C.13 SOI (2015)

Department of
Statement of Intent 2015–2019
C.13 SOI (2015)

Department of Conservation
Te Papa Atawhai
Statement of Intent 2015–2019

Presented to the House of Representatives pursuant
to section 39 of the Public Finance Act 1989.
Crown copyright, September 2015
ISSN 1175-5601 (print)
ISSN 1178-394x (online)
The document can be found online at

This work is licensed under the Creative Commons Attribution 3.0 New Zealand licence.
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Statements of responsibility                                    2

Introduction                                                    3

Vision, purpose and outcomes                                    4

Stretch goals and priorities                                    5

Key milestones                                                 6

The context of this strategy                                   10

Intermediate outcome logic models                              20

Helping protect our nature                                     25

Department of Conservation Statement of Intent 2015–2019   1
Statements of responsibility

Director-General’s statement of                             Responsible Minister statement
responsibility                                              I am satisfied that the information on strategic intentions
In signing this statement, I acknowledge that I am          prepared by the Department of Conservation in this
responsible for the information on the strategic            Statement of Intent is consistent with the policies
intentions of the Department of Conservation. This          and performance expectations of the Government.
information has been prepared in accordance with
Section 38 and Section 40 of the Public Finance Act 1989.

Lou Sanson                                                  Hon Maggie Barrie ONZM
Director-General                                            Minister of Conservation
2 July 2015                                                 2 July 2015

  2                                                           Department of Conservation Statement of Intent 2015–2019

Director-General                                               Additionally, in order to focus our efforts even more
Conservation is at the core of our national identity.          strongly, we have developed a set of stretch goals
It is what makes New Zealand special. It is the ‘engine        for the next 10 years.
room’ of New Zealand’s tourism industry and drives
                                                               1. 90 percent of New Zealanders’ lives are enriched
our global reputation. Our environmental credentials
                                                                  through connection to our nature.
differentiate New Zealand’s primary produce exports
in a very competitive world. We also rely on many of           2. Whānau, hapū and iwi are able to practise their
the essential natural services our environment provides,          responsibilities as kaitiaki of natural and cultural
from the fresh air we breathe and the food we eat to the          resources on public conservation lands and waters.
natural processes that provide clean water, and prevent        3. 50 percent of New Zealand’s natural ecosystems
flooding and erosion.                                             are benefiting from pest management.
A healthy environment is necessary for healthy people          4. 50 freshwater ecosystems are restored from
and a healthy economy – without it New Zealand would              ‘mountains to the sea’.
not prosper. Our vision New Zealand is the greatest            5. A nationwide network of marine protected
living space on Earth reflects a desire to be prosperous          areas is in place, representing New Zealand’s
in all ways – in social, economic and environmental               marine ecosystems.
health, wealth and wellbeing. This vision is larger than
                                                               6. The stories of 50 Historic Icon sites are told
the Department of Conservation (DOC) and larger than
                                                                  and protected.
just conservation. It recognises that conservation has
more than intrinsic value, and it forms the foundation         7. 50 percent of international holiday visitors come
of DOC’s strategy – that conservation benefits all New            to New Zealand to connect with our natural places.
Zealanders and is therefore everyone’s responsibility.
Our nature has shaped who we are. It is intrinsic to our
Kiwi way of life and our national identity, and it underpins
our economy.

  To meet the challenge and make progress in the
  medium term, DOC intends to:
  •• Work with whānau, hapū and iwi and communities
     to protect, restore and manage our natural places
     and native species
  •• Grow conservation by working in partnership
     with others including business
  •• Ensure that caring for nature is seen by
      New Zealanders as everyone’s responsibility
  •• Continue to embed the new structure and strategy.

Department of Conservation Statement of Intent 2015–2019                                                             3
Vision, purpose and outcomes

    The Department’s vision is that New Zealand is                                               is Our nature – conservation leadership for what makes
    the greatest living space on Earth – a place where,                                          us New Zealand. The focus of DOC’s purpose is our
    increasingly, the knowledge and commitment of New                                            leadership role as guardians of ‘our nature’ – the natural
    Zealanders is focused on restoring and sustaining a                                          environment and historic/cultural heritage that make
    natural environment. To achieve this vision, DOC’s                                           New Zealand unique and which underpin our national
    outcome statement is that New Zealanders gain                                                identity, economy and lifestyles.
    environmental, social and economic benefits
                                                                                                 The Department has developed five intermediate
    from healthy functioning ecosystems, recreation
                                                                                                 outcomes around which conservation work is organised,
    opportunities, and living our history.
                                                                                                 that express the results we are seeking to achieve
    New Zealanders want their natural and historic                                               through our interventions. These are shown in the
    heritage conserved. To foster that commitment,                                               outcomes model diagram below.
    the Department’s overarching purpose statement

                                                    A living Treaty partnership based on shared values for the benefit of Aotearoa New Zealand

                                  The diversity of our natural heritage
                                      is maintained and restored

                               Our history is brought to life and protected                 statement                                     Vision
Intermediate outcomes

                                                                                            New Zealanders                           New Zealand is
                                                                                          gain environmental,
                                  New Zealanders and our visitors are                    social and economic                       the greatest living
                                   enriched by outdoor experiences
                                                                                             benefits from                           space on Earth
                                                                                          healthy functioning                     Kāore he wāhi i tua atu
                                      New Zealanders connect and                                                                  i a Aotearoa, hei wahi
                                                                                            from recreation
                                       contribute to conservation
                                                                                           opportunities, and                          noho i te ao
                                                                                        from living our history
                                  Every business fosters conservation
                                    for this and future generations

                                                                              Well-served Government and citizens

                                                                              Capable Department of Conservation

                            Figure 1: Conservation outcomes model.

    Four of the five intermediate outcome statements have                                        The foundation statement related to the Department’s
    recently been updated – those related to historic heritage,                                  relationship with Treaty partners has been strengthened
    recreation, engagement and business partnerships – to                                        and expanded: A living Treaty partnership based on
    sharpen their intent and make them easier to understand                                      shared values for the benefit of Aotearoa New Zealand.
    and communicate.

