Moving Together Corporate Plan

Transcription

1 Moving Together Corporate Plan

2

3 CONTENTS Vision 4 Our values 5 Ministers message 6 Director General s message 7 Transport NSW at a glance 8 Delivering our transport vision 11 Organisational structure 14 How we are going to work 15 NSW State Plan 19 Metropolitan Transport Plan Connecting the City of Cities 21 Projects and initiatives 22 Working with stakeholders, partners and the community 28 Integrated planning 30 Key performance indicators 32 Corporate Framework 36 transport nsw Corporate Plan 3

4 VISION A transport system that maximises benefits for the community and the economy. To achieve our vision we will align our employees and resources to deliver our results for the NSW community. The Corporate Framework (see page 36) shows what we do, and the community and business results we will deliver. Our results describe the impact of our services on the community, environment and economy. These results guide the work of Transport NSW employees, and they explain our strategic intent to the community, stakeholders and partners.

5 OUR VALUES Our values are the qualities that reflect what Transport NSW stands for as an agency. They underpin everything we do, the way we interact with each other, the community and our partners in business. They are the way we work to deliver customer focused services and integrated transport solutions. Integrity We are committed to working honestly, ethically, transparently and fairly. We will ensure that we consistently work with integrity and honesty, and understand that everything we do is in the interests of the NSW public. We will hold ourselves accountable to our code of conduct and ethics. Accountability We seek to achieve the best possible use of our resources, and take responsibility for our decisions and actions. We will be held to account for the way we conduct ourselves and our business. We will ensure that honesty and accountability are at the core of our actions and decisions, and all aspects of our work. Responsiveness We are responsive to, and proactively seek to address the needs of the NSW community. We are dedicated to improvement and delivering customer focused services. Teamwork We work together in dynamic, integrated teams and partnerships to deliver high quality transport results for NSW. We are committed to establishing and working in true partnerships. This will be demonstrated through collaboration, with consultation and cooperation internally, across communities, government and business. Commitment to teamwork will help us realise a greater level of transport integration in NSW. Safety We are committed to the safety, wellbeing and security of the NSW community and our employees. Safety is a critical focus for our agency, for the NSW public and for our colleagues. Truly valuing safety means developing policies and upholding practices that reduce the risks to individuals and minimise the impact when incidents occur. Our responsiveness to the needs of the community will be a critical part of delivering our results. We will maintain commitment to our customers across the agency in the way we work each day, deliver projects and measure our progress. We aim to improve the transport experience in NSW by continually monitoring and improving our performance. transport nsw Corporate Plan 5

6 MINISTERs MESSAGE In July 2009 the NSW Government created key super agencies as part of a major reform to the way government agencies work together. The aim is to provide better services to the people of NSW. At Transport NSW we have been set the challenge to deliver better transport services for the community, ensure a greater customer focus and to direct resources where they are needed most. Transport NSW brings together some of NSW s largest government bodies and the challenge ahead will require an absolute focus on accountability, continuous improvement and customer service to get results for our community. The NSW State Plan also aligns our planning with the community s vision for the future of transport throughout NSW. It is our intention that Transport NSW will lead the way in effective planning and delivery for the people of NSW. John Robertson Minister for Transport David Borger Minister for Roads We will ensure there are strong links between transport and land use planning. These links will be supported throughout the transport decision making process. This will lead to joint accountability and will ensure that decisions are not made in isolation. We will look at what has to be delivered, and where it has to be delivered based on the future needs of our state, and beyond. We have made a great start on this with the development of the Metropolitan Transport Plan Connecting the City of Cities. It looks beyond the current transport system to consider future needs, looking at how the cities within Sydney work now and into the future, and accelerating infrastructure planning and delivery accordingly. This plan will be responsive to the needs of the community over time and we will continue to deliver the transport system the community needs. 6 Transport NSW Corporate Plan

