![9
Ministry for Primary Industries: New Zealand Government Aquaculture Strategy
[p. 19]](https://image.slidesharecdn.com/20210526erpstrategymappingworkshoppresentation-210526031355/85/ERP-strategy-mapping-workshop-presentation-9-320.jpg)
![Climate Change Commission 2021 Draft Advice
[p. 55]
15](https://image.slidesharecdn.com/20210526erpstrategymappingworkshoppresentation-210526031355/85/ERP-strategy-mapping-workshop-presentation-15-320.jpg)
ERP strategy mapping workshop presentation
- 1. 21 May 2021
- 2. Agenda 2
- 3. Photography, Voice recordings and Chatham House Rules Photography We will be taking a few photographs of the worksheets throughout the workshop. If you feature in any of the photographs, we will ask your permission before publishing them. Voice Recording We will voice record on an iPhone the presentations by each of the three groups and the learnings session. This will only be used to write up notes and ideas on how to do this work better. Chatham House Rules You can refer to what was discussed at the workshop but not who said what. 3
- 4. ALEXANDER von HUMBOLDT (1769-1859) diagram of Chimborazo showing his formulation of Naturgemälde from his The Geography of Plants, 1807 Pictorial Press Ltd / Alamy Stock Photo 4
- 5. Government Department Strategies Handbook 5
- 6. 2020 GDS Index (1–20 of 202 entries) 6
- 7. Government Department Strategies Index Scorecard 7
- 8. Towards our goal of $3 billion in annual sales by 2035 Current state Existing industry + $600 m+ in annual sales + 3000+ regional jobs + Sustainable production + Efficient farming + $100 m in innovation + 7% average annual growth Maximise the value of existing farm space through a strong research, innovation and commercialisation system Lift industry confidence to invest in growth across the work programme Wharf and hatchery infrastructure to support growth World-leading frameworks to enable sustainable open ocean and land-based farming – transformational growth away from many competing uses and values Future industry + $3 b+ in annual sales + 6000+ regional jobs + Sustainable lifecycle + Highly efficient farming World-leading trials of open ocean shellfish and seaweed farming Enable transitional fish farms to build skills and expertise (6m waves) Hatchery-raised juveniles for greater resilience, value and efficiency Growing juveniles for longer to make best use of space and avoid unfavourable conditions Towards $1 billion Our four outcomes Beyond $1 billion Potential $3 billion industry Future state 2035 Extend farming into open ocean Extend farming onto land-based systems Sustainable: A primary industry leading in environmentally sustainable practices across the value chain Resilient: Aquaculture is protected from biological harm and supported in adapting to climate change Productive: Aquaculture growth supports regional prosperity Inclusive: Partnering with Māori and communities on opportunities to realise meaningful jobs, wellbeing and prosperity The sustainable growth pathway Open ocean farms (11m waves) Farms producing high value seafood and extracts for market Image credit: AKVA group 6 The New Zealand Government // Aquaculture Strategy Towards our goal of $3 billion in annual sales by 2035 Current state Existing industry + $600 m+ in annual sales + 3000+ regional jobs + Sustainable production + Efficient farming + $100 m in innovation + 7% average annual growth Maximise the value of existing farm space through a strong research, innovation and commercialisation system Lift industry confidence to invest in growth across the work programme Wharf and hatchery infrastructure to support growth World-leading frameworks to enable sustainable open ocean and land-based farming – transformational growth away from many competing uses and values Future industry + $3 b+ in annual sales + 6000+ regional jobs + Sustainable lifecycle + Highly efficient farming World-leading trials of open ocean shellfish and seaweed farming Enable transitional fish farms to build skills and expertise (6m waves) Hatchery-raised juveniles for greater resilience, value and efficiency Growing juveniles for longer to make best use of space and avoid unfavourable conditions Towards $1 billion Our four outcomes Beyond $1 billion Potential $3 billion industry Future state 2035 Extend farming into open ocean Extend farming onto land-based systems Sustainable: A primary industry leading in environmentally sustainable practices across the value chain Resilient: Aquaculture is protected from biological harm and supported in adapting to climate change Productive: Aquaculture growth supports regional prosperity Inclusive: Partnering with Māori and communities on opportunities to realise meaningful jobs, wellbeing and prosperity The sustainable growth pathway Open ocean farms (11m waves) Farms producing high value seafood and extracts for market Image credit: AKVA group 6 The New Zealand Government // Aquaculture Strategy Ministry for Primary Industries, New Zealand Government Aquaculture Strategy, p.6 Pre-Workshop exercise: Aquaculture strategy map Attachment 3 (Draft as at 18 May 10am) Pre-Workshop exercise: Aquaculture strategy map It is one of the better GDS strategy maps, but: 1. Order/Sequence 2. 