Statement of Intent 2007-2011

• Ministerial Statement

• Part 1: Outcomes, Priorities and Objectives

• Part 2: Forecast Financial Statements

Part 1: Outcomes, Priorities and Objectives

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Contents

OVERVIEW

In the last decade or so New Zealanders have become increasingly interested and involved in the cultural aspects of our national life. There is, I believe, a rising tide of confidence in our culture, and a pride in its unique blend of components – which include, of course, the indigenous Māori culture of this country.

In these exciting times, government’s involvement in New Zealand’s culture remains of crucial importance. Without such involvement, some aspects of our cultural life would simply not exist. The Ministry takes seriously its responsibility to advise government, and to support and execute its decisions.

I am pleased, therefore, to present the Ministry’s Statement of Intent for the period 2007 to 2011. Like all such publications, this one forms a base for the future accountability of the organisation. It describes and explains the Ministry’s aims and expectations for the next five years; articulates and positions the Ministry’s role and strategy; presents the outcomes the government seeks from its involvement in culture; and links the work of the Ministry to these outcomes.

It includes a series of key indicators to assess progress against our intermediate outcomes. Information from these indicators will be supplemented by data from a series of separate ‘Cultural Indicators’, developed by the Ministry and Statistics New Zealand. Over time, these indicators will indicate trends in the cultural environment which will be used to inform government policy.

The government’s recent announcement that sustainability is guiding its priorities for the next decade highlights the challenge of sustaining our culture, and gives a further focus to the Ministry’s work in making quality cultural experiences visible and accessible across the range of cultural expression.

The Ministry contributes to several long-term cultural outcomes – to insight and enrichment, economic prosperity, a sense of place, and strong communities. Our work programme over the past year has been a busy one, and our programme for the coming year promises to be equally full. As a small Ministry with limited resources, we are looking to ensure we have the best capacity and capability to meet the growing demand for cultural services; and that we can work as effectively as possible with the many other agencies which have a cultural dimension in their work.

As Chief Executive, I look to the future with enthusiasm, and with confidence in the ability of the Ministry to rise to the challenges we will meet over the next five years. I once again take the opportunity presented by the publication of this document to pay tribute to my staff, and to the expertise, commitment and flair they bring to their work.

Martin Matthews
Chief Executive
17 May 2007

BACKGROUND

What we mean by culture

The activities with which the Ministry is concerned provide insight and enrichment to individuals and, at the same time, important ways of expressing our sense of national identity and promoting its further development. They also contribute to a number of other governmental outcomes, including economic growth and stronger, more tolerant communities.

Defining what is meant by culture and cultural activities is not straightforward. ‘Culture’ is a complex word, with different meanings which have arisen at different times. For example, the ‘cultivation of the mind’ and the artistic and intellectual side of civilisation are still concepts associated with ‘culture’. But the word can also be used in a broad anthropological sense to describe the whole way of life of a society or people.

This Ministry is responsible for a set of cultural activities that can be regarded as a subset of culture in the wider social sense, but which also have an echo of the original sense of cultivation and intellectual life. Though this is not in itself problematic, our sphere of work is sometimes subject to misinterpretation. The Ministry has sought, therefore, to develop a coherent definition for ‘culture’ as it is applied to particular activities supported by government for specific reasons. The following statement has been provisionally agreed:

Culture is the set of objects, practices and knowledge that enable people to affirm and develop identity, by celebrating, reflecting on and critically examining our way of life.

This definition is intended to encompass the activities supported by government in the fields of the arts, broadcasting, history, heritage and sport; and to indicate how these activities are related to the wider well-being of communities or the nation. It is intended to refer to both the production and the consumption of cultural work.

A history of support for culture

Whatever operating definitions have prevailed, successive governments have for well over a hundred years recognised the value of ‘culture’ for individuals, wider communities and the country as a whole. Over time, government support for cultural activities has become more extensive.

The establishment of the Colonial Museum in 1865 was followed in the first half of the twentieth century by the bequeathing of the Alexander Turnbull Library to the state and the opening of the National Art Gallery. As the twentieth century progressed, the government broadened its cultural role and commissioned official histories, held literary competitions, formed the State Literary Fund, reformed the broadcasting service, founded a national orchestra and established agencies such as the National Film Unit, Historic Places Trust, the Queen Elizabeth II Arts Council and the Hillary Commission for Sport, Fitness and Leisure.

Such was the government's growing interest in the cultural sector that in 1975 a ministerial portfolio for the arts was established. This remains today as the Arts, Culture and Heritage portfolio. Broadcasting, also recognised as a crucial element in the nation’s culture, is overseen by a separate Minister of Broadcasting. Similarly, government's interest in sport is looked after by the Minister for Sport and Recreation.

Some fifteen years ago the creation of a separate Ministry to work to the cultural ministers marked a new stage in government’s involvement with the sector.

THE MINISTRY FOR CULTURE AND HERITAGE IN 2007

The Ministry provides services to its Responsible Minister, the Minister for Arts, Culture and Heritage; to two Associate Ministers for Arts, Culture and Heritage; to the Minister of Broadcasting; and the Minister for Sport and Recreation.

The almost 100 staff of the Ministry serve the government of the day by implementing and overseeing its programme of support for culture. The organisation advises the government on the shaping of that programme, including identifying new opportunities for cultural activities to contribute to the government’s cultural and non-cultural outcomes.

The Ministry’s wide range of programmes and services includes:

• Advice on policy, funding, legislation, organisational arrangements and implementation of cultural initiatives;
• Input to other governmental work where a cultural perspective is desirable;
• Production of Te Ara – The Encyclopedia of New Zealand;
• Production of NZLive.com: New Zealand Culture Online;
• Administration of laws protecting objects and symbols of national identity;
• Maintenance and development of existing and new heritage memorial sites;
• Research and production of online (NZHistory.net.nz) and published works on New Zealand history;
• Research and production of war veterans’ oral histories;
• Provision of capability and governance support for funded agencies;
• Implementation of the Cultural Diplomacy International Programme;
• Ministerial servicing, including the provision of draft speech notes and correspondence; and
• Administration of funding to cultural agencies and provision of advice on agencies’ performance to Ministers.