                        4                                                                            Department of Conservation Statement of Intent 2015–2019
Stretch goals and priorities

                                    New Zealand is the greatest living space on Earth                              Vision:
                                                                                                                   50+ years
                               Kāore he wāhi i tua atu i a Aotearoa, hei wahi noho i te ao

            A living treaty partnership based on shared values for the benefit of Aotearoa New Zealand

 The diversity              Our history is         New Zealanders         New Zealanders      Every business       Outcomes
 of our natural             brought to life        and our visitors       connect and         fosters              by year 25
 heritage is                and protected          are enriched           contribute to       conservation for
 maintained and                                    by outdoor             conservation        this and future
 restored                                          experiences                                generations

 50% of New                 The stories of         50% of                 90% of New          Whānau, hapū         Stretch Goals
 Zealand’s natural          50 Historic Icon       international          Zealanders’         and iwi are able     by year 10
 ecosystems are             sites are told and     holiday visitors       lives are           to practise their
 benefiting from            protected.             come to New            enriched through    responsibilities
 pest management.                                  Zealand to             connection to our   as kaitiaki of
                                                   connect with our       nature.             natural and
                                                   natural places.                            cultural resources
 50 freshwater                                                                                on public
 ecosystems are                                                                               conservation
 restored from                                                                                lands and waters.
 ‘mountains to
 the sea’.

 A nationwide
 network of
 marine protected
 areas is in place,
 representing New
 Zealand’s marine

 War on weeds               Heritage               Healthy Nature/        Conservation/       Build healthy        Priorities
                            landmarks and          Healthy People         Environmental       partnerships         (for years
 Save our Kiwi
                            icons                                         Education                                1–4 see key
 Kauri dieback                                     Pike River                                                      milestones
                                                   experience             Strategy
 MPA legislation                                                          Our Nature
 Nature Watch                                                             Christchurch
                                                                          Visitor Centre

 Pest management            Historic               Recreation             Participation       Treaty Settlements   Annual
                            management             opportunities                              implementation       outputs
 Species                                                                  Education and
 management                                        management             communication
 Restoration                                       Asset
 Legal Protection

                                          Capable Department of Conservation
                                                                                                                   safety and

Figure 2: Stretch goals and priorities.

Department of Conservation Statement of Intent 2015–2019                                                                     5
Key milestones

In addition to the Government’s and Minister’s Year 1 Priorities, and in response to the medium-term operating
environment, the Department has set the key milestones outlined below to drive performance for the Stretch Goals
and Intermediate Outcomes. These are reported through the Department of Conservation national performance
indicators table.

Table 1: Department of Conservation key milestones.

 Intermediate outcome                                                                                             Year

 The diversity of our natural heritage is maintained and restored                                                 By year 50

 Intermediate outcome objective

 • A full range of New Zealand’s ecosystems is conserved to a healthy functioning state                           By year 25
 • Nationally threatened species are conserved to ensure persistence
 • Nationally iconic natural features and species are maintained or restored
 • Locally treasured natural heritage is maintained or restored in partnerships
 • Public conservation lands, waters and species are held for now and future generations

 Stretch goals                                                                                                    By year 10

 • 50% of New Zealand’s natural               Milestones
    ecosystems are benefiting from pest
    management                                 Consolidate the top 500 terrestrial, freshwater and marine         Years 1–4
                                               ecosystems and implement to standard.
 • 50 freshwater ecosystems are restored
   from ‘mountains to the sea’                 Seek support from others, especially for rare ecosystems
                                               outside public conservation land.
 • A nationwide network of marine
    protected areas is in place,               Begin a multi-year programme to re-categorise the protection
   representing New Zealand’s marine           status of stewardship lands with high conservation values.
                                               Develop a multi-year programme to implement Marine
                                               Protected Area policy.

                                               Increase from 100 species to 300 species by integrating with       Years 1–4
                                               ecosystem representation.
                                               Grow involvement of others in building knowledge of data-
                                               deficient species.

                                               Engage with whānau, hapū and iwi, community, business and          Years 1–2
                                               others about nationally-iconic natural features and species by
                                               providing a set of sites/species as a basis for discussion.

                                               Create a baseline set of up to 50 Local Treasure partnerships      Years 1–2
                                               and support and up-skill partners so they can work more

                                               Grow activity with others both in partnership and in support of    Years 1–2
                                               others working independently.
                                               Implement Tier 1 monitoring for freshwater as part of a
                                               collective action programme with other agencies.

  6                                                                    Department of Conservation Statement of Intent 2015–2019
Key milestones

 Intermediate outcome                                                                                                Year

 Our history is brought to life and protected                                                                        By year 50

 Intermediate outcome objective

 • More New Zealanders engage in their heritage and value the benefits of interacting with it                       By year 25
 • Historic heritage is protected and conserved for future generations

 Stretch goals                                                                                                       By year 10

 • The stories of 50 Historic Icon sites are   Milestones
    told and protected
                                                Implementation of five additional Historic Icon sites.               Years 1–2
                                                Acquire knowledge of the best ways to bring heritage to life.        Years 1–4
                                                Develop and implement an action plan to bring history to life in     Years 2–4
                                                collaboration with other agencies/partners.

                                                Work with whānau, hapū and iwi and communities to engage             Years 1–4
                                                them in bringing history to life and in historic heritage asset

 Intermediate outcome                                                                                                Year

 New Zealanders and our visitors are enriched by outdoor experiences                                                 By year 50

 Intermediate outcome objective

 • Icon destinations support the growth of tourism and generate economic benefit                                    By year 25
 • More New Zealanders enjoy Gateway destinations
 • More people enjoy Locally Treasured destinations
 • More people enjoy the backcountry

 Stretch goals                                                                                                       By year 10

 • 50% of international holiday visitors       Milestones
    come to New Zealand to connect with
    our natural places                          Implement long-term upgrades of four iconic destinations.            Years 1–4
                                                Grow visitation through marketing and engaging with others who
                                                share an interest in economic development through tourism.

                                                Prioritise improvements to Gateway destinations near to or           Years 1–4
                                                easily accessible from main population centres.
                                                Work with others to reduce barriers, making it easier for school
                                                groups and families to visit Gateway destinations.

                                                Engage with communities to jointly decide how they can be            Years 3–4
                                                involved in managing Locally Treasured destinations.

                                                Work with partners and other stakeholders to enable and grow         Years 1–2
                                                their involvement in and contribution to the backcountry network.
                                                Implement a programme to match service delivery standards in
                                                the backcountry network to changing market demand.

