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2. Making New Zealand better for New Zealanders

E ora ai a Aotearoa, ka ora ai tātou

Our Outcomes Framework

Our Strategic Intentions 2021–2025[1] describes our Outcomes Framework. We continue to develop and refine our organisational strategy, Ā Mātou Mahi. This strategy includes our purpose, five outcomes and our priorities for making a difference over time for people and society. Our outcomes are encompassed by the following statement, which reinforces our commitment to and encourages better understanding and capability of te ao Māori.

Whāia te hīnātore o te mauri atua, hei oranga mō te mauri tāngata
The pursuit of environmental sustenance and potential enhances the wellbeing
and life essence of people and place.

 We have five outcomes to achieve our purpose, which support and bolster each other.

 

New Zealand is a well-functioning democracy across central and local government

 

 

People can easily access the services and information they need

 

 

People's sense of belonging and collective memory builds an inclusive New Zealand

 

 

Iwi, hapū and communities across New Zealand are safe, resilient and thriving

   

 

Oranga hapū, iwi and Māori is improved through an enduring, equitable and positive Māori-Crown relationship

 

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 Note:

1. A copy of the 2021–2025 Strategic Intentions document can be found at https://www.dia.govt.nz/Strategic-Intentions

Outcome indicators and performance measures

Te Tari Taiwhenua uses outcome indicators to demonstrate the impact of the work we do to benefit New Zealand and those who live here. We use statistical surveys and other research from local and international sources to see whether trends over time represent good progress towards achieving the outcomes. We consider the trend of results over the medium and long term (five or more years) to be more informative than minor changes from one year to the next. Indicators can only illustrate an aspect of an outcome and the partial influence of Te Tari Taiwhenua.

To the extent that we can, we show the trend in movement. We use the following legend to indicate whether the outcome indicator trend is increasing, being maintained or decreasing.

Legend for outcome indicators

Trend is increasing (positive). 

 

Trend is being maintained. Movements from one year to the next are statistically insignificant. 

 

Trend is decreasing (negative). 

 

Our performance measures are reported in Section 8 Non-Financial Performance Statements. These performance measures assess whether we have achieved specific services or functions that collectively support the overall achievement of our outcomes.

A summary of results is below:

Performance measures status		Actual 2022/23	Percentage 2022/23	Actual 2023/24	Percentage 2023/24
	Standard has been met	122	84%	127	87%
	Standard has not been met	21	14%	18	12%
	Standard is on-track to be met	3	2%	1	1%
	Total	146¹		146²

Identity Check service helps New Zealanders by providing easier, more secure ways of accessing services

Modernising New Zealand’s government digital services

The Department is working on an All-of-Government (AoG) Roadmap to modernise government digital services across New Zealand. This includes a digital investment plan to support its implementation.The goal is to improve how New Zealanders experience digital government services, and to deliver greater efficiencies and productivity. By using reusable digital components, interoperable data, strong digital security foundations, and essential capabilities (such as digital skills and new funding models), customer experiences and efficiency will improve. The Roadmap has a rolling three-year horizon and will be updated regularly to reflect government priorities and available resourcing.Digitising government services offers significant opportunities to deliver more efficient, effective, and responsive public services, reduce bureaucracy, and ensure discipline in public spending. Digital done well can help people and businesses quickly and conveniently access government services and information.

Using Artificial Intelligence (AI)

Al has the potential to revolutionise public services for New Zealanders. The Department is exploring the use of AI, and supporting agencies to deploy AI safely and responsibly.The Government Chief Digital Officer (GCDO) provides AI system leadership for the public sector, which includes providing guidance, stewarding agency uptake, and working with providers to access AI services. The GCDO published Interim Generative AI guidance for the public service in July 2023 and is developing an AI framework and work programme to support responsible AI innovation in government. The National Library is investigating the use of AI to improve searchability of the ‘Papers Past’ collection. This proof-of-concept project is helping us understand how AI can improve accessibility to documentary heritage, not just within collections but across collections and entities. Archives NZ has developed guidance to support the use of AI to create and maintain accurate and accessible public sector records. Work continues to understand how AI can enable automated information classification and enhance the efficient management of information.

Delivery snapshots

What are our outcome indicators telling us?

