Part 1: Outcomes, Objectives and Strategies
Overview
I am very pleased to be able to present the Ministry's Statement of Intent for the period 2005 to 2009.
I first came to the Ministry in July 1998. It has been my good fortune that the seven years I have spent in the job have coincided with a period of heightening interest by New Zealanders in the history of our country, and increasing pride in our culture.
Government has over that time similarly extended the range and degree of its engagement with culture. The Ministry is now a busy place where some 80 staff work on a range of activities that support that engagement. Over the last few months we have, for example, helped bring home the Unknown Warrior, we've supported the government in its development of the broadcasting programme of action, and we've celebrated at the launch of Te Ara, the encyclopedia of New Zealand that is being produced online and in-house.
These very significant activities nevertheless represent only a portion of our work, and of our ongoing role of supporting government in its involvement with a dynamic sector. Working in the Ministry, we are keenly aware that there is a very extensive range of options for this involvement – and inevitably, therefore, the existence of certain opportunity costs. It is, of course, Ministers who make the decision about what elements of our culture are most deserving of public resource, and how that resource should be made available. But the Ministry takes very seriously its responsibility to support and execute those decisions, knowing as it does that some aspects of our cultural life would simply not exist without assistance from the government.
The next few years will bring more exciting projects, and this document indicates what some of them will be. I look forward to our undertaking these projects, and to the other work that we will pick up as Ministers further consider cultural developments and priorities.
As Chief Executive, I am confident that we will do this successfully. My further good fortune is that the Ministry is staffed by a group of people who bring talent, energy and commitment to their work, and I would like to take this opportunity to thank them publicly for it.
Martin Matthews
Chief Executive
19 May 2005
Government's involvement in culture and heritage
A tradition of support
In most countries there is a broadly held and deeply felt view that a robust cultural sector requires a certain level of government involvement in its operation – and that the integrity of this sector is fundamental to both a nation's domestic and international interests.
In some countries, government involvement in culture and heritage goes back decades or even centuries, and is implicit in the structure of public entities and the allocation of public resources.
From as early as 1865 when the Colonial Museum was first established, successive New Zealand governments have recognised the value of culture and heritage for individuals, wider communities and for the country as a whole.
In the first half of the twentieth century, the Alexander Turnbull Library was bequeathed to the state and the National Art Gallery was opened, providing places where valuable pieces of our history and culture could be cared for.
As the twentieth century progressed, the government broadened its cultural role and commissioned official histories, held literary competitions, formed the State Literary Fund, reformed the broadcasting service, founded a national orchestra and established agencies such as the National Film Unit, Historic Places Trust and the Queen Elizabeth II Arts Council.
Such was the government's growing interest in the cultural sector that in 1975 a ministerial portfolio for the arts was established and it remains today as the Arts, Culture and Heritage portfolio with a Minister and an Associate Minister.
Part of the way we live our lives
Culture and heritage are part of the fabric which makes up our lives, on a day-to-day basis with the television we watch, the books that we read and the places we visit, and on a global basis with the tourists who visit and countries we trade with.
But many of the cultural activities that we enjoy are only available because of government support. Given our small and increasingly diverse population, and the relative absence of private patronage, government assistance is necessary if all New Zealanders are to have access to meaningful cultural experiences.
In general, however, government does not involve itself directly in the provision of cultural activities. Instead it operates at arm's length, giving agencies the mandate and funding to provide a diverse range of cultural experiences without direct political intervention.
Outcomes the government seeks from its involvement in culture and heritage
At its heart, culture has an intrinsic value. Cultural activities provide experiences that are satisfying and rewarding in themselves and that directly enhance our quality of life. They provide a means of self expression which reflects the different strands of our communities and give us a way of understanding the experiences of others. Cultural activities offer us insight and enrichment which can help us to question conventional ideas and to re-examine our social history.
In addition, the development of our creative talent and our cultural industries play an important part in enhancing economic growth. Culture and heritage activities provide more than just pleasure and enjoyment – they employ people, generate income, add value, boost GDP and export earnings, encourage tourism, support innovation and stimulate discussion.
Our culture and heritage help define New Zealand as a dynamic and creative nation which has a unique place in the world. In times of globalisation we must be part of the international community, while maintaining a strong national identity. It is particularly important that we promote the value of our own culture and heritage, the things that make us different, in order to command a place on the world stage.