Department of Conservation Statement of Intent 2015–2019                                                                      7
Key milestones

    Intermediate outcome                                                                                                    Year

    New Zealanders connect and contribute to conservation                                                                   By year 50
    Every business fosters conservation for this and future generations1

    Intermediate outcome objective

    • Conservation is core to New Zealanders’ identity, values and thinking                                                 By year 25
    • More conservation is achieved by others
    • Conservation is seen as an essential investment in New Zealanders wellbeing
    • Conservation outcomes are maximised from business partnerships
    • Businesses are more capable and motivated to undertake conservation independently of DOC
    • DOC’s own products, services and brand maximise conservation and business outcomes

    Stretch goals                                                                                                           By year 10

    • 90% of New Zealanders’ lives are               Milestones
      enriched through connection to our
      nature                                          Refresh and implement the Outreach Strategy.                          Years 1–2
    • Whānau, hapū and iwi are able to               Implement conservation education in schools.                          Years 2–4
      practise their responsibilities as kaitiaki
                                                      Refresh teaching and learning resources.                              Years 3–4
      of natural and cultural resources on
      public conservation lands and waters2           Build healthy partnerships by working alongside whānau, hapū          Years 1–2
                                                      and iwi.
                                                      Harness partnership opportunities with potential to transform         Years 1–4
                                                      outcomes – natural heritage, historic heritage and recreation.
                                                      Target support for community conservation through the                 Years 1–4
                                                      Community Conservation Partnerships Fund and other funds.
                                                      Develop tools for reporting community contribution to                 Years 1–4

                                                      Build relationships with key natural capital audiences and            Years 1–2

                                                      Develop an additional set of six national business partnerships.      Annually
                                                      Develop a larger set of more than 50 regional partnerships.           Annually
                                                      Increase revenue from concessions, leases/licences by 3%.             Years 1–4
                                                      Increase partnership revenue by 5%.                                   Years 1–4

                                                      Lift the contribution to conservation outcomes from                   Years 1–4
                                                      concessionaires by at least 10%.

                                                      Develop and market five new products and services better              Years 1–4
                                                      suited to our range of customers that deliver a real return to
                                                      Continue with a strong visitor centre network, focused on a
                                                      collection of conservation hubs.

     This intermediate outcome is to be integrated into the ‘Connect and Contribute’ outcome in 2015/16.
     This stretch goal is located here as a placeholder while the intermediate outcome review progresses in 2015/16.

     8                                                                           Department of Conservation Statement of Intent 2015–2019
Key milestones

 Capable Department of Conservation                                                                               Year

 Objective                                    Milestones

 People – DOC has the people capability       DOC has the leaders it needs to perform well now and in the         Years 1–2
 and culture needed to safely deliver its     future.
 strategic direction and operating model,
                                              DOC identifies, builds and manages relationships critical to
 to enable more conservation through
                                              achieving results.
 others and to demonstrate the broader
 value of conservation                        DOC has the type of culture it needs to safely achieve results
                                              now and in the future.
                                              DOC has the skills and competencies to safely achieve results
                                              in collaboration with others.
                                              DOC’s structure is linked to its future business need.

 Systems, processes and ICT – DOC has         DOC has access to the Information and Communication                 Years 1–4
 the integrated and transparent systems,      Technologies (ICT) it needs to achieve results and contribute to
 processes and ICT needed to deliver          others.
 its operating model and outcomes

 Infrastructure – DOC has the effective       DOC’s asset-related decisions support future service delivery.      Years 1–3
 and efficient infrastructure needed
 to deliver its operating model and
 outcomes framework

Department of Conservation Statement of Intent 2015–2019                                                                   9
The context of this strategy

Who we are                                                        •• Protecting marine mammals, preserving native
                                                                      freshwater fisheries, protecting recreational freshwater
The Department of Conservation is responsible                         fisheries and freshwater fish habitats, and conserving
for protecting native wildlife, and overseeing the                    protected native wildlife.
management of about a third of New Zealand’s land area
                                                                  •• Protecting 13,000 historic sites, and bringing the
and the natural and historical resources it contains. This
                                                                      history of New Zealand to life through the active
work sits at the very heart of New Zealand’s nationhood –
                                                                      management of 650 sites accessible to the public.
what it is to be Kiwi.
                                                                  •• Providing booking services, information services
                                                                      and safety services, such as weather and avalanche
What we do                                                            forecasting.
The Department manages natural and historic resources             •• Advocating generally for the conservation of natural
for their intrinsic values, for the services that ecosystems          and historic resources, providing conservation
provide us with today, to safeguard options for future                information, and supporting international agreements
generations and for recreational use and enjoyment                    designed to improve environmental management in
by the public. The state of native species, and the                   New Zealand and internationally.
health of New Zealand’s public conservation land and
                                                                  •• Supporting the Minister of Conservation in exercising
waters, is core work for the Department. This work is
                                                                      responsibilities under other legislation, for example,
increasingly seen within the broader social, economic and
                                                                      under the Resource Management Act 1991 for the
environmental context. With an extensive visitor asset
                                                                      coastal and marine environment, including in relation
infrastructure, the Department is well placed to support
                                                                      to councils’ policies and plans, and consent applications
local businesses that underpin the New Zealand tourism
                                                                      regarding these environments.
industry, worth $24 billion in 2014.
                                                                  •• Providing policy and legal advice to the Minister of
The Department’s main functions are:                                  Conservation, contributing to whole-of-government
•• Managing land, fresh and coastal waters that have                 policy processes, and servicing ministerial advisory
   been protected for conservation purposes – about 8.6               committees, the New Zealand Conservation Authority
   million hectares of land, 44 marine reserves (covering             and conservation boards.
   a total of 1.74 million hectares), and 8 marine mammal
   sanctuaries (covering approximately 2.8 million
                                                                    The conservation
   hectares). DOC’s work is focused on areas of land or             challenge
   water where conservation values are high, whether that
   is for natural or historic heritage or in support of visitor     • 8.6 m ha of public
   experiences or community engagement.                                conservation land
                                                                       – 33% of NZ’s
•• Encouraging recreation on these public conservation
                                                                       land area
   lands and waters by providing visitor facilities,
   including tracks for walking, biking and four-wheel              • 13 national parks
   driving, as well as huts, campsites, visitor centres and         • 44 marine reserves
   access to historic sites.                                           and 8 marine mammal
•• Authorising tourism operations and other third                     sanctuaries
   parties to use sites on public conservation lands
                                                                      ,800 threatened species
   and waters for a variety of activities, such as grazing,
   electricity generation and transmission, mining, and             • 330 campsites, 960 huts
   telecommunication purposes.                                         and 14,000 km of tracks

                                                                   Photo: © Sabine Bernert

 10                                                                  Department of Conservation Statement of Intent 2015–2019
The context of this strategy

