STATEMENT OF PERFORMANCE EXPECTATIONS - Maritime NZ
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F.12
STATEMENT OF
PERFORMANCE
EXPECTATIONS
2019–20
Maritime New Zealand Nō te rere moana Aotearoa Noˉ te rere moana Aotearoa accompanies te manaia – the guardian – in our logo. Together, they reflect our role as the caretaker of New Zealand’s flowing waters. They underpin our mandate to make life at sea safer; to protect the maritime environment from pollution and safeguard it for future generations; to ensure New Zealand’s ports and ships are secure; and to provide a search and rescue response service in one of the largest search and rescue areas in the world. Maritime New Zealand’s vision, mission and values are its foundations. Our vision A maritime community that works and plays safely and securely on clean waters. Our mission A professional, evidence-based, intelligence-led, risk-focused regulatory, compliance and response agency. Our values Integrity | Commitment | Respect
F.12
MARITIME NEW ZEALAND IDENTITY KIT
Identity kit
STATEMENT OF
PERFORMANCE
EXPECTATIONS
2019–20
WORLD MARITIME DAY 2019
EMPOWERING WOMEN
IN THE MARITIME COMMUNITY
The 2019 theme for World Maritime Day is ‘Empowering
women in the maritime community’. This aims to
highlight the important contribution of women within the
maritime sector and to encourage more conversation for
gender equality in the maritime space, an industry which
has traditionally been male dominated.
44% of Maritime NZ’s current workforce are women
however the percentage of women in in the field roles
falls well below this. In a bid to highlight the women that
are going against this trend, we’ve featured Specialist
Investigator Ginni Murray on our cover this year.
Ginni joined Maritime NZ in 2015 after eight years
working primarily in the Detective Branch of the
Wellington Police. Her role at Maritime NZ sits within
the Investigation and Planning Team and sees Ginni
investigating serious maritime incidents across the
country and providing support, training and tools for our
regional compliance teams.
Contents
Setting the scene 4
Board statement 6
The Transport Outcomes Framework for shaping our transport system 7
Our performance story 9
Our Vision, Outcomes, Impacts and Goals 9
Our Strategic pivots guide how we how we will deliver 11
Our focus for this year 14
Statement of performance expectations 16
How our outputs contribute to New Zealand’s long-term maritime goals 17
Measuring our performance 18
Output Class 1: Influencing the policy environment for the maritime sector 18
Output Class 2: Maritime safety and marine protection services 23
Output Class 3: Marine Pollution Response Service 31
Output Class 4: Search and rescue coordination services 33
Output Class 5: Maritime incident response capability (non-oil) 36
Prospective financial statements for Maritime NZ 38
Key items to note and assumptions in preparing the financial statements 38
Statement of Prospective Comprehensive Revenue and Expense for Maritime NZ 40
Statement of Prospective Changes in Equity for Maritime NZ 40
Statement of Prospective Financial Position for Maritime NZ 41
Statement of Prospective Cash Flows for Maritime NZ 42
Statement of Prospective Capital Expenditure for Maritime NZ 43
Notes to the prospective financial statements 44
Prospective financial statements for the New Zealand Oil Pollution Fund 50
Key items to note and assumptions in preparing the financial statements 50
Statement of Prospective Comprehensive Revenue and Expense for the New Zealand Oil Pollution Fund 51
Statement of Prospective Changes in Equity for the New Zealand Oil Pollution Fund 51
Statement of Prospective Financial Position for the New Zealand Oil Pollution Fund 52
Statement of Prospective Cash Flows for the New Zealand Oil Pollution Fund 53
Statement of Prospective Capital Expenditure for the New Zealand Oil Pollution Fund 53
Notes to the prospective financial statements for the New Zealand Oil Pollution Fund 54
Appendix 1: Additional financial information 59
Terms and Definitions 62
MARITIME NEW ZEALAND STATEMENT OF PERFORMANCE EXPECTATIONS 2019–20 3
JO BROSNAHAN, CHAIR, MARITIME NZ KEITH MANCH, DIRECTOR, MARITIME NZ
Setting the scene
Introduction from the Chair and Director
Our mission at Maritime NZ 2019/20 represents the first year in our new funding
cycle. Maritime NZ is focused on being a modern,
is to lead and support the responsive, and cost-effective regulator. During 2018
and 2019, Maritime NZ undertook a review of its costs
maritime community to ensure and funding to ensure Maritime NZ is funded to carry
out its regulatory, compliance and response role for the
our seas and waterways are next six years.
safe, secure and clean – on This review culminated in changes in the way in which
fees, levies and other funding sources are structured
behalf of all New Zealanders. and costs attributed. Fee and levy rates are fixed for a
three-year period and will be reviewed prior to the start
With the vast majority of New Zealand’s imports and of the 2022/23 financial year.
exports transported by sea, we play a vital role in We would like to acknowledge the constructive
enabling economic growth and development. This is engagement and support from the industry and
complemented by the role we play in protecting the Crown representatives throughout the funding review
environment. process and for submitting feedback on our proposals.
4 MARITIME NEW ZEALAND STATEMENT OF PERFORMANCE EXPECTATIONS 2019–20
It is important to us that all stakeholders are involved in fairly and respectfully, risky behaviour is stopped and
improving the maritime system in New Zealand to be compliant behaviour is supported. We also ensure that
safer, fairer and more efficient for all. people are held to account for their actions; safety,
security and environmental standards are up-held and
Our ultimate goal is a maritime system in which
regulatory systems are improved.
everyone who goes out in a vessel returns home safely,
where there are no security incidents and no adverse Increasingly, we are taking a systemic approach to
environmental impacts related to maritime activities. addressing problems and supporting improvements
Safe, secure, clean seas and waterways remain vitally across the sector. Since 2012 we have been moving
important to the economic, social and environmental towards being an ‘evidence-based, intelligence-led
wellbeing of New Zealand and New Zealanders. It is also and risk-focused regulator’. This is in line with
particularly important for our international reputation, New Zealand’s and international regulators’ shift to
and for both domestic and global firms to have the modern regulator model. We have adopted an
confidence operating in our waters. outcomes-focused approach to ensure our policy
and operational actions (whether involving changes to
Our core roles as the national maritime agency are:
rules, education, guidance, campaigns or prosecutions),
• Regulation – we help develop and maintain the drive safety, security and environmental improvements.
safety, security and environmental protection In essence:
regulations that govern the operation of
A modern safety regulator can be characterised
vessels, ports and offshore installations in
by its earned autonomy approach to regulation,
New Zealand waters.
consistency in decision making, being transparent,
• Compliance – we support, encourage and require responsive and communicative, openness to co-
compliance by informing, educating, certifying regulation and its ability to strike a balance between
and auditing commercial operators and seafarers. goal-based and prescriptive regulation1.
