Te kokenga ā-punaha o te Rāngai Tūmatanui i ngā titikaha mō te Papa Pounamu | Public Service progress against the Papa Pounamu commitments

The progress below relates to the 39 Public Service agencies that agreed to make the five Papa Pounamu commitments mandatory in their workplaces. If you would like more specific information on individual agencies, most agencies have provided this through their annual reports and make these available online.

The following commitments are:

Te Urupare i te Mariu | Addressing Bias

Commitment - Public Service agencies deliver bias learning to all their people and change their workplace structures and systems to reduce bias from occurring. This should be part of a wider plan to address bias over time.

Progress

  • Most agencies have taken action to address bias in their workplace in the last year in some shape or form
  • About three quarters of agencies delivered training modules around reducing bias in the workplace, with many reporting that they delivered this training in the first instance to people leaders
  • Just under half of agencies have reported that they have focused on addressing bias in their recruitment processes
  • All agencies are also committed to reviewing their HR and Remuneration policies to remove bias through the Pay Gap Action Plan

Example – Ministry of Social Development (MSD) have a strong focus on addressing bias and discrimination, building on progress achieved in previous years. They have focused on delivering training, support for staff and improving their policies and practices. Staff and managers completed online unconscious bias training which focusses on identifying unconscious bias and ways to manage it. This training complements their range of existing learning programmes to support staff in providing client services that are grounded in empathy and respect. MSD also continue to focus efforts to reduce pay gaps including those for women, Māori, Pacific and Asian people. They designed a partnership-based mentoring programme with the Women’s Network and Pacific networks and provide support for new employee led networks to form and flourish. They also implemented a new performance and remuneration framework, recruitment guidance to support managers in recognising and mitigating bias in the hiring process, a flexible working policy and guidance to support managers and employees to engage in conversations about flexible working arrangements.

Ministry of Social Development staff members meet for a coffee in the open meeting area.

Above: Ministry of Social Development staff members meet for a coffee in the open meeting area.

Ngā tūhononga e kōkiritia ana e ngā kaimahi | Employee-led Networks

Commitment - Agencies establish, support, resource and engage with employee-led networks. This should be an ongoing commitment.

Progress

  • There is good support for employee-led networks (ELNs) across the Public Service and all 39 agencies provide funding proportionate to their size to support cross-agency ELNs
  • 35 of the 39 Public Service agencies have one or more ELNs
  • Results from Te Taunaki | Public Service Census tell us that most people (72%) have access to ELNs that were relevant to them – those from smaller ethnic groups were those less likely to report access compared to their Māori, Pacific, Asian and European colleagues.
  • As expected, the agencies with the highest numbers of ELNs were large size agencies with more than 1000 employees
  • The four agencies without ELNs were small size agencies that were all under 200 employees. Each of these agencies are supportive of their employees joining cross-agency networks or networks at other Public Service agencies
  • The most commonly mentioned networks were Rainbow or Women’s networks.

Example - Ministry for Business, Employment, and Innovation (MBIE) is one of our larger Public Service employers with over 5,000 employees. MBIE have been making exemplary progress in their commitment to ELNs. MBIE have seen an increase in the number of ELNs which now includes networks for Wāhine Māori, Pasifika, Women of Colour, Rainbow, Women, and Mental Health. They are also supporting new emerging networks, such as, Asia-International and people with diverse physical and neurological abilities. MBIE provide senior leader sponsorship and support for all ELNs and encourage employee-led events and initiatives that celebrate diversity, highlight issues and educate others.

MBIE also has an Inclusion & Diversity Council where representatives from all ELNs meet to connect, support each other, share knowledge, and collaborate on raising awareness of intersecting identities. MBIE’s Inclusion & Diversity learning programme includes stories, insights and quotes shared directly from many network members.

The MBIE Chief Executive Carolyn Tremain is also the Sponsor for the Public Service Cross-Agency Rainbow Network (CARN) that supports Rainbow networks and Rainbow public servants right across the Public Sector.

Theresa Peters, Co-chair of CARN, Luc Powell, Co-chair of CARN, and Carolyn Tremain, pictured at the bi-annual CARN Conference in 2021.

Above: Theresa Peters, Co-chair of CARN, Luc Powell, Co-chair of CARN, and Carolyn Tremain, pictured at the bi-annual CARN Conference in 2021.

Te āheinga ā-ahurea | Cultural Competence

Commitment - Public Service agencies deliver cultural competence learning to all their people. This should be one part of a wider plan to enhance cultural competence, for the broadest range of cultures, over time.

