The Public Finance Act 1989 requires departments to report on:
- the impacts, outcomes, or objectives achieved or contributed to by departments, (including possible unintended impacts negative outcomes)
- the cost-effectiveness of the interventions that the department delivers or administers
- the department's organisational health and capability to perform its functions and conduct its operations effectively.
Impacts, outcomes or objectives contributed to by the Ministry
The previous section on achieving outcomes details the Ministry's contribution to the achievement of the overall fisheries outcome “the value New Zealanders obtain through the sustainable use of fisheries resources and protection of the aquatic environment is maximised”.The three contributing outcomes – 'health of theaquatic environment protected', 'people are able to realise the bestvalue from the sustainable and efficient use of fisheries resources',and 'credible fisheries management' – each contain strategies andwork areas that enable the Ministry to work towards the overalloutcome. The table overleaf provides some examples of how the Ministry'sperformance can be measured at different levels. These are onlyindicative since the supporting structures and processes are stillbeing developed. Improved specificity of outcomes will inform theselection of performance indicators. The frameworks and indicatorswill be subject to consultation with stakeholders.
Cost-effectiveness of the interventions
The Ministry is moving towards an objectives-based fisheries management approach that will:
- manage all fisheries resources in accordance with defined objectives which are consistent with standards
- establish transparent links between all management interventions, services, and fisheries management objectives.
Within five years, fisheries plans for all of New Zealand's key fisheries will have been developed. Cost effectiveness will be a key consideration in the development of each plan.
The Ministry is also reviewing international benchmarking undertaken by the OECD on cost effectiveness to assess New Zealand's performance. Further work by the FAO may provide additional measures.
Organisational health and capability
In the section on Maintaining Long-term Capability, the Ministry has set out the work streams necessary to maintain and improve its ability to deliver on the fisheries outcome. The focus of the Ministry's capability development initiatives is the Organisational Development Plan (ODP) - a three year plan commenced in 2006 to ensure the outcomes and strategies set out in the Ministry's Statement of Intent are strongly reflected in, and drive, the organisation's structure, processes, priorities and investments decisions.
Health of aquatic environment protected
|QMS stocks are at a sustainable level.
||The percentage of QMS stocks at or above target level is increasing.
||Annual review of Total Allowable Catch TAC) and sustainability measures.|
|The viability of protected species is not reduced by the impact of fishing.
||Fishing related mortality does not prevent the sealion population from increasing to 90% of carrying capacity.
||Determining fishing related mortality levels and restricting by-catch to these levels.|
|Impact of fishing does not adversely affect habitat.
||10% of New Zealand waters are in some form of protection by 2020.
||Implement spatial management tools to protect required amounts of habitat.|
People are able to realise best value from the sustainable and efficient use of fisheries
|Stakeholders are able to increase value achieved from commercial use.
||All interventions are linked to objectives in the context of fisheries plans.
||Fisheries plans for all major commercial fisheries reviewed each 5 years.|
|New Zealand's interests reflected in management of high seas fisheries.
- Regional Fisheries Management Organisations established for high seas fishing of major interest to New Zealand.
- As a minimum, the allocation of
access to high seas fisheries will reflect
New Zealand's participation in those
|Active participation in the development and operation of all relevant RFMOs.|
|Non-commercial values in fisheries provided for.
||All decisions on shared fisheries explicitly consider non-commercial values.
||Review of TAC/TACCs and sustainability measures.|
Credible fisheries management
|There are high levels of compliance.
||Incremental reduction in levels of offending detected.
||Detection and prosecution of offenders. |
|Input and participation by tangata whenua provided for.
||All iwi have access to a regional forum.
||Establish and support regional forums.|
|Stakeholders and public have confidence in the management of New Zealand's fisheries.
||Incremental increase in confidence levels as measured by independent surveys.
||Establish and develop an accessible and comprehensive website encompassing all Ministry activities.|
|Management decisions are based on defined objectives.
||The percentage of stocks for which there are defined objectives is increasing.
||Develop objectives for fisheries.|
|Cost effective fisheries management.
||The costs of management relative to value of production are similar or lower than comparable jurisdictions.
||Examine management regime to improve cost effectiveness.|
|Credible and cost effective stock assessments.
||There is adequate research to support TAC decisions for target fisheries.
||Undertake data collection and analysis to provide a sound scientific basis for TAC decisions.|