In the “Annual Report for year ended 30 June 2015

Capability: Overall status Performance maintained.

Operating model

The Department revised its operating model to reflect 'how we do our business today'. The operating model describes the way we make decisions and the work that we do. All elements of the operating model are focused on delivering results for people.

The operating model centres on results for people.
Figure 7: Department of Conservation operating model.

Refreshed strategy

Driving the new operating model is a refreshed strategy with a number of key components including the vision, purpose, values, principles, DOC story and stretch goals.

The DOC story is underpinned by the concept of 'our nature'. It brings together DOC's vision, its newly revised purpose and 2025 stretch goals.

The set of 2025 'stretch goals' were specifically developed to concentrate effort on very clear targets and focus the organisation on achieving our vision. It is now very clear what we are aiming for and we are aligning the core elements of our operating model (e.g. planning, partnerships and innovation) and collective resources towards achieving the stretch goals. The goals give a clear indication of what the Department's targets are for biodiversity, freshwater, marine protection, historic heritage, tourism and community engagement.

Organisational change

An independent post-implementation review was conducted in October 2014 to assess how the new organisational structure implemented in September 2013 was working in practice and to identify where changes needed to be made to ensure DOC's future success.

Improvements to operating model

Changes have been made to ensure DOC's Senior Leadership Team (SLT) has a clear focus on strategy, innovation and building the strong external partnerships needed to deliver step change growth in conservation.

Phase 1 of the SLT changes were the establishment of three new Deputy Director-General positions and business groups – Strategy and Innovation, Science and Policy, and Corporate Services. The positions and business groups went live in July 2015, replacing the Science and Capability, Policy and Regulatory Services and Business Performance Groups.

A 90-day Regional Pilot was carried out, testing a new way of operating to improve core operational delivery, as well as enabling partnerships opportunities to grow. As part of the pilot, supervisory roles were also established to improve spans of control and ensure clear lines of accountability. Significant improvements were seen as a result of the pilot, and consequently, DOC will be realigning the way its operational business groups are set up across the country.

Interventions to shape culture

Key leadership models are being embedded to ensure everyone is clear about who is accountable for making decisions and ensuring the desired results are achieved. Team process and task assignments are a key part of achieving this change.

The Department's employee engagement programme has been revitalised this year, with a whole-of-organisation survey taking place in April. Teams received their engagement results in June and are developing action plans to target improvements.

The Director-General has established a Safety D-G Task Force and a new Director Safety and Wellbeing position as part of his commitment to shape a safety culture within DOC.

Our behaviours.
Our behaviours – how we'll get there

Developing the capability of people

A formal talent management programme has been introduced at DOC following the State Services Commission's recommended approach.

The Department has continued to offer its people managers a range of development options including leadership coaching and 360 degree feedback.

Technical courses continue to be run in association with the Nelson Marlborough Institute of Technology, catering for both DOC employees and members of the public.

DOC's annual internships programme continues to grow each year. The 2014/15 intake allowed for 21 interns to work for the Department over the summer break.

Improving effectiveness of organisational systems

Information management

DOC's new enterprise content management system as a service (ECMaaS – named docCM), was successfully rolled out to staff between March and May 2015. This is a cloud-based whole-of-Government solution led by the Department of Internal Affairs. The benefits are that docCM can be accessed via the Internet and will enable greater future collaboration with external partners. Network connectivity to DOC's distributed workforce in 60 offices across the country (many being remote sites) continues to be a challenge which the Department is now addressing.

New Zealand Threat Classification System (NZTCS)

DOC manages the New Zealand Threat Classification System on behalf of the environmental protection sector. NZTCS has been developed into a web-based application hosted in Amazon Web Services. It allows sharing of information, improved collection and analysis of data, and makes threat classification decisions more easily accessible to a wide audience.

Whio Forever

This joint Genesis Energy and DOC initiative helped improve the capability of others to engage in conservation activity. A mobile application allows the user to load pest trap catch and blue duck (whio) observation information into a web-mapping application, helping further work planning and contributing to the wider knowledge base on whio conservation. Whio Forever was selected as the winner for the 'Environment and Sustainability' category of the NZ Spatial Excellence Awards 2014.

Safety and wellbeing

All teams in DOC have now developed a safety and wellbeing plan to ensure that all staff, visitors and volunteers are kept safe. As a result of this initiative, a number of urgent safety issues were identified with immediate remedial action taken.

Improvements to DOC's safety and wellbeing strategy are now being driven from its new learning management system DOCLearn. All staff training records for permanent, fixed term and casual staff, including all health and safety competencies, are now stored in one place. This allows managers oversight of the competencies of their teams and refresher course requirement.

Managers are encouraged to deliver a health and safety short course to staff annually. This has been updated to include the latest trends and material from the DOC health and safety culture and leadership workshops held in 2014.

Injury rates

The injury frequency rates (number of injuries per million hours worked) are shown in figure 8. The total recordable injury frequency rate (that is, injuries resulting in medical treatment, lost time and serious harm) for the 12 months to 30 June 2015 was 60.7, compared with 62.9 in 2014 (this is a rolling 12-month average). Nine serious harm injuries were recorded in the 12 months to 30 June 2015.

DOC manages its own accident compensation claims. Over the past 12 months, claim numbers (per 100 employees) have remained stable, with the first six months of the reporting year showing a significant decline, followed by an increase in the second half of the year. Claimant satisfaction rate is higher than ACC published rates and return to work results are excellent.

Graph of number of accidents per million hours worked.
Figure 8: DOC injury frequency rates (the two categories of reported injuries are independent of each other).

Equal employment opportunities

As at 30 June 2015, DOC employed 1,637 permanent full-time equivalent staff and 304 temporary full-time equivalent staff.

Table 12: Equal employment opportunity target group statistics, at June 2015















Performance maintained.








Performance maintained.

Pacific peoples







Performance maintained.

People with disabilities







Performance maintained.

* A trend in growth Performance improving.  or reduction Performance declining.  is signalled where 2 percent or more change occurs between years, otherwise the statistic is considered stable Performance maintained. .

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