the review of the Māori Television Service Act;
• research, monitoring, and operational assistance to iwi radio; and
• provision of new licence agreements, to all iwi radio station. These licence agreements require the iwi stations to develop and implement Māori language plans that reflect the language profiles and aspirations of their local communities

Te Puni Kōkiri continued to provide advice and support for Māori to identify cultural development opportunities during 2010/11. Many events of cultural significance were supported throughout the year from the recovery of lost taonga, to assisting with staging Ratana celebrations 2011. Additionally, assistance has been provided to marae for iwi based initiatives targeted to reinforce their cultural heritage. The results of the Marae Development Survey will be used to develop and implement a forward-looking work programme.

Selected Achievements

Māori Language Strategy
The Minister of Māori Affairs commissioned an independent panel to review the Māori Language Strategy and Sector. This review was undertaken between July 2010 and April 2011, when the panel released its report Te Reo Mauriora. Key themes in this report include, among other things: greater emphasis on home and community language development; stronger Crown-Māori relationships; and enhanced roles for Māori in Māori language services. Work is currently underway to provide advice about the development of a new Māori Language Strategy.

Māori Broadcasting and E-Media Outcomes Framework
New licence agreements have been developed for iwi radio stations. These licence agreements require the iwi stations to develop and implement Māori language plans that reflect the language profiles and aspirations of their local communities. Te Puni Kōkiri has provided technical support and additional funding for the implementation of the new licence agreements, including the community-oriented language plans. In addition, Te Puni Kōkiri provided support for Ngā Pū Waea, the Māori Broadband Working Group. Ngā Pū Waea will work with Telecom and Vodafone during the roll-out of broadband initiatives to ensure that Māori interests are appropriately reflected.

Marae Development
Te Puni Kōkiri completed research for the marae development survey in 2010/11 and prepared a report for publication. The report is undergoing final editing for publication in 2011/12. This report will describe the health of marae across New Zealand in terms of physical infrastructure, people and cultural development. It will form the basis for an ongoing work programme to provide advice about marae development opportunities. In related work about the management of taonga Māori, support has been provided for exhibitions and activities that showcase Māori cultural development, including the E Tū Ake exhibition at Te Papa and the development of Te Waka Māori as part of Rugby World Cup 2011 celebrations.

Financial Performance
(figures are GST exclusive)

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:
Te Puni Kōkiri’s priority was to ensure that policy advice and direct assistance to Māori supported and maintained their economic wellbeing. 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:

Output Performance

In 2010/11, Te Puni Kōkiri supported a number of activities to continue to build better pathways for young Māori into employment in key industries. This has included around 100 cadetships and a range of activities to assist Māori asset holders and businesses to better prepare and connect with their future labour force. Development and implementation of these industry training initiatives were aimed at supporting Māori to maximise employment and training opportunities in the trades. This included a three year agreement with InfraTrain to recruit and train over 700 Māori in the civil infrastructure industry and provide 15 scholarships to Māori to gain higher qualifications

Te Puni Kōkiri supported 45 Māori achieving the National Diploma in Business from across the 5 primary sector networks. The Growing Māori Assets work announced in Budget 2010 will assist with this initiative established over the last year, and alongside cadetships, will help foster opportunities for young Māori to get access into jobs in growing industries.

Additionally, a particular focus on skills and welfare in the Canterbury region was identified following the devastating February earthquake. Already, to assist with the skills requirements of the rebuild Te Puni Kōkiri has selected a Provider to work with Industry Training Organisations and employers to support at least 200 Māori into the construction sector.

Ko Ngā Tumanako o Ngā Tāngata Whai Whenua Māori - Owner Aspirations Regarding the Utilisation of Māori Land, was published by Te Puni Kōkiri in April 2011. This research report provides insight into the economic, culturaland social aspirations that Māori communities have for their land ownership and provides a platform for ongoing work in targeting opportunities to lift the productivity of Māori land in order to realise its economic potential.

Māori Business Facilitation Service (MBFS)

During 2010/11, 838 clients (target 800- 900) were provided assistance through the provision of business advisory services (568), workshops (60), support to Rugby World Cup (RWC) business club (126), and the conduct of business impact survey for earthquake affected businesses in Christchurch.

Additionally, 469 Māori business owners and entrepreneurs (target 420-450) received business advice, of which more than 430 clients were referred to Te Puni Kōkiri contracted business mentors.

Support was also provided (target 3) to 5 Māori business networks or clusters; Tāmaki Makarau, Te Tairāwhiti, Te Humeka, Takiwai, and Matatau Māori Business Centre.

Te Puni Kōkiri surveyed Māori SME owners engaged through MBFS this year, and the results indicate a 3.77 score out of 5 (target was minimum score of 3.5) level of satisfaction with services provided by the account managers and contracted business mentors.

In 2010/11, a number of economic opportunities for Māori have been identified and delivered through the RWC 2011 work programme.

Te Puni Kōkiri has provided ongoing policy advice in 2010/11, to Ministers’ and sector agencies, specifically the Ministry of Social Development on Youth Pipeline, Ministry of Education on Youth Guarantee, Ka Hikitia, Early Childhood Education, and compulsory and tertiary education.

