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Organisational health and capabilty

Organisational health and capability

Managing in a changeable operating environment

Our 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, financial position, and compliance with statutory and internal policy requirements, and refine our management strategies in response.

Te Arataki

Te Arataki proposes four aspirational goals to strengthen the Ministry’s commitment to Maori arts, culture and heritage across our work:

             · The Ministry is a leader in the protection and depiction of Maori culture.

· Te reo ‘hums’ in the Ministry – our intention is to actively use te reo Maori on appropriate occasions.

· Maori arts, culture and heritage are well supported by the agencies funded through Vote Arts, Culture and Heritage.

· The Ministry is recognised as a lead adviser to government on Maori arts, culture and heritage.

The Ministry has a work plan outlining specific projects to implement Te Arataki.

The Ministry delivers support services efficiently

The Ministry is required to meet efficiency savings targets across the Ministry’s departmental appropriations. The 2012 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 is already working with agencies to identify opportunities for future efficiency savings, using tools such as BASS, and a goal has been set to co-locate the Ministry and as many of its agencies as practicable in shared premises by September 2014.

Our people

Departmental staffing levels are predicted to fall from current numbers of around 130 FTEs to 105 FTEs by 30 June 2014. This is due to the scheduled completion of significant projects in the Ministry and represents a fall of around 20%.

The Ministry is made up of a diverse range of staff including:

· 11.4% Maori.

· 3.0% Asian descent.

· 2.3% Pacific descent.

· 58.3% women.

Capability and engagement measures

What do we want to do?

Performance measures and targets

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

· 2011 – 29% engaged  to 9% disengaged

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

· 2011 – 95.7%

· 2012 – 96.8%

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

· 2011 – 5.6 years

· 2012 – 6.0 years

· Unplanned staff turnover

· 2012 – 9%

· Maori recruitment and retention plan included in the Ministry workforce strategy

· 2012  - Plan is being developed

Improve the quality of policy advice and content we produce

· Improvement in rating of quality of policy advice by independent assessment

· 2011 – Average rating from NZIER 6.9 out of 10

·2012 – Average rating from NZIER 7.0 out of 10

· Staff achieve Maori language benchmarks for competency in te reo

· Baseline to be established in 2013

Improve efficiency, reliability and staff use of information systems

· Percentage of time systems are available in normal business hours

· System issues are resolved within an average of 2.5 hours

· Improving staff satisfaction with information systems

· 2011 – 99.85%

· 2012 – 98.7%

· 2011 – Average 1.26 hours

· 2012 – Average 2.42 hours

2012 - 83% of respondents were satisfied that the technology they use at work meets their business needs; and 83% of respondents were satisfied with the quality of service provided by the ICT service desk

Cost Effectiveness

While it is not reasonable to attempt attribution for the Ministry’s outputs in terms of cost effectiveness, the Ministry can demonstrate its cost efficiency, both in administration and support services, through benchmarking its services against other government departments, and also through cost efficiency measures for our major outputs.

The Ministry continues to identify areas where costs can be reduced and efficiencies can be made to ensure that our outputs are as cost effective as possible.

Cost per output hour for policy advice

This will be calculated for the first time in 2012/13. An estimate of 2012/13 figure is $100 per hour. This is the first year we are able to measure this, but as we build more data, comparison through time will be useful in monitoring the cost efficiency of the Ministry’s policy advice function.

Cost per website visitor

In 2011/12, the cost per visit to each of the Ministry’s website is estimated to be around $0.60. This is a reduction from the previous year when it was around $0.98.


Updated on 23rd July 2015