▶ Ease of getting passport services is maintained or increases

Metric	2019/20	2020/21	2021/22	2022/23	2023/24	Trend
%	86%	90%	89%	89%	86%

Source: DIA Customer Experience Survey [1]  For the 2023/24 survey a total of 6,942 customers were interviewed, 43,816 were invited, with a 16% response rate.

▶ Ease of getting birth, death and marriage services is maintained or increases

Metric	2019/20	2020/21	2021/22	2022/23	2023/24	Trend
%	86%	91%	91%	92%	90%

Source: DIA Customer Experience Survey [1] For the 2023/24 survey a total of 3,712 customers were interviewed, 26,019 were invited, with a 14% response rate.

▶ Ease of getting citizenship services is maintained or increases

Metric	2018/19	2019/20	2020/21	2021/22	2022/23	Trend
%	87%	88%	89%	86%	89%

Source: DIA Customer Experience Survey [1]  For the 2023/24 survey a total of 2,135 customers were interviewed, 10,777 were invited, with a 20% response rate.

▶ People’s trust and confidence in digital identity is improved

Metric	2018/19	2019/20	2020/21	2021/22	2022/23	Trend
%	91%	94%	93%	88%	87%

Source: DIA Customer Experience Survey [1]  For the 2023/24 survey a total of 16,857 customers were interviewed across all services being surveyed, 108,597 were invited, with a 16% response rate.

We continue to see a high proportion of people express trust and confidence in the Department’s digital channels. However, the longer-term trend shows that this trust and confidence is declining. Trust and confidence among births, deaths and marriages (84%) and citizenship (90%) remain unchanged from 2022/23. However, there has been a 4% decrease in trust and confidence among passport customers compared to 2022/23. This decline is likely a result of the Department's extended application processing times. We will continue to monitor the future trend of trust and confidence. With the Digital Identity Services Trust Framework coming into effect on 1 July 2024, we have identified the need to establish a further indicator focusing on digital identity regulation. We are considering ways to capture and monitor this.

Notes

1. The DIA Customer Satisfaction Survey is run annually by NielsenIQ on behalf of the Department using a sample of customers who have used services in the previous 12 months.

2. This indicator measures trust and confidence from customers using the Department’s digital channels for births, deaths, and marriages, citizenship, and passports services. It uses the following question from the DIA Customer Experience Survey: If you had to rate your trust and confidence in the Department, on a scale from 0 to 10 where 0 means 'no trust and confidence at all' and 10 means 'full trust and confidence', how would you rate it?

   

Outcome:

People's sense of belonging and collective memory builds an inclusive New Zealand

About this outcome

Te Tari Taiwhenua has significant and diverse responsibilities that require strong partnerships, engagement and consultation with Māori to be effective. 

A strong sense of belonging is important for New Zealand to be a welcoming and inclusive place for everyone.

Many factors influence people’s sense of belonging and connection. When people lack a sense of belonging and feel excluded there are high social costs for individuals, communities and society.

A collective memory contributes to a sense of belonging through knowledge and understanding of our history and culture. A vibrant cultural and national identity also helps to give a collective sense of belonging. People benefit from the social capital that documentary heritage, symbols of national identity, national events and culture provide.

Contributing to the achievement of this outcome we have five intermediate outcomes that represent more specifically the impact we will have:

• Collective memory is enhanced by New Zealand’s documentary heritage
• A culture of reading enhances literacy and knowledge
• New Zealand’s national and cultural identity is fostered and respected
• Trusted citizenship and identity documents contribute to a sense of belonging
• Taonga tuku iho is preserved and valued.

For information on what our indicators are telling us for this outcome see outcome indicators below, for further information on performance results see Non-financial Performance Statements section.

Case study

Utaina preserves the Crown’s audio and visual history

National Library and Archives New Zealand are working in collaboration with Ngā Taonga Sound & Vision to digitise precious audio-visual media, preserving and making them accessible for future generations.

These audiovisual items capture the experiences of New Zealanders through the decades, unique events and defining moments, our environment and scenery, and successes and tragedies over the last century. The material being digitised is on obsolete media – it is agreed that beyond 2025 this material will be irretrievable if not preserved now.

Collaborating with a New Zealand-based international vendor, 70,000 items will be digitised, making them easier for New Zealanders to access.

The project is over 50 percent of the way through digitisation, and on track to complete all in-scope preservation activities by June 2025.

Delivery snapshots

250 very small schools received books as part of a new targeted lending service, removing barriers and encouraging reading.