The context within which we operate                                         of the highest extinction rates in the world, due to the
                                                                            recent impacts of fragmentation of ecosystems through
New Zealand’s natural heritage shapes our cultural                          human settlement and establishing agriculture, and
identity. For many, recreation in the outdoors helps to                     introduced species, despite a third of the country being
improve health and wellbeing and contributes to a sense                     public conservation land. Our native biodiversity is also
of personal achievement. Conservation contributes                           vulnerable to the increasing impacts of human-induced
strongly to tourism, and the Department is one of the                       climate change, including more frequent and severe
country’s main tourism providers. The businesses that                       storms and a likely increase in predators and weeds.
support or complement tourism are major contributors
to our national, regional and local economies.                              While biodiversity protection and recovery is being
                                                                            achieved in areas under intensive management, the
Conservation protects our natural capital and delivers                      overall trend outside these areas is that biodiversity
the infrastructure on which many of our key industries                      is declining and ecosystem services are being reduced.
depend. Sound management of the natural environment
delivers ecosystem services such as quality fresh                           DOC sits at the heart of New Zealand’s tourism industry,
water and fertile soil, and these in turn underpin                          with 35 percent of all international visitors coming
New Zealand’s primary production sector and                                 primarily to experience our natural landscapes. The
determine New Zealanders’ standard of living.                               Department manages most of New Zealand’s major
                                                                            natural tourism attractions and provides extensive
Conservation plays a critical role in supporting the                        opportunities for recreation on conservation land and
New Zealand brand – the market advantage on which                           waterways, including for businesses that support tourism.
our producers rely. Investing in conserving and
protecting our natural resources and heritage is an                         However, New Zealand society is changing, with more
investment in New Zealand’s long-term wellbeing                             people living in the top half of the North Island and an
and prosperity, as well as protecting its natural heritage                  increasingly urbanised and multicultural society. The
for future generations.                                                     location of the Department’s networks of tracks, huts,
                                                                            campsites and other visitor facilities will need to change to
The biodiversity challenge is great. New Zealand has one                    meet the needs of New Zealanders today and in the future.
of the highest proportions of threatened species and one

  underpins our wellbeing

Seaview Vineyard, Marlborough. Photo: © Yealands Estate – Seaview Vineyard, Marlborough

Department of Conservation Statement of Intent 2015–2019                                                                            11
The context of this strategy

Our strategic response is to engage                           •• Supporting the initiatives they lead, both on
                                                                  and outside of conservation lands and waters.
with our partners
                                                              These activities aim to foster a greater sense of
The Department recognises that the cost of saving all the     responsibility and increased contribution over time.
species and restoring the health of all the places it has a   This is the long-term opportunity, and the challenge
stewardship role over is well beyond the resources it could   is to find the right balance between the two, since both
realistically expect from the public purse. That has driven   require resources from DOC.
the development of the Department’s strategic direction
– to partner and engage widely with others on a much          Treaty partners and whānau, hapū and iwi
wider front to achieve more for conservation than the
                                                              DOC works within a Treaty partnership with all hapū
Department can achieve on its own.
                                                              and iwi. All of DOC’s partnership work with others
Underpinning DOC’s engagement approach is the                 needs to recognise the ongoing Treaty partnership
realisation that to succeed in the long term, partnerships    obligations with whānau, hapū and iwi. These
must provide clear value to the partner as well as to         partnerships are a crucial component to achieving
conservation. This is a new way of thinking for DOC.          more conservation outcomes. Treaty settlements offer
One strand of the Department’s strategy involves              opportunities for confirming ongoing partnerships and
achieving immediate, urgently-needed conservation             strengthening relationships between the Department
gains through partnerships that deliver direct, powerful      and hapū and iwi as Treaty partners. As settlements
conservation impacts, such as work on recognised              are implemented, iwi have a greater role and influence
national biodiversity priorities. However, a different        in the governance of public conservation land. DOC
approach is needed to build the groundswell of societal       has ongoing commitments to 50 settlements, and the
support required for transformational conservation            fast pace of future settlements presents challenges to
growth over coming decades. Here, DOC’s activities            both DOC and Treaty partners’ capability and capacity.
are focused on:                                               Te Pukenga Atawhai Programme is helping grow staff
•• Building a wider range of relationships                    capability in this area but more capability building will
                                                              be required to meet these future needs, particularly when
•• Growing people’s awareness, knowledge and skills
                                                              it comes to implementing settlement arrangements and
•• Involving people in conservation-related activity          understanding how to reflect iwi aspirations.

      and iwi
      are our Treaty

Photo: © Sabine Bernert

 12                                                              Department of Conservation Statement of Intent 2015–2019
The context of this strategy

Working with other agencies for collective impact                          to identify issues and barriers to them working effectively
DOC is increasingly engaging in strategic partnerships                     with us and to understand their drivers and needs. Two
across local, regional and national government and                         current initiatives to achieve this are: improving processes
non-government sectors to gain efficiencies and make                       for permit applications and streamlining recreation asset
a stronger collective impact.                                              co-management agreements.

Many of the Department’s work programmes align                             The Department approaches customers in different
to important sector themes such as freshwater                              ways across the intermediate outcomes discussed above.
improvements, marine protection and climate change                         For example, in natural heritage DOC responds to the
adaptation. Significant joint initiatives include the Battle               desires of communities to conserve their special local
for our Birds predator control programme, kauri dieback                    places and species by supporting them with training,
response, great white butterfly eradication, freshwater                    technical advice and materials. In the historic heritage
reform and management, Marine Protected Area policy                        area, DOC designs experiences that connect people with
changes, and growing the network of Marine Protected                       their history and seeks opportunities for them to share
Areas. The Department, as a part of the Natural Resources                  in the development and telling of these stories.
Sector (NRS), is working on how to enable resource use                     Visitor asset standards are directly related to customer
decision makers to take better account of impacts on                       needs. For example, visitors to nationally iconic sites
natural capital.3                                                          expect and want different facilities than those staying in
The Department is also involved in partnerships with                       backcountry huts. The shift to managing ‘destinations’
local councils, such as Nature Central in the lower North                  rather than individual assets means whole destinations
Island which is building on common areas of focus to                       can be maintained to a consistent standard and makes
deliver better services more efficiently. Other important                  it easier for others to contribute to managing them.
relationships include those with the education sector, the                 DOC provides services to customers to allow them to
tourism and recreation sector, the Sustainable Business                    book DOC experiences in the way that best suits them,
Council, heritage agencies such as Heritage NZ and the                     including via online booking sites. The Department is
Ministry of Culture and Heritage, and the new Game                         working to improve the ease with which people access
Animal Council.                                                            its products and services through digital channels, either
                                                                           online via our website, through third parties, or through
                                                                           mobile applications. Currently, about 26% of hut and
Our customers                                                              track bookings are completed online.
While DOC’s strategy focuses on working within
                                                                           The Department uses a range of methods for evaluating
productive partnerships, the organisation also provides
                                                                           customer response. These include the DOC Survey
products and services to hundreds of thousands
                                                                           of New Zealanders, stakeholder surveys and visitor
of customers annually. These include those New
                                                                           satisfaction surveys (for post-visit feedback). DOC
Zealanders and international tourists who walk on
                                                                           also seeks feedback from people attending education
tracks, sleep in huts, listen to stories about their history,
                                                                           initiatives and the results are set out in the Annual Report.
watch birds, take part in education programmes, are
involved in consultation processes, seek advice, operate                   To improve visibility of customers and our interactions
tourism businesses, hunt for deer, apply for permits,                      with them, a priority is to develop a Customer
buy visitor centre products or support community                           Relationship Management System that will record
conservation projects.                                                     relationship information and activity. DOC is also
                                                                           developing Conservation Insight, an online one-stop-
Understanding the drivers, motivations and barriers to
                                                                           shop for information such as customer surveys and
New Zealanders contributing to conservation will be a
                                                                           research results.
priority for DOC over the next 4 years. DOC is committed
to designing products, services and systems that place
customers’ needs at the centre, working with customers

