Annual Report for the Year Ended 30 June 2009

Organisational Health and Capability

The priorities for the development of our organisational health are set out in the key strategic documents of the People Capability Strategy, and the Evaluation Strategy.

The People Capability Strategy to 2010 is aimed at attracting, developing and retaining a sustainable supply of highly skilled people. Significant achievements during the year include the fall in staff turnover from a high of 26% in 2005 to 11.5% by June 2009. This exceeds the target of 15 percent.

Activities in 2008/09 included:

  • Supporting the preparation of the Māori Trustee to become a stand-alone entity, including transfer of Te Puni Kōkiri staff into the new entity;
  • Refinement of our electronic induction process (e-induction) and changes to our recruitment advertising processes, with a greater emphasis on web-based recruitment and a decrease in more expensive print media advertising; and
  • A staff engagement survey.

Leadership Development

Te Puni Kōkiri is committed to developing our leadership, both for today and for the future. Our ongoing commitment to state sector-focused leadership development allows us also to strengthen networking and cross-agency collaboration. In particular we focus on developing our leadership through the Australia and New Zealand School of Government and the Leadership Development Centre. During the 2008/09 year our staff were involved in one ANZSOG programme (Executive Master in Public Administration), and four LDC programmes (Public Sector Advanced Leadership, Leadership in Practice, Maranga Tira, and Foundations for Leadership).


An evaluation of the Strengthening Governance and Management (SMG) programme was completed in August 2008. Findings were positive on the overall performance of the programme and its outcomes for Māori organisations, particularly in their governance and management functions, where it:

  • successfully increased the capacity and capability of organisations’ governance boards. It was also apparent that ongoing work is required in the governance area to address issues such as board member turnover and how to improve board members’ skills and capabilities;
  • improved the strategic focus of organisations, helped clarify the distinction between governance and management, and increased board confidence and overall performance; and
  • played a key role in improving organisations’ management processes and systems. The SMG programme identified areas of weakness and provided support and guidance to address shortcomings.

Two other evaluations were substantially completed (investments in culture and investments in economic development within the Māori Potential Fund) with results expected to be finalised in October 2009.

Development Goals for the State Services

In 2008/09, Te Puni Kōkiri contributed to the goals set for the state services as follows:

Become an Employer of Choice

The People Capability Strategy to 2010 identified recruitment and retention of experienced staff as a key focus for Te Puni Kōkiri. (See under Organisational Capability for information on achievements.)

Provide Networked State Services Examples of joint and networked activities are described in a number of places throughout this report.

Demonstrate Value for Money

As part of the line by line review in Budget 2009 Te Puni Kōkiri identified areas for one-off savings in 2008/09. It also undertook to do a more in-depth review of areas for savings that are now reflected as performance improvement actions in 2009/10.

Deliver Coordinated State Agencies

As is demonstrated throughout this report Te Puni Kōkiri coordinated activities with a wide range of state agencies during the year, especially in the areas of resource management, social development, and justice, where progress is being made in areas of concern.

Provide Accessible State Services

Te Puni Kōkiri maintains a key role, particularly in the regions, in linking Māori communities and organisations with other agencies and services. Instrumental to our ability to carry out this role effectively are:

  • Networks with Māori and other partners;
  • The proportion of staff who have an understanding of Māori aspirations and can build positive relationships with Māori individuals and groups; and
  • The public’s perception that Te Puni Kōkiri provides a single point of contact for people interested in issues, opportunities and/or information related to Māori.

Engender Trust in State Services

The following factors enable Te Puni Kōkiri to instil, in people outside the Ministry, confidence in our people, systems and processes:

  • Managing confl icts of interest policy;
  • Internal audit function.

Additionally, a partnership for quality agreement with the Public Service Association allows for an active relationship based on recognition of a common interest to develop a modern, innovative public service that is highly successful for citizens and for the people who work in the public service. Ensuring success relies on the genuine engagement of Government, public service employers and the Public Service Association.

Report on Equal Employment Opportunities

The Te Puni Kōkiri People Strategy recognises that it is people who embody our organisation’s potential. The strategy provides a six year road map that identifies targets that will ensure Te Puni Kōkiri has the people with the capabilities it requires. Te Puni Kōkiri recognises that to achieve our vision of a fully inclusive society we must ensure there is no barrier to individuals achieving their full potential.

In the 2007/08 year, Te Puni Kōkiri completed a pay and employment equity review (PaEE). The subsequent management implementation plan provides a timeline over the next three years for actions to be taken. This will form the core of the equal employment opportunities programme over that time.

Actions already completed in 2008/09 include staff workshops on creating positive work places and increasing transparency in remuneration processes and remuneration decisions. As a result of our focus on gender equity we have increased our gender pay ratio from 84.7% at the time of our PaEE to 88%.

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