The National Library and Archives NZ digitised over 37,000 items, increasing access to our documentary heritage collections.

The Utaina Project digitised over 354 TB of data to preserve at-risk VHS, audiocassette and vinyl recordings.

Two National Library staff received the Public Service Commissioner’s Commendation recognising 40 and 50 years of service.

What are our outcome indicators telling us?

▶ Satisfaction with citizenship services is maintained or increases

Metric	2019/20	2020/21	2021/22	2022/23	2023/24	Trend
%	90%	90%	84%	88%	87%

Source: DIA Customer Experience Survey [1]

▶ People’s sense of belonging to New Zealand increases

Metric	2018/19	2019/20	2020/21	2021/22	2022/23	Trend
%	No survey	Date not available	88% [2]	Data not available [3]	Data not available [3]

Source: General Social Survey – Stats NZ [3]

We are unable to report on the indicator relating to people’s sense of belonging as the results from the Stats NZ General Social Survey were not available in time for inclusion in this Annual Report.

Citizenship is an important marker of people’s sense belonging in New Zealand. The high level of satisfaction with citizenship services shows that we are making the process as positive and engaging as possible for people acquiring citizenship. Over the past year, we have maintained the satisfaction with citizenship services most likely due to efforts in decreasing processing timeframes, improving clarity for customers, reducing manual work for staff and enhancing our automated checks.

People’s sense of belonging helps build cohesion and connection in communities

People’s sense of belonging also comes from a sense of cohesion in the community and connection to the local community. The Hāpai Hapori team provides community development and advisory services to support hapū, iwi, communities and community organisations achieve their aspirations. This includes providing financial support through grants and connection to resources, services, other organisations, local government and central government.

During 2023/24, Hāpai Hapori completed over 10,500 advisory services and processed over 9,500 grant requests, which contributed to iwi, hapū and communities across New Zealand being safe, resilient and thriving. An example is a grant made in July 2023 was to Whitianga Volunteer Coastguard to assist in the running of the Alan Jackson Memorial Cadetship 10-week programme.  The cadetship introduces 15-17 year olds to leadership, self-discipline, responsibility, and health and safety on the water and in the workplace.  Thirty-seven graduates have completed the cadetship in the past four years.  The cadetship also offers insight into how the Coastguard works and sets the students up for a lifetime of safe boating knowledge. The grant contributed to the Community Organisation Grants Scheme Hauraki Committee outcome of strengthening tāngata, whānau, families and community wellbeing through locally grown strategies and activities.

A culture of reading enhances literacy and knowledge

Reading is a foundation for all literacies, including digital literacy. Reading for pleasure, particularly for children, provides benefits such as literacy development, improved wellbeing and education, and employment success. Increases in literacy levels will improve creativity leading to new knowledge and potential innovation.

Te Puna Mātauranga o Aotearoa the National Library of New Zealand supports literacy through its Services to Schools, which are nationwide services for school communities to improve literacy and learning through providing resources, building capability, enabling networks and cross-sector leadership. Services to Schools supports young people to grow a love of reading and strengthens connections to language, culture, interests and identity. It supports educators by providing professional learning, advice and quality resources that inspire and enrich learning and literacy across the curriculum. Services to Schools also provides expert support for the development of school libraries.

Since 2019, the National Library Pūtoi Rito Communities of Readers initiative has been working to build reading engagement and address inequity of access to books. In 2024, we published the Research Report on the Dargaville Pūtoi Rito Communities of Readers, which had supporting schools in building reading communities as one of its goals. Overall, research participants observed an increase in teachers reading and talking about books with each other and children, acting as reading role models, and providing children with opportunities to read for pleasure. Research participants also observed an increase in children reading, talking about books and using the library. The extent of these positive shifts varied both within and between schools.

During the first five years of the initiative, projects were completed in six communities. Research findings from the six projects included: strengthened connections and growing community support for reading for pleasure; and more support for the cultures and identities of children and young people, their families and communities through reading.

Notes

1. The DIA Customer Satisfaction Survey is run annually by NielsenIQ on behalf of the Department using a sample of customers who have used services in the previous 12 months. For the 2023/24 survey a total of 16,857 customers were interviewed (across all services being surveyed) between 1 July 2023 and 15 June 2024. Further information on this survey can be found at www.dia.govt.nz/Customer-Experience-Survey.