In terms of Māori participation in natural resource management, and following Cabinet’s consideration of the policy reform package in December 2010, Te Puni Kōkiri has been involved in refining options and working directly with the Ministry for the Environment to undertake further analysis of issues and options. In addition, Te Puni Kōkiri has completed three further important pieces of policy work:

• Economic analysis of opportunities for improved participation in the Resource Management Act;
• Practice guide improving iwi management plans; and
• Practice guide on Cultural Impact Assessments.

Selected Achievements

Shanghai Expo

Te Puni Kōkiri and the Minister of Māori Affairs led and supported a range of initiatives to promote and support the “Māori competitive edge” in business, including the work of the Ministerial Economic Taskforce and the Minister-led delegation of Māori business leaders to the 2010 Trade Expo in Shanghai. The delegation had meetings with Chinese political and business leaders and visited ethnic minority communities in southwest China. Positive relationship development has seen the establishment of international business relationships, potentially leading to Māori-Chinese commercial partnerships.

A follow-up business-related delegation visit led by the Chief Executive of Te Puni Kōkiri took place in June 2011, encouraging Māori business relationships in China.

Rugby World Cup

Through the hosting of Rugby World Cup 2011, there is an unprecedented opportunity to showcase the very best of Aotearoa New Zealand’s business and cultural offerings to a truly global market. Te Puni Kōkiri has progressed work in 2010/11 including:

• liaison with iwi and Māori groups across the country, and with government and RWC officials, to ensure that Māori people, and Māori culture, play a strong and vital part in showcasing our nation to in-bound visitors and to worldwide audiences;
• assisting up to twenty marae to seek Qual Mark accreditation, both as ongoing business opportunities for those marae and, with the RWC looming, to help respond to the surge in demand for tourist accommodation;
• working jointly with the Ministry of Economic Development and Māori business networks to ensure Māori business owners, alongside other kiwi businesses, are available to host in-bound business people during RWC; and
• planning two Te Waka based events focused on promoting Māori business.

InfraTrain

Te Puni Kōkiri’s relationship with InfraTrain, the Infrastructure Industry Training Organisation, was developed as part of Te Puni Kōkiri’s response to the Prime Minister’s 2009 Job Summit. The focus on infrastructure sought to maximize opportunities for Māori emerging from the Government’s significant investment in infrastructure.

In 2010/11, Te Puni Kōkiri investment allowed for 259 Māori to receive training in initial, and/or advanced infrastructure industry qualifications, and a further 8 Māori received civil engineering diploma scholarships. It is proposed to continue working with InfraTrain to support more Māori development through infrastructure-related qualification pathways and employment opportunities.

Cadetships

The Cadetships Programme was originally developed also, as part of Te Puni Kōkiri’s response to the Prime Minister’s 2009 Job Summit.

In 2010/11, Te Puni Kōkiri support has enabled for one hundred and one cadets to be employed across a range of industries through contracts with five employers. Cadetships expose cadets to new skill and career development opportunities, and develop generic and industry-specific skills; build the confidence and ability of cadets to move into employment opportunities in non-traditional industries/roles; and enable employers to improve their recruitment, retention and business productivity. It is also intended to continue the Cadetships Programme in 2011/12.

Professional Group Training

Through the Ministerial Economic Taskforce, the Professional Group Training project created 1,550 training places and 252 job places - a total of 1800 training and job placements. Five initiatives were established across key industries including information technology, accounting, the science sector, teaching, architecture and design and worked with employers, industry associations, sector bodies, schools and universities.

Māori Tourism Strategy

Supporting the development of a Māori Tourism Strategy - an interagency governance group comprising the New Zealand Māori Tourism Society, Te Puni Kōkiri, the Ministry of Economic Development, Tourism New Zealand, the Ministry for Culture and Heritage, the Department of Conservation and New Zealand Trade and Enterprise has made significant progress toward completion of a Māori Tourism Action Plan for implementation over the next 3 years which seeks to:

• raise the quality and consistency of Māori tourism products;
• improve the business capability and performance of Māori tourism operators; and
• better promote Māori tourism. A key feature of the action plan is recognition of the value of integrating Māori tourism into existing investment in the tourism sector.

Christchurch Employment

Following the February earthquakes, a particular focus on skills and welfare in the Canterbury region has been underway. To assist with the skills requirements of the rebuild, Te Puni Kōkiri has undertaken a “Request for Proposal” to select an agent to work with Industry Training Organisations and employers to support at least 200 Māori into the construction sector.