    In addition to DOC, the agencies of the Natural Resources Sector are: the Ministry for the Environment (MfE); the Ministry for Primary
    Industries; the Ministry of Business, Innovation and Employment; Land Information New Zealand; Te Puni Kōkiri; and the Department of
    Internal Affairs. For background and details of the NRS work programme, visit the MfE website at

Department of Conservation Statement of Intent 2015–2019                                                                                13
The context of this strategy

Transforming how we work                                       •• Phase two: realigning the organisation to the strategic
The Department is emerging from a period of
                                                               •• Phase three: embedding the new model and building
considerable structural reform to improve organisational
                                                                   strong productive external relationships that achieve
effectiveness and efficiency, and to orientate its structure
                                                                   the desired goals.
towards a new future focused on working with others
to achieve more conservation for New Zealand. The              The Department has now entered the third phase.
changes included a shift to a shared services model            Over the next 4 years, DOC will meet this challenge by:
for support and service functions, and changes in
conservation operational delivery to a regional model          •• Further articulating the operating model to align
to create efficiencies.                                            strategy, structure and staff.
                                                               •• Putting in place the systems, processes and culture
This transformation is perhaps the most significant
                                                                   needed to improve the efficiency and safety of
change in the Department’s history, requiring a shift in
                                                                   operational delivery. This will enable the Department to:
culture and the way managers and staff work. The heart
of the work over the next 4 years is to embed the new           - Set clear business planning targets and performance
model internally and build strong, productive internal             indicators
and external relationships that achieve the benefits            - Implement the workflow processes in the integrated
described above.                                                   planning system

The table below sets out the transformation required:           - Use organisational data (HR, finance, business
‘how we do what we do’.                                            planning etc) to improve the efficiency and
                                                                   effectiveness of resource deployment by linking
Table 2: Transformation in culture                                 budgets with activity/methods and capability needs,
and operation.                                                     and ensuring work is matched appropriately with
                                                                   staff, tasks and locations
 Internally focused             Outwardly focused
                                                                - Use work order management and monthly operating
 DOC knows best                 We trust others                    reviews (MORs) to ensure individuals and teams are
 Governing for citizens         Governing with citizens            working to role and are delivering to standard.
 Organisational silos           Organisational networks        •• Analysing available data to identify opportunities to
                                                                   reduce costs, for example by adapting visitor asset
 DOC as service                 DOC as service facilitator,
 provider                       collaborator, enabler
                                                                   maintenance regimes in ways that reduce costs but
                                                                   do not impact on visitor experience or safety (refining
 DOC-only inputs                DOC and citizens’
 and processes                  own outcomes                       service delivery standards).
 Rigid process                  Agility                        •• Continuing to build the capability of others to
                                                                   contribute to the achievement of the intermediate
 Risk averse                    Managed risk
Three phases of transformation                                 •• Completing development of a simple, compelling
The Department’s transformation – to build strong and              narrative to build staff and stakeholder understanding
productive external relationships and embed the new                of the social, economic and environmental benefits
model – will take some time to be fully realised. There            that conservation provides to all New Zealanders, and
are three key phases to achieving this:                            DOC’s role in supporting these.

•• Phase one: enabling others to contribute – gearing         Operating model
    ourselves up for engaging/collaborating with others        In early 2014/15 the Department conducted a 12-month
   to achieve results                                          post-implementation review of the new structure.
                                                               After assimilating the review recommendations, the

 14                                                               Department of Conservation Statement of Intent 2015–2019
The context of this strategy

  Our behaviours – how we’ll get there

                                                Our nature – conservation leadership
                                                  for what makes us New Zealand

                                      One DOC team making a difference for our nature

                                  Pillar 1:                   Pillar 2:                   Pillar 3:
                               We work with                We look out                  We work and
                               others to grow             for each other               learn together
                               conservation              and our visitors               as one team

                                                        Our foundations:
                                                       Safety and wellbeing
                                                Kaitiakitanga and whanaungatanga

Department intends to complete the operating model to                 Risk management is part of this systems-thinking
ensure it provides a full, coherent representation of how             approach. The tools and techniques supporting the risk
the organisation operates and goes about its work.                    framework provide leaders with ways to explore complex
                                                                      risk environments and to identify practical, optimised
Components will need to be prioritised and sequenced
                                                                      responses to risk without being overwhelmed by detail.
and include organisational measures of performance,
the people capacity and capability required to deliver                Using this approach the Department has identified
on goals, systems and processes, and infrastructure                   the four most powerful sources of strategic risk for
and communications.                                                   the organisation. They are:
                                                                      •• Transformation overload (complexity, workload,
Risks to sustainability and delivery                                      change fatigue, confusion)
DOC’s leadership and governance philosophy                            •• Leadership complexity and overload
increasingly reflects the principles of systems leadership            •• Internal blockers of internal communication
applied in a complex organisation. The approach focuses               •• Ineffective setting of shared context for DOC’s work.
on effective decision-making in uncertainty; it assumes               If these four sources of risk are well managed (or their
that an adaptive learning approach to problem-solving                 impacts are reduced), there will be a strong reduction in
is needed in a complex, uncertain world where difficult               risk as a whole. The focus is therefore on implementing
problems are common.                                                  strong, long-term, whole-of-business response plans to
                                                                      these strategic risks.

Department of Conservation Statement of Intent 2015–2019                                                                       15
The context of this strategy


                      systems and                                                                           Planning
                                                                   S TRA EGY




           Policy                                                   Results for                                          Budgeting
                                               S t re t





                                                                    P rin ci p l e s

                       Innovation                                                                          Monitoring


Figure 3: Elements of DOC’s operating model.