7% average annual growth equals $1.5m 3. Outcomes - maybe values? - assumptions? - cause and effect? - Te Ao Maori - climate change - type of investment: public/private? 4. Language (e.g. lift industry s/b lifting industry ... but how?) 8
- 9. 9 Ministry for Primary Industries: New Zealand Government Aquaculture Strategy [p. 19]
- 10. Accurate Noisy C B Biased D Noisy and biased Two Types of Error: Noise and Bias 10
- 11. Questions to stress test your strategy 11 Questions to stress test your strategy 1. Complete the assumption mapping exercise (Worksheet 2). Does this change your themes, goals, actions or requirements? 2. Check that cause-and-effect relationships exist throughout the strategy map. Do this by going from the bottom of the strategy map to the top, reviewing each relationship along the way. 3. Place your hand over portions of the strategy map and see if alternative (less costly/more effective) themes, goals, actions or requirements exist. 4. Check that words are precise and familiar, and sentences are short and straightforward (apply the Write Plain Language Standard). 5. How would you know whether the strategy is working correctly? Do feedback loops exist?
- 12. Productive Resilient Inclusive Sustainable Other Purpose Values Themes Goals Actions Step 1: Select one of the budgets below. Emissions budget 1: 2022–2025 Emissions budget 2: 2026–2030 Emissions budget 3: 2031–2035 Māori/Crown relations He Pou a Rangi Climate Change Commission, 2021 Draft Advice for Consultation, p. 17 Step 3: Select themes that will meet the purpose above (ideally 3–6). Examples could include: Step 2: Select the lens you will use for decision making. Step 4: Select a number of goals that fit logically under each theme (ideally 3–6). Step 5: Select what actions are necessary to achieve each goal (ideally 3–6). Requirements Creating one integrated strategy map Questions to stress test your strategy Step 6: Select what requirements are necessary to ensure each action is achieved (ideally 3–6). Step 8: Combine all 3 strategy maps into one map. Step 7: Stress test your strategy map. 1. Complete the assumption mapping exercise (Worksheet 2). Does this change your themes, goals, actions or requirements? 2. Check that cause-and-effect relationships exist throughout the strategy map. Do this by going from the bottom of the strategy map to the top, reviewing each relationship along the way. 3. Place your hand over portions of the strategy map and see if alternative (less costly/more effective) themes, goals, actions or requirements exist. 4. Check that words are precise and familiar, and sentences are short and straightforward (apply the Write Plain Language Standard). 5. How would you know whether the strategy is working correctly? Do feedback loops exist? Housing & urban reform Energy sector shift Land use adaptation & innovation Circular, low-emmissions economy Other Other Other Other Worksheet 1: Strategy mapping exercise Budget 1: 2022–2025 Budget 2: 2026–2030 Budget 3: 2031–2035 Integrated Strategy Map Created by Gan Khoon Lay from the Noun Project Created by Gan Khoon Lay from the Noun Project Created by Gan Khoon Lay from the Noun Project 2021 2035 The time horizon Attachment 4 (Draft as at 18 May 10am) Worksheet 1: Strategy mapping exercise 1. Purpose 2. Values 3. Themes 4. Goals 5. Actions 6. Requirements 7. etc 12
- 13. Worksheet 2: Assumption mapping exercise 1. Write a list 2. Sort/group similar assumptions 3. Rank by extent assumption, if incorrect will impact the success of the strategy (low to high magnitude) 4. Rank by extent assumption is well recognised (explicit to implicit) 5. Consider: (a) Can I make my assumptions more explicit? (Improves the quality of debate/ ideas and delivers buy-in) (b) Can I remove other risks of the strategy failing? How can I get a better understanding of the risks (e.g. break the assumption down; obtain expert independent advice)? 