He Takunetanga Rautaki | Strategic Intentions
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E47 SI (2020) 2020-2024 He Takunetanga Rautaki | Strategic Intentions
Cover Building a future: Matekitātahi Rawiri-McDonald and Te Marino Painting Davis with their baby Tairukupōtaka at the earth-turning ceremony for a new papakāinga at Te Māhurehure Cultural Marae in central Auckland. Matekitātahi is an architect (TOA Architects) on the project and was one of the original babies at the Hinehou Kōhanga Reo at the back of the marae where the papakāinga is to be built. Photo: Rawhitiroa Photography. Inside cover Strength from connections: Ihimaera Patea ( Ngā Paerangi, Whanganui ) on the Whanganui River, part of BIG CAMP 2019, a five-day voyage run by Te Taitimu Trust for rangatahi to strengthen their resilience and confidence. Youth learned tikanga, waiata, haka and kōrero from kaumātua and kuia while on the river journey. Photo: Josie McClutchie. Presented to the House of Representatives pursuant to section 44 (1) of the Public Finance Act 1989
Rārangi Take
Contents
1
Statements of Responsibility 2
Minister’s Foreword 3
From the Secretary for Māori Development 4
7 Part One : Our Vision, Purpose and Role
8 Part Two : Our Strategic Priorities
11 Part Three : Our Focus Areas
Housing 12
Employment 14
Māori Enterprise 16
Te Whare o Te Reo Mauri Ora and Broadcasting 20
Te Pae Tawhiti: Wai 262 22
Te Taiao 24
Whānau-centred Approaches 26
Māori Public Policy Leadership 28
Māori Wellbeing Monitoring 30
32 Part Four: Our Environment: Māori in 2020
34 Part Five: Strengthening Our Organisation
40 Appendix One: Our Crown Entities and Statutory Bodies
41 Appendix Two : Legislation
Te Puni Kōkiri – 2020–2024 Strategic Intentions
He Tauākī Haepapa
Statements of Responsibility
2
Ministerial Statement of Responsibility
I am satisfied that the information on future operating intentions provided by Te Puni Kōkiri in this
Strategic Intentions document is in accordance with the requirements of the Public Finance Act
1989 and is consistent with the policies and performance expectations of the Government.
Hon Willie Jackson
Minita Whanaketanga Māori | Minister for Māori Development
February 2021
Chief Executive Statement of Responsibility
In signing this document, I acknowledge that I am responsible for the information on
strategic intentions for Te Puni Kōkiri. This information has been prepared in accordance
with section 38 and section 40 of the Public Finance Act 1989.
Dave Samuels
Te Tumu Whakarae mō Te Puni Kōkiri | Secretary for Māori Development
February 2021
Te Puni Kōkiri – 2020–2024 Strategic Intentions
He Kupu nā te Minita
Minister’s Foreword
3
Tēnei au te hōkai nei i aku tapuwae,
ko te hōkai nuku, ko te hōkai rangi,
ko te hōkai a te tipua nei a Tama
te Wānanga, a Tama te Waihanga
Whakaaro, a Hine Hoahoa Kaupapa,
a Hine Whakatau Tikanga, tērā koe E
Rongo, whakairihia tēnei hunga ki te
rangi, kia ū, kia ita, tūturu whakamaua
kia tina tina, tina, hui e, tāiki e!
I welcome the clarity and focus in this Strategic
Intentions document. It provides real opportunity to
strengthen partnerships between the Crown and Māori voices need to be heard, in te reo Māori and
Māori, including the development of community- in English, and by everyone working to support
led, whānau-focused services building out from the Māori wellbeing and development.
Whānau Ora model.
With this strategic direction set, we now want to
The intention of this Government, is to continue drive towards achieving outcomes that are good
to significantly reduce disparities for Māori across for Māori and the wider community.
the broad spectrum of economic, social, health
and welfare areas. The strategic focus will be on Kāti rā e te iwi, whakamaua ō tātou ringaringa ki te
transformational change for Māori across the motu. kakau roa o te hoe, ka hoe ai te waka nei ki tua o
pae tawhiti.
Te Puni Kōkiri has a vital role as the principal policy
advisor to Government on Māori wellbeing and
development. It will guide the Government in its
efforts to achieve better outcomes for iwi, hapū
and whānau as a whole.
In 2019, Hon. Nanaia Mahuta and the Cabinet
Hon Willie Jackson
recognised the changes that were needed at
Minita Whanaketanga Māori
Government level and in particular the role of Te
Minister for Māori Development
Puni Kōkiri to address Māori concerns. Te Puni Kōkiri
now has a sharper focus in terms of kaupapa Māori, February 2021
and a stronger brief in terms of the support and
advice it provides to other Government agencies.
Te Puni Kōkiri – 2020–2024 Strategic Intentions
Mai i te Tumu Whakarae
From the Secretary for Māori Development
4
Ka whakamau aku kamo ki te tihi
maunga, kei reira te oranga mōku.
Nau mai e te hā, piki ake e te ora,
kawea atu aku manako ki ngā
whāruarua me ngā pukepuke rau o
te motu, meinga kia oho mai taku iti,
mētia kia maranga mai taku rahi, kia
pūehuehu ngā ara takahanga i te
hunga e ngana ana ki te whakakorikori
i te ao, ki te para huarahi i ngā ururua
o te korekore ki te whai ao, ki te ao
mārama, tihewa mauriora.
This 2020–2024 Strategic Intentions document sets The realignment has led to several key pieces of
key performance measures against the particular foundational mahi for the Ministry:
focus areas and strategic priorities of Te Puni Kōkiri.
1. A Public Sector System Performance baseline,
In July 2019, the Minister for Māori Development with a focus on wellbeing for Māori.
tabled a Cabinet paper that identified the role of Te 2. A new Māori Economic Resilience Strategy
Puni Kōkiri and its functions. That paper solidified borne out of the response to COVID-19
the role of Te Puni Kōkiri as the principal policy and focussed on three key pou: community
advisor to the Government on Māori wellbeing and resilience, skills and workforce, and enterprise.
development and identified the shifts the Ministry 3. A refreshed Te Puni Kōkiri strategy.
needed to make to position itself for strategic
4. The need for Te Puni Kōkiri to lead Government
impact. This is where my focus has been, and this
to identify and respond to the needs and issues
document sets out how we intend to proceed.
of Māori.
The refreshed strategy clearly outlines our role,
purpose, and vision, the three strategic priorities,
and the nine focus areas. The strategic priorities
are Te Tiriti based, are integral to the strategy, and
carry through to our kawa (way of doing things);
including how we prioritise mahi and how we
follow through deliberately and clearly in our policy
advice to government.
