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Strengthening our capability
To achieve the outcomes and deliver the outputs identified in this Statement of Intent, the Ministry must continue to strengthen its capability and improve its performance.
In this context capability means the ability to plan and manage our activities so that we deliver what is asked of us; to engage the wider community in achieving environmental sustainability; to attract, develop and retain the right combination of people who can provide the skills we need; and to operate efficient, practical and integrated internal systems that meet the needs of the business.
To do this we need to:
- provide a clear strategic direction to our staff so that we can lead a whole of government approach to environmental sustainability and prioritise our work
- appropriately measure our progress
- build strong partnerships with those who affect environmental sustainability
- build capability in our staff so that they can make things happen
- continually improve our corporate systems.
Setting strategic direction
In 2006/07 the Ministry for the Environment began a process of reviewing and refreshing its strategic direction. This process included reviewing the trends and emerging issues in our external operating environment, considering the Government's strategic priorities, and taking account of the Ministry's functions and operating style.
We involved all levels of management and a range of staff in the thinking that contributed to decisions about our strategic direction. The process was also informed by our regular engagement with stakeholders through events such as the Chief Executives Environment Forum of regional and central government, liaison meetings with stakeholder groups, and the annual Talk Environment public meetings.
This Statement of Intent reflects the results to date of reviewing our strategic direction. The Ministry's outcomes have been refined to four and work programmes are aligned with our outcomes. We have also developed a reporting and review framework which will enable us to report, over time, on both the state of the environment and the implementation and effectiveness of policy. This framework was approved by Cabinet in October 2006.
Over the next three years we will focus on:
- defining the Ministry's role in leading on environmental sustainability
- further analysing the elements that contribute to achieving our outcomes
- further aligning our activities with the strategic direction and outcomes
- reporting against the indicators which help measure progress towards the outcomes
- refining the measures used to monitor and report on the delivery of our outputs.
Measuring efficiency and effectiveness
A cost-benefit analysis is carried out during the process of developing all national policy statements and national environmental standards (regulations) under the Resource Management Act. The Ministry has been examining how it can better assess the efficiency and effectiveness of other policy interventions.
During 2006/07 we undertook a trial of efficiency and effectiveness measures using systematic outcomes analysis. The approach was piloted in four work programmes - air quality, contaminated land, sustainable water programme and the Govt3 programme. These areas were selected because they cover a range of environmental policy issues and varying degrees of complexity.
The principles of the systematic outcomes analysis proved useful in mapping what we are trying to do in the programmes, identifying indicators for measuring progress on lower-level outcomes and identifying evaluation questions that aim to establish effectiveness.
The Ministry is evaluating the lessons learned from these pilots and looking at how it can apply the principles more broadly.
Operating sustainably
The Ministry is committed to leading sustainability initiatives across the public sector through its Govt3 initiative. As part of this, the Ministry needs to consider sustainable initiatives within its own operations. We recognise that the greatest opportunity we have to further minimise our environmental footprint is through the behaviour of our people. We intend to raise awareness of each individual's contribution towards sustainable practice in relation to the building, waste and energy use, transport, and procurement.
Risk management
Risk management is an integral part of all of the Ministry's operations. In order to effectively manage risk, the Ministry uses a range of reporting and planning systems that enable us to keep a close watch on delivery of our outputs, financial management, and internal systems.
The processes used to manage our activities are constantly refined. In 2006/07 we introduced a system of monthly operating reviews, starting with the Chief Executive and those who report directly to him. Similar systems are being introduced throughout the organisation.
We also carried out two audits of internal teams.
Priority risks
The Ministry's priority risks at present include:
- prioritising our work programmes so that we are not over-committed
- managing expectations about what we can deliver
- ensuring we take account of the often conflicting values of our stakeholders
- recruiting and retaining the right people
- future-proofing our strategies and systems
- managing financial exposure
- managing tensions between voluntary and regulatory approaches, especially with stakeholders
- ensuring the policies we develop are of a high standard and provide a means to reach our intended environmental sustainability outcomes.
The key business risks are:
- We will continue to be under pressure to adopt new priorities and consider new issues and it is easy to become over-committed. While there will sometimes be new tasks that we must take on, we need to keep to our strategic focus and complete what we start. We must give priority to work programmes that best achieve environmentally sustainable outcomes.
- We must be aware of, and respond to, the economic, social and political context in which we are working and the expectations of our Ministers and other stakeholders. The expectations of our stakeholders are high. We need to be clear about what we can do and what is not achievable, and communicate that effectively to them.
- Our aim is to work more closely with other organisations - such as other central government agencies, local government, community and industry - not all of whom agree on the issues or agree with our approach. Developing the respect of others and maintaining strong working relationships with them is critical to our effectiveness. We must also recognise the economic impact of any regulatory intervention, including the economic and health benefits of appropriate action.
- To achieve the outcomes and outputs outlined in this Statement of Intent we need to recruit and retain highly skilled and knowledgeable staff. They must be able to provide leadership and work in partnership with stakeholders who have differing views and priorities. However, we are competing in a labour market of high demand across central and local government that places a premium on the skills we need and value.
The key operational risks are:
- To support our activities, we need efficient, practical and integrated internal systems. This means that we must be constantly reviewing and updating our corporate systems so that they continue to meet the needs of the business.