The Ministry administers annual government funding to the following agencies:

• Antarctic Heritage Trust
• Arts Council of New Zealand Toi Aotearoa (Creative New Zealand)
• Broadcasting Commission (NZ On Air)
• Broadcasting Standards Authority
• Drug Free Sport New Zealand
• Freeview Ltd
• Museum of New Zealand Te Papa Tongarewa (Te Papa)
• National Pacific Radio Trust
• New Zealand Film Archive
• New Zealand Film Commission
• New Zealand Historic Places Trust
• New Zealand Music Industry Commission
• New Zealand Symphony Orchestra
• Radio New Zealand International
• Royal New Zealand Ballet
• Sport and Recreation New Zealand (SPARC)
• Te Matatini Society Incorporated
• Television New Zealand Ltd

In 2007/08 we will administer a total appropriation of $290.184 million for Vote Arts, Culture and Heritage; and $69.482 million for Vote Sport and Recreation.

Further comprehensive information about the Ministry’s programmes and services, its work units, and the agencies it funds, can be found on our website: www.mch.govt.nz

THE ENVIRONMENT IN WHICH THE MINISTRY WORKS

The early years of the 21st century are a time of cultural vibrancy. Several significant factors have a particular influence on the environment in which we work.

Growing cultural and ethnic diversity

The changing shape of New Zealand’s population impacts on culture. Increasing cultural and ethnic diversity, especially in Auckland, the growing proportion of Pacific and Asian peoples, and an ageing population will transform New Zealand. These changes increase the demand for a greater diversity and customisation of cultural experiences.

Increasing demand for history, culture and heritage experiences

Demand is growing across all sectors of our society for information and activities on New Zealand’s history, people, land, culture and heritage. This is also linked to an increasing interest in preserving our history and engagement with important heritage objects and sites. This is expected to increase in the coming years.

Growing visibility of Māori culture

Māori culture has a special place in our increasingly diverse society because it is the culture of New Zealand’s indigenous people. It will continue to play an important role in shaping all New Zealanders’ sense of the distinctiveness of our country.

Increasing place of culture in New Zealand’s international presence

The global success of New Zealand cinema, literature and music in recent years is transforming the way we see ourselves, and are seen by the rest of the world. Our cultural exports provide opportunities for New Zealand to project our national identity abroad and to advance diplomatic, cultural, and economic priorities in key regions internationally. Also contributing to New Zealand’s international presence is the growing interest in bilateral cultural and film co-production agreements.

Rapidly changing digital technologies

New Zealanders have been quick to seize the benefits of digital technology. Digital content is becoming an accepted part of our daily lives. We require instant, affordable and available access to high-quality information. Rapidly changing digital information and communication technologies provide new opportunities to access, create and communicate cultural information and experiences.

GOVERNMENT OUTCOMES AND PRIORITIES

New Zealanders enjoy cultural experiences in a range of ways: listening to a Dave Dobbyn song over the internet, looking at a Colin McCahon painting in an art gallery, or watching a game of rugby at Eden Park. The broadcast media, the internet, theatres, cinemas, concert halls, playing fields and the printed page are all means by which New Zealanders connect with their culture; and the human face of culture includes all those who create, produce, circulate, deliver and receive cultural goods and services.

Much engagement with culture takes place beyond the reach of government. Many of the cultural experiences enjoyed by New Zealanders, however, are available only because of the direct or indirect provision of government resources by way of funding programmes and services produced by Crown entities and non-governmental organisations. The support given to these agencies has also served to supplement the private funding of talent and helped foster a wide range of cultural experiences and opportunities for all New Zealanders.

Neither Ministers nor the Ministry seek to predetermine the nature of this country’s cultural development, nor dictate the cultural choices or preferences of its citizens. To be meaningful to New Zealanders in 2007, our culture must develop as an organic response to our lives and times.

Long-term outcomes

In supporting cultural activities, government has sought to bring about certain positive outcomes. These outcomes have been articulated with varying degrees of explicitness by different administrations, but it is clear that their underlying ideas have informed government’s involvement in culture over many years. This involvement recognises that culture is important in its own right, and that it also makes a positive contribution to a range of other important government objectives. The long-term outcomes sought by government from its support for culture can be summarised as being:

Insight and enrichment

Cultural activities provide experiences that are intrinsically satisfying and rewarding, and that directly enhance quality of life. They provide means of self-expression which reflect the different characteristics of our communities and help us better understand each other. Cultural activities offer us insight and enrichment that can help us question conventional ideas and re-examine our social history.

Strong communities and social prosperity

An informed understanding of our unique culture and heritage helps build strong communities. People confident in their own sense of history and heritage, and respectful and tolerant of that of others, can better achieve a cohesive society and a range of social goals.

A sense of nationhood

Our culture helps define New Zealand as a dynamic and creative nation with a unique place in the world. At a time of increasing globalisation, we must be part of the international community, while maintaining a strong national identity. It is particularly important that we promote the value of our own culture – the things that make us different – in order to claim a place on the world stage.

Economic prosperity

Our creative talent and our cultural and creative industries contribute to economic prosperity. Cultural activities provide more than just pleasure and enjoyment – they employ people, generate income, add value, boost GDP and export earnings, encourage tourism and suggest new approaches and solutions. They are helping transform the New Zealand economy into one characterised by skill and innovation and by knowledge-based and value-added industries.

These long-term outcomes provide the context for the current government’s priorities, as they relate to its involvement in culture.

Government priorities

Government priorities for the next decade comprise the following:

• Economic transformation;
• Families – young and old; and
• National identity.

In setting and working towards these priorities, the government emphasises the concept of sustainability, noting that ‘New Zealand's future is dependent on long term sustainable strategies for our economy, society, environment, culture and way of life’ (Prime Minister’s Statement to Parliament, 13 February 2007).

Cultural activities support each of these government’s priorities. In particular, culture plays a central role in achieving and sustaining a strong sense of national identity, fostering one of its vital strands: a sense of cultural identity. Cultural activities support this sense of identity directly (such as when information on New Zealand history is made available on a website or in a documentary); implicitly (for example, through local music or literature); and symbolically (by providing points of national connection, such as Anzac Day ceremonies, or the singing of the national anthem).