Te Puni Kōkiri – 2020–2024 Strategic Intentions
5
The strategic priorities centre on: building Māori Over the next four years, Te Puni Kōkiri will be
Economic Resilience, supporting Te Ao Māori, and pursuing new ways to deliver for Māori that will
enabling equitable and effective public sector see us working closer to the community, enabling
performance for Māori. Te Puni Kōkiri and our public service colleagues to
deliver better solutions for Māori.
The focus areas highlight the primary kaupapa
Te Puni Kōkiri intends to lead to give effect to E taku iti e taku rahi toko ake tātou ki te kaupapa
these priorities. They are: Housing, Employment, kua horaina nei ki runga i te takapau o te wharenui
Māori Enterprise, Te Whare o Te Reo Mauri Ora o Te Puni Kōkiri , kia tīkina e au ko ēnei kupu a ngā
and Broadcasting, Te Pae Tawhiti, Te Taiao, kaiurungi waka o tuawhakarere hei whakaihī i te ara
Whānau-centred Approaches, Māori Public Policy matua kei mua i a tatou.
Leadership, and Māori Wellbeing Monitoring. “Tirohia te taumata moana , ka whakatere atu ai
tātou ki tua”
In the immediate term and in the future, Te Puni
Kōkiri will focus on the championing the Māori To all whom I hold with great esteem let us move
Economic Resilience Strategy to ensure Māori ahead with the task that lies before Te Puni Kōkiri
recover from the economic impacts of COVID-19 inspired by these words from the navigators of old.
and are resilient to future economic shocks
“Look to the distant horizon, and set sail for what
brought on by the likes of climate change, natural
lies beyond”
disasters, and technological developments.
Through our public sector performance functions,
Te Puni Kōkiri is working across the public system
to deliver for Māori. We intend to generate and
use improved data and analytics to inform our
advice and to support the wider public service
with critical information about whānau, hapū, iwi
Dave Samuels
and Māori communities. In addition, work by Te
Te Tumu Whakarae mō Te Puni Kōkiri
Puni Kōkiri has identified more Māori enterprises,
Secretary for Māori Development
and programmes are being expanded to connect
whānau to papakāinga and whānau ora services. February 2021
An update to the Secretary’s mihi has been made in this version of the document.
Te Puni Kōkiri – 2020–2024 Strategic Intentions
Te Puni Kōkiri Strategy
6 Our refreshed strategic framework provides
a line of sight between our vision, our
purpose, our role, our three strategic
priorities and our nine focus areas that VISION
best position the Ministry for strategic Thriving Whānau
impact. Underpinning this are our When whānau
are thriving, so do their
values that reflect how we work communities, hapū, iwi
within Te Puni Kōkiri, across and all of Aotearoa
Government, with whānau,
PURPOSE
hapū and iwi Māori, and
Māori entities. Drawing strength from our past to
build an Aotearoa New Zealand where
whānau can all stand, thrive, and belong.
ROLE
We are government’s principal policy advisor
on Māori wellbeing and development.
S T R AT E G I C P R I O R I T I E S
MĀORI ECONOMIC TE AO MĀORI EQUITABLE & EFFECTIVE
RESILIENCE PUBLIC SECTOR
PERFORMANCE FOR MĀORI
The investment made to The collective and individual
recover from COVID-19 builds rights of Māori as tangata whenua Māori have improved
a more sustainable, resilient are recognised, protected, outcomes across key areas
and inclusive Māori economy. supported and invested in. of government investment.
FOCUS AREAS
HOUSING: TE WHARE O TE REO WHĀNAU-CENTRED APPROACHES:
Working with partner agencies MAURI ORA & BROADCASTING: Grow the influence of whānau-centred
to ensure whānau have access to Supporting the growth of a healthy and policy and the investment in Whānau Ora
healthy homes with stable tenure and vibrant Te Reo Māori me ōna tikanga with across government and into our communities.
have opportunities for home a specific focus on modernising the Māori
ownership and investment. media and broadcasting sector. MĀORI PUBLIC POLICY LEADERSHIP:
Lead policy thinking across the public
EMPLOYMENT: TE PAE TAWHITI:
service of the roles and obligations agencies
Influencing partner agencies to Leading the whole of government work have to Māori as citizens and as whānau.
maintain labour market attachment between the Crown and Māori to
and get more Māori into higher skilled jobs. give effect to Ko Aotearoa Tēnei (Wai 262). MĀORI WELLBEING MONITORING:
MĀORI ENTERPRISE: TE TAIAO: Lead the development and monitoring of system
indicators for how well public services perform for
Champion the growth and Ensure Māori rights and interests are part Māori as both citizens and as whānau.
opportunities for iwi and Māori business, of decision making for the environmental
including leading social procurement reforms. issues and natural resources sector.
Te Wero He Toa Takitini Manaakitanga Ture Tangata
We pursue excellence We work collectively We value people and relationships We are creative and innovative
Te Puni Kōkiri – 2020–2024 Strategic IntentionsPA R T O N E
Our Vision, Purpose and Role
7
Our vision – Our purpose –
What we want to achieve What guides us to achieve our vision
The overarching long-term vision of Te Puni Kōkiri Te Puni Kōkiri is guided by a purpose statement:
is to better enable Thriving Whānau – a vision
underpinned by the idea that when whānau are
thriving, so too do their communities, hapū, iwi and
all of Aotearoa.
Thriving Whānau
Drawing strength from
encompasses a holistic view
our past to build an
of wellbeing where whānau
Aotearoa New Zealand
are actively contributing
where whānau can all
towards achieving their social
stand, thrive, and belong.
and economic aspirations.
Our role Te Puni Kōkiri has a broad reach despite being a
relatively small ministry. We have over 350 staff
Te Puni Kōkiri is the Government’s principal policy across our Wellington head office and 17 offices
advisor on Māori wellbeing and development. over six regions allowing us to directly interface with
It was established under the Ministry of Māori whānau, hapū and iwi Māori and support them to
Development Act 1991 with responsibilities to: meet their needs and facilitate better, more effective,
z Promote increases in the levels of achievement Crown–Māori relationships and engagement.
attained by Māori in education, training and
Over time, the scope of the Ministry’s responsibilities
employment, health, and economic resource
has extended beyond those of a standard policy
development.
agency. These now include the management of
z Monitor, and liaise with, each department and a range of programmes and investments, such as
agency that provides or has a responsibility to the Māori Housing Network, and the establishment,
provide services to or for Māori for the purpose implementation and, monitoring and oversight of the
of ensuring the adequacy of those services. Whānau Ora approach.
