2012–17 CORPORATE PLAN

Transcription

2012–17
CORPORATE PLAN
ABOUT THIS CORPORATE PLAN
This Corporate Plan 2012-17 Connections outlines the strategic direction of Transport for NSW (TfNSW).
It provides a framework to help us respond to the challenges of a changing transport environment and
deliver improvements for our customers.
It explains our role in overseeing the transport system, how we will fulfil that role in the short to medium term
and how we will work with our service partners to deliver a transport system that makes NSW a better place
TABLE OF
CONTENTS
to live, do business and visit. It guides the work of our agency, and provides strategic direction for the other
agencies in the transport cluster.
Ministers’ Message ....................................................................... 5
Connections defines our five major areas of focus, our strategic themes, and the strategies and activities that
Director General’s Message ...................................................... 7
support them. We will put the customer at the centre of each of these focus areas:
Our Purpose ................................................................................... 9
•
Planning and financing the transport system of the future
Our Values ....................................................................................... 10
•
Maintaining transport assets
About Transport for NSW ......................................................... 13
•
Improving transport services and operations
Transport by Numbers ................................................................ 20
•
Growing the transport system
Customer Q and A ....................................................................... 23
•
Developing the transport businesses of the future
It is important to recognise that the transport system is more than just public transport. This Corporate Plan
The Transport Task ....................................................................... 29
Strategic Directions 2012-17 ..................................................... 37
refers to the transport system in the broadest sense, including road, rail and marine transportation, and the
How we do Business ................................................................... 51
customers, systems, policies and regulatory frameworks and other elements that allow it to function effectively.
NSW 2021 ........................................................................................ 57
Connections provides us with priorities in delivering quality transport outcomes for our customers, the
Our Corporate Framework ........................................................ 61
community and the economy, while maintaining flexibility to embrace the opportunities that arise over
the next five years.
TRANSPORT FOR NSW
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MINISTERS´ MESSAGE
The establishment of Transport for NSW on 1 November 2011 was an important step in achieving
our vision for a truly integrated transport system.
BLUE ABSTRACT IMAGE
For the first time in NSW, a single transport
and road infrastructure like Camden Valley Way
authority is responsible for overseeing the entire
and Richmond Road to support housing and
transport system. Transport for NSW will ensure
employment growth in Western Sydney. Our
that the customer is at the heart of every decision
Government has placed a renewed focus on
we make and action we take in delivering safe and
freight, which is highlighted by the progress on
reliable transport services.
the Northern Sydney Freight Corridor.
We have already achieved so much. In less than a
It has been a tremendous start, but we need to
year all planning and policy functions have been
maintain our momentum to improve public transport
consolidated within the new agency, signalling
services, reduce congestion on our roads, improve
the end of silos and duplication across transport.
the way that freight moves within and through our
We have delivered 63 extra rail services and 91
State and build the transport infrastructure that we
extra night ride bus services each week; enhanced
need to support our cities and regions.
real-time travel information for customers on the
M4 and M7; and established agreements to widen
the M5 West and deliver a 50 per cent discount
Duncan Gay
Gladys Berejiklian
MINISTER FOR TRANSPORT
MINISTER FOR ROADS AND PORTS
on driver licence fees for people with a five year
blemish-free driving record.
We have forged ahead with major infrastructure
projects such as the long awaited North West Rail
Link and South West Rail Link, while embarking
on Sydney’s Rail Future, a major overhaul of
the rail network which will eventually include a
second Sydney Harbour crossing. We have also
We are planning for the future of our transport
system by delivering a Long Term Transport Master
Plan and a Freight and Ports Strategy, but we are not
doing it alone; we are consulting with the people of
NSW, our key stakeholders and our customers who
need and expect a better transport system.
We are determined to deliver a better transport
system for customers, where all transport modes
work together to meet our social and economic
needs now, and into the future.
continued to upgrade major regional highways,
with a focus on the Pacific and Princes Highways,
TRANSPORT FOR NSW
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DIRECTOR GENERAL’S MESSAGE
Transport will always be about people and connections. Like any well-oiled machine, the
transport system requires the right parts to be in the right places and to work together at
the right times. Transport is complex, but it is essential that we get it right as it is critical
to the life of this State and the people who live here.
Our customers want us to maximise their transport
experience so that it is efficient in the use of their time
and our resources, and effective, so they get from A to B
in a seamless, safe and connected way.
Les Wielinga Director General, Transport for NSW
Across the transport cluster we need to recognise
and the effective management of this growth will lead
that the moment someone moves out of their front
to greater economic development and connectivity
gate they are part of the transport system; they will
across our State, in Sydney and our regions.
be a pedestrian, cyclist, motorist or public transport
passenger and they will use different modes of
transport throughout their day. Our customers
want us to maximise their transport experience so
that it is efficient in the use of their time and our
In a short amount of time we have built the agency
that will shape the future of the transport system.
Our successes so far are a great reflection on the
people that are part of Transport for NSW.
resources, and effective, so they get from A to B
This Corporate Plan 2012-17 Connections, will guide
in a seamless, safe and connected way.
our work over the next five years. It outlines what
Transport also drives our economy, and we
recognise that the freight task needs to be given
more of a focus in the planning and delivery of
we will do, and how we will deliver a transport
system that improves the lives of everyone who
lives, works in, and visits NSW.
transport. Freight demand will continue to grow,
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CORPORATE PLAN 2012–2017
TRANSPORT FOR NSW
7
OUR
PURPOSE
Our purpose statement explains why we are here and what we aspire to achieve through transport.
It recognises the fundamental importance of transport to our quality of life and prosperity.
We have a responsibility to ensure that transport creates the best possible social and economic
outcomes in NSW now, and for future generations.
To make New South Wales a better
place to live, do business and visit,
by managing and shaping the future
of the whole transport system.
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TRANSPORT FOR NSW
9
Our values are:
OUR
VALUES
COLLABORATION
SOLUTIONS
We value each other and create better
outcomes by working together.
We deliver sustainable and innovative
solutions to NSW’s transport needs.
CUSTOMER FOCUS
We place the customer
at the centre of
everything we do.
Our values define the character of our agency and guide our decision making and behaviour.
They are the standards we set for interactions with our customers, the community and our
stakeholders; the way that we work with each other every day; and the principles we expect
to see upheld by our partners in the transport cluster.
Our values have been created by engaging with our staff and transport operators, to ensure they
truly represent our people and what we value as an agency.
We are a values-driven organisation, using our values to recruit our people, to guide our
performance and recognise our successes, and as the cornerstone of
our shared culture across the transport cluster.
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INTEGRITY
SAFETY
We take responsibility and
communicate openly.
We prioritise safety for our people
and our customers.
ABOUT THIS CORPORATE PLAN
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ABOUT
TRANSPORT FOR NSW
Transport for NSW was created in November 2011, as the centrepiece of a comprehensively
restructured transport portfolio. Our agency is responsible for managing and shaping the
future of the transport system in NSW.
•
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a. To plan for a transport system that meets the needs and expectations of the public;
•
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b. To promote economic development and investment;
We will put the customer first in everything we do, ensuring their needs and expectations are
integrated in transport planning and policy and in the delivery of services and infrastructure
across all modes of transport.
The Transport Administration Act 1988 outlines Transport for NSW’s objectives:
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c. To provide integration at the decision-making level across all public transport modes;
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d. To promote greater efficiency in the delivery of transport infrastructure projects; and
e. To promote the safe and reliable delivery of public transport and freight services.
Our organisational Results, government priorities and the strategies and activities listed in
this Corporate Plan will be met within this legislative framework.
