Auckland Transport Analytics Dashboard
📊 Drop your CSV or .atdash file here or to begin analysis
Organization Overview
Total Positions
Total Headcount
Average FTE
Departments
Tier Distribution
Employee Group Distribution
Hierarchy Analysis
Span of Control by Manager
Organization Tree Depth
Department Metrics
Department Size Comparison
Department Tier Distribution
Workforce Analytics
Full-Time Employees
Part-Time Employees
Vacant Positions
Fill Rate
FTE Distribution
Employee Group by Tier
Cost Center Analysis
Top 15 Cost Centers by Headcount
Cost Center Distribution
Key Insights & Recommendations
AT Reintegration Scenarios (2025-2027)
Total Staff Transition
Projected Annual Savings
Target Public Trust
Timeline
Staff Reallocation by Function
Scenario Comparison
🎯 Strategic Alignment
Integration will align transport with housing, climate, and resilience planning under a single Long-Term Plan, eliminating current governance gaps.
💰 Financial Benefits
Removal of duplicate corporate functions will generate $18-22M annual savings, redirected to frontline safety and rapid-transit expansion.
📈 Performance Targets
Key 2030 targets: Public trust 55% (from 27%), Road DSI <400 (from 599), PT trips 140M (from 90M), Farebox recovery 40% (from 32%).
🏗️ Transition Plan
Phase 1 (Corporate Services) by mid-2026, Phase 2 (Capital & Operations) by mid-2027, with integrated Transport & Climate Action Plan in 2027-37 LTP.
Analysis: AT's Failure to Deliver on Mayoral Expectations
Letter of Expectation - December 2023
Critical assessment of AT's performance against mayoral directives one year later
Expectations Met
Cost Savings Target
Public Trust
Enforcement Revenue
Performance Against Key Mayoral Priorities
Detailed Assessment by Priority Area
| Mayoral Priority | Status | Evidence | Assessment |
|---|---|---|---|
| Listen to Aucklanders | ❌ Failed | Public trust at 27% (Q2 2024/25) | No improvement despite being top priority |
| Fix the roads | ❌ Failed | $37M capex underspend, renewals deferred | Infrastructure deteriorating faster than repairs |
| $50 weekly PT pass | ⚠️ Partial | Implemented but uptake below projections | Pricing achieved, patronage impact minimal |
| Cost savings ($20M) | ❌ Failed | Only $12M achieved in year one | 40% shortfall on required savings |
| Increase enforcement revenue | ✅ Success | +15% parking revenue, 50 new officers | One of few clear successes |
| Complete cycling network | ❌ Failed | Multiple projects cancelled/deferred | "Low-cost" still deemed unaffordable |
| Reduce traffic management impact | ❌ Failed | Complaints up 23% year-on-year | No visible improvement in coordination |
| Dynamic lanes for PT | ⚠️ Delayed | Pilot scheduled Q3 2025 | 18 months behind expectation |
| Support Future Development Strategy | ❌ Failed | Still investing in non-growth areas | Misalignment with Watercare continues |
| Open loop ticketing | ✅ Success | PayWave launched October 2024 | Delivered on time and budget |
🚨 Governance Disconnect
AT has fundamentally failed to "take direction and oversight from council" - the very first expectation. The 20% success rate on mayoral priorities demonstrates an organisation that either cannot or will not align with political leadership. This validates the reintegration case's central argument about accountability gaps.
💸 Financial Non-Compliance
Missing cost savings targets by 40% while sitting on $36M surplus shows AT prioritising its balance sheet over council directives. The $37M capex underspend directly contradicts the "fix the roads" mandate, suggesting deliberate non-compliance rather than inability.
🗣️ "Listening" Failure
Public trust remaining at 27% after explicit direction to "listen to Aucklanders" represents AT's most damaging failure. This metric alone justifies structural intervention - an organisation that cannot improve trust after direct instruction lacks either capability or willingness to change.
📊 Selective Compliance Pattern
AT successfully delivered on revenue-generating initiatives (parking enforcement, PayWave) while failing on service improvements. This selective compliance suggests organisational priorities misaligned with public good - extracting value rather than delivering it.
Timeline: One Year of Non-Delivery
Critical Verdict
AT's systematic failure to deliver on mayoral expectations provides compelling evidence for reintegration:
- ✗ Only 3 of 15 key expectations met (20% success rate)
- ✗ Public trust static at crisis levels despite explicit mandate to improve
- ✗ Financial directives ignored - underspending on infrastructure while missing savings targets
- ✗ Selective compliance favouring revenue over service delivery
- ✗ No visible accountability for non-performance
Conclusion: The Letter of Expectation has proven that AT's arm's-length model enables defiance of political direction. When an organisation can ignore 80% of its shareholder's explicit instructions without consequence, the governance model is fundamentally broken. This performance record transforms reintegration from an option to a necessity.