An informed understanding of our unique culture and heritage, of the diverse strands within our society and the way those strands interweave, helps build strong communities. When people are confident in their own sense of history and heritage, and respectful and tolerant of others', different communities can work effectively together towards the achievement of a cohesive society and a range of social goals.
Outcomes from Government's Involvement in Culture and Heritage
Support for government's involvement in culture and heritage
Many organisations and people are involved in the culture and heritage sector, from the grass-roots community level through to government departments such as ourselves. All become strands which when woven together produce the fabric of our cultural life, with every agency and local initiative contributing to the strength of the whole.
The Ministry for Culture and Heritage's role in New Zealand's cultural life is to support government participation in the cultural sector.
The Ministry for Culture and Heritage
The Ministry provides advice to the government on arts, culture, heritage and broadcasting matters and works with the government to advance its programme in these portfolio areas.
We implement history and heritage programmes, as well as monitoring the work of various agencies that deliver culture and heritage services with government funding.
The Ministry employs 80 staff working in the areas of policy, agency advisory, history, reference, heritage operations, stakeholder communications and corporate services.
The policy group advises the government on arts, culture, heritage and broadcasting and responds to the ever present question, ‘are the current interventions in the sector the right ones?' This group's work includes developing policy proposals, researching international practice, advising on options and assisting with legislation. Projects are also delivered such as the Cultural Diplomacy International Programme and the Cultural Well-being project.
Agency advisory unit staff work with organisations in the culture and heritage sector who receive government funding. These range from major Crown entities such as the Museum of New Zealand Te Papa Tongarewa to small, independent, single-focus organisations such as the Antarctic Heritage Trust. The Ministry's role is to monitor the governance and performance of each agency against accountability documents confirming that funding provided by the government is used to achieve agreed outcomes.
The history group is a team of historians working on projects which make New Zealand history accessible in media such as books, websites, television programmes, seminars and oral histories. Publications document the histories of government departments, as well as having a strong focus on our war history with a number of oral history projects recording and preserving the stories of service personnel.
The reference group's primary focus is on the development of Te Ara, the encyclopedia of New Zealand which was launched in February 2005 with the first theme ‘New Zealanders'. Te Ara is the first of its kind in the world, a national, web-based encyclopedia and will be a comprehensive and definitive resource on this country. Te Ara is being developed in nine themes over the next eight years.
The heritage operations unit supports the continuing recognition and valuing of aspects of our heritage. The work of the staff in this unit includes the development and maintenance of national monuments, such as the National War Memorial and the Tomb of the Unknown Warrior, the maintenance of certain war graves, advice to government about the export of culturally valuable objects, and activities associated with Waitangi Day and Anzac Day.
The stakeholder communications unit is responsible for key ministerial servicing functions such as preparing speech notes and draft replies to correspondence and communication with other stakeholders and the media.
The corporate unit undertakes the large number of activities that support a complex and busy government department. These activities include human resources, library, financial, website and IT functions.
The Ministry also has a Principal Legal Adviser and Kaihautu Māori who provide support and advice to staff and report directly to the Chief Executive.
Contribution to non-cultural outcomes
It is increasingly being recognised that culture and heritage support the achievement of non-cultural objectives. For example, the Ministry has been involved with the multi-agency Creative Industries Working Group to support wider industry development which has a direct impact on New Zealand's economic growth.
The Ministry is also undertaking work with a view to using cultural tools to advance New Zealand Inc objectives under the Cultural Diplomacy International Programme.
We will continue to work with other non-cultural agencies to see how cultural initiatives can support their objectives.
Other culture and heritage agencies
Many of the government's culture and heritage services and experiences are delivered through government-funded agencies operating independently of Ministers. There is a long-standing principle that cultural services should be delivered at arm's length from government, so that agencies can pursue their objectives and functions, and promote and maintain freedom of expression, without direct political intervention.
Some of these agencies are statutory bodies created by the government, such as the New Zealand Film Commission and Te Papa. Others such as Te Matatini and the New Zealand Film Archive are not government organisations, but are funded to provide services that support the government's objectives.
Non-cultural agencies
While most of government's cultural and heritage activities are delivered through cultural agencies, sometimes non-cultural agencies can be important in achieving government's culture and heritage outcomes. For example, heritage management outcomes are heavily influenced by environmental agencies and by legislation such as the Resource Management Act 1991.
Government's Involvement in Culture and Heritage
The environment we work in
Government policy and priorities are shaped by the needs and demands of the community. As New Zealand society matures and diversifies, this is reflected in the expression of our culture and our developing sense of history.
