Strategic Advisor – Statement of Work
December 2024
Context:
Transfer of functions from Te Arawhiti to Te Puni Kōkiri means that Te Arawhiti will need to re-
launch and, to some extent, re-invent itself.
The redesign of Te Arawhiti means some loss of capacity to deliver the functions that remain.
Changes to the Te Arawhiti structure are one thing but to truly re-set the organisation for success in
the future, due attention needs to be paid to the strategy and systems that set direction and make
the organisation run efficiently.
To support the Interim CE to tackle those matters there is a need for focused support.
While a RASCI (of who is responsible, accountable, supporting, contributing, or being informed)
would be needed to ensure the CE, DCEs, and other roles in the new organisation structure ‘stick to
their lanes’ (and in some cases specialist outside resourcing may be appropriate), a Strategic Advisor
would lead or contribute to the highlighted matters in the list below.
Te Arawhiti needs to:
• set a new Strategic Framework.
• draft a new formal Statement of Intent to be submitted within 6 months of 24 Feb change
implementation date.
• re-consider its work programme to capture al of the work of the organisation and in light of
reduced capacity, ministerial priorities, and change/redesign decisions.
• design a Performance Framework that is aligned to the new work programme and adjusted
functions and priorities of Te Arawhiti as wel as being responsive to recent OAG/Māori Affairs
Select Committee commentary on our current framework.
- In particular, develop measures, and the means to col ect data connected to those
measures, that show the value and impact of our work and tel the story of our organisation.
• Re-launch itself as the government agency focused on the settlement of historical Treaty of
Waitangi claims and the determination of Maori customary rights in the Takutai Moana.
• Consider how, with whom, and what the new names of internal groups might be to
complement the re-naming and re-purposing of the organisation.
• Reconsider its systems for:
- governance (e.g. who is the new ELT? Does it include al direct reports to the CE? What role
should Tier 3 leaders – i.e. the wider leadership group – play in governance? How do
corporate functions feed into governance? How does Te Arawhiti connect into relevant
MOJ systems like the Risk and Assurance Committee? Use the history of Te Arawhiti
governance journey to support these outcomes);
- work programme development, adjustment, monitoring, and reporting to capture al of the
work of the organisation and reflect capacity to deliver
• Reconsider its People Strategy including shared values, skil development, recruitment,
retention and movement between teams.
Statement of Work:
As Strategic Advisor, you will be responsible for the following:
• Oversight of the review and implementation of Te Arawhiti’s strategic plan and priorities.
• Reviewing and providing recommendations to the Tumu Whakarae on the
revised work programme and priorities to ensure that it aligns with overall
strategic priorities.
• Supporting the Tumu Whakarae on projects and initiatives such as Te Arawhiti’s re-orientated
strategic narrative, plan and priorities, branding etc.
• Leading and managing specific pieces of work to explore specific strategic issues and
opportunities for Te Arawhiti.
• Working with and supporting ELT to drive the strategic direction for Te Arawhiti and cascade Te
Arawhiti’s strategy/mission and priorities across the organisation and operationalise strategies
agreed with the Tumu Whakarae, working col aboratively with the People Leaders and their
teams.
• Providing cover for the responsibilities of the new role of Manager Office of the Chief Executive
that will be established upon implementation of the new Te Arawhiti organisation structure on
24 February 2024, until such time as a permanent or fixed term employee is engaged.
