Connecting With Our Stakeholders
We consider relationship management to be one of MAF's key functions. Our 2005/06 Statement of Intent identified the need for us to be well connected to our stakeholders in pursuit of our outcomes as we cannot achieve them in isolation. We value stakeholders' opinions and have placed increasing emphasis on developing good relationships with them.
External stakeholders' views of our performance are highly important - it is a key measure of our success. Internal perceptions can differ to the perceptions of the people we interact with - input from people outside the organisation helps ensure our perceptions are accurate.
Over the year, we have consulted with external stakeholders on many occasions - as part of the Director-General's annual performance review, for feedback on specific issues, as part of the recent NZFSA review (through the Scott report) and, of course, in the regular interactions at the operational level. However, this year marks the first time we have asked external stakeholders for feedback as part of our annual review process.
Stakeholder feedback has confirmed a number of points:
MAF has come a long way in recent years. We have developed a much more professional attitude and have improved clarity around our roles and functions:
"MAF has made significant steps over the last three years. You are easy to deal with and always ready to come to talk to members about issues. MAF has an increasingly professional image and approach." (Customs Brokers and Freight Fowarders Federation of New Zealand)
"Communications are much better, and MAF is easier to deal with and more approachable. This starts with the CEO and flows throughout the organisation. MAF is a more pragmatic organisation than in the past and has become better at listening." (Ports of Auckland)
Despite the good reviews we acknowledge there are still areas where we need to improve. Feedback from stakeholders clearly indicates the quality of relationship management throughout the organisation is not always consistent:
"The nature and quality of relationships varied. We have good engagement at the policy and principle levels, but there are the inevitable frustrations at the operational level." (Customs Brokers and Freight Fowarders Federation of New Zealand)
"We have good operational level relationships, but we may need to spend more time discussing strategic issues at the senior level." (Business New Zealand)
This is an issue we must address if we are to keep moving toward becoming the highly respected organisation to which we aspire.
Some of the stakeholders consulted as part of the annual review process believed we do not fully engage with external parties. One stakeholder desired to better understand their role or potential role in biosecurity incursion responses, others believed their personnel may often be better placed than MAF to deal with issues in a local context.
"MAF can exhibit some defensiveness to inputs from external experts retained by the industry to speed up issues and supplement MAF resources (that are stressed)."
We were seen to have not fully used the connections and lines of communication that our external stakeholders possess. These are valuable resources we should be aware of and use as much as possible.
A number of external stakeholders believed we should become further engaged in the primary sectors, showing leadership and advocacy. Although it is important we actively acknowledge and represent the views of the sectors, we must also balance the potential conflict between government priorities and industry interests. We also face increasing tensions between growing trade volume and environmental protection - addressing public expectations and concerns about our biosecurity, and wider role and capability is essential.
Overall, stakeholders agreed we now portray a more cohesive organisation - we have been working to remove the business group separation which has long existed within the organisation. The future challenge is to strengthen the component parts of the organisation while also fostering shared views. This is a challenge, but one we can achieve:
"MAF has some very sharp, very impressive people. They present well, have a great understanding of process, and generally reflect very well on the organisation." (Environment Southland)
Contact for Enquiries
Strategy and Performance Group
Ministry of Agriculture and Forestry
Pastoral House
25 The Terrace
PO Box 2526, Wellington
Tel: +64 4 894 0100
Fax: +64 4 894 0738
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