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Effective and efficient delivery of our services = Te whakahaere tika i ā mātou ratonga

This section reports on how the Ministry continuously improved its service delivery and provided value for money. The efficient and effective delivery of the Ministry’s services contributes to the Government’s policy objective of lifting the performance of the public sector.

Managing in a changeable operating environment

Our ability to identify and manage risks affects our ability to achieve our goals. We mitigate risks effectively through having strong governance structures for all our activities and through having an effective risk management policy, including business continuity plans.

The Ministry’s Leadership Team meets weekly to discuss progress on major projects. We regularly assess our organisational performance, financial position, and compliance with statutory and internal policy requirements, and refine our management strategies in response.

Te Arataki

Te Arataki, the Ministry’s strategy to support and strengthen Māori culture, has four aspirational goals.

Manatū Taongais a leader in the protection and depiction of Māori culture:

· In 2012/13 we improved our delivery of services to protect and conserve newly found taonga.

· We drafted the proposed Immunity from Seizure legislation and changes in the Pouhere taonga Bill.

·; Our publishing activity continues to excel in comprehensive online Māori content and te reo resources including translations of the online encyclopedia Te Ara and the 28thMāori Battalion website.

· A project team led by Dr Aroha Harris is producing a centrepiece history of the Treaty Settlement process, commencing with oral histories of iwi and leaders to capture the stories of key people.

· The Ministry’s publications have achieved a reputation for excellence and for being authoritative and educational for an audience of more than 5.2 million annually.

· The Ministry publishes te reo and Māori content on Te Ara, NZHistory and the 28th Māori Battalion websites, and digital copies of the Dictionary of New Zealand Biography Māori entries.

· Manatū Taonga’s online resources are accessed by 50,000 New Zealand and international audiences every day.

· The Ministry continues to translate pages in Te Ara and a large proportion of the 28th Māori Battalion website has been translated into te reo. Māori language experts translate the 28th Māori Battalion website into tribal dialect consistent with government's Māori Language Strategy.

Māori arts, culture and heritage are well supported by the agencies funded through Vote Arts, Culture and Heritage:

· Manatū Taonga is the lead government funder of kapa haka through our support for Te Matatini, the national Māori performing arts organisation. The bi-annual Te Matatini national festival held in Rotorua in February 2013 featured 42 teams from 14 regions supported through the Ministry’s input to regional and national capacity building of kapa haka.

· The Mahau ‘cultural doorway’ investment was a 50-50 joint project with the Māori Arts and Crafts Institute and Te Puia, that created a carved ‘cultural doorway’ for the festivals into the future.  

Te reo ‘hums’ in the Ministry – our intention is to actively use te reo Māori on appropriate occasions.

· Manatū Taonga updated its te reo Māori competency matrix to gather the data on the impact of te reo training across its work areas and with subject specialist staff.

· The Ministry provided advice to funded agencies where requested to support ngā rautaki reo their own Māori language strategies and approaches to support delivery of a better public service where te reo and Māori culture benefits all New Zealanders.

· The Ministry is a sponsor of the annual Māori Language Awards and participates in the annual government sector Te Wiki o te Reo Māori initiative.

The Ministry is recognised as a lead adviser to government on Māori arts, culture and heritage.

· The Ministry is a lead adviser to government on cultural policy matters however this is still to be aligned with strategic policy priorities in regard to our aspiration to be recognised as a lead adviser to government on Māori arts, culture and heritage.

· In the context of the evolving Crown-Māori relationship Manatū Taonga seeks distinct lead and partner agency relationships with interfacing Crown and Māori development agencies. We have refreshed our Memorandum of Understanding with Te Puni Kōkiri which is underpinned by an agreed work plan which has delivered the Government’s priority language and cultural outcomes in 2012/13.  

· The Ministry negotiates Manatū Taonga (Taonga Tūturu) Protocols synchronised with the Office of Treaty Settlements and iwi settling their historic Treaty of Waitangi settlements.

· We negotiated 12 protocols and signed four protocols in 2012/13. The Ngai Tuhoe Protocol was a significant piece of work involving Te Papa and the Department of Internal Affairs in a joined up cultural sector agency approach to discussions.

· We developed a set of guidelines for the implementation of the Historical Publications clause in the Taonga Tūturu Protocol template. This clause relates to engaging with protocol iwi on upcoming publications relating to the iwi. 

· We engaged with the Rongowhakaata Settlement Trust on the next steps for the scoping exercise on options for the future location of Te Hau ki Turanga. 

· Through the regional Museums Fund we supported the C Company of the 28th Māori Battalion to progress the establishment of a collection at the Tai Rāwhiti Museum in Gisborne.