7 DIRECTOR GENERAL S MESSAGE Transport NSW is tasked with delivering an effective transport system that maximises benefits for the community and the economy. I am committed and determined to deliver this vision for the people of NSW. In creating Transport NSW, the NSW Government has set us a challenge to work together in a whole new way. Transport NSW brings together the delivery of transport services, policy, planning, coordination, information and engagement with the community, the development and maintenance of transport networks, infrastructure and assets. This allows for an integrated approach to planning and delivery of safe and reliable transport throughout NSW. This will play a key role in securing the economic productivity, environmental sustainability and quality of life for the people of NSW. Bringing together all the transport bodies is a great opportunity and a real challenge. This allows us to think outside our previous boundaries and to look, with a broader view, at what transport can do for the people of NSW. We have all shared a common goal of delivering safe, efficient and reliable transport through various modes and processes. Transport NSW will realise a more consistent and aligned vision and establish working relationships that deliver what the people of NSW need. NSW transport bodies have delivered a vast range of significant achievements to the NSW community and for that our staff should be proud. The community will continue to expect more for the future with transport being consistently among the top issues raised through community consultations for the NSW State Plan. We need to be responsive to the community through assessing our performance, redefining our goals and being willing to change. With the release of the Metropolitan Transport Plan we have a plan shaping the direction for Sydney s transport over the coming decade and outlining areas of focus. This Corporate Plan Moving Together is one of our key strategic documents. This is a plan to show us how we are going to work as a team. We are more accountable than ever before and together we will focus on the following: Better integration and coordination, working effectively at all levels across transport Operating Entities, to achieve common transport goals and results. Improving our customers transport experience across all transport modes, and actively seeking customer feedback. Reducing red tape and barriers between transport bodies. Strengthening working relationships and consultation with the community, our stakeholders and partners. Managing an integrated budget. Building and developing the capabilities, skills and careers of our staff. I look forward to working together with staff across Transport NSW to meet our challenges and deliver results for the NSW community. Les Wielinga Director General transport nsw Corporate Plan 7

8 TRANSPORT NSW AT A GLANCE Transport NSW plans for both public and private transport, including road, rail, buses, taxis, ferries, light rail, cycling, walking, community transport services, regional air services and freight movement. Transport NSW exists to enhance and maintain the NSW transport system and provide transport related services. Transport NSW is committed to improving transport services, developing and sustaining productive industry partnerships, providing open and effective communication with stakeholders and achieving the best possible transport system. The employees of Transport NSW are its strength. Over 28,000 employees work in Transport NSW in a range of areas including frontline services such as motor registries, rail station attendants, train, bus and ferry operators, maintenance crews, as well as in planning, policy, engineering, construction, information technology, communications, human resources, legal and finance areas. Transport NSW is privileged to be responsible for delivering the transport system to the people of NSW. It is a huge task with many challenges. The growing population of NSW has complex and changing transport needs. Between now and 2036 the population of NSW is expected to grow by two million people to over nine million residents. Sydney s population is expected to grow to around six million by The population of NSW will be older with more people living in cities, fewer people living in each household and the pressure to contain the urban footprint will increase. The population is expected to continue to be located primarily in metropolitan and coastal areas. Travel demand is so diverse. The reasons we travel, the times we travel, the distances we cover and the modes we choose are influenced by so many different factors. The patterns of travel for the people of NSW are changing. It is our job to understand these needs and plan for a transport system to support NSW into the future. 8 Transport NSW Corporate Plan

9 Currently, almost 70 percent of all journeys in Sydney are made in private vehicles. Over 17 percent of journeys are walked, over five percent of journeys are on buses and around five percent are on trains. On an average weekday in Sydney, over 24 percent of all commuter trips are made on public transport. Each weekday Sydney s residents are estimated to make nearly one million passenger journeys on CityRail services, 600,000 passenger journeys on State Transit Authority buses and 37,000 trips by ferry. When asked why they chose to use public transport, commuters most commonly reported it was to avoid parking problems, because it was faster and because it was a cheaper option. Trip patterns are currently changing with many trips now occurring outside the peaks and on weekends. The people of NSW benefit from the services provided by Transport NSW every day. Without these services our communities would be cut off and our state s economy would come to a halt. The job of getting people around safely, moving freight efficiently, providing infrastructure, licensing people and registering vehicles is our core business. The tasks involved include the following: Servicing over 300 million passenger journeys by rail each year on the 3,236 kilometres of rail track in the CityRail network alone. Licensing 4.7 million drivers and riders using the 5.3 million registered vehicles on a state wide road network of 184,761 kilometres. Regulating the NSW bus, taxi and hire car industries, including accrediting operators and authorising drivers. Operating State Transit Authority buses for over 207 million passenger trips annually and providing approximately 15,000 bus services each working day. Managing the CityRail fleet of over 1,600 carriages which travel across 408 bridges, through 70 kilometres of tunnels and stop at 307 stations. Providing CountryLink rail services to over 365 destinations throughout the state with a fleet of over 100 carriages. CountryLink also provides coach services in regional areas to enhance rail services. Providing travel information to the community including over 11 million contacts to Transport Info each year, including telephone calls, s and website visits. transport nsw Corporate Plan 9