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TRANSPORT FOR NSW
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Organisational Structure
There are six core divisions of Transport for NSW:
PLANNING AND
PROGRAMS
• Customer Experience (CED) – builds the evidence base that guides and informs an organisationwide customer focus, bringing the voice of the customer into the organisation and ensuring clear and
effective communications.
• Freight and Regional Development (FRD) – drives the development of freight policy and planning
to facilitate trade and commerce; engages with industry to support the efficient movement of goods
across key supply chain components, including land and marine transport networks, ports and
CUSTOMER
EXPERIENCE
TRANSPORT
PROJECTS
intermodal terminals.
• Planning and Programs (PP) – drives the development of work programs and services by
consolidating transport planning across all modes of transport and determining investment priorities.
• Policy and Regulation (PR) – drives the development and implementation of customer-focused
TRANSPORT
FOR NSW
policy solutions to address strategic transport challenges and achieve NSW Government objectives.
• Transport Projects (TP) – works in partnership with service providers and the construction industry
to deliver innovative and sustainable transport networks, by deploying expertise in development and
delivery of transport infrastructure and strategic assets that put the customer at the centre, while
offering value for money to the people of NSW.
• Transport Services (TS) – coordinates service planning and integration; manages contracts with
public and private service providers to deliver clean, reliable, safe and efficient transport services
for customers; manages a service level agreement with the Transport Management Centre (TMC).
These core divisions are supported by two support divisions: Finance, Audit and Strategy (FAS) and
Human Resources and Business Services (HRBS), that includes a Group Corporate Counsel. A project
office has also been created to manage the delivery of the North West Rail Link (NWRL).
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FREIGHT AND
REGIONAL
DEVELOPMENT
TRANSPORT
SERVICES
POLICY AND
REGULATION
The Transport Cluster
Gladys Berejiklian
Minister for Transport
Transport for NSW and the following operating agencies and service providers comprise
the transport cluster:
Duncan Gay
Minister for Roads and Ports
• Roads and Maritime Services (RMS)
Transport
Advisory Board
• RailCorp*
• State Transit Authority (STA)
TRANSPORT FOR NSW
SUPPORT DIVISIONS
Les Wielinga
Director General
• Sydney Ports Corporation
Arthur Diakos
Chief Financial Officer
Finance, Audit and Strategy
• Newcastle Port Corporation
• Port Kembla Port Corporation
• Sydney Ferry Operator
• Private ferry operators
• Private bus operators
• Light Rail Operator
Fran McPherson
CORE DIVISIONS
Tony Braxton-Smith
Deputy Director General
Customer Experience
Carolyn McNally
Chris Lock
Planning and Programs
Transport Projects
Tim Reardon
Fergus Gammie
PROJECT OFFICE
Rachel Johnson
Freight and Regional
Development
Policy and Regulation
Transport Services
• Taxis
The Independent Transport Safety Regulator (ITSR) and Office of Transport Safety Investigations
(OTSI) are also part of the transport cluster, and responsible for independent safety regulation
Grant Gilfillan
Chief Executive Officer
Sydney Ports Corporation
Peter Duncan
Sydney Ferry Operator
Chief Executive
Roads and Maritime Services
Private bus operators
Chief Executive
RailCorp
Light Rail Operator
State Transit Authority
and investigation respectively.
* To become Sydney Trains, NSW Trains and Transport Cleaning Services
Gary Webb
Newcastle Port Corporation
Dom Figliomeni
Port Kembla Port Corporation
PORT CORPORATIONS
PRIVATE OPERATORS
Rob Mason
Peter Rowley
OPERATING AGENCIES
Service Providers
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Executive Director
Human Resources and
Business Services
Rodd Staples
Project Director
North West Rail Link
Our Business Model
Our business model explains the conceptual flow of our business, based on the structure of our
Planning and Programs and Policy and Regulation develop our program of works and the regulation or
divisions and their role in delivering the objectives of the transport system in NSW.
policy that will deliver what we need to achieve. These divisions consider our government priorities and
Customer Experience and Freight and Regional Development engage with our customers and key
representative groups, and establish the frameworks and processes that help our agency put the
customer at the centre and consult or collaborate effectively with stakeholders. They gain insight
and build an evidence base about our customers that informs our understanding of their expectations,
perceptions and satisfaction with our services. This information becomes the basis for plans and
strategies to deliver improvements for our customers. Both divisions then have a role in delivering
some of the services, policy and performance targets that will ensure we achieve our Results.
commitments, our relationship and agreements with the Commonwealth Government and the evidence
base gathered by Customer Experience and Freight and Regional Development. They also look at a
broad range of information including planning and land use policy; future transport and demographic
demands; environmental, disability and safety standards; as well as the funding available and the current
use of the transport system.
Transport Projects and Transport Services’ key focus is to ensure that the plans and program of works
are delivered, by either contracting or procuring services from operating agencies or private service
providers, or by delivering the project or service themselves. These divisions establish the standards,
performance measurement and controls that deliver high quality and consistent models for delivery of
There is a conceptual flow of our business model from left to right:
our outcomes. Where there is a significant project to be delivered over a long period of time a separate
program or project office can be established through these divisions to focus resources and effort on
CUSTOMER EXPERIENCE
PLANNING AND
PROGRAMS
successful delivery. The North West Rail Link is a current example of this approach.
TRANSPORT PROJECTS
Our two support divisions, Finance, Audit and Strategy and Human Resources and Business Services,
deliver effective business systems, governance and processes that enable the whole organisation to
function and focus on what we need to deliver. These enablers include efficient and effective human
resources, business services, information and communication technologies (ICT), financial management,
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Gaining
customer
insight and
engagement
Developing
program of
works and rules
of engagement
Ensuring
delivery of
projects and
services
FREIGHT AND REGIONAL
DEVELOPMENT
POLICY AND
REGULATION
TRANSPORT SERVICES
strategy and performance measurement, workplace safety, and legal services.
TRANSPORT FOR NSW
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Annual public transport patronage (2010/11) Million customer journeys
RAIL
294.5
TRANSPORT BY
NUMBERS
FERRIES
221.5
LIGHT RAIL
14.5
3.7
Metro/Regional (2012)
METROPOLITAN RAILWAY STATIONS
METROPOLITAN BUS ROUTES
307
Transport for NSW manages a diverse and complex transport system. The statistics on
these pages demonstrate this scope and complexity, and the significance of transport
to the prosperity and wellbeing of NSW.
BUS
600
RURAL DESTINATIONS SERVED BY RAIL
RURAL AND REGIONAL BUS ROUTES
365
• 9.1 million – NSW forecast population 2036
529
• $91 billion – Value of assets managed by TfNSW (2011)
• 184,760 – Road kilometres in NSW (2009)
Domestic freight (2007/08) tonne kms
• 12,000 – Kilometres of rail track in NSW (2011)
• 5.6 million – Vehicles registered in NSW (2011)
ROAD
RAIL
SHIPPING
64 billion
23 billion
3 billion
Source: Bureau of Transport Statistics (April 2012)
Bureau of Infrastructure, Transport and Regional Economics - Australian Infrastructure Yearbook (2011)
TRANSPORT FOR NSW
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CUSTOMER
Q and A
Transport for NSW will put the customer
at the centre of everything we do.
BLUE ABSTRACT IMAGE
Gladys Berejiklian Minister for Transport
What does it mean?
Putting the customer at the centre of everything we do means fundamentally changing the way
transport is planned and delivered in NSW. It means engaging with customers to understand what
they value about transport, understanding what they want to see improve and how we can better
meet their needs and expectations across all aspects of the transport system.
Who are our customers?
Our customers are those who derive a direct benefit from using the transport system and the services
we offer. There are very few people in NSW that are not our customers; most of us are pedestrians and
many of us rely on the road and public transport networks in our daily lives.
