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Appendix Two

Appendix Two

Goal One: detailed contribution (effectiveness) measures


Medium-term impacts


Target / Desired overall trend

Key actual performance data

Output: Heritage services

Initiative one:Research and publish information and works about New Zealand history, including Māori history, in print form and on

Increased visibility, access and usability


Growth in end users, target audiences reached; range of content being accessed; time users spend on the site; growth in Māori contributions; user feedback on the quality of the experience and content




· Visitors up 41%

· Page views up 44%

Initiative two:Publish encyclopedia and reference works on New Zealand’s people, land, culture, society and communities, including Māori (


·Visitors up 25%

· Page views up 44%

Initiative three:

· Protect and promote symbols of nationhood, movable cultural heritage, historic graves and memorials in communities

· Ensure New Zealanders have access to memorials and places of national significance

National symbols, cultural objects and intellectual heritageare protected and retained; increased awareness and use of heritage memorial sites

Growth in memorial visitors; visitor perceptions of the state of the National War Memorial



· National War Memorial visitors up 12%

Initiative four:Develop the New Zealand cultural portal,


Increased access to promotional resources and cultural event information


Growth in end users and audiences;uptake of NZlive information feeds; growth in cultural entities using NZLive; user feedback on the quality of the NZLive experience



· Visitors up 178%

· Page views up 114%


Output: Policy advice and monitoring of funded agencies

Initiative five:Encourage cultural tourism – Rugby World Cup


Use of and revenue from cultural activities during the Rugby World Cup


Event occurs in 2011

Initiative six:Implement best practice in the management of cultural heritage in the government sector

Improved efficiency and effectiveness in the management of cultural heritage

Uptake of best-practice standards; performance against standards


2009 will be the baseline year

Initiative seven:Manage the transition to digital television (digital switchover)

Initiative eight: Develop and implement a Broadcasting Programme of Action

Initiative nine:Optimise the delivery of high quality public broadcasting content through contestable funding and improved transparency

Initiative ten:Give TVNZ the flexibility to operate as a commercially successful broadcaster delivering a range of good quality content to New Zealand audiences



Consumers experiencing the benefits of digital television; Free to air broadcasters operating successfully in a digital environment; a commercially successful  improved quality of content and consumer choice from public broadcasters, including TVNZ; improved monitoring of RNZ Charter performance

Early and successful digital switchover; contestable funding delivering content with greater reach and impact; Public broadcasters maintain audiences and their content is appreciated; TVNZ operates successfully as a digital media company delivering content valued by New Zealanders




Output: International cultural diplomacy

Initiative eleven:Cultural Diplomacy International Programme

Growing awareness of New Zealand and its culture in key regions offshore

Range of media covering projects


Audience perceptions of New Zealand

Increasing media coverage for projects



· Increased range of media coverage


Legend: Decreasing trendq Increasing trend   p



Goal Two: detailed contribution (effectiveness) measures


Medium-term impacts


Desired trend/ standard

2008 trend

Output: Policy advice and monitoring of funded agencies

Service one: Advise government on the use of funding; provide advice on board appointments and performance

· Improved governance and operational capability

· Growing involvement of Māori in funded organisations


· Ministerial confidence in funded-agency performance

· Board evaluations of Ministry support

· Positive Board member exit interview feedback

Rated good or better on average



· Rated good on average  


2009 will be the baseline year

Service two: Monitor the government’s investment in arts, heritage, broadcasting and sports

· Well-performing funded organisations

· Sustainable funded organisations

· Performance against benchmarks

· Impact of risks on performance

Benchmark or better


2009 will be thebaseline year

Service three: Assess value for money reviews

· Increased emphasis on fiscal and economic outcomes


· Participation rates in funded organisations’ programmes





2009 will be the baseline year

Initiative one: Review legislation of cultural agencies

Organisations operating effectively under reviewed arrangements

Evidence of benefits from the new arrangements




Initiative two: Establish the Philanthropy Task Force





Improved private sector awareness of benefits and opportunities for greater involvement in the cultural sector

Change in private funding to cultural organisations


2009 will be the Baseline year

Legend:  Increasing trend:   p Sustained trend: u


Organisation Health and Efficiency Measures


Organisation health




The Ministry is considered a desirable place to work (a responsive, productive and focused work culture)

Employee engagement rates

2008 – 3.7 out of 5

2009 – 4.03 out of 5 (79th NZ Public Sector percentile)


Average length of service

2007 – 4.1 years

2008 – 3.8 years

Organisation efficiency


How used


Staff cost per output

Monitor the costs of producing outputs in relation to quality and resources required

2007 – $70,386

2008 – $80,456

Ratio of staff full-time equivalent (FTE) engaged in output production to corporate support

2007 – 3.7: 1

2008 – 3.2: 1

Personnel expenses per FTE

2007 – $78,442

2008 – $73,890

Updated on 23rd July 2015