The key strategies and priorities for the Ministry are determined by the role we perform for the government and the outcomes Ministers expect from our work.
Given the integral nature of culture and heritage in New Zealand society, the factors that are likely to be significant for New Zealand as a whole in the next five years are also the factors which will influence the environment in which we operate.
National identity and globalisation
In a globalised world it is all the more important that people are able to assert their own identity. Our identity as a country is enriched by the way we see ourselves at home and overseas. A strong national identity which nurtures and supports our unique culture defines our place in the world.
Globalisation also brings to New Zealand a range of new cultural influences which may be adapted locally.
The development of memorial projects such as the Tomb of the Unknown Warrior reflects our strengthening national identity by recognising the significant part we played in wars overseas and the impact that participation had on this country.
In public broadcasting the government has introduced a number of initiatives to reflect our distinctive cultural heritage. The Television New Zealand Charter requires the broadcaster to reflect New Zealand society in its programmes and the establishment of Niu FM provides Pacific people with an opportunity to express their culture nationally.
The Cultural Diplomacy International Programme recognises the value of New Zealand's culture to our efforts in trade, tourism and international relations and encourages the use of cultural activities as part of government's strategies.
Māori issues
Māori culture has a special place in our increasingly diverse society because it is the culture of New Zealand's indigenous people.
The Ministry is involved with a range of activities which support the expression of Māori culture and perspectives, such as Te Matatini kapa haka festival, publication of historical books, and monitoring Television New Zealand's responsibility for Māori content, as for other content, under the Charter.
Agencies funded through Vote Arts, Culture and Heritage such as Te Papa, Creative New Zealand and the Historic Places Trust also support the expression of Māori culture and perspectives.
The Ministry is actively involved in the care and protection of Māori culture through the administration of the Antiquities Act which regulates the sale and export of Māori taonga and sets out the process for newly found taonga, as it does with other protected objects.
Demographic and ethnic changes
Trends within New Zealand's population have an impact on our culture and heritage. Increasing cultural and ethnic diversity, especially in Auckland , the growing proportion of Pacific and Asian people, and an ageing population will all bring changes to New Zealand .
The Ministry works with a number of agencies which respond to these changes, such as the National Pacific Radio Trust which operates Niu FM. Through this radio service Pacific peoples in New Zealand have a national radio station which speaks their languages and focuses on the expression of their cultures.
Creative New Zealand , NZ On Air, and Te Papa are among the government-funded agencies which have a responsibility to reflect New Zealand's diverse population in their cultural activities.
New technology
Technological change is ongoing as we discover the possibilities that technology can bring to all parts of our lives. New opportunities arise in the delivery of culture and heritage initiatives and in increased accessibility.
Digital technology is having an impact on the arts, broadcasting and heritage sectors, providing new and different ways of delivering these experiences and retaining them for future generations.
This digital development is being led across government by agencies such as Television New Zealand which is exploring how they might make a successful transition to digital broadcasting and Te Papa which is working through a programme of digitising its collection.
The New Zealand Film Archive is about to commence a pilot project on digital restoration of classic New Zealand films held by the Film Archive and the New Zealand Film Commission.
Te Ara, the encyclopedia of New Zealand has been developed specifically for the internet, and is the first national encyclopedia to be created digitally. The 1966 version of the encyclopedia has been digitised and is available online as part of Te Ara .
The Ministry is also developing a cultural portal on the internet which will enhance cultural engagements and access to information.
Collaboration and partnership
The effectiveness of government programmes depends on partnerships with local or community organisations as well as with government and non-government agencies. With a whole of government approach, increasingly the work of agencies overlap and interweave to create positive outcomes.
Solutions and approaches to the delivery of services must be tailored to the diversity of New Zealand communities' needs.
The Ministry is working with local and regional councils on the Cultural Well-being project, clarifying councils' responsibilities in the cultural sector and supporting them in meeting the particular cultural needs of their community.
We also co-ordinate the activities of a number of multi-agency initiatives such as the Screen Co-ordination Group and the Government Co-ordinating Group for Historic Heritage, with a view to enhancing government's participation in the cultural sector.
Demand for culture
The lifestyle changes of recent decades mean that an increasingly urban and tertiary-educated population seeks more and different cultural experiences. A growing sense of confidence in New Zealand's cultural life can be expected to further increase the demand for cultural services.