- Prudent financial management is a fundamental expectation of a public sector agency. We need good systems to monitor expenditure and commitments so that we minimise financial exposure.
Crown risk
Alongside the departmental risks mentioned in the previous paragraphs, there exists a significant financial risk with the Kyoto liability. This relates to our contribution under the Kyoto Protocol, through which New Zealand committed to reduce emissions in the period 2008-2012 down to the levels in 1990 or take responsibility for the excess emissions.
The provision for this liability is affected by key factors that include the exchange rate and the international price of carbon. Other factors influencing the position of this liability include changes in oil prices, the weather, economic growth and changes in forestry activities, all of which are outside of the Ministry's control.
Progress towards the State Services Commission's development goals
Goal 1 - Employer of choice
The Ministry for the Environment needs to be an employer of choice if it is to recruit and retain the people and skills we need. We have used an internal Climate Survey for a number of years as a tool to measure staff engagement and satisfaction, and to explore areas for improvement. Similar questions are asked in each survey so that we can track the results over time. The Climate Survey was carried out in March 2007. In 2007/08, after analysing the data and comments generated through this survey, we will consult staff to develop plans for any areas seen to need improvement.
In 2008 we intend to introduce the State Services Commission's Engagement survey.
The Ministry also needs to be visible in the recruitment marketplace. During 2006/07 we again conducted a recruitment programme at the universities to seek high-performing graduates interested in environmental issues and received more than 250 applications. In early 2007, 16 recent graduates joined the Ministry and took part in a two-week induction programme. During 2007/08 we will monitor their progress and provide further development opportunities, as well as considering a further recruitment programme in late 2007.
As part of a more high level strategy, in 2007/08 the Ministry intends to implement the Lominger Competency survey to identify areas of staff development and the appropriate interventions linked to these needs. In addition, the Ministry is also conducting a Pay and Equity review. The findings from both these initiatives will drive the Human Resources strategy in recruitment and aspects of staff development.
Goal 2 - Excellent state servants
In order to build excellent state servants, an organisation must provide opportunities for staff to grow and develop. In 2007/08 the Ministry will reformulate its organisational development plan that will ultimately drive development for the year ahead. As part of this we will introduce a self-review/audit function aimed at improving the effectiveness of Ministry teams.
Alongside this, the Ministry continues to promote staff development. All staff are required to have development plans. The Ministry's adoption of a process of 70 per cent on-the-job learning continues to produce growth opportunities for staff. Monitoring of these plans is reported at senior management meetings.
A particular focus of staff development in 2007/08 is improving the quality of Ministry communications. The Ministry has recently adopted 12 plain language elements which managers and reviewers will use in evaluating written material. All staff will progressively receive training in plain English fundamentals.
Goal 3 - Networked state services
Among the sustainability priorities announced by the Government in February 2007 is a programme to help households towards sustainability. This three-year programme will focus on raising awareness of what households can do in relation to climate change, energy use, transport, home construction, waste and water. As part of this programme the Ministry will develop a sustainability portal that will assist households to more easily find information and assistance on how to adopt sustainable practices.
The sustainable building information compendium being developed by the Ministry is due for completion in June 2007. It will provide online information about sustainable building methods and materials for residential buildings. During 2007/08 we will promote this resource as a comprehensive source of information for consumers, developers, trades people and local government.
Goal 4 - Coordinated state agencies
The Ministry takes a cross-government approach in leading or delivering many work programmes. This approach can be seen in:
- Leadership and coordination, in conjunction with the Department of Prime Minister and Cabinet, of the Government's sustainability initiatives and the work programme to move the public service towards carbon neutrality
- Leadership of the whole of government approach to climate change policy, and the current project to look at the need for a carbon emissions trading scheme for New Zealand
- Participation in the Auckland Government Urban and Economic Development Office (GUEDO), which includes staff from the Ministry of Economic Development, Ministry for the Environment, Department of Labour and the Ministry of Transport
We expect to coordinate more of our activities with other agencies in the future as part of our leadership role on environmental sustainability.
Goal 5 - Accessible state services
Engaging with our stakeholders and the wider community is a key element of our role in leading on environmental sustainability. While we generally do not directly deliver services to the general public, we want to hear their views about environmental policy development and involve them in action to protect and improve the environment. We provide information through our website and our newsletter about opportunities for the public to have their say in policy development.
The annual Talk Environment series of meetings around the country are an important way for members of the public to have access to Ministry staff. The next Talk Environment meetings will be held in mid to late October 2007. We expect to hold at least 30 meetings in at least 15 centres around the country. About 1,600 people from industry, local government and the wider community participated in the 2006 Talk Environment meetings and our aim is to increase the numbers attending in 2007.
Following the meetings, we will report back to the public through our website about the feedback received and provide information from time to time about how the feedback is linking into our work programme.
Goal 6 - Trusted state services
The Ministry's code of conduct is designed to ensure that our staff carry out their work ethically and to enhance the perception, internally and externally, that the Ministry is trustworthy. In addition, all new staff are briefed on the code of conduct as part of their induction, to ensure staff clearly understand appropriate workplace behaviour.
The Ministry monitors staff behaviour in terms of performance management, and we intend to integrate a performance indicator into our performance and development process. Through our internal Climate Survey, the Ministry tracks staff perception of the levels of trust in the organisation. The results of the last survey indicate that the Ministry has very high staff morale and a high level of staff belief in the organisation's values.