Financial Performance

(figures are GST exclusive)

POLICY - Crown Māori Relationships

Scope of Appropriation:

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

Our Approach:

The emphasis has been to positively influence the engagement and understanding between Māori and the Crown by support in facilitating the settlement of historical 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:

Output Performance

Te Puni Kōkiri has worked with 78 iwi groups throughout the settlement process. Te Puni Kōkiri has also worked with the Office of Treaty Settlements and provided advice on mandating and representation, governance and post-settlement, governance entities, the protection mechanism and settlement policy. In total, Te Puni Kōkiri has:

• progressed 16 outside of Treaty settlement issues, which contribute to the overall progression of Treaty settlements;
• attended 7 Protection Mechanism Official’s Committee meetings;
• provided advice on 103 properties that are subject to protection mechanism processes;
• arranged for 76 ratification, and 78 mandate hui to be observed for 11 and 22 iwi groups respectively;
• provided advice to the Minister of Māori Affairs through various Cabinet papers relating to settlement offers, as well as advice on 17 ratification strategies;
• advised 46 iwi groups on mandating processes;
• provided advice to iwi groups and the Office of Treaty Settlements on 12 ratification strategies, 6 Post Settlement Governance Entities; and
• advised 25 iwi groups on their mandate strategies and provided advice to the Office of Treaty Settlements on 14 mandate strategies.

Te Puni Kōkiri facilitated interventions to iwi in 2010/11, particularly (Ngāi Tūhoe, Tūhourangi Ngāti Wāhioa, Ngāti Ruapani ki Waikaremoana, and Ngāti Rahiri tumutumu) to assist with settling internal disputes, which has enabled the iwi to progress their settlement activity at the pace and in a manner that met their goals and aspirations.

Te Puni Kōkiri has also been active in leading the Wai 262 Secretariat to prepare for the whole of government response to the Tribunal’s report. The main activities have included; interaction with various agencies, briefing to the Attorney-General and Minister of Māori Affairs, and the communications strategy.

Information was provided to the Minister of Māori Affairs on the planned review of New Zealand’s constitutional arrangements, and on the establishment of the Constitutional Advisory Panel (CAP).

Advice was also provided to the Minister of Māori Affairs on the Marine and Coastal Area (Takutai Moana) Act legislation, passed into law on 31 March 2011, including the role of the Minister under the new Act.

Ongoing work in this area relates to the implementation of this Act. Policy advice on a range of issues was provided to the Minister of Māori Affairs and other officials in 2010/11, in relation to iwi/ Māori property rights and natural resources. This included:

• advice on Canterbury earthquake recovery;
• freshwater rights and interests;
• achieving enhanced iwi participation in the Resource Management Act processes; and
• advice on iwi involvement in minerals and petroleum exploration.

Te Puni Kōkiri has participated in cross-sector fora including the Natural Resources Sector and provided policy advice for whole of government policy discussions on rights and interests, including co-management of natural resources.

Regarding advice on issues associated with Māori property rights, Te Puni Kōkiri has:

• prepared a Cabinet paper seeking approval for the composition of the Māori Land Advisory Group;
• drafted the terms of reference for Māori land: Next Steps report and provided advice to the Minister of Māori Affairs;
• provided advice on a proposed review of the Māori Reserved Lands Amendment Act; and
• negotiated an ex-gratia payment to the Koranga Te Kere Whānau Trust for their exclusion from the Māori Reserved Land Amendment Act and associated compensation regime.

In 2010/11, the Māori Affairs Committee released its report into the financial performance and operations of the Māori Trustee as well as a new Funding Arrangement. Te Puni Kōkiri officials worked with the Māori Trustee in 2010/11 to assist with the development of an Outcomes framework and in particular focusing on the Measures and Targets section of the new Funding Agreement, which covers a two year period and allows for variations should the new Māori Trustee have any concerns.

Quarterly reports were provided in accordance with the Funding Agreement, and advice was provided to the Minister of Māori Affairs in accordance with expected timeframes. Meetings were also held regarding the development of the new Funding Agreement

Selected achievements:

Treaty Settlements

A key priority for Te Puni Kōkiri in 2010/11 has been to continue to support the Government’s aspirational goal of settling all historical Treaty of Waitangi claims by 2014, particularly by:

• providing facilitation to assist groups with mandate or overlapping claims;
• providing advice on ratification strategies and results;
• providing advice on post-settlement governance entities as suitable entities to hold settlement assets; and
• providing advice on the land-banking of surplus Crown properties for possible use in future Treaty settlements.

In addition, Te Puni Kōkiri has finalised several initiatives outside of the Treaty settlement process designed to assist iwi in reaching Treaty settlements including:

• bringing into effect the Wakarewarewa and Roto-a-Tamaheke Vesting Act 2009, vesting the Whakarewarewa Reserves in Ngāti Whakaue and Tūhourangi Ngāti Wāhiao;
• the transfer of part of the Kaharau Waahi Tapū to Te Roroa;
• the finalisation of a $5 million payment to Ngāti Rārua ātiawa Iwi Trust in recognition that they had not received market rentals on their leased lands; and
• gaining Cabinet’s agreement to an exgratia payment to the Karanga Te Kere

Whānau Trust to address their historical rental losses and omission from the Māori Reserved Land Amendment Act 1997 with respect to reserves in Taumarunui

Post Settlement Environment
Over the past year, work continued toward building a new era of Crown-Māori relationships that are focused on creating and capitalising on future opportunities rather than being remedial in nature.

