Organisational Health and Capability

ERO is committed to delivering a responsive and valued service to the Government and New Zealanders. Organisational health and initiatives in the next three years will focus on building ERO’s capacity to deliver its refocused review methodologies while maintaining an effective and efficient operation.

To achieve its objectives, ERO will maintain a high level of engagement with staff. ERO undertook its second staff engagement survey September 2009 and will continue to develop a culture that is participatory, collaborative and high trust. ERO staff participated in a third engagement survey in March/April 2011.

In 2009 ERO began to phase in a new structure and operating model as part of an organisational review. This has helped to increase the participation and transparency of its decision-making processes, enabling greater input by those who work directly with education agencies.

To support the desired culture ERO needs skilled education evaluators complemented by good quality managers and support staff who are committed to ERO’s goals. To retain high standards ERO will:

• continue to focus initiatives to enhance its leadership capability across the organisation
• maintain a rigorous recruitment process (supplementing its mix of experienced and newly recruited review officers with practitioners seconded from the education sector)
• continue to implement He Toa Takitini – a development programme designed to strengthen staff abilities through knowledgeable reviewing and reporting of Māori student success
• keep to the forefront of public trust by improving staff understanding of, and adherence to, the State Services Commission’s standards of integrity and conduct.

To support reviewers to implement the refocused methodologies, ERO has introduced a professional learning and development programme. The programme focuses professional development on knowledge of evaluation and self review and keeping staff up to date with developments in effective teaching practice, assessment, the curriculum, and management in schools. The phased implementation of the programme will continue through 2012 and will help to maintain ERO’s leading edge in evaluation.

ERO is aware of the economic challenges faced by the Government and will continue to put in place proactive measures to manage its fiscal pressures. So that ERO can continue to operate effectively within its baselines, amid rising costs, planned initiatives include:

• the implementation of its refocused methodologies for schools and early childhood services
• improved expenditure in the use of facilities and equipment and opportunities for shared services (such as whole of Government procurement reforms).

The full financial benefits from ERO’s organisation review will be realised in 2011/12. As such, ERO has agreed with the Minister to seek a permanent reduction to its baseline of $450,000 by June 2012. This will be in addition to the $627,000 reduction made in 2009/10.

While maintaining an effective and efficient operation ERO will also proactively act on the requirements and expectations of the public. As part of initiatives to increase responsiveness and customer interaction through the use of simple and effective communications, ERO will:

• implement its medium-term communication strategy, designed to front-foot its communications to its internal and external audiences
• implement further improvements to its new website, designed to increase the public’s awareness, understanding, and use of ERO’s information and services.

Responding to the Christchurch Earthquake

After the Christchurch earthquake of 22 February 2011, ERO implemented its business contingency plans following the loss of its office premises. This included implementing a revised review schedule due to the temporary closure of schools in the Canterbury region.

As part of returning to business as usual in Christchurch, specific priorities for ERO in 2011/12 will include:

• ensuring that staff continue to be fully supported during the recovery period
• securing permanent accommodation and facilities in Christchurch. As part of this exercise we will work with the Government Property Office and meet the government expectations for new leases.

Departmental capital and asset management intentions

The major capital investment planned for 2011/12 is for motor vehicles, computer equipment and office accommodation. These are essential to the effective deployment of review staff.

2011/12 Forecast Capital Expenditure and Comparisons with Previous Financial Years

Procurement strategy

Consistent with the Government’s procurement policies, ERO will be guided by the following principles:

• best value for money over whole of life
• open and effective competition
• requiring sustainably produced goods and services wherever possible, having regard to economic, environmental and social impacts over their life cycle.

Equal employment opportunities

In line with the New Zealand Public Service Equal Employment Opportunities Policy, ERO will:

• treat people fairly and with respect, ensuring equality of access to opportunities (equality)
• understand, appreciate and realise the benefits of individual differences (diversity).