Te Puni Kōkiri – 2020–2024 Strategic IntentionsPA R T T W O
Our Strategic Priorities
8
As a small agency with a wide remit to support outcomes for almost one-sixth
of the population of Aotearoa New Zealand, Te Puni Kōkiri has to make careful
choices about where to focus its efforts. Our three strategic priorities and nine
focus areas reflect the organisation’s intention to provide more focussed effort
within a narrower work programme.
Māori Economic Resilience
The investment made to recover from Māori recover at a much slower rate than non-
COVID-19 builds a more sustainable, Māori from the impacts of economic shocks. This
disproportionate recovery enables the systemic
resilient and inclusive Māori economy.
disparities that already exist between Māori and
non-Māori to expand. Government needs to
Te Puni Kōkiri needs to ensure that the invest in Māori not only to enable them to return
investment to recover from COVID-19 builds a to pre-COVID levels, but also future-proof Māori
more sustainable, resilient and inclusive Māori against impending disruption likely to be caused
economy. To achieve this, it is necessary for us to by climate change, technological advancements
work with other economic public sector agencies, and automation.
including the Ministry of Education, the Ministry of Te Puni Kōkiri is focusing on Housing,
Social Development and the Ministry of Business, Employment, and Māori Enterprise growth as
Innovation and Employment (MBIE). Te Puni Kōkiri they are key contributors to whānau wellbeing and
are currently engaging with these agencies across socioeconomic outcomes.
three pou: Skills and Workforce, Community and
Infrastructure Resilience, and Enterprise.
Te Puni Kōkiri – 2020–2024 Strategic IntentionsTe Ao Māori 9
The collective and individual rights responsible for ensuring the active partnership
and interests of Māori as tangata with iwi and Māori is supporting sustainable
approaches that reflect those rights and interests.
whenua are recognised, protected,
supported, and invested in. The work of Te Puni Kōkiri will focus on supporting
Māori rights and interests in the areas of Te Whare
o Te Reo Mauri Ora and Māori Broadcasting,
As tangata whenua, Māori have collective and a Crown–Māori partnership to address Te Pae
individual rights and interests that as the Crown’s Tawhiti (Wai 262) issues, and Te Taiao – the
agents, Government is expected to recognise, natural environment.
protect, support, and invest in. Government is
Equitable & effective government performance for Māori
Māori have improved outcomes across this regard is the Māori Macro Policy Framework,
key areas of government investment. Te Tautuhi-ō-Rongo: which guides policy
development through the lens of a positive
reading of te Tiriti o Waitangi.
The public sector system needs to respond more In order to increase public sector performance for
effectively to Māori needs and aspirations, and Māori, Te Puni Kōkiri will support the increased use
support whānau toward self-determination and of Whānau-centred Approaches across public
intergenerational transformation. More work is sector agencies, increase its Māori Public Policy
necessary to understand how effective public Leadership and guidance across the public sector,
sector initiatives to improve Māori wellbeing and ensure there are public sector accountability
objectives have been. A key piece of work in mechanisms through Māori Wellbeing Monitoring.
Te Puni Kōkiri – 2020–2024 Strategic Intentions10
Kataraina Rangitarahae Kereama, Te Ariki Morehu and Katie Paul at the first reading of the New Zealand
Māori Arts and Crafts Institute Vesting Bill, at Parliament in December 2018. This legislation vests the land
and business of Te Puia New Zealand Māori Arts and Crafts Institute with iwi and hapū members. Access
to whenua, the opportunity to operate sustainable enterprise and to ensure continuity of mātauranga and
skills are recognised as key aspects of thriving Māori communities. Photo credit: Adrian Heke.
Te Puni Kōkiri – 2020–2024 Strategic IntentionsPA R T T H R E E
Our Focus Areas
11
A number of distinct focus areas sit within each strategic priority, highlighting
where Te Puni Kōkiri will place the greatest emphasis over the next four years.
Each focus area has a set of goals that guide how and where we support
whānau, hapū and iwi Māori to meet their needs and aspirations, as well as
improve the performance across the whole of Government. These activities
range from advising and influencing Ministers and agencies to ensure systems
and policies are effective for Māori, and through advice, brokering and direct
investment to whānau, hāpu and iwi.
Each focus area includes a high-level outcome reflecting our desired state for Aotearoa New Zealand,
and the goals to be achieved by us in one year (by June 2021) and four years (by June 2024).
Housing
Māori Economic Resilience Employment
Māori Enterprise
Te Whare o te Reo Mauri Ora and Broadcasting
Te Ao Māori Te Pae Tawhiti: Wai 262
Te Taiao
Whānau-centred Approaches
Equitable & effective
government performance Lead Māori Public Policy
for Māori
Māori Wellbeing Monitoring
Te Puni Kōkiri – 2020–2024 Strategic IntentionsMāori Economic Resilience
12 Housing
Our goal
Working with partner agencies to ensure whānau have access to healthy homes
with stable tenure and have opportunities for home ownership and investment.
Why we focus on housing z Improving access to finance for Māori to
move into homes, including innovative
Housing has a strong impact on intergenerational instruments for Māori freehold land.
whānau health, wealth and wellbeing. Poor access
z Wai 2750 Kaupapa Inquiry relating to
to warm, dry, secure, affordable housing for Māori
housing policy.
has led to disproportionate levels of serious housing
deprivation, affecting health, employment, and z Monitoring and holding agencies in the
other social and economic outcomes. Māori home housing system to account for performance.
ownership rates are half that of non-Māori and there
are multiple barriers to building on Māori land.
Current sector activity
Our desired high level outcomes
z Working closely with Te Tūāpapa Kura Kāinga
and Kāinga Ora – Homes and Communities More whānau Māori
(Kāinga Ora) to implement MAIHI (Māori and
Iwi Housing and Innovation) Framework. live in homes they own.
z Increasing the supply of new homes for
whānau Māori, including the scale and reach
of papakāinga developments. More whānau live in
z Increasing the scale and reach of
warm, dry and secure housing.
repair programmes so that existing
whānau homes are liveable.
z Supporting the roll out of the Progressive
Homeownership Fund for access by whānau,
hapū and iwi Māori.
Te Puni Kōkiri – 2020–2024 Strategic Intentions13
Key performance measures
High Level Outcomes Te Pae Tata ( One Year Goals) Te Pae Tawhiti (Four Year Goals)
z More whānau Māori live in z Improve stability and security of
warm, dry homes that as a tenure in high quality rental housing
result of critical and essential to reduce the number of Māori living
repairs. in severe housing deprivation to 1%.