2. The 2021/22 result was provided by Stats NZ as a customised data set from the Stats NZ 2021 General Social Survey covering the survey period 1 April 2021 to 17 August 2021. This measure is based on a scale where 0 is no sense of belonging and 10 is a very strong sense of belonging. The 2016/17 and 2021/22 results are based on the percentage of people aged 15 years and over who reported their sense of belonging to New Zealand at 7 or higher.

3. The Stats NZ General Social Survey is generally carried out every two years. The 2022 survey was delayed until 2023 and the results were not available in time for inclusion in the 2023/24 Annual Report. The results will be included in our 2024/25 Annual Report.

Outcome:

Iwi, hapū and communities across New Zealand are safe, resilient and thriving

About this outcome

Communities are important to people’s wellbeing. People have the best opportunity to thrive and prosper when the communities they live in are safe and resilient.

Communities can be supported to manage risks and challenges and empowered to form and realise their own aspirations, despite adversity they might face over time.

Across New Zealand there are many different communities, and we need to work with them in different and unique ways, including with iwi, hapū and Māori. The Crown can support their aspirations alongside our associated Treaty of Waitangi / Te Tiriti o Waitangi obligations and settlements. While many aspirations are common among iwi Māori, we also recognise that unique needs exist and we are working in different ways to support individual iwi.

Resilient infrastructure is important to communities and their long-term wellbeing. Addressing the planning for and funding of infrastructure ensures communities have the facilities that allow our regions to thrive and prosper.

Contributing to the achievement of this outcome we have three intermediate outcomes that represent more specifically the impact we will have:

• Regulated activities minimise harm and maximise benefits to people and communities
• Māori are supported to realise their aspirations
• Communities are supported to develop and prosper.

For information on what our indicators are telling us for this outcome see outcome indicators below, for further information on performance results see Non-financial Performance Statements section.

Case study

Better Off Funding and Transitioning to Local Water Done Well

Better Off funding was set up as part of the previous government’s Three Waters programme, allowing councils to invest in projects that support the wellbeing and aspirations of their communities. We allocated $500 million using a consistent formula and appointed Crown Infrastructure Partners (CIP) to oversee the use of funding. The current Minister of Local Government has asked territorial authorities to use the unspent funding on water infrastructure or to help roll out Local Water Done Well.

Better Off funding has been used to support water services projects such as:

• Far North District Council’s Drinking Water Reliability and Safety Risk Reduction Programme and its Rāwene Wastewater Improvements
• Hastings District Council’s Cyclone Gabrielle Recovery - Three Waters Assets Restoration Programme
• Upper Hutt City Council’s City Centre Water Main Renewal
• Buller District Council’s Westport Stormwater and Wastewater Separation and Critical/Emergency Water Supply projects.

You can find more information about Better Off projects on CIP’s website:

www.crowninfrastructure.govt.nz/wp-content/uploads/CIP-BoF-Report-DEC-2023_FINAL.pdf

www.crowninfrastructure.govt.nz/wp-content/uploads/CIP-BOF-Project-List-Report-April-2024_FINAL.pdf

As part of Local Water Done Well, using information developed under the previous government’s Three Waters programme, the Department provided guidance to councils via a secure portal to successfully roll out Local Water Done Well.

Local Water Done Well

Local Water Done Well is the Government’s plan to address New Zealand’s water infrastructure challenges. It restores council ownership of water assets, sets expectations for water infrastructure management, and makes it easier to operate in a financially sustainable way.

In February 2024, we worked with the Minister of Local Government to repeal the previous government’s Three Waters laws.

The second Bill, the Local Government (Water Services Preliminary Arrangements) Bill, requires councils to develop Water Services Delivery Plans. It establishes and embeds preliminary economic measures for a regulatory regime, making it easier for councils to set up water services council-controlled organisations. It also provides a mechanism for Watercare to operate in a financially independent manner to its owner Auckland Council, and operate in a financially sustainable manner.

We worked with Auckland Council to develop a financially sustainable model for Watercare. This model was unanimously approved by the Auckland Council, meaning Watercare’s proposed increase in water charges to ratepayers are 7.2 percentage instead of the 25.8 percent previously proposed.

A third Bill will set the long-term rules for water services in New Zealand. The Minister will introduce the Bill in December 2024 and it will become law by mid-2025.