Work continues on the implementation of the Waikato River accords and the Taranaki-Whānui Accord (signed in March 2011) the Ngaa Rauru Kitaha Accord and the development of the Ngāti Porou and Te Hiku accords, and the Ngāi Tūhoe Mana Motuhake Accord.

Legislation
Te Puni Kōkiri has had significant input into legislative reform of particular importance to Māori, including among others the Marine and Coastal Area (Takutai Moana) Act. Our forward legislative programme also remains significant, with for example, current work underway on the Māori Television Service Act and Māori Community Development Act reviews.

In November 2010, the Māori Purposes Bill 2010 was introduced into the House. This Māori Purposes Bill progresses a number of matters, including:

• Māori Trusts Boards Act - amending the accountability regime within the Māori Trust Boards Act to remove Māori Trust Boards from the Auditor-General’s purview, enabling them to appoint their own auditors, and more closely locating the accountability of Māori Trust Boards with their constituents by, for example, requiring Trust Boards to hold an Annual General Meeting.
• Māori Fisheries Act - amending provisions within the Māori Fisheries Act to enable the transfer of assets from a Mandated Iwi Authority (that received Fisheries Settlement assets) to another entity that represents the same set of beneficiaries. These amendments exempt the transfer of fisheries assets between two entities within the same iwi from provisions of the Māori Fisheries Act requiring the assets to be offered for sale to other iwi or Te Ohu Kai Moana Trustee Limited.
• The Estate of Pukepuke Tangiora - amending legislation affecting the Estate of Pukepuke Tangiora to remove Crown involvement in the administration of the Estate and extend the distribution period for the Estate to allow for a reasonable period of time for beneficiaries to come to a decision upon a future governance entity.
• Te Ture Whenua Māori Act - a number of technical amendments to Te Ture Whenua Māori Act.

International Activities

In July/August 2010, Te Puni Kōkiri supported the Minister of Māori Affairs management of the visit of Professor James Anaya, the United Nations Special Rapporteur on Indigenous Issues, including engagements with iwi and Māori groups.

Te Puni Kōkiri led a government delegation to the United Nations Permanent Forum on Indigenous Issues in May 2011, and made 3 interventions at the Forum. A CANZUS (Canada, Australia, NZ and USA) meeting in Washington was also attended, to discuss issues that state governments identified as key for their consideration of issues relating to indigenous peoples.

Throughout 2010/11 Te Puni Kōkiri provided advice on a range of international issues and instruments as required.

Statutory Appointments

During the 2010/11 year, Te Puni Kōkiri led processes to enable key statutory appointments in the Māori Affairs portfolio to be made, including the Māori Trustee, two appointments and eight re-appointments of Waitangi Tribunal members and two appointments and one re-appointment to the bench of the Māori Land Court.

Financial Performance

(figures are GST exclusive)

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:

Selected achievements

Christchurch Earthquake

In respect of the 22 February Christchurch earthquake, Te Puni Kōkiri worked directly alongside Te Rūnanga o Ngāi Tahu to coordinate and support the almost immediate offers of relief support made by iwi and Māori communities across the country, as well as the support on offer from within Ngāi Tahu whānui.

Te Puni Kōkiri temporarily increased its core roster in Christchurch from 8 full-time staff to, at its peak, 36 staff co-opted from across the ministry. This was made up of a mix of senior management cover, analysts, kaiwhakarite (regional facilitators), business facilitation service advisors and regional co-ordinators of Māori Wardens groups. Due to damage to, and the inaccessibility of, the local Te Puni Kōkiri premises, the Ministry also reassigned five departmental vehicles, IT and other operating hardware from other regional offices to enable the deployed staff to function on the ground in Christchurch. Accordingly, within the first 24 hours of the 22 February earthquake local Te Puni Kōkiri was able to make direct contact with three of the four local marae:

• Rehua marae (Christchurch city);
• Ngā Hau e Whā marae (Aranui, Christchurch East); and
• Tuahiwi marae (Waimakariri district, North Canterbury) to ascertain the welfare and immediate support needs of those marae communities.

In turn Te Puni Kōkiri was able to make support referral requests to Civil Defence and provide direct relief funding support to assist the marae in the various respite, accommodation and other relief-related roles they were able to perform for affected whānau, their local communities and government and non-government agencies. Within a further 48 hours officials were also able to visit Rāpaki marae (past Lyttleton, which had been temporarily cut off by road) and arranged, through civil defence personnel, a series of food, water and other essential item drops to assist the largely isolated community.

Māori Asset Base in Waiariki

Te Puni Kōkiri regional offices Te Moana ā Toi and Te Arawa commissioned BERL to produce Te Ripoata Ohanga Māori mō Te Waiariki. This report provides a quantitative description of the Māori economy and asset base; identifies opportunities for strategic growth and development in Waiariki; and details qualitative information on key organisations as well as existing or potential relationships for development. The Waiariki rohe consists of the Territorial Local Authority areas of the Western Bay of Plenty, Tauranga City, and the Rotorua, Whakatāne, Kawerau, and ōpōtiki Districts, and includes the asset base of 16 iwi.

