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Part 4: Organisational health and capability

Part 4: Organisational health and capability

Managing in a changeable operating environment

Our ability to identify and manage risks affects our ability to achieve our goals. We mitigate risks effectively through having strong governance structures for all our activities and through having an effective risk management policy, including business continuity plans.

The Ministry’s Leadership Team meets weekly to discuss progress on major projects. We regularly assess our organisational performance, financial position, and compliance with statutory and internal policy requirements, and refine our management strategies in response.

The Ministry delivers support services efficiently

The Ministry is required to meet efficiency savings targets across the Ministry’s departmental appropriations. The 2011 Better Administration and Support Services (BASS) benchmarked results confirm that the Ministry’s support functions are efficient and also effective for an organisation of this size.

The most feasible source of savings in corporate support costs would be from implementing a different support services model - essentially shared services in some form. This could be a model involving the cultural agencies, partnering with one or more core government departments, drawing from a central government shared services hub, or a combination.

The Ministry is already working with agencies to identify opportunities for future efficiency savings, using tools such as BASS, and a goal has been set to co-locate the Ministry and as many of its agencies as practicable in shared premises by September 2014. The Ministry has also relocated to premises for a short lease to 2014 to fit in with these plans and to save costs in the meantime.

Departmental staffing levels are predicted to fall from current numbers of around 130 FTEs to 105 FTEs by 30 June 2014. This is due to the natural closure of significant projects in the Ministry and represents a fall of around 20%.

Te Arataki

Te Arataki proposes four aspirational goals to strengthen the Ministry’s commitment to Māori arts, culture and heritage across our work:   

            · The Ministry is a leader in the protection and depiction of Māori culture.

· Te reo ‘hums’ in the Ministry – our intention is to actively use te reo Māori on appropriate occasions.

· Māori arts, culture and heritage are well supported by the agencies funded through Vote Arts, Culture and Heritage.

· The Ministry is recognised as a lead adviser to government on Māori arts, culture and heritage.

The Ministry has a work plan outlining specific projects to implement Te Arataki, the Māori Cultural Strategy.

Capability and engagement measures

What do we want to do?

Performance measures and targets

Current performance

Sustain high levels of engagement for a responsive, productive and focussed workforce.

·       Employee engagement is at best practice levels based on engagement survey results (JRA) – ratio of at least 30% engaged to 10% disengaged

·       At least 90% of new permanent staff still in the same role after 12 months

·       Average length of service for permanent staff is within a range of 4-6 years

·       2011 – 29% engaged  to 9% disengaged

·       2011 – 95.7%


·       2011 – 5.6 years

Improve the quality of Māori and Treaty policy advice and content we produce

·       Māori recruitment and retention plan included in the Ministry workforce strategy

·       Staff achieve Māori Language Commission benchmarks for competency in te reo

·       Plan is included



·       Baseline to be established in 2012

Improve the quality of policy advice

·       Improvement in rating of quality of policy advice by independent assessment

·       2011 – Average rating from NZIER 6.9 out of 10

Improve efficiency, reliability and staff use of information systems

·       Percentage of time systems are available in normal business hours

·       System issues are resolved within an average of 2.5 hours

·       Improving staff satisfaction with information systems

·       2010/11 – 99.85%

·       2010/11 – Average 1.26 hours

·       Baseline to be established in 2012

Updated on 23rd July 2015