Sediment and debris funding – supporting the Cyclone Gabrielle recovery

We worked alongside Hawke’s Bay and Gisborne councils to secure funding to clean up sediment and debris. Our goal has been to empower local decision-making as rapidly as possible while ensuring appropriate financial oversight.

We made this happen by building pragmatic, high-trust, and responsive working relationships with council staff. These councils know their communities best and have proven themselves to be well placed to manage locally led cleanups. We supported these programmes, with contract guidelines set by Ministers. This has allowed communities to get stuck in with the recovery work, leading to the clearance of over 3.5 million cubic metres of silt and woody debris to date.

Repairing and regrowing Te Tairāwhiti post-Cyclone Gabrielle

Te Tairāwhiti was one of the areas hit hardest by Cyclone Gabrielle. One of our kaimahi, a local community advisor, was directly affected by both Cyclone Hale and Cyclone Gabrielle. Through personal experience and whakapapa, this gave insight and empathy into the impacts to communities. Existing relationships meant our kaimahi’s advice and support was accepted by communities as they planned and progressed their recovery from Cyclone Gabrielle.

In collaboration with the Ministry of Social Development, we established a ‘Taskforce Green’ concept to help local marae, whānau, farmers, and others to clean up silt, houses, land, repair fences and re-grow the environment. Huiterangiora Foundation was the governing body for the kaupapa (program), receiving $30,000 from the Lottery Emergency Natural Disaster Fund to support this project.

Several homes, two urupā (burial ground), a marae and grounds were cleared. Those involved gained skills in fencing and chainsaw, and light digger use and maintenance.

Delivery snapshots

We developed a framework for Regional Deals to improve cooperation between central and local government. Together we will promote growth, infrastructure and affordable housing.

Developing regulations for natural hazard information in Land Information Memorandums will provide greater clarity about property risks to New Zealanders, helping them to make better informed decisions.

Launched in July 2023, Gambling Aotearoa enables gambling operators to manage their information and licensing application process entirely online.

Senior Investigator, Jon Peacock, is the first New Zealander to lead Interpol’s Specialist Group on Crimes Against Children.

Two of our Senior Investigators received the Director General's Commendation from the UK's National Crime Agency.

What are our outcome indicators telling us?

Overall life satisfaction is maintained or increases

Metric	2019/20	2020/21	2021/22	2022/23	2023/24	Trend
%	No survey	85%	81%	81% [1]	79% [1]

Source for 2020/21 and 2021/22: General Social Survey – Stats NZ [2]
Source for 2022/23 and 2023/24: Stats NZ Household Economic Survey

▶ People’s sense of purpose is maintained or increased

Metric	2019/20	2020/21	2021/22	2022/23	2022/23	Trend
%	No survey	Data not available	85%	Data not available [1]	Data not available [1]

Source: General Social Survey – Stats NZ

We are unable to report on the indicators relating to people’s sense of purpose as the results from the Stats NZ General Social Survey were not available in time for inclusion in our Annual Report.

The Stats NZ Household Economic Survey provides an alternative source for the rating of overall life satisfaction. This survey reported that 79 percent of households across all incomes rated their overall life satisfaction at 7 or above. While this result is slightly lower than last year, it still shows that New Zealanders continue to rate their overall life satisfaction highly. We are not able to compare results from years before 2021/22.

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Notes

1. The Stats NZ General Social Survey is generally carried out every two years. The 2022 survey was delayed until 2023 and the results were not available in time for inclusion in the 2023/24 Annual Report. The results will be included in our 2024/25 Annual Report. The data for the 2022/23 and 2023/24 results were collected as part of the Stats NZ Household Economic Survey (household income and housing cost statistics) rather than through the General Social Survey. The Household Economic Survey has differences in its collection method, sampled population, and reporting periods, among other things, that may affect comparability. This result is not able to be directly compared with results from prior years. We used the number of households across all income groups who rated their overall life satisfaction at 7 or above.

2. We use the Stats NZ General Social Society survey question Things you do in life are worthwhile for this indicator. This is rated on a 0–10 scale where 0 is not at all worthwhile and 10 is completely worthwhile.

Return to Our Outcomes Framework

 
Outcome:

Oranga hapū, iwi and Māori is improved through an enduring, equitable and positive Māori-Crown relationship

About this outcome

The Department has Treaty of Waitangi / Te Tiriti o Waitangi obligations that require strong relationships, engagement and consultation with Māori to be effective. The Department has 66commitments across 23 Treaty Settlements and is also party to 12 Accord Agreements.