Currently 1.7% for Māori versus 0.7% for
More whānau live z Te Puni Kōkiri has more
non-Māori (Stats NZ, 2020c).
in warm, dry and comprehensive data about
secure housing. the current state of repair of z Increase the scale and scope of
existing homes occupied by critical and essential repairs to existing
whānau Māori. homes that can be made habitable to
reduce the proportion of Māori living
in damp households to 25%. Currently
35.3% for Māori versus 19.9% for non-
Māori (Stats NZ, 2020c).
z Increase the uptake of the z Increase the number of Māori that
Progressive Home Ownership own their own home to 35%. Currently
Fund by whānau, hapū and 31.0% for Māori versus 54.7% for non-
iwi Māori. Māori (Stats NZ, 2020c).
z More Māori live in papakāinga z Progress policy development to
housing on whenua Māori to address the barriers to housing
which they have whakapapa, ownership driven by planning and
both in collectively-owned resource management legislation for
rental homes and homes whānau Māori.
for ownership by individual
z Increase the scale of investment into
whānau.
papakāinga housing on whenua Māori.
More whānau Māori
z Increase the scale of the Progressive
live in homes they own.
Home Ownership Fund by whānau,
hapū and iwi Māori.
z Improve access to finance for whānau,
hapū and iwi Māori to build on whenua
Māori to enable Māori to have more
choice in vehicles to home ownership
and development.
z Better information about the number
of Māori who own their own homes,
as individual whānau or collectively,
or under progressive home ownership
agreements.
Te Puni Kōkiri – 2020–2024 Strategic IntentionsMāori Economic Resilience
14 Employment
Our goal
Influencing partner agencies to maintain labour market attachment and
get more Māori in to higher skilled jobs.
Why we focus on employment most affected sectors, such as tourism, retail
and hospitality. However, there are significant
Paid employment in quality work is an
opportunities for more and better jobs and skills
important contributor to whānau wellbeing and
growth for Māori, through social procurement
socioeconomic outcomes. Work enables us to
approaches and through growing Māori enterprise,
contribute to our communities, learn new skills
including increasing export activity.
and make social connections. The right education,
training and support are key factors in finding and Current sector activity
retaining quality employment. There are significant
participation and achievement gaps for Māori in The Government has seven employment and
education and training (MoE, 2020). In 2019: training initiatives that include a focus on Māori.
These initiatives include funding to:
z participation in ECE for 10 hours or more a
week of Māori children aged 3 was 62%, while z training and work-readiness providers, through
participation of the total child population was 75% funding for Pae Aronui (Te Puni Kōkiri), Māori
Trades and Training Fund (MBIE), Māori and
z the proportion of Māori school leavers Pasifika Trades Training (TEC), He Poutama
attaining at least NCEA Level 2 or equivalent Rangatahi (MBIE), and He Poutama Taitamariki
was well below that of all school leavers (65% (MSD)
compared and 79%)
z employers, through funding for Cadetships (Te
z 19% of Māori school leavers achieved a Puni Kōkiri) and Regional Apprenticeships (MBIE).
University Entrance Award, compared to 39%
of all school leavers The Government has also allocated $3.8 billion
over multiple years to support employment,
z the qualification completion rate of Māori for
education, and training programmes as part of
qualifications Level 7-10 (Degree or higher) was
Budget 2020 and the COVID-19 response funding.
48%, far lower than that of non-Māori (65%).
This supports the delivery of approximately 50
Wāhine Māori are more likely to be underutilised programmes across eleven agencies. $260m of
than their tāne peers and were disproportionately the total funding is aimed at Māori.
affected by COVID-19 job losses because
they were employed in larger numbers in the
Te Puni Kōkiri – 2020–2024 Strategic IntentionsOur desired high level outcomes
Māori labour market Greater Māori More Māori are 15
outcomes recover participation employed in Māori
quickly with higher and attainment and iwi firms and
participation than of qualifications emerging industries
pre-COVID-19 levels. in education requiring high
and training. skill levels.
Key performance measures
High Level Outcomes Te Pae Tata ( One Year Goals) Te Pae Tawhiti (Four Year Goals)
z Work across government to z Increase the number of Māori
provide greater job matching and in education, training and
training opportunities for Māori. employment.
z Partner with MBIE in the z Increase the Māori labour force
development of the Employment participation to 68.7%, up from
Māori labour market Strategy Māori Action Plan. 66.8% (MBIE, 2020).
outcomes recover quickly z Understand the drivers to
z Government employment
with higher participation than improving Māori labour market
programmes are effectively
outcomes to inform our policy
pre-COVID-19 levels. equipping more Māori for jobs
advice and investment decisions.
in high potential industries and
z Review current employment
professions.
policies and initiatives to
determine how they can be more z Address barriers to re-employment
effective for Māori. for wāhine Māori and Māori
workers who need to re-skill.
z Understand the barriers to z Partner with the Ministry of
Greater Māori participation equitable participation and Education to and the Tertiary
and attainment of achievement in education and Education Commission to deliver
qualifications in education training for Māori. an education and training system
and training. that achieves equitable outcomes
for Māori across a range of settings.
z Partner with Māori business z Policy and delivery better enable
to develop and pilot training the development of a skilled
and employment programmes Māori workforce that meets the
that meet the needs of social business needs of Māori frontier
More Māori are
procurement key industries firms and emerging industries.
employed in Māori firms and provide entry level and
and emerging industries z The proportion of Māori that
progression opportunities.
participate in tertiary education in
requiring high skill levels.
z Understand the enablers for Science Technology, Engineering
transition into higher skilled and Mathematics (STEM) related
occupations to inform our policy subjects increases to 43.1%, up
advice and investment decisions. from 30.5% (MOE, 2020).
Te Puni Kōkiri – 2020–2024 Strategic IntentionsMāori Economic Resilience
16 Māori Enterprise
Our goal
Champion the growth and opportunities for iwi and Māori business,
including leading social procurement reforms.
Why we focus on Māori enterprise: Our desired high level outcomes
Māori enterprises are a significant contributor to Māori businesses navigate through
the Aotearoa New Zealand economy and to the COVID-19 economic shocks,
prosperity of whānau, hapū and iwi Māori. Māori and survive and thrive.
enterprises are predominantly small and medium-
sized enterprises (SME) that are in industries that
Māori SMEs and emerging enterprises
are vulnerable to shocks to the economy, and
are well supported to grow.
many experience barriers in capability, services and
support that would ensure they are resilient and
able to take advantage of opportunities for growth. Enable more proportionate participation
for Māori in resilient and future
Current sector activity focused sectors of the economy.
z Building a baseline data set for Māori
enterprise information. Māori rights and interests are protected
Progress social procurement reforms to
internationally, and international trade
z
improve the Māori SME eco-system. and intellectual property instruments
are promoting high productivity,
z Indigenous collaboration agreements and
export-led economic growth.
relationships with other countries to advance
indigenous economic, social and cultural interests.
