Operating Intentions

This section sets out the work we will deliver over the next three years, including our intended outcomes and impacts; and the measures we will use to assess our progress. Our operating intentions are broadly consistent with those indicated in the 2010 - 2013 Statement of Intent.

We will report on the work we have completed, and progress with all other continuing work, in our Annual Reports.

We give more detailed information on our work programme and the results we are aiming for in the Information Supporting the Estimates of Appropriations for our Vote.

KEY OUTCOME 1: Te Tiriti o Waitangi: Māori position as the Treaty partner is secured and enhanced

Context

The Treaty of Waitangi is the founding document of New Zealand. It created a nation based on the acceptance of the partnership promise that is inherent within the Treaty. Māori view the Treaty as under-pinning their development, laying the blueprint for economic independence, and a relationship with the Crown based on mutual respect, recognition of the contributions each partner makes to that relationship and working with each other in good faith. For the Crown, the essential bargain created by the Treaty requires the active protection of all things of importance to Māori, but most importantly, the protection and the exercise of rangatiratanga that Māori describe as development according to their own aspirations, preferences and norms. The Treaty is also the starting point for the process of reconciliation between iwi, hapü and the Crown.

Ministerial Priorities

• Crown-Māori Relationships.
• Whole of Government Effectiveness for Māori.

What we are seeking

The position of iwi and hapü as the Treaty partner is secured and enhanced.

Achievement of this outcome reflects a state in which the quality of the Treaty partnership is evident through:

• the completion of the process of reconciliation between the Crown and iwi and hapü;
• the on-going consideration and acknowledgement of the Treaty of Waitangi in Government decision making processes;
• the involvement and participation of Māori in the systems of Government; and,
• an equitable quality of citizenship experienced by Māori according to their own aspirations, preferences and norms.

An environment in which the Treaty partnership is recognised, respected, and acted on is a necessary pre-requisite to enabling New Zealand as a whole to move forward together with a shared purpose and a clear commitment to an optimistic future.

This outcome presents a wide scope of possible intervention points. In the short to medium term, we have refined our focus on supporting Government’s goal of settling all historical Treaty grievances by 2014; and on enhancing Māori involvement and participation in government processes. We consider that these are priority points of intervention as they are necessary platforms for rebalancing the Treaty relationship, and moving towards giving effect to the partnership promise that is inherent within the Treaty.

What we are doing to contribute towards achieving this

Key areas of impact demonstrated through our activities include:

• the progress of groups through settlement processes; and
• increased Māori involvement and participation in government processes.

Our output priorities that demonstrably contribute towards these results include:

Progress of groups through Treaty settlement processes, including providing advice, facilitation and brokerage on:

• the development of Treaty settlement policies;
• mandate and representation, and settlement ratification;
• the disposal of surplus Crown land under the protection mechanism;
• resolving inter and intra iwi, and Crown-
• Māori, disputes that arise prior to and during the negotiations process; and
• the establishment of, and investment in strengthening the capacity and capability of post settlement governance entities.

On a related Treaty settlements note, although not directly a component of progressing groups through Treaty settlement processes, as part of the Minister of Māori Affairs’ statutory responsibilities, we prepare for tabling in the House of Representatives an annual report on the progress made by the Crown in implementing recommendations of the Waitangi Tribunal; and we have a lead role in co-ordinating the Government’s response to the Waitangi Tribunal report on the WAI 262, the indigenous flora and fauna and intellectual property claim.

Māori involvement in government processes

• providing advice on constitutional issues, including Māori representation;
• co-ordinating appointment processes for which the Minister of Māori Affairs is responsible, including the key appointments to the Māori Land Court Judges, Waitangi Tribunal members, Māori Trustee, and Board members of Te Māngai Pāho, Te Taura Whiri i te Reo Māori and the Māori Television Service;
• providing advice on nominations to Government appointed organisations and bodies;
• engaging with, and supporting other agencies to engage with, Māori; and
• Supporting direct dialogue between key iwi and Māori representatives, and their technical advisors, and the Government.

