Statement of Intent
Organisational Health and Capability
Being a Capable Organisation
To achieve our outcomes we need to be a capable organisation. We have identified three key areas that we will need to focus on for 2008–11:
LEADERSHIP – We cannot achieve our outcomes on our own, we need to exercise influence within the government community and with various stakeholders. Our ability to engage effectively with our colleagues and community stakeholders is consequently a key element of our capability.
PEOPLE – People do our work. To achieve our outcomes, we need to have people who are appropriately skilled and engaged.
SYSTEMS AND PROCESSES – We need to support our people to do their work effectively and efficiently and make it easy for our stakeholders to engage with us.
Our Organisational Development Priorities
Identifying our priorities requires us to consider (in light of what we must do to achieve our outcomes) the things that are most important, having regard to both our current state and the Government’s priorities its public service organisations.
Our priorities over the planning period are:
RELATIONSHIP MANAGEMENT – Developing and implementing a comprehensive internal and external communications strategy.
LEADERSHIP DEVELOPMENT – Improving the capability of our leaders and managers.
BUSINESS TRANSFORMATION – Improving the way we do business to better support our staff and to make it easier for our stakeholders to work with us.
Relationship Management
MAF has significantly strengthened its strategic and operational capability to engage all New Zealanders in the social, economic and environmental objectives that we are tasked with, and has begun to build increasingly effective interactions with industry groups. This has been achieved, in part, through an emerging ”social marketing” communications direction that both promotes broad awareness of biosecurity issues and supports everyday New Zealanders to partner with MAF in identifying and responding to biosecurity risks.
We will build on this work to develop a comprehensive internal and external communications strategy. This will enable all levels of MAF staff to engage effectively with their colleagues and the stakeholders who they work with. The strategy is scheduled for implementation from 1 July 2008.
As part of that strategy, MAF will also address the critical issue of how the organisation is perceived in the labour market, to ensure that MAF’s value proposition is understood and well communicated to targeted segments of the labour market.
MAF’s relationships with staff are a critical component of our organisational capability. The results of the Gallup Employee Engagement Survey reveal that our people have an exceptionally strong (and growing) sense of commitment to, and pride in, the mission and purpose of the organisation. Our organisational development initiatives continue to build on this underlying commitment, to create a culture that delivers stakeholder experiences that build MAF’s brand as a trusted agency protecting the interests of all sectors of New Zealand.
In 2008/09 we will continue to measure stakeholders’ perspectives of MAF through regular external surveys.
• The performance of these initiatives will be measured by improved perceptions against key brand attributes, which MAF has defined as critical to achieve our mandate.
At the other end of MAF’s relationship management approach is the need for compliance and enforcement. We will begin rolling out a compliance strategy covering all of MAF’s regulatory functions over the next two years. The first area of focus will be animal welfare given its particular reliance upon a wide range of stakeholders to achieve its stated outputs. This will be followed by biosecurity, the Emission Trading Scheme then indigenous forestry and other policy-related areas. The strategy will outline the range of links to MAF’s outcomes and the roles for communication, social marketing, education, support for voluntary compliance, enforcement and prosecution.
Leadership Development
MAF has established a sustainable approach to people capability development. This involved:
• establishing a robust and role-based competency framework to underpin an informed and targeted approach to people development;
• the introduction of the Gallup Employee Engagement Survey;
• an initial focus on leadership development – with the framework being extended in future to the sustaining of MAF’s core technical capabilities.
In 2008/09, this will be consolidated with the operation of formal governance of capability development by MAF’s Strategic Leadership Team and a measurement framework for assessing the impact of development investment.
In 2008, MAF will receive the results of its third annual Gallup Employee Engagement Survey. Manager-led team action planning in response to the survey results will be integrated into the core business planning process, reflecting an understanding of the critical role the survey scorecards can play in helping shape an environment and culture that supports MAF to achieve its mandate.
The contribution of the survey and associated action-planning activities will be measured by the following elements.