There has been a burgeoning interest in this country's history, including war history, and the Ministry has developed a range of publications and web-based material to provide people with information. An example of this is the website www.Anzac.govt.nz, designed to help people easily access information about Anzac Day and the Gallipoli campaign.
The Ministry monitors the New Zealand Music Industry Commission and NZ On Air which aim to increase the exposure of New Zealand music. These agencies have been very successful in helping the Radio Broadcasters Association achieve its voluntary targets for the broadcast of New Zealand music.
We have created new services for enhanced access to this country's culture and heritage including the online encyclopedia Te Ara and the continuing development of www.NZHistory.net.nz.
Ministry outcomes
The Ministry is managing towards three specific outcomes which apply to all the strands of our work. These outcomes take into account the government's culture and heritage objectives, the roles and functions of the Ministry and the environment in which it operates.
OUTCOME 1: Effective government involvement in culture and heritage
In an environment which is constantly changing, government policy must be responsive to remain effective. The government's desired outcomes will be achieved only if the activities it supports are selected judiciously.
The Ministry plays a key role in supporting the government by ensuring that the agencies and programmes for culture and heritage represent the ‘right' interventions, and provide value for money.
OUTCOME 2 Widespread access to and understanding of New Zealand culture and heritage
The Ministry's advice to government is informed by its recognition that all New Zealanders must have opportunities to engage with cultural and heritage activities.
The Ministry also has a role in guiding other agencies to ensure that their programmes and services are widely available, and is directly responsible for a number of history and heritage related activities which provide insights into our past.
OUTCOME 3: Culture and heritage contribute to the achievement of other government outcomes
The Ministry through its involvement in the wider system of government has an important role in helping ensure that a culture and heritage perspective is reflected in other areas of government activity.
This strengthens the effectiveness of these activities and ensures that they are aligned with the government's cultural and heritage aspirations.
Strategies we will follow to achieve our outcomes
Improving connections
The culture and heritage sector is diverse and has many players. The work of the Ministry can only be effective if we work with and through other organisations.
Our responsibility for key delivery agencies gives us secure connections within the sector but we need to build strong relationships with a wide range of stakeholders to ensure that their perspectives and interests are reflected in our work.
Culture and heritage can also play a role in supporting the achievement of government's non-cultural objectives and the Ministry must work with other agencies to improve their understanding of the value of cultural initiatives.
Key priorities
- Improving communication to and from stakeholders.
- Building the confidence of Māori in the work of the Ministry.
How we will achieve this – our key objectives for 2005/06
- Further development of a stakeholder management strategy.
- Effective delivery of the Cultural Well-being project.
- Actively co-ordinate cross-government initiatives to advance the place of culture and heritage in non-cultural outcomes.
- Embed the co-ordination of multi-agency groups we have already established as an effective way of working.
- Further implementation of a programme to enhance the Ministry's capacity to incorporate a Māori perspective in its work.
- Enhance links with public history institutions and groups.
This strategy connects with all of the Ministry outcomes.
Providing strategic advice
The Ministry is able to consider government's cultural and heritage interests with a broad view. This enables us to determine where government's key opportunities lie to enhance New Zealand's performance both domestically and internationally.
Advising on these opportunities and giving Ministers sound choices will ensure that government's culture and heritage aspirations are supported effectively.
Key priorities
- Developing our capacity to inform government's strategic decisions about its involvement in the cultural sector.
How we will achieve this – our key objectives for 2005/06
- Implement a programme to facilitate improved strategic thinking across the Ministry.
- Implement improved research input into policy development.
- Advance a policy programme agreed with Ministers which will include baseline, organisational and legislative review of agencies.
- Progress the Broadcasting Programme of Action with legislative amendments for Radio New Zealand and the five-yearly review of its Charter.
This strategy connects with all of the Ministry outcomes.
Enhancing cultural agency governance
A large number of government's programmes are delivered through an arm's length funding relationship with cultural providers and agencies. Strong boards and effective management are vital to the success of these agencies.
The Ministry must have in place programmes and support which promote effective governance in cultural agencies.
Key priorities
- Building governance capability in agencies supported by the Ministry.
How we will achieve this – our key objectives for 2005/06
- Ensure that all new appointees to cultural agency boards receive an appropriate induction programme.
- Implement an effective best-practice programme of upskilling and development for boards of cultural agencies.
- Improve board capacity for self-evaluation of their performance.