Other key areas of our work programme that contribute to this outcome include:

• Marine and Coastal Area (Takutai Moana) Act: on-going provision of advice and facilitation to support negotiations undertaken as a result of the Act;
• Involvement in Government reporting to the UN and its related bodies on international obligations, and in international fora on issues associated with indigenous peoples, and the related rights and interests of Māori people, particularly issues associated with the domestic implementation of the UN Declaration on the Rights of Indigenous Peoples;
• Advice on issues associated with the Māori property rights and interests with respect to natural resources;
• Continued support during the transition period of the Māori Trustee as a standalone organisation, to ensure the provision of enhanced trustee and development services to Māori land owners by the Māori Trustee3; and
• Advising on the Crown’s purchase interest in the Māori Trustee.

More detailed information about our work programme, and performance in these areas, is provided in the Information Supporting the Estimates for Vote Māori Affairs, and in the Ministry’s Output Plan.

How we will demonstrate progress towards achieving this

In terms of Treaty settlements, our advice on mandate and representation enables Ministers to make decisions about whether settlement negotiations can be entered into with a particular entity; and our advice on settlement and governance ratification enables Ministers to make decisions about whether a Deed of Settlement should be finalised. We also provide facilitation and mediation services to resolve inter and intra iwi, and Crown-iwi disputes, which enable stalled negotiations to proceed. Although the overall negotiations work programme is set by the Office of Treaty Settlements, maintaining the work programme momentum, and thus meeting the overall 2014 goal, is contingent on the quality and timeliness of our work at these key junctures.

In terms of increasing Māori involvement in government processes, the Treaty relationship is premised on three key principles

– partnership, protection and participation. Participation includes involvement in government processes, and is fundamental to giving effect to the Treaty’s partnership promise. We are able to have a direct influence on this type of involvement, including through directly managing the Minister of Māori Affairs’ appointment responsibilities, enhancing Māori participation in governance of government appointed boards and organisations (measured through the success rate of our nominations and appointment advice), and involvement in government decision making (measured through our direct engagement with Māori on policy matters we lead).

The diagram on page 23 summarises our overall performance framework for this outcome area. Importantly, it demonstrates the linkages between our activities in this area and the impacts those activities can have on enhancing and securing the position of Māori as the Treaty partner.

3 Māori Trustee services are reflected in this outcome area, as Crown funding is provided for the express purpose of the Māori Trustee delivering a range of Treaty obligations on behalf of the Crown.

Outcome 1: Te Tiriti o Waitangi - Māori position as the Treaty partner is secured and enhanced

Government policy drivers Complete the settlement of historical Treaty of Waitangi claims by 2014; Constitutional Review and Reform.
Outcome measure	State	Initial	Current		Trend
Number of groups with completed settlements (%)	Target is the completion of all historical Treaty settlement claims by 2014	17%(1997-2008)	32% (2010)
Target is the completion of all historical Treaty settlement claims by 2014			62.4% (2008)
Māori asset base as a proportion of total NZ assets (%)			16.4% (2008)
			8.0% (2007)
Impact	Impact Measure		Initial	Current	Trend
Enhanced business services for Māori (increased uptake of services by Māori SMEs)	# of clients accessing business services through MBFS (Target: 200 new clients per annum)			299 (2009/10)
Māori positioned for strategic economic opportunities	International trade strategies incorporate Māori business views			Māori business engagement on a NZ/ China Strategy in progress
Raised awareness, opportunities and growth within the science, innovation and tourism sector for Māori business.	Māori business uptake within sectors			Development of a Māori Tourism Strategy in progress
Improved skills and educational qualifications	Increased Māori participation and % gaining qualifications from industry training through TPK managed investments (Target: 85% Māori participants gain qualifications)			257 Māori trainees & 80 cadetships in place (March 2011)
Output/Activity

Relationships & Information. Develop implementation plan for MLS. Reports on health of the Māori language Advice on implementation of Māori Broadcasting and e-Media Preparation of a Marae Development programme.	Policy - Economic and Enterprise Māori Business Faciltations Service	Operations Management Management of MPF investments and other programmes Land Management	Key non-departmental output expenses Māori Potential Fund investments Māori Productivity and Export Growth Māori Tourism
Performance Measures Further information on output performance measures are provided in the Information Supporting the Estimates 2011/12

KEY OUTCOME 2:  Whānau and Māori achieve enhanced levels of economic and social prosperity

Context

The social, economic and cultural gains experienced by wider New Zealand over the last two decades have not been experienced by many Māori families. What has worked for many New Zealand families over this period does not appear to be working for whānau who are vulnerable. Income support and other forms of social protection, without corresponding investment in the building of resilience amongst families and whānau, has in part compounded the cycle of social deprivation by increasing the dependency of some individuals and families on social assistance from the state.