We also investigate incidents to hold people to
account, and understand the causes of safety and Aligned to this, we are continuing to expand our
environmental issues. responsibilities as the maritime regulator for Health and
Safety at Work; as well as focusing on enhancing the
• Response – our emergency response services
capability of our people, systems and processes. This
include search and rescue coordination for incidents
includes progress to ensure our operational systems
on land, sea and air; and readiness and response
and processes are more efficient and effective. We aim
capability for oil spills and non-oil spill incidents.
to reduce the regulatory and compliance burden and
We maintain coastal navigation aids, including
make it as easy as practicable for maritime operators
lighthouses, for shipping; and also manage a marine
to meet their regulatory requirements. This is about the
radio service for distress calls, and a network to
quality and clarity of regulation, not reducing standards.
detect emergency locator beacon activations.
We will work to ensure the maritime sector continues
In all these areas our relationships with stakeholders
to make a valuable contribution to a resilient transport
are important to us – including central and local
system that is able to respond quickly to any disruption.
government, communities, Iwi, industry and unions.
We will continue to draw on the dedication of our people
The success or failure of Maritime NZ is inextricably
to achieve this. This is reflected in our values: Integrity,
linked to the quality of our people and the depth and
Commitment and Respect.
breadth of the engagement and relationships we have
with all parties who have an impact on, or are affected All these efforts aim to maximise the contribution
by, what happens in the maritime sector. the maritime sector makes to the wellbeing of all
New Zealanders.
Good regulatory decision making is a key part of our
core work and a necessary part of exercising discretion The measures and targets set out in this document
as a regulator. A good regulatory decision is one that provide a robust framework for Maritime NZ to monitor,
creates public value through ensuring victims are treated assess, and demonstrate accountability for our
performance.
Jo Brosnahan Keith Manch
Chair Director
Maritime NZ Maritime New Zealand
1 Outcomes of NAV 18 – Statement by Gary Prosser, Deputy Chief Executive Australian Maritime Safety Authority.
MARITIME NEW ZEALAND STATEMENT OF PERFORMANCE EXPECTATIONS 2019–20 5
Board statement
This SPE reflects our proposed performance targets and forecast financial information for the period
1 July 2019 to 30 June 2020. It is produced in accordance with the requirements of section 149E
of the Crown Entities Act 2004.
The forecast financial statements and underlying The Authority acknowledges responsibility for the
assumptions in this document have been authorised information and prospective financial statements
as appropriate for issue by the Authority of Maritime NZ contained in this SPE.
in accordance with its role under the Crown Entities
Act 2004.
Signed on 25 June 2019.
Jo Brosnahan Belinda Vernon
Chair Chair Audit and Risk Committee
Maritime New Zealand Maritime New Zealand
Kylie Boyd Denis O’Rourke
Authority Member Authority Member
Maritime New Zealand Maritime New Zealand
Roy Weaver
Authority Member
Maritime New Zealand
6 MARITIME NEW ZEALAND STATEMENT OF PERFORMANCE EXPECTATIONS 2019–20
The Transport Outcomes
Framework for shaping
our transport system
Transport is essential for the lives of every New Zealander – it allows us to access economic and social
opportunities within New Zealand and to connect globally. For New Zealanders to flourish we need an
effective, healthy and safe domestic transport system with strong links to the rest of the world.
The Transport Outcomes Framework developed by important, and how the different parts of New Zealand’s
the Ministry of Transport is intended to give direction wider transport system will work together to achieve
to the transport system on the contribution it makes to them. Mode neutrality – making sure all land, water and
achieving broader social and economic outcomes. air modes of travel are considered and evaluated to
find the best solution, and smart transport choices are
As these outcomes are interrelated, it is important
incentivised – is a key guiding principle.
that there is clarity about what they are, why they are
Inclusive access Healthy and
safe people
Enabling all people to participate in
society through access to social and Protecting people
economic opportunities, such as from transport-related
work, education, and healthcare. injuries and harmful
pollution, and making
active travel an
Economic prosperity A TRANSPORT attractive option.
SYSTEM THAT
Supporting economic activity via IMPROVES
local, regional, and international WELLBEING AND
connections, with efficient LIVEABILITY
movements of people and products.
Environmental
sustainability
Resilience and security Transitioning to net
Minimising and managing the risks from zero carbon emissions,
natural and human-made hazards, and maintaining or
anticipating and adapting to emerging improving biodiversity,
threats, and recovering effectively from water quality, and air
disruptive events. quality.
MARITIME NEW ZEALAND STATEMENT OF PERFORMANCE EXPECTATIONS 2019–20 7
Through our regulatory, compliance and response work We are aligned to the framework as our work
we seek to address risks in the maritime domain before contributes to:
they result in incidents and mishaps. Our work includes: • Healthy and safe people: protecting people from
• Developing and maintaining the national safety, transport-related harm including injuries and death.
security and marine environmental protection • Resilience and security: anticipating both natural
regulations that govern the operation of and human-made hazards and responding to
vessels, ports and offshore installations in disruptive events.