Improvement in the following engagement factors:
• the “overall satisfaction” index;
• “I know what’s expected of me at work”;
• “At work, I have the opportunity to do what I do best every day”.
Sustaining high scores on the following engagement factors:
• “The mission or purpose of my organisation makes me feel my job is important”;
• “My fellow employees are committed to doing quality work”;
• “In the last seven days I have received praise or recognition for doing good work”.
Completing action planning within eight weeks of training and provision of scorecards.
Negotiation of a long-term collective agreement (three years) has provided:
• a continued period of stability, during which significant changes to remuneration and shift structures are being progressed within MAF’s frontline quarantine shift environment;
• correction of demonstrable under-market remuneration in key areas of MAF’s operations that, if unaddressed, posed significant risk to MAF’s capability to deliver government outcomes.
In 2008/09, the objectives of these remuneration initiatives will be evaluated by:
• the transition of quarantine inspectors to a new salary and shift payment structure, and the emergence of rotational rostering practices;
• the maintenance and improvement of MAF’s pay relativity to the public sector remuneration market.
The period of stability resulting from the negotiation of a three-year collective agreement will also provide a good environment for the establishment in 2008/09 of a second, formal Partnership for Quality (PfQ) Agreement with the Public Service Association (PSA). This will provide:
• a formal infrastructure that facilitates regular engagement at a strategic level between the PSA Secretariat/Enterprise Organiser and MAF Senior Leadership Team;
• operational oversight of key partnership programmes (some of which are currently operating, such as the annual MAF/PSA Remuneration Forum, with others being implemented in fulfilment of collective bargaining undertakings including a programme of delegate development).
The success of the collective agreement will be measured by:
• status reporting against an established schedule of meetings, project plans and action points;
• other measures of staff and management perspective as are agreed as part of the partnership programme (with any staff perspectives ideally being integrated with MAF’s current employee engagement survey process).
MAF’s Equal Employment Opportunity (EEO) initiatives will be focused on implementing the recommendations from the report of MAF’s Pay and Employment Equity Review Committee. After completing a comprehensive pay and employment equity review in June 2008, MAF will progress the implementation of approved recommendations from the review committee’s report. The specific issues to arise from this review are not yet known, but future goals are likely to include achieving or maintaining equitable remuneration outcomes by gender, as well as improved retention of key skills, increased staff engagement and an enhanced employment brand.
Business Transformation
Business transformation encompasses all aspects of how we do our work, structural, system and process, and technology.
Structurally, 2007/08 saw:
• the establishment of the NZFSA as a stand-alone department, including the creation of a shared services relationship with that department;
• the integration of the Quarantine Service and Biosecurity New Zealand, and the establishment of new business systems and processes to support the improved operations of that integrated business unit;
• the reorganisation of the MAF Policy business group to recognise MAF’s new responsibilities around climate change;
• the reorganisation of MAF’s corporate support units for greater efficiency and effectiveness.
All of these structural changes will require ongoing activity to implement them and to achieve the benefits they aim to deliver.
A new dimension to MAF’s service environment is its role as the provider of shared services to the newly independent NZFSA. These services include information technology, financial systems, procurement and payroll services, and lever off MAF’s existing infrastructure.
• Performance of this shared services arrangement in 2008/09 will be measured by adherence to defined service standards enshrined in a formal shared services agreement between MAF and the NZFSA.
Systems and Technology
In 2008, MAF will begin to see the benefits of major investment in improved organisational systems, as we consolidate and enhance the capability of our Enterprise Content Management System (ECMS), telecommunications infrastructure, new payroll bureau service, Financial Management Information System and Procurement framework.
MAF will be supporting the e-Government goals by building several new online services during the next three years (see Table 4).
Table 4: Planned online services
PROJECT |
POTENTIAL ONLINE USERS |
2008 |
|
Climate change information system (forestry emissions trading scheme) |
10 000 |
National Plant Pest Accord compliance reporting |
200 |
Laboratory Information Management System Phase 3 (lodgement of specimens) |
1 000 |
MAF Biosecurity New Zealand Container Check |
10 000 |
2009 |
|
Farms Online |
40 000 |
National Animal Identification and Tracing |
80 000 |
2010 |
|
Border Sector Trade Single Window |
tba |
MAF will also establish integration to the Government Logon Service and ensure that all new or altered online services authenticate users via this service.
