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In 2017, the Ministry undertook an organisation review, looking at our operating model and assessing our capability to meet the ambitions we have for the transport sector. We have reassessed our vision, values and purpose and, in light of these, developed a new structure and operating model to enable us to achieve our goals. Budget 2017 has also allocated the Ministry with further resource to meet the challenges that lie ahead. The new organisation structure will take effect on 2 October 2017, and we are working to recruit additional staff to grow our capability and meet the goals we have set.

As at 30 June 2016/17 2015/16 2014/15 2015/16
Number of employees        
Policy development 82 76 89 102
Management 19 21 21 18
Administration 22 30 31 34
Total headcount 123 127 141 154
Turnover 23% 19% 12% 10%
Women 42% 47% 48% 47%
Men 58% 53% 52% 53%
Ethnicity distribution        
NZ European 68% 70% 66% 66%
NZ Māori 6% 6% 7% 5%
Pacific peoples 1% 1% 1% 1%
Asian 11% 11% 10% 8%
Other European 12% 7% 6% 13%
Other enthnic groups 2% 4% 4% 3%
Undeclared 0% 1% 6% 4%
Sick leave taken - average days per employee 5 4 5 5
Age distribution (permanent staff)        
20 - 29 21% 23% 21% 22%
30 - 39 19% 14% 16% 17%
40 - 49 23% 25% 25% 28%
50 - 59 27% 29% 27% 23%
60+ 10% 8% 11% 10%

Equal employment opportunities

The Ministry is committed to inclusive work practices and culture. As a member of the New Zealand public service, the Ministry bases appointments on merit, while recognising the employment aspirations of Māori, ethnic and minority groups, women, and people with disabilities.


To assess whether we are doing the best we can with the resources available to us, the Ministry focuses on the management of:

  • inputs
  • quality
  • work programme
  • outcomes.

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Input management

Staff time, along with their skills, experience and knowledge, is the Ministry’s main resource. We need our staff to value their time and get the most from every hour. To support this approach, we apply project management disciplines to our policy projects. We establish project timeframes and identify milestones against which we can manage projects to ensure they do not consume more resource than is needed.

In 2016/17 the Ministry applied the following numbers of person-years to our three broad activity areas. This includes permanent and contract staff:

  • policy advice - 96
  • specialist support - 18
  • business support - 22.

The Ministry did not carry out any staff engagement surveys in 2016/17.

During 2016/17, a number of external reviews were undertaken on the quality or efficiency of the Ministry core operating and information systems. These are set out below. Results of these reviews have been published on the Ministry website.

  • Review of employment screening practices by Ernst & Young
  • Contracting and payment controls review by Deloitte.

A review of the Finance Function by Probity Consulting was commenced in 2016/17, and the outcomes have been embodied in the organisation review work and a piece of work on updating our technology and systems that will be progressed in 2017/18.

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Quality Management

We manage the quality of our work through our quality of policy advice standards. Each year, we have a sample of our policy advice papers independently audited by the New Zealand Institute of Economic Research. This auditprovides us with an independent view on the quality of our advice and areas we could focus on for improvement. It also enables us to see how the quality of our advice compares with other government agencies. We also carry ut continuous self-assessment of our quality to furtherestablish a culture of delivering excellent advice.

In addition to these audits, we assess the quality of our advice, using the following targets:

  • 90 percent of regulatory impact statements are assessed as ‘meets’ or ‘partially meets’ the required standards
  • 75 percent of policy advice briefings are accepted first time by the Minister.

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Work programme management

Our annual output plan is a statement of the results the Minister wants from the Ministry. We manage the Ministry as a single resource to deliver on the whole output plan, and record the actual percentage delivered in our annual report.

Delivering on the individual projects in the output plan enables the Ministry to achieve its intended impacts, and through them, make our contribution to the intermediate and long-term outcomes. Our intervention logic sets out the links between our outputs, impacts, intermediate and long-term outcomes.