10 Contracting private and State Transit Authority buses in the metropolitan and outer metropolitan areas of Sydney with a fleet of over 4,000 buses, including 2,198 wheelchair accessible buses. Operating Sydney Ferry services on 28 vessels to 40 destinations, moving approximately 14 million passengers each year. Enabling alternative transport and active lifestyles through a system of 2,795 kilometres of on-road cycleways and 1,510 kilometres of off-road cycleways throughout NSW. Supporting pedestrians throughout the state, including around 90,000 workers within Sydney, or five percent of the workforce, who walk to work. Providing travel for 281,000 students on metropolitan bus services and 148,000 students on rural and regional bus services each year under the School Student Transport Scheme. Maintaining a system that supports approximately 50,000 trips per day by articulated heavy vehicles within Sydney. Eleven per cent of all road trips that are made in Sydney are made by commercial vehicles. Supporting the movement of over 25 million mass tonnes of freight through Port Botany each year. Supporting the road based freight task, including more than 5.5 billion kilometres travelled by heavy vehicles in NSW each year. Procuring and delivering a fast, convenient and sustainable electronic ticketing system for greater Sydney. This is not everything that Transport NSW does. Thousands of employees across NSW contribute to the construction and maintenance of our infrastructure. We are one of the largest asset managers in Australia, managing assets with a written down value of over $110 billion, including land under assets. We develop regulations, policies and legislation to ensure the community is safe, the asset is protected, the impact on the environment is minimised and that facilities are used as intended. We also monitor, manage and enforce compliance with NSW law. 10 Transport NSW Corporate Plan

11 DELIVERING OUR TRANSPORT VISION To deliver on our vision, Transport NSW will focus on the delivery of transport services and infrastructure to meet the needs of the community and industry, now and into the future. Transport NSW will work towards delivering the results of travel, accessibility, asset, safety and environment. The following strategies will be put into place to contribute to the Transport NSW results. There will be clear lines of accountability for delivering on these strategies and regular reporting will monitor their implementation and success. Planning integrated transport The efficient integration of transport and land use planning is critical to developing a transport system to meet the future needs of NSW. Planning for integration between transport modes will lead to more coordinated transport for the community and deliver a more efficient and reliable customer experience. This will play a key role in securing economic productivity, environmental sustainability and quality of life for the people of NSW. We know what the transport system needs to look like in the future, now we have to get on with the job of delivering today, for the NSW of tomorrow. To deliver our results, Transport NSW will implement the following to plan for integrated transport: Aligned strategic planning A number of strategic plans already exist across modes, geographical areas, and agencies, including the Metropolitan Transport Plan. We will work to ensure these plans are aligned and updated to have a clear consideration of other modes, connection points and the Transport NSW results. Where needed, we will develop new integrated strategic plans including resource allocation strategies for an integrated budget, mode specific plans and regional plans. Influence land use planning by coordinating across both modal and multi-modal strategies to promote transport solutions that address future growth and transport demands. Identify, assess and balance funding options when undertaking infrastructure planning. Strong engagement during planning Strengthen working relationships with stakeholders to identify community needs and inform transport planning. Work with local councils and communities to develop strategies to provide integrated connections at the regional and local level. Inform and influence other jurisdictions and transport bodies to develop connected transport planning solutions across borders. transport nsw Corporate Plan 11

