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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

The Ministry’s 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, our financial position and our compliance with statutory and internal policy requirements, and refine our management strategies in response.

To meet the challenges across our business we are reviewing and updating our operating model. We want to be able to:

  • understand opportunity costs
  • make trade-offs transparently
  • balance short term and long term investments
  • take a ‘managed risk’ approach so that we can encourage innovation
  • make recommendations on disinvesting in low return investments.

We know that the sector needs a strong evidential base to support our future strategy and operating model and we are engaged in a programme of work to measure the value and impact of culture. 

Te Arataki

Te Arataki is the Ministry’s strategy to support iwi/Māori cultural aspirations as set out in the Cultural Sector Strategic Framework 2014-18. In 2015/16 we reviewed awareness of Te Arataki, what the high level goals are, and how they had been implemented.

Goal One of Te Arataki is to establish and maintain the conversation and agenda that supports iwi/Māori to achieve their cultural aspirations.  We seek to achieve this by taking an intergenerational view and a partnership approach.  This requires a conversation that builds consensus over time to establish long-term partnership priorities building on shared priorities that reflect and respond to the diversity of iwi and Māori aspirations.

Goal Two is for the Ministry to provide advice, products and services to iwi/Māori, in line with what this Ministry does best. Te Arataki Wānanga, a high-level ‘critical friend’ group, provides advice on the implementation of Te Arataki through a Te Ao Māori lens and assists the Ministry to articulate its own value proposition to iwi/Māori.

The Ministry delivers support services efficiently

The Ministry is required to meet efficiency savings targets across the Ministry’s departmental appropriations. The 2015 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 continues to work with agencies to identify opportunities for future efficiency savings, using tools such as BASS. We investigated the possibility of shared IT services with other agencies in the sector and identified the need to collaborate closer with our sector partners on any new IT initiatives.

Our people

The Ministry has a capable, committed workforce.  We are characterised by a “can do”, agile and collaborative culture, achieving great results, with a particular strength in joint-delivery with other key agencies.

The current focus is on establishing a high performance culture through a number of initiatives.  We are developing a stronger sense of common purpose, a more proactive approach to talent management and the capability of our managers to have powerful coaching conversations with their people.  We measure engagement periodically and take action to ensure we continuously put effort into making this an even better place to work.  This focus has derived from our workforce strategy.

The Ministry is committed to the principle and practice of equal employment opportunities in recruiting, employing and developing staff, and to identifying and eliminating barriers that cause or perpetuate inequality in employment.

Our premises

The Ministry moved into the former Public Trust Office building on the corner of Lambton Quay and Stout Street, Wellington, during Labour Weekend 2015. Hon Maggie Barry ONZM, the Minister for Arts, Culture and Heritage, officially opened the refurbished building on 27 October 2015, the Ministry’s first day of business in the building.

The Ministry has a cost-effective 15-year lease on this Category 1 listed building which sits well with the Ministry’s objective of recognising and using the past to support the future.

This iconic building is a significant example of built heritage, restored in a way that ensures its heritage values are maintained and enhanced. The building is proving to be a great place to work and to host colleagues from other government agencies and people from the arts, culture and heritage sectors.

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 (IBM) – ratio of at least 30% engaged to 10% disengaged

2013: 20% engaged to 14% disengaged

2015: 21% engaged to 16% disengaged

2016: 27% engaged to  8% disengaged

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

2012: 96%

2013: 92%

2014: 80%

2015: 78%

2016: 100%

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

 

 

 

Unplanned staff turnover is within a range of 10-15%

 

2012: 6 years

2013: 5 years

2014: 5.6 years

2015: 5.6 years

2016: 6.5 years

2012: 9%

2013: 16%

2014: 7%

2015: 22%

2016: 16%

Improve the quality of policy advice and content we produce

Improvement in rating of quality of policy advice by independent assessment

2012: Average rating from NZIER 7.0 out of 10

2013: Average rating from NZIER 7.2 out of 10

2014: Average rating from NZIER 7.0 out of 10

2015: Average rating from NZIER 7.6 out of 10

2016: Average rating from NZIER 7.8 out of 10

Improve efficiency, reliability and staff use of information systems

Percentage of time systems are available in normal business hours

2012: 98.7%

2013: 99.9%

2014: 99.9%

2015: 99.2%

2016: 99.7%

Improve efficiency, reliability and staff use of information system

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.

 

2014: 90% of respondents were satisfied that the technology they use at work meets their business needs. 88% of respondents were satisfied with the quality of service provided by the ICT service desk.

 

2015: 96% of the respondents were satisfied that their requests to the Service Desk are responded to, and resolved in a timely manner. 87% of respondents were satisfied that the technology they use at work meets their business needs.

 

2016: 99% of the respondents were satisfied that their requests to the Service Desk are responded to, and resolved in a timely manner. 87% of respondents were satisfied that the technology they use at work meets their business needs.

 

 


Updated on 16th March 2017