 16                                                                                    Department of Conservation Statement of Intent 2015–2019
The context of this strategy

Operational risks                                              3. Operating discipline – now that major structural
The Department is familiar with a wide range of                   change is complete, DOC’s focus is to embed the
operational risks that it manages in its annual work              new structure and operate efficiently and effectively.
programme. However, some risks do not conform                  The partnership strategy is outlined in the strategic
to annual cycles; the Department manages these
                                                               intentions section above. DOC’s prioritisation tools are
specifically as events unfold. These include:
                                                               described in Part III of the DOC Four-year Plan, available
•• Flooding, fire and other extreme weather events.           at
    The Department relies on prioritisation approaches
                                                               The focus on operating discipline seeks to instil a culture
    to manage responses to these environmental impacts.
                                                               that places greater importance on cost-efficiency and
•• Other events that rely on the Department’s ability to
                                                               eliminating waste, supported by simple customer-centric
    move resources around to manage risks. For example,
                                                               processes. The Department’s financial management
    the Department has recently responded to a key,
                                                               practice is to maintain a monthly four-year financial
    though irregular, risk in natural heritage related to
                                                               forecast, which enables timely action to manage cost
    the natural cycle of beech masting. This type of event
                                                               pressures. Future initiatives will build on the success
    results in large-scale predator irruptions that severely
    impact on fledglings from species such as mohua            achieved with a range of current savings initiatives,
    and kea. Management is responding by shifting              including the Support Services Review and the Delivery
    Departmental resources around, and timing operations       Project. To date, these initiatives have saved the
    and the funding required to best effect when mast years    Department over $11 m per annum.
    are predicted.                                             Initiatives to address cost pressures are included in
This approach often means that resources need to be            Annex 2 of the DOC Four-year Plan, available on the
prioritised and then reserved until field conditions           DOC website.
allow DOC to make the greatest impact on these
predator populations. This management strategy will be
further advanced as communities’ skills in pest control
                                                               DOC is contributing to Better Public
techniques are improved, and communities engage in             Services results
priority work at the right time to maximise their impact       To assist the Government’s Better Public Service results,
based on monitoring programme predictions.                     the Department is:
                                                               •• Working with businesses to achieve conservation
Financial sustainability and managing                             gains in ways that deliver environmental, social and
cost pressures                                                    economic benefits to New Zealanders
The Department uses three main interconnected strategic        •• Making changes to where the Department works
levers to achieve financial sustainability and manage cost         and what it focuses on, to improve both efficiency
pressures over the next 4 years and beyond. These are:             and effectiveness of its work programmes
1. Partnership strategy – increasing engagement, and           •• Emphasising partnerships, building relationships,
   working with others. The aim is to grow conservation           sharing skills and knowledge, and involving others,
   through working with and enabling others.                      including other public service agencies
                                                               •• Working with all NRS agencies to implement medium-
2. Prioritisation tools – natural heritage, historic and
                                                                  term priorities agreed by Government for the sector, as
   recreation prescriptions, and working on priorities
                                                                  set out in the Business Growth Agenda and reported
   to achieve the greatest contributions to outcomes.
                                                                  through the Building Natural Resources progress reports.

Department of Conservation Statement of Intent 2015–2019                                                                17
The context of this strategy

Our focus areas for the next 4 years                       Key
The Department has developed an integrated                    Performance improving
monitoring and reporting framework for its outcome,
                                                              Performance maintained
five intermediate outcomes and stretch goals. The
information derived from the framework will guide             Performance declining
targets and the focus of effort in the future.                Performance measures yet to be developed
The Department measures its impact and that of its         One or more of the conditions listed may apply. The
partners in each intermediate outcome area using three     results for some outcomes, notably natural heritage,
to four key indicators. Progress on these performance      reflect a composite of indicators and measures which
indicators is reported annually through DOC’s Annual       may individually be improving or declining, and the
Report. The 2019 performance indicators (opposite) show    performance rating is a generalisation.
the 2015 national performance indicator status and areas
that DOC has prioritised for significant improvement
over the next 4 years.                                     Definitions
                                                           Improving – Progress towards the outcome described
                                                           is positive; overall conditions are improving; numbers
                                                           are increasing; targets are being met or exceeded.
                                                           Maintained – The state of the outcome described is
                                                           stable; overall conditions are neither improving nor
                                                           declining; numbers are stable; if targets are being met,
                                                           then the outcome is being achieved.
                                                           Declining – Progress towards the outcome described
                                                           is negative; overall conditions are degrading; numbers
                                                           are decreasing; targets are not being met.

 18                                                          Department of Conservation Statement of Intent 2015–2019
Department of Conservation 2019 performance indicators
                                                                                                                            Current   Four-year
Measure                                                                                                                     status     target

    New Zealanders gain environmental, social and economic benefits from healthy functioning ecosystems, from
    recreation opportunities, and from living our history

    Tracking trends in the benefits that New Zealanders seek and receive from the natural, historic and cultural heritage
    managed by DOC

    Tracking the relative value of conservation to New Zealanders as an indicator of support for conservation

Natural heritage – The diversity of our natural heritage is maintained and restored

    Indigenous dominance – ecological processes are natural

    Species occupancy – the species present are the ones you would expect naturally

    Ecosystem representation – the full range of ecosystems is protected somewhere4

Historic heritage – Our history is brought to life and protected

    The condition of actively conserved historic places

    The trend in New Zealanders’ awareness of the Department as a manager of historic places

    The trend in visitor numbers at Historic Icon sites

    The trend in visitor satisfaction with the quality of the experience provided at historic places

Recreation – New Zealanders and our visitors are enriched by outdoor experiences

    The trend over time in New Zealanders’ awareness of DOC as a recreation provider

    The trend in participation in recreation on public conservation lands and waters

    The trend in visitor satisfaction with the quality of the experience and opportunities provided

Engagement – New Zealanders connect and contribute to conservation

    Change in the importance of conservation to New Zealanders

    Change in the quality of the Department’s engagement with key associates

    Change in the satisfaction of tangata whenua with the Department’s activities to help them maintain their
    cultural relationships with taonga

Business partnerships – Every business fosters conservation for this and future generations

    Increase in engagement of the commercial sector in conservation partnerships

    Change in the level of investment in conservation from the commercial sector

    Improvement in level of return on investment for key DOC products and services

Organisational capability

    Leadership: DOC has the leaders it needs to perform well now and in the future

    Relationships: DOC identifies, builds and manages relationships critical to achieving results

    Culture: DOC has the type of culture it needs to achieve results now and in the future

    People: DOC has the skills and competencies to achieve its results in collaboration with others

    Information and communications technology (ICT): DOC has the ICT it needs to achieve results and contribute to others

    Asset management: DOC’s asset-related decisions support current and future service delivery

    Structure: DOC’s structure is linked to its future business needs

     This indicator is made up of terrestrial, freshwater and marine components. The terrestrial component has met its first milestone of more
     than 400 ecosystem management units under management. The marine and freshwater components will be progressed through the stretch
     goals established during the 2014/15 year.