This strategy is particularly important to achieving Ministry Outcome 1.
Improving services
The Ministry strives to be a high-performing government department delivering the best possible service to its wide range of stakeholders. The success of our work very much depends on the quality of our interactions with the cultural sector, government and the public in general.
Key priorities
- Providing the best services we can to Ministers and other users.
How we will achieve this – our key objectives for 2005/06
- Implement a shared workspace to facilitate information sharing with funded agencies.
- Enhance delivery of historical information in digital media.
- Enhance teaching and learning opportunities through the information available on www.NZHistory.net.nz.
- Develop a cultural portal with a focus on cultural events.
- Continue to facilitate increased understanding amongst local authorities relating to Cultural Well-being.
- Implement the amendments to the Antiquities Act 1975 to enhance management of protected objects.
This strategy connects with all of the Ministry outcomes.
Advancing key projects
The Ministry needs to ensure that the cultural and heritage priorities agreed with government are implemented. This applies to our own programme of work as well as to the services and experiences being delivered by other cultural and heritage agencies.
We currently have a number of key projects that we are tasked to deliver which are reflected in our annual output agreement.
Key priorities
- Implementing major projects agreed with the government.
How we will achieve this – our key objectives for 2005/06
- Work on the Places theme and launch the Earth, Sea and Sky theme of Te Ara, the encyclopedia of New Zealand .
- Publish history of Governors-General, history of the Māori Battalion's C Company, advance the Second World War oral history programme and establish the From Memory website to help the community with recording war oral history.
- Develop and implement Year Two projects as part of the Cultural Diplomacy International Programme.
- Support the passage of the Protected Objects Amendment Bill 2004 through the parliamentary process and its subsequent implementation.
- Advance the design and construction of the New Zealand Memorial in London .
- Complete the construction of a New Zealand Memorial in Korea .
- Advance the establishment of a National Memorial Park on Buckle Street in Wellington .
- Advance the Cultural Well-being project.
This strategy connects with all of the Ministry outcomes.
Embedding understanding of the contribution of culture
Culture and heritage affects every New Zealander and is part of our daily lives as well as being a wide-reaching interest of the government. A number of government agencies are responsible for issues that have a cultural component and the Ministry must ensure that their work is informed by an understanding of this cultural aspect.
Cultural activities can also contribute to the achievement of other government objectives. The potential for these activities to play a role as public policy tools needs to be widely established within government as a whole.
Key priorities
- Institutionalising understanding of the contribution of culture to achieving wider government outcomes.
- Presenting a cultural perspective on other government activities.
How we will achieve this – our key objectives for 2005/06
- Convening the Cultural Diplomacy Co-ordinating Group and Steering Group for the Cultural Diplomacy International Programme.
- Convening the Government Co-ordination Group for Historic Heritage.
- Convening the Screen Co-ordination Group.
- Participation in the Creative Industries Working Group.
- Participation in the Interagency Events Group.
- Convening the Broadcasting Interdepartmental Group.
- Participation in both GIF-related and broadcasting digital fora.
- Advance the Cultural Well-being project.
This strategy is particularly important to achieving Ministry Outcome 3.
New Zealand - Our Culture, Our Future, Ourselves
Click on diagram for enlarged version
Measuring progress and achievements
Measuring our progress in managing towards outcomes
We will use the following means of assessing our progress in managing towards outcomes over the coming five years. Undertakings in regard to the 2005/06 financial year are identified specifically.
Government Outcomes
Information from the Ministry's cross-government Cultural Indicators project will be analysed and used, where possible, to monitor progress.
- 2005/06: An assessment of the data collected through the Cultural Indicators project will be analysed and used to monitor progress.
Ministry Outcomes
OUTCOME 1: Effective government involvement in culture and heritage
We will periodically evaluate the effectiveness of recent legislation that was supported by the Ministry in its passage through the House.
- 2005/06: An evaluation of the effectiveness of the Radio New Zealand Act 1995 will be undertaken.
The performance of funded agencies will be reviewed.
- 2005/06: Two reviews will be conducted.
The effectiveness of government's involvement in key areas of culture and heritage will be evaluated.
- 2005/06: Evaluation will be undertaken in two selected areas.
OUTCOME 2: Widespread access to and understanding of New Zealand culture and heritage
We will collect and monitor key quantitative data in respect of Ministry projects and services.
