Implementation

Implementation Arrangements

173 The recommendations in this report represent the next steps for the land transport sector. They would take considerable effort to implement successfully. Arrangements would need to be set in place to manage the process and ensure that the recommendations are adopted successfully.

174 It is proposed that the process be overseen by an Implementation Steering Group chaired by the Chief Executive of the Ministry of Transport, and consisting of the Ministry, the Treasury, Department of the Prime Minister and Cabinet and the State Services Commission.

175 The Implementation Steering Group would be responsible for developing a detailed implementation plan to deliver the high-level actions.

176 It is proposed that the Implementation Steering Group report to the Ministers of Transport, State Services, and Finance. It should report on progress regularly against an implementation plan, including milestones and should put in place an evaluation strategy to determine the effectiveness of the package of changes after a suitable time.

Implementation Tasks

177 The following paragraphs highlight some of the major/high-level areas of work necessary to implement the Review's proposals.

Legislative Changes

178 The proposed changes to the planning and funding arrangements, Government agency structure and a number of their respective functions would require legislative amendments. A key first step would be to identify, agree and draft legislative changes to give effect to the proposals (legislative changes would be required to at least the Land Transport Act and the Land Transport Management Act).

Communication

179 Key messages about the proposed changes would need to be developed and communicated to the sector, including local government, which would be an important part of the implementation process. A communications process should be developed promptly.

Role Changes

180 New roles for different agencies and revisions to existing roles are proposed (e.g. the Ministry of Transport would have new roles in the funding and planning process). Further work would be required to expand on the key elements of new and revised roles and how they would work in practice. New and revised roles would need to be integrated into organisational structures, and SOIs and other accountability documents would require alignment.

Functional Changes

181 Prior to the implementation of changes in agency function, decisions would need to be made regarding boundaries and transitional arrangements to enable, where possible, some transfers to occur in advance of legislative changes.

Structural Changes

182 Any structural reforms would require legislative changes and have overlaps with the 'staff' work-stream.

Staff

183 The proposals regarding structural and functional change would have implications for a number of staff at each Government agency. A first step would be to identify staff who may be affected by Review proposals and engage with unions, staff representatives and staff.

Cost/Resource Implications

184 The recommendations require a consideration of resource implications including:

  • transitional costs associated with implementing the proposed changes;
  • on-going costs associated with additional roles or functions; and
  • costs associated with disestablishment and establishment of agencies, and funding a new entity.

Capability Implications

185 The proposals have capability implications, particularly for the Ministry. First steps would be to:

  • actively address capability gaps to improve the Ministry's capability to undertake its sector leadership, sector monitoring, and strategic policy advice functions effectively; and
  • assess the capacity and capability needed for the Ministry to fulfil the additional roles and functions conferred on it by this Review and put in place a plan to address gaps.

Timing

186 Full implementation would take a number of years and transition measures would be required while legislative details and arrangements were finalised.

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