THE MINISTRY’S ROLE AND STRATEGY

The Ministry is only one of many agencies through which government manages its involvement in culture. There are also a number of other organisations – departments, Crown entities or other statutory bodies, and private organisations supplying services to the Crown – which operate in the sector by Crown mandate and/or with government support.

Each cultural organisation created or funded by government has an important part to play in ensuring the ongoing coherence and effectiveness of government’s involvement in culture. Government’s significant investment in sector organisations’ operations is based on an expectation that – whatever degree of independence they have with respect to their own activities – their strategic orientation is consistent with the government’s own broad objectives; and that they are, in partnership with the Crown, working towards the achievement of certain positive outcomes.

Ministry role and intermediate outcomes

The Ministry’s own role in support of government’s outcomes and priorities is:

To help make culture visible and accessible

There are three intermediate organisational outcomes we seek through the discharge of our role:

• The diversity, visibility and accessibility of our culture, and participation in cultural experiences, are enhanced

We will achieve this by providing advice to government about its involvement in culture, and through the direct delivery of certain programmes.

• The programmes, services and products of funded agencies are of high quality and widely accessible

We will achieve this by ensuring appropriate accountability, and by promoting sound governance and management of agencies we fund.

• The value and contribution of culture to New Zealand’s social, environmental and economic well-being is recognised

We will achieve this by providing advice, and by the co-ordination of activities and programmes that support other government agencies.

Priorities

The Ministry has identified the following priorities, which have driven the selection of specific initiatives and services for each intermediate outcome:

Advance the digital and online delivery of cultural content

The enormous advances in digital technology over recent years provide opportunities for cultural content to be made available more easily and to more people. These opportunities have been recognised by government in such measures as the Digital Strategy. The Ministry has a clear role in ensuring that digital access to cultural material is enhanced and that, where necessary, cultural content is developed for this purpose.

Develop new symbols of nationhood

In a time of considerable cultural diversity, symbols of nationhood play an important role as formal markers of our sense of heritage and identity, of who we are. As the response to the return of New Zealand’s Unknown Warrior demonstrated, there is a public appetite for the creation of such symbols. In advising government, and in implementing its decisions, the Ministry works to ensure that the socially uniting potential of symbols of nationhood is realised.

Enhance the performance of other agencies that contribute to a strong sense of cultural and national identity

A large number of organisations and agencies have a part to play in the achievement of government’s culture and heritage outcomes. The Ministry works with many of these agencies to ensure that, individually and jointly, they are as effective as possible in their work.

Promote New Zealand internationally through our culture

New Zealand ’s ‘clean, green’ image, while positive, is not sufficient on its own to define the New Zealand brand. The potential of our culture to support international initiatives, on the other hand, has not yet been fully realised. Cultural activities enhance how we are seen by the world and assist in the recognition of New Zealand as a distinctive, creative and savvy nation. This has clear benefits in such fields as diplomacy, trade and tourism.

Impacts

The impacts of these priority initiatives are expected to be:

• Increased access to authoritative, pertinent and appealing material on New Zealand history and other aspects of our country;
• An increased awareness and participation in significant commemorations and other symbols of nationhood;
• Well-performing boards driving well-performing agencies; and
• An enhanced international appreciation of New Zealand’s strengths, standing, products and services.

Details of the initiatives that support these priorities and impacts are provided in the following sections.

Diagram illustrating the operating environment the Ministry works in. Click on the image to see the diagram full size..

MANAGING FOR OUTCOMES:THE MINISTRY’S STRATEGIC INITIATIVES AND SERVICES

The Ministry achieves its specified outcomes through certain strategic initiatives and services. Strategic initiatives are projects that typically result in the production by the Ministry of specific cultural experiences, such as From Memory – the war oral history programme. Strategic services cover the important ongoing work that has an impact across the Ministry and/or the wider cultural sector. Such services provide the policy and agency monitoring foundation for the selection and implementation of initiatives by both the Ministry and the cultural agencies that government supports. As such, the delivery of strategic services is generally best assessed through non-financial service performance measures covering quality, quantity and timeliness.

This section details these initiatives and services, the associated operating objectives, and the way progress towards achievement will be tracked.

Tracking progress towards the achievement of outcomes

The Ministry uses outcome indicators, impact evaluations, and annual performance measures to track the progress of its strategy.

Outcome indicators – are we making progress towards our outcomes?

Each intermediate outcome has high-level outcome indicators that are a tool for monitoring progress toward the Ministry’s outcomes. These outcome indicators are reported as trends that inform the Ministry’s advice to Ministers on cultural policy as well as decisions on the selection, implementation and management of initiatives.

Short- and medium-term impacts – are our strategic initiatives and services having the desired impact?

The Ministry has identified short- and medium-term impacts for each of its initiatives and services that support its intermediate outcomes. Impacts describe the desired effect of initiatives in relation to their target audiences and act as signposts of progress towards intermediate outcomes and long-term government goals. Short-term impacts focus on establishing the necessary foundation to achieve intermediate outcomes. Medium-term impacts focus on sustaining the desired contribution towards intermediate outcomes.

Initiative annual performance measures – are annual objectives for our strategic initiatives and services being met?

The Ministry uses annual performance measures to monitor its operational performance against objectives established for the year. Performance is assessed in terms of desired trends against measures over time.

Intermediate Outcome One: The Ministry’s work enhances the diversity, visibility, accessibility and participation in cultural experiences and our culture

The key strategic initiatives and services for Intermediate Outcome One focus on:

• The production of cultural experiences by the Ministry; and
• The provision of effective policy for the production of cultural experiences

The strategy for achieving Intermediate Outcome One is as follows (click on image to see enlarged version):

Strategic initiatives supporting Intermediate Outcome One

(a) Initiative one: recording and engaging with our history

This initiative comprises two related themes:

• Broadening the audience for NZHistory.net.nz, the Ministry’s website on New Zealand’s history; and
• Capturing the memory of war. There are two projects for this theme:
  • The Vietnam oral history project
  • The centenary of World War I in 2014 (commenced in 2006).

