Outcome Framework

Our outcome focus:

Sector Development
Trade
People
Natural Resources

The development of MAF's outcome framework occurs within the broader context of MAF's managing for outcomes programme Figure 3), which aims to enhance the Ministry's ability to identify and deliver the interventions that best contribute to the outcomes that Government is seeking. This programme involves an annual cycle of setting direction, planning, implementation and review.

The three cornerstones of the programme are:

WHY: the rationale and intervention logic which provides a high-level framework within which the outcomes that MAF contributes to can be identified. This assists in identifying: -The optimum mix of outputs. -Output and resource prioritisation. -Indicators by which contribution to our outcomes will be measured.
WHAT: the outcomes and intermediate outcomes to which MAF is contributing, our strategic priorities and the outputs we are delivering in support of these – this SOI.
HOW: the organisational strategies needed to effectively and efficiently deliver our outputs and fulfil MAF's mission.

These three cornerstones are linked by a performance measurement system, which incorporates:

Measurement of MAF's contribution to the outcomes and intermediate outcomes – impact measures.
Progress against our strategic priorities.
Evaluation of our rationale and intervention logic.

Figure 3: MAF's Managing For Outcomes Model

MAF's Vision and Mission

This year's outcome framework (page 14) has been enhanced to better reflect our contributions to:

Human health and wellbeing.
Our changing role in biosecurity.
Balancing different values systems relating to land, water and forestry matters.
Increased responsiveness to Māori.

MAF's Outcomes

Sector development – New Zealand's economic growth and prosperity are enhanced through high-performing and innovative sectors.
Safe and freer rules-based trade.
Healthy New Zealanders.
Sustainable management of natural resources – management of natural resources to meet the sustainable economic, environmental and cultural values, aspirations and obligations of New Zealanders.

Each of the four outcomes is underpinned by a series of intermediate outcomes which, in turn, are linked to MAF's outputs (Part C). Additionally, we have identified eight strategic priorities that form a key focus of our efforts in the short term and represent MAF's “scorecard” for the forthcoming year. The strategic priorities are seen as those key work programmes that will contribute to a significant change of state for the sectors and the community, as opposed to other outputs that either maintain the status quo or provide incremental improvements.

In pursuing each of the stated outcomes we need to be well connected to our stakeholders – in the private and public sectors, domestically and internationally. We need to demonstrate that we are able to make a positive difference and that we do bring something unique and valuable to the table. In some instances, MAF is contributing to joint outcomes with other Ministries – Safe and Freer Rules-Based Trade with MFAT and Healthy New Zealanders with MoH – and in other instances we will need to work collaboratively with other agencies in pursuit of MAF's longer-term objectives.

strategic priorities

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