Sustaining Capability to Achieve Conservation Outcomes Grant Baker Department 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. Mission Statement

Department of Conservation – Organisational Structure

Organisational Model

Work of Role Everyone knows their role and works to that role How they do their work What work they do

System Alignment

Operating Review System Individual accountability Understanding responsibility Prudent management practices Effective leadership Culture of accepting accountability

Key Step 7 Capability Biosecurity Key Step 2 Key Step 1 Key Step 3 Key Step 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 FocusEnvironmental 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 JuneMarch 1 Sept Mid Oct 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

Current SOI PA External Consultation July Summarise main points and future changes Sept GM Strategy Day Joint Agency Discussion Environmental Scan August Senior Leadership Conference Discussion MOC Central Agency Discussion SOI Draft SOI FinalOP Bids prepared April Estimates Budget bid process Budget Implications Revenue Forecasts Exp Forecasts Sept LV LIV E & D Oct MOC Discussion 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