This outcome places our relationship with hapū, iwi and Māori at the centre of our decision-making in matters relating to Māori. It requires us to build our capability in te ao Māori, te reo me ōna tikanga and Te Tiriti to help achieve improved, enduring and equitable outcomes for Māori.

The term ‘oranga’ can be translated as wellbeing but from a te ao Māori perspective it encompasses much more, including the connection between people’s health and wellbeing and the whenua (land) and taiao (environment) around them.

Contributing to the achievement of this outcome we have two intermediate outcomes that represent more specifically the impact we will have:

• Mātauranga Māori is respected and valued
• Māori, iwi and hapū aspirations, interests and rights are understood and respected.

For information on what our indicators are telling us for this outcome see outcome indicators below, for further information on performance results see Non-financial Performance Statements section.

Case study

Te Aitanga-a-Hauiti researchers uncover significant history in Wellington collections

Invaluable insights were discovered when a group of Te Aitanga-a-Hauiti researchers visited the Alexander Turnbull Library and Archives New Zealand to rediscover their history.

Library and Archives kaimahi immersed the group in materials and applied manaakitanga and tino rangatiratanga principles to offer a personalised experience that included orientation, ongoing advice, and research support.

During their five-day visit to Wellington, the researchers spent nearly 460 hours exploring archives. They accessed Sir Āpirana Ngata’s files, and listened to sound recordings taken by Ngāti Porou kaumātua and Māori education pioneer Koro Dewes. They examined records of the Māori Purposes Board, East Coast Commission, as well as letters, newspaper articles and photographs.

Oranga Marae Fund: Kāpehu Marae – ensuring sustainability for the future

Kāpehu Marae, near Mititai in the Kaipara, was opened in 1999. After 20 years, it needed urgent renovation and upgrading. Due to COVID-19 and health and safety concerns, it had been closed since November 2020. Kāpehu Marae was awarded a $1.14 million grant from the Oranga Marae Fund to complete urgent renovations and upgrades to the marae’s facilities.

The marae consulted across marae whānau and developed a 50-year plan to ensure its future and preserve the mana, tapu and tikanga of the marae urupā and papakāinga. It reopened in February 2024 with a ceremony and celebrations, with upgraded facilities ready to be used by its hapū and many other community groups that use their facilities.

Delivery snapshots

What are our outcome indicators telling us?

The Department has developed two foundational indicators for this outcome. The first one focuses on lifting the capacity of Māori leadership at tier 4 level and above, because when Māori are involved in decision-making or in leadership roles there are positive results for hapū, iwi and Māori. The second indicator is designed to gain a better understanding of our Treaty of Waitangi / Te Tiriti o Waitangi commitments and obligations across the organisation. These two indicators provide a solid foundation towards creating a high-quality Māori-Crown relationship. 

Further work is underway to develop an additional indicator to measure the quality and impact of our engagement with hapū, iwi and Māori. This in turn will help us understand the importance of building relationships to progress our Treaty of Waitangi / Te Tiriti o Waitangi settlement commitments.

▶ Māori leaders in the Department at tier 4 level and above is maintained or increased [1]

Metric	2019/20	2020/21	2021/22	2022/23	2023/24	Trend
%	New indicator	13.2% (20 people leaders)	14.3% (25 people leaders)	13.1% (24 people leaders)	14.5% (28 people leaders)

Source: DIA

We are seeing an increase in trend in the recruitment of kaimahi Māori as leaders from 20 people in 2020/21 to 28 people in 2023/24. 

▶ The Department’s settlement commitments as reported in Te Haeata is maintained or increased

Metric	2019/20	2020/21	2021/22	2022/23	2023/24	Trend
%	New indicator				50% (33 out of 66)	Not applicable

Source: Te Arawhiti – Office for Māori Crown Relations

We monitor our Treaty of Waitangi / Te Tiriti o Waitangi settlement commitments through Te Haeata – a Settlement Portal administered by Te Arawhiti, the Office of Māori Crown Relations. This indicator provides an update on progress of completing our commitments. Sixty-six live commitments are captured in 22 pieces of legislation. Of the live commitments, 33 (50%) are reported as complete. 

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Notes

1. Tier 4 and above is defined as the top four tiers of managers and leaders that lead people within the Department with the Chief Executive being tier 1.