- 2005/06: Key data collected and monitored will be:
- visitors to Ministry websites: www.Anzac.govt.nz; www.NZHistory.net.nz; www.TeAra.govt.nz
- visitor numbers to the National War Memorial and the Tomb of the Unknown Warrior
- applications for historical awards and grants
- sales of history book publications.
OUTCOME : 3 Culture and heritage contribute to the achievement of other government outcomes
We will monitor the resources committed to contributing to other departments' initiatives.
- 2005/06: Data will be collected and analysed on the number of other departments' Cabinet papers for which the Ministry's input is sought.
The effectiveness of the Ministry's input and influence will be ascertained from periodic evaluation through interviewing of selected government departments. Aspects that would be canvassed include soundness of input, constructiveness of method, and impact on perspectives held.
- 2005/06: Interviews with at least two government departments will be undertaken.
Measuring the effectiveness of our key strategies
We will use the following means of assessing the effectiveness of our key strategies over the coming five years. Undertakings in regard to the 2005/06 financial year are identified specifically.
KEY STRATEGY: Improving connections
The key objectives under this strategy for 2005/06 as set out on page 8 are achieved.
- 2005/06: Achievement against each key objective will be reported in the Ministry's 2005/06 Annual Report.
The level of confidence of Māori in the Ministry's work will be ascertained through periodic interviewing of key informants.
- 2005/06: Interviews with at least two key informants will be undertaken.
The effectiveness of our input to the Cultural Well-being initiative will be ascertained.
- 2005/06: The number of visitors to the Cultural Well-being website will be monitored.
The effectiveness of our communications with other key stakeholders will be ascertained through periodic interviewing of key informants.
- 2005/06: Interviews with at least three key informants will be undertaken.
KEY STRATEGY: Providing strategic advice
The key objectives under this strategy for 2005/06 as set out on page 8 are achieved.
- 2005/06: Achievement against each key objective will be reported in the Ministry's 2005/06 Annual Report.
The level of Ministerial satisfaction with advice provided will be ascertained by way of an annual survey questionnaire.
- 2005/06: Feedback will be sought during the year.
KEY STRATEGY: Enhancing cultural agency governance
The key objectives under this strategy for 2005/06 as set out on page 9 are achieved.
- 2005/06: Achievement against each key objective will be reported in the Ministry's 2005/06 Annual Report.
The impact of our work will be ascertained through periodic interviewing of key informants from the boards of funded agencies.
- 2005/06: Interviews with at least three key informants will be undertaken.
KEY STRATEGY: Improving services
The key objectives under this strategy for 2005/06 as set out on page 9 are achieved.
- 2005/06: Achievement against each key objective will be reported in the Ministry's 2005/06 Annual Report.
Improvements in the services delivered will be ascertained through periodic surveying of recipients.
- 2005/06: Feedback from funded agencies will be obtained in regard to the value of information provided through the shared workspace, and public feedback will be obtained in regard to the delivery of historical information in digital media.
KEY STRATEGY: Advancing key projects
The key objectives under this strategy for 2005/06 as set out on page 10 are achieved.
- 2005/06: Achievement against each key objective will be reported in the Ministry's 2005/06 Annual Report.
The impact of key projects delivered will be ascertained through periodic surveying of recipients.
- 2005/06: Public feedback will be obtained in regard to the first theme of Te Ara and the Tomb of the Unknown Warrior project.
Major policy projects will be subjected to either internal or external review.
- 2005/06: At least two projects will be reviewed.
KEY STRATEGY: Embedding understanding of the contribution of culture
The key objectives under this strategy for 2005/06 as set out on page 10 are achieved.
- 2005/06: Achievement against each key objective will be reported in the Ministry's 2005/06 Annual Report.
Improvements in others' understanding of the contribution of culture to the achievement of other government outcomes will be ascertained through periodic interviewing of selected agencies.
- 2005/06: Interviews with at least two selected agencies will be undertaken.
Risk management
Risk management is the systematic application of policies, procedures and practices to identify potential risks and ensure controls are implemented to prevent or mitigate their impact. The Ministry's risk exposure is both internal and external, and involves a combination of policy, operational and strategic elements.
External risks that could impact on the achievement of the Ministry's outcomes are captured in The environment we work in section of this document. Their identification and management is, therefore, an integral aspect of the Ministry's annual planning and forecasting cycle. Internal risks of a strategic nature, which are identified primarily by thinking broadly and taking a long-term view of the Ministry's operations, are also captured in this way.