Department of Conservation Statement of Intent 2015–2019                                                                                     19
Natural heritage outcomes model

                                                                                                                                                                                                                                                              Intermediate outcome logic models

                                                           DOC’s Treaty obligations
                                                           regarding natural heritage are

                                                           DOC staff understand that
                                                           working with others is essential
                                                           to natural heritage conservation
                                                                                               DOC seeks appropriate
                                                                                               innovative approaches to
                                                           The relevance & benefits of         natural heritage management
                                                           natural heritage to parties are                                                                                                                   A full range of New Zealand’s
                                                           understood                                                                                                                                        ecosystems is conserved to
                                                                                               DOC and others plan                    DOC incorporates                                                       a healthy functioning state
                                                                                               coherent natural heritage              mātauranga Māori into its
                                                           Roles & contribution of natural     interventions                          work programmes
                                                           heritage management players &                                                                                                                     Nationally threatened
                                                                                                                                                                            DOC demonstrates national
                                                           gaps/overlaps are understood                                                                                                                      species are conserved to
                                                                                                                                                                            leadership in the natural
                                                                                               DOC and others build tools,            DOC uses, disseminates and                                             ensure persistence
                                                                                                                                                                            heritage space
                                                                                               technology, resources,                 supports the application of
                                                           DOC understands how to              facilities & systems for               relevant research on natural
                                                           measure state and change of                                                                                                                       Nationally iconic natural
                                                                                               natural heritage management            heritage                              DOC delivers high quality
                                                           natural heritage                                                                                                                                  features are maintained or
                                                                                                                                                                            natural heritage interventions                                   The diversity
                                                                                                                                                                            effectively and efficiently
                                                                                               DOC builds capability and              DOC applies innovation                                                                                 of our natural
                                                           Current NZ natural heritage         capacity for natural heritage          where appropriate to                                                                                   heritage is
                                                           state and trends are understood                                                                                                                   Nationally iconic species
                                                                                               management (internal &                 overcome barriers to natural          Others deliver high quality
                                                           (stocktake)                         external)                              heritage management                   natural heritage interventions
                                                                                                                                                                                                             are managed to ensure their     maintained
                                                                                                                                                                                                             populations are maintained
                                                                                                                                                                            effectively and efficiently                                      and restored
Department of Conservation Statement of Intent 2015–2019

                                                                                                                                                                                                             or restored
                                                           Threats & drivers of change to      DOC and others measure                 DOC works in effective
                                                           ecological integrity and barriers   and report on state and                natural heritage partnerships         DOC and tangata whenua
                                                                                                                                                                                                             Locally treasured natural
                                                           to natural heritage management      trends in natural heritage                                                   deliver high quality natural
                                                                                                                                                                                                             heritage is maintained or
                                                           are understood                                                                                                   heritage interventions that
                                                                                                                                                                                                             restored as partnerships
                                                                                                                                      DOC facilitates natural               are mutually beneficial
                                                                                               DOC and others produce key             heritage work by others
                                                           Impact assessment,                  research relevant to natural           (e.g. DOC business                                                     Public conservation lands,
                                                           cost-benefit analysis and           heritage                               processes and culture)                                                 waters and species are
                                                           prioritisation methodologies for
                                                                                                                                                                                                             held for now and future
                                                           natural heritage interventions
                                                                                               Tangata whenua and DOC                                                                                        generations
                                                           are understood
                                                                                               share responsibility for NZ
                                                                                               natural heritage
                                                           Management actions and
                                                           innovation to mitigate threats to
                                                           natural heritage are understood

                                                           DOC understands and respects
                                                           environmental values from a
                                                           whānau, hapū, iwi perspective

                                                                                                     DOC and others measure, evaluate and report on the impact of natural heritage interventions
Historic heritage outcomes model
Department of Conservation Statement of Intent 2015–2019

                                                           DOC knows the location and
                                                                                                                                                                                            Historic visitor destinations
                                                           understands the nature and                                                             Historic places are protected
                                                                                                                                                                                            are marketed effectively
                                                           condition of historic places                                                           from avoidable human
                                                                                                        DOC & others understand                                                                                                       Historic heritage is protected
                                                                                                                                                                                            Quality historic experiences
                                                           Protection of historic places and            the basic duty of care for                                                                                                    and conserved for future
                                                                                                                                                                                            are appealing and safe
                                                           artefacts is promoted                        historic heritage                         Selected historic places are                                                        generations                      Our history
                                                                                                                                                  actively conserved by being                                                                                          is brought
                                                                                                                                                  maintained, and stabilised,               More people visit historic
                                                           History is well-researched and               A representative range of                 repaired or restored                                                                More New Zealanders              to life and
                                                           recorded                                     historic places with high                                                                                                     engage in their heritage         protected
                                                                                                        heritage significance is                                                                                                      and value the benefits of
                                                                                                        identified                                Selected historic places are                                                        interacting with it
                                                                                                                                                                                            New Zealanders understand,
                                                           DOC understands the                                                                    both actively conserved and
                                                                                                                                                                                            value and identify with
                                                           expectations of communities,                                                           further developed to provide
                                                                                                                                                                                            historic places managed by
                                                           iwi and businesses about                                                               a quality visitor experience
                                                           historic heritage

                                                                                                                                            More conservation is achieved by others

                                                                                                                                     Conservation gains from more business partnerships

                                                                                               Fulfilling responsibilities under section 4 of the Conservation Act 1987 and obligations arising from Treaty of Waitangi Settlements
Recreation outcomes model

                                                                                                                                                                                                           More international
                                                                                                                                                                                                           and domestic visitors
                                                                                                                                                                                                           to Icon tourist
                                                                                                                                     Destinations are
                                                                                                                                     marketed as part of
                                                                                                                                     ‘NZ Inc.’                          People are aware
                                                           DOC understands visitor
                                                                                                                                                                        of New Zealand’s                   More New Zealanders
                                                           demand for recreation and
                                                                                                                                                                        ‘wow’ places and                   enjoy Gateway
                                                           tourism                                                                   Quality experiences                encouraged to visit                destinations            Enjoyable             New
                                                                                                                                     are appealing and                  NZ                                                         experiences lead to
                                                                                                 Collaborative planning                                                                                                            more visits, more
                                                           DOC understands the
                                                                                                 with other groups to                                                                                      More people enjoy       often                 and our visitors
                                                           expectations of communities
                                                           and businesses                        meet recreation needs
                                                                                                                                                                        New Zealanders are                 locally treasured                             are enriched
                                                                                                                                     Opportunities are                  active in the outdoors             destinations
                                                                                                                                     accessible to the                                                                             New people begin to   by outdoor
                                                                                                                                     resident and travelling                                                                       enjoy the outdoors    experiences
                                                           Communities, businesses                                                   public                             New Zealanders have                More people enjoy
                                                           and visitors understand                                                                                      an active connection               the backcountry
                                                           DOC’s mandate and context                                                                                    with conservation
                                                                                                                                     An optimal mix of
                                                                                                                                     facilities is provided                                                More people can
                                                                                                                                                                                                           access public
                                                                                                                                                                                                           conservation lands,
                                                                                                                                                                                                           waters and species