Our focus is on providing the greatest social and economic benefit for the whole of NSW, and we
achieve this most effectively by providing the greatest value for our customers. For example, by
understanding the needs of our freight customers and working with them to ensure that goods can
move efficiently through supply chains, we are helping to support the economic development of our
State and enabling goods to be available at reasonable prices for the community and end consumers.
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TRANSPORT FOR NSW
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What about the rest of the community?
How do customers ‘experience’ transport?
Everyone in our community benefits from the transport system, directly or indirectly, and the perceptions
The customer experience or ‘take-home value’ of the transport system is made up of two core elements.
of the entire community towards transport are very important. The community expects our agency
Firstly, there is a functional benefit we deliver in helping move people and goods between origin and
to provide services that create value for our customers, as well as operate our business in a just, fair,
destination. Secondly, there is the experience of the journey itself, which stimulates an emotional
efficient and effective manner.
response. Overall this produces a level of satisfaction that we aim to improve over time.
In the same way that a private company needs to satisfy its direct customers and its investors, Transport
Transport for NSW directly manages many elements that influence customers’ experience, such as the
for NSW is accountable to our customers, as well as those that provide us with resources and the authority
infrastructure and the services that we provide. Others are managed indirectly and can be influenced
to provide results on their behalf (the NSW community and the NSW Government that represents them).
more by the outside world, for example the behaviours of other passengers or road users.
Are colleagues and business partners our customers?
Most of us who work in transport use the transport system on a daily basis; when we use the system we
The customer experience framework shows the key dimensions that shape the way customers
experience transport. We need to understand customers’ needs, interests and expectations in
each of these dimensions, and use these insights in our planning and in the delivery of services.
are its customers. At work we are not necessarily each others’ customers in a business sense, however
our daily interactions with each other are built on similar principles to good customer service.
Our relationships with business partners and intermediaries are also very important, as they are often
the people and organisations that deliver services directly to our customers.
Customer experience framework
OPERATIONS
Our organisational values are customer focus, safety, integrity, collaboration and solutions. These values
underpin the way that we work with each other and interact with business partners and colleagues. Our
INFRASTRUCTURE
SERVICES
agency will be most effective at meeting the needs of our customers by relying on our values to guide
the way we work.
How do we work with stakeholders and representative groups?
There are many groups that have an interest in transport and in what our agency does. These can be
The Customer
Experience
RULES OF ENGAGEMENT
TAKE HOME VALUE
PRICING, PURCHASE
AND PAYMENT
• Functional Benefits
(getting from A to B)
groups that we consult and collaborate with on particular policy issues or projects, including other
government agencies, advisory boards and committees, peak industry bodies and associations,
• Emotional Response
(the journey experience)
advocacy groups and non-government organisations.
While these groups are our stakeholders rather than customers, it is important to understand they
may represent particular customer views or interests. Putting the customer at the centre of everything
means working with these stakeholders and representative groups to provide quality transport
INTERACTIONS
WITH OTHER USERS
COMMUNICATIONS
AND BRANDING
outcomes for our customers with the support of the broader community.
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TRANSPORT FOR NSW
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Customer Value Proposition: NSW Bus Services
How can we meet the diverse needs of our customers?
Different customers place emphasis on different elements of the transport system. In order to better
understand their diverse needs and expectations, we segment customers into groups that share similar
attributes. This allows us to tailor services and prioritise investments based on what satisfies most
customers, and what satisfies customers most.
Delivering customer-focused transport begins with understanding the service attributes that customers consider
most important, what delivers value for customers and their level of satisfaction with each element of the current
product package. The insights we generate reveal the key drivers underpinning our customers’ patronage, loyalty
and advocacy of our services.
A Customer Value Proposition (CVP) summarises what our customers value most about our products and services.
CVPs have been completed for several modes of transport, and using these and other market research we are able
For example, our research shows that customers who travel on buses generally fall into one of four segments
to gain insight into current and potential customers’ needs, preferences and priorities, and focus on improving the
based on what they value most: time, systems and efficiency, reassurance or comfort elements of the service.
things that matter most.
By carefully analysing the elements of our product package that are most valued by customers in each of
these segments, we are able to better design and deliver our services around those customers’ needs.
The Bus Services CVP below is an example of how market research reveals the components that our customers
value about transport services:
It’s important to recognise that in our business there will always be constraints and trade-offs, and competing
VALUE PROPOSITION
demands from different types of customers. For example, the Sydney metropolitan rail network services both
They place above average
importance on:
freight and passenger customers who may have different interests and needs based on many factors.
While we are fundamentally changing the way transport is delivered, and enhancing the value we
provide, we must also ensure our customers and the community are well-informed about the challenges
that we face in managing a complex transport system. We will develop an evidence base of customer
I value getting from the start to the
end of my journey on time and in the
shortest possible time without waiting
Transport for NSW will put customers at the centre of everything by listening to them, analysing and
• More frequent buses / reduced
waiting time
34%
• Buses always have room to take
on passengers
interests of the community, considering these perspectives in our decisions and actions.
How will we put customers at the centre of everything we do?
TIME
• Reduced trip time
insights, consult key stakeholders at the appropriate time and take into account the concerns and
% contestable market that values
this proposition most
I value a bus journey that effectively
uses current technology to make my
journey more efficient and keeps
me updated
SYSTEMS AND EFFICIENCY
• Electronic ticket that works
across all modes of transport
• Real time notification at bus stop
28%
• Easy to understand timetable at
bus stop
understanding what they value about transport, and ensuring those values guide planning, service
design, standards and specifications, contractual agreements and other mechanisms that determine
how services are delivered.
We will measure our performance internally as well as asking customers to rate our performance to
ensure we are meeting our commitments to them. Monitoring and measurement of key attributes that
I value feeling safe while waiting for
the bus to arrive, having a bus driver
that is friendly to me and a bus that I
can easily get on and off
REASSURANCE
• Special needs access
• Friendly and helpful drivers
21%
• Safe and well lit bus shelters
customers value most will be used as a means of driving service improvements in the areas that count.
We use our performance results and customer feedback to refine our insights and intelligence and to
continually improve our services. Putting the customer at the centre of everything we do is a way of
working and an ongoing focus for Transport for NSW.
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I value a bus journey where I can sit
down and where the temperature level
is moderated based on the season
COMFORT
• Effective air con and heating
• Always being able to get a seat
• Bus seats with greater leg room
17%
THE TRANSPORT
BLUE ABSTRACT IMAGE
TASK
Our task is to make the transport system work better now and
anticipate how our society will change in the future, to ensure the
transport system continues to provide benefits for our customers
and supports the social and economic needs of our State.
The millions of journeys that are made in NSW
Our task is to make the transport system work better
every day make an important contribution to our
now and anticipate how our society will change in the
quality of life and prosperity. Transport provides
future, to ensure the transport system continues to
us with ways to interact with each other socially,
provide benefits for our customers and supports the
access employment and essential services, and
social and economic needs of our State.
create economic value through the transfer of
goods and delivery of services between suppliers
and consumers. Improvements in transport can have
remarkable benefits for our cities and regions.
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The trends described in this section provide the
context for some of the key challenges we will need to
proactively manage over the next five years and beyond.
TRANSPORT FOR NSW
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Customers’ diverse and changing travel needs
Planning for changes in population and employment
Changes in customer lifestyles can change the way transport systems are used, meaning that travel
Urban population and employment growth are key drivers in demand for travel. By 2031 the
behaviour and patterns will vary over time and across different regions in NSW. Customers living in rural and
population of NSW will be approaching nine million people and Sydney’s population will be about
regional NSW, for example, require a very different transport experience to those customers living in Sydney;
six million. This will have major implications for how we plan and deliver transport.
our customers in the freight industry have different needs to customers such as cyclists and pedestrians.
