Organisational Health and Capability

The priorities for the development of our organisational health and capability are set out in the Statement of Intent 2010-2013. In addition, Te Puni Kōkiri has set the following organisational health indicators, baseline data and trends to demonstrate improvement in status, and on levels of achievement:

Organisational Health Indicator	Baseline Data/Trends
Stakeholder Surveys (annual)	A stakeholder survey7 conducted in 2010/11 across key regional stakeholders showed positive results (42% response rate) average score of 4.6, minimum of 3 sought. Survey also of MBFS clients revealed satisfaction level of 3.77, minimum of 3 the targ
Staff Engagement Survey (bi-annual	The staff engagement survey (completed in April/May 2010) demonstrated positive shifts in staff engagement by 4.1% and 5.8% respectively since 2008. It also demonstrated strong comparisons against central Government benchmark data; engaged staff at 29.1%, (benchmark: 22.7%). Disengaged staff were 5.7% (benchmark: 10.6%)
Staff Turnover (annual) is equal to, or lower than the public sector average.	At June 2011: unplanned turnover was 7% (public sector average: 9%), an improvement from 11.5% at 30 June 2010.
Independent Audit Ratings of our management control environment (annual)	Based on Audit NZ ratings for 2010/11 Financial information, systems, and controls 'very good' (2010: 'very good'); Management control environment 'good' (2010: 'good'); and Service performance information, systems, and controls 'needs improvement' (2010: 'needs improvement
BASS Benchmarking Results capturing our performance of administrative and support service functions (annual)	The first BASS benchmarking results were published during 2010/11 and pertained to the 2009/10 financial year. The summary results are illustrated in the graph below. Draft results for the 2010/11 financial year show improvements across all Administration & Support functions (subject to Treasury validation) against our 2009/10 results.
Independent Review of Policy Advice (annual)	For the year ended 30 June 2011, assessed overall quality as 5.53 out of a possible score of 6 (5.57 in 2009/10)

	HR	Finance	ICT	Procurement	CES8
Te Puni Kōkiri	10.71%	13.11%	34.56%	6.42%	35.20%
NZ Peer Group (median)	10.68%	10.25%	41.87%	1.16%	31.96%
NZ Full Cohort (median)	9.04%	10.09%	59.79%	1.66%	16.35%

Metric commentary

This metric shows the agency’s distribution of administrative and support costs by function compared to the median of the distribution for the agency’s peer group9 and the full NZ cohort.

Working Better Together

The Whānau Ora philosophy and approach has seen significant cross agency and Non- Government Organisation (NGO) sector arrangements at an unprecedented level. The 25 provider collectives have been supported by intensive agency engagement across Te Puni Kōkiri, the Ministry of Health, the Ministry of Social Development and District Health Boards. Ten Whānau Ora Regional Leadership Groups have also been established throughout the country based on Te Puni Kōkiri regional boundaries. The members consist of 3 to 7 community representatives and an official from each agency above

<sup>8. Corporate and Executive Services - includes Communications, Library, Document Management, planning, Audit and Risk Management and Legal.

9. TPK peer group comprises; Ministry for Culture & Heritage, Ministry of Transport, State Services Commission, Tertiary Education Commission, Ministry for the Environment, The Treasury, Department of Building and Housing, New Zealand Qualifications Authority and the Ministry of Fisheries</sup>

Additionally, the Whānau Integration, Innovation and Engagement Fund that assists whānau led development and supports whānau to engage with each other, has seen Whānau Ora providers and other NGOs working collaboratively with iwi, hapū, rūnanga, whānau trusts and marae committees.

In 2010/11 Te Puni Kōkiri was active in leading the WAI 262 Secretariat to prepare for the whole of government response. The main activities included interaction with various agencies, briefing the Attorney-General and Minister of Māori Affairs, and providing a communications strategy.

A working group consisting of officials from various departments and agencies with interest in tourism generally, and Māori specifically, was convened in 2010/11 by the New Zealand Tourism Society to develop a Māori Tourism Strategy Action Plan.

The efforts of Te Puni Kōkiri in respect of the February Christchurch earthquake was a clear example of working collaboratively, with other agencies, Civil Defence, iwi, Māori communities, and directly with Te Rūnanga o Ngāti Tahu.

In 2010/11, Te Puni Kōkiri has more specifically, worked with the Ministry of Social Development regarding the Youth Pipeline project, and the Ministry of Education with the Youth Guarantee, Ka Hikitia, Early Childhood Education, compulsory and tertiary education programmes. Ongoing policy advice to government on issues impacting on the wellbeing of Māori and whānau has also been provided in association with other agencies; Ministry of Social Development, Ministry of Education, Ministry of Justice and Ministry of Health.

People Capability

Te Puni Kōkiri had a successful People Capability Strategy for 2005 to 2010, the implementation of which saw consistent lowering of staff turnover, measured year on year and consistent improvement in staff engagement scores. A draft 2011 to 2015 People Capability strategy has been prepared, that builds on the achievements to date and refines our focus in terms of workforce development. The strategy is due to be finalised later in 2011.

Activities in 2010/11 included:

• Successful establishment of a new Wāhanga (Directorate) and related staff capability to operationalise the Whānau Ora programme;
• Continued refinement of our electronic induction process (e-induction) and changes to our recruitment advertising practice, with increased emphasis on webbased advertising and continued reduction of our cost to recruit, while maintaining focus on recruiting the right people (as measured by turnover in the first year of employment);
• Workshops that ensure all Te Puni Kōkiri staff understand their obligations as Public Servants during the election period;
• Preparation of a new People Capability Strategy and associated Remuneration Strategy;
• Negotiation of a new Collective Employment Agreement with the PSA, including a new market based remuneration strategy, elements of which were included in the proposed CEA; and
• Support for organisational change initiatives.