The success of this work will be measured by ensuring that:
• projects are undertaken that enable the public and industry stakeholders to obtain information about regulatory requirements and to transact electronically with MAF;
• new or altered online services authenticate users via the Government Logon Service;
• online services comply with the Government Authentication Standards;
• websites comply with the Government Web Standards.
Our review of MAF’s IT capability, tools and process is another major piece of work. We are planning and embedding a range of process improvements through service level agreements between our IT and business groups. This will create a clear programme of work to begin improving our IT processes and build on the capability of our people. In particular, we will continue developing some major applications around Climate Change, building a messaging platform, Animal Identification and Tracking, Business Intelligence and enhancements to our IT infrastructure (upgrading data storage capacity and virtualising data centres to reduce server numbers).
We will be reviewing and updating the MAF Information Systems Strategic Plan. This was built from business IT tactical plans with a strong focus on business operational models and strategies such as the telecommunication strategy. We will also continue planning our development of key Biosecurity IT systems and their link to shared services at the border.
Branch-Specific Initiatives
MAF Policy
An important piece of work this year is the ongoing implementation of MAF Policy’s new structure (which came into effect on 7 January 2008). This will specifically focus on developing, staffing and embedding the increased operational requirements to put the forestry components of the Emissions Trading Scheme into effect.
• This will be measured through the integration of these functions into MAF’s Policy environment and the formation of the Programmes Directorate.
Other initiatives for MAF Policy will include the following:
• Increased focus of performance management and development plans. Having adopted the new competency framework in 2007, the group will be looking to embed the timely development of individual development plans linked to organisational and individual needs.
• This will be measured through staff and manager engagement in the process and increased development opportunities being identified and actioned.
• Implementation of the Climate Change Information Systems and associated data requirements needed to support the implementation of the Government’s Climate Change initiatives, including the forestry components of the Emissions Trading Scheme.
• This will be measured through successful implementation of the schemes that are being developed in the first half of 2008.
• Establishment of a Policy presence in Auckland as part of the Government Urban and Economic Development Office (GUEDO). Three staff will be located in Auckland, with a focus on business opportunities for the sectors.
• This will be measured through establishing the Policy presence in the office and increased stakeholder engagement in the Auckland area.
MAF Biosecurity New Zealand
Another important piece of work this year is the MAFBNZ Integration Programme. In Phase I of the programme (completed in 2007), MAF focused on integrating our Biosecurity New Zealand and MAF Quarantine Service groups. This involved organisational design, staff transfers, an organisational budget, ensuring core organisational systems were in place, and the development of the Biosecurity Business Model (BBM). Phases II and III focus on the implementation of the BBM, and are designed to integrate our management practices and business processes for effectiveness and efficiency.
• This will be measured through improvements to planning, operations management and business processes.
Other initiatives for MAFBNZ will include the following:
• Continuing to implement the Capability Project across MAF’s Border Clearance groups. This work is particularly focused on improving frontline workforce planning and introducing competency-based training that reinforces our quality systems.
• This will be measured through improvements made to workforce planning and inspector competency assessments.
• Completing the roll out and embedding of the Lominger Competency Framework. This will increase our focus on performance management and development plans. Individual development plans linked to organisational and individual needs will be completed in a timely manner.
• This will be measured through staff and manager engagement in the process and increased development opportunities being identified and actioned.
• Expanding the Auckland Biosecurity Centre to complete the centralisation of our Auckland biosecurity operations. This aims to improve service delivery, co-ordination and integration of Auckland biosecurity activities, and accommodation standards.
• This will be measured through the successful completion of the expansion project and stakeholder and staff evaluations.