Our challenge is to adapt to these changing needs and expectations by using information, intelligence
We need to shape the way our cities and regional centres evolve to support this population growth,
to ensure the quality of life and prosperity of future generations.
and insights in our decision making. This will enable us to differentiate our services across modes and
locations, and for different customers.
Population change in NSW and Sydney 2012-31
Our roads, waterways and public transport networks will need to work as one connected system to
provide the best services and adapt to emerging social trends, including more flexible working patterns
and the growing diversity in recreational and entertainment activities.
Reason for travel - Regional comparison 2010/11
Population
Region
Population Change
2012
2031
Total Change
Change %
Sydney
4.6
6.0
1.4
30.4
Rest of NSW
2.6
2.7
0.1
3.9
Total NSW
7.2
8.7
1.5
20.8
Reason for travel (Trips ‘000s)
Sydney
Newcastle
Illawarra
GMA*
Social/recreation
3,839
503
473
4,839
Serve passenger
2,932
332
273
3,566
Source: Bureau of Transport Statistics 2012
Shopping
2,604
389
291
3,329
Our population is not only increasing, but its age profile is also shifting. By 2031, 20 per cent of the
Commuting
2,590
272
192
3,054
NSW population will be over 65. We will need to make sure that information, signage and safety
Work related business
1,316
189
167
1,681
Education/child care
1,477
150
126
1,750
We will also need to provide transport options such as wheelchair accessible trains, buses, taxis, ferries
Personal Business
1,040
179
139
1,354
and community transport services for an increasing number of customers with mobility impairments.
537
45
37
625
Other
* Greater Metropolitan Area
arrangements meet the needs of these older customers. Providing access to specialised health and
other support services in rural and regional NSW will also be an ongoing challenge.
In Sydney alone, 530,000 new jobs are expected by 2031. Significant growth in employment will occur
in Western Sydney, with Parramatta growing in importance as a services centre. An additional 100,000
jobs are expected in the Global Economic Corridor that runs from Macquarie Park through Sydney CBD
to Sydney Airport, and employment in regional cities and other major centres is forecast to increase by
25 per cent by 2031. Greater integration of transport services as well as diversified transport options will
be critical to meeting our customers’ changing commuting needs across NSW.
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Freight, economic development and regional NSW
Our ports and key freight precincts will also need to cater for growth, particularly through the expected
The efficient movement of goods is an essential driver of economic prosperity and quality of life in our
metropolitan and regional communities. The NSW freight and logistics industry contributes more than
$50 billion to our Gross State Product. NSW roads, rail network, intermodal terminals and ports are some
of the most important pieces of infrastructure to enable domestic and international freight movements
and support economic development.
increase in air freight at Sydney Airport, and the containerised freight task through Port Botany. The
airport and Port Botany are our key international gateways, while our regional ports are some of the
largest exporters of raw materials in the world. Servicing these locations with efficient and reliable
connections to all parts of NSW is critical to supporting economic development.
Energy management and environmental sustainability
The freight task in NSW will increase dramatically in the coming decades on the back of a growing
population and increased consumer demand. The rail share of the freight task needs to increase on both
the metropolitan and regional networks to manage this growth, supplemented by greater freight capacity
on our roads as the vital links in logistics chains. Our challenge will be to provide appropriate levels of
investment into both rail and road freight capacity in the right locations to cater for this growth.
An ongoing challenge for our agency is ensuring that transport meets our current social and economic
needs, without compromising the ability for future generations to do the same. We have a responsibility
to ensure that the transport system is delivered and operated in an environmentally sustainable manner.
In the coming decades some of our key environmental challenges will include energy prices and the
uncertainty of oil reserves globally to support future demand. The availability of energy sources is a vital
Forecast average weekday road freight trips in Greater Metropolitan Sydney 2011-31
demand and pricing.
We will also need to contribute to the overall response to climate change by supporting sustainable
2,000,000
Number of vehicle trips
consideration in our long-term transport modelling because of the potential impact on fuel use, travel
travel options, helping to contain urban growth and reducing emissions and pollution.
1,600,000
Congestion management
1,200,000
Transport inefficiencies and the cost of congestion are significant factors constraining the State’s
national competitiveness and productivity. The cost of urban traffic congestion in Sydney is expected
800,000
to increase to around $8 billion by 2020, including costs associated with longer and more unreliable
travel times, decreased productivity, higher vehicle and fuel costs and poorer air quality. There are also
400,000
congestion issues that need to be addressed in specific locations, such as the limitations on road and
rail freight movements in the Port Botany area.
0
2011
2016
2021
2026
2031
An efficient road network is central to the smooth operation of the total transport system. To increase
traffic flow and reduce the cost of congestion we need to look at ways to optimise our existing road
Articulated
vehicles
Rigid vehicles
Heavy vehicles (HV)=
articulated + rigid
Light commercial
vehicles
network, through a range of technological and operating measures as well as through policy and pricing
mechanisms. We need to utilise road capacity where it is available and deliver capacity enhancements
32
where appropriate.
TRANSPORT FOR NSW
33
We also need to look at ways to influence the demand for travel across different modes of transport.
Financing is particularly important in the context of maintaining current transport assets. In 2012/13,
Allocating road space to buses and light rail, and making public transport travel more attractive are
approximately two-thirds of the annual transport budget will be invested in ongoing operations and
options that will help reduce the need to use private vehicles. Offering priority to vehicles that carry more
network maintenance. We need to improve our efficiency in maintaining and operating the transport
customers is also an option that could be considered to alleviate congestion, as well as other measures
system, as well as securing new funds to cater for an increasing maintenance task and the delivery of
such as supporting flexible working hours and teleworking, and increasing the quality and timeliness of
important growth projects.
travel information to help customers make informed decisions about when, how and where to travel.
There are varied approaches to financing transport around the world, including different pricing
mechanisms across modes; public-private partnerships and other industry-specific investment
Financing and maintenance
contributions; appropriations and consolidation of revenue; and different grants and loans options.
NSW Government investment in transport needs to be balanced with other important services such as
We will need to make some difficult decisions as to the mix of financing approaches that are
health and education. NSW also has to compete with other states and territories for access to Federal
economically sustainable and equitable across NSW into the future.
funding. In this context we need to develop innovative and sustainable ways of financing transport,
Any potential future approaches to financing must identify the sources of the funding and the proposed
in order to provide an appropriate level of investment to maintain our network and deliver long-term
level of investment, demonstrate how that investment will contribute to better travel outcomes for our
improvements across all modes.
customers, and why the investment represents the best use of taxpayer resources.
Organisational capability and integration
Indicative annual expenditure by mode ($B)
(based on 2012-13 total forecast expenditure of $13.24 billion)
Transport for NSW has a diverse workforce, with experts working across a range of multi-disciplinary
areas. Our business model requires the development of capability in certain key areas, such as
integrated transport planning, contract management, procurement and portfolio management. We
6.0
need to develop our people in a way that ensures Transport for NSW is an informed purchaser of
$ Billion
5.0
services, and can partner effectively with our service providers.
4.0
The increasing competition for skilled resources, coupled with the effects of an ageing workforce,
will mean attracting and retaining highly skilled staff will remain a challenge for our agency and the
3.0
transport cluster, particularly in professional and technical fields. A strategic approach to workforce
development and planning is required to ensure that we have the required skills capacity to deliver
2.0
customer-focused services into the future.