                                                                                                                                      More conservation is achieved by others
Department of Conservation Statement of Intent 2015–2019

                                                                                                                               Conservation gains from more business partnerships

                                                                                         Fulfilling responsibilities under section 4 of the Conservation Act 1987 and obligations arising from Treaty of Waitangi Settlements
Engagement outcomes model
Department of Conservation Statement of Intent 2015–2019

                                                                                                                                                                                  Conservation opportunities
                                                                                                                                                                                  and gains enable active and
                                                                                                                                                                                  prosperous whānau, hapū
                                                                                                                                                                                  and iwi

                                                           DOC understands Treaty                                                                                                 New Zealanders understand
                                                           obligations regarding                                                                                                  conservation and its benefits

                                                                                                                                           Conservation is redefined              People and organisations
                                                           DOC staff understand that                                                       (mātauranga Māori and                  more motivated to do
                                                           working with others is essential         DOC tells the conservation             cultural values)                       conservation
                                                           for growing conservation                 story of Treaty partnerships
                                                                                                                                           DOC grows people’s general             People and organisations
                                                           DOC understands others and               DOC presents an integrated             awareness of conservation              have the capability
                                                           their expectations                       and consistent face for                                                       and capacity to act on
                                                                                                                                                                                  conservation                       Conservation is core to
                                                                                                                                           DOC galvanises people to                                                  New Zealanders’ identity,
                                                           Others understand DOC’s                                                         take specific conservation                                                values and thinking
                                                           mandate and context, and                 DOC builds knowledge,                  action                                 People and organisations are                                       New Zealanders
                                                           value                                    tools and resources for                                                       provided with conservation
                                                                                                                                                                                  opportunities (by DOC and          More conservation activity is   connect and
                                                                                                    conservation engagement
                                                                                                                                           DOC builds relevant
                                                                                                                                                                                  others)                            achieved by others              contribute to
                                                           DOC has good working                                                            capability and capacity of
                                                           relationships with others                                                       others (e.g. knowledge and
                                                                                                    DOC takes effective action
                                                                                                                                           skills)                                                                   Conservation is seen as an
                                                                                                    to engage others (promotion                                                   People and organisations
                                                                                                                                                                                                                     essential investment in NZ’s
                                                                                                    and education)                                                                get involved in effective
                                                           DOC understands barriers to                                                                                                                               prosperity and brand
                                                                                                                                                                                  conservation activity (e.g.
                                                           others doing conservation and                                                   DOC develops partnerships
                                                                                                                                                                                  volunteers, businesses)
                                                           how to overcome them                     DOC assesses and                       with others for growing
                                                                                                    articulates net conservation           conservation
                                                                                                    value from engagement                                                         DOC and others work
                                                           DOC has a sound model of
                                                                                                    initiatives                                                                   together effectively for
                                                           what makes people change in                                                     DOC (and others) allocate
                                                           regard to conservation                                                          available funding effectively          growing conservation (e.g.
                                                                                                                                           to grow conservation                   within partnerships)

                                                           DOC understands mātauranga
                                                           Māori concepts, paradigms                                                                                              People and organisations
                                                           and values                                                                                                             have positive experiences
                                                                                                                                                                                  with conservation

                                                                                                                                                                                  Others become independent
                                                                                                                                                                                  of DOC in their conservation

                                                                                              Whānau, hapū and iwi exercise their mana whenua through effective partnerships with DOC (and others) in conservation
Business partnerships outcomes model

                                                           DOC understands Treaty
                                                           obligations regarding                        DOC tells the conservation
                                                           business partnerships                        story of Treaty partnership

                                                                                                                                               Value is created for DOC
                                                           DOC knows what businesses                    DOC takes a ‘partnership               and its business partners
                                                           and their customers want                     approach’ with businesses              (‘win-win’)

                                                           DOC understands the worth                    DOC presents an                        Businesses recognise
                                                           to businesses and their                      integrated and consistent              how conservation can
                                                           customers of conservation                    face to business (e.g.                 help them achieve greater
                                                                                                        national consistency)                  business success and they
                                                                                                                                                                                     Conservation outcomes are
                                                           DOC understands the value                                                           are enabled to do so
                                                                                                                                                                                     maximised from business
                                                           to conservation from our                     DOC has good business                                                        partnerships
                                                           business partnerships                        engagement and account                 Businesses recognise
                                                                                                        management backed by                   the relevance of the
                                                           DOC knows different ways to
                                                                                                        quality information (e.g.              DOC brand and want to                 Businesses are more         Every business
                                                                                                        CRM)                                                                         motivated and capable to
                                                           engage with businesses and                                                          associate with it                                                 fosters conservation
                                                                                                                                                                                     undertake conservation
                                                           their customers
                                                                                                                                                                                     independently of DOC        for this and future
                                                                                                        DOC business processes                 A range of new                                                    generations
                                                           DOC understands the value                    and culture enable                     conservation-related
                                                                                                        entrepreneurial approaches                                                   DOC’s own products,
                                                           of conservation assets (e.g.                                                        opportunities is in place for
                                                                                                        by DOC where needed                                                          services and brand
                                                           for discussions with partners)                                                      businesses
                                                                                                                                                                                     maximise conservation and
Department of Conservation Statement of Intent 2015–2019

                                                                                                                                                                                     business outcomes
                                                           DOC understands and                          DOC has customer-
                                                                                                                                               Businesses understand,
                                                           articulates net conservation                 focused infrastructure
                                                                                                                                               value and engage in
                                                           value from individual initiatives            for engagement with
                                                                                                        businesses and consumers
                                                                                                        (e.g. marketing, online
                                                           DOC allocates sufficient                     channels)                              Conservation opportunities
                                                           resources for servicing                                                             and gains enable active
                                                           partnerships commitments                                                            and prosperous whānau,
                                                                                                        DOC has quality products
                                                                                                                                               hapū and iwi
                                                                                                        and services that are easy
                                                           DOC understands                              to find and buy (new or
                                                           mātauranga Māori concepts,                   current)
                                                           paradigms and values

                                                                          Whānau, hapū and iwi exercise their mana whenua through effective partnerships with DOC (and others) in conservation

                                                                                               A statutory environment that allows conservation to gain from business partnerships
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