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Key people metrics and core capacity

Over the past five years, our percentage of policy staff has continued to rise, from 51 percent in 2010/11 to 63 percent in 2014/15. The Ministry is running its graduate recruitment round later than normal in 2015, which has temporarily reduced policy staff numbers. We expect to be back to previous policy staffing levels by October 2015. This continues to reflect the effort we are putting into increasing our policy capability, while doing more with the resources we have.

As at 30 June

2014/15

2013/14

2012/13

2011/12

Number of employees

Policy development

89

102

91

89

Management

21

18

20

21

Administration

31

34

34

36

Total headcount

141

154

145

146

Turnover

12%

10%

15%

15%

Gender

Women

48%

47%

49%

53%

Men

52%

53%

51%

47%

Ethnicity distribution

NZ European

66%

66%

72%

73%

NZ Māori

7%

5%

5%

1%

Pacific peoples

1%

1%

1%

3%

Asian

10%

8%

8%

6%

Other European

6%

13%

7%

14%

Other ethnic groups

4%

3%

5%

3%

Undeclared

6%

4%

2%

0%

Sick leave taken – average days per employee

5

5

5

5

Age distribution (permanent staff)

20 – 29

21%

22%

19%

23%

30 – 39

16%

17%

20%

22%

40 – 49

25%

28%

31%

27%

50 – 59

27%

23%

20%

16%

60+

11%

10%

10%

12%

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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.

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Resource-effectiveness

For the Ministry, the question we must be able to answer is, ‘Are we doing the best job that we can with the resources available to us?’ To answer this question, the Ministry focuses on the management of:

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.

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 (NZIER). This audit provides 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 out continuous self-assessment of our quality to further establish 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.

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.

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 2014/15

The key performance management measures the Ministry used for 2014/15 are set out in the table below, along with our 2013/14 performance against those measures, where available.

 

2014/15 result

2013/14 result

Input management

Percentage of policy project milestones delivered each quarter

81%

78%

Percentage of staff time allocated to the Minister’s priority projects

37%

30%

Quality management

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

100%

93%

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

93%

76%

Total cost of an hour of professional staff time devoted to policy advice and other policy unit outputs

$178

$175

New Zealand Institute of Economic Research’s audit of policy advice papers assesses average score for papers as 7.5 or better

7.6

Mean score of 7.4

Outcomes management

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

88%

85%

95% or more of Ministry impacts achieved through delivering underpinning projects

100%

100%

Work programme management

Results of transport sector progress on intermediate and long-term outcomes published at least annually

Published annually in the Ministry of Transport annual report. Refer to pages 26-29 and pages 75-84

Published annually in the Ministry of Transport annual report. Refer to pages 20-22 and pages 25-45

Ministry reviews outcome indicators that show less progress is being made and considers whether further Ministry action is needed

Achieved1

Achieved

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1The Ministry monitors outcome indicators as the data is produced. Where necessary, changes in trends are escalated for review. This has not been required in 2014/15 or 2013/14.