Why is the Ministry doing this?

NZHistory.net.nz is a key mechanism for delivering accessible information about New Zealand’s history to a wide audience.

The memory of war theme enhances people’s understanding of the place of war in the making of New Zealand; recording the memories is a key prerequisite for this. These memories can be used, for example, to educate future generations on important events that have shaped our history.

Increasing the resources for NZHistory.net.nz and capturing the memory of war will contribute to our Intermediate Outcome One by:

• Enabling greater access to a broad range of historical material in online or printed form. This may include resources for teachers and students of New Zealand history or oral histories that draw on family memories; and
• Engaging people in the ‘experience of history’ through online interactivity and diverse content matter.

Key audiences

• Vietnam oral history project – Vietnam veterans and families; New Zealanders interested in this country’s experience of war;
• Centenary of World War I – general public; schools;
• NZHistory.net.nz – general public; teachers and students of New Zealand history; international.

Key operating objectives, performance measures and risks

The following key operating objectives, performance measures and risks are being managed by the Ministry for the New Zealand history initiative:

Key operating objectives for 2007/08	Key performance measures	Trend		Key risks
		Desired	Actual
Vietnam oral history
Establish the interview programme Provide the means for online submission of memories Build veteran interest in providing information	Number of interviews completed. Volume and quality of material submitted online Veterans participating in interviews	increasing	No trend*	Insufficient veteran oral history material obtained (online or in interviews)
Anniversary of World War I
Commemorate World War I anniversaries online	Variety and quality of content available online for anniversaries	increasing	No trend*	Material not reaching the intended audience
NZHistory.net.nz
Enhance audience engagement through greater use of interactive material Provide audiences with greater diversity of history content	More users staying longer and using more content	increasing	increasing	Managing a growing demand for content Ensuring material is fresh and engaging

* No definitive trend at this time (this is due, for example, to lack of trend data, relatively stable performance and trends, or multiple measures with opposing trends)

(b) Initiative two: providing access to resources on our people, land, culture and society: Te Ara – the Encyclopedia of New Zealand

Te Ara is an online encyclopedia that aims to be a comprehensive guide to New Zealand – its people, land, culture, history and identity. Entries are grouped under ten major themes which are being prepared and published progressively through to 2013. So far, two of the themes (‘New Zealanders’ and ‘Earth, Sea and Sky’) have been published, and another (‘The Bush’) is due to be released in 2007.

Why is the Ministry doing this?

In a period of rising demand for cultural experiences, and of rapid technological change, the internet plays an increasingly important role in the Ministry’s dissemination of cultural information. Providing material on websites is the most cost-effective way to support the government’s determination that New Zealanders need to have access to quality information about their country and their identity – about who we are, what we do, where we live, and how we are seen by the world.

The last comprehensive and scholarly encyclopedia of New Zealand was published by government in 1966. Te Ara met a clear need for an up-to-date encyclopedia to complement other recent major reference works, notably the Dictionary of New Zealand Biography and the New Zealand Historical Atlas. The project draws on skills in reference work production gained by Ministry staff during production of these two government-funded projects.

Key audiences

The main audiences for Te Ara are as follows:

• School children, tertiary students, scholars;
• The Māori community;
• Families; and
• People from other countries with an interest in New Zealand.

Key operating objectives, performance measures and risks

The following key operating objectives, performance measures and risks are being managed by the Ministry for the Te Ara initiative:

Key operating objectives for 2007/08	Key performance measures	Trend			Key risks
		Desired		Actual
Publish Theme 3, ‘The Bush’ Complete drafts of all entries for Theme 4, ‘The Settled Landscape’	Comprehensiveness and accuracy of content	Increasing		Increasing	Major technology failure Loss of reputation for reliability and accuracy
	Timeliness of the publication of each theme	Continue current		Continue current
	The size of the audience reached	Increasing		Increasing
	Frequency and quality of user feedback and engagement	Increasing		No trend*

* No definitive trend at this time (this is due, for example, to lack of trend data, relatively stable performance and trends, or multiple measures with opposing trends)

(c) Initiative three: new symbols of our nationhood are developed: New Zealand Memorial Park in Wellington

The New Zealand Memorial Park is being created to improve the setting of the National War Memorial and enhance the heritage and community value of the entire area.

Why is the Ministry doing this?

There is increasing recognition that significant aspects of our culture and identity depend on the sacrifice made by others during times of war. The programme of memorial development in recent years provides a cost-effective way of providing a focus for this. While such developments may be costly in dollar terms, their impact both nationally and internationally, is significant. Memorials provide a tangible and immediate focal point for a sense of national identity, as sites for commemoration and remembrance of those who served in times of war, and for the recognition of the relationships New Zealand has forged with other countries through a shared military heritage. The memorial park will enhance the National War Memorial and provide a place for other nations to build memorials to commemorate their relationship with New Zealand.

Key partners in the project include Wellington City Council and Transit New Zealand. As the park develops, partnerships will be formed with those overseas governments which wish to install a memorial in the park.

Key audiences

• The general public, as visitors to the National War Memorial;
• Those who served, or have family who served in war; and
• Those with an interest in preserving the sanctity of the memorial.

Key operating objectives, performance measures and risks

The following key objectives, performance measures and risks are being managed by the Ministry for the New Zealand Memorial Park initiative:

Key operating objectives for 2007/08	Key performance measures	Trend		Key risks
		Desired	Actual
Completion of the New Zealand Memorial Park Completion of a long term development plan for the National War Memorial precinct	Visitor numbers to the National War Memorial	Increasing	No trend*	Opposition to the proposal delays planning approval

* No definitive trend at this time (this is due, for example, to lack of trend data, relatively stable performance and trends, or multiple measures with opposing trends)

(d) Initiative four: communicating cultural information to the world: NZLive.com

NZLive.com is a website that brings together and promotes information on New Zealand’s cultural activities, services and products to local and overseas audiences. Launched in September 2006, NZLive.com provides a web presence for government cultural agencies, government-funded cultural organisations and private sector and community-based groups .

Why is the Ministry doing this?