13 Attachment 5 (Draft as at 18 May 10am) Explicit Implicit Low magnitude If the assumption is incorrect, it will not impact the success of the strategy High magnitude If the assumption is incorrect, it will impact the success of the strategy How well acknowledged is the assumption? Worksheet 2: Assumption mapping exercise Explanation An assumption map helps to test, validate or identify holes in the strategy (an assumption being an unchallenged input that shapes the strategy). It helps identify issues that could prevent the strategy from succeeding. Step 1: Write down a list of assumptions that you think may exist. (e.g., use sticky notes – but not orange ones) Step 2: Sort similar assumptions and then choose a high-level assumption to reflect the group (e.g., use an orange sticky note). Step 3: First rank these high-level assumptions from top to bottom on the left of the diagram below by whether they have a high or low impact (magnitude) on the success of the strategy (use the orange sticky notes only on this worksheet). Step 4: Second move these high-level assumptions across the diagram from left to right to show what is explicit (well recognised) and what is implicit (not well recognised). Step 5: Now think about how you could move the assumptions from right to left and/or from top to bottom. Note: You will not be able to remove all assumptions, but by making them more explicit/transparent you are ensuring you know when you are taking a calculated risk. This will ensure when the strategy is reviewed or assessed, learnings can be made, and action can be taken early (saving money and time).
- 14. Assumption mapping process Thurs 13 May 2021 14
- 15. Climate Change Commission 2021 Draft Advice [p. 55] 15
- 16. VISION THEMES GOALS ACTIONS REQUIREMENTS Create a thriving, climate-resilient and low emissions Aotearoa (see p. 9) Innovative and resilient food and fibre sectors (see p. 9) Reduced on-farm biogenic methane, nitrous oxide and carbon dioxide emissions from transport and processing plants, while remaining globally competitve (see p. 88) Approximately 20,000-30,000 farm businesses must reduce on-farm emissions through reduced animalnumbers, improved farming practices (better animal, pasture and feed management, and high-quality data) (see. p. 12, 88). The development, adoption, implementation and use of practices, policies and technologies to adapt and improve land use to ensure Aotearoa remains as an agricultural world leader (see p. 12). Abundant native bush (see p. 9) Increased carbon storage capability, erosion control, biodiversity and recreational benefits, as well as improved shelter for native birds and plants (see p. 9, 121) Establish a sustained, high rate of planting new native forests on steeper, less productive land to provide an enduring source of carbon removals through to 2050 (p. 50). Development and implementation of measures to incentivise establishing and maintaining at least 16,000ha of new permanent native forests per year by 2025, increasing to at least 25,000ha per year by 2030 and continued until2050 (see p. 123). Develop an appropriate forest management plan for allforests over 50ha defined as permanent to monitor the forest's permanence and limit exposure to risks. Design a package of policies (to amend the NZ ETS and land use planning rules) to deliver the amount and type of afforestation needed for emission reduction and removals while addressing intergenerationalequity (see p. 123). Flourishing bio economy (see p. 9) Plant more forests to support low emissions construction, materials, and energy creation (see p. 9) Increased conversion of land into forestry to plant an average of 25,000 hectares per year of new exotic plantation forests to EB2 (see. p. 48, 55). Develop an appropriate forest management plan for allforests over 50ha defined as permanent to monitor the forest's permanence and limit exposure to risks. Design a package of policies (to amend the NZ ETS and land use planning rules) to deliver the amount and type of afforestation needed for emission reduction and removals while addressing intergenerationalequity (see p. 123). Cities and towns created for people (see p. 9) Improved urban form and better low emissions transport that is accessible to everyone equally (see p. 9). Encourage walking and cycling by making it easier with good cycleways and footpaths. Move freight off the road and onto railand shipping. Establish more reliable and affordable public, integrated and electric/low-emissions transport system (see p. 14). An integrated nationaltransport network must be created to ensure that reductions of transport emissions have a immediate and lasting impact (see p. 14). Strong local business and adaptive employment (see p. 9) Manufacture high-value low emission products that are of high demand both domestically and globally, as well as enabling employers