Satisfaction Survey

Te Puni Kōkiri undertook a stakeholder survey of its clients in 2010/11 to better understand the levels of satisfaction with the quality of our services particularly; advice on settlements, facilitation, brokerage, Māori Potential Fund and mandate/ratification/ post settlement governance entity processes. Randomly selected clients (82) were chosen to participate in the written survey of which 35 (42%), responses were received.

The survey questionnaire included among others, eight core questions from the Common Measurement Tool of the State Services Commission Kiwi’s Count national survey designed to measure the key drivers of client satisfaction. In terms of those key drivers of satisfaction, the results were extremely positive. Clients were asked to rate Te Puni Kōkiri’s service experience on a scale of 1 to 5, where 1 = “very poor” and 5 = “very good”. The average score overall was 4.6, where a minimum sought was 3.

Financial Performance

(figures are GST exclusive)

Operations Management

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

Our Approach

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 the Statement of Intent; which in turn align with the key outcomes sought by Te Puni Kōkiri.

Output Performance Measures and Standards:

Output Performance

Investment Management

During 2010/11, Te Puni Kōkiri funded in excess of 800 projects totalling $20 million through the Mātauranga, Rawa and Whakamana Non-Departmental Output Expense (NDOE) appropriations. The delivery of investments were primarily undertaken by Te Puni Kōkiri’s network of regional offices and utilised our strong relationships with Māori communities, in which funding becomes an extension of wider community based facilitation and brokerage activities.

Christchurch Earthquake relief: Te Puni Kōkiri provided over 30 emergency grants to marae and community organisations undertaking relief activities related to the Canterbury earthquakes. The Ministry has also put in place funding agreements with Te Rūnanga o Ngāi Tahu and He Oranga Pounamu to assist them with wider earthquake relief and recovery measures.

Evaluations

Māori Tourism Strategy Action Plan

An Inter-departmental Implementation Group (IDIG) that includes Te Puni Kōkiri has been formed by the New Zealand Māori Tourism Society to develop a Māori Tourism Action Plan. There is the potential to increase the impact of various tourism initiatives being undertaken by publicly funded agencies, with implications for Māori Tourism, through increased co-ordination and collaboration between them. The group will report back to Cabinet on, among other things, an evaluation framework and associated performance measures that will ultimately inform new investments and activities to strengthen and promote Māori Tourism.

Work to date has centred on developing and clarifying outcomes for the Māori Tourism Strategy Action Plan, as well as ensuring that Māori tourism information and data are available to inform the impact evaluation in 2012/13.

Rugby World Cup

Te Puni Kōkiri has worked with Rugby New Zealand 2011, New Zealand 2011, and other agencies to support planning for the Rugby World Cup (RWC) tournament and Real Festival New Zealand. The underlying aim has been to ensure that there is meaningful engagement in hosting RWC 2011. This engagement will help position Māori to leverage economic, socio-political and economic opportunities off the Rugby World Cup (RWC). For example, there will be over 200 public events with strong Māori content spread across all 15 host regions throughout the country. The Waka Māori pavilion and free-to-air coverage on Māori Television will provide real focal points for the Māori contribution.

Te Puni Kōkiri has worked to support successful planning and implementation of the investments and to ensure that it is well placed to evidence success over the course of the investment. The work centred on clarifying outcomes and performance measures, developing the key evaluation questions that are important to key stakeholders, providing reporting templates and guidance to improve data collection and management information that will assist in the economic evaluation and performance story narrative post-RWC events.

Cadetship

The Cadetships Programme was originally developed as part of Te Puni Kōkiri’swider response to the Prime Minister’s 2009 Job Summit. In recognition of rising unemployment due to the global economic recession, the Job Summit sought to generate actions for measurable improvement in employment outcomes.

Cadetships had historically provided a successful pathway for employment, offering a relatively inexpensive option for: employers to recruit and develop capability; and for Māori cadets to gain confidence, employment experience, general and job-specific skills, formal qualifications, industry networks, and employment.

Te Puni Kōkiri has worked to support successful planning and implementation of investments and to ensure that Te Puni Kōkiri is well placed to evidence success over the course of the investment. The work centred on clarifying outcomes and performance measures, developing the important questions that key stakeholders want answered, providing reporting templates and guidance to improve data collection and management information that will assist in the impact evaluation in 2012.

Land Management

On-going progress has been made as administration of Māori blocks is returned to Owners or their Trusts. The disposal of Crown blocks is slow, because of the need to meet the requirements of the Protection Mechanism. Several blocks are in the final stages of having Te Puni Kōkiri administration completed, but the release from the provisions of Part II of the Māori Affairs Restructuring Act 1989 is reliant on owners being prepared to assume administration of their own land, and delays in achieving that objective can be encountered.

It was the intention in 2010/11 to clear 10 blocks through the Crown Land Disposal process. The state of progress was:

• 3 Hautu Blocks cleared for Central North Island claim;
• Lot 5 DP 42395 block is cleared for Landbanking;
• Lot 1 DP 42395 block is subject to Agreement for Sale and Purchase; and
• Waipapa B3 is held for Treaty Settlement with Ngāti Pahauwera.