New Zealand waters. • Environmental sustainability: maintaining or
• Working to instil a ‘safety culture’ within the maritime improving water and air quality.
community by making sure that commercial and • Economic prosperity: encouraging economic
recreational activities on the water comply with
activity via local, regional, and international
maritime rules and regulations.
connections and the efficient movements of people
• Undertaking activities to reduce the likelihood and products.
of maritime incidents and marine pollution • Inclusive access: enabling people to participate
incidents occurring.
in the maritime sector through work.
• Delivering effective day-to-day responses to search
and rescue incidents and marine oil spill incidents,
and maintaining readiness across the organisation
in case we need to deal with a significant
maritime incident.
8 MARITIME NEW ZEALAND STATEMENT OF PERFORMANCE EXPECTATIONS 2019–20Our performance story
Our performance framework sets out the system outcomes
and strategic impacts we seek to achieve through our
functions, activities and outputs. Our ability to measure
impact and behaviour change ensures that we remain on
track to achieve safe, secure and clean goals.
Our Vision, Outcomes, Impacts and Goals
We are committed to developing We monitor our performance
a New Zealand maritime in three ways – system health
community that works and plays (the why), strategic impact; and
safely and securely on clean operational effort (the what).
waters. Our vision recognises that Information from all three levels
all New Zealanders benefit when is combined to provide us with
our maritime environment is safe, a robust framework to drive our
secure and clean. performance over time.
The level at which we
Why we measure performance at this level
measure performance
To monitor reported deaths, injuries, security and pollution incidents
to determine the extent to which New Zealand’s maritime system can
1. SYSTEM HEALTH be considered safe, secure and clean.
Changes in our system level indicators will always depend on
complex, dynamic interactions between multiple factors, some of
which we have only limited or indirect control over.
As a result, maritime system improvement is expected to occur slowly
and may only be observable in retrospect. Although our direct control
over improvement at this level is limited, monitoring changes in the
annual number of deaths, injuries, security and pollution incidents
enables us to gauge the overall ‘health and safety’ of the system.
This informs organisational strategic objectives and direction in
the medium term. For example, recreational boating deaths have
fluctuated over the last 10 years. We have responded by working with
the Safer Boating Forum to establish a sustainable funding model in
order to examine and address drivers of recreational safety.
Our system health indicators are outlined in our 2018–2022
Statement of Intent. Progress against these measures is reported
through Maritime NZ’s Annual Report.
MARITIME NEW ZEALAND STATEMENT OF PERFORMANCE EXPECTATIONS 2019–20 9The level at which we
Why we measure performance at this level
measure performance
To monitor the collective impact of our activities in key areas and
2. STRATEGIC IMPACT help us understand the contribution our cumulative effort is making
in achieving safety, security and marine environmental protection
outcomes, over the medium term.
As a regulator, our role is to maximise compliance with the
regulatory framework that applies in the maritime environment. To
achieve this, we undertake a wide range of activities that support,
Regulation
that is relevant encourage and require maritime participants to demonstrate safety,
and robust security and environmentally responsible attitudes and behaviours.
We can control or directly influence some of the factors that shape
people’s willingness to comply (e.g. the level of information available
to support compliance) but not others (e.g. economic conditions
Risk-focused, that may encourage businesses to reduce expenditure on safety-
responsive related equipment or practices).
compliance practices
that reduce harm Monitoring the impact of our activities on those we regulate helps us
in the maritime direct our effort towards the activities that make the most difference
system
Response over time. For example, the number of ‘underperforming’2 ships in
capability that the Asia Pacific Region has been steadily decreasing following a
is well prepared, sustained contribution from New Zealand to the regional mechanism
integrated (the Tokyo Memorandum of Understanding) focused on improving
and effectively the quality of shipping in our region.
deployed to
resolve emergency Our strategic impact indicators are outlined in our 2018–2022
incidents Statement of Intent. Progress against these measures is reported
through Maritime NZ’s Annual Report.
To track and continuously improve the quality of our core business
3. OPERATIONAL EFFORT activities and functions.
Our operational measures provide us with regular feedback on the
quantity and quality of our core business activities. For example,
we monitor the number of education and information campaigns
targeted at the recreational boating community and the percentage
of New Zealanders who practice safer recreational boating
A behaviours (as gauged by survey). We combine this data with our
results-driven strategic impact data (e.g. self-reported changes in safety behaviour
and resilient from recreational boaties) and our system data (recreational deaths
and injuries) to understand our performance in the recreational
organisation,
boating sector.
working
collaboratively Our operational performance measures are presented in this
for success document: 2019–20 Statement of Performance Expectations
and are renewed annually. Performance against these output
measures is reported in Quarterly Reports to the Minister of
Transport and in Maritime NZ’s Annual Report.
2 For the purpose of increasing pressures on substandard ships, the Port State Control Committee decided to publish a list
of under-performing ships which have been detained for three or more times by the Tokyo MOU during the last 12 months.
The under-performing ships are subjected to more frequent inspections at each port of call within the Tokyo MOU region.
All Authorities of Tokyo MOU have been alerted to inspect under-performing ships when found.
10 MARITIME NEW ZEALAND STATEMENT OF PERFORMANCE EXPECTATIONS 2019–20Our Strategic pivots
guide how we will deliver
These pivots describe how we will deliver our outputs and our on-going organisational priorities.
They also shape the way we work and interact with those we regulate and provide services to.
OUR PIVOTS ARE:
Increase our influence Strengthen our facilitation
in the international and leadership role within
regulatory and response the New Zealand maritime
environment. sector.
We will represent, promote and We will focus on strong connections
advance New Zealand’s interests and collaboration with industry
on international maritime regulatory and regulatory partners to deliver
and response matters in the a modern, safe, accessible and
Pacific, the Asia-Pacific region and resilient transport system. Maritime
at relevant international fora. By NZ is unique in having a broad
working with the Ministry of Foreign and deep perspective across the
Affairs and Trade, the Ministry of maritime sector. By linking and
Transport and our regional and facilitating engagement between
international counterparts on areas industry participants and the right
of mutual benefit we will help places in government, we will
position New Zealand’s maritime support a broader strategic view
sector well for the future. Key areas of maritime industry issues across
of collaboration include sharing industry and government.
knowledge, identifying good
practice, building capacity and
capability.
