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

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.

The Ministry’s performance in 2010/11

Our priorities

Our performance in 2010/11

Increasing the flexibility of our service delivery and increasing
the use of our capabilities.

As a result of an earlier review of the Ministry’s organisational structure, the Ministry Leadership Team was reduced in number, new second-tier positions were established in place of existing positions, and appointments were made to the positions of Branch Manager Cultural Policy, Branch Manager Heritage Services, and Pou Ārahi Whakahaere (Strategic Māori Adviser) .

Increasing the leadership we provide to the sector.

The Ministry continued to expand its leadership training programme to develop staff skills in communication, representation and networking.

We implemented a shared services project group with Vote-funded sector organisations to realise opportunities for sharing expertise, systems and processes.

We advanced the development of outcomes and indicators for the cultural sector to support the sector’s Statement of Intent, and indicators to make the cultural sector’s artistic, economic and social contribution more visible.

The Ministry re-allocated resources to increase its leadership of the cultural sector through its work on the Auckland Cultural Strategy and its contribution to the Christchurch Earthquake Recovery work.

Increasing the involvement of
Māori in our operations.

We expanded training in Māori language and culture for Ministry staff.

See also our Māori engagement initiatives under Outcome 1 on page 9.

Improving online systems and
the reliability of internal ICT.

We made better use of our document management system by integrating it with existing and new small information systems. Utilising existing technology in this way has reduced the costs of ongoing staff training and software development and has assisted the Ministry in complying with the Public Records Act.

During the year another four physical servers were ‘virtualised’. Virtualised servers are cheaper and faster to implement, and easier to maintain, than conventional servers. The Ministry is now well-positioned to move its hardware infrastructure into a data centre.

Remote access to the IT system was introduced to meet the needs of new projects involving staff outside Wellington. This is a cost-effective and flexible solution that enhances productivity across the Ministry.

Sustaining high levels of staff engagement.

The Ministry sustained a high level of staff engagement in 2010/11 – see the employee engagement measures in the table below.

Increasing communication
with sector organisations,
stakeholders and audiences.

A programme of regular meetings involving the Ministry and Vote-funded cultural agencies continued at Chief Executive level. There was also regular contact and collaboration amongst professional counterparts throughout the organisations.



Organisational health and efficiency indicators

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

Health measures

 

 

Objective

Indicator

Performance

A responsive, productive
and focused work culture.

Employee engagement rates
(on a scale of 1 to 5).

2008 – 3.7

2009 – 4.0

2010 – 3.9
(The 2010 State sector 75th percentile was 3.9.)

 

Average length of service.

2007 – 4.1 yrs

2008 – 3.8 yrs

2009 – 4.3 yrs

2010 – 4.5 yrs

Efficiency measures

 

 

Indicator

How the indicators are used

Performance

Staff cost per output.

To monitor the costs of producing
outputs in relation to quality and
resources required.

2007 – $70,380

2008 – $80,456

2009 – $77,001

2010 – $83,657*

Ratio of full-time equivalent (FTE)
staff engaged in producing outputs to corporate support.

To monitor the costs of producing
outputs in relation to quality and
resources required.

2007 – 3.7:1

2008 – 3.2:1

2009 – 3.4:1

2010 – 3.7:1

Personnel expenses per FTE.

To monitor the costs of producing
outputs in relation to quality and
resources required.

2007 – $78,442

2008 – $73,890

2009 – $81,675

2010 – $89,720*

 

* Includes the additional people and costs of the Going Digital project, which began during the year, and costs associated with the restructuring of the Ministry.


Updated on 23rd July 2015