Sustaining Capability to Achieve Conservation Outcomes

Grant BakerDepartment of Conservation

Sustaining Capability to Achieve Conservation Outcomes

• About DOC

• Organisational Model

• Key Steps

• Business Framework

• Where to from here

• What have we learned

Ko ta Te Papa Atawhai he whakaute he tiaki

I nga taonga koiora me nga taonga tuku iho hei

painga mo te katoa I naianei, mo ake tonu ake.

To conserve New Zealand’s natural and historic heritage for all to enjoy now and in the future.

Mis

sio

n S

tate

men

t

Department of Conservation – Organisational Structure

Service Line

Support

External Relations Conservation Policy Human Resources & Organisation Maori Advisor Maori Advisor

Business Management Science, Technology & Information

Support Roles *Technical

*Human Resources

Service Roles *Finance

Director-General

Regional General Managers

Service Roles

Support Roles

Ranger Service Roles

Support Roles

Conservators

Area Managers

Organisational Model

Work of Role

Everyone knows their role and works to that role

• How they do their work

• What work they do

Recognition

Statement of Intent

Assessment of performance

Role Description Framework

Organisational Model

Personal Performance in Role

(PPR)

Monitor performance against

expectations

Assess performance against expectations

Set expectations and boundaries for

the position

Personal Business Plan

Operating Review System

System Alignment

Operating Review System

• Individual accountability

• Understanding responsibility

• Prudent management practices

• Effective leadership

• Culture of accepting accountability

Key Step 7

Capability

Biosecurity K

ey Step

2

Key S

tep 1

Key S

tep 3

Key S

tep 4

Biodiversity Historic Heritage

Recreation

Key Step 5

Key Step 6

Community

Tangata Whenua

Seven Key Steps

Mission: To conserve New Zealand’s natural and historic heritage for all to enjoy now and in the future.

The Key Step Team

Key Step General Manager

• Key Step Team

Support by (for national consistency)– Business System/Processes – Strategies and Stakeholders’

expectations

Key Step Team Work

•Confirm Key Steps •Confirm Five Year Strategy•Confirm National Priorities

•Examine NPO Indicators•Examine Intervention Logic

•Review Outputs•Review Output Measures

Led by Conservation Policy Division

For General Management Team Sign Off

5 Year Focus

Environmental Scan

Stake Holder Expectations

Strategic Risk

Strategic Analysis and Choices

Confirm/Amend ‘Key Steps’

Annual Planning

Reporting/ and Evaluation

Operating and Measuring

Managing our Business

Strategic Analysis

Annual Planning

Reporting/ and Evaluation

Operating and Measuring

Managing our Business

Strategic Analysis Key Step

Directions for Annual Planning

Sets Up Performance Reporting

Output Agreement Documents

SOI Documentation

Estimates Documentation

5 Year Strategy

National Priority Outcomes

Outcome Indicators Level 4

GMT Sign Off

Intervention Logic

Causal Links Level 3

Outputs Output Measures Level 2

Annual Planning

Reporting/ and Evaluation

Operating and Measuring

Managing our Business

Strategic Analysis

JuneMarch1 Sept MidOct

From Managing Our Business

Annual Planning

Reporting/ and Evaluation

Operating and Measuring

Managing our Business

Strategic Analysis

Business Data (+ extraction, translation, analysis)

Operating Review System

Internal/External Reports

(eg Performance Reports, Annual Report)

1 July 30 June

From Business Plans Work Plans

1 2

4&5

3

CurrentSOIPA

ExternalConsultation

July Summarisemain pointsand future changes

SeptGM

StrategyDay

Joint AgencyDiscussion

EnvironmentalScan

AugustSenior

Leadership Conference

Discussion MOC

Central Agency

Discussion

SOI DraftSOIFinal OP

Bids prepared

April

EstimatesBudget bid process

Budget Implications Revenue Forecasts

Exp Forecasts

Sept

LV LIV

E & D Oct

MOCDiscussion Treasury

Nov Dec

System for Accountability documents: 03/04 and Out years

Conservation Policy

Business Management

Business Management with External Relations

Where Have we Got to

• We are focussed on our work of role

• We give clearer directions and expectations

• We have a strong model

• Our systems are aligned

• We have increased robustness of our measures

• We have improved accountability

Where to from Here:

• Complete a full year of the current process

• Improve the conversations with joint agencies

• Improve our conversations with central agencies

• Continue to improve our measures

• Change the format of the SOI and Annual Report

Lessons Learned

• A strong organisational model

• Key systems must be integrated and aligned

• Need to understand your “work of role”

• The strategy planning and direction of the business must be led from the top

• Clear direction and expectations

• Get the National Priority Outcomes right

• Your key measures are those that you need to manage the business