The Statement of intent for 2015-19 sharpens the Transport Agency’s focus on its strategic priorities
In July this year, the Transport Agency published two key accountability documents – our Statement of intent 2015–19 (external link) and our Statement of performance expectations 2015/16 (external link) . Together, these documents summarise where we are heading, how we’ll know we’re on the right track, and what we’ll deliver to create transport solutions for a thriving New Zealand in your region.
While maintaining our overall strategic direction, we’ve refreshed our priorities for the next four years. In a nutshell, our priorities provide specific areas of focus to help us achieve our medium-term objectives and long-term goals. Truly succeeding with these complex problems relies on constructive collaboration within the Transport Agency, with your organisation, and others across the sector.
In late 2014, in the lead up to the Statement of intent 2015–19 (external link) , we began reflecting on our priorities from the previous SOI (2014–18). We asked how close we were to achieving them and if they were still relevant.
We agreed there had been some changes in our operating environment, but that it was mostly stable. So, the general focus areas of our priorities – customers, urban journeys, freight, safer speeds and road maintenance – remained relevant and important.
We concluded that while we had made good progress in these areas, there was still room to achieve more (to achieve enduring change) or to extend and broaden our focus.
A great example of broadening our focus is the safer speeds priority. We need to continue to focus on reducing deaths and serious injuries on open roads, but our focus now extends to high-risk urban arterial routes and changing the conversation on speed. Our new priority is safer speeds that are right for the road.
The road maintenance priority will continue to bed in the One Network Road Classification and focus on lifting sector capability to help road controlling authorities make smarter and more consistent asset and activity management decisions. Our priority is now driving value through smart road maintenance.
We made great progress delivering more freight on fewer trucks within the freight priority. While freight remains a priority, we’ve refocused on integrating road and rail freight to improve overall freight network productivity.
The customer priority focus has shifted from putting customers at the heart of our business to making it easier for customers to do business with us. It’s all about driving improvements for specific sets of external customers.
The priority for urban network capacity also has a sharper customer focus, on delivering predictable journeys for urban customers.
A brand new priority reflects shifts in our operating environment – significant growing interest in cycling safety and choices and the government’s $100m investment in cycling over the next four years. It’s the right time to prioritise making urban cycling a safer and more attractive transport choice, particularly in Auckland, Wellington and Christchurch.
We’re busy developing our work programmes for progressing these priorities over the next four years.
Transparency and accountability are important to us so we publish quarterly reports (external link) on our progress towards our strategic goals, objectives and priorities throughout the year (the next report will be published in November).