Annual Report for the Year Ended 30 June 2010

Organisational 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 has been prepared to take us to 2010 and continues to prioritise attracting, developing and retaining a sustainable supply of highly skilled people. Staff turnover fell from a high of 26% in 2005 to 11.5% by the end of the 20052010 People Capability Strategy. The Strategy through to 2015 will be to maintain a turnover below the target of 15 percent, as we have done for the past three years.

Activities in 2009/10 included:

  • Continued refinement of our electronic induction process (einduction) and changes to our recruitment advertising processes, with a greater emphasis on webbased recruitment and a further reduction in our spend on recruitment advertising; and
  • A repeat running of a staff engagement survey, with significantly improved results compared with 2008.

From 2008 to 2010 Te Puni Kōkiri moved the engagement score (as measured in the “Best Places to Work in New Zealand” survey) from 22.8% of staff actively engaged (Public Sector median is 22.7%) to 29.1%, nearly a 30% improvement. More indicative of the work environment was the change from having 16.9% of staff actively disengaged in 2008 (Public Sector median is 10.6%) to having only 5.7% of staff actively disengaged.

Leadership Development

Te Puni Kōkiri is committed to developing our leadership, both for today and for the future. Our ongoing commitment to state sectorfocused leadership development allows us also to strengthen networking and crossagency 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 2009/10 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)..

A staff member was included as one of two New Zealand public servants to participate in the Leadership Across Borders Programme with 40 senior executives from the United Kingdom, Canada and Australia. The three modules which have been spread across the participating countries have focused on addressing complex issues across the four “Westminster countries”.

Additionally, Te Puni Kōkiri has been able to provide secondment and acting opportunities to actively support leadership and personal development.

valuation Strategy

A revised Te Puni Kōkiri evaluation strategy and associated three year work programme was approved in May 2010. At the same time an evaluation resource centre was established on our intranet site that includes:s:s:

  • The evaluation process;
  • Te Puni Kōkiri evaluation strategy;
  • Evaluation work programme;
  • Governance structure for evaluation; and
  • Reports/references/best practise guidelines.

The work programme provides strategic direction for evaluative activity during 201013 and is aligned with Government and organisational priorities. It will be monitored by an Evaluation Advisory Group to ensure that operational decisionmaking needs are being met.

Perfomance Improvement Actions

Te Puni Kōkiri worked on five Performance Improvement Actions (PIA's) during 2009/10 for which two focussed on reviewing existing programmes/appropriations as follows:s:

  • The review of tourism funding was incorporated into the 2010 Tourism budget initiative; and
  • A review of Rangatiratanga Grants was completed with results indicating that its contribution to Government priorities was relevant and costeffective.

The remaining three PIA's were designed to improve management and reporting systems where:

  • The first PIA has seen significant progress towards the establishment of formalised performance measurement evidenced through positive feedback from Audit NZ, OAG and independent members of the ARMC. This will allow us to monitor and measure our effectiveness against performance frameworks;
  • The second PIA is ongoing and is to refine an Investment Strategy to ensure our future investments are aligned to the specific outcomes/priorities of the Government; and
  • The third PIA is an ongoing review of the cost allocation system to assess the appropriateness and accuracy of the existing system to determine the direct costs associated with administering the Māori Potential Fund.

In April 2010, Te Puni Kōkiri became the fourth government agency to participate in the Performance Improvement Framework (PIF) formal assessment programme to ascertain our performance in the areas of; leadership; direction and delivery; external relationships; people development; and financial and resource management. Overall, the review findings were very positive and the priority areas of strategic direction; work prioritisation; people development; and measuring/achieving effectiveness and efficiency where the review team considered improvement was necessary, will be set out in an action plan to be completed in 2010/11.

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 five 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.l.

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 continues to form the core of the equal employment opportunities programme over that time.

Actions already completed 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 our pay difference has improved since the time of the review.


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