NZLive.com improves the visibility of and access to New Zealand’s cultural experiences and talent, and creative industries and services. Until now, the web presence of New Zealand’s cultural sector has been fragmented. Valuable digital content could be accessed only if people knew where to look across a range of unconnected websites.

The Ministry’s 2003 research report, A Measure of Culture, showed that consumers had difficulty finding information about cultural activities. Research also indicates that the profile of New Zealand culture and its products overseas is still low, yet authentic cultural experiences are what the `interactive traveller’ is looking for. NZLive.com addresses these gaps and supports better economic outcomes for this resource-constrained sector by facilitating access to cultural information, including online booking and the purchase of cultural products.

NZLive.com is funded by government’s Digital Strategy (announced in May 2005) and is a key contributor to the content stream of the strategy.

Key audiences

• Organisations producing cultural experiences;
• New Zealanders wishing to participate in cultural activities;
• International audiences and travellers; and
• Government agencies and organisations with cultural outcomes.

Key operating objectives, performance measures and risks

The following key operating objectives, performance measures and risks are being managed by the Ministry for NZLive.com:

Key operating objectives for 2007/08	Key performance measures	Trend		Key risks
		Desired	Actual
Continuously improve the quality and range of content on the website	Nationwide events information Breadth of cultural content	Continue current Increasing	Continue current Increasing	Major technology failure Content does not meet needs of key audiences Organisations are under-resourced or do not prioritise contributing content Marketing opportunities have limited effect
Grow visitor numbers	Number of visitors to the website Subscribers to website services e.g. email newsletter	Increasing   Increasing	Increasing   Increasing
Grow partner agencies and organisations	Comprehensive directory of organisations Number of organisations contributing content	Continue current Increasing	Increasing Increasing
Value-for-money targeted marketing	Range of channels used to market the website Number of return visitors	Continue current Increasing	Increasing Continue current

Strategic services supporting Intermediate Outcome One

(e) Strategic service one: development of new policy

The Ministry advises the government on new policy development and the review of existing priority policies for government intervention in cultural matters.

Why is the Ministry doing this?

The government reviews its existing policy settings for involvement in culture over time. New policy initiatives are considered as the government seeks to achieve its current goals, and in response to developments in the cultural sector and wider New Zealand society. The government seeks policy advice to ensure that its involvement in culture, and any specific interventions which it is planning or has in place, are achieved with maximum effectiveness and efficiency.

Key audiences

• Ministers;
• Other government agencies; and
• Cultural sector agencies.

Operating objectives for 2007/08

• Examine resale royalty right for possible establishment in New Zealand;
• Review institutional arrangements for audio-visual archiving;
• Engage with local authorities and government cultural agencies in response to the Local Government Act 2002 cultural well-being requirements; and
• Review the Waitangi National Trust Board Act 1932

(f) Strategic service two: strengthening the institutional environment for cultural outcomes: building a strong and sustainable broadcasting environment

In 2005 the government published an extensive work programme, the ‘Programme of Action’ on broadcasting issues. This programme underlines the value of public broadcasting and the important role of public broadcasting institutions within a ‘mixed economy’ broadcasting environment. While major elements of the work programme were advanced in 2005/06, there are still significant policy, institutional, monitoring and implementation issues to be addressed by the Ministry and other government agencies, particularly in facilitating the transition to free-to-air digital television and eventual analogue switch-off.

Why is the Ministry doing this?

The broadcast media has a very considerable influence on the development and presentation of New Zealand’s culture and national identity. A key aim of the Broadcasting Programme of Action is to support the role of public broadcasting in contributing to New Zealand’s sense of cultural identity and to democratic participation. Key drivers of change in public broadcasting are rapidly changing digital technologies and New Zealand’s readiness to realise the potential social, environmental and economic benefits of that technology. This includes, for example, better delivery of public broadcasting, more interactivity and diversity of programmes.

The Ministry has an extensive policy development and ‘business-as-usual’ monitoring role for the Broadcasting Programme of Action. This includes leading the development of:

• Strategic broadcasting policies;
• Effective institutional arrangements (in collaboration with broadcasting organisations including Television New Zealand and NZ On Air); and
• Quality advice to the Minister of Broadcasting.

Key audiences

• Ministers;
• Other government departments and agencies;
• Broadcasters and other sector stakeholders; and
• The public

Operating objectives for 2007/08

• Provide advice on key aspects of public broadcasting arrangements, including Radio New Zealand’s institutional form, RNZ’s Charter, TVNZ’s Charter, and high-level broadcasting outcomes;
• Provide advice on implications of digital technologies for the functions of NZ On Air and the Broadcasting Standards Authority, including advice on amendments to the functions of NZ On Air, and a review of the future of broadcast content regulation; and
• Facilitate the development of free-to-air digital television services, including government support for the establishment of the Freeview platform and new TVNZ digital services; review the regulatory environment relevant to digital television; and advise on criteria and a process for eventual analogue switch-off.

Intermediate Outcome Two:Agency programmes are of high quality and are widely accessible

Government has a number of Crown entities and other agencies it funds that operate at ‘arm’s length’ to deliver cultural goods and help achieve cultural outcomes. These agencies are funded through both Vote Arts, Culture and Heritage and Vote Sport and Recreation. A key aspect of this arrangement is that it relies on good governance by the boards of these agencies for the effective management and delivery of programmes and services. A further factor is that the mix of agencies supported through the Ministry includes a number of small, new or distant agencies. These factors can increase the risk of poor performance.

The Ministry is responding to this environment by developing and maintaining programmes to enhance agencies’ governance performance and operational capability to ensure:

• High-quality and widely accessible funded-agency programmes; and
• Value for money for government’s investment in agencies.

The strategy for achieving Intermediate Outcome Two is as follows (click on image to see enlarged version):

Strategic initiatives supporting Intermediate Outcome Two

(a) Initiative one: enhancing funded-agency governance

The Ministry provides a tailored programme of support and assistance for the MCH ‘family of boards’ to enhance the governance of their organisations.

Why is the Ministry doing this?

Many generic resources are available to support board members. However, our experience is that boards benefit more from customised material focused on the specific issues they are facing. To enable best possible governance practice and, in particular, to address the often unique requirements of the Crown sector (such as accountability to Parliament and media scrutiny) high-quality and relevant resources are important.