12 Enhance and maintain infrastructure NSW continues to grow, with more people and freight using NSW s transport network. This population growth will impact upon the capacity and efficiency of our existing networks. It is expected that by 2020, Australia s freight tonnage will have doubled from 2006 levels. Port Botany alone is expected to exceed annual throughput of three million twenty-foot equivalent units by The achievement of Transport NSW s results will be dependent on our ability to deliver an efficient transport network through development and construction of new infrastructure, along with enhancing the existing transport infrastructure. This development will focus on maximising capacity, increasing efficiency and delivering improved transport connections. To deliver our results, Transport NSW will implement the following to enhance and maintain transport infrastructure: Getting the most out of existing infrastructure Prioritise investment of ongoing works to maintain the condition and value of infrastructure and assets to an appropriate level. Enhance the existing network to move more people and goods efficiently and effectively. Delivering infrastructure Deliver transport infrastructure projects to improve connections, particularly at key interchanges. Transport NSW has an extensive physical asset base. These assets need to be maintained, upgraded and effectively operated to deliver the best possible transport outcomes to the community. 12 Transport NSW Corporate Plan

13 Delivery of transport services Transport NSW is responsible for the management and delivery of a range of transport services, from the operation and regulation of public transport, to transport service pricing and ticketing, and the delivery of services through new whole-ofgovernment Waratah Centres. Demand for transport services will continue to grow, particularly in the Sydney metropolitan and outer metropolitan areas. If current trends continue, CityRail alone will see an extra 350,000 passengers using the network by Public transport for residents of rural and regional areas will also continue to play an important role in providing access to essential services and connecting local communities. Population growth in NSW and the ageing of the population means that Transport NSW will have to deliver more specialised services to meet the needs of the community. The tasks of regulation, compliance and enforcement will also play a key role in delivering safe and efficient transport services to the community. To deliver our results, Transport NSW will implement the following to provide transport services: The transport experience Coordinate transport services across modes including integrated ticketing, improved timetabling and efficient connections. Provide efficient, comfortable services and timely transport information. Provide access to transport solutions for the diverse community needs throughout NSW, including disadvantaged groups. Promote active transport, such as walking and cycling, through the provision of safe, accessible infrastructure. Safety and compliance Develop and implement initiatives to improve road safety. Keep passengers safe while using public transport by providing safe infrastructure and secure journeys. Manage compliance and enforcement programs to ensure transport systems are kept safe, the asset is protected, the impact on the environment is minimised, facilities are used as intended, and illegal behaviour is deterred. transport nsw Corporate Plan 13

14 ORGANISATIONAL STRUCTURE Transport NSW is governed by an Executive comprised of the Director General, Deputy Directors General of Central Divisions, heads of the Operating Entities and General Counsel. The Director General manages and controls the affairs of Transport NSW, is involved in all major decisions about policy and planning, and also has a wider role in interacting with the heads of other agencies in NSW, across Australia and internationally. The Director General is responsible to the Minister for Transport, the Minister for Roads and NSW Parliament for Transport NSW s overall performance and compliance. Minister for Transport and Minister for Roads Director General Transport NSW Central Divisions Operating Entities Transport Policy and Planning RailCorp Transport Coordination Roads and Traffic Authority Transport Infrastructure State Transit Authority Transport Services Sydney Ferries Strategic Finance and Corporate Services Transport Construction Authority Strategy and Stakeholder Involvement Country Rail Infrastructure Authority Transport Shared Services 14 Transport NSW Corporate Plan

15 HOW WE ARE GOING TO WORK This section describes some of the processes, procedures and approaches that we will apply internally to bring us together as a unified and integrated agency. Transport NSW is one of Australia s largest asset managers and service providers. We are accountable for a multi-billion dollar budget and serve millions of customers, stakeholders and the community. We take this responsibility seriously and are committed to high standards of organisational governance and accountability. The formation of Transport NSW provides the opportunity to embrace our commonalities, learn from each other, and question and improve on the way we do things. We will not reinvent the wheel, but rather, we will capitalise on what is already working well. We are unified by the Transport NSW results of travel, accessibility, asset, safety and environment. We will embed these into our strategies, plans, processes and decision making, and use them to monitor and manage our performance. We are committed to developing mechanisms to demonstrate our contribution to the Transport NSW results, and to the NSW community. We will also use these results to demonstrate our success at integration working together as one agency. We will plan, commit, monitor and act, and review our performance to ensure continuous improvement, transparency and accountability. We will use the following performance cycle to make sure we re on the right track. review We will review performance through mechanisms such as: Mid and full year performance reports Mid and full year business plan reports Annual Report Plan High level strategic direction is set through plans including: Transport NSW Corporate Plan NSW State Plan Metropolitan Transport Plan Results and Services Plan Total Asset Management approach Performance cycle Monitor and act We will demonstrate progress against delivery, and identify emerging issues and development opportunities through: Regular performance meetings NSW State Plan quarterly reports Business planning process Commit We will commit to the delivery of these plans through mechanisms such as: Performance agreements and individual work plans Business plans Budget papers transport nsw Corporate Plan 15