Māori leadership in global indigenous
z Development of the national plan to implement
collaboration is recognised as a key
the United Nations Declaration on the Rights of
Indigenous Peoples (UNDRIP). contributor to the renaissance in cross-
border indigenous trade and investment.
z Influencing the public sector to support Māori
international trade and investment, including
advancing the interests of aspiring Māori
Māori champion a refined view of
exporters. business success based around self-
determination, intergenerational wealth
creation and mobility, values-based
business practices and whānau wellbeing.
Te Puni Kōkiri – 2020–2024 Strategic Intentions17
Key performance measures
High Level Outcomes Te Pae Tata ( One Year Goals) Te Pae Tawhiti (Four Year Goals)
z Māori SMEs have access to z Māori enterprise activity and
responsive advice and support employment has recovered
Māori businesses in the wake of COVID-19. at least as fast as the national
navigate through COVID-19 economy and exhibits improved
z Māori SMEs are connected to
economic shocks, and resilience against future
recovery opportunities like the
survive and thrive. economic, climate and societal
Provincial Growth Fund and
shocks.
Infrastructure Reference Group
regional recovery projects.
z The enterprise and business z Increase the number of Māori
support ecosystem is reviewed businesses (currently at least
for its ability to meet the needs 10,200 Māori enterprises – TPK
of Māori businesses. 2020).
z Māori SMEs have greater z Te Puni Kōkiri supports the
access to capability and development of a viable ‘by
capacity improvements. Māori for Māori’ ecosystem
which provides national access
z Champion and monitor
to knowledge, know-how, start-
Māori SMEs and emerging government progress against
up and growth capital and new
enterprises are well the Māori Economic Resilience
markets.
supported to grow. Strategy.
z Continue base-line data and
insights work on Māori Business
and release Te Matapaeroa
2020.
z Support a Hui Taumata and
a re-invigoration of He Kai
Kei Aku Ringa Crown-Māori
Economic Development
Strategy.
Continued...
Te Puni Kōkiri – 2020–2024 Strategic Intentions18 High Level Outcomes Te Pae Tata ( One Year Goals) Te Pae Tawhiti (Four Year Goals)
z Māori businesses are z Government procurement
recognised key stakeholders mechanisms enable Māori
and participants in regional enterprises to have effective
recovery plans. and equitable access to
government and corporate
z Re-align Te Puni Kōkiri
contracts.
enterprise investment and
operational approach to z Māori asset ownership and
support enterprising whānau enterprise activity in productive,
and start-ups, venture-ups and sustainable, value-adding and
Enable more proportionate technology driven scale-ups. knowledge sectors/industries
participation for Māori in are growing at a multiple of the
z Ensure Māori engagement,
resilient and future focused national average.
governance, and commercial
sectors of the economy. participation in the evolved z Government contracts awarded
regional economic to Māori enterprises accounts
development strategy (PRISM), for 5% of total government
the Industry Strategy and procurement spend.
Industry Transformation Plan, is
effective and enduring.
z Re-open or otherwise replace
the Māori Digital Technology
Development Fund (Ka Hao)
to support high value jobs and
enterprise growth.
z Initiate and advance indigenous z Māori economic and cultural
Māori leadership in global
collaboration arrangements with leaders are more internationally
indigenous collaboration Australia, Canada and Taiwan. engaged and recognised,
is recognised as a as leaders of economic and
key contributor to the z Work with public sector
cultural development and geo-
agencies and Māori
renaissance in cross-border political influence.
stakeholders to promote
indigenous trade and
indigenous development in
investment.
international trade fora.
Māori champion a z Champion a stronger Māori z Traditional intellectual property
voice and increased recognition protections enable productive,
refined view of business
of Te Ao Māori within the NZ sustainable, value-added export
success based around
Story. growth and ongoing innovation
self- determination,
for all of Aotearoa New Zealand
intergenerational wealth under the kaitiaki of Māori.
creation and mobility, values-
based business practices
and whānau wellbeing.
Te Puni Kōkiri – 2020–2024 Strategic Intentions19
New research has provided an expanded view of Māori business, revealing more than eight times as many
Māori-owned businesses operating in Aotearoa. Vienna Nordstrum, pictured with a client, runs Soldiers
Rd Portraits with her sister-in-law Taaniko, providing vintage cultural portraiture. The duo are part of the
professional services industry, now understood to be as big an area for Māori operations as construction.
Photo: Adrian Heke.
Te Puni Kōkiri – 2020–2024 Strategic IntentionsTe Ao Māori
20 Te Whare o te Reo Mauri Ora and Broadcasting
Our goal
Supporting the growth of a health and vibrant te reo Māori me ōna tikanga with
a specific focus on modernising the Māori media and broadcasting sector.
Why we focus on Te Whare o te Reo Mauri Ora We must ensure the right policy settings,
and broadcasting structures, and funding are in place so that Crown-
funded Māori media entities, independent Māori
Te Whare o te Reo Mauri Ora describes an active
content producers, and iwi media providers can
partnership with iwi and Māori to support the
deliver engaging content to diverse audiences
revitalisation of te reo Māori. It recognises both
across a full range of platforms.
that te reo Māori is a taonga of iwi and Māori, and
the government’s commitment to actively protect Current sector activity
and promote the language under Te Ture mō Te
Reo Māori 2016. z Implementation of the Maihi Karauna
(Crown’s Māori language strategy) through
Ensuring te reo Māori me ōna tikanga is vibrant policy, investment, and monitoring, including
within Aotearoa New Zealand society reflects the leading priorities for which we are the
way connection to language and culture is integral responsible agency.
to the wellbeing of Māori, and that it is a central
z Support policy and initiatives between
component of the broader cultural identity and
government and Te Mātāwai that encourage
heritage of Aotearoa New Zealand.
te reo Māori revitalisation in homes and
Te Puni Kōkiri, working with Te Taura Whiri i communities.
te Reo Māori (Māori Language Commission) z Develop advice to position Te Rūnanga Reo
and the wider Government, has the key role of for strategic impact on key issues, risks and
creating, maintaining and supporting the societal co-design opportunities related to te reo Māori
conditions for te reo Māori to thrive as a living revitalisation.
language. This means that it is valued, learned,
z Review into the operation and effectiveness
and used by Aotearoa whānui in a full range of
of Te Ture mō Te Reo Māori 2016 using a
contexts and environments.
partnership approach.