Internal risks that could impact on the achievement of the Ministry's outcomes are essentially either capability related or performance related. Capability related risks of relevance to the Ministry have been assessed during the development phase of this year's Statement of Intent. The capability objectives outlined on pages 15 and 16 are being pursued in order to address them; references to some of the specific capability related risks that are being managed are threaded throughout that section.
The performance related risks of greatest consequence to the Ministry are:
- failure to maintain the quality of our policy advice, monitoring and other services to Ministers
- failure of delivered programmes to meet their objectives
- failure to understand or meet the requirements of users of our services
- failure to maintain and develop effective networks and robust processes for consultation with stakeholders.
Aspects of all six of the key strategies and associated key priorities that we are pursuing over the coming five years, set out on pages 8-10, are intended to mitigate and manage these risks to ensure that our programme delivery, our reputation and our capacity to influence are not compromised. The strategy focussed on improving connections is of particular importance in this regard.
During 2005/06 we also intend to review and update our policy covering internal peer review of our work, to review the way in which we apply our programme and project management skills across the Ministry, and to develop and implement an internal risk management guidance document to assist staff in identifying and monitoring risks in their areas of operation.
Capability objectives to support the achievement of outcomes
The Ministry's capability is its ability to access the appropriate combination of resources to achieve its outcomes efficiently and effectively. The core components of the Ministry's overall capability are its people, its information and knowledge, and its systems and support.
Over the next five years we will pursue the following objectives in order to enhance our capability.
Maintain a comprehensive human resources strategy that meets the Ministry's needs
The Ministry's most important resource is its people. It is critical, therefore, to have well-developed and targeted human resources strategies to ensure that we have high-quality and well-trained staff.
We have developed a positive organisational culture, and this must be maintained. It is one of our key sources of comparative advantage in the highly competitive market from which we draw our staff. Our recently renegotiated collective employment agreement for our non-managerial staff, developed using a principles-based approach, reflects our intention of promoting a healthy work/life balance as a key strategy to attract and retain the diverse workforce that we need. We are proud to have been selected as one of the Top 20 Workplaces in New Zealand in each of the past three years by Unlimited magazine.
Key environmental factors facing the Ministry in relation to capability are the changing demographics of the New Zealand population and skills shortages in particular areas. An important challenge for us is to ensure that our staff reflect the ethnic diversity of the New Zealand population. We already reflect this in our recruitment and retention strategies, and in the training, career development and various other forms of support we provide to staff.
Other key human resources policies and systems will continue to provide a solid platform from which we can advance our human resources strategy and maintain our competitive edge.
Over the next five years we will continue to:
- review periodically our recruitment and retention strategy and associated key policies to ensure that they continue to target those groups we have identified as critical
- maintain professional development and leadership development programmes that are linked to the organisation's key strategies
- utilise our integrated payroll and human resource information system to monitor our staff capability, and to assist in determining our key areas of focus for human resources over the medium term.
In 2005/06 particular emphasis will be given to professional and leadership development programmes.
Develop knowledge management in the Ministry
Access to high-quality information, and the ability to utilise it effectively, are key underpinnings for the Ministry's work.
Staff have access to strong library and research resources to support them in their work. The IT systems architecture in place is robust, and an information sharing culture exists.
An internal knowledge management survey conducted during 2004 provided valuable data which has become the catalyst for future knowledge sharing strategies. This work was complemented by an internal communications survey during 2004, which also elicited some very useful information about the preferred means of staff communication.
The implementation of a knowledge management strategy for the Ministry, both to enhance these existing resources and to ensure that the Ministry remains on an appropriate path, is now well underway.
Work has also commenced on developing an IT Roadmap for the Ministry to ensure that our growing technology needs are properly planned for and appropriately implemented over the coming years.
Over the next five years we will:
- continue progress on our knowledge management strategy, taking into consideration results gained from internal projects, to ensure that information resources support the achievement of Ministry outcomes.
In 2005/06 particular emphasis will be given to knowledge sharing initiatives.
Implement and maintain a robust planning and reporting framework
In the development of this year's Statement of Intent considerable emphasis has been given to identifying how we will measure our achievements and progress in managing toward outcomes. It is highly important that our internal business and resource planning systems and processes support us in this endeavour.
Over the next five years we will:
- progressively develop and implement a system for business and resource planning and reporting that supports all staff in their work, and also supports high-quality external reporting.
In 2005/06 particular emphasis will be given to examining ways of enhancing project and programme management.