The remaining 4 blocks were still being processed as at 30 June 2011. As noted the 6 blocks above have been cleared, but final completions as to disposal are now reliant on other matters to be completed prior to being able to actually conclude the disposal and transfer of the title from Te Puni Kōkiri.

Selected Achievements

Economic Development

Te Puni Kōkiri continued to support workstreams initiated by the Māori Economic Taskforce with projects related to marketing of lobster for export, innovation in the Māori economy, public private partnerships and access to capital markets. Additional investments in the area of economic development included investigation into a Māori venture fund; support for an Iwi business consortium in Tāmaki-Makaurau; and a continuation of support for Māori industry and trade training.

Māra Kai

Te Puni Kōkiri continued its support to Māori communities (225 projects in 2010/11) wishing to establish or develop Māra Kai that promoted the sharing of gardening knowledge including customary techniques and nutrition.

An example of its success is in Te Arawa, where Whakarewarewa Charitable Trust created a maara kai within the living thermal village at Whakarewarewa. The project team crafted a garden that will be sustainable throughout the winter and summer with crops of vegetables and herbs for the village Kōhanga Reo, village residents, kaumātua, kuia and the whare kai.

Culture and Cultural Identity

Te Puni Kōkiri provided significant support to the Whānau Language Development programme administered by Te Ataarangi Educational Trust and to Te Matatini to host the national Kapa Haka Competition in Tairāwhiti. Funding assistance was also provided to a wide range of smaller community events such as manu kōrero and kapa haka competitions and, as in previous years, Te Puni Kōkiri enabled many communities to hold Matariki celebrations.

Rugby World Cup

Te Puni Kōkiri recognised the economic and cultural opportunities for Māori arising out of Rugby World Cup 2011. Te Puni Kōkiri has sought to leverage outcomes for Māori off the Māori Television Service’s free to air broadcasts of the Cup. In addition a large number of Māori organisations have decided to hold events or pursue opportunities that coincide with Rugby World Cup. Te Puni Kōkiri has assisted these organisations on a case-bycase basis.

Financial Performance

(figures are GST exclusive)

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 Māori Affairs.

Output Performance Measures and Standards:

Output Performance

Te Puni Kōkiri has continued to provide secretariat support and assistance to The Ministerial Māori Economic Taskforce, to position Māori for future economic opportunities. At the local level, it has supported a number of initiatives to create training and job placements for Māori. It has also enhanced Māori interests in growth areas, including telecommunications, exporting into major global markets, and co-investment opportunities. Research about the Māori asset base and economy has highlighted the importance of Māori participation in the economy to the overall New Zealand economy. Information on particular Taskforce achievements is available on the Te Puni Kōkiri website.

The Māori Economic Taskforce commissioned research through BERL that shows the Māori asset base for 2010 is estimated at $36.9 billion. This comprises assets of trusts and incorporations of $4 billion, other Māori entities of $6.7 billion, businesses of selfemployed Māori of $5.4 billion, and businesses of Māori employers of $20.8 billion. While concentrated in the primary industries, there was a significant quantity of asset holdings across the range of other industries. The Māori Economic Summit convened in May 2011 was an opportunity to highlight the success of the Ministerial Māori Economic Taskforce and the various projects undertaken by the Taskforce over the last two years. It was a positive opportunity to celebrate the advances made by Māori whānau, businesses, entrepreneurs, iwi and land groupings. It consisted of high calibre people from a wide cross section of Māori enterprises and incorporations, Non Government Organisations (NGO’s), civic and community leaders, and Māori working together.

Māori Economic Taskforce

The Māori Economic Taskforce is committed to providing opportunities for Māori to contribute to and benefit from a thriving New Zealand economy. It seeks to enhance Māori entrepreneurship and innovation to position Māori for future strategic economic opportunities and promote kaupapa Māori and Māori structures as drivers of prosperity.

Selected achievements have included:

• Ngā Pū Waea
  The Taskforce had previously made a submission on the Government’s Broadband programme that has resulted in the establishment of Ngā Pū Waea, which will work with Telecom and Vodafone on the multi-million dollar roll-out of the Rural Broadband Initiative (RBI) and the Ultrafast Broadband initiative (UFB) over the next six years. Ngā Pū Waea will provide advice on connectivity to marae, iwi, hapū and Māori providers and whānau; investment into broadband; as well as advice on developing trade-training and employment placements.
• Koura Inc
  Koura Inc was a company formed earlier this year, by various Māori lobster quota owners. Through Koura Inc, Māori lobster interests are looking to consolidate their interests to compete in this exciting market. Māori make up about 30% of lobster quota owners and account for approximately 43% of the total lobster exports. Between 85-90% of New Zealand lobster is now consumed by China
• Iwi Co-investment
  This initiative produced resources to help iwi make informed decisions about whether to participate in infrastructure investment. It has included workshop-style wānanga to build awareness and capability of iwi. The resources have been distributed online and in hard copy at various wānanga. It has helped iwi develop their thinking about infrastructure opportunities, public private partnerships (PPP), and practical kaupapa Māori models for commercial collaboration. The initiative has identified potential PPP opportunities in a variety of sectors.