For too many whānau, the ability to focus on planning and achieving positive outcomes has been lost and needs to be reconstituted. Whānau Ora is built on the premise that while the status of individuals is important, the way in which the group operates as a whole to achieve health and wellbeing for its members is critical. The aim of Whānau Ora is to uplift whānau and to enable whānau to assume responsibility for their own affairs, for self-management and self-determination. It is intended to reduce over time their reliance on government funded services.

The Whānau Ora approach is lead by the Whānau Ora Governance Group, which reports to and is appointed by the Minister Responsible for Whānau Ora. The Governance Group has agreed to an outcomes framework against which progress is reported. Key to the outcomes to be achieved is change at the whānau level, provider level and agency level.

Whānau Ora is one of a number of crosscutting initiatives being undertaken in the social sector to improve the delivery of services to citizens. The Social Sector Forum is co-ordinating many of the delivery changes in the social sector. Te Puni Kōkiri is represented at the level of Deputy Secretary in the Social Sector Forum work.

Ministerial Priorities

• Whānau Ora.
• Whole of Government Effectiveness for Māori.

What we are seeking

Whānau and Māori achieve enhanced levels of economic and social prosperity.

Achievement of this outcome would be characterised by a state where whānau interact in a manner that provides for the best overall wellbeing of the whānau according to its own preferences and norms. We will be working in conjunction with the Ministry of Health and the Ministry of Social Development, on the implementation of Whānau Ora and on clear monitoring and evaluation targets against outcomes. On the ground our focus is on achieving practical change in the way that service providers work with whānau to meet their outcomes.

We continue to actively seek improvement in the level of social and economic prosperity of Māori. Consistent with our establishment legislation, the particular focus areas for this outcome are health, employment, education and whānau level indicators of economic wellbeing. We are also actively working to address the drivers of crime by working across agencies to improve the effectiveness of the interface between the justice and social sectors. We have located education indicators with the next outcome area, which incorporates education as a pathway to skills acquisition and economic success. That said, indicators of educational success are equally relevant to Whānau Ora. Accordingly, we have ascribed outcome indicators to reflect:

• Improvement in Māori life expectancy;
• Increased levels of Māori employment;
• Increased levels of Māori home ownership;
• Increased levels of Māori household income; and
• Reducing levels of Māori criminal offending.

At this stage, we consider these indicators to be important and relevant, but not a comprehensive reflection of a state of success for this outcome. Particular challenges arise, as government as a whole has not established outcome targets against all of these indicators, and because data collection is typically undertaken at the level of individual achievement. The Social Sector Forum comprising the Ministry of Social Development, Ministry of Health, Ministry of Education and the Ministry of Justice is developing a social sector outcomes framework. As part of the measurement of Whānau Ora we have established whānau oriented measures of wellbeing and prosperity, to better reflect the intent of this outcome.

What we are doing to contribute towards achieving this

Key areas of impact demonstrated through our activities include:

• Ensuring that consideration of the impact on Māori and whānau wellbeing informs key decisions made by Government in the focus areas of this outcome;
• Whānau informing and shaping service development, and accessing services appropriate to their needs; and,
• Increased whānau connectedness, resilience and self-reliance.

Te Puni Kōkiri is working with 25 provider collectives to support them to implement service delivery changes to work more effectively on achieving whānau outcomes. Te Puni Kōkiri and Whānau Ora Regional Leadership Groups are supporting whānau, planning and the implementation of activities to support whānau leadership, resilience, connectedness and self reliance.