1.0
0
Rail
Roads
Buses
Ferries
Other
(Including
Light Rail)
Source: Finance, Audit and Strategy TfNSW (2012)
34
TRANSPORT FOR NSW
35
STRATEGIC DIRECTIONS 2012-17
Our Strategic Directions identify our areas of focus over the next five years, structured around these
strategic themes:
1.
PLANNING and FINANCING the transport system of the future
2.
MAINTAINING transport assets
3.
Improving transport SERVICES and OPERATIONS
4.
GROWING the transport system
5.
Developing the transport BUSINESSES of the future
The five themes are supported by strategies that explain our overall approach, and key activities
that describe some of the important initiatives that we will deliver. Performance focus areas are also
outlined as a foundation for the development of more detailed performance measures to track our
success and progress with implementing this Corporate Plan.
The themes are also interrelated; together they represent some of the fundamentals of the transport
business – evidence-based planning, maintenance and delivering customer-focused services,
delivering growth and driving performance in our businesses, to deliver value for money for the
people and economy of NSW.
Our Strategic Directions describe what we are doing to contribute to our organisational Results
(see page 62), the priorities in NSW 2021 (see page 58) and our legislative objectives in the
Transport Administration Act 1988 (see page 13).
36
TRANSPORT FOR NSW
37
1
PLANNING AND FINANCING
THE TRANSPORT SYSTEM OF THE FUTURE
Planning is the foundation for good investment, from maintaining our assets and delivering services for
customers, to growing our transport system to meet future travel needs. We plan for and finance the
Key Activities
Activity
Lead
Deliver and implement the Long Term Transport Master Plan
PP
Deliver and implement the NSW Freight and Ports Strategy
FRD
that people travel, where they choose to live and how they will access employment, services and education.
Develop and implement a suite of modal and regional strategic transport plans
to support the Long Term Transport Master Plan
PP
We will work towards a genuine understanding of the needs and expectations of our customers, and use
Develop a supplementary policy package for the Long Term Transport Master Plan
PR
Progress initiatives for road user charging to directly fund service improvements
PR
Manage fares regulation during transition to an electronic ticketing system (Opal)
PR
Develop a 10 Year Capital Works Program
PP
Develop a Transport Economic Analysis Framework
FAS
Deliver and implement a Transport Revenue Plan
FAS
Deliver a Transport Investment Plan
PP
Investigate commercial development options for key transport hubs
FAS
transport system from an integrated, whole-of-transport perspective.
Over the next five years, critical decisions in transport planning will be made and these will shape the future
of Sydney and regional NSW. We will produce high quality, evidence-based plans that will influence the way
these insights as a crucial input to the way that we plan and deliver transport.
We will develop innovative and sustainable ways of financing the transport system of the future. This
includes investigating a range of commercial options, pricing mechanisms and partnerships to ensure that
funding is available to maintain and operate our current network, and deliver the program of capital works
identified in our transport planning.
Strategies 2012-17
1.1
Deliver evidence-based transport plans that shape the future of the whole transport system
(PP, FRD)
1.2
Develop innovative and sustainable ways of financing transport (FAS)
Performance focus areas:
•
Ratio of customers who see transport improvements (CED)
•
Availability of funds for transport in NSW (CAPEX/OPEX*) (FAS)
•
Success of funding bids (FAS)
•
Accessibility (now and future) (PP)
•
Community and stakeholder engagement (CED)
*Capital Expenditure/Operating Expenditure
38
TRANSPORT FOR NSW
39
2
MAINTAINING TRANSPORT ASSETS
Transport for NSW is responsible for the management of transport infrastructure and assets with
a value of over $90 billion. This makes us one of the largest asset holders in Australia, a role that
Key Activities
Activity
Lead
State and National Road Network Maintenance Program
RMS
Metropolitan Rail Network Maintenance Program
RailCorp
Passenger Rollingstock Maintenance Program
RailCorp
quality transport services for our customers, contributing to a better way of life and more economic
Country Rail Network Maintenance Program
TS
opportunities in NSW.
Public Bus Fleet and Depot Maintenance Program
STA
Over the next five years our focus will be on understanding the assets that we currently have, their
Public Ferry Fleet Maintenance Program
Sydney Ferries
current condition and future service and operational demands.
Ticketing Infrastructure Maintenance Program
TS
We will improve the way that we manage our assets right across the transport portfolio. By assessing
Light Rail Infrastructure Maintenance Program
TS
our roads and railways, and the vehicles, vessels and rolling stock that we operate, from a customer’s
Deliver maintenance plans for other asset groups including ICT,
office accommodation and information systems
HRBS, CED
requires us to protect and preserve these facilities so they continue to serve the community.
Maintaining current assets is our first priority for the allocation of resources. Assets require ongoing
maintenance because of the inevitable wear and tear that occurs when they are used, and because
they are the critical foundations for delivering services. Safe and reliable assets enable us to deliver
perspective and with a whole-of-transport approach, we are able to prioritise our investment and
ensure that our transport system performs at an optimal level.
We will work to improve the way we plan and deliver our maintenance programs and projects to
provide value for money for the community, while ensuring that our services are operating reliably
and safely for our customers.
Strategies 2012-17
40
2.1
Maintain the condition and long-term value of assets to deliver our desired service
standards (PP)
2.2
Increase the efficiency of our maintenance through innovation in planning, delivery and
procurement (PP, TP, TS)
•
Value of assets (PP)
•
Renewal cycle for assets (PP)
•
Quality of road network (PP)
•
Quality of track network (passenger/freight) (PP)
•
Availability of public transport services (TS)
•
Efficiency of maintenance (PP)
TRANSPORT FOR NSW
41
3
IMPROVING TRANSPORT
SERVICES AND OPERATIONS
Activity
Lead
Transport for NSW is committed to improving services and operations by making the best use of our
Provide an additional 135 express and semi express train services a week for commuters from
the Central Coast, South Western and Western Sydney
TS
existing transport system, and tailoring our services to the needs of our customers.
Continue the delivery of new Oscar and Waratah trains
TP
Review train, bus and ferry timetables to provide extra services where they are needed most
TS
Expand the Passenger Transport Information Priority System
which gives priority to buses at traffic lights
TS
Undertake a feasibility study into a Sydney Northern Beaches Bus Rapid Transit Corridor
PP
Manage annual taxi licence releases
PR
Manage procurement of intrastate air services
PR
but there is always more that can be done to provide a safer transport experience. We will continue to
Reform key transport legislation to support integration, efficiency, consistency and clarity
for passenger transport, roads and traffic and maritime
PR
maximise the safety and security of our whole transport system by upgrading dangerous sections of regional
Implement a strategic marketing program to grow public transport use
CED
and metropolitan roads, implementing new enforcement programs, rewarding good drivers, better training
Deliver more Real Time Information Services to transport customers
CED
young drivers and encouraging safer travel behaviour on our roads, waterways and public transport.
Develop and implement a total Customer Strategy
CED
Deliver Product Package Definitions for each mode based on customer insights
CED
Design and implement tools to monitor customer satisfaction
CED
Upgrade the Transport Information databases and Information Services
CED
Deliver improved information on travel time and road network status to motorists
CED
Integrate and enhance the wayfinding and signage systems for all modes
CED
Develop systems to capture and use customer feedback to deliver improvements
CED
Implement coherent transport access regimes for rail, road and waterways
PR
Implement customer-focused policy principles for new transport infrastructure
PR
Deliver variable message signage on motorways (M5, F3, M2, M4, M7)
TS
Establish a “One-Stop-Shop” for Community Transport Providers to improve communication,
efficiency and reduce unnecessary administrative costs
TS
Our priorities going forward include encouraging more people to use public transport by increasing the
reliability and frequency of services, enhancing the quality and availability of travel information, providing
integrated ticketing across modes and improving the cleanliness, comfort and ease of access. We will also
focus on supporting the productive movement of freight within and through NSW and ensuring that all
modes of transport work together to enable seamless journeys for our customers.