Environmental Performance
As well as being a leader in the sustainable development of agriculture and forestry in New Zealand, MAF, itself, is working towards being a sustainable organisation. This sustainability challenge is at the core of our mandate and future direction. MAF has been committed to the Govt3 programme since 2005 and aims to be on the path to carbon neutrality by 2012, in line with the Government’s commitment to a carbon-neutral public service. Our staff include many enthusiastic supporters of sustainable development, and their commitment has been a driving force behind developing and implementing MAF’s Sustainable Business Strategy 2007–2012.
By the end of 2007/08, MAF will have undertaken an energy audit, providing useful information that will help determine the most appropriate energy-saving measures for each worksite.
In 2008/09, MAF will:
• analyse the energy audit results and set targets for energy savings and subsequent reductions in greenhouse gas emissions;
• run an energy-saving awareness campaign to reduce energy waste at all MAF offices and encourage behaviour changes.
Between February and August 2007 recycling programmes at MAF reduced the amount of waste being sent to landfills from MAF’s head office by 75 percent. This programme will be rolled out to other major MAF worksites by the end of 2007/08.
In 2008/09, MAF will:
• develop site-based waste reduction targets and actions;
• begin annual waste audits;
• run a waste minimisation campaign to further reduce waste at all MAF offices and encourage behavioural changes.
MAF recently compiled a carbon emissions inventory, which identified transport as the biggest contributor to emissions. By the end of 2007/08, MAF will have completed a transport survey and will also have completed a review of its fleet with a view of improving its efficiency.
In 2008/09, MAF will:
• analyse carbon emission data and set emission reduction targets;
• develop transport plans for major MAF sites to promote environmentally friendly transport options in and around the workplace (these travel plans will be in place by 2010).
Contributing to State Sector Goals
In developing these priorities (and the specific initiatives we will pursue) we will also make a significant contribution to the achievement of the State Services Development Goals. During 2008/09, we will work to better integrate the Development Goals into our internal reporting processes.
Table 5: MAF’s contribution to the State Services Development Goals
MAF’S DEVELOPMENT PRIORITIES | |||
STATE SERVICES |
Leadership Development |
Relationship Management |
Business Transformation for staff and stakeholders |
| Employer of choice | Recruitment training Employment branding Implementation of Pay and Employment Equity Review Lominger 360 Degree tool
|
Gallup Employee Engagement Survey Partnership for Quality Career pathway |
Flexible employment conditions Talent management |
| Networked state services | Recruitment e-Tools |
Self-serve HR kiosk |
Integration to the Government Logon Services ECMS workflow implementation
|
| Value-for-money state services | Capital investment decision-making |
Procurement and vendor relationships
|
FMIS development |
| Co-ordinated state agencies | Border shared outcome performance measures |
|
Shared services agreement with the NZFSA |
| Accessible state services | Policy presence in Auckland |
MAF Communications Strategy
|
e-government – new online services |
| Trusted state services | Common measurement tool pilot
|
Stakeholder relationship project | |
Capital Programme
The focus of the capital programme over the next three-year period will be:
• replacement of the majority of the existing motor vehicle fleet with vehicles that are more energy efficient and meet the goals of the Govt3 programme;
• the upgrade of staff facilities, particularly at Wallaceville;
• the continued development of IT software to support the initiatives undertaken by MAF Policy and MAFBNZ, particularly the Climate Change Information Systems, National Animal Identification and Traceability and the MAFBNZ Information Management programme of work.
In addition, MAF will continue to maintain its investment in core assets, such as:
• the document management system;
• laboratory equipment;
• shared IT investments – this will take into account the requirements of NZFSA where the asset contributes to the delivery of services under the shared services agreement.
Table 6: MAF’s capital programme
2008/09 |
2009/10 |
2010/11 | |
Land and buildings |
3,000 |
500 |
500 |
Leasehold improvements |
300 |
750 |
750 |
Plant and equipment |
3,300 |
4,000 |
4,250 |
Motor vehicles |
2,000 |
1,500 |
1,500 |
Computer software |
8,000 |
8,000 |
9,880 |
Total |
16,600 |
14,750 |
16,880 |
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
Contact this person