Whānau Ora places families in the centre and in control of achieving their own outcomes. While whānau will be self managing, there will also be expectations that government services will deliver better results for all New Zealand families. Whānau Ora implementation includes Te Puni Kōkiri working across social sector agencies to ensure better contracting practices and supporting providers to further focus on improving whānau outcomes.

Over the next year, Te Puni Kōkiri will be working with the relevant agencies to identify and develop a further 8 provider collectives to support whānau centred services. These provider collectives’ along with the current wave of 25 will be supported to transform their systems and processes to enable the delivery of services to be more responsive to the needs and aspirations of whānau.

This will include grouping together social sector contracts and supporting community providers to work with whānau to improve their lives. The approach is part of a learning process, of providing service delivery that empower whānau as a whole, rather than focusing separately on individual whānau members and their outcomes.

Key areas of work include:

Advice across government on enhancing the wellbeing of whānau and Māori

• Influencing the policy settings across the health, social services, employment, housing and justice sectors;
• Leading advice across government on the opportunities and benefits of whānau as a unit of intervention for policy development and programme delivery; and
• Developing an evidence base to support, and leading advice across government, on the efficacy of Māori designed, developed and delivered programmes to deliver sustainable outcomes to Māori people and their families.

Programme management, including:

• Delivering Whānau Social Assistance programmes;
• Delivering the Māori Wardens programme; and
• Evaluating a selection of Māori Potential Fund initiatives and programmes that support enhancing whānau wellbeing, in accordance with the agreed Evaluation Strategy and priorities.

How we will demonstrate progress towards achieving this

The main impacts we have is on:

• Ensuring that consideration of the impact on Māori and whānau wellbeing informs key decisions made by Government in the focus areas of this outcome;
• Whānau informing and shaping service development, and accessing services appropriate to their needs; and,
• Building whānau connectedness, resilience and self-reliance.

Our work in this outcome area is premised on the view that bringing about positive change on the key outcome indicators is at least partly dependent on the decisions, and consequent actions, of three key actors: government, in terms of the policy decisions it takes; service providers, in terms of the effectiveness of service delivery; and whānau, in terms of the decisions they take that affect the quality of their lives. We therefore seek to influence each of these key actors, in ways that positively shape their understanding of the potential impacts of their decisions, builds their capacity to take positive decisions; and builds a social policy and service delivery sector that is more whānau centred and acts in ways that recognise whānau preferences and norms.

The diagram on page 27 summarises our overall performance framework for this outcome area. Importantly, it demonstrates the linkages between our activities in this area and the impacts those activities can have on enhancing the economic and social prosperity of Māori and whānau.

Outcome 2: Whānau Ora: Whānau and Māori achieve enhanced levels of economic and social prosperity.

Government policy drivers Establishment and implementation of a Whānau Ora approach that reflects the aspirations of whānau to be self-managing and take responsibility for their own economic, cultural and social development. Public Sector Performance
Outcome measure		State
		Initial	Current	Trend
Māori life expectancy at birth (years) (source: He Korowai Oranga MoH; no quantitative target set. Ref Annual Health Targets for contributing areas, MoH		69.0yrs (male) 73.2yrs (female) (2000-02)	70.4yrs (male) 75.1yrs (female) (2005-07)
Māori employment rate (%)		57.5% (2001)	57.5% (2010)
Māori individual housing tenure (%)		31.7% (2001)	30.1% (2006)
Māori in households in bottom income quartile (%)		24.3% (2002)	25.1%(2010
Impact	Impact measure	State
		Initial	Current	Trend
Increased level of engagement / improved accessibility to Māori and whānau	% of Whānau Ora provider collectives with increased quantity and /or quality and/or availability of whānau-centred services to specified target populations. (Target:95%)	% of Whānau Ora provider collectives are developing Programmes of Action to deliver whanau-centred services to whānau.
	Kaitoko whānau workers	50
	Oranga whānau workers	21
Increased whānau engagement in planning and development towards goals of whānau resilience and self-reliance	% of whānau engaged  with whānau navigators have completed a plan (Target:85%)	To be determined
Better trained and equipped Māori Wardens (capability and capacity)	Numbers recruited, trained and optimal state. (Target:250-300 wardens attend training courses: 85% success rate)	259 wardens recruited 60% uniformed and equipped	An evaluation of the Māori wardens programme is to begin April 2011.
Output / Activity
Policy - Social and Cultural, Economic and Enterprise - Advice on enhancing the wellbeing of whānau and Māori	Relationships and Information - Broker and facilitate relationships and opportunities for Māori	Whānau Ora Administration - Develop and implement process to support Whānau Ora governance and service delivery	Integrated Whānau Social Assistance - Manage Whānau Social Assistance programmes - Manage Māori Wardens Programme	Key non-departmental output expenses -Whānau Ora based Service Development - Māori Potential Fund investments - iwi Housing support -Rangatiratanga grants - Māori Wardens
Performance Measures Further information on output performance measures are provided in the Information Supporting the Estimates 2011/12