Enhance the value and Make it easy for regulated
effectiveness of our parties to do the right
regulatory and compliance thing.
functions. We will support, encourage and
We will work to ensure the require high levels of compliance
regulatory environment meets by working to ensure regulatory
legislative requirements and requirements are appropriate,
enables a greater maritime industry set out clearly, communicated
contribution to New Zealand’s effectively, and enforced fairly and
intergenerational wellbeing. consistently. By making it as easy
This requires a strong focus on as possible to comply with safety,
understanding the maritime sector security and marine protection
and driving regulatory performance, requirements, better outcomes will
while at the same time being mindful be achieved.
of compliance requirements on
those we regulate.
The table on the next 2 pages shows the links and alignment between our system outcomes, strategic goals and the
operational outputs we deliver to achieve them.
MARITIME NEW ZEALAND STATEMENT OF PERFORMANCE EXPECTATIONS 2019–20 11How our measures tell our performance story
System (outcomes) Measure: Annual rate of
maritime fatalities and serious
To show the extent to which NZ’s harm injuries for each sector
maritime system is safe, secure and clean per 100,000 NZ population
by monitoring changes at the system
level that depend on complex, dynamic Target: Reduce maritime sector
interactions and factors that Maritime NZ fatalities and serious harm
has only limited or indirect control over. SAFE injuries by 25 per cent by 2021
Strategic (goals) Impacts
We have an integrated We collaborate with
To show the impact of our collective information base that other agencies to share
activities and their contribution to supports quality decision- resources and build
improvements in safety, security and making. capability that improves
government services.
cleanliness, over the medium term A results-
by monitoring our strategic impact to driven and We are a resilient, healthy, Our business processes
capable organisation, with drive better service
ensure that Maritime NZ’s activities are resilient people who are valued making use of technology
directed appropriately and where they organisation, and enabled to sustainably to minimise regulatory
can make most difference over time. working deliver high quality burden.
collaboratively regulatory, compliance and
We also monitor aspects of our for success response services.
collective internal organisational
capability since this also contributes
to our ability to impact on those we
regulate. Regulation that is relevant
and robust
Impacts Indicators
Our international engagement Prioritised contribution at international
ensures global regulation aligns with meetings and fora, where we can
New Zealand’s interests. influence international outcomes to
reflect New Zealand’s interests.
Our policy advice ensures maritime
safety, security and marine The transport regulatory programme
environmental protection regulation is is appropriately prioritised to ensure
fit-for-purpose. regulation is fit-for-purpose.
Government initiatives are informed Our engagement and policy advice
by an awareness of maritime safety, improves external stakeholders’
security and marine environmental understanding of safety, security and
protection interests. environmental protection interests.
We continually assess our performance By applying good regulatory
to inform and improve regulation stewardship, the effectiveness and
and compliance practice that meets efficiency of rules and regulations will
regulatory stewardship expectations. improve over time.
Operational (outputs) Output Class 1: Influencing the policy environment
To continuously improve the quality for the maritime sector
of Maritime NZ’s core activities and • Development and provision of technical maritime policy advice
functions. Monitoring our operational • Reviews of the maritime system
delivery performance on a regular • Maritime security and intelligence advice
basis is undertaken by tracking our • Ministerial servicing
activities and ‘effort’ (through quantity,
timeliness, quality and cost indicators).
12 MARITIME NEW ZEALAND STATEMENT OF PERFORMANCE EXPECTATIONS 2019–20Influenced by Maritime NZ
Measure: Annual number
of security incidents Measure: Annual number of
reported in New Zealand oil spill incidents reported in
waters New Zealand waters
Target: No security Target: Reduce oil spill
incidents are reported in CLEAN incidents by 15 per cent by 2021
SECURE New Zealand waters
Indicators
Internal access, use Maritime NZ is regarded as a valued
and integration of core partner acting proactively and
information holdings to collaboratively in its cross-agency/sector/
support decision making all-of-government participation efforts/
increases over time. engagements.
We compare favourably to An increasing proportion of sector
the wider public sector: stakeholders rate the timeliness and ease
• staff engagement, of interactions with Maritime NZ as very
good or excellent.
• staff retention.
We increasingly make use of technology
and information internally to deliver
services.
Risk-focused, responsive compliance Response capability that is well prepared,
practices that reduce harm in the integrated and effectively deployed to
maritime system resolve emergency incidents
Impacts Indicators Impacts Indicators
Our compliance strategies and A reducing risk profile across Our fit-for-purpose integrated The Maritime Incident Response
campaigns support, encourage commercial operators and maritime incident response system Team element of Maritime NZ’s
and require commercial operators vessels over time. provides effective readiness and Response Capability Matrix (set
to take responsibility for the safety response services for national out in Appendix One) is reported
Safety equipment is
of their maritime operations. maritime incidents, minimising social, as amber or better with any
increasingly carried and used
environmental and economic harm. remedial action plans in place.
Our national and local recreational appropriately by recreational
boating campaigns promote a boaties over time. We operate an efficient and The Search and Rescue element
safety culture that leads to a An increasing proportion of effective national search and rescue of Maritime NZ’s Response
positive behavioural change. survey respondents report coordination service within an Capability Matrix is reported
positive attitudes and changes integrated search and rescue system as amber or better with any
We identify risk themes within
in behaviour as a result of (jointly with NZSAR Secretariat and remedial action plans in place.
specific maritime sectors to better
safety messages. NZ Police) which takes full advantage
target compliance interventions. The Marine Pollution Response
of modern technology to save lives.