Good governance is also reliant on the appointment of high-quality board members. The Ministry plays a key role in providing support and advice to Ministers in selecting and appointing board members.

Key audiences

• Agency Boards; and
• Ministers.

Key operating objectives, performance measures and risks

The following key operating objectives, performance measures and risks are being managed by the Ministry for agency governance work:

Key operating objectives for 2007/08	Key performance Measures	Trend		Key risks
		Desired	Actual
Improving the diversity and quality of our database of ‘board ready’ candidates	Number of ‘board ready’ candidates available for nomination	Increasing	No trend* (First year of data)	Difficulty in identifying a pool of potential board candidates
Appointing high-performing boards	Board representation Board performance	Increasing	No trend*	Insufficient ‘board ready’ candidates available for appointment
Provide Induction programmes for all new 2007/08 board appointments	Programme provided within six months of appointment Positive feedback from board members	Continue current Continue current	No trend* No trend*	Low level of participation in induction programmes
Provide support programmes for best-practice Crown governance	Board Chairs’ satisfaction	Increasing	No trend*	Board members not using best-practice resources when needed

* No definitive trend at this time (this is due, for example, to lack of trend data, relatively stable performance and trends, or multiple measures with opposing trends)

( b) Initiative two: improving funded-agency capability

The Ministry provides an ‘Agency Assistance Programme’ for the agencies receiving Vote funding. The aim of the programme is to enhance agencies’ performance and increase Ministerial confidence in their performance. The programme addresses identified gaps in agency capability with a focus on leadership, strategic planning, human resources, financial management, relationship management and outcome delivery.

Why is the Ministry doing this?

Agencies with capability gaps are likely to have performance issues. The Ministry’s capability work aims to improve agencies’ ability to achieve required outcomes by implementing a systematic approach to identifying, prioritising, and addressing their capability concerns. The programme’s success will be determined by agencies consistently delivering agreed outputs and demonstrating progress in achieving their longer-term outcomes.

Smaller-sized and/or new agencies will be targeted initially as they are likely to gain the greatest benefits from this programme due to their existing level of resources and/or stage of development.

Key audiences

• Agency management and staff; and
• Ministers.

Key operating objectives, performance measures and risks

The following key operating objectives, performance measures and risks are being managed by the Ministry for the agency capability programme:

Key operating objectives for 2007/08	Key performance measures	Trend		Key risks
		Desired	Actual
Implement a robust ‘Capability Assessment Tool’ (CAT) for our smaller-sized and/or new agencies	Number of agencies using the CAT Number of agencies reporting performance improvement from implementing the CAT programme	Increasing   Increasing	One in 2006/07 New	CAT focuses on wrong issues; or is too long-term and fails to deal with short-term issues
Run workshops and seminars, and provide or fund professional advice and/or coaching to improve capability	Positive feedback on support programmes Greater Ministerial confidence in agency performance	Increasing	New

Intermediate Outcome Three: The wider system of government recognises and responds to the value and contribution of culture to its operations and to New Zealand’s social, environmental and economic well-being

The Ministry’s initiatives for this outcome aim to support public institutions and cross-government initiatives where culture is an important contributor to the achievement of their related outcomes. The Ministry collaborates with a range of government organisations; providing advice, co-ordinating activities, or managing joint programmes which support this intermediate outcome.

The strategy for achieving Intermediate Outcome Three is as follows (click on image to see enlarged version):

Strategic initiatives supporting Intermediate Outcome Three

(a) Initiative one: promoting New Zealand’s cultural presence internationally: Cultural Diplomacy International Programme

The Cultural Diplomacy International Programme (CDIP) aims to establish or maintain a New Zealand cultural presence in key overseas regions or countries to boost New Zealand’s profile and its economic, trade, tourism, diplomatic and cultural interests.

Key partners in this initiative include members of the Cultural Diplomacy International Programme’s steering group (which is chaired by the Ministry, and includes the Ministry of Foreign Affairs and Trade, New Zealand Trade and Enterprise, and Tourism New Zealand), New Zealand diplomatic and trade posts overseas, and New Zealand’s leading cultural organisations and artists.

Why is the Ministry doing this?

The international economic and trade environment is highly competitive, and becoming more so. Countries wishing to put themselves on the international radar and advance their interests abroad (by attracting foreign direct investment, highly skilled immigrants, students and tourists) increasingly need to compete effectively, often with countries with significantly more resources available to them. New Zealand must use all diplomatic and promotional tools available to it to do this.

Cultural interactions both create connections and highlight New Zealand’s distinctiveness and uniqueness. Cultural diplomacy is a powerful means of projecting our national identity abroad, raising our international profile and supporting identified diplomatic, cultural, economic and political interests. The CDIP delivers carefully selected activities to achieve the greatest impact on targeted ‘NZInc’ objectives, territories and audiences.

Key audiences

• Overseas governments, businesses and opinion leaders; and
• the general public, particularly those in Asia with increasingly large disposable incomes.

Key operating objectives, performance measures and risks

The following key operating objectives, performance measures and risks are being managed by the Ministry for the CDIP:

Key operating objectives for 2007/08	Key performance measures	Trend		Key risks
		Desired	Actual
Undertake a major CDIP project in Japan Invest in smaller projects in Asia Undertake projects funded by the programme’s discretionary fund	Contracts for each activity incorporate clear milestones and evaluation	Continue current	Continue current	Wrong cultural activity selected to reach the desired audience Posts lack sufficient resources to implement the programme
	Quality of audience (key contacts)	Increasing	Increasing
	Audience and visitor feedback	Increasing	Increasing
	Feedback from diplomatic posts, and from offices of Tourism New Zealand and New Zealand Trade and Enterprise	Continue current	Continue current
	Breadth and depth of media coverage	Increasing	Increasing

Strategic services supporting Intermediate Outcome Three

(b) Service one: providing policy advice on initiatives led by other departments where there are significant cultural dimensions or implications

A number of government departments have work programmes, or lead specific initiatives and activities, where a cultural policy perspective can support their policy objectives. These include, among others, the Ministry of Foreign Affairs and Trade, the Ministry of Economic Development, the Ministry of Education, the Department of Conservation, the National Library, the Ministry of Tourism, and the Ministry for the Environment. The Ministry provides information and advice to these departments and agencies on government cultural policies and priorities.