Leadership Development

Te Puni Kōkiri is committed to continuing the development of our leaders. In particular we develop our leaders through the Leadership Development Centre and the Australia and New Zealand School of Government, with Te Puni Kōkiri employees undertaking programmes with both these agencies. This past year we have also collaborated across the Natural Resources Sector (NRS) agencies, in providing leadership development opportunities for new managers. Te Puni Kōkiri continues to provide secondment, project and acting opportunities to support leadership, professional and personal development.

Equal Employment Opportunites

Te Puni Kōkiri aims to have a workforce that reflects our stakeholders and is inclusive. The Ministry maintains a workforce that has a consistent ethnicity balance of approximately 70% Māori and 30% non-Māori. We have completed a three year action plan for improving our processes in ways that would enable Te Puni Kōkiri to eliminate any perceived gender bias in our employment practices. At the completion of that action plan the Ministry has an even gender balance at management level (overall the Ministry has a gender ratio of approximately 60/40, female to male).

Communications

Te Puni Kōkiri promoted its 2010/11 activities and achievements in regular publications such as Kōkiri and E-Kōkiri as an effective means of advising the most relevant, timely, and factual information to staff and stakeholders alike. Formal publications, fact sheets and newsletters available in both hardcopy and via our internet site continue to communicate programme/project based activity and research/statistical findings.

A further communiqué - Kōtuitui was our main means of internal networking that linked us all in our work by sharing success stories.

A review of social media applications was completed during the period to understand how social media could be utilised as a communications and business tool. It is our intention to launch two Face-book sites during 2011/12 as initial pilots to test the review findings.

Maintaining an Evaluation Programme

In 2010/11 Te Puni Kōkiri revised and strengthened its evaluation strategy from a focus purely on community based investment categories to include a wider scope of departmental outputs. The revised strategy has set the direction for all Te Puni Kōkiri evaluation activity for the next three years and is aligned with Government and organisational priorities.

The strategy and associated work programme is monitored by an Evaluation Advisory Group to ensure that operational decision-making needs are being met.

Evaluation activity undertaken in 2010/11 included a focus on:

• Māori Tourism Strategy Action Plan
• Māori participation in the 2011 Rugby World Cup;
• Cadetships Programme;
• Kāitoko and Oranga Whānau programmes;
• Māori Wardens programme; and
• Whānau Ora-based Service Development

Cost Effectiveness and Efficiency

Te Puni Kōkiri has faced challenges common across all public sector entities, particularly the need to respond and deliver on government priorities, within an environment of fiscal constraint. We continue to be committed to operating within departmental baseline, to ensure the on-going provision of cost-effective services to Ministers and Stakeholders. The challenge ahead will be to ensure that resources are appropriately directed to ensure maximum value for money.

Fiscal pressures on our ability to meet Government priorities within baseline are being actively managed through continuous re-prioritisation of the work programme, review of activities focusing on efficiency improvements and resource alignment, and expenditure reviews aimed at optimising savings across operating expenditure. Specific activity undertaken during 2010/11 included:

Review of the Relationships & Information Wāhanga (draft findings);

• Review of the Support Services Wāhanga;
• Review of Departmental contracting policies and processes;
• Programme of Rolling Expenditure Reviews instigated; and
• Process improvements within the Ministerial servicing function.

Te Puni Kōkiri is making good progress in developing measures for assessing our effectiveness and efficiency. These include:

• BASS Benchmarking results available for 2009/10 and draft results for 2011/12 - benchmark the cost of administrative and support functions on a year-by-year basis and against Government agency comparators;
• Stakeholder satisfaction surveys using the Common Measurement Tool - capturing stakeholder satisfaction across the Māori Business Facilitation Service, Treaty Settlements and Regional facilitation, brokerage and investment;
• Increasingly robust Evaluation programme incorporating value for money as a key evaluation question - the evaluation programme covers both departmental and non-departmental activity; and
• Improving set of Impact measures demonstrating trends and progress towards targets where available.

Te Puni Kōkiri is also a member of the Natural Resources Sector (NRS) group and is participating in the NRS Shared Capability Work Programme. The programme seeks opportunities for efficiencies through collaboration across the sector. Current priorities for the programme include Leadership and Management Development, Strategic Finance Capability, and Geospatial.

Performance Improvement Actions

The Performance Improvement Framework (PIF) independent review undertaken in early 2010, confirmed Te Puni Kōkiri’s delivery against its core business and key priorities to be of a high standard overall. Te Puni Kōkiri has responded quickly to the review recommendations and has made steady progress against the agreed Action Plan.

On-going prioritisation, together with instigating a Priority Alignment Review to address functional and structural issues, has ensured that Te Puni Kōkiri is able to continue to meet agreed government priorities. The Priority Alignment Review underway internally has identified a range of business processes for fuller consideration, including for example, contract management, Ministerial servicing, and automating accounts payable.

Other activities have included:

• Establishment of a work plan focused on high priority strategic policy issues, to include Māori rights and interests in water, Constitutional Review, Crown- Māori relationships in a post settlement environment, economic strategy, Māori language, State Sector effectiveness for Māori, and WAI 262;
• Managing operating expenditure through a programme of targeted expenditure reviews and active participation in collaborative procurement arrangements offered across the public sector; and
• Rationalisation of support service functions through the active consideration of business process improvements, greater use of technology, outsourcing and opportunities for cross-agency collaboration.

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