Financial Performance

(figures are GST exclusive)

Intergrated Whānau Social Assistance

This appropriation is limited to community level social assistance through provision of Whānau Advocates and Māori Wardens programmes.

Output Performance Measures and Standards

Selected Achievements

Whānau Social Assistance Programmes
Whānau Social Assistance programmes aim to enhance the overall well being of Māori, by supporting our most vulnerable whānau to build a long-term sustainable Māori economy

Kaitoko Whānau, meaning family support, are community-based workers in Māori communities focused on improving service delivery for families, rather than individuals, to foster positive development of the whānau whānui. They work alongside families experiencing hardship, and assist them to connect with government agencies, local councils and other social service providers to ensure appropriate assistance is made available. Additionally, these workers liaise with community groups and Māori Wardens to promote and encourage a wider network of support.

Oranga Whānau establishes a network of “Nannies” providing direct, personal and practical support to caregivers and parents, especially young parents and their whānau. Through sharing knowledge, practices, values and attitudes between generations, Oranga Whānau is promoting positive parenting, safe and healthy babies and resilient whānau.

A formative evaluation of Kāitoko and Oranga Whānau to be completed in 2011/12, will inform programme improvement and future planning. Information gathered on the role and value of whānau navigators will also assist in developing policy and processes.

Māori Wardens

The Māori Wardens Project, a joint initiative between Te Puni Kōkiri and the NZ Police was established to build the capacity and capability of Māori Wardens

Its successes are:

• The delivery of the first dedicated fund for Māori Wardens to deliver communitybased services, and support national events, including activities such as patrolling, event safety and security, community support, local level training, organisational development, and professional services; and
• In terms of development, a suite of training programmes - Foundation Training, NZ Fire Training, First Aid Training, ETITO Security Training, and Advocacy Training has been undertaken by approximately 400 Māori Wardens throughout New Zealand in 2010/11. Training was designed to increase and improve the skills and capabilities of Māori Wardens, and has resulted in the delivery of a sound community-based voluntary service. 80 Māori Wardens acquired NZQA credits towards a Level 2 National Security Certificate in the past twelve months, and overall Wardens with warrants, has increased markedly since the project started from 490 in July 2007 to 860 in June 2011.

The findings from a Te Puni Kōkiri evaluation of the Māori Wardens programme, commenced in 2011 will support future management decisions and potentially inform the governance entity for wardens following the review of the Māori Community Development Act. The evaluation is due to be completed in 2011/12.

Financial Performance

(figures are GST exclusive)

Whānau ora administration

This appropriation is limited to activities associated with implementing, developing and evaluating the Whānau Ora service delivery approach.

Output performance measures and standards:

Output performance

Whānau Ora is about empowering families to take control of their future, where every New Zealander is self-determining, living a healthy lifestyle, participating fully in society, and economically secure. This has required a change in the way in which policies, programmes and services are designed and delivered across the social sector. Whānau Ora is an inclusive, culturally-anchored approach to service delivery.

In 2010/11, Te Puni Kōkiri’s output performance is summarised as:

• Reports provided to the Minister Responsible for Whānau Ora and Cabinet Social Policy Committee on the implementation of the Whānau Ora approach;
• The completion of a nationwide Expression of Interest process and the selection of 25 provider collectives incorporating more than 150 health and social service providers;
• The development of Programmes of Action by the 25 provider collectives with more than 60% of these assessed by the end of the financial year;
• Intensive agency engagement across Te Puni Kōkiri, the Ministry of Health and the Ministry of Social Development to support provider collectives with initial development of Whānau Ora approaches and with contract integration;
• Ten action research groups have been selected and engaged to work alongside provider collectives to capture, feedback and record the change process with providers, with agencies and with whānau; and
• The support provided to the Whānau Ora Governance Group and the ten Regional Leadership Groups to provide regional and national level oversight of the implementation of the Whānau Ora approach.

While Whānau Ora provider collectives have been supported to develop Programmes of Action and business cases for investment in organisational change, they have continued to offer existing services to individuals, families, whānau, and communities.

Our focus has been working with the provider collectives to design mechanisms that engage and enable whānau to take their own positive steps. In the last financial year, the Whānau Ora Governance Group considered some Programmes of Action from the provider collectives, which outlined the changes they intended to make to their service delivery model and the key steps they will take to implement these.

These Programmes of Action are the result of considerable work undertaken across collectives of providers and include: organisation change strategies, outcomes indicators and measurement approaches, evidence of engagement with whānau on service delivery expectations; information technology and infrastructure design; and workforce and practice development. At the same time as developing Programmes of Action and delivering existing services, a number of these organisations have invested significantly in building strong relationships with each other over the months since they were selected.

Throughout the year, Te Puni Kōkiri has worked closely with the Ministry of Social Development and the Ministry of Health, nationally and through District Health Boards at the regional level. The Ministry of Health has assisted with service delivery model development and information technology advice, while the Ministry of Social Development has led work on the integration of provider contracts. More than 50 providers have indicated an interest in an integrated contract with most seeking to progress these once their Programmes of Action have advanced into implementation

Te Puni Kōkiri has also worked directly with whānau to engage them in whānau planning processes. Around 1200 whānau (involving around 14,000 individuals) are engaging in planning at the whānau level and are connecting to existing service delivery, where they need to. This is an important process for many whānau and has provided one of the first opportunities for whānau to be taking a lead role in charting their own futures.