Why does the Ministry do this?

The Ministry seeks to ensure that a cultural dimension supports the outcomes sought through the work of other government agencies. It also seeks to ensure the maximum alignment of cross-government activities with the specific outcomes the government is seeking to address through its interventions in culture.

Key audiences

• Other government departments and agencies

Key objectives

To ensure a cultural perspective supports the objectives of the following initiatives:

• Digital strategy and national digital content strategy, led by the Ministry of Economic Development and National Library;
• Tertiary education reforms, led by the Tertiary Education Commission;
• Major Events Fund, led by the Ministry of Tourism;
• Free Trade Agreements, led by the Ministry of Foreign Affairs and Trade; and
• World Heritage sites, led by the Department of Conservation.

CAPABILITY OBJECTIVES TO SUPPORT THE ACHIEVEMENT OF OUTCOMES

Managing capabilities

The Ministry's capability lies in its ability to access the appropriate combination of resources to achieve its outcomes efficiently and effectively. The core components of the Ministry's overall capability are its people, information and knowledge, and its systems, support and communications processes.

The Ministry can legitimately regard itself as a successful organisation and a consistently high performer. Feedback to date from stakeholders, central agencies, the Audit Office and Ministers has been positive. The Ministry’s aim is to maintain or enhance this level of performance by pursuing a series of capability objectives.

In developing these objectives, outlined below, the Ministry has recognised the strategic context in which we operate, as defined by the six State Services Development Goals:

• Employer of Choice;
• Excellent State Servants;
• Networked State Services;
• Co-ordinated State Agencies;
• Accessible State Services; and
• Trusted State Services.

These 'all-of-government' goals are directly relevant to decisions we make about how our business will be conducted – how we operate, develop, and contribute to the State Sector overall.

The Ministry maintains a commitment, as a signatory to the Govt3 Programme, to operate in a sustainable way and to implement further improvements wherever practical. In 2006 the Ministry received a Govt3 award nomination in the ‘office consumables and equipment’ category for its performance in purchasing items carrying environmental credentials. Following year-end, the Ministry reported its 2005/06 performance under the Govt3 programme in regard to: energy usage; water usage; fleet vehicle composition and usage (the Ministry does not own or lease any motor vehicles); rental car usage; air travel; recycling/waste minimisation; and office procurement. This information will assist in the measurement over time of the Ministry's performance in regard to sustainable practices, including the reduction of carbon emissions.

The 2007/08 areas of emphasis will be reported on in the Annual Report.

Maintain a comprehensive human resources strategy

The recruitment and retention of skilled and talented staff is critical to the Ministry’s ability to achieve its key outcomes, and contributes to the State Sector development goals of being an employer of choice and of developing excellent state servants. The Ministry has a very positive organisational culture and staff committed to the organisation’s work; our aim is to preserve and build on our reputation as a great place to work.

It is important that the Ministry has a focused and responsive human resources strategy to address the changing environment in which it operates. Over the next five years our human resources policies and systems will provide a solid platform from which we can advance our human resources strategy and maintain our competitive edge. We will seek to maintain a culture where staff feel valued, and look to develop all of our staff, including providing appropriate recognition of the performance and continuing contribution of our highly experienced and long standing staff.

In 2007/08 particular emphasis will be given to:

• Concluding our inaugural pay and employment equity review (the main focus of this project will be identifying and prioritising any areas of difference that are attributable to gender, and determining and implementing appropriate responses);
• Embedding our individual annual planning system for all staff, and strengthening its links with our Statement of Intent;
• Expanding our professional development programme; and
• Implementing a leadership development framework to enhance leadership within the Ministry.

Enhance the Ministry’s knowledge and information management

Access to high-quality information, and the ability to use it effectively, are essential to the Ministry's work.

Staff have access to effective library and research resources to support them in their work, and the Ministry recognises the importance of an information sharing culture. The Ministry has also established a knowledge management strategy, which was informed by recent internal surveys. Increasingly, the success of the Ministry’s work also relies on the effective dissemination of information via the internet.

Over the next five years we will continue to enhance our knowledge management to ensure that information resources support the achievement of Ministry outcomes.

In 2007/08 particular emphasis will be given to:

• Developing human resources initiatives that explore improved ways of utilising expertise within the organisation;
• Developing mechanisms for information sharing, such as the internal broadcasting group, which brings together Ministry staff involved in providing support to the Minister of Broadcasting; and
• Implementing a database of images and related resources that will be accessible across the Ministry.

Continue IT development

The Ministry’s dependence on the effective use of knowledge and information means that its IT systems must be robust. The Ministry is committed to ensuring that this continues to be the case, and to responding to cross-departmental IT requirements led by the State Services Commission.

Over recent years, the Ministry has taken on a significant role in the creation of digital content for delivery to internet users throughout New Zealand and across the world. Examples include Te Ara – the Encyclopedia of New Zealand and NZHistory.net.nz.

This digital focus is driven in part by the natural development of the Ministry’s own role and programmes, and in part by government-wide initiatives such as the Digital Strategy. In response to these demands the Ministry has developed an ‘IT Roadmap’ to guide its digital development. Over the next five years, we will continue to refine and implement the IT Roadmap to ensure the organisation is well placed to support the needs of internal users and external consumers.

In 2007/08, particular emphasis will be given to:

• Developing a formal web strategy to guide website development and support decisions; and
• Considering issues of staffing structure, infrastructure and capacity in relation to digital services.

Implement and maintain a robust planning and reporting framework

This year's Statement of Intent places emphasis on how the Ministry will measure its achievements and progress in managing toward outcomes. It is important that our internal business and resource planning systems and processes support this area of work.

Over the next five years the Ministry will implement a system for resource planning and reporting that supports all staff in their work, and supports high-quality external reporting.

In 2007/08, particular emphasis will be given to:

• enhancing resource planning in key areas of the Ministry.

