Key Performance Indicators
Each year our Board sets Key Performance Indicators (KPIs) for the Chief Executive.
These are set to deliver on our vision and strategy, and to ensure we are a good employer.
Key Performance Indicators 2019 - 2020
| Objectives | Achieved by | Measures |
| New Zealanders trust the EPA and know about us, what we do and why we do it | ||
| Visibly increase the amount and effectiveness of our engagement with New Zealanders including the EPA's direct customers | Demonstrating a cultural norm of outreach to all stakeholder groups including customers, NGOs, Iwi and environmental activists | Public Sector Trust and Confidence Survey shows a trend of similar or increased trust and confidence in the EPA |
| Embedding the customer centricity strategy | Positive feedback to the Board from selected external stakeholders | |
| Continuing proactive media management and openness about EPA activities and decisions | New customer feedback survey measures baselined 2019, then positive improvement year on year | |
| Implementing targeted community engagement programmes | Increased number of positive media references to the EPA compared to previous year | |
| Increased transparency of Open Book and OIAs | Delivery of agreed targeted stakeholder and community engagement programmes and events with positive feedback on effectiveness | |
| Celebrating and sharing the good work EPA does | ||
| We are leaders in science, regulation and Mātauranga Māori | ||
|
Science leadership is demonstrated by our work, including introduction of eDNA as a transformative environmental monitoring system The Mātauranga Māori framework is established as part of EPA processes |
EPA staff are contributing to science, technical, or specialist journals or publications, including providing input into research priorities | EPA’s contribution to science publications and invitations to speak based lined year 2019, then an upwards increase year on year |
| EPA experts are invited to contribute technical and science expertise to committees associated with international agreements and the OECD | Demonstrated investment in research using eDNA | |
| Investment in further research from both a scientific and regulatory perspective of the use of eDNA in EPA’s decision making | Independent audit of a selection of EPA decisions, policies and processes demonstrates Māori perspectives have been taken into account and there have been no adverse judicial comments on how they have informed decisions, policies and processes | |
| The Mātauranga Māori framework is understood and is being used across EPA | ||
| Strategic Shift – Enhanced Compliance, Monitoring and Enforcement (CME) | ||
|
A priority focus on CME The Chemicals Reassessment function is established and delivering the re-assessment programme |
The CME functions are well established and embedded as a One EPA function | All implementation phases of the CME programme are completed as scheduled and reported to the Board |
| MOUs updated with agencies to Model Standard levels | Primary MOUs for DoC, MOH and CCCA have been reviewed, discussions held and MOU’s are being updated | |
| Demonstrated progress of on reassessment of priority chemicals within allocated timeframes | All CME processes, decisions and outcomes undertaken by EPA meet established CME process and legal requirements | |
| 25% of chemicals on the 2018 priority chemicals list are reassessed or are undergoing reassessment | ||
| Organisational Health and Culture | ||
| One EPA strategy is embedded in everything we do | One EPA approach is demonstrated in people, culture, processes, and practices | Staff Engagement Survey quantitative and qualitative results show an engagement score of 70% or better |
| A Health and Safety mind-set is well established and delivering | Health and Safety audits show a zero non-compliance for significant health and safety incidents and a culture of positive awareness of Health and Safety across EPA | |
| A stable, competent ELT with at least one CE successor | Executive Team 2019/20 performance results are all above the rating of Successful | |
| EPA as a Government / Public Entity - Public Sector Stakeholder Relationships | ||
| The EPA has the respect of key Ministers and has established interagency co-operation with other key parties across the spectrum of environmental ‘players’ | EPA’s reputation is positive amongst Ministers and stakeholders | Positive feedback to the Board from selected external stakeholders |
| The EPA has positive relationships and is recognised amongst fellow regulators (MBIE, MNZ, WS, CAA) as a competent, professional regulator | Positive feedback to the Board from Ministers | |
| Financial sustainability is improved as evidenced by a more successful 2019/20 budget bid, including base-line EEZ funding | Strong reports of operations and fiscal management by: MfE, Audit New Zealand, KPMG, and other independent agencies | |