In 2017, the Ministry carried out an organisational review, assessing our operating model and our capability to meet the requirements on our sector. In 2017, the Ministry also invited the State Services Commission to carry out a Performance Improvement Framework (PIF) review. The Ministry has responded positively to these reviews; we have reshaped our workforce and our key areas of focus.

Following the organisational review, the Ministry embarked on a recruitment and implementation strategy for 46 new roles in the leadership, technical and administrative areas. The recruitment and selection strategy was mindful of seeking to appoint a gender balanced cohort and ensuring that wherever possible gender pay gaps were reduced or closed. The Ministry also increased its capacity through a successful budget bid last year.

In 2018/19 we will continue to develop and update our business systems and processes, in addition to bringing a large number of new staff up to speed, and working to fill vacancies as there is a continued general market shortage of capability in the policy and specialist workforce areas.

Performance Improvement Framework actions

Our 2017 PIF review set out four performance challenges for the Ministry over the next four years. These are:

Achieving clarity of purpose

Developing a medium-term strategy underpinned by strong analytics

Growing our capability for collaboration

Rebooting the organisation.


Achieving clarity of purpose
The organisational review refreshed the Ministry’s purpose, vision and values. Over the next 18 months, a range of mechanisms will be used to embed these as the foundation for the Ministry.
A key focus over the next 6 months will be to embed its unique leadership role in the sector. 

This will involve the Ministry taking a system-wide focus and a strategic, long-term view. It will lead the collaborative development of policy on both investment and regulatory settings, including working across the State sector where transport has shared outcomes with other agencies. 

Developing a medium-term strategy underpinned by strong analytics
The Ministry will work collaboratively alongside our stakeholders to identify the challenges that lie ahead for the transport system and the medium-term choices for the Government. This work will provide a clearer understanding of emerging transport needs and opportunities, and the contribution each mode can make. It will provide a framework to enable tracking towards longer-term goals. 

The Ministry has strengthened its modelling, economics, evaluation and analytical capability by creating new teams specifically focused on these areas. These teams are a resource for all aspects
of Ministry policy advice and strategic planning.

Growing our capability for collaboration
The Ministry wants to transform its engagement with stakeholders, so it is moving from consulting on particular policies to having a more collaborative culture, working in partnership with key stakeholders on some of our critical issues. We know that achieving this change will take time. 

The Ministry has increased the focus it is placing on stakeholder engagement, including the creation of a specific Governance and Engagement group within the Ministry, and the development of a comprehensive stakeholder engagement strategy. The Ministry will continue its efforts to engage and collaborate within the Public Service, with the transport Crown entities and with transport system stakeholders.

Rebooting the organization
The Ministry has made good progress down the path of organisational transformation following the organisation review. Now it is embedding these changes; ensuring corporate systems support a high performing Ministry, continuing to focus on improving the quality of advice, and strengthening the capability of its staff.

Equal employment opportunities

The Ministry is committed to inclusive work practices and culture. It has a robust recruitment approach and bases appointments on merit, while supporting the employment aspirations of Māori, diverse ethnic and minority groups, women, and people with disabilities.

Gender pay is and will remain one of the key principles of the Ministry’s selection, recruitment and retention, and remuneration strategies over the next five years. A diversity strategy and action plan is in development.


The Ministry recognises that wellbeing is good for work and good work is good for wellbeing. It aims to create a culture that maintains healthy work and promotes wellbeing enhancing behaviours, through activities and offerings such as the promotion of wellbeing events, annual health checks, eye tests, wellness days, Employee Assistance Programme, and access to discounted health insurance. The Ministry is currently reviewing its health, safety and wellbeing system and strategy, and will be developing an integrated plan to build on and expand upon its wellbeing focus.


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