Māori media is a powerful mechanism for realising Positioning of the Māori media sector to be
z
the goals within Te Whare o te Reo Mauri Ora. It sustainable within a changing environment and
elevates the status of te reo Māori me ōna tikanga, to deliver effectively into the future.
tells Māori stories, and reflects Māori perspectives,
with broad public exposure.
Te Puni Kōkiri – 2020–2024 Strategic IntentionsOur desired high level outcomes 21
Te reo Māori me ōna tikanga continues Māori perspectives and Māori language
to grow and be healthy and vibrant. flourish through increased focus in
Māori and mainstream broadcasting.
Key performance measures
High Level Outcomes Te Pae Tata ( One Year Goals) Te Pae Tawhiti (Four Year Goals)
z Ensure te reo me ngā z Increase in proportion of New
tikanga Māori is included Zealanders who can hold an
in government’s policy everyday conversation in te reo
development and Māori (from 4% Census 2018,
service design. Stats NZ 2020a).
z Evaluate the health of the z Improved health of
partnership in undertaking te partnership in te reo Māori
reo Māori revitalisation. revitalisation (baseline indicator
to be established through
Te reo Māori me ōna tikanga z Establish shared strategic
2021 survey).
continues to grow and be priorities for Te Whare o te Reo
healthy and vibrant. Mauri Ora. z Increase in the proportion of
New Zealanders watching
z Progress enabling policy
Māori programming (from 29%
settings that will position the
TMP, 2019).
Māori media sector to deliver in
an era of digital convergence. z More Māori over 15 speak
te reo Māori as a primary
language at the home with
either parents, their partner,
pre-schoolers, schoolchildren
or others (up from 3% currently,
Stats NZ 2020a).
z Progress enabling policy z Funding Increases annually for
settings that will position the Māori Television and iwi radio.
Māori media sector to deliver in
Ensure the Māori voice is heard
Māori perspectives and Māori an era of digital convergence.
z
across all media sectors using
language flourish through
z Progress funding allocation to innovative approaches.
increased focus in Māori and
Māori broadcasting to impact
mainstream broadcasting. z Maintain funding profile for te
long-term shifts for te reo Māori
reo Māori and establish new
me ōna tikanga.
funding for Māori stories in
English.
Te Puni Kōkiri – 2020–2024 Strategic IntentionsTe Ao Māori
22 Te Pae Tawhiti: Wai 262
Our goal
Leading the whole of government work between the Crown
and Māori to give effect to Ko Aotearoa Tēnei (Wai 262).
Why we focus on Te Pai Tawhiti: Wai 262 z Supporting Te Taumata Whakapumau1 to initiate
Māori-to-Māori conversations about partnering
Wai 262 issues are complex and multi-faceted, with the Crown to address Wai 262 issues.
encompassing topics as diverse as natural
resources, te reo Māori, and intellectual property. z Advancing conversations with Māori
A common thread is the ability of Māori to act about future joint work, and possible early
as kaitiaki for mātauranga Māori and taonga. opportunities for exemplar projects, as Māori-
to-Māori conversations progress.
A comprehensive partnership approach to the
protection, development and use of mātauranga
Māori and taonga will help unlock the economic,
social and cultural potential of te ao Māori,
Our desired high level outcomes
inclusive of the whole of Aotearoa New Zealand.
Touching on matters of great importance to Māori
and the Māori–Crown relationship, this mahi offers The government’s
a unique opportunity to partner with Māori and, engagement and response
together, “learn by doing”. Tackling Wai 262 issues
in this way has the potential to fuel innovation,
to Wai 262 issues is
strengthen national identity, and enhance our consistent, coherent
international reputation, as well as deliver direct
and coordinated.
benefits to Māori.
Current sector activity
Māori-to-Māori conversations
z Strengthening the consistency, coherence and
coordination of the government’s responses to about partnering with the
Wai 262 issues through inter-agency dialogue Crown enable a joint Māori–
and information sharing.
Crown work programme.
1. Te Taumata Whakapumau is the rōpu of whānau and iwi representatives of the original (now deceased) Wai 262 claimants.
Te Puni Kōkiri – 2020–2024 Strategic Intentions23
Key performance measures
High Level Outcomes Te Pae Tata ( One Year Goals) Te Pae Tawhiti (Four Year Goals)
z Government agencies are z Initiatives and joint work that
actively engaged with their address Wai 262 issues have
responsibilities as part of whole- progressed as expected.
of-government work on Wai
z The protection, development
262 issues.
and use of mātauranga Māori
z Māori–Crown joint work on and taonga are supported
early opportunities to address by a general policy and legal
The government’s Wai 262 issues in specific framework developed jointly
engagement and response locations is underway. with Māori.
to Wai 262 issues is z At least two key areas of z Mātauranga Māori has equal
consistent, coherent and current government work are mana with other disciplines and
coordinated. consistently addressing Wai Te Ao Māori perspectives are
262 issues. central to policy development
affecting Wai 262 issues.
z Initiatives and joint work that
address Wai 262 issues have z A partnership approach to Wai
adequate investment. 262 issues is well supported
and resourced.
z Approaches to engaging with
mātauranga Māori are better
coordinated across agencies.
z Māori-ki-te-Māori conversations z The Crown and mandated
Māori-to-Māori about how to best partner with Māori representation are
conversations about the Crown on Wai 262 issues actively working together on
future joint work are well underway. Wai 262 issues.
programmes continue z Te Taumata Whakapumau are
to advance supported as kaitiaki of the
Crown-Māori process.
Te Puni Kōkiri – 2020–2024 Strategic IntentionsTe Ao Māori
24 Te Taiao
Our goal
Ensure Māori rights and interests are part of decision making
for the environmental issues and natural resources sector.
Why we focus on te taiao z Government is developing policy to achieve a
net zero emissions economy by 2050 – Te Puni
Natural resources are fundamental to the cultural,
Kōkiri are working with the Climate Change
social and economic wellbeing of Māori. Māori
Commission and government agencies to
and iwi have a partnership role in the governance
understand the impacts for Māori and develop
and management of natural resources and the
policy accordingly.
response to climate change, to strengthen Māori
economic and community resilience. z A national adaptation plan for climate change
responding to 43 identified risks will be
50% The proportion of Māori commercial
assets categorised as highly climate
developed over the next two years, led by
the Ministry for the Environment. The National
sensitive primary industries Adaptation Plan (the Plan) will set out the
(King et al, 2010). work required to prepare New Zealand for
the challenges we will face as our climate
48% The share agriculture contributes
to Aotearoa’s total emissions continues to change. Te Puni Kōkiri will be able
(MfE, 2020). to create opportunities for the application of
mātauranga, and Māori and iwi-led responses
76% The proportion of indigenous
freshwater fish classified as
to improve New Zealand’s social, cultural,
environmental and economic resilience, for
threatened or at risk of extinction both current and future generations.
