Meeting the environmental challenges of the 21st century: strategies for change (A) 2012-136.1

Paul Reynolds faced high expectations when he became the new Chief Executive of the New Zealand Ministry for the Environment (MfE) in 2008. The previous CE had been tasked with identifying problems with the Resource Management Act 1991, which until his appointment in 2002 had formed the bulk of MfE’s work. The Ministry, however, seemed to lose direction, its focus changing considerably to work on developing the Emission Trading Scheme, and its usual work was often delegated to other agencies. MfE had gained the unwanted reputation of not delivering on deadlines and falling short of quality work, with numerous other issues in how it engaged with its Ministers and Cabinet. Reynolds had previously rebuilt the Ministry of Agriculture and Forestry’s 200-strong policy capability, and would now have to apply that expertise to his new organisation. Yet, not all its staff were necessarily prepared for the changes. A drastic shift in policy function was required, preceded by a reshaping of the organisational structure. Aware of the difficulties and the time restructure would take, Reynolds advised his staff to “Take a bloody good break this Christmas” in order to prepare for critical, but much needed changes from the beginning of 2009.

This case can be used for discussion of organisational structure and change, particularly within a policy-focussed agency or policy branch of a department, and stakeholder management, namely with Ministers. Part A can also be used to discuss workplace morale in times of dramatic change, or about discussions of organisational culture more generally.

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• Part B may also be used for discussion of ways to build, develop and monitor policy skills. With regard to organisational restructure, Part B can also be used in particular to look at evaluation, including staff feedback to ensure effective change.
• Part C acts as an epilogue, and outlines the results of formal and informal evaluations. It can also be used in a discussion of ways to build, develop and monitor policy skills, to discuss workplace morale in times of dramatic change, or about discussions of organisational culture more generally.