KEY OUTCOME 3:  Te Ao Hurihuri: Māori prepared for future opportunities

Context

The majority of Māori contribution to the economy still comes from wages and consumption rather than ownership, entrepreneurship and management. Critically, there appears to be significant scope for Māori asset holders to add economic value and return on investment from their assets, including through the better utilisation of skills and workforce development, innovation, management and governance, and other key drivers for economic growth. Therefore, in line with the government’s agenda, future economic growth should focus on increasing contribution to the economy at all levels, including exports, in order to ensure growth in the Māori asset base and employment, leading to rising levels of Māori and whānau wellbeing.

Ministerial Priorities

• Māori Economic Opportunities.
• Whole of Government Effectiveness for Māori.

What we are seeking

The basis for the Government’s Economic Growth Agenda is to deliver greater prosperity, security, and opportunities to all New Zealanders by fostering economic development. The Government also wants to increase exports to 40 percent of our GDP. The export target requires New Zealand to nearly treble the value of exports over 15 years. New Zealand cannot rely on business as usual to reach these goals.

This is a significant challenge not only for New Zealand, but also for Māori. Key outcome indicators for this outcome focus particularly on increasing Māori productivity, through the Māori asset base, supporting Māori businesses and educational attainment and skills acquisition. They are:

• Contribution to the growth of the Māori asset base;
• Increased value of the Māori asset base as a proportion of nominal GDP; and
• Increased levels of Māori educational achievement at secondary and post compulsory levels.

What we will do to contribute to achieving this

Achievement of this outcome is largely dependent on decisions taken by individual Māori leaders and their whānau, asset owners, Māori businesses and prevailing economic conditions. Accordingly, we have clarified our role in this outcome area to ensure the best path of intervention for government.

Our contribution to this outcome is thus focused on Māori achieving higher levels of participation and success in the priority areas of education, training, skills acquisition and enterprise and science and innovation as these are key platforms from which to drive future economic success. Importantly, the relatively youthful construct of the Māori population means that it will make up an increasing larger proportion of the New Zealand workforce and economic engine, and thus it is critical to ensure that Māori have high standards of educational attainment and appropriate skills to drive the future economy.

Alongside this, we continue to explore opportunities to generate greater productivity and diversification of Māori owned assets, and to support a policy and regulatory environment within which Māori business can flourish, while balancing the protective factors of ensuring the retention of Māori assets in Māori ownership.

Key areas of impact demonstrated through our activities include:

• Ensuring that consideration of the impact on Māori education and skills pathways informs key decisions made by government;
• Enhancing Māori business services;
• Enhancing opportunities for Māori to utilise their assets; and
• Direct investment in Māori economic development initiatives.

New developments this year are consistent with the overarching goal of lifting economic performance by increasing productivity, and include strengthening and promoting Māori tourism, supporting the growth of Māori export opportunities, supporting Māori science and innovation and growing Māori contribution to the economy. In the latter area, there is a strong focus on improving skills and governance capabilities in the productive sectors aligned with Māori asset holdings. We will also ensure that key projects generated from the Ministerial Māori Economic Taskforce are factored into key initiatives for the future.

Other key areas of our work include:

The quality of life and experiences of Māori

Influencing policy settings and decisions on matters related to education, training and skills pathways;

• Providing discrete reports on the quality of life and experiences of Māori; and
• Supporting the improved participation of rangatahi in training and learning opportunities.