Transport for NSW values the safety of our customers. In NSW we have a high standard of safety in transport
We will also safeguard our environment from the impact of transport, including encouraging cleaner vehicles
and vessels; working with industry to reduce the incidence and impact of noise, emissions and spills; working
with local communities to protect natural and cultural heritage; and encouraging the use of sustainable
transport modes such as cycling and walking.
Strategies 2012-17
3.1
Improve the efficiency of transport services and operations (TS, PP, PR)
3.2 Grow patronage on public transport by making it a more attractive choice (CED, TS, PP)
3.3 Improve customers’ access to and experience with using transport (CED, TS, PP)
42
Key Activities
Deliver an electronic ticketing system (Opal) across the Sydney ferry, rail, bus and light rail networks
TS
Increase the efficient movement of freight within and through
3.4
NSW to support economic development (FRD, PP)
Continue to advise on accessible transport
PR
Develop a new model for the delivery of port safety
FRD
3.5 Improve the safety, security and environmental sustainability of transport (PR, ALL)
Deliver high impact road safety campaigns that influence driver behaviour
CED
TRANSPORT FOR NSW
43
Activity
Lead
Establish a Community Transport driver accreditation framework
PR
Deliver the NSW Road Safety Strategy 2012-2021, which will build on existing effective programs
including the Road Toll Response Package
PR
Work with the Commonwealth Government and vehicle manufacturers to improve vehicle safety
PR
Continue the delivery of the Pinch Point program to reduce congestion in NSW cities and towns
RMS
Establish a Park and Travel Safety Fund to make trains, stations and car parks safer
PP
Introduce a Safer Drivers course for young drivers
PR
Implement a 50% discount on licences to reward good drivers
PR
Review licensing and registration arrangements to promote safety and environmental goals
PR
Continue to deliver the Boating Safety Education and Communication Plan
PR
Implement maritime policy for boating safety, waterways access and red tape reduction
PR
Maintain effective marine pollution prevention and response capability in NSW
FRD
Develop compliance policies for dangerous goods, noise and air emissions as part of the safe
operation of the freight network
FRD
Investigate measures to improve operational efficiency, coordinate infrastructure investment and
capacity expansion in the Port Botany area
FRD
44
•
Mode shift to public transport (PP)
•
•
Customer satisfaction/loyalty/advocacy
across all forms of transport (CED)
Road user crashes, fatalities and serious
injuries (PR)
•
Waterway user accidents/fatalities (PR)
•
Freight efficiency in NSW (FRD)
•
•
Seat availability on public transport
services (TS)
Public transport user incidents
(safety/security) (PR)
•
Efficiency of transport operations (TS)
•
Public transport patronage (PP)
•
•
Journey times (public transport/roads) (TS)
Mode share of sustainable transport
(walking/cycling) (PP)
•
Reliability of public transport (TS)
•
Carbon emissions from transport (PR)
•
Accessibility of (and disability access to)
public transport (PR)
TRANSPORT FOR NSW
45
4
GROWING THE TRANSPORT SYSTEM
Growth of the transport system is essential to support our growing population and economy into the future.
Decisions to grow our network need to be backed by rigorous planning to ensure new infrastructure
will meet future demand, and will fit within broader government, and strategic transport and land use
priorities such as those in the Long Term Transport Master Plan. Major infrastructure projects are based
on the availability of funds, recognising that everything we build and buy becomes part of our ongoing
maintenance task and the costs associated with it into the future.
Over the next five years and beyond, Transport for NSW will deliver a significant program of capital
works that will enhance the capacity and coverage of our transport system, providing more customers
with travel options and driving investment in our cities and regions.
Key Activities
Activity
Lead
Start construction of the North West Rail Link
NWRL
Deliver the South West Rail Link
TP
Continue the Rail Clearways Program
TP
Deliver key road upgrades across NSW including:
RMS
M5 West and M2 widening
Start work on a missing motorway link in Sydney
Pacific Highway upgrade
Princes Highway upgrade
New England Highway upgrade through Maitland
Capacity and safety upgrade of the Newell Highway
Deliver the Hunter Expressway
RMS
The North West and South West Rail Links in particular are some of the most significant public
Upgrade key ferry wharves
RMS
transport infrastructure projects currently underway. These rail extensions will provide customers in
these growth centres with access to jobs, education and other services in the CBD.
Deliver the Transport Access Program to provide accessible, modern, secure and integrated
transport infrastructure including station upgrades, interchanges and commuter wharves
TP
A pipeline of works will also be delivered to increase the transport network’s capacity for freight
Deliver Wynyard Walk to provide pedestrian access between Wynyard Station and the developing
CBD western corridor and Barangaroo
TP
freight between Port Botany and Macarthur, boosting the efficient movement of freight in NSW by
Work with the Commonwealth Government to deliver improvements to the freight rail network including
the Port Botany Freight Line, Northern Sydney Freight Corridor and the Southern Sydney Freight Line
FRD
enabling freight to be carried at any time of the day.
Work with the Commonwealth Government to deliver the Moorebank intermodal terminal
FRD
Deliver Infrastructure Australia submissions
PP
new and improved boating infrastructure. The duplication of the Pacific Highway, upgrade of the Princes
Extend the existing light rail service in the Inner West from Lilyfield to Dulwich Hill
TP
Highway and delivery of the Hunter Expressway are some of the key major projects that will grow the
Investigate options for growing the Light Rail network in Sydney CBD, including from
Central Station to University of Sydney and University of NSW
TP
movement. The Southern Sydney Freight Line for example, will deliver a rail line dedicated to moving
We will also work with Roads and Maritime Services to deliver an extensive roads program of works and
capacity of the road network to support safe and reliable travel in regional areas. Upgrading Sydney’s
motorway network by widening the M2 and M5 West and building a missing motorway link, will support
Deliver the Metro Sydney Bike Network
PP
housing and employment growth and help to ease congestion in metropolitan areas.
Strategies 2012-17
4.1
Increase the capacity of the transport system (PP, TS)
4.2 Deliver major transport projects efficiently and effectively (TP, TS)
46
•
Capacity/frequency of public transport services (PP)
•
Total freight movement and freight shift to rail (FRD)
•
Delivery of transport projects on time, on budget (TP)
•
Community and customer consultation (PP)
TRANSPORT FOR NSW
47
Key Activities
5
DEVELOPING THE TRANSPORT
BUSINESSES OF THE FUTURE
A key challenge we face into the future is maintaining the momentum for change across the transport cluster,
determining the strategies, structures and processes that will deliver tangible benefits for our customers.
Lead
Progress the Fixing the Trains rail reform
RailCorp
Progress the Roads and Maritime Services reform
RMS
Progress the State Transit Authority reform
STA
Progress the Transport Corporate and Shared Services reform
HRBS
Progress the consolidation of the new Integrated Transport Agency (TfNSW)
HRBS
Continue to develop interfaces with operating agencies
ALL
Develop and implement a transport Safety Regulatory Framework
PR
The way we interface with our operating agencies and other service providers in transport is crucial to
Develop and implement a brand management plan
CED
making this happen. We will continue to enhance our partnerships in government and industry, to ensure
Develop an evidence base of customer insights to inform and guide decision making
CED
we are working together to deliver the best possible transport outcomes.
Develop an integrated approach to community consultation and engagement
CED
We will uphold high standards for the way we conduct our business, working with our values of
Develop governance options for the rail network, and establish the role of Sydney Trains and NSW Trains
RailCorp
customer focus, safety, integrity, collaboration and solutions as a common frame of reference in our
Implement reform of the taxi industry and framework
PR
daily decision making.
