The Department for Environment, Food and Rural Affairs (Defra) is one of those government departments that, historically, rarely makes the news.
Formed in 2001 by the merger of the Ministry of Agriculture, Fisheries and Food and the Department for Environment, Transport and the Regions, it brings together all aspects of the government's responsibilities for the countryside and the environment.
Times have changed though. Over the past few weeks, Defra has led the introduction of the highly-controversial legislation that bans hunting with dogs; it is leading the fight to combat climate change; and has also introduced a raft of measures to clean up local communities and tackle anti-social behaviour.
Plenty is happening externally, but Francesca Okosi, the department's director of improvement and delivery, is also making the news internally.
The former HR director at Brent Council has been in charge of a complex change management programme since she joined Defra in 2003 - a task that she quickly realised would be a massive challenge.
"When I first got here, I talked to Sir Brian Bender [the permanent secretary], and we both agreed that Defra would be rated poorly if it was judged on the performance assessment ratings that local authorities were subject to," she told Personnel Today.
There was a huge amount of work to do, including the continuation of the merger of what were "two very different departments, with two very different cultures", she said. "The new department inherited some very bureaucratic and unfriendly corporate systems, which weren't supporting business delivery."
The Treasury, realising the scale of the challenge, has funded Defra to the tune of £45m a year for the past two years.
"The money is there because Defra was in a unique position and there was a need to raise performance," Okosi explained. "We were one of the first government departments that said we were committed to doing something about our performance - and the Treasury decided it wanted to help us invest in this."
Part of the overhaul was a major transformation programme for the HR function. "At the time, we had a ratio of about 1:25 in terms of HR professionals to staff - very bureaucratic, unresponsive and not really supporting the department's objectives," Okosi said.
So working with Richard Allen, the HR director, she started to bring in strategic HR business partners, streamline operational and transaction