A reducing number of reported Service element of Maritime
Competent capable people are
incidents within specific We have a comprehensive pollution NZ’s Response Capability Matrix
working in the maritime industry.
maritime sectors over time. preparedness and response service is reported as amber or better
that minimises the environmental and with any remedial action plans
All commercial vessels are economic impact of any oil spill. in place.
crewed by people holding the
appropriate certification. We have an internationally linked, The Security element of Maritime
intelligence-led security system NZ’s Response Capability Matrix
that assures protection for all in is reported as amber or better
New Zealand’s maritime area of with any remedial action plans
responsibility to manage threats before in place.
they eventuate.
Controlled by Maritime NZ
Output class 2: Maritime safety and marine protection Output class 3: Marine Pollution Response Service
services • Marine pollution response capability
• Information and education Output class 4: Search and rescue coordination services
• Entry controls • Coordination of search and rescue operations
• Monitoring and investigation of compliance • Management of New Zealand’s emergency distress beacon
• Enforcement of compliance system
• Distress and safety communication services Output class 5: Maritime incident response capability
• Aids to navigation • Maritime incident response capability (non-oil)
MARITIME NEW ZEALAND STATEMENT OF PERFORMANCE EXPECTATIONS 2019–20 13Our focus for this year
THROUGHOUT THE YEAR WE WILL ENSURE THE DELIVERY OF OUR CORE FUNCTIONS AS THE
NATIONAL MARITIME REGULATORY, COMPLIANCE AND RESPONSE AGENCY TO ENABLE OUR
SYSTEM OUTCOMES OF SAFE, SECURE AND CLEAN WATERS FOR NEW ZEALANDERS.
We will continue to deliver across a diverse range of Additionally, we are the regulator under the Health and
maritime sectors and engage at regional, national and Safety at Work Act for work on board ships and ships
international levels. We register ships, certify seafarers as workplaces.
and undertake port state control inspections on
Maintaining the right balance between delivering
international vessels. In the domestic commercial area,
our core functions and business as usual activities
we undertake safety and compliance audits, and design
is something that we will continue to strive for. We
and implement effective compliance interventions. In
will continue to focus on lifting system and strategic
the recreational boating area, we engage actively with a
performance whilst ensuring financial and organisational
wide range of stakeholders to improve safety outcomes.
sustainability.
We also provide maritime incident response services,
To support lifting system and strategic performance,
search and rescue coordination services, maintain
in 2018/19 we identified a number of organisational
navigational safety infrastructure and continually build
priorities that we will focus on in 2019/20 and beyond.
and sustain safety and response capabilities. This allows
Maritime NZ and other agencies to respond to oil and
non-oil maritime incidents regionally and nationally.
14 MARITIME NEW ZEALAND STATEMENT OF PERFORMANCE EXPECTATIONS 2019–20Our focus this year including both delivery of core Marine Safety Code and actions arising from the
functions and organisational priorities includes: Navigational Safety in Pilotage Waters and Port
Safety campaigns.
• Ensuring the 36th America’s Cup programme
TAKING A SYSTEMS APPROACH maritime activities are carried out safely, securely
• Supporting the Ministry of Transport’s development and with minimal impact on the environment.
of measures in the Transport Outcomes Framework. • Being adaptable in how we focus our regulatory
• Engaging on international and regional issues efforts so we are able to address any critical gaps
including advancing New Zealand’s interests in identified by the industry, and appropriately address
international fora such as the International Maritime any organisational capability issues associated with
Organization and the Asia-Pacific Heads of Maritime value for money requirements.
Safety Agencies. We are promoting maritime safety
initiatives in the Pacific, especially for international
decisions relating to maritime and marine CONTRIBUTING TO ENVIRONMENTAL
environmental protection issues. OUTCOMES
• Contributing to the Ministry of Transport’s work
on the International Convention for the Prevention
CONTINUOUSLY IMPROVING of Pollution from Ships (MARPOL) and continuing
REGULATORY PERFORMANCE to work with regional councils to ensure their oil
• Partnering with the Ministry of Transport and response capability and preparedness is sufficient.
other agencies on regulatory stewardship and the • Maintaining our contribution to the cross-government
Maritime rules programme will ensure we are able to areas of environmental protection, border security,
deliver our regulatory functions and responsibilities search and rescue and workplace safety.
appropriately. This also ensures alignment with the
relevant legislation and regulations we administer.
• Reviewing the 40 series maritime rules relating to CROSS-GOVERNMENT
domestic ship design, construction and survey. COLLABORATION
This is aimed at addressing domestic regulatory • Maintaining strong connections and linkages and
frameworks that impose cost and inefficiency and
working collaboratively with key stakeholders
make compliance difficult.
including partner agencies, international maritime
• Reducing risks around safety, environmental impact organisations and domestic non-government
and rescue in the Antarctic through our work on the organisations relating to maritime safety and security,
Polar Code II initiative and the Cape Town Agreement and marine environmental protection issues.
in relation to the improvement of standards for
fishing activity.
BUILDING ORGANISATIONAL
CAPABILITY
LIFTING MARITIME SAFETY
• Implementing the outcomes of our 2018/19 Funding
• Implementing and contributing to the Government’s Reviews (Maritime Levy and Fees, and Oil Pollution
Health and Safety at Work Strategy 2018–2028 for Levy) to deliver the benefits including work to ensure
the maritime sector. our Maritime Officers face reduced administrative
• Providing effective regulatory oversight for work- burden and supporting the Ministry of Transport’s
related harm prevention under the Health and Safety monitoring function.
at Work Act for the maritime sector. • Integrating response across Maritime NZ to ensure
• Continuing to collaborate with regional councils our on-going readiness and response capacity and
and other Safer Boating Forum partners to capability development across Maritime NZ.
create a safer recreational boating environment • Ensuring we are well prepared to respond and
through our collaborative work programmes and resolve emergency incidents.
compliance campaigns.
