Statement of Intent 2013 to 2016 - Human Rights Commission

24 HUMAN RIGHTS COMMISSION | STATEMENT OF INTENTOrganisational health and capabilityTe kaha ora o Te Kähui Tika TangataOur organisational health and capability programmereflects that our efforts need to be strategically targetedto achieve valuable impacts with effective interventionswhile operating within the financial constraints of astatic baseline, rising costs and the loss of funding for ourenhanced responsibilities for the promotion, protectionand monitoring of the Disability Convention which endsin June 2013. 11 This is consistent with the Government’sexpectations of improved performance, reduced costs, andbetter results throughout the public sector.The wider context for our organisational health andcapability programme 2013–14 is the comprehensiveorganisational review. This was conducted to deliver a neworganisation with increased capability, aligned, engagedand strategically deployed to achieve an increase in therelevance of human rights to people in New Zealand.The new organisation will also enable us to increaseour contribution to influencing improved human rightsoutcomes for everyone in New Zealand.The review included revising our values; auditing thestate of our audience engagement and communications;conducting an internal capacity assessment with theassistance of the Asia Pacific Forum of National HumanRights Institutions; clarifying governance, leadership rolesand internal responsibilities under the Human RightsAct; developing a new strategic framework organisedaround the four outcome areas in this Statement ofIntent; and developing a new design for the organisation.The review also concluded that the Commission shouldmaintain offices in Wellington, Auckland and Christchurch,positioned to be close to the organisation’s key audiences.The results of the organisational review are reflected in ourBusiness Plan for 2013–14, which includes the priority toimplement our new structure, financial plan and ensuingdevelopment programme.What we will doOrganisation designDuring 2013–14, we will embed the new design and theleadership roles within this to operate as one organisation.Organisational development programmeDuring 2013–14, we will implement an organisationaldevelopment programme based around the three themesof strategic alignment, performance, and culture. The goalsunderpinning these three themes are set out below.ThemeGoalStrategic alignment Our people, products, processesand systems support theachievement of our humanrights priority outcomesPerformanceWe plan, measure, manage andimprove our own performanceto be effective and make thebest possible use of limitedresourcesCultureWe are characterised byengaged, motivated peoplewith a shared sense of purposeto improve human rightsoutcomes for the people ofNew ZealandIn addition, during the year we will continue to identifyfurther opportunities for improvement, maintaining a focuson efficiency, effectiveness, sustainability, accessibility,and the quality and responsiveness of our services. We willreview office space and location to identify potential savingsand explore opportunities to develop shared back-officeservices and shared space where possible.Strategic alignment to achieve outcomesDuring 2013–14, we will develop capabilities of identifying,describing and quantifying human rights outcomeimprovement opportunities; establishing, developing andmaintaining strategic relationships with audiences; anddeveloping a portfolio of our intervention strategies to effectsocial change. We will also increase business developmentcapability to optimise revenue opportunities.We will conduct further reviews to ensure further alignmentwith our strategy. We will review processes to addressunlawful discrimination complaints and enquiries to theCommission.11 See also Forecast financial statements for assumptions underlying the Commission’s financial planning on page 39.