Restructure the transport Capital Program to strengthen the alignment between funding
and Government policy and programs
PP
Our people are essential to making all of this happen. As we continue to build the culture and identity of
Deliver updated performance contracts for rail and bus services
TS
our agency, we will make sure we are developing a capable and cohesive workforce, and cultivating a safe
Introduce contestability to Sydney’s private bus contracts
TS
and positive working environment for all of our staff.
Provide secretariat support for the Transport Advisory Board
FAS
Establish a Freight Advisory Council
FRD
Develop an Industry Engagement Strategy
FRD
Facilitate the development of the Northern Sydney Freight Corridor Agreement
FRD
Establish Sea, Air and Rail Freight Industry Groups
FRD
Implement national transport regulations for rail, heavy vehicles and maritime services in NSW
PR
Manage the Accessible Transport Advisory Committee
PR
Manage the Road Safety Advisory Council
PR
Manage the Maritime Advisory Council
PR
Manage the Tow Truck Advisory Council
PR
Develop proposals for Public and Private Partnerships
PP
Manage the Central Sydney Traffic and Transport Committee
PP
Undertake a review of the Memorandum of Understanding between
NSW Government and City of Sydney Council
PP
Develop and implement a human resources strategy
HRBS
Develop and implement an information and communication technologies (ICT) strategy
HRBS
Strategies 2012-17
5.1
5.2
5.3
Transform the transport cluster to increase performance and value for money (ALL)
Enhance our partnerships across government and industry to deliver quality transport
outcomes (ALL)
Support the development of a capable, cohesive and safe workforce (HRBS, ALL)
48
Activity
•
Overall reputation of TfNSW (CED)
•
Value for money – services and infrastructure (FAS)
•
Lost Time Injury Frequency Rate (HRBS)
TRANSPORT FOR NSW
49
HOW WE DO
BLUE ABSTRACT IMAGE
BUSINESS
We focus on supporting the development of our people,
collaborating with our partners in government and industry,
and continually improving in all aspects of our work.
Transport for NSW has a range of strategies,
use of our resources. We focus on supporting the
structures and processes to guide the way we do
development of our people, collaborating with
business. We undertake rigorous planning, set and
our partners in government and industry, and
implement strategy, and measure our performance
continually improving in all aspects of our work.
to ensure that we stay on track and make the best
50
TRANSPORT FOR NSW
51
Our people
Like any organisation we are only as good as the people we engage to do our work. As a new organisation
Integrated planning framework
Transport for NSW has attracted the right mix of people to really make a difference.
Our people have a rich diversity of skills, experience and perspective; we come from many different backgrounds,
GOVERNMENT PRIORITIES
both from within the transport sector and from other roles and organisations. Harnessing and valuing this
TfNSW
Legislation
diversity is critical to the success of our agency and the performance of the transport system. Our people have
Commonwealth priorities
e.g. COAG* and
Infrastructure Australia
NSW 2021
been involved in developing our values, working on our business model and giving their insight into how we can
put the customer at the centre of everything we do.
To achieve our purpose we need to build on our momentum in establishing the structures of Transport for NSW,
and develop our individual and collective capability and a shared culture that is focused on performance and
solutions. We need to invest in the skills of our staff and help them to reach their full potential.
LONG TERM STRATEGIC PLANNING
Long Term Transport
Master Plan
Freight and Ports
Strategy
Metropolitan and regional
land use strategies
Modal strategies and
regional plans
The way we work with our partners in government and industry is also very important. We will continue to
develop strong relationships with central agencies such as NSW Treasury and the Department of Premier and
Cabinet, with other planning and infrastructure agencies like the Department of Planning, Infrastructure NSW and
CORPORATE PLANNING AND RESOURCE ALLOCATION
Infrastructure Australia, and local councils throughout NSW. Only by working in genuinely collaborative ways will
we be able to deliver services and infrastructure that better meet the needs and expectations of our customers.
TfNSW Corporate Plan
(5 years)
Results and Services Plan
(1+4 years)
Total Asset Management
(10 years)
Integrated planning
Delivering our vision for transport requires a shared understanding of what we are here to achieve, and how
we intend to achieve it. It requires our agency and service partners to work together towards the same shared
OPERATIONAL AND SERVICE PLANNING
outcomes for the NSW community and having processes in place that help us stay on track.
We achieve this through an aligned and integrated approach to planning. An integrated planning approach allows
Business plans
Operating Agency
corporate plans
Service agreements
(Contracts, MOUs^,
Statements of Intent)
Senior Service
performance reviews
(Management)
Individual
performance reviews
(Staff)
Corporate controls
(Transport wide policies,
CE performance reviews)
for government priorities, broader land-use planning and infrastructure priorities, and organisational strategies to
cascade through to internal plans and performance management systems. This ensures that resources are allocated
appropriately to achieve our goals and objectives and that we monitor their delivery progress.
The high-level strategies and plans such as NSW 2021, this Corporate Plan, the Long Term Transport Master
Plan, and other national agendas are all captured in more detailed business planning that takes place within
INDIVIDUAL ACCOUNTABILITY
our agency. Risk management practises are also embedded in our business planning processes, and reported
as part of our performance management systems.
The integrated planning framework shows the alignment between key plans and our individual performance
*Council of Australian Governments ^Memorandum of Understanding
reviews and how our personal development and capability is linked to government and agency goals.
52
TRANSPORT FOR NSW
53
Performance measurement and monitoring
Performance Cycle
Transport for NSW is a performance focused organisation, where individuals and teams are accountable
The performance cycle diagram shows the key elements of our ongoing planning and performance systems.
for delivering on outcomes. We measure performance at all levels of our agency, based on how
effectively we contribute to what we are here to deliver for customers and the community.
Enhancing our performance measurement capability is an ongoing priority for our agency. While many
performance indicators are already measured and monitored, including the targets outlined in NSW
2021, we will continue to develop ways of demonstrating the achievement of outcomes and strategies
in our performance frameworks.
The performance of our service providers is also important to us, not only because we provide funding,
PLAN
COMMIT
• Purpose and values
• Direction setting
• Resource allocation decision making
• Senior Service and individual
performance reviews
• Business plans
• Budget Papers
T
but because often they are responsible for service interactions with our customers.
Statements of Expectations, Statements of Intent and service contracts are some of the mechanisms
used to drive performance with our service providers and to make sure we are all working together. We
measure the performance of our service providers according to the transactional elements of service
contracts as well as their contribution to our organisational outcomes.
An integrated performance reporting structure provides comprehensive information on cluster-wide
T
performance to support government objectives in integrated planning, strategic decision making and
T
resource allocation.
Our formal performance management tools include:
NSW 2021 Performance Reports – a report to Cabinet of the transport cluster’s contribution to
achieving the goals of NSW 2021.
of high-level corporate performance indicators.
Director General performance meetings – regular forums between the Director General and each
member of the Executive and their respective senior management team to discuss the performance of
each division against agreed strategies, initiatives and risk mitigation activities.
Individual performance reviews – a formal agreement between the Director General and each
member of the Executive that defines their responsibilities and deliverables. The actions outlined in
these reviews are delivered through the business planning process. Performance reviews also reflect
the personal contribution of individuals to the organisation achieving its goals.
54
REVIEW
• Mid and full year performance reports
• Mid and full year business plan reports
• TfNSW Annual Report
T
Executive Dashboard Reporting System – a regular report to the Executive on the status of a range
MONITOR AND ACT
• Regular performance meetings
• NSW 2021 reporting
• Business planning process
BLUE ABSTRACT IMAGE
NSW 2021
NSW 2021 clearly establishes the Government’s focus
in delivering an integrated, customer-focused transport
system and provides our agency with guidance in
delivering on these priorities.