16 Where to from here Our Corporate Framework is a key part of everything we do. Transport NSW will use standard guidelines and templates to manage all of the following processes across transport Operating Entities and Central Divisions. To deliver on the results outlined in the Corporate Framework, Transport NSW must embed the framework in its governance processes. Governance Executive liaison Transport NSW is governed by an Executive comprised of a Director General, Deputy Directors General of Central Divisions, heads of Operating Entities and General Counsel. The Executive meets regularly to discuss operational issues and ensure coordination across modes. More detailed Executive coordination meetings are held monthly to allow for in-depth discussions around specific strategy or policy issues. Communication and coordination Transport NSW will use a range of internal committees and officer level coordination bodies to ensure open channels of communication throughout the agency. Aligning our planning Transport NSW results All strategic and business plans will contain the Transport NSW results, as a consistent framework that drives everything we do, and ensures we are all on the same path. Integrated business planning Our planning will be integrated by cascading commitments and actions through the layers of the agency to ensure high level commitments are owned by teams and individuals. These commitments and actions will be cascaded from this plan to Central Divisions and Operating Entities, through to business units and then to individuals. The Suite of Integrated Plans (see page 31) provides further illustration. Developing new strategies and plans We will update and create new plans, as required, to ensure a coordinated approach to strategic, modal or geographical issues. Updating existing plans Where appropriate, existing plans will be updated to clearly demonstrate their relationship to other Transport NSW plans and alignment with Transport NSW results. 16 Transport NSW Corporate Plan

17 Performance management and monitoring Executive dashboard reporting Transport NSW s performance will be monitored through the Executive dashboard, a regular report on the status of a range of high level performance indicators. Reporting against the NSW State Plan Transport NSW s contribution towards the NSW State Plan is monitored through regular reporting, as required by the Department of Premier and Cabinet. NSW State Plan priorities, commitments, targets and our responses to these will be embedded within our strategic and business plans. Director General performance meetings Each member of the Executive and their senior management team hold regular performance meetings with the Director General to discuss performance against agreed strategies and actions, financial and resource management, risk management, and other strategic issues. These meetings will be held following the end of the financial and calendar years, and as required. These meetings are structured around contributions to the Transport NSW results and will use data and performance information to inform discussions. Individual performance agreements Each member of the Executive will have a performance agreement, Senior Executive Service or other, with the Director General. These agreements clearly define responsibilities and expectations. The actions in these agreements will be cascaded into agreements and plans within business areas, in order to ensure implementation. Reporting against this Corporate Plan The Executive s commitment to the actions in this plan, for example see delivering our transport vision (page 11) and projects and initiatives (page 22), will be captured in their business plans and performance agreements and will be reported against on a six-monthly basis. Performance indicator development Performance indicators will continue to be reviewed, developed and monitored at all levels of Transport NSW. These will be structured around contributions to the Transport NSW results. This is an evolutionary process and performance indicators will be assessed for suitability on a regular basis. The key performance indicators section (see page 32) provides further detail. All permanent Transport NSW employees are required to hold work and development conversations with their direct managers. They will agree on activities and development goals and review progress against these as required. transport nsw Corporate Plan 17