(Stats NZ, 2020b).
z Three Waters Review, to address a complex
Current sector activity set of issues relating to the regulation,
Government is reforming the Resource funding, financing, and provision of safe
z
Management Act 1991 (RMA) after an drinking water, wastewater, and stormwater
independent review recommended the RMA be services (the three waters), and to deliver
repealed and replaced with three new pieces of better outcomes for all New Zealanders, the
legislation: the Natural and Built Environments environment, and the economy.
Act; the Strategic Planning Act; and the Managed
Retreat and Climate Change Adaptation Act. The
resource management reforms are significant,
because they affect all activity that can be
undertaken on land, air and water.
Te Puni Kōkiri – 2020–2024 Strategic IntentionsOur desired high level outcomes
25
Whānau, hapū, and Ensure any RMA Ensure equitable
iwi Māori businesses reforms are focused access and allocation
are well positioned to on enhancing of freshwater for
manage the impacts intergenerational whānau, hapū
of climate change. wellbeing for Māori. and iwi Māori.
Key performance measures
High Level Outcomes Te Pae Tata ( One Year Goals) Te Pae Tawhiti (Four Year Goals)
z Māori understanding of te taiao z Whānau are recognised as stewards of their
Whānau, hapū, informs our policy advice and living and natural environments.
iwi and Māori investment decisions.
z Whānau, hapū, and iwi Māori are prepared for
businesses are z Increased understanding of how the impacts of climate change and can make
well positioned climate change will affect Māori decisions to avoid or mitigate any adverse
resilience. effects of climate change.
to manage the
impacts of climate z Increased capability and capacity to z Māori entities and businesses are well
meet climate change impacts. positioned to manage the impacts of a
change. changing climate and take advantages of
opportunities that may arise.
z Increased understanding of RMA z Māori have a more effective and influential
capacity and capability needs for Māori. role as a decision maker that recognises and
provides for kaitiakitanga and rangatiratanga
z Influence policy development to:
z Māori are sufficiently resourced to engage
z promote capacity and capability
effectively in the new system
Ensure any RMA building for Māori to engage
effectively in the new system The new system provides for partnership
reforms are focused z
arrangements between Māori, agencies and
on enhancing z enable Māori to exercise
local authorities
kaitiakitanga over natural
intergenerational
resources z Mātauranga Māori and Te Ao Māori
wellbeing for Māori. perspectives are central to policy
z allow Māori to fulfil governance
and partnership roles development and implementation,
z Mātauranga / Te Ao Māori have z Reduced RMA related barriers to land use
an equal standing to western and development, with particular regard to
science. whenua Māori.
z Increased government capability to z Māori enabled to govern and manage
understand and respond to the rights freshwater.
Ensure equitable and interest of Māori in freshwater.
access and allocation z Equitable access to (and distribution of)
Policy development gives effect freshwater for community and economic
of freshwater for z
resilience.
to the principles of the Treaty of
whānau, hapū, and Waitangi.
z Freshwater maintains its life supporting state
iwi Māori. in the environment and is a valuable natural
capital available to all communities.
Te Puni Kōkiri – 2020–2024 Strategic IntentionsEquitable & effective government performance for Māori
26 Whānau-centred Approaches
Our goal
Grow the influences of whānau-centred policy and the investment
in Whānau Ora across government and into our communities.
Why we focus on whānau-centred approaches z There is an opportunity to review the existing
kaitiaki arrangements to ensure Whānau Ora
Whānau Ora is a culturally embedded and holistic
is adequately supported across government
approach to achieving whānau wellbeing. There and strengthened to remain responsive and
is considerable evidence that conventional accountable to whānau. Preliminary work is
service delivery does not work for Māori. Whānau under way to consider whether alternative
Ora has been shown to be an effective and kaitiaki arrangements would position Whānau
transformative approach to support whānau to Ora to deliver more for our whānau and
meet their needs and achieve their aspirations. communities, and includes consideration of
Within an overall Whānau Ora approach there are recent changes to the Public Service Act 2020.
two key components that drive towards improving
outcomes for Māori: Whānau Ora commissioning,
and broader whānau-centred approaches to
inform government policy and service delivery. Our desired high level outcomes
Current sector activity
Strengthen the delivery
z Te Puni Kōkiri is working towards a medium-
term vision which includes Whānau Ora being of outcomes for, and
adequately resourced to support whānau accountability to, whānau
to achieve their aspirations, is appropriately
supported across government agencies, and through Whānau Ora.
that whānau are able to play a key role in
local decision making regarding Whānau Ora
support. This includes growing investment in Increased cross-agency
the Whānau Ora commissioning approach,
considering the application of whānau-centred
collaboration, commitment
approaches in new areas, empowering more and investment in Whānau Ora.
localised approaches to whānau support and
improving data and information systems.
Te Puni Kōkiri – 2020–2024 Strategic Intentions27
Key performance measures
High Level Outcomes Te Pae Tata ( One Year Goals) Te Pae Tawhiti (Four Year Goals)
z Confirm the strategic direction z Use the data and analytics
for Whānau Ora. capability to better target the
Whānau Ora approach and
z Consider kaitiaki/governance
improve accountability.
arrangements that support the
strategic direction. z A strategic approach to
whānau-centred policy is being
z Develop data and analytics
implemented.
capability for Whānau Ora
investments which can be z The accessibility of Whānau Ora
Strengthen the delivery shared across government. services to whānau is increased
of outcomes for, and commensurate with Māori
z Sharpen the approach to
accountability to, whānau population growth and need.
influencing other government
through Whānau Ora. agencies to adopt /invest z The voice of whānau will be
in whānau-centred policy effectively reflected in whānau-
approaches. centred approaches through
robust tools, engagement and
z Support whānau by
surveys.
implementing new
commissioning approaches
and strengthening the service
offering to support whānau
aspirations.
z Implement programmes that z Inter-agency investment and
already reflect cross-agency commitment for Whānau Ora
investment (for example, Ngā policy and investment has been
Tini Whetū, Paiheretia, and the expanded.