Enhance strategic policy capacity and research

The Ministry’s coverage means that it has a broad view of the government’s culture and heritage interests. These can be expected to change over time as opportunities and expectations evolve. Like other policy Ministries, it is important that the Ministry is able to conduct research and fully consider relevant issues to ensure government’s policies remain effective. The Ministry currently has limited capacity to do such work.

Over the next five years the Ministry will seek to enhance its capacity to conduct research and provide strategic policy advice to government.

In 2007/08 particular emphasis will be given to:

• Clarifying future research priorities for culture and heritage; and
• Exploring ways to promote strategic policy thinking within the current capacity.

Enhance the Ministry’s strategic communications capacity

The cultural sector is diverse and has many players. The Ministry can be effective only if it works with and through other organisations. Taking a more strategic approach to communications will enhance the Ministry’s relationship with key audiences and partners. An effective communications strategy for the Ministry will contribute particularly to Intermediate Outcome Three – `The wider system of government recognises and responds to the value and contribution of culture to their operations, and to New Zealand’s social, environmental, and economic well-being.’

The Ministry’s responsibility for key delivery agencies provides it with secure connections within the cultural sector. The Ministry needs, however, to build strong relationships with a wide range of other stakeholders to ensure that their perspectives and interests are reflected in our work.

Over the next five years the Ministry will improve connections to and from stakeholders.

In 2007/08 particular emphasis will be given to:

• Implementing a comprehensive communications strategy that actively promotes the recognition by the wider system of government of the value and contribution of culture to government’s agency operations.

Risk Management

The Ministry’s approach to managing risk involves identifying the conditions that give rise to the risk s. Strategic policies and operational procedures and practices are then applied to ensure controls are implemented to prevent or mitigate their impact.

External risks that might affect the achievement of outcomes are reflected in The environment in which the Ministry works section of this document (Page 4). Internal risks that could affect progress towards outcomes are essentially either capability related or performance related. Performance risks relate to particular initiatives supporting each outcome.

Capability related risks of current relevance have been considered and are being addressed by pursuing objectives outlined in the Capability objectives to support the achievement of outcomes section of this document (Page 23).

The performance related risks of greatest consequence are:

• Failure to maintain the quality of policy advice, monitoring and other services to Ministers;
• Failure of delivered programmes to meet their objectives;
• Failure to understand or meet the requirements of users of services; and
• Failure to maintain and develop effective networks and robust processes for consultation with stakeholders.

Over the next five years the Ministry will continue actively monitoring the environment in which we work, in order to detect developing risks as early as possible.

In 2007/08 particular emphasis will be given to:

• Reviewing the current strategies being used to manage areas of risk.

COST-EFFECTIVENESS

An expectation of all publicly funded activities is that they are delivered in a cost-effective manner – that is, that the desired results are achieved for the minimum cost. Two key indicators are therefore needed to measure cost-effectiveness:

• Was the desired result achieved?
• Could it have been achieved with less funding; or could more have been achieved with the same funding, if things had been done differently?

Was the desired result achieved?

The performance indicators for each of our key initiatives are means of establishing whether we have been effective. Each intermediate outcome has high-level outcome indicators that are a tool for monitoring progress toward the Ministry’s outcomes. Impact and initiative measures also inform the Ministry's understanding of the effectiveness of its work.

How economically was the desired result achieved?

Determining if the cost of delivery is minimised is more difficult to measure, as the counter-factual is not always established. There are, however, other indicators that show the cost of the Ministry's operations are kept to a minimum, and operations are efficient.

An external capability review of the Ministry undertaken in 2006 confirmed that it is a lean organisation: our level of production is greater than would be expected given the resources consumed, compared with equivalent organisations. Particular ratios – such as that between cost of operation and number of full-time equivalents; support costs and full-time equivalents; and policy cost per day of policy advice provided – all testify to the efficiency of the Ministry. This efficiency is achieved in part by effective internal controls and protocols, the efficacy of which have been confirmed by Audit New Zealand assessments.

Alternatively, there is the question of whether more could be achieved through the delivery of services or outputs by other means. This, again, is difficult to measure. The Ministry, as a small and busy organisation, is always looking for ways to enhance the impact it can have through business process improvements (such as the enhancement of IT), or by shifting resources to higher-impact or higher-priority activities (such as delivering more history over the web, rather than in book form).

Reviewing programmes

As is consistent with expectations about any government activity, the Ministry also formally reviews certain programmes at specified times, in order to ensure that they are cost-effective in meeting their objectives. In the 2007/08 year, the Ministry will review the Cultural Diplomacy International Programme (as required by Cabinet).

Specific measures

Some of our programmes lend themselves to specific measures of cost- effectiveness. Of the three intermediate outcomes the Ministry considers that Intermediate Outcome One offers the most potential in this area, particularly in relation to the online delivery of cultural experiences, for which significant performance information is being gathered. Other intermediate outcomes lend themselves to the measurement of trends and to non-financial service performance measures (as outlined in Part 2 of this document).

While the Ministry has a commitment to measuring its cost-effectiveness, the level of investment in such measures has to be balanced against the value derived from gathering the information. It is necessary to be judicious in the selection of indicators for specific projects.

The Ministry will develop its cost-effectiveness indicators as we develop our data gathering and analysis capability.

In the meantime, the following table shows the initial cost-effectiveness measure we have developed for Intermediate Outcome One:

Intermediate Outcome One
Initial Cost- Effectiveness Indicators	Notes	Desired trend
Content cost per user experience across the Ministry’s websites	Links to the Intermediate Outcome One indicator ‘ more people accessing more cultural information or experiences more often’. Cultural experiences may be represented by units of access to online information such as the topic ‘Anzac Day’ on NZHistory.net.nz. The online delivery of information allows content to be accessed by multiple audiences anywhere, any time. This allows ‘allocation’ of the cost of producing the information over an ever-increasing number of users. The indicator is most relevant to online content where the number of visitors and the engagement with the information, topic or theme is important. The indicator uses visitor data such as number of visits, length of stay, and frequency of information unit accessed as a reflection of the user ‘cultural experience’.	Decreasing

Page last updated: May 18, 2007

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