· Through the Ministry administration of the Cultural Diplomacy International Programme we promoted and celebrated te reo Māori and culture at the internationally acclaimed Frankfurt Book Fair (FBF), demonstrating Māori culture gives New Zealand a competitive advantage internationally. Māori writers, publishers and businesses were showcased and promoted in the German market and with German business media visitors. FBF presented a unique international event for Māori engagement. Māori concepts and design were at the forefront, including brand values, campaign messaging and our funded and partner agencies Toi Māori, Te Matatini and Te Puia and a business delegation featured throughout the programme.

2012/13 staff engagement with Māori goals and objectives

· The 2012/13 staff engagement found a high degree of internal engagement and ownership of Te Arataki and Māori goals and objectives that are aligned to each branch from it.

· The Ministry delivers the annual Waitangi Day Commemoration Fund community awards totalling $288,000 to Māori and New Zealand communities.

The Ministry delivers support services efficiently

The Ministry is required to meet efficiency savings targets across the Ministry’s departmental appropriations. The 2012 Benchmarking Administrative and Support Services (BASS) benchmarked results confirm that the Ministry’s support functions are efficient and also effective for an organisation of this size.

The Ministry is already working with agencies to identify opportunities for future efficiency savings, using tools such as BASS, and a goal has been set to co-locate the Ministry and as many of its agencies as practicable in shared premises by September 2014.

Our people

The Ministry is committed to the principle and practice of equal employment opportunities in the recruitment, employment, training and promotion of staff, and to the identification and elimination of barriers that cause or perpetuate inequality in employment opportunities.

The Ministry is made up of a diverse range of staff including:

· 11.4% Māori.

· 3.0% Asian descent.

· 2.3% Pacific descent.

· 58.3% women.

Capability and engagement measures

The following measures were used to monitor trends in the Ministry’s organisational capability and health:

What we want to do

Indicator

Performance

Sustain high levels of engagement for a responsive, productive and focussed workforce

Employee engagement is at best practice levels based on engagement survey results (JRA) – ratio of at least 30% engaged to 10% disengaged

 

2011: 29% engaged to 9% disengaged

2013: 20% engaged to 14% disengaged

At least 90% of new permanent staff still in the same role after 12 months

2010: 92.3%

2011: 95.7%

2012: 96.8%

2013: 92%

 

Average length of service for permanent staff is within a range of 4-6 years

2011: 5.6 years

2012: 6.0 years

2013: 4.96 years

Improve the quality of  Māori and Treaty policy advice and content we produce

Māori recruitment and retention plan included in the Ministry workforce strategy

2013: Workforce Plan is due to be completed by 31 December 2013

Staff achieve Māori Language Commission benchmarks for competency in te reo

2013: A Māori Language, Culture and Values self-assessment survey of Ministry staff was completed in July 2013 to measure the level of comfort staff have with using te reo Māori. Results are currently being analysed to establish a benchmark.

 

Improve the quality of policy advice

Improvement in rating of quality of policy advice by independent assessment

2011: Average rating from NZIER 6.9 out of 10

2012: Average rating from NZIER 7.0 out of 10

2013: Average rating from NZIER 7.2 out of 10

 

What we want to do

Indicator

Performance

Improve efficiency, reliability and staff use of ICT system

Percentage of time systems are available in normal business hours

2009: 99.7%

2010: 99.1%

2011: 99.4%

2012: 98.7%

2013: 99.9%

This result assumes that there are 2,091 supported hours in a year. The percentage of time the network is functioning has remained reasonably static over the past four years, with a slight decrease in 2012. This decrease was due to outages experienced as part of our transfer of servers to a data centre.

System issues are resolved within an average of 2.5 hours

2009: Average 1.86 hours

2010: Average 1.94 hours

2011: Average 1.21 hours

2012: Average 2.42 hours

2013: Average 1.1 hours

The average time taken to resolve outages decreased in 2011 but increased in 2012. This was due to the temporary increase of email outages as a result of our transfer of servers to a data centre. This result improved again in 2013.

Improving staff satisfaction with information systems

2012: 83% of respondents were satisfied that the technology they use at work meets their business needs. 83% of respondents were satisfied with the quality of service provided by the ICT service desk.

2013: 67% of respondents were satisfied that the technology they use at work meets their business needs. 91% of respondents were satisfied with the quality of service provided by the ICT service desk.

We are currently in the process of upgrading to the latest versions of key application software. A working group has been established to ensure optimal use of technology and tools from 2013/14.


Updated on 23rd July 2015