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Strategic direction

Strategic direction

Increasing New Zealand’s cultural dividend

This section outlines the strategic direction for the Ministry and the cultural sector. It also outlines the challenges we face, and explains how we support the Government’s policies and measure our progress.

The Government’s goal is to lift the long-term performance of the economy. An innovative, efficient and coordinated cultural sector will be well positioned to contribute to and benefit from an improving economy.

Focus and drivers of our strategic direction for 2010–2013

The Ministry’s strategic direction for 2010–2013 focuses on:

· improving the viability of Government-funded cultural organisations

· delivering value-for-money services to the Government

· improving the positioning and effectiveness of the portfolio, and expanding the leadership the Ministry provides in developing policy and
within the cultural sector

· increasing the visibility of culture’s artistic, economic and social contribution

· partnering with other agencies to advance the contribution that Maori and Maori culture make to the sector.

The foundation for our strategic direction is:

· the Government’s key policy objectives and priorities for the cultural, broadcasting and sport portfolios (summarised in Figure 2)

· providing value for money from the Government’s investment in the sector

· the sector’s long-term goal

· the medium-term outcomes for the sector.

The sector goal, “A thriving culture – succeeding artistically, economically and socially”, is progressed through three outcomes that are advanced by addressing the key drivers of a thriving culture (Figure 1):

· thriving producers and healthy cultural and sports organisations (Create). This outcome focuses upon the key drivers – participation and viable cultural organisations

· increased preservation of New Zealand’s culture, heritage and traditions (Preserve). This outcome focuses upon the key drivers – preservation and protection of our heritage.

· New Zealanders increasingly valuing their arts, broadcasting, culture, heritage or sport (Value). This outcome focuses upon the key consumption drivers availability (coverage), appreciation and valuing culture and cultural activities.

Figure 2: Government policy objectives and portfolio priorities

 

The links between the Government’s priorities, the sector’s goal and outcomes, and the key results (impacts) of the Ministry’s services are summarised in Figure 3: Strategy map.

Challenges

The key challenges for the Ministry in its work with the wider cultural sector are:

· sustaining the performance of funded cultural organisations in a constrained fiscal environment

· increasing coordination and cohesion in a diverse sector

· maximising the effectiveness and benefits of arts, heritage and broadcasting policies in the face of rapidly changing technologies and audience behaviour

· coordinating an increasing range of policies, agencies and programmes across Government in the areas of
arts, heritage and media.

Improving performance

In 2010/11 we will continue our focus on three Ministry-wide performance improvement actions:

· improving the positioning and effectiveness of the arts, culture and heritage, and broadcasting portfolios

· expanding the Ministry’s policy and sector leadership and focusing the monitoring of funded organisations on improving performance and effectiveness

· enhancing the Ministry’s structure and flexibility.

These initiatives contribute to the Government’s policy objective of lifting the performance of the public service. Details are contained in the Ministry’s output plans. Progress with these initiatives is reported in six-monthly output plan reports and in the annual report.

Figure 3: Strategy map

 

 

Measuring progress

Progress towards sector outcomes

We use key outcome indicators to track overall progress towards the sector’s and the Ministry’s outcomes. We are particularly interested in the strength and sustainability of changes in the indicator trends. Figure 4 summarises the trends for specific indicators. In general, the aim for the sector is to maintain those indicator trends that are improving and to develop those that are not; this will be a key challenge in the current constrained fiscal climate. A further challenge will be supporting cultural organisations so that they are able to capitalise on opportunities as economic conditions improve.

These indicators should be interpreted as medium to long-term trends for two reasons:

· progress on these indicators is not limited to the sector and the Ministry’s efforts alone

· the statistical base for this information is wide. It includes cultural activity that is linked to activities from other producers such as local authorities. New Zealand-wide information is essential for targeting our services and providing high-quality cultural policy advice.

This is the first year we have included detailed outcome indicators in our Statement of Intent, and 2010 will be the baseline year for ongoing reporting. We will refine these outcome indicators over time, and report changes in our annual report.

Effectiveness and efficiency of the Ministry’s operations

The Ministry’s contribution to the sector outcomes is measured in two ways:

· the Ministry’s effectiveness is measured by using the medium-term impacts (results) for its key services (including relevant measures of cost effectiveness)

· its efficiency is measured by using service performance measures and standards.

Measuring our effectiveness and efficiency helps us assess whether we are providing value for money. For details of the Ministry’s impact measures, see the following section, Ministry’s services and intended results. Service performance measures for 2010 are reported
in the Information Supporting the Estimates of Appropriations. Annual changes in the Ministry’s impact and service performance measures are reported in our Annual Report.

Figure 4: Trends in outcome indicators


Updated on 23rd July 2015