Participation and success in business and the economy

• Administration and delivery of the Māori Business Facilitation Service;
• Supporting Māori involvement in event based economic opportunities, including the Rugby World Cup 2011;
• Follow up on opportunities flowing from the Shanghai Expo 2010, working collaboratively with NZTE and MFAT; and
• Providing discrete reports on Māori participation and success in the economy.

Enhancing Opportunities for Māori to Utilise their Assets

• Advising on options for reducing barriers to the effective utilisation of Māori assets;
• Progressing work to support Māori science and innovation, including better alignment between science and innovation and the Māori economy;
• Progressing work on a new basis for the rating and valuation of Māori land; and
• Growing and developing Māori leadership and governance.

How we will demonstrate progress towards achieving this

The main impacts we have is on enhancing opportunities for Māori economic development and skills acquisition.

Our work in this outcome area recognises that the pathway to growing Māori economic performance is largely dependent on increased productivity. Productivity has many dimensions and we recognise that we will need to focus our efforts. Therefore the focus will be on improved education and skills profile; creating an environment in which Māori business can flourish; and providing opportunities through which skilled asset managers are able to make positive decisions about asset utilisation. It also has a focus on opportunities relevant to the existing profile of the Māori asset base, and emerging economic opportunities, such as the tourism sector and through science and innovation.

The diagram on page 31 summarises our overall performance framework for this outcome area. Importantly, it demonstrates the linkages between our activities in this area and the impacts those activities can have on positioning Māori for future opportunities.

Outcome 3: Te Ao Hurihuri - Māori prepared for future opportunities

Government policy drivers - Achieve a step-change in economic performance, through higher, more sustainable, economic growth
Outcome Measure	State
	Initial	Current
Māori school leavers with NCEA Level 2 or above (%) Target: 55% by 2012/13.	28.8% (2003)	53.1% (2009)
Māori with post-school qualifications (%) No specific target set for overall post school qualifications. [refer range of contributing targets – Ka Hikitia, MoE]	21.2% (2001)	27.9% (2006)
Māori asset base as a proportion of total NZ assets (%)	1.2% (2001)	2.3% (2010)
Impact	Impact Measure	Initial	Current
Improved productivity and sustainability of Māori entrepreneurs and small businesses	Productivity gains for new and existing Māori businesses (Target: 30% or more of MBFS clients grow their businesses)
Enhanced business services for Māori (increased uptake of services by Māori SMEs)	# of clients accessing business services through MBFS (Target: 200 new clients per annum)		299 (2009/10)
Māori positioned for strategic economic opportunities	International trade strategies incorporate Māori business views		Māori business engagement on a NZ/ China Strategy in progress
Raised awareness, opportunities and growth within the science, innovation and tourism sector for Māori business.	Māori business uptake within sectors		Development of a Māori Tourism Strategy in progress
Improved skills and educational qualifications	Increased Māori participation and % gaining qualifications from industry training through TPK managed investments (Target: 85% Māori participants gain qualifications)		257 Māori trainees & 80 cadetships in place (March 2011)

OUTPUT/ACTIVITY

Relationships and Information -Broker and facilitate and relationships and opportunities for Māori - Support opportunities to strengthen cultural practice	Policy - Economic and Enterprise -Māori Business Facilitation service	Operations Management - Management of MPF investments and other programmes - Land management	Key non-departmental output expenses - Māori Potential Fund investments - Māori productivity and export growth - Māori Tourism
Performance Measures: Further information on output performance measures are provided in the Information Supoorting the Estimates 2011/12

KEY OUTCOME 4: Te Ao Māori: Māori succeeding as Māori, more secure, confident and expert in their own culture

Context

The Māori culture is the unique and distinguishing feature of Māori people vis-àvis non-Māori, and is the foundation for the key outcome of Māori succeeding as Māori, more secure, confident and expert in their own culture. In considering Māori culture, we have focused on two broad areas: the artefacts of culture (such as language and arts) and the values, norms, behaviours and infrastructure that shape the fabric of Māori society. It is well understood that those who have a strong sense of cultural attachment and identity are better positioned to uptake wider opportunities4; and that a strong and unique indigenous culture accrues significant benefits to the nation as a whole.