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Outcomes management

The Ministry monitors the progress that the whole of the transport sector is making towards the identified outcomes. While our impacts contribute to this, it is not always clear whether the Ministry’s contribution can be singled out from other factors and, even if this analysis was possible, it is likely to be too costly to undertake. We use our outcome indicators to focus on the overall progress being made, and use a range of mechanisms to identify opportunities for us to make further contributions where needed.

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Key Ministry performance management measures 2016/17

The key performance management measures the Ministry used for 2016/17 are set out in the table overleaf, along with 2015/16 performance against those measures.

  2016/17 result 2015/16 result
Input management    
Percentage of policy project milestones delivered each quarter 78% 85%
Total cost of an hour of professional staff time devoted to policy advice and other policy unit outputs at or below $154 (not including outsourced costs) $200 $196
Quality Management    

90% of regulatory impact statements are assessed as ‘meets’ or ‘partially meets’ the required standards

71% 94%

75% of policy advice briefings are accepted first time by the Minister

99.8% 98%

The average assessment of the quality of Ministry policy advice is within the range of 7.2-7.5 for papers assessed through an annual external review of policy advice by NZIER

7.21 7.41
Outcome management    

95% or more of output plan delivered as agreed with the Minister

83% 89%
Work programme management    
Results of transport sector progress on intermediate and long-term outcomes published at least annually Refer to pages 18-21 and pages 55-72 Refer to pages 22-25 and pages 75-83
Ministry reviews outcome indicators that show less progress is being made and considers whether further Ministry action is needed (see below) Achieved Achieved

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Ministry reviews of outcome indicators

The Ministry monitors outcome indicators as the data is produced. Where necessary, changes in trends are escalated for review. In 2016/17 we have noted the changes in trend for road deaths and serious injuries and we are investigating this, along with our partners on land transport safety. We have also noted a potential change in trend for carbon emissions from road transport. This is being investigated further.

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Diversity and inclusion

The Ministry recognises that a diverse workforce will help us respond effectively to the significant policy challenges we face. By drawing on a wide range of perspectives we can develop innovative approaches to complex problems, and better understand the increasingly diverse public our transport system needs to serve.

We are committed to ensuring that:

  • our recruitment processes give us access to a wide pool of suitable candidates and objectively identifies the best person for each role
  • our talent management practices treat everyone fairly
  • our organisation culture is inclusive and encourages our people to share and value different views.

Our Four-Year Plan for 2017 sets out the following areas for the Ministry to focus on. These will be reported on in future annual reports.

  • assessing how we collect demographic information about staff and job applicants
  • exploring how we can use this data to identify trends and any unexpected patters in recruitment, promotion, pay, engagement and turnover
  • initially focusing on our recruitment processes, by ensuring our advertising attracts a wide range of candidates, communicating an expectation that our recruitment partners will present diverse, suitably qualified candidates
  • focusing on our talent management practices and ensuring the inclusion of diversity in this framework
  • promoting transparency in internal processes that affect staff
  • providing managers and staff with access to resources to increase cultural competence and their knowledge and confidence about working with people with disabilities
  • ensuring that our Crown entity board appointment processes are consistent with diversity
  • continuing to support staff involvement with the Committee for Public Sector Women, and with the APEC Women in Transportation work, which focuses on identifying barriers and best practices to including women in the transportation workforce, as well as strategies for enhanced opportunities in four key areas of the career continuum: education; access to jobs; retention; and leadership development.

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New Zealand Business Number (NZBN) Implementation

The Ministry is a policy agency that does not have significant engagement with businesses. It is a Tier 2 agency for NZBN. It has assessed that NZBN will not have a significant impact on its systems and processes.

It currently collects a supplier’s NZBN whenever a new contact for service is signed.

It does not store significant data on third parties except in its finance system and it will use this system to record the NZBN of its suppliers. As it is currently seeking to replace its finance system, it is proposing to input the NZBN data into the new system as part of implementation.

It proposes to use the MBIE data matching service to source NZBN for existing suppliers.

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