SPARC's Organisational Health and Capability

The new organisational structure will allow SPARC to make the most of its finite human and financial resources to achieve its vision. The objectives of the changes to our organisational structure are to:

• create stronger and more focused relationships between SPARC and its stakeholders within the sector;
• help ensure that operational and investment decisions are made within an informed strategic and policy context;
• better prioritise our investment decisions;
• enhance SPARC's role in the government policy process;
• align our organisational structure with our new Contracts and Investment process;
• facilitate the use of a more project-oriented, cross-functional approach to initiatives in order that skills from all relevant areas of SPARC are utilised; and
• reduce duplication of effort and resource.

Human resources strategic plan

In order to support the new organisational structure, we will develop a Human Resources Strategic Plan in 2006/07.

As part of our new way of working, we will recruit and invest in staff training in order to:

• build greater capacity for research and evaluation;
• build greater capacity to lead policy development and engagement; and
• refine project-management techniques to enable SPARC to achieve and demonstrate results more effectively.

As a first step in implementing the organisational review, SPARC has adopted the following management structure:

Management structure

[Long description]

Strengthening infrastructure

Over the next three years, SPARC will finalise and implement an Information Systems Strategic Plan, which will lead to increased efficiencies in SPARC's current activities, and also allow us to use innovative technologies to deliver greater benefits to New Zealand.

A new stakeholder management system will provide us with a single view of all stakeholder information and activities so that we are able to engage with stakeholders consistently and efficiently.

We will implement an extranet to facilitate the sharing of best-practice knowledge and create online Communities of Practice among stakeholders in the sport and physical recreation sector. We will be able to connect directly with end users via TXT.

A large part of SPARC's business involves the management of contracts and investments with the sport and physical recreation sector. Over the next 12 months, we will begin to see the benefits of our new integrated Contracts and Investment system, which provides a single view of all our contracts and investment arrangements, including a single picture of all future financial commitments.

The system captures and tracks contractual information and outcomes of key decisions, and manages and monitors the contracts against performance measures.

Human resources values

SPARC's human resources values are summarised as follows:

People-focused

SPARC places considerable emphasis on supporting and valuing people. The goal of SPARC is to foster whanaungatanga (caring for, and support of, one another like a family) where individuals are valued and able to achieve their full potential and to develop successful relationships. 

Strives for excellence

SPARC strives for excellence in everything it does. This is characterised by the development of a nimble, innovative and dynamic organisation. In this regard, SPARC seeks to develop excellent internal processes so as to ensure the organisation's ongoing viability and success.

Demonstrates leadership

As the lead agency in the sport and physical recreation sector, people and organisations look to SPARC to provide leadership and direction. SPARC's goal is to provide effective, focused and inspiring leadership.

Displays integrity

SPARC wishes to demonstrate the integrity of its processes and of its people. This means ensuring that the organisation acts ethically and professionally in all aspects of its work.

Contents | >> Next: Managing Risk

Updated | 25 Nov 2008.

Skip page tools.

• Go to top