Measuring performance and effectiveness for MÃƒÂ¤ori ... - Te Puni Kokiri

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4 suggests that there are some commonlyheld views on these matters within Mäori society, but at the same time he and other Mäori academics emphasise diversity. As noted above, the engagement of Mäori in the development of performance measures will help to determine what is most important. Implementing Mäori-specific measurement Most agencies are not used to measuring performance in this way. Mäori-specific measures will require new data collection mechanisms or a reinterpretation of existing data. There may be some trial and error involved before the measures are introduced. OTHER USEFUL INFORMATION Overcoming barriers to performance measurement for Mäori The domestic academic sources noted that performance measurement for Mäori can be highly politicised. It can also be hampered by a lack of good quality data on Mäori customers and robust analysis of ethnicity data. Overcoming these barriers requires agencies to: build the right technical and policy capability; exercise strong leadership; and build an organisational culture that fosters and supports Mäori perspectives. Opportunities to use more sophisticated analysis It is important that agencies understand the diversity of the Mäori population, and what that means for the delivery of their services. It should be possible to identify particular cohorts within the Mäori population that hold a particular stake in the services being delivered. Particular cohorts may be at greater risk of poor outcomes or lessened access to the services. One source suggests that agencies have the opportunity to employ a regression analysis of performance data to identify and address differences in the effectiveness of their own local offices. Collaboration Some of the literature notes that agencies who are serving the same clients should collaborate to improve data and share performance information. This message of collaboration is entirely consistent with the government’s Better Public Services reforms. T E P U N I K Ö K I R I M E A S U R I N G P E R F O R M A N C E A N D E F F E C T I V E N E S S F O R M Ä O R I : K E Y T H E M E S F R O M T H E L I T E R A T U R E
PART 1 : INTRODUCTION 1.1 PURPOSE This review is intended to furnish key themes and findings that will assist practitioners involved in measuring and reporting on the performance of any government services that are provided to Mäori. It offers illustrative examples in relation to employment services, but is intended to be widely applicable across the government sector. 1.2 NATURE OF THE LITERATURE The review covers the international and domestic literature on measuring and reporting on the effectiveness of government services for Mäori. The literature reviewed falls into three main categories: international academic literature, domestic academic literature, and practitioner literature (e.g. ‘official guidance’ on performance measurement issued by central agencies and the Office of the Controller and Auditor-General). 1.3 KEY DISTINCTIONS Performance measurement refers to the process of measuring progress towards goals or outcome targets that are expected from a service or the activities of an agency. This entails assessing the cost-effectiveness with which ‘inputs’ (e.g. monetary and human resources) are turned into ‘outputs’ (e.g. goods and services provided to customers), and the effectiveness with which ‘outputs’ produce the desired impacts or outcomes. Performance measurement should concentrate on impacts and outcomes that are achievable and reasonably within the delivery agency’s control. Table One on page 7 provides live examples of these kinds of performance measures. Population-level outcomes, such as changes in the national employment rate, are useful indicators of societal wellbeing, but are usually beyond the reach of performance measurement (see Figure One, below). For example, it is reasonable to assume that Work and Income’s activities have some effect on the national employment rate, but impossible to measure or quantify that effect given the myriad of other influences on that indicator. Thus, the 2008 spike in unemployment was influenced more by global economic conditions than a change in the quality of any particular government service. Table One below provides a few examples of input, output and impact quality better practice measures for Mäori from agencies' recent accountability documents. Having made this distinction explicit, it is important to acknowledge that a significant amount of the domestic literature reviewed deals with the theory of measuring Mäori wellbeing, with many of the outcomes discussed being at a population level. This domestic literature is included in the review because many of its themes and lessons are also applicable to agency performance measurement. 1.4 METHODOLOGY This report represents a summary of five different strands of literature review, undertaken simultaneously. This resulted in the following internal working papers, the findings of which have been brought together and summarised in this report: • An international literature review (Gill and Russell, 2011); 5 I N T R O D U C T I O N
Page 1 and 2: MÄTAURANGA KNOWLEDGE Ka möhio, ka
Page 3 and 4: C O N T E N T S 2 EXECUTIVE SUMMARY
Page 5: (Gill and Russell, 2011, p.8). As D
Page 9 and 10: Table One - examples of performance
Page 11 and 12: 2.2 NO ONE-SIZE-FITS-ALL - PERFORMA
Page 13 and 14: “In brief there is a prima facie
Page 15 and 16: PART 3 : COMPARATIVE MEASURES - GOO
Page 17 and 18: 3.3 CAPTURING VARIATION WITHIN MÄO
Page 19 and 20: quantified in the annual Social rep
Page 21 and 22: Raising performance between sites/o
Page 23 and 24: New Zealand (2002) explains that hi
Page 25 and 26: 4.6 MEASURES FOR MÄORI AS PART OF
Page 27 and 28: PART 5: KEY IMPLEMENTATION ISSUES F
Page 29 and 30: 5.4 THE NEED FOR FORETHOUGHT Much o
Page 31 and 32: GLOSSARY Aspirational goals Expecte
Page 33 and 34: A P P E N D I C E S
Page 35 and 36: The “Mäori Perspective” Report
Page 37 and 38: Illustrative examples of Hua Oranga
Page 39 and 40: Table Six - Measures for employment
Page 41 and 42: Donnell, A., and Social Programme E
Page 43 and 44: Kukutai, T. (2004) ‘The Problem o
Page 45 and 46: State Service Commission (2003a) Pu
Page 48: Te Puni Kökiri, Te Puni Kökiri Ho

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