• Bedding in organisational capacity and capability
• Continuing to work closely with WorkSafe and other from our Future State 2 changes including on-going
agencies and entities as the maritime regulator for implementation of our information capability and
Health and Safety at Work to improve health and people capability strategies. This includes investing
safety outcomes including port safety. in our systems and data, leadership development,
• Ongoing Port & Harbour Maritime Safety including and continued participation and contribution to
support for peer review and operational policy Government Regulatory Practice Initiative (G-Reg).
development in support of the Port and Harbour
MARITIME NEW ZEALAND STATEMENT OF PERFORMANCE EXPECTATIONS 2019–20 15Statement of
performance
expectations
THIS STATEMENT OF PERFORMANCE EXPECTATIONS (SPE) OUTLINES OUR PERFORMANCE
TARGETS FOR 2019/20, AND WHAT WE WILL DO TO ACHIEVE THEM.
It should be read with the Statement of Intent and enables the Crown to participate in setting
2018–2022 (SOI), which sets out our medium-term annual expectations for outputs directly funded by
strategy. Our strategy is aligned primarily with our core appropriations, levies or by compulsory fees or charges
functions as set out in the Maritime Transport Act 1994 set under legislation.
and the expectations of the Government and Minister
It also serves to set out those expectations for the
of Transport.
House of Representatives, provides a base against
Everything we do impacts on our effectiveness as a which our service performance can be assessed, sets
regulatory, compliance and response agency, which also out the outputs (goods and services) the Authority is
supports our ability to work with our key government funded to provide and the standards against which we
partners, industry and the recreational sector to achieve will assess our service delivery performance.
our goals. The quality of what we deliver is directly within
These are described under the following five output
our control and therefore critical to our success.
classes:
We are governed by a five-member Board (Authority), • Influencing the policy environment for the
appointed by the Minister of Transport under the
maritime sector.
Maritime Transport Act (MTA) 1994. The objective of
the Authority is to undertake its safety, security, marine • Maritime safety and marine protection services.
protection, and other functions in a way that contributes • Marine Pollution Response Service.
to the aim of achieving an integrated, safe, responsive, • Search and rescue coordination services.
and sustainable transport system.
• Maritime incident response capability.
Our SPE outlines the performance expectations
Performance measures associated with activities
of Maritime NZ for the year ending 30 June 2020,
undertaken by Maritime NZ that are funded through
covering both service performance and the prospective
Vote Transport Non-Departmental Output Expenses
financial statements that are agreed with the Minister of
are indicated with an asterisk (*) to comply with our
Transport. It is a key instrument of public accountability
obligations under the Public Finance Act 1989.
16 MARITIME NEW ZEALAND STATEMENT OF PERFORMANCE EXPECTATIONS 2019–20How our outputs contribute to
New Zealand’s long-term maritime goals
Our goods and services within the five output classes are directed towards achieving maritime safety, response,
security, environmental and best practice regulation for New Zealanders.
These outputs align with our vision of a maritime community that works and plays safely and securely on clean
waters, as follows:
Responsive
capability
Risk- that is well
focused prepared
compliance and
practices effectively
Regulation that reduce deployed
that is harm in the to resolve
relevant maritime emergency
Function Output class Sub-Output Classes and robust system incidents
Development and provision of
technical maritime policy advice
Influencing the Reviews of the maritime system
policy environment
Regulation for the maritime Maritime security and intelligence
sector advice
Ministerial servicing
Information and education
Entry controls
Monitoring and investigation of
Maritime safety compliance
Compliance and marine
protection services Enforcement of compliance
Distress and safety communication
services
Aids to navigation
Marine Pollution
Marine pollution response capability
Response Service
Search Coordination of search and rescue
operations
and rescue
Response coordination Management of New Zealand’s
services emergency distress beacon system
Maritime Incident Maritime Incident Response
Response Capability Capability
Major/primary contribution Minor/secondary contribution
MARITIME NEW ZEALAND STATEMENT OF PERFORMANCE EXPECTATIONS 2019–20 17Measuring our
performance
This section sets out how we will measure our performance for our output classes (the activities that
we deliver and invest in) and shows their prospective revenue and expenditure.
Output class 1: Influencing the policy environment
for the maritime sector
Under this output class we:
Provide
evidence-based
Contribute
technical advice that Review the maritime
technical and policy
enables the development system to promote
input to influence key
of robust, timely and fit-for- the improvement and
international negotiations
purpose policy and regulation development of its
and meetings that may
in relation to maritime safety and security
impact New Zealand’s
safety, security and
interests
marine environmental
protection
Effectively
implement the Provide evidence-
Provide services to
International Ship based technical
Ministers to enable
and Port Facility and policy advice
them to discharge
Security (ISPS) Code, to support regional
their portfolio
in accordance with capacity building
accountabilities
the Maritime Security programmes
Act
18 MARITIME NEW ZEALAND STATEMENT OF PERFORMANCE EXPECTATIONS 2019–20OUTPUT 1.1: DEVELOPMENT AND PROVISION
OF TECHNICAL MARITIME POLICY ADVICE
What we aim to achieve: How this contributes to our impacts:
The development and provision of policy advice Sound, clear, concise and timely technical and policy
including: advice is essential to: developing appropriate maritime
sector legislation that complies with international
• Provision of technical safety advice (directly, and in
agreements, treaties and conventions efficiently;
association with, the Ministry of Transport) in relation
influencing the development of international agreements;
to maritime sector policy and legislation.
provision of maritime capacity building services in
• Contribution to the negotiation of international the Pacific to ensure a secure and stable region; and
agreements, treaties and conventions. designing initiatives that enable Maritime NZ to achieve
• Engagement in relationships with other international its strategic goals.
maritime administrations.
Maritime NZ’s delivery of this output supports us in
• Contribution to the development of policy advice by achieving the following strategic impacts:
departments (other than the Ministry of Transport)
and local government agencies. • Our international engagement ensures global
regulation aligns with New Zealand’s interests.
• Development of rules and other legislative
instruments under the maritime acts, as funded by • Our policy advice ensures maritime safety,
the Ministry of Transport. security and marine environmental protection is
fit-for-purpose.