Ministerial Priorities

• Māori Culture and Indigenity.
• Whole of Government Effectiveness for Māori.

What we are seeking

The intent of this outcome is for Māori success, as New Zealanders and as global citizens, to be underpinned by their success as Māori, secure, confident and expert in their own culture. Key success indicators for this outcome focus on the cornerstones of culture: language, marae and kinship. They are:

• Increased levels of Māori language proficiency and use;
• Increased levels in the health of marae; and
• Increased knowledge of iwi affiliation.

What we will do to achieve this

The key impact we demonstrate through our activities is that Māori people and other New Zealanders are actively participating in Māori language and culture activities.

In 2010/11, an independent panel undertook a comprehensive review of the Māori Language Strategy and Sector. Going forward, this will provide an important basis for developing and implementing a new Māori Language Strategy. In addition, Te Puni Kōkiri will be leading the whole of government response to the WAI 262 report about Māori cultural and intellectual property. This will provide important opportunities for thinking about the roles of government in supporting Māori cultural development. The Rugby World Cup 2011 will be an important event for all New Zealanders, and there will be some ongoing legacy opportunities. We will work hard to ensure that the Māori language and culture are appropriately highlighted as part of the Rugby World Cup and related celebrations.

Other key areas of our work include:

Māori Language and Broadcasting

• preparing reports about research into the health of the Māori language, drawing from data sources5 including the Census and the Māori Social Survey being undertaken by Statistics New Zealand with significant support from Te Puni Kōkiri;
• completing the legislative reforms and related work arising from the review of the Māori Television Service Act 2003;
• providing on-going policy leadership of the Māori Broadcasting and E-Media Outcomes Framework; and
• advising on the Crown’s ownership interest in, and performance of, language and broadcasting agencies funded through Vote: Māori Affairs.

Māori Cultural Practice and Infrastructure

• preparing and implementing a marae development programme, based on data from our Marae Survey and related work;
• developing a policy frame for the role of government in supporting Māori performing and static arts;
• supporting community based opportunities to strengthen Māori cultural practice; and
• supporting Tuhono to link Māori people with their iwi.

How we will demonstrate progress towards achieving this

The main impact we have is increasing participation by Māori and other New Zealanders in Māori language and culture activities and programmes. This ultimately supports the strengthening of Māori language and culture per se, and cultural infrastructure.

The diagram on page 34 summarises our overall performance framework for this outcome area. Importantly, it demonstrates the linkages between our activities in this area and the impacts those activities can have on Māori succeeding as Māori.

Outcome 4: Te Ao Māori - Māori succeeding as Māori, more secure, confident and expert in their own culture

 

Government policy drivers - Māori Language Strategy - Public Sector Performance
Outcome Measure	State
	Initial		Current		Trend
Te Reo Māori speakers (%) (Target : 51% of Māori able to speak some Māori by 2028)	25.2% (2001)		23.7% (2006)
Māori who know their iwi (%)	75.2% (2001)		79.1% (2006)
Impact	Impact Measure		State		Trend
Improved Māori cultural infrastructure	#/% marae with development plans (Target : 75%)		490 marae development reports were prepared as part of the national marae survey in 2010/11
Increased exposure to Māori language resources	% satisfaction with Māori language initiatives (Target : 75% of participants in selected programmes and events are satisfied with the Māori language outcomes)		Te Puni Kökiri provides support for nine key initiatives including Māori Language Week, the annual Māori Language Awards ‘Huia Kaimanawa’ and Tainui Waka Iwi exhibition, in addition to a number of cultural initiatives undertaken by whānau, hapü and iwi.
Increased access to Māori language and culture	% uptake of Māori radio and TV programmes (by survey) (Target: 50%)		In 2010 survey 35% had listened to iwi radio in the last 12 months and 63% had watched Māori TV in the week prior to the survey
	Iwi members are supported to participate in iwi activities.		Te Puni Kökiri has provided support for a number of iwi and hapü based events (for example, Pa Wars, Hui Ahurei, sports tournaments)
Output/Activity
Policy – Social and Cultural Develop new Māori Language Strategy (MLS). Develop implementation plan for MLS. Reports on health of the Māori language Advice on implementation of Māori Broadcasting and e-Media Preparation of a Marae Development programme.		Operations Management Management of MPF investments and other programmes that contribute to intermediate outcome		Relationships and Information Broker and facilitate relationships and opportunities for Māori Support opportunities to strengthen cultural practice
Performance Measures Further information on output performance measures are provided in the Information Supporting the Estimates 2011/12

