CORPORATE PLAN

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1 CORPORATE PLAN

2 ABOUT THIS CORPORATE PLAN This Corporate Plan 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 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. Connections defines our five major areas of focus, our strategic themes, and the strategies and activities that support them. We will put the customer at the centre of each of these focus areas: Planning and financing the transport system of the future Maintaining transport assets Improving transport services and operations Growing the transport system 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 refers to the transport system in the broadest sense, including road, rail and marine transportation, and the customers, systems, policies and regulatory frameworks and other elements that allow it to function effectively. Connections provides us with priorities in delivering quality transport outcomes for our customers, the community and the economy, while maintaining flexibility to embrace the opportunities that arise over the next five years. TABLE OF CONTENTS Ministers Message... 5 Director General s Message... 7 Our Purpose... 9 Our Values About Transport for NSW Transport by Numbers Customer Q and A The Transport Task Strategic Directions How we do Business NSW Our Corporate Framework TRANSPORT FOR NSW 3

3 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. Gladys Berejiklian MINISTER FOR TRANSPORT BLUE ABSTRACT IMAGE Duncan Gay MINISTER FOR ROADS AND PORTS For the first time in NSW, a single transport authority is responsible for overseeing the entire transport system. Transport for NSW will ensure that the customer is at the heart of every decision we make and action we take in delivering safe and reliable transport services. We have already achieved so much. In less than a year all planning and policy functions have been consolidated within the new agency, signalling the end of silos and duplication across transport. We have delivered 63 extra rail services and 91 extra night ride bus services each week; enhanced 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 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 continued to upgrade major regional highways, with a focus on the Pacific and Princes Highways, and road infrastructure like Camden Valley Way and Richmond Road to support housing and employment growth in Western Sydney. Our Government has placed a renewed focus on freight, which is highlighted by the progress on the Northern Sydney Freight Corridor. It has been a tremendous start, but we need to maintain our momentum to improve public transport services, reduce congestion on our roads, improve the way that freight moves within and through our State and build the transport infrastructure that we need to support our cities and regions. 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. TRANSPORT FOR NSW 5

4 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 that the moment someone moves out of their front gate they are part of the transport system; they will 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 resources, and effective, so they get from A to B in a seamless, safe and connected way. 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 transport. Freight demand will continue to grow, and the effective management of this growth will lead to greater economic development and connectivity across our State, in Sydney and our regions. 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. This Corporate Plan Connections, will guide our work over the next five years. It outlines what we will do, and how we will deliver a transport system that improves the lives of everyone who lives, works in, and visits NSW. 6 CORPORATE PLAN TRANSPORT FOR NSW 7

5 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. 8 CORPORATE PLAN TRANSPORT FOR NSW 9

6 Our values are: OUR VALUES COLLABORATION We value each other and create better outcomes by working together. CUSTOMER FOCUS SOLUTIONS We deliver sustainable and innovative solutions to NSW s transport needs. 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. We place the customer at the centre of everything we do. 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. INTEGRITY We take responsibility and communicate openly. SAFETY We prioritise safety for our people and our customers. 10 CORPORATE PLAN

7 ABOUT THIS CORPORATE PLAN Es quaerro bearias peliquae illorem aut labore comnis iditatio tetur aliae nimporererum autatet la nisquis volorro velenem fuga. Imus, ex ex et hit fugit volorectio etus es ra poreriam qui blacepr ateniscil moluptatur re atempos et. Cesed molorup tatias simaximpos accatio necatios eium volor serspiet que nam vellupt ataeptam quatur alit hit faces aut prenis estrunt eaquam, corrum re velloris eseditiam sitiaectem quiscip suntiaecae. Pero eum, te nat is molorehendae nos enditio. Nam, que millaut quiaecus estem aute millabo. Labo. Labo. Et volupta tiossitia vel magnam volores eritiur,. Nam, coresequam eum, quidel inum re quatem quis quidigendi ni blabo. Fuga. Ommos dolenda quuntendae. Et aut que expliae net et ent as sitem hici id estem aut aspicto: Plonsequam eos dolupit assitam rero toreperorion consequ Mantiunto idunture lam volorru ptatia pelicae volupta simagnis Iaut venditiur mod molesse quaecea dunt id eos et arit fugitate Grepererit ut quodicianda volut ratque et ducipsa nditas cus Dum sit quibus nonecto cusam aspiet peruntio que postiis Soictemquia quatias pelictur aut acientum is doluptas ut eumenes ciatem velectaepel eostota tiorectat aut utatem ex ex et que volupta tusantquiaerf erspedi aut eatures ea.saperror reperis. 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. 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: a. To plan for a transport system that meets the needs and expectations of the public; b. To promote economic development and investment; c. To provide integration at the decision-making level across all public transport modes; 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. 12 CORPORATE PLAN TRANSPORT FOR NSW 13

8 Organisational Structure There are six core divisions of Transport for NSW: 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. PLANNING AND OGRAMS 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 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 () drives the development and implementation of customer-focused 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). CUSTOMER EXPERIENCE FREIGHT AND REGIONAL DEVELOPMENT TRANSPORT FOR NSW POLICY AND REGULATION TRANSPORT OJECTS TRANSPORT SERVICES 14 CORPORATE PLAN

9 The Transport Cluster Transport for NSW and the following operating agencies and service providers comprise the transport cluster: Roads and Maritime Services (RMS) Gladys Berejiklian Minister for Transport Duncan Gay Minister for Roads and Ports Transport Advisory Board RailCorp* State Transit Authority (STA) Sydney Ports Corporation Newcastle Port Corporation TRANSPORT FOR NSW Les Wielinga Director General SUPPORT DIVISIONS Arthur Diakos Chief Financial Officer Finance, Audit and Strategy Port Kembla Port Corporation Sydney Ferry Operator Private ferry operators Private bus operators Light Rail Operator CORE DIVISIONS Tony Braxton-Smith Deputy Director General Customer Experience Rachel Johnson Deputy Director General Freight and Regional Development Carolyn McNally Deputy Director General Planning and Programs Tim Reardon Deputy Director General Policy and Regulation Chris Lock Deputy Director General Transport Projects Fergus Gammie Deputy Director General Transport Services Fran McPherson Executive Director Human Resources and Business Services OJECT OFFICE Rodd Staples Project Director North West Rail Link 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 Sydney Ferry Operator Peter Duncan Chief Executive Roads and Maritime Services and investigation respectively. * To become Sydney Trains, NSW Trains and Transport Cleaning Services Gary Webb Chief Executive Officer Newcastle Port Corporation Private bus operators Rob Mason Chief Executive RailCorp Dom Figliomeni Chief Executive Officer Port Kembla Port Corporation Light Rail Operator Peter Rowley Chief Executive Officer State Transit Authority PORT CORPORATIONS IVATE OPERATORS OPERATING AGENCIES Service Providers 16 CORPORATE PLAN

10 Our Business Model Our business model explains the conceptual flow of our business, based on the structure of our divisions and their role in delivering the objectives of the transport system in NSW. 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. There is a conceptual flow of our business model from left to right: CUSTOMER EXPERIENCE Gaining customer insight and engagement PLANNING AND OGRAMS Developing program of works and rules of engagement TRANSPORT OJECTS Ensuring delivery of projects and services Planning and Programs and Policy and Regulation develop our program of works and the regulation or policy that will deliver what we need to achieve. These divisions consider our government priorities and 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 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 successful delivery. The North West Rail Link is a current example of this approach. 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, strategy and performance measurement, workplace safety, and legal services. FREIGHT AND REGIONAL DEVELOPMENT POLICY AND REGULATION TRANSPORT SERVICES 18 CORPORATE PLAN TRANSPORT FOR NSW 19

11 Annual public transport patronage (2010/11) Million customer journeys TRANSPORT BY NUMBERS 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. 9.1 million NSW forecast population 2036 RAIL Metro/Regional (2012) METROPOLITAN RAILWAY STATIONS RURAL DESTINATIONS SERVED BY RAIL BUS METROPOLITAN BUS ROUTES FERRIES 14.5 LIGHT RAIL RURAL AND REGIONAL BUS ROUTES $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 64 billion RAIL SHIPPING 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 21

12 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. 22 CORPORATE PLAN TRANSPORT FOR NSW 23

13 What about the rest of the community? Everyone in our community benefits from the transport system, directly or indirectly, and the perceptions of the entire community towards transport are very important. The community expects our agency to provide services that create value for our customers, as well as operate our business in a just, fair, efficient and effective manner. In the same way that a private company needs to satisfy its direct customers and its investors, Transport for NSW is accountable to our customers, as well as those that provide us with resources and the authority to provide results on their behalf (the NSW community and the NSW Government that represents them). 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 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. How do customers experience transport? The customer experience or take-home value of the transport system is made up of two core elements. Firstly, there is a functional benefit we deliver in helping move people and goods between origin and destination. Secondly, there is the experience of the journey itself, which stimulates an emotional response. Overall this produces a level of satisfaction that we aim to improve over time. Transport for NSW directly manages many elements that influence customers experience, such as the infrastructure and the services that we provide. Others are managed indirectly and can be influenced more by the outside world, for example the behaviours of other passengers or road users. 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. 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 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, advocacy groups and non-government organisations. RULES OF ENGAGEMENT The Customer Experience TAKE HOME VALUE Functional Benefits (getting from A to B) Emotional Response (the journey experience) ICING, PURCHASE AND PAYMENT 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 outcomes for our customers with the support of the broader community. INTERACTIONS WITH OTHER USERS COMMUNICATIONS AND BRANDING 24 CORPORATE PLAN TRANSPORT FOR NSW 25

14 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. For example, our research shows that customers who travel on buses generally fall into one of four segments based on what they value most: time, systems and efficiency, reassurance or comfort elements of the service. 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. It s important to recognise that in our business there will always be constraints and trade-offs, and competing demands from different types of customers. For example, the Sydney metropolitan rail network services both freight and passenger customers who may have different interests and needs based on many factors. 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 to gain insight into current and potential customers needs, preferences and priorities, and focus on improving the things that matter most. The Bus Services CVP below is an example of how market research reveals the components that our customers value about transport services: VALUE OPOSITION They place above average importance on: % contestable market that values this proposition most 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 insights, consult key stakeholders at the appropriate time and take into account the concerns and interests of the community, considering these perspectives in our decisions and actions. I value getting from the start to the end of my journey on time and in the shortest possible time without waiting TIME More frequent buses / reduced waiting time Reduced trip time Buses always have room to take on passengers 34% How will we put customers at the centre of everything we do? Transport for NSW will put customers at the centre of everything by listening to them, analysing and understanding what they value about transport, and ensuring those values guide planning, service 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 Easy to understand timetable at bus stop 28% 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 customers value most will be used as a means of driving service improvements in the areas that count. 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 Safe and well lit bus shelters 21% 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. 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% 26 CORPORATE PLAN

15 BLUE ABSTRACT IMAGE THE TRANSPORT 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 every day make an important contribution to our quality of life and prosperity. Transport provides us with ways to interact with each other socially, access employment and essential services, and 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. 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 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. 28 CORPORATE PLAN TRANSPORT FOR NSW 29

16 Customers diverse and changing travel needs Changes in customer lifestyles can change the way transport systems are used, meaning that travel behaviour and patterns will vary over time and across different regions in NSW. Customers living in rural and regional NSW, for example, require a very different transport experience to those customers living in Sydney; 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 and insights in our decision making. This will enable us to differentiate our services across modes and locations, and for different customers. 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 Reason for travel (Trips 000s) Sydney Newcastle Illawarra GMA* Planning for changes in population and employment Urban population and employment growth are key drivers in demand for travel. By 2031 the population of NSW will be approaching nine million people and Sydney s population will be about six million. This will have major implications for how we plan and deliver transport. 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. Population change in NSW and Sydney Population Population Change Region Total Change Change % Sydney Rest of NSW Total NSW Social/recreation 3, ,839 Serve passenger 2, ,566 Shopping 2, ,329 Commuting 2, ,054 Work related business 1, ,681 Education/child care 1, ,750 Personal Business 1, ,354 Other * Greater Metropolitan Area Source: Bureau of Transport Statistics 2012 Source: Bureau of Transport Statistics 2012 Our population is not only increasing, but its age profile is also shifting. By 2031, 20 per cent of the NSW population will be over 65. We will need to make sure that information, signage and safety 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. We will also need to provide transport options such as wheelchair accessible trains, buses, taxis, ferries and community transport services for an increasing number of customers with mobility impairments. In Sydney alone, 530,000 new jobs are expected by 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 Greater integration of transport services as well as diversified transport options will be critical to meeting our customers changing commuting needs across NSW. 30 CORPORATE PLAN TRANSPORT FOR NSW 31

17 Freight, economic development and regional NSW 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. 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. Forecast average weekday road freight trips in Greater Metropolitan Sydney Number of vehicle trips 2,000,000 1,600,000 1,200, , ,000 0 Articulated vehicles Source: Bureau of Transport Statistics Rigid vehicles Heavy vehicles (HV)= articulated + rigid Light commercial vehicles Our ports and key freight precincts will also need to cater for growth, particularly through the expected 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 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 consideration in our long-term transport modelling because of the potential impact on fuel use, travel demand and pricing. We will also need to contribute to the overall response to climate change by supporting sustainable travel options, helping to contain urban growth and reducing emissions and pollution. Congestion management 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 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 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. 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 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 where appropriate. 32 CORPORATE PLAN TRANSPORT FOR NSW 33

18 We also need to look at ways to influence the demand for travel across different modes of transport. Allocating road space to buses and light rail, and making public transport travel more attractive are options that will help reduce the need to use private vehicles. Offering priority to vehicles that carry more customers is also an option that could be considered to alleviate congestion, as well as other measures such as supporting flexible working hours and teleworking, and increasing the quality and timeliness of travel information to help customers make informed decisions about when, how and where to travel. Financing and maintenance NSW Government investment in transport needs to be balanced with other important services such as health and education. NSW also has to compete with other states and territories for access to Federal funding. In this context we need to develop innovative and sustainable ways of financing transport, in order to provide an appropriate level of investment to maintain our network and deliver long-term improvements across all modes. Indicative annual expenditure by mode ($B) (based on total forecast expenditure of $13.24 billion) Financing is particularly important in the context of maintaining current transport assets. In 2012/13, approximately two-thirds of the annual transport budget will be invested in ongoing operations and network maintenance. We need to improve our efficiency in maintaining and operating the transport system, as well as securing new funds to cater for an increasing maintenance task and the delivery of important growth projects. There are varied approaches to financing transport around the world, including different pricing mechanisms across modes; public-private partnerships and other industry-specific investment contributions; appropriations and consolidation of revenue; and different grants and loans options. We will need to make some difficult decisions as to the mix of financing approaches that are economically sustainable and equitable across NSW into the future. Any potential future approaches to financing must identify the sources of the funding and the proposed level of investment, demonstrate how that investment will contribute to better travel outcomes for our customers, and why the investment represents the best use of taxpayer resources. Organisational capability and integration 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 need to develop our people in a way that ensures Transport for NSW is an informed purchaser of services, and can partner effectively with our service providers. $ Billion 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 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 customer-focused services into the future. 0 Rail Roads Buses Ferries Other (Including Light Rail) Source: Finance, Audit and Strategy TfNSW (2012) 34 CORPORATE PLAN TRANSPORT FOR NSW 35

19 STRATEGIC DIRECTIONS 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 CORPORATE PLAN TRANSPORT FOR NSW 37

20 1 PLANNING FINANCING AND 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 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 that people travel, where they choose to live and how they will access employment, services and education. We will work towards a genuine understanding of the needs and expectations of our customers, and use 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 Deliver evidence-based transport plans that shape the future of the whole transport system (PP, FRD) Key Activities Activity Deliver and implement the Long Term Transport Master Plan Deliver and implement the NSW Freight and Ports Strategy Develop and implement a suite of modal and regional strategic transport plans to support the Long Term Transport Master Plan Develop a supplementary policy package for the Long Term Transport Master Plan Progress initiatives for road user charging to directly fund service improvements Manage fares regulation during transition to an electronic ticketing system (Opal) Develop a 10 Year Capital Works Program Develop a Transport Economic Analysis Framework Deliver and implement a Transport Revenue Plan Deliver a Transport Investment Plan Investigate commercial development options for key transport hubs Lead PP FRD PP PP FAS FAS PP FAS 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 CORPORATE PLAN TRANSPORT FOR NSW 39

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