and employees to successfully transition toward climate-resilience (see p. 9). Ensuring that there is investment in people and their skills, whilst providing opportunities for transition to viable work that is environmentally and socially sustainable (p. 80). The development of proactive, inclusive and transparent localised transition planning programmes that are co- developed. Must be developed in collaboration with iwi/Māori, localgovernment, localcommunities, businesses, civilsociety groups and other stakeholders. Vocationaleducation and training systems willneed to be able to adapt to skilldemands. Barriers that restrict anyone's access to participation must be addressed (see p. 102). Equitable transition (see p. 80) Create a fair, equitable and inclusive transition (see p. 80) Ensuring the transition take opportunities to reduce inequalities, builds strong communities, and meets the needs of current and future generations over time. Prioritising support to those most adversely impacted and least able to adjust. Sending clear and stable policy signals to provide predictability for communities and businesses and allow time to plan and respond (see p. 80). An inclusive and considered equitable transition strategy to ensure a just transition (i.e. the benefits of climate action are shared across society and that the costs do not fall unfairly on certain groups). A steady rate of change - fast enough to make a difference, whilst slow enough to adapt to change (see p. 11, 80). Affordable, accessible renewable energy (see p. 9) Achieve 95% renewable generation (hydro, wind, solar and geothermal energy power) by EB3 (see p. 9, 55). Renewable energy sources must expand at a faster rate than what is possible under current policy settings. Actions include: NZ battery project, building new generation in the North Island, improve resilience of the electricity grid, reinforcing the transmission infrastructure, deploying new technologies such as batteries and diversifying into new fuels such a biofuels and hydrogen that boost energy security (see p. 90). Transformation of Aotearoa's energy system - annual electricity generation must increase by approximately 20% over 2018 levels by 2035 (see p. 90). Circular economy (see p. 9) Minimise, recover, and reuse waste where possible. Any surplus waste should be used to generate energy (see p. 9). Total amount of organic waste going to landfills to decrease by at least 23% from 2018 to 2030 (see p. 68). Reduce waste emissions by increasing the amount of biogenic methane which is captured and destroyed from landfills, through either upgrading landfillgas capture systems, or diverting organic waste from sites without landfill gas capture to those with capture (see p. 68). Strengthened product stewardship and a commitment to resource recovery and reuse must be a part of the approach toward creating a circular, self-sustaining economy (see p. 13). Te tiriti aligned (see p. 11) Climate-related policies do not further compound historic grievances for Māori (see p. 11) Central and local government must acknowledge Māori rights to exercise rangatiratanga and kaitiakitanga whilst reducing emissions (see p. 11) Tiakitanga and manaakitanga by acting as good stewards and demonstrating equitable and mana enhancing behaviour within the Treaty Partnership. Tikanga and kotahitanga by working in partnership with iwi/Māori, through the right decision-makers and following the right process, to ensure Māori communities can prepare for and transition to a climate-resilient, low emissions Aotearoa. Whanaungatanga by enhancing relationships within whānau and communities and with the whenua (land) or taiao (environment) (see p. 41). Attachment 6: Excel 1 - Open book strategy map of the Climate Change Commission Draft Advice Excel 1 - Open book strategy map of the Climate Change Commission Draft Advice
- 17. Excel 2 - Closed book strategy map of the Climate Change Commission Draft Advice 17
- 18. Created by Gan Khoon Lay from the Noun Project Created by Gan Khoon Lay from the Noun Project Created by Gan Khoon Lay from the Noun Project 2021 2035 Budget 1: 2022–2025 Budget 2: 2026–2030 Budget 3: 2031–2035 The time horizon 18
- 19. Workshop groups 19 Budget 1: 2022–2025 (2%) Short-term Budget 2: 2026–2030 (17%) Medium-term Budget 3: 2031–2035 (36%) Long-term Ella Lawton (P) Roana Bennett Lionel Carter (P) Tom Milton Greg Briner Malisha Frawley Lachlan Rule Matthew Everett David Gawith John Stewart Michelle Pawon (P) David Hall Alex White Ali Segura Donna Purdue Leah Murphy Nigel Taptiklis Elliot Scholz Support person: Reuben Brady Support person: Maisie Hance Support person: Isabella Crawford