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Maritime NZ Statement of Intent 2007

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Maritime NZ Statement of Intent 2007 Maritime New Zealand STATEMENT OF INTENT 2007–2010 Prepared in accordance with Part 4 of the Crown Entities Act 2004 OUR VISION A MARITIME ENVIRONMENT WITH MINIMAL DEATHS, ACCIDENTS, INCIDENTS AND POLLUTION AS PART OF AN INTEGRATED AND SUSTAINABLE TRANSPORT SYSTEM. CONTENTS Chairman’s foreword 4 Director’s introduction 5 PART 1 : STRATEGIC DIRECTIONS Context 9 Sustainable economic development 10 Profile of Maritime New Zealand 12 PART 2 : STRATEGIC FRAMEWORK Introduction 20 Transport sector outcomes 20 Intervention logic 23 Maritime New Zealand values 25 PART 3 : MONITORING AND EVALUATION Introduction 28 Performance measures 28 Quality management 31 Risk management 32 Project monitoring and evaluation 33 PART 4 : CAPABILITY Introduction 37 Sustainable funding 38 People 38 Information systems 39 Capability measures 39 PART 5 : WORK PROGRAMME Introduction 42 Strategic and core priorities 42 Work programme for 2007/2008 43 PART 6 : STATEMENT OF SERVICE PERFORMANCE AND PROSPECTIVE FINANCIAL STATEMENTS Statement of responsibility 48 Introduction 49 Statement of service performance 49 Prospective financial statements 56 PART 7 : APPENDICES Appendix One: Statutory functions and roles 64 Appendix Two: Glossary of terms 68 Appendix Three: Abbreviations 71 MARITIME NEW ZEALAND 4 CHAIRMAN’S FOREWORD Our path, to a large extent, is determined by what we need to achieve in order to realise the vision of the New Zealand Transport Strategy, which states that by 2010 New Zealand will have an affordable, integrated, safe, responsive and sustainable transport system. This Statement of Intent describes how Maritime MNZ provides, to ensure its financial stability in future New Zealand (MNZ) will extend relationships both years. A strategic priority for 2007/2008 will be to within the maritime industry and government agencies, complete a review of MNZ’s direct and indirect charges to contribute towards achieving the New Zealand in consultation with both the Government and the Transport Strategy, while at the same time pursuing maritime industry. its interrelated vision of a maritime environment with We look forward to working closely with the Ministry minimal deaths, accidents, incidents and pollution as of Transport and other transport Crown agencies to part of an integrated and sustainable transport system. progress the shared vision for transport as set out in MNZ will need to perform at a high level in the year the New Zealand Transport Strategy. ahead, and indeed for the foreseeable future, to crystallise the gains which have been made in terms of safety, environmental protection and security. It will also need to embrace the significant challenges that currently face the maritime industry, and indeed the transport sector in general. Challenges such as the Government’s key strategic focus on economic Susie Staley transformation and environmental sustainability, as well Chair as industry risks, surrounding maritime security and the shortage of skilled seafarers. Sustainable funding of MNZ operations still remains a major concern. An independent review of MNZ completed by Price Waterhouse Coopers and Thompson Clarke Shipping in 2006 found amongst Dave Morgan other things, that changes need to be made to Deputy Chair funding arrangements across a range of services STATEMENT OF INTENT 2007–2010 CHIEF EXECUTIVE’S INTRODUCTION 5 It is with considerable pleasure that I present my first Statement of Intent as Chief Executive and Director of Maritime New Zealand. This document sets out MNZ’s strategic direction to 30 June 2010, outlines the challenges and risks facing the maritime industry and details the resources and work initiatives we will implement to tackle these. To streamline our strategic planning process we have range of benefits that will collectively enable staff to separated our priorities into two categories, strategic operate more efficiently and effectively. In addition, priorities and core priorities. Strategic priorities reflect the capability of our information services team will be key strategic areas MNZ intends to progress in assessed with the intention to build more capability 2007/2008 and beyond. A key strategic safety initiative internally and therefore less reliance on external for 2007/2008 will be to enhance the sustainability and resources. effectiveness of the Safe Ship Management system We will continue to develop partnerships with by ensuring that the regulatory framework supporting government agencies and all sectors of the Safe Ship Management is robust, appropriate, clear maritime community to promote safety, security and and concise. This will involve developing guidance environmental protection. Working together with material to promote compliance