Progress

  • All agencies reported that they had taken action to enhance cultural competence
  • All agencies have committed to and developed plans for Whāinga Amorangi, a separate programme of work to lift Māori-Crown relations capability across the Public Service. Te Arawhiti developed Whāinga Amorangi: Transforming Leadership framework to guide the Public Service in taking a coordinated approach to strengthening Māori-Crown relations
  • The vast majority (34 of the 39) of agencies reported in their annual report that their cultural competence training or strategies had a focus on building knowledge or skills relating to Māori culture, history, Te Tiriti, tikanga or te reo
  • Over three quarters of agencies reported that they had a strategy or plan for enhancing cultural competence and delivered training or workshops.

Example - Ministry for Primary Industries (MPI) have a strong focus on building their cultural competence and have a wealth of resources to build cultural capability that are available to all their people. They have focused on the separate, but related work programme to lift Māori Crown relations capability and have an app that helps to develop an understanding of te ao Māori and how it relates to MPI. They also have a tikanga hub that includes te Reo Māori classes, a Te Tiriti o Waitangi workshop and tikanga Māori resources. More than half of their people have completed various cultural competency learning, this includes learning for diverse cultures through Mana Āki: Working effectively Across Diverse Cultures and for Rainbow communities.

Tamara Orr, Senior Forest and Land Use Adviser pictured at the Ministry for Primary Industries’ career expo stall.

Above: Tamara Orr, Senior Forest and Land Use Adviser pictured at the Ministry for Primary Industries’ career expo stall.

Hautūtanga Ngākau Tuwhera | Inclusive Leadership

Commitment - Agencies will enhance inclusive leadership practice by ensuring all senior leaders (tiers 1-3) undertake learning on inclusive leadership. This will be an ongoing journey for leaders.

Progress

  • Over three quarters of agencies delivered inclusive leadership learning
  • Over half of agencies described a focus on inclusive leadership through their D&I plans, strategies or policies
  • Many agencies reported that their planned inclusive leadership training for this year were delayed or cancelled due to the focus on Covid-19
  • Over half of agencies specifically reported on the day-to-day actions that contribute to inclusive leadership
  • All 39 Public Service agencies are members of the Leadership Development Centre (LDC), which gives them access to Inclusive Leadership resources.

Example - Senior leaders at Tatauranga Aotearoa (Stats NZ) have been doing the mahi to grow their inclusive leadership capability. The Stats NZ 2021 Annual Report noted that 100% of their Executive Leadership Team have completed the inclusive leadership training options that were made available. This means 100% of Stats NZ senior leaders have completed the Wall Walk programme which raises awareness of the history of New Zealand’s bicultural relations, learning of Te Tiriti, and InsideOut programme on Rainbow (LGBTQIA+) learning.

Stats NZ also made available learning modules on understanding and implementing Te Tiriti , Te Reo proficiency and the InsideOut programme on Rainbow (LGBTQIA+) sensitivity. They are open to all employees.

Stats NZ’s leaders also use a coaching approach for enhancing the performance culture of their teams and their workplace. People leaders also use a newly developed framework that is people-centred and incorporates training and development for our leaders to be inclusive by default in this coaching model.

Waipora Marshall-Lobb – Māori Capability Specialist talking through Te Reo, Te Ao Māori, Tikanga and Te Tiriti o Waitangi development opportunities to Stats NZ’s current and future leaders within our Statistical Methods Unit – Oct 2021

Above: Waipora Marshall-Lobb – Māori Capability Specialist talking through Te Reo, Te Ao Māori, Tikanga and Te Tiriti o Waitangi development opportunities to Stats NZ’s current and future leaders within our Statistical Methods Unit – Oct 2021

Te whakawhanaungatanga | Building Relationships

Commitment - Agencies encourage and support all people to build positive and inclusive relationships within their workplaces. This should be an ongoing commitment.

Progress

  • All our Public Service agencies are doing work focused on increasing diversity and improving the inclusivity of our workplaces
  • One of the indicators for how we are going with building relationships is about how people feel about their sense of belonging and the ability to be themselves at work – we asked those questions for the first time this year in Te Taunaki | Public Service Census. To find out more see inclusion in the Public Service.

Example - Customs developed an Inclusion Survey to seek feedback on inclusive and diverse working environments, whether it’s safe to speak up, flexible working and support for leaders. This was based on the Ministry of Social Development and Inland Revenue surveys.

Results for Customs show they are moving in the right direction – the survey found considerable support for the flexible working initiative and most employees were comfortable discussing flexible options with their managers. This shows that the ‘if not, why not?’ approach and flexible working policy (developed with unions and staff networks) is having a positive impact. The survey also provided insights into how to continue to support a safe and respectful workplace and Customs has planned a Safe to Speak Up Programme for late 2021 which supports the Positive and Safe Workplace Model Standards plan.

Anu Malhotra, Senior Customs Officer pictured in conversation with colleagues

Above: Anu Malhotra, Senior Customs Officer pictured in conversation with colleagues

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