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

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6 • A review of what the official requirements and primary guidance say about good practice in developing and reporting against effectiveness measures for outputs for Mäori (Te Puni Kökiri, 2011a); • A summary of good practice guidance and requirements (Te Puni Kökiri, 2011b); • A desktop analysis of performance reporting by the Ministry of Social Development (MSD) in relation to its Job Search Service 2002/03 to 2011/12 (Te Puni Kökiri, 2011c); and • Towards a Mäori perspective of good practice in developing and reporting against measure of performance effectiveness for a front-line employment service for Mäori on the unemployment benefit (Te Puni Kökiri, 2012). More detail on each of the working papers, and the methodologies used, is presented in Appendix One. Other contributing factors ( e.g.: world economy; contributions of other services and policies; etc ). Figure One – dimensions of a performance story D I M E N S I O N S O F M E A S U R A B L E P E R F O R M A N C E Inputs Outputs Impacts / Intermediate Outcomes Population-level Outcomes Resources that go into a service or programme Example: Increased capability to deliver a quality service for Mäori Relevant measures: • costs • staff trained and qualified • proprtion of Mäori staff • staff cultural competencies Goods and services supplied to stakeholders Example: x service provided to n number of Mäori customers Relevant service quality measures: • timeliness • accuracy • entry and completion rates • quality standards • volume Immediate effect of outputs on stakeholders Example: The service made x difference to n number of Mäori clients Relevant quality impact measures: • % of clients demonstrating positive gains over time • % of target group reached D I F F I C U L T Y I N A T T R I B U T I O N Broader states or conditions of society, the economy or environment Example: Improvement in employment outcomes for Mäori Relevant measures: • % of Mäori working - age population in the labour force / not in the labour force • employment and unemployment rates • customer satisfaction • coverage and % of target population reached • customer and stakeholder satisfaction • NEET rates • income levels 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
Table One – examples of performance measures from agencies’ public reporting Inputs Input Result Source 7 Ministry of Social Development’s Aka Matua programme which supports Mäori and Pacific managers to complete a master’s degree in Public Policy Six Mäori and Pacific managers supported MSD Annual Report 2010/11 Developed a Mäori cultural competency for their staff to enhance their capability to deliver for Mäori. To be embedded in performance management, recruitment and personal development processes Not reported Ministry of Education Annual Report 2010/11 Outputs Output target Budget standard Source 90% of clients express satisfaction with Victim Support Services 1 90% Vote Justice Information Supporting the Estimates 2012/13 Impacts Impact target Budget standard Source Reduce truancy rates for frequent truants in Years 9 and 10 by 1.0%, with separate targets for Mäori and Pacific. Mäori 2.5% Pacific 1.5% Vote Education Information Supporting the Estimates 2012/13 Impact target Reported result Source The proportion of UB jobseekers who exit a main benefit into employment and achieve six months employment 61.8% (not publicly reported by ethnicity) MSD Annual Report 2011 1 Agency reporting does not generally provide ethnic breakdowns of output quality measures, such as customer satisfaction. See State Services Commission (2011a) for an analysis of Mäori customer satisfaction from the cross-Government Kiwis Count 2009 survey. 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 and 6: (Gill and Russell, 2011, p.8). As D
Page 7: PART 1 : INTRODUCTION 1.1 PURPOSE T
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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