• Provision of sustainable marine sector capacity and
capability building in the Pacific in partnership with • Government initiatives are informed by an awareness
the Ministry of Foreign Affairs and Trade (MFAT). of maritime safety, security and marine environmental
protection interests.
• We continually assess our performance to inform
and improve regulation and compliance practice that
meets regulatory stewardship expectations.
2018/19 2019/20
PERFORMANCE 2018/19 PERFORMANCE
HOW WE MEASURE OUR PERFORMANCE STANDARD EST. ACTUAL STANDARD
Quality:
1.1.1 The percentage of written advice3 to the Minister of 100% 100% 100%
Transport and the Ministry of Transport that meets
Maritime NZ’s quality criteria4
1.1.2 The percentage of objectives met at identified priority
international meetings attended (both inward and ≥95% 100% ≥95%
outward)5
Timeliness:
1.1.3 The percentage of the Transport regulatory programme 100% 100% 100%
completed subject to variations agreed with the Ministry
of Transport6
3 Advice is limited to policy analysis, briefings, reports to the Minister and the Ministry of Transport for ministerial consideration
and ministerial reports.
4 Quality criteria is defined as “form, content, quality of analysis and completion by due date as agreed with the Ministry” and
determined through internal quality control procedures.
5 Attendance objectives are determined in accordance with the agreed process to prioritise issues that align with NZ’s interests
under Maritime NZ’s international engagement strategy.
6 Transport regulatory programme comprises the annual transport rules and policy analyses agreed by Cabinet.
MARITIME NEW ZEALAND STATEMENT OF PERFORMANCE EXPECTATIONS 2019–20 192018/19 2019/20
PERFORMANCE 2018/19 PERFORMANCE
HOW WE MEASURE OUR PERFORMANCE STANDARD EST. ACTUAL STANDARD
1.1.4 The percentage of international reporting obligations to
100% 100% 100%
international organisations completed by due date7
1.1.5 The percentage of requests for advice received to
inform other government initiatives responded to within ≥80% ≥80% 90%
requested timeframes
Quantity:
1.1.6 The number of requests for advice received to inform New Measure New Measure 60–80
other government initiatives (demand driven volumes
provided for contextual information)8
OUTPUT 1.2: REVIEWS OF THE MARITIME SYSTEM
What we aim to achieve: How this contributes to our impacts:
Regular reviews of the maritime transport system to The proactive identification of emerging issues in the
promote the improvement and development of safety, maritime sector ensures that the maritime frameworks
security and marine environmental protection. remain relevant to the maritime industry, support
international best practice and minimise the costs
imposed on sector participants.
Maritime NZ’s delivery of this output supports us in
achieving the following strategic impacts:
• We continually assess our performance to inform
and improve regulation and compliance practice that
meets regulatory stewardship expectations.
2018/19 2019/20
PERFORMANCE 2018/19 PERFORMANCE
HOW WE ASSESS OUR PERFORMANCE STANDARD EST. ACTUAL STANDARD
Quality:
1.2.1 The percentage of intelligence reports and assessments New Measure New Measure ≥95%
commissioned to identify emerging or relevant system
issues that meet Maritime NZ’s quality criteria9
7 Maritime NZ has two international reporting obligations (to the IOPC Oil Fund and MARPOL Oil reporting). Reporting deadlines
are set by these international organisations.
8 This is an output volume measure that is demand driven and therefore outside of the direct control of Maritime NZ. It is included
to provide context to the level of work undertaken in any given year.
9 Intelligence reports are developed from terms of reference that have been agreed with the clients of the assessment. Terms of
reference include purpose, scope of analysis, information sources, and timeframes.
20 MARITIME NEW ZEALAND STATEMENT OF PERFORMANCE EXPECTATIONS 2019–20OUTPUT 1.3: MARITIME SECURITY AND
INTELLIGENCE ADVICE
Our international obligation to provide maritime security How this contributes to our impacts:
and intelligence advice and expertise minimises security
threats to New Zealand’s maritime interests. Failure The delivery of intelligence advice provides situational
to comply with the International Ship and Port Facility awareness and warnings for Maritime NZ and other
Security (ISPS) Code could result in New Zealand being agencies with security and response responsibilities and
blacklisted and subject to restrictions that would likely is a key enabler of maritime security outcomes. Maritime
inhibit international trade. NZ ensures appropriate intelligence capability by
being connected to the all-of-Government intelligence
What we aim to achieve: framework and through sustainable relationships with
industry.
Effective implementation of the ISPS Code, in
accordance with the Maritime Security Act 2004 (MSA), Maritime NZ’s delivery of this output supports us in
with the ability to take appropriate action in the public achieving the following strategic impacts:
interest to enforce the provisions of the MSA and • We have an internationally linked, intelligence-led
regulations and rules made under the MSA, including
security system that assures protection for all in
carrying out inspections and audits.
New Zealand’s maritime area of responsibility to
manage threats before they eventuate.
2018/19 2019/20
PERFORMANCE 2018/19 PERFORMANCE
HOW WE ASSESS OUR PERFORMANCE STANDARD EST. ACTUAL STANDARD
Quantity:
1.3.1 The percentage of New Zealand trading ports which are 100% 100% 100%
compliant with the ISPS Code10
1.3.2 The percentage of identified security threats to
New Zealand port facilities and ships in New Zealand 100% 100% 100%
waters that are appropriately responded to11
10 New Zealand has 14 commercial trading ports. The ISPS code sets out minimum security arrangements for ships, ports and
government agencies and is an amendment to the Safety of Life at Sea (SOLAS) Convention.
11 Maritime NZ uses the national framework to identify and assess potential security risks and then makes a decision about how to
address these. Appropriate actions include providing information to ports and other agencies on a case-by-case basis, requiring
a change in the content of port security plans. The confidential nature of security information means it is not appropriate to
provide detail about the volume and quality of this work, and as a result Maritime NZ expects to consistently meet the stated
target of 100%. The indicator is included to signal importance of this activity.
