Skip to main content

Effective and efficient delivery

Effective and efficient delivery

This section covers how we continuously improve our service delivery, provide value for money, and manage risks. This activity contributes to the Government’s policy objective of lifting the performance of the public sector.

What we are seeking to achieve

The key objectives of our 2010 organisational development programme are:

· increasing the flexibility of our service delivery and increasing the use of our capabilities

· increasing the leadership we provide to the sector

· increasing the involvement of Maori in our operations

· improving our online systems and the reliability of our internal ICT

· sustaining high levels of staff engagement

· increasing our communication with sector organisations, stakeholders and audiences.

Work programme

The following are the priorities and key initiatives supporting our organisational development programme:

 

Priority

Key Initiatives

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

Review our structure, and implement changes for 2010

Increasing the leadership we provide to the sector

Increasing the involvement of Maori in our operations

Continue the delivery of Maori engagement programme (commenced 2009)

Improving online systems, and the reliability of internal ICT

Implement common resource planning, project planning and risk management; implement internet platforms for the production of online cultural resources

Sustaining high levels of staff engagement

Continue staff engagement (Gallup) survey; expand the professional development programme

Increasing communication with sector organisations, stakeholders and audiences

Implement the Ministry’s communications strategy stakeholder appreciation survey

Demonstrating success

The overall success of our capability development is demonstrated by:

· measures and targets for our key initiatives

· organisation health and efficiency indicators.

Measures and targets for our key initiatives

These are:

· maintain positive sector relationships

· increase positive feedback on the quality of policy relationships

· increase the use of internet sites, user length of time on Ministry websites, and feedback on content quality

· increase our engagement with the sector (both the level of staff engagement, and feedback from the sector on our leadership and performance management)

· maintain positive communication with the sector and positive feedback from stakeholders.

Organisation health and efficiency indicators

We use the following measures to monitor trends in our organisation health and efficiency:

 

Health measures

Objective

Indicator

Performance

A responsive, productive and focused work culture

Employee engagement rates

2008 – 3.7 out of 5

2009 – 4.03 out of 5

(79th percentile for participating public-sector entities)

Average length of service

2007 – 4.1 yrs

2008 – 3.8 yrs

2009 – 4.3yrs

 

Efficiency measures

Indicator

How used

Performance

Staff cost per output

Monitor the costs of producing outputs in relation to quality and resources required

2007 – $70,380

2008 – $80,456

2009 – $77,001

Ratio of staff full-time equivalent (FTE) engaged in output production to corporate support

2007 – 3.7:1

2008 – 3.2:1

2009 – 3.4:1

Personnel expenses per FTE

2007 – $78,442

2008 – $73,890

2009 – $81,675

 

Managing risks to performance

 

Using our risk management framework,[1] we identify and manage risks to achieving Government priorities, sector outcomes and the delivery of value-for-money services. The risks most likely to affect our performance are:

 

Risk

Risk management

Indicator

Failure to maintain the quality of policy and monitoring advice and servicing of Ministers (All outcomes)

Continued development of the Ministry’s strategic policy capability and its use of benchmarking and peer review

Quality, quantity and timeliness of policy development; feedback from Ministers

Loss of reputation for reliability and accuracy of Ministry-developed digital resources (Outcome 1)

Use of recognised external experts, internal checking and peer review in developing digital resources

Feedback from audiences; use of resources by target audiences

Significant new performance issue(s) in a funded organisation (Outcome 1)

Delivery of best-practice guidance for Boards

 

Early identification of risks and their management through agency reviews and effective monitoring plans

Ministerial confidence in the performance of funded cultural organisations

Failure to understand or meet the requirements of users (Outcome 1)

Increase engagement with users of the Ministry’s digital resources through its websites

Feedback from users; use of resources by target audiences

Failure to maintain and develop effective networks and consultation (All outcomes)

Continued monitoring of the flow of information to and from audiences and stakeholders

 

Regular engagement with the sector

 

Maori engagement initiative

Feedback from audiences

Major technology failure (Outcome 1)

Systems for the management and development of digital resources

 

Effective project and risk management

Project delivery against plan; post-project review findings

 



[1]          Our risk management framework is consistent with the Australian/New Zealand Standard for Risk Management (AS/NZS 43600:2004).


Updated on 23rd July 2015