Statement of Intent 2011-2014 - New Zealand Customs Service

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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
CAPITAL AND ASSETMANAGEMENT INTENTIONSCustoms’ asset management plansupports the Government’s outcomes,and Customs’ priorities and newapproach to managing ports, detailedearlier in this document. The planincludes:» continuing to implement thefirst stage of the Joint BorderManagement System–Trade SingleWindow (JBMS–TSW)» completing the programme toinstall the self-service borderclearance technology, SmartGate,for eligible travellers flying trans-Tasman routes» advancing Customs’accommodation programmewith a focus on refurbishing theAuckland Customhouse. Thisfollows major accommodationprojects that have beensuccessfully undertaken atAuckland air and sea ports in thepast two financial years. The moveof the Wellington Customhouseto new premises was successfullyundertaken in September 2010.Border management systems arerequired to operate reliably andaccurately 24 hours a day seven days aweek both at the frontline and in theback office. Customs has reportingmechanisms and alert processes inplace that monitor availability andensure any unscheduled outages arepromptly addressed.Well designed and integratedsystems that support enhancedbusiness processes make a significantcontribution to the facilitation, riskmanagement and revenue outcomesthat Customs is charged withadvancing. In 2011/12, Customs’systems will facilitate trade valued atcirca $85 billion, process more than10 million travellers, and enable morethan $10 billion of Crown revenue tobe collected. These systems processconsiderable amounts of data quickly,accurately, and reliably and generateinformation on risks, clearances, andother issues that are able to be actedon by Customs and other agencieswith which information is shared.In addition, the forecast capitalexpenditure includes a provision forthe routine replacement and upgradeof Customs’ plant and equipment.This provision has been establishedto enable Customs’ outcomes to bedelivered in a safe and cost-effectivemanner.Customs’ forecast capital expenditurefrom 1 July 2011 to 30 June 2014 is asfollows:CATEGORY 2011/12$0002012/13$0002013/14$000Computer equipment 6,531 3,100 1,600Computer software 40,264 20,600 1,500Furniture and fittings 635 250 500Leasehold improvements 1,489 500 500Motor vehicles 500 500 500Office equipment and plant 8,826 750 1,000Total 58,245 25,700 5,600New Zealand Customs Service 33
Page 1: B.24 SOI (2011)NEW ZEALANDCUSTOMS S
Page 5 and 6: CONTENTSMINISTER’S FOREWORD .....
Page 7 and 8: MINISTER’S STATEMENT OF RESPONSIB
Page 9 and 10: COMPTROLLER’S STATEMENT OF RESPON
Page 11 and 12: STRATEGIC DIRECTIONTHE GOVERNMENT
Page 13 and 14: » Protection — New Zealand ispro
Page 15 and 16: order and revenue in order that New
Page 17 and 18: New Zealand expects continuedchalle
Page 19 and 20: OUTCOME: PROTECTIONNew Zealand is m
Page 21 and 22: WHAT WE WILL DO TO ACHIEVETHESE IMP
Page 23 and 24: OUTCOME: TRADENew Zealand’s trade
Page 25 and 26: our trade presents a low risk to th
Page 27 and 28: OUTCOME: TRAVELTravel to and from N
Page 29 and 30: Travel outcome measuresThese indica
Page 31 and 32: Impacts for the Revenue outcomeREVE
Page 33 and 34: development projects during2011/12,
Page 35: Customs will continue to engage wit

Statement of Intent 2011-2014 - New Zealand Customs Service

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