MARITIME NEW ZEALAND STATEMENT OF PERFORMANCE EXPECTATIONS 2019–20 21OUTPUT 1.4: MINISTERIAL SERVICING
Our Government support focuses on providing effective How this contributes to our impacts:
support to the Minister of Transport. This includes
writing submissions, drafting replies to ministerial The effective and efficient delivery of ministerial servicing
correspondence and parliamentary questions, and provides the Government with support and confidence
responding to ministerial requests for information. that the Authority is fulfilling its functions and meeting
statutory obligations.
What we aim to achieve: Maritime NZ’s delivery of this output supports us in
Effective delivery of support to executive government achieving the following strategic impacts:
and parliamentary processes. • Our policy advice ensures maritime safety,
security and marine environmental protection is
fit-for-purpose.
2018/19 2019/20
PERFORMANCE 2018/19 PERFORMANCE
HOW WE ASSESS OUR PERFORMANCE STANDARD EST. ACTUAL STANDARD
Quality and timeliness:
1.4.1 The percentage of replies to ministerial correspondence 100% 100% 100%
and parliamentary questions that meet Maritime NZ’s
quality criteria12
1.4.2 The percentage of OIA requests responded to in
New Measure New Measure 100%
accordance with Maritime NZ’s quality criteria13
Quantity:
1.4.3 The number of OIA requests received (demand driven New Measure New Measure 110–160
volumes provided for contextual information)14
OUTPUT CLASS 1: INFLUENCING THE POLICY ENVIRONMENT
FOR MARITIME SECTOR
Prospective Output Forecasts for the year ending 30 June 2020
2018/19 2018/19 2019/20
BUDGET FORECAST BUDGET
($000) ($000) ($000)
Revenue
Crown 3,349 3,349 3,349
Funding from crown agencies 3,310 3,496 3,156
Maritime Levy 2,047 2,550 4,728
Other third party revenue 209 275 239
Total revenue 8,915 9,670 11,472
Expenditure 8,915 9,670 11,273
Net surplus/(deficit) – – 199
12 Quality criteria is defined as per internal procedures and evidenced through internal sign off processes.
13 Quality criteria is defined as per internal procedures and evidenced through internal sign off processes as well as meeting the
legislative requirements under the Official Information Act 1982.
14 This is an output volume measure that is demand driven and therefore outside of the direct control of Maritime NZ. It is included
to provide context to the level of work undertaken in any given year.
22 MARITIME NEW ZEALAND STATEMENT OF PERFORMANCE EXPECTATIONS 2019–20Output class 2: Maritime safety and marine
protection services
Modern regulatory practice is premised on an understanding that the majority of participants
in a regulated sector will do the right thing when they are well informed and supported to meet
their obligations.
Under this output class we: We do this by:
Collecting
information that can
be used to inform the
Designing and on-going improvement
Develop and deliver the administering entry and adjustment
regulatory services legislatively controls that ensure of standards that
established as the responsibility participants meet underpin the
of Maritime NZ (through the Maritime appropriate standards regulatory system
Transport Act 1994, Health and Safety at and have relevant
Work Act 2015, Maritime Security Act 2004, knowledge and
Ship Registration Act 1992 and Hazardous experience
Substances and New Organisms Act 1996)
and to enable maritime operators and the
recreational boating community Providing and
to comply with safety, security maintaining coastal aids to
and marine environmental Undertaking navigation that contribute to
protection requirements monitoring, safety outcomes, by signalling
investigation and hazards, and distress and safety
enforcement activities that communication services to provide
ensure participants who are weather and warning information,
not inclined to meet their to ensure those who get into
obligations do so, and difficulty can seek help
are held to account and to facilitate the
when they do not coordination
of responses
MARITIME NEW ZEALAND STATEMENT OF PERFORMANCE EXPECTATIONS 2019–20 23OUTPUT 2.1: INFORMATION, EDUCATION, ENGAGEMENT
We engage with operators, seafarers, recreational How this contributes to our impacts:
boaties and other maritime sector stakeholders so we
can better understand each other, and Maritime NZ can Well-informed participants in the maritime sector
provide information, education and advice that helps to are more likely to adopt safer practices, have better
reduce risks and addresses needs. understanding of the intent and requirements of
regulations, and are more likely to comply with those
What we aim to achieve: regulations.
An increased understanding and knowledge of maritime Maritime NZ’s delivery of this output supports us in
safety, security and marine environmental protection achieving the following strategic impacts:
among our stakeholders. • Our compliance strategies and campaigns support,
Key activities include: encourage and require commercial operators
to take responsibility for the safety of their
• Engagement with the maritime sector.
maritime operations.
• Information, advice and education for • Our national and local recreational boating
commercial stakeholders.
campaigns promote a safety culture that leads to
• Recreational boating safety programmes. a positive behavioural change over time.
2018/19 2019/20
PERFORMANCE 2018/19 PERFORMANCE
HOW WE MEASURE OUR PERFORMANCE STANDARD EST. ACTUAL STANDARD
Quantity and timeliness:
2.1.1 The number of information and education campaigns 3–5 4 3–5
delivered15
2.1.2 The number of industry publications and guidance
30–40 30–40 30–40
documents published16
Quality:
2.1.3 The percentage of New Zealanders who practice safer ≥60% ≥60% ≥60%
recreational boating behaviours (as gauged by survey)
15 Maritime NZ delivers a range of information and education campaigns each year, focused on both recreational and commercial
sectors. Typically, there are two recreational boating campaigns scheduled for the commencement and midway through the
summer boating season. Commercial campaigns are more flexible, and focused on areas of highest need.
16 The number published is subject to fluctuation due to a reactive component responding to issues that emerge during the year.
24 MARITIME NEW ZEALAND STATEMENT OF PERFORMANCE EXPECTATIONS 2019–20You can also read