Increased cross-agency Whānau Centred Facilitation
z Increase of partnership
collaboration, Initiative).
arrangements to deliver
commitment, and
z Identify options for expanding Whānau Ora into communities.
investment in Whānau Ora.
the cross-agency commitment
z Increase in whānau-centred
to and investment in Whānau
policy approaches identifiable
Ora (including the role of joint
in across government agency
ventures, for example).
policies.
Te Puni Kōkiri – 2020–2024 Strategic IntentionsEquitable & effective government performance for Māori
28 Māori Public Policy Leadership
Our goal
Lead policy thinking across the public service of the roles and obligations
agencies have to Māori as citizens and as whānau.
Why we focus on leading Māori public policy Our desired high level outcomes
The Government has prioritised wellbeing
outcomes for all New Zealanders, including a Te Puni Kōkiri is influencing
stronger and more co-ordinated focus by the the public sector system to be
public service on lifting wellbeing outcomes for
Māori. Well-informed decisions and interventions
more effective for Māori.
will improve outcomes and collaborative ways
of thinking, behaving and delivering services
with and for Māori. Supported by a monitoring Te Puni Kōkiri is an effective
programme based on data and analytics insights, principal policy advisor
Te Puni Kōkiri will act as an authoritative voice on
Māori wellbeing and the efficacy of government
to Government on Māori
programmes for Māori. wellbeing and development.
Current activity across public agencies
z Lead policy advice on issues of specific
importance to Māori, such as whenua, te reo
Māori, Māori development approaches, Māori
economic reslience, whānau centred approaches
mātauranga and intellectual property.
z Developing Te Tautuhi-o-Rongo (Māori Macro
Policy Framework) to embed Māori and Treaty
perspectives into policy, programmes and
services.
z Establishing a permanent data and analytics
capability, with information and data
underpinning the Ministry’s work.
Te Puni Kōkiri – 2020–2024 Strategic Intentions29
Key performance measures
High Level Outcomes Te Pae Tata ( One Year Goals) Te Pae Tawhiti (Four Year Goals)
z Te Puni Kōkiri is applying a z Te Tautuhi-o-Rongo is used as
macro policy approach to key the government-wide approach
issues that is based on Te Tiriti to the development of public
Te Puni Kōkiri is influencing
o Waitangi. policies and initiatives that
the public sector system to
impact Māori.
be more effective for Māori. z Te Tautuhi-o-Rongo is tested
and refined so that it can be
applied to its advice to key
government agencies.
z Policy development and advice z Policy development and advice
has a specific focus on those is informed by regional insights
matters that are critical to to enable sustainable Māori
Te Puni Kōkiri is an effective
improving Māori wellbeing. wellbeing development.
principal policy advisor
to Government on Māori z Policy and operational staff z Policy practitioners innovate
wellbeing and development. trained in Te Tautuhi-o-Rongo approaches that support the
and iteratively testing and greatest improvements in
applying it in their work. Māori wellbeing.
Te Puni Kōkiri – 2020–2024 Strategic IntentionsEquitable & effective government performance for Māori
30 Māori Wellbeing Monitoring
Our goal
Lead the development and monitoring z Te Puni Kōkiri is influencing the government
of system indicators for how well response to the Health and Disability System
Review, and implementing a programme of
public services perform for Māori as
reviews to monitor impacts of public sector
both citizens and as whānau. policies, services and programmes. This
includes a review of Ka Hikitia, the Māori
Education Strategy, and tracking improvements
Why we focus on Māori wellbeing monitoring following a review of the Ministry of Social
Development’s employment services and
Under the Ministry of Māori Development Act
programmes in Auckland.
1991, Te Puni Kōkiri has a responsibility to monitor
each department and agency that provides z Te Puni Kōkiri is developing a work programme
services to or for Māori, and ensure those for enhancing system performance which
services are adequate for Māori. By monitoring includes the implementation of monitoring
the effectiveness of the public service for Māori, reviews and collaboration on Performance
Te Puni Kōkiri can take a leadership role to drive Improvement Framework and baseline reviews.
and influence improvements to Māori wellbeing
outcomes, and improve the transparency of public
sector performance against Māori wellbeing.
Our desired high level outcomes
Current sector activity
z There is a greater emphasis in the public sector The public sector has
on Māori wellbeing, through the Public Service
clear accountability mechanisms
Act 2020, and the Treasury’s Living Standards
and He Ara Waiora frameworks. Te Puni Kōkiri to assess performance for Māori.
collaborates with the Public Service Commission
and the Treasury to uphold these commitments.
z Te Puni Kōkiri is currently developing and Te Puni Kōkiri is influencing system
assessing a set of system indicators for improvements in public sector
measuring public sector performance in
policies, services and programmes.
enabling Māori wellbeing and equity across the
health, education, employment, housing and
justice sectors (compiled into a public sector
performance report). Te Puni Kōkiri is the principal source
z Te Puni Kōkiri is building internal data and of data and insights to government
analytics capability on Māori wellbeing, and on Māori wellbeing.
producing case studies of effective public
sector performance.
Te Puni Kōkiri – 2020–2024 Strategic Intentions31
Key performance measures
High Level Outcomes Te Pae Tata ( One Year Goals) Te Pae Tawhiti (Four Year Goals)
z Te Puni Kōkiri has clear z An annual report of public
measures of system sector performance is used by
performance across health, agencies to assess and improve
education, employment, system performance.
housing and justice sectors.
Monitoring and accountability
The public sector has z
z Opportunities for strengthening mechanisms across
clear accountability system performance (including government better track
mechanisms to assess monitoring reviews) are performance of public sector for
performance for Māori. identified through assessment Māori wellbeing.
of performance measures.
z Te Puni Kōkiri is collaborating
with public sector agencies
to strengthen monitoring and
accountability mechanisms.
z Actionable improvements to z Agency policy, design
the design and implementation and implementation are
of policies, programmes and demonstrating their commitment
Te Puni Kōkiri is influencing services are identified through to effectiveness for Māori.
system improvements monitoring reviews and
in public sector policies, actioned by relevant agencies.
services and programmes. z Public sector agencies have
access to resources and
guidance on effectiveness
for Māori.
z Strengthened data and z Te Puni Kōkiri has a
analytics capability within comprehensive view of
Te Puni Kōkiri is the Te Puni Kōkiri. Māori wellbeing and system
principal source of data performance that is data-driven
and insights to government z Te Puni Kōkiri is capturing and
and informed.
compiling quantitative and
on Māori wellbeing.
qualitative data, and reporting
on Māori wellbeing.
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