Priority | Accountability

Goal

PHARMAC Board, leadership and staff have clear performance and accountability expectations for meeting Te Tiriti obligations and are meeting these.

What we’ve heard 

“Te Whaioranga must be championed by all senior leadership team members and managers with clear accountabilities.”

Outcomes

  • PHARMAC Board and senior leadership team understand and deliver on the accountabilities for Te Tiriti that sit within each of their directorates.
  • All PHARMAC staff are held accountable for delivering on Te Whaioranga as a core part of their role description and function.

How we will measure performance

  • The proportion of staff performance reviews that specify Te Tiriti accountabilities.
  • Performance management system to incorporate individual staff member’s Te Tiriti and Te Whaioranga accountabilities.

Within 6 months we will have… 

  • PHARMAC Board and senior leadership team understand and deliver on the accountabilities for Te Tiriti that sit within each of their directorates.
  • All PHARMAC staff are held accountable for delivering on Te Whaioranga as a core part of their role description and function.

Within 12 months we will have…

  • Assigned Te Tiriti o Waitangi accountabilities to the Board and senior leadership team.
  • Te Tiriti accountabilities included in all role descriptions.
  • All staff understand how their role at PHARMAC relatesto Te Tiriti obligations and how they can be responsive to Māori in their day-to-day work.

Within 18 months we will have... 

  • Tested and adjusted the performance management for Te Tiriti accountabilities.

In 3 years we will have...

  • PHARMAC Board, senior leadership team and managers are taking strong ownership of Te Whaioranga and Te Tiriti accountabilities.

Next page: Priority | Building capability and removing bias >

< Previous page: Priority | Equity for Māori