Te Puni Kōkiri has also worked directly with whānau to engage them in whānau planning processes. Around 1200 whānau (involving around 14,000 individuals) are engaging in planning at the whānau level and are connecting to existing service delivery, where they need to. This is an important process for many whānau and has provided one of the first opportunities for whānau to be taking a lead role in charting their own futures.

Measuring progres

Research, evaluation and monitoring to provide information on the achievement of results have been built into the Whānau Ora Approach. Action research with whānau to gauge success of the design, implementation and impact of the approach will be extended to encompass further providers.

The Whānau Ora Action Research provides a useful feedback loop on progress with implementation and will identify early signals of whānau success.

Officials from across agencies continue to refine mechanisms to collect data on individuals and whānau engaged in Whānau Ora services. This includes examining how to best identify the number of whānau involved in whānau focused programmes.

Research activity to date has centred on developing baseline data on location of whānau ora providers, type of services delivered, and target groups to identify current accessibility levels of services to whānau. Further research activity is expected to take place over a period of 18 months through to September 2012 to collect information on the impacts of whānau planning and will be reported in the 2012/13 Annual Report.

Financial Performance

(figures are GST exclusive)

Monitoring

Building an evidence base to understand and measure state sector effectiveness for Māori Part of Te Puni Kōkiri’s role, enabled through the Ministry of Māori Development Act 1991, is to monitor and liaise with agencies that provide services to or for Māori. During 2010/11, Te Puni Kōkiri further consolidated a dual approach to examining the effectiveness of services to Māori that aims to:

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

In line with the intent of this approach, Te Puni Kōkiri completed work across the following areas.

Research

Research plays a critical role in ensuring that Te Puni Kōkiri’s advice is based on evidence. Research undertaken by Te Puni Kōkiri aims to focus on relevant and emerging issues, through research in selected policy areas. Research undertaken in 2010/11 included a focus on:

• Māori participation in the 2011 Rugby World Cup;
• Measuring the impact of the Whānau Ora initiative;
• Māori entrepreneurship;
• The growth of the Māori economy; and
• Māori and Local Government, including Māori participation in Resource Management Act processes.

Statistical information

Statistical analysis is used to measure trends in outcomes for Māori, and it contributes to the evidence base used to provide advice to the Minister of Māori Affairs. Key statistical projects in 2010/11 included:

• Two published fact sheets:
• Māori families and households, and
• Māori life satisfaction.
• A Māori Environmental Benchmark Report was prepared that enables close monitoring of Māori and the environment;
• An analysis of the General Social Survey that investigated the drivers of Māori Wellbeing; and
• Quarterly briefings on the Household Labour Force Survey provided the Minister of Māori Affairs with up to date advice on Māori employment trends during 2010/11.

In addition, ongoing work was carried out with key agencies to improve the collection, definition and interpretation of Māori statistics across official statistic collections. This included supporting Statistics New Zealand to develop the Māori Social Survey, and undertake the review of Tier 1 Statistics.

Improving effectiveness for Māori

Te Puni Kōkiri produced a draft monitoring report reviewing the State sector’s contribution to improving Māori youth transitions from secondary to tertiary education. The findings of this draft report have been substantiated by an external expert. The report is currently being prepared for release to the four government agencies involved in the review.

Te Puni Kōkiri produced a monitoring framework to assist Waikato-Tainui to track the implementation of the Waikato-Tainui (Waikato River) Treaty settlement. This was done in accordance with the Māori Affairs Accord negotiated under the settlement. The monitoring framework was reviewed and endorsed by an independent expert before being provided to Waikato-Tainui for their use. During the 2010/11 year, the Minister of Māori Affairs sought to promote improvements to Government effectiveness for Māori through enhancements to the existing public sector accountability framework. This work remains as one of the Minister of Māori Affairs key ongoing priorities.

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 1843 official documents in 2010/11 and achieved a ministerial servicing timeline across all output classes of 85%. This result is disappointing and steps have been implemented in-house to improve the processing of all documents more appropriately in future.

Quality assurance

The Te Puni Kōkiri approach to quality is to ensure our written and oral policy advice is of a consistently high standard which meets the expectations of the Minister of Māori Affairs, and the Minister Responsible for Whānau Ora.

Te Puni Kōkiri received formal feedback from the Minister of Māori Affairs and the Minister Responsible for Whānau Ora in an annual Ministerial assessment of the quantity, quality, and timeliness of policy advice. This was in addition to regular meetings, between the Chief Executive and his officials and both Ministers’ 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 quality of policy advice in six Cabinet papers selected at random. The assessment was based on the quality criteria outlined in the Te Puni Kōkiri Policy Guide and Quality Assurance Handbook. A random sample of significant papers was assessed.

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 with a comparison to 2009/10 in the table below.

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