The Ministry has been through a substantial amount of organisational change in the past year. These changes were prompted by a comprehensive Stakeholder Survey undertaken in 2006/07. Feedback suggested we needed to strengthen our leadership role and have more effective engagement with transport sector stakeholders.

The Ministry has focussed on building the leadership team but recognises there is still a need to attract and retain senior strategists, transport planners and policy advisers. We remain concerned about the relatively high staff turnover and are working to reverse this trend through providing a supportive work place, innovative work-life balance policies and job satisfaction.

One of the issues we face in retaining or attracting staff is that the environment we operate in is very competitive and, as such, recruiting and retaining highly qualified policy advisers at any level, especially those with transport sector knowledge, is a challenge.

Training and development opportunities go some way to retaining staff, but a range of initiatives including competitive salaries, career opportunities and varied and challenging work are also factors. We intend to better leverage opportunities for graduate recruitment, and participate on joint initiatives where possible with other transport and government departments. We are also reviewing our remuneration framework and will conduct an internal culture survey.
 
Performance measures and targets related to these initiatives include:

  • undertake a culture survey, to be completed in 2009
  • develop a comprehensive training programme for advisers, to be completed in 2008
  • reduce turnover to be less than 20 percent within next 12 months
  • undertake a Stakeholder Survey in 2008, 2010 and 2012

The Ministry has made enormous progress over the last two years in the areas of information management and information technology. This year we will be concentrating on further enhancing our intranet and website, and the new Electronic Document and Records Management System.

Our performance target for 2008/09 is to be 100 percent compliant with the technical requirements of the Government Standards for Websites.

In the year ahead we will focus on providing an interface between our performance software and our human resource management information system. This will enable streamlining of our process online, provide real-time information to managers and remove double-handling of information and data. It will also allow the Ministry to leverage skills quickly for projects or key initiatives, and to focus on developing staff to meet the challenges ahead. At the same time it will provide comprehensive and real-time reporting for business decision-making.

Equal Employment Opportunities

As part of the government's five-year plan to reduce the gender pay gap, the Ministry, in partnership with the PSA, conducted a gender-based pay and employment equity review (PEER). PEER focussed on assessing whether women and men within the Ministry: 

  • have a fair share of the rewards
  • participate at all levels of the organisation
  • are treated with respect and fairness

As a result of this work we have developed a Response Plan which is being progressively implemented.

Departmental Capital Intentions

Each year the Ministry prepares a capital programme. The aim of this is to ensure that the Ministry has the infrastructure required to fulfil its functions. The draft programme is subject to approval by management. The assets of the Ministry and their requirements are detailed briefly below.

Property, Plant and Equipment

The Ministry of Transport operates from three offices, with the main site, and the majority of the staff, being located in Wellington. All of its premises are leased, so the majority of the assets are leasehold improvements, computer equipment, fixtures and fittings.

Leasehold Improvements

The Ministry has no plans to incur significant leasehold improvement expenditure in the next four years. The Ministry moved into its Wellington office in April 2006, its Auckland office in July 2005 and has just relocated its Christchurch staff in May 2008.

Computer Equipment

The Ministry has a three-year rolling replacement programme for computer equipment.

Milford Sound/Piopiotahi Aerodrome

The Ministry also owns Milford Sound/Piopiotahi Aerodrome.

Fixtures and Fittings

All of the Ministry's offices are fully equipped, but there is an ongoing need to make small purchases of replacement or additional equipment.

Intangible Assets

The Ministry has a significant investment in software. The major component of this is the LANDATA asset which represents the Motor Vehicle Registry System. The asset is managed by Land Transport New Zealand on the Ministry's behalf. Every year there is investment in the system to ensure that it can meet the changing demands of its functions.

The Ministry also has an investment in its own operational systems. In the last two years the Ministry has implemented both a Relationship Management System and an Electronic Document and Records Management System. There will be further system implementations in the future but none have been confirmed at this time.

Proposed Capital Programme

2008/09
$000

2009/10
$000

2009/10
$000

2011/12
$000

Property, plant and equipment

500

500

500

500

Intangible Assets – Motor Vehicle Registry System and other software

2,500

2,500

2,500

2,500

Total

3,000

3,000

3,000

3,000

 
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