Kāwanatanga: Government is effective for Māori

Context

Providing services that are effective for Māori is a responsibility of the whole State sector. Te Puni Kōkiri has a key role, in that it was established with a statutory function to monitor and work with other State sector agencies to ensure the adequacy of the services provided to Māori.

In the current economic climate, the Government places a high priority on getting better results for the public services it funds. Māori are substantial consumers of those services and are important stakeholders in many aspects of government business. Improving the effectiveness of the State sector for Māori is an important part of the drive towards better, smarter public services.

Māori themselves have consistently argued for such improvements.

Ministerial Priority

Whole of Government Effectiveness for Māori.

What we are seeking

There is little tangible evidence about the effectiveness for Māori of the programmes and services delivered by State sector agencies. In order to drive improvement, it is important that we find better ways to judge the effectiveness of the State sector’s efforts for Māori. Greater transparency about the actual effectiveness of programmes and services is needed to better focus agencies and government on areas needing improvement. This will in turn lead to increased provision of the most effective mix of programmes and services.

Achieving real improvement also depends upon a robust evidence base for government decisions about programmes and services. Te Puni Kōkiri needs to ensure that its advice to the government, and to other agencies who advise the government, is underpinned by strong evidence. It also needs to ensure that Māori themselves and the community at large have better access to information, so that they are able to engage with government on the mix of programmes and services they receive.

Ultimately, providing better services can contribute towards improved outcomes for Māori and therefore greater independence from state support.

This would result in substantial social benefits and economic savings.

What we are doing to contribute towards achieving this

Te Puni Kōkiri will undertake a programme of work aimed at increasing the State sector’s effectiveness for Māori. Te Puni Kōkiri will:

• work with central agencies to enhance the State sector accountability system for a sharpened focus on effectiveness for Māori;
• focus the State sector on meeting the needs of Māori and on ongoing improvement to its service delivery, by monitoring the effectiveness of Whānau Ora and key mainstream programmes for Māori;
• champion a comprehensive programme of research and analysis to ensure policy development and programme design is underpinned by robust evidence; and
• provide Māori and the public at large with high quality information, so that they can increasingly engage with government towards improving the effectiveness of services delivered to them.

Note that, in addition to the activities listed immediately above, increasing the State sector’s effectiveness is a guiding principle for much of the work listed later in this chapter under Te Puni Kōkiri’s Key Outcomes.

How we will demonstrate progress towards achieving this

The key areas of impact which are able to be demonstrated through our activities include:

• an increased focus on the part of the State sector on meeting the needs of Māori in its policy design and service delivery;
• improvement in government practices for assessing the effectiveness of programmes and services for Māori; and
• an improved evidence base about what works for Māori.

The State sector is better focused on meeting the needs of Māori

Progress will be demonstrated when more key agencies demonstrate that they are considering improvement in the effectiveness of their agencies for Māori. This might be shown, for example, by an increased number of key agencies specifying performance targets for Māori in their accountability documents.

Where agencies receive a Te Puni Kōkiri monitoring report, it is important that they consider and respond to the recommended improvements.

Improved government practices in assessing the effectiveness for Māori

A key indication of progress would be an increase in the number of key agencies reporting explicitly and accurately on results for Māori, and supporting this with a robust performance story. The performance story is important in showing how the agency’s activities contributed to the reported results.

An improved evidence base about what works for Māori

Progress towards an improved evidence base would be indicated by:

• more focus on issues for Māori amongst a range of academic and research stakeholders;
• a greater body of knowledge on issues impacting Māori;
• stronger links developed between Te Puni Kōkiri and academic institutions;
• Māori and the wider community having greater access to a broad range of accurate information that would inform their consideration of local issues and their engagement with government; and
• ability to aggregate spend and impact across multiple agencies.

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