Managing in a Changeable Operating Environment

Success of our business is premised on understanding the expectations of, and having strong relationships with, both Government and Māori. In this we are the only agency of state that has this unique ability. We focus on strategic and purposeful relationships with Māori communities, to achieve mutual goals. The relationships that we will engage in will be responsive to local needs and opportunities while also aligning with government priorities. In this way we will add value to our relationships with all stakeholders.

Of utmost importance is a need to ensure that we remain abreast of changing relationship expectations between the Crown and Māori, and are positioned to communicate those expectations to the respective parties. Over recent years these expectations have changed significantly, as Māori move from pre to post settlement phases. Currently, there is an emerging emphasis on the devolution of government funded services to Māori delivery mechanisms. On a day-to-day basis, our regional office network provides local level intelligence on emerging issues and expectations among Māori communities, and Ministers are regularly apprised of this information.

Operating excellence

We continually strive for excellence, through internal controls, policies, processes and systems that provide our stakeholders with confidence of an efficiently and effectively organised agency. Additionally, our relationship with our stakeholders is very important to Te Puni Kōkiri, best reflected in the breadth of our investments and work at the local level which has been recognised and acknowledged as being of public good.

Consequently, in March this year, we conducted a survey of some of our key stakeholders to better understand the levels of satisfaction or dissatisfaction with the quality of our services. We also sought suggestions about how we could improve the assistance and service that we provide. The feedback will help us to determine where improvements are necessary to raise satisfaction levels and enhance our delivery over time. It is our intention to report the results of the survey in the Te Puni Kōkiri Annual Report to 30 June 2010.

In addition, Te Puni Kōkiri intends to keep aware of the changeable operating environment throughout the period of this Statement of Intent, by:

• Periodically reviewing the effectiveness of its risk management activities and dealing with new strategic risks as they arise;
• Ensuring the Ministry is responsive to key stakeholders such as state sector agencies, whānau, hapū, iwi, and Māori organisations and communities; and
• Phasing the business planning processes policy development, strategic and business throughout the year so that changes to planning, and project management functions priorities can occur.

Risk Management

Te Puni Kōkiri’s risk management strategy is based on the following objectives:

• To embed risk management practices as integral management functions into policy development, strategic and business planning, and project management functions to ensure that key risks are identified and managed throughout Te Puni Kōkiri on an ongoing basis; and
• To ensure key internal governing bodies are being informed on a regular basis on the effectiveness and responsiveness of the risk management activities.

The risk management activities relevant to this Statement of Intent are:

Strategic Objective	Risk Management Activities
Maintaining an overview of government policy initiatives pertaining to Māori and ensure they are responsive to their needs	Leading government’s Māori development policy programme Ensuring facilitation and brokerage support services have sufficient capacity and flexibility
Interventions and investments to be responsive to Te Puni Kōkiri outcomes framework	Investment strategy reflects relative priorities of Government Implementing a professional evaluation structure
Government priorities and core business areas are delivered in an effective, efficient, and sustainable manner	Performance measures demonstrate Te Puni Kōkiri contribution Management actions demonstrate optimum use of resources
Stakeholder relationships to be driven off outcomes, and messages and behaviours are inconsistent	Ongoing information gathering at a national and regional level Continual development and upskilling of staff

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