NSW 2021 is the Government’s 10-year plan to
NSW 2021 clearly establishes the Government’s
make NSW number one. It guides policy and
focus in delivering an integrated, customer-focused
decision making in conjunction with the budget
transport system and provides our agency with
process, and outlines how government agencies
guidance in delivering on these priorities.
will deliver on priorities for local communities
and regions across NSW.
56
TRANSPORT FOR NSW
57
NSW 2021
The plan outlines 32 goals, more than 185 targets and priority actions to contribute to these five strategies:
1. Rebuild the economy
Goal 9 – Improve customer experience with public transport services
Customer Scorecard measures under development
Percentage of public transport services with accessible and accurate real time traveller information
2. Return quality services
3. Renovate infrastructure
4. Strengthen our local environment and communities
5. Restore accountability to government.
Goal 10 – Improve road safety
Number of fatalities per 100,000 population
Our agency also contributes to:
Transport for NSW is the lead agency for delivering on the following goals and measures:
Goal 19 – Invest in critical infrastructure
Goal 7 – Reduce travel times (private and public transport)
Coverage of real time information on motorways
AM and PM peak hour travel speeds in kilometres per hour on 100 road corridors
Average unplanned incident clearance time on principal transport routes for 98% of incidents
Number of major incidents that take longer than 4 hours to clear
Percentage of State Roads with a ‘good’ road smoothness where surface ‘roughness’ is less than
4.2 IRI (International Roughness Index)
Total proportion of containers transported by rail through Port Botany, including import, export and
empty containers
Proportion of import, export and empty containers transported by rail through Port of Newcastle
and Port Kembla
Increase in the frequency of services as evidenced by revised public transport timetables
Number of services that meet scheduled travel times
Implementing NSW 2021
There are various mechanisms in place to support the implementation of NSW 2021. Localised plans are
Goal 8 – Grow patronage on public transport by making it a more attractive choice
Percentage of peak CityRail trains arriving at Central Station within 5 minutes of scheduled time for suburban
services and within 6 minutes for intercity services
Percentage of timetabled bus services in the Sydney area which commenced their trip on time
58
being put in place through an extensive consultation process to help us focus on the transport outcomes
that matter most in different communities, and baseline reporting has been established to outline how
we will measure our success.
Our planning and performance management systems ensure our agency and our people are accountable
for delivering on specific components of the plan. Our performance is publicly reported online so the NSW
Percentage of actual ferry services operated by Sydney Ferries which commenced their trip on time
community can track our progress, and tabled in NSW Parliament in an annual NSW 2021 performance
Proportion of peak hour journey by public transport across various regions
report. These processes ensure we are clear about how we are contributing to the NSW Government’s
Proportion of journeys to work by public transport in the Sydney Metropolitan Region
vision for transport, and there is transparency in the way that we measure and report our performance.
Modal share of bicycle trips made in the Greater Sydney region, at a local and district level
NSW 2021 will be reviewed periodically in consultation with the community, and we will work to improve
Modal share of walking trips made in the Greater Sydney region, at a local and district level
our targets over time as more accurate and nationally comparable measures become available.
TRANSPORT FOR NSW
59
OUR CORPORATE
BLUE ABSTRACT IMAGE
FRAMEWORK
Our Corporate Framework outlines the Results or
outcomes that we provide for the people of NSW. They
are our contribution, as a transport cluster, to the social
and economic prosperity of NSW.
60
Our Results are an influential part of how
performance measurement. They are used in our
we run our business. They are a guide in
dialogue with central government agencies, like
strategy development, a common thread in
NSW Treasury, to link our services and assets
all of our planning and business processes,
to the outcomes the government as a whole is
and the foundations of risk management and
focused on achieving.
TRANSPORT FOR NSW
61
Corporate Framework
Alignment
The Results in our Corporate Framework are an expression of what we deliver to achieve our purpose.
The table below shows the alignment between our Results and the themes and strategies in this Corporate Plan.
They reflect the fact that our customers are at the centre of everything we do.
It expresses the level of impact that our work will have on the outcomes we deliver for the people of NSW.
Customer
Travel
Asset
Access
What it means
Themes
Strategies
The customer is at the
centre of everything
we do.
To achieve this Result we need to ensure that the rest of our
Results as well as the transport system itself are aligned to
what our customers expect from transport.
1.1 Deliver evidence-based transport plans that
shape the future of the whole transport system
The door-to-door
movement of people
and goods is efficient
and reliable.
Transport is about the reliable movement of people and goods
from one location to another. This Result is about minimising
travel time for as many people and goods as possible. We do
this by providing infrastructure, operating services, and
supporting the productive use of the transport system for
both social and economic benefits.
1. Planning and
financing the
transport system
of the future
2. Maintaining
transport assets
2.1 Maintain the condition and long-term value
of assets to deliver our desired service standards
Transport infrastructure
meets acceptable
standards.
Well maintained assets have implications for the safety, reliability
and customer perceptions of the transport system. This Result relies
on the management of the balance between the wear and tear
associated with the use of assets and the ongoing effort to maintain
them. We protect the condition and long-term value of assets, as
well as determining the assets we need to meet future demand.
The accessibility of
transport is aligned
to the needs of the
community and the
economy.
We promote a transport system that meets our present social and
economic needs without compromising the quality of life of future
generations. An important part of this is minimising the impact of
transport on our natural environment now, and into the future.
The safety and security
of the transport system
is maximised.
This Result covers the safety of the road network, public transport
and waterways. The Result is broader than just the safety of
transport; it is also about the security of the transport system.
Effective governance
is in place to deliver
our Results.
This Result captures a range of outcomes that describe what we
aim to achieve in terms of how we do business. This outcome
drives good business practices relating to the transport cluster, its
workforce, financial management and the safety of those working
in transport.
Business
1.2 Develop innovative and sustainable
ways of financing transport
2.2 Increase the efficiency of our maintenance
through innovation in planning, delivery and
procurement
3. Improving
transport services
and operations
3.1 Improve the efficiency of transport
services and operations
3.2 Grow patronage on public transport
by making it a more attractive choice
3.3 Improve customers’ access to and
experience with using transport
This Result is about providing transport that is accessible to all
users, when and where it is needed. This Result relates to every
type of user, including customers who have higher mobility needs.
It also relates to the location and frequency of transport services,
to ensure that transport is aligned to current and proposed land
use and travel patterns.
Environment The impact of transport
on the environment is
minimised.
Safety
62
Result
3.4 Increase the efficient movement of
freight within and through NSW to
support economic development
3.5 Improve the safety, security and
environmental sustainability of transport
4. Growing the
transport system
4.1 Increase the capacity of the transport system
4.2 Deliver major transport projects efficiently
and effectively
5. Developing
the transport
businesses of
the future
5.1 Transform the transport cluster to increase
performance and value for money
5.2 Enhance our partnerships across government
and industry to deliver quality transport outcomes
5.3 Support the development of a
capable, cohesive and safe workforce
High Impact
Medium Impact
Low Impact
TRANSPORT FOR NSW
63
TRANSPORT FOR NSW CORPORATE PLAN 2012–17 CONNECTIONS
Printed on Monza Satin 55% Recycled plus FSC certified. CED-M122
© State of NSW through Transport for NSW, July 2012. ISBN 978-1-922030-25-2
18 Lee St Chippendale NSW 2008 transport.nsw.gov.au
1

2012–17 CORPORATE PLAN

Transcription

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