and provide practical the maritime industry will be very important as MNZ advice on Safe Ship Management and its application reviews its fees and charges, Safe Ship Management to specific maritime sectors. guidelines and many other safety and regulatory Our core priorities reflect the ongoing maintenance initiatives. The intended development of search and development of core safety, environmental and and rescue service level agreements with search security activities required under MNZ legislation, that and rescue partners will be significant, as we look MNZ must continue to update to ensure its regulatory to improve the delivery of search and rescue in framework remains relevant. The core priorities also New Zealand. require a significant investment of both time and In the year ahead MNZ will continue to strengthen its resources. Six core priorities have been identified for workplace capability to ensure the services it provides the 2007/2008 financial year and the variety of these can be maintained and developed, while ensuring activities reflects the increased responsibilities that that all staff are provided with an environment that is MNZ is now required to oversee within the maritime safe to work in, and where learning and development industry. These priorities range from the continued opportunities are provided to enhance retention of our enhancement of the safety regulatory framework and key resource, our people. New Zealand ship and port security to implementation of new marine environmental pollution prevention measures and revision of the very successful national recreational boating strategy. Implementation of the information services strategic plan continues following recommendations made by the Price Waterhouse Coopers and Thompson Clarke Shipping independent review of MNZ. Catherine Taylor Once implemented, the systems will support the Director of Maritime New Zealand organisation’s strategic framework delivering a PART 1 STRATEGIC DIRECTIONS MARITIME NEW ZEALAND 8 PART 1 : STRATEGIC DIRECTIONS The New Zealand government transport sector MINISTER OF TRANSPORT MINISTER FOR TRANSPORT SAFETY MINISTRY OF TRANSPORT Develops and provides transport policy and advice for the NEW ZEALAND POLICE government, develops legislation for Parliament to enact, drafts Road policing (including speed enforcement, enforcement regulations and rules in association with the transport Crown of alcohol laws, seatbelt enforcement, Community Roadwatch, entities and represents New Zealand’s transport interests Commercial Vehicle Investigation and highway patrols) and internationally. The Ministry also co-ordinates the work of the maritime patrol units. Crown entities, acting as an agent for the Minister of Transport. CROWN ENTITIES BOARD BOARD BOARD BOARD BOARD AVIATION CIVIL AVIATION LAND TRANSPORT MARITIME TRANSIT TRANSPORT SECURITY AUTHORITY* NEW ZEALAND NEW ZEALAND* NEW ZEALAND ACCIDENT SERVICE* Establishes and Allocates and manages Promotes maritime Operates New Zealand’s INVESTIGATION Provides aviation monitors civil aviation funding for land safety, environmental state highway network, COMMISSION* security services for safety and security transport infrastructure protection and security including maintenance, Investigates significant international and standards, carries out and services through through standard construction, safety and air, maritime and rail domestic air operations air accident and incident the National Land setting, monitoring, traffic management. It accidents and incidents including airport investigations, and Transport Programme, education, compliance, has responsibility for to determine their cause security, passenger and promotes aviation safety including assisting safety services state highway strategies and circumstances with baggage screening. and personal security. approved organisations. (navigation aids, and design guidelines, a view to avoiding similar Manages access to radio) and oil pollution economic and occurrences in future. the land transport response. environmental planning system through driver for state highways, and vehicle licensing, technical standards vehicle inspections, and quality assurance and rules development. systems. Provides land transport safety and sustainability information and education. Supports tolling and charging policies and operations. THREE STATE-OWNED ENTERPRISES WITH TRANSPORT FUNCTIONS AIRWAYS CORPORATION OF NEW ZEALAND LIMITED provides air traffic management services and provides the Ministry with Milford Sound/Piopiotahi Aerodrome landing and take-off data. METEOROLOGICAL SERVICE OF NEW ZEALAND LIMITED* provides public weather forecasting services and provides meteorological information for international air navigation under contract to the CAA. ONTRACK manages Crown railway land and the national rail network. Legislation
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