Statement of Intent 2011-2014 - New Zealand Customs Service

Processes, systems, and technologyINDICATOR MEASURE AND TARGET BASELINEState of customs processescompared with internationalstandardsFunctionality of Customs’transaction processing systemReliability of Customs’transaction processing systemNew Zealand Customs’ processesmeet the requirements set out inthe World Customs OrganizationFramework of Standards to Secureand Facilitate Global TradeMeets the data standards of theWorld Customs Organizationdata model for a single windowenvironment99% availability on a 24 hours aday, seven days a week basisNoNoYesRisk of failure is low 15% probability of a failure of up to 48 hours, 5%probability of a failure of up to 10 working daysRelationshipsINDICATOR MEASURE AND TARGET BASELINECommercial clients’ ratings oftheir working relationships withCustomsBorder sector agency’s ratingsof their working relationshipswith CustomsCommercial clients rate theirworking relationships with Customsas good or better, as measured byCustoms’ stakeholder surveyBorder sector agencies rate theirworking relationships with Customsas good or better, as measured byCustoms’ stakeholder survey» 82% found the quality of Customs’ working relationshipwith their company as very good or good (2008)» 71% found Customs’ responsiveness to commercialcustomers’ needs very good or good (2008)Government agencies reported their relationships withCustoms as being extremely positive, productive, andvaluedOTHER INFORMATIONMeasures of cost-effectivenessCustoms operates within a changingoperating environment. We seek todeliver the right services effectivelyand efficiently. Customs’ costeffectivenessis assessed on the basisof the following:»»output measures outlined in theInformation Supporting the Estimatesoutcome and impact measuresoutlined in the document earlier» cost-efficiency measures shown foreach outcome of Protection, Trade,Travel, and Revenue, on pages 15,19, 23, and 26.Equal employment opportunitiesCustoms continues to recognise thevalue of a diverse mix of staff interms of cultural ethnicity and genderto ensure we are well placed to meetthe needs of our diverse client base. 28We also recognise the importantconstitutional relationship Māorihave with the Crown as partner tothe Treaty of Waitangi. We continueto collect and analyse information onethnicity and gender, to inform ourpeople capability strategy. 29We require our managers andleaders to maintain and build furtherawareness of ethnicity, gender,and disability issues relating torecruitment and career development.Our retention approach also requiresour managers to support careerdevelopment pathways and the CareerDevelopment Board processes.28 Customs’ focus on equal employment opportunities is informed by the State Services Commission’s Equality and Diversity: New Zealand Public Service Equal Opportunities Policy.29 In terms of ethnicity, as at 31 December 2010, 9 percent of Customs’ employees were identified as Māori, 7.8 percent as Pacific peoples, 10.3 percent as Asian, 60.1 percent asNew Zealand Pākehā (New Zealand European), and 15.8 percent as European (non-New Zealanders). The proportion of female staff was 39.6 percent as at 31 December 2010.32 Statement of Intent 2011–2014