18 Managing an integrated budget An integrated budget Transport NSW is responsible for an integrated budget across transport modes. Resource allocation decision making Decisions regarding the use of this budget will be made with needs and results in mind, as part of the budget process. The outcomes of these decisions will be captured in documents such as the Transport NSW: Budget papers. Results and Services Plan. Total Asset Management approach. Strategic discussions around resource allocation will take place at specific times throughout the year to inform the budget and planning cycle. Realising our values Demonstrating our values The values of our agency are our shared understanding of what we stand for. They will be embedded in everything we do. We will realise our values through our ongoing commitment to a consistent code of conduct and ethics. The contribution of individuals to the agency s values can also be discussed during work and development conversations. We have all worked hard in the past to deliver our results, now we will work together to deliver the single transport vision for the people of NSW. Management and reporting Financial management and performance against agreed budgets will be an important indicator of management performance, as will the quality of services and infrastructure delivered. Value for money Demonstrating the effective use of resources will be a clear responsibility of managers. This will be monitored through mechanisms such as reports against performance agreements. 18 Transport NSW Corporate Plan

19 NSW STATE PLAN The NSW State Plan is the NSW Government s long-term plan to deliver the best possible outcomes to the people of NSW. The NSW State Plan sets clear priorities and targets for Government action, reflecting the vision of communities across NSW for the future of our state. The NSW State Plan is a view towards 2016 and will be reviewed in consultation with the community every three years to reflect relevant priorities. The NSW State Plan was launched in 2006, and reviewed in through a series of consultations with community, business and stakeholder groups across the state. Transport was consistently identified as the highest priority for NSW communities. Public transport improvements were identified in many locations, including the need for regional transport plans, targets beyond the Sydney CBD, better access to public transport, and improved integration of transport modes. The NSW State Plan sets 44 clear priorities for Government action. The NSW State Plan integrates the planning of our cities and transport systems to improve quality of life, boost the economy and help us face the challenges of the future. The Minister for Transport, the Minister for Roads and the Director General, Transport NSW will lead the delivery of transport priorities and drive performance throughout Transport NSW. The State Plan review has highlighted the importance of integrated transport for the whole of NSW. This provides us with the challenge and responsibility to deliver better transport for the people of NSW. transport nsw Corporate Plan 19

20 Better Transport and Liveable Cities priorities The NSW State Plan identified that the community wanted to make our transport network world class safe, reliable and integrated and make our cities and towns great places to live with a high quality of life. Transport NSW will lead the delivery of better transport and contribute to liveable cities through the following priorities: Better Transport Improve the public transport system. Provide reliable public transport. Improve the road network. Maintain road infrastructure. Improve road safety. Increase walking and cycling. Liveable Cities Increase the number of jobs closer to home. Grow cities and centres as functional and attractive places to live, work and visit. Improve housing affordability. Each of these priorities have performance indicators and targets, to monitor progress and measure performance. These indicators and targets are detailed in the key performance indicators section (see page 32). Partner priorities In addition to delivering upon Better Transport and Liveable Cities priorities, Transport NSW will also play a key contributory role towards achieving a number of other NSW State Plan priorities: Supporting business and jobs. Healthy communities. Green state. Stronger communities. Keeping people safe. Going forward The delivery of Better Transport and Liveable Cities and associated priorities listed in the NSW State Plan will be assisted through the development and delivery of a number of key transport plans and strategies: Metropolitan Transport Plan. Regional transport strategies. Metropolitan Strategy. Regional strategies. Connecting NSW: The Freight Strategy. The NSW BikePlan. 20 Transport NSW Corporate Plan

21 Metropolitan Transport Plan Connecting the City of Cities The Metropolitan Transport Plan outlines the future for the transport system of Sydney. Sydney will be a city offering ample transport options, an improved quality of life with renewed neighbourhoods and will strengthen the economies of both NSW and the nation. This plan is fully funded for the next ten years and will make better use of existing infrastructure and provide efficient transport links. While the Metropolitan Transport Plan does not cover everything we do, it does highlight focus areas, outlining how Sydney s transport will be delivered into the future. The Metropolitan Transport Plan was developed for consultation to seek the community s views on transport planning into the future. Following this consultation and a review of the Metropolitan Strategy, the two will be consolidated into one Metropolitan Plan. This plan will look at the future needs of Sydney with a growing population and expanding urban footprint and will be reviewed every five years. These reviews will be informed by the latest available data from the Transport Data Centre and the Australian Census. The Metropolitan Transport Plan recognises the importance of a connected transport system for every trip made. This includes a cross city commute by public transport, a walk to the shops or the movement of freight through a large hub like Port Botany. To improve the customer experience, we will provide better passenger information and simpler public transport ticketing. We will deliver a safe public transport system that is better integrated with an efficient road network and pedestrian and cycling facilities. Integration will be facilitated by the creation of the Sydney Metropolitan Development Authority which will work across NSW Government bodies, local councils and the private sector to deliver the right solutions for the right locations into the future. The Metropolitan Transport Plan focuses on improved connections at all levels, it places an emphasis on developing the cities within Sydney, creating multiple major centres for business, housing and employment. These strategic centres will help provide jobs closer to home and strengthen the NSW economy. The Metropolitan Transport Plan will guide the development of appropriate transport systems to help manage future impacts on the economy, the environment and our quality of life. In the coming decade, we will be focused on delivering additional services, improving customer experiences and strengthening integration and accessibility between modes. transport nsw Corporate Plan 21

22 Projects and initiatives Transport NSW delivers key projects and initiatives throughout NSW to meet the needs of the community and deliver our results. These include maintaining and upgrading key infrastructure, developing and implementing service improvement initiatives, and reviewing and updating policies. These projects and initiatives are consistent with the NSW State Plan, State Infrastructure Strategy, Infrastructure Australia and other government commitments. A rail system to connect our city s centres The rail network will be maintained and enhanced to move people between our major centres on a safe and comfortable service. Express rail services for western Sydney, along with over 5,000 more seats between Parramatta and the city during the peak, will improve the capacity and travel times of rail services between Sydney and the city s west. A five kilometre priority tunnel will be built from 2015 to separate western services from inner city services to provide reduced travel times. The South West Rail Link is due for completion in 2016 and will provide 11.4 kilometres of new train line to service the south west growth centre and will deliver thousands of workers to Parramatta; Sydney s second CBD. New Waratah trains will be introduced, including 626 additional carriages, to increase capacity on the network and the comfort of our customers. The new fleet will have improved accessibility for mobility-impaired commuters and improved security measures. Enhance capacity by eliminating network bottlenecks through Rail Clearways projects to allow all CBD lines to operate at maximum capacity. All suburban trains on the network will be air-conditioned, comfortable and high capacity to seat up to 900 passengers per train. Construction of the North West Rail Link will commence in 2017 and will provide a 23 kilometre rail link between Epping and Rouse Hill. This link will support the north west growth centre and alleviate predicted congestion in the longer term by providing rail services in the north west. Provide and maintain infrastructure such as commuter car parks to encourage a more convenient public transport journey. Provide key interchanges to enhance the existing network, making rail an easier and more attractive option. Increase the length of some services from six car trains to eight car trains to accommodate growth in demand for public transport. Deliver robust timetables to reduce congestion and overcrowding, and maintain service reliability. 22 Transport NSW Corporate Plan

23 Supporting buses as an efficient option to move people Bus services are delivered throughout the state by both public and private operators to deliver efficient public transport options to the community. Develop and maintain new bus priority measures on the 43 strategic bus corridors throughout Greater Sydney, including the rollout and use of state-of-the-art technologies. Deliver 1,000 new buses, allowing for an increased number of services and reduced journey times, making buses an attractive, comfortable and efficient option. Construct the Inner West Busway to provide faster and more reliable bus travel, greater road safety and improved facilities for pedestrians and cyclists. Develop and implement technologies to keep buses running on time and enhance the connections between bus, train and ferry services. Develop a simple route identification system to make the bus network easier to understand so that customers can quickly plan a hassle free trip. Identify new corridors across Sydney for fast and convenient services between new housing centres and employment development areas. Managing and maintaining NSW s road network Maintaining and upgrading the NSW road network will allow for safe and efficient movement across the network. This includes managing the peak within Sydney for private vehicles, buses, cyclists, pedestrians and freight movements, and providing connections across the state. The Transport Coordination Group is an initiative implemented to manage each peak period in Sydney with a coordinated approach, just like we manage a major event, using state-of-the-art technology to support the efficient movement of people and goods throughout Sydney. The Pinch Point strategy is designed to target and relieve bottlenecks by improving traffic flows at key congestion points on Sydney s major arterial road corridors, enhancing the existing capacity and getting the most out of the network. The Public Transport Information and Priority System (PTIPS) is a technological solution being integrated into Sydney s road network to give late running buses priority at signalised intersections and help get them back on time. This rollout will also improve bus management and service planning through better information on fleet performance. Reintroduce mobile speed cameras to increase the visibility and awareness of enforcement operations and influence road user behaviour. Ensure safe road environments by conducting road safety reviews for major highways and assisting councils to improve local roads. Road engineering devices will also be developed and implemented to reduce the chance of crashing, and reduce the impact if a crash does occur. transport nsw Corporate Plan 23

24 Managing the freight task The freight task in NSW is growing and forms the backbone of our economy. The efficient management of the freight task will have benefits for the NSW community and the national economy. Maintain the road network outside of Sydney to provide safe and efficient travel between towns, major centres, across NSW and interstate. These networks support the community s everyday travel and lifestyles as well as the freight task that moves goods throughout Australia. Provide convenient, fast and reliable public transport options as an attractive alternative to using private vehicles. This will include using the existing road network to provide bus lanes to facilitate fast, reliable bus and taxi services. Connect Sydney with western NSW with the Great Western Highway upgrade, including widening sections of the highway to deliver improved travel times as well as providing a safer road environment for all road users, including pedestrians and cyclists. Upgrade Cowpasture Road from a two-lane road to a four-lane divided road with new traffic signals at key intersections linking new residential growth and employment areas, supporting the regional freight links between industrial estates and providing new pedestrian and cycle paths. Construction of the Hunter Expressway will deliver a new four-lane expressway between the F3 Freeway and the New England Highway. This expressway will consist of 40 kilometres of dual carriageway, cutting travel times between Newcastle and the Hunter by 28 minutes, relieving congestion and supporting the growing freight task of the region. Develop and implement the NSW Freight Strategy to inform long-term planning of infrastructure and policy for freight, including road and rail based freight. Develop intermodal terminals and rail yards at key locations in Sydney and maintain and enhance rail freight routes. This aims to increase the movement of containers from Port Botany by rail and help shift freight from our roads. Upgrade existing road and rail links between the origin and destination of freight, ports and industrial developments. This includes upgrades to interstate highways and roads on Sydney s fringes. Work with key stakeholders to address the last mile freight issues relating to final delivery destinations throughout NSW. Investigate time of day differential access charging to reflect the noise, vibration and pollution impacts of locomotives. Work with Infrastructure Australia to develop a National Ports Strategy and Freight Network Plan to formulate a national approach to the management of the freight task. 24 Transport NSW Corporate Plan

25 Serving the public the customer experience We are focused on providing high quality services to our customers and the NSW community to make doing business with us easy and transport throughout NSW efficient. Introduce a fully integrated electronic ticketing system for Greater Sydney starting from This, along with the simpler fare structure introduced under MyZone, will allow our customers to experience a more integrated public transport system. Public transport infrastructure will be maintained and upgraded to ensure the safety of the community and our employees, providing efficient and attractive transport services. This will include a continuing focus on road safety initiatives such as researching and implementing new technologies and education campaigns to contribute to safer people, roads and vehicles. Improve customer experiences through the introduction of new train carriages and buses, improved access to the transport network, the provision of commuter car parks and improved connections between transport modes through key interchanges. Provide up-to-date information to the community on public transport services and the road network, allowing the public to make informed decisions and making travel easier. Sydney s ferries Maintaining and upgrading Sydney s ferries and wharves will support commuter trips across the harbour and Parramatta River, and also support Sydney s tourism industry. The ferry network offers alternative travel routes across the harbour to support reliable and efficient movement of people across the city. Replace six ferries with new vessels to provide greater reliability and traveller comfort. Introduce Global Positioning System (GPS) technology that will provide ferry commuters with real time travel information about service arrival times. Technologies will also be used to provide information to hearing and vision impaired commuters, and offer an SMS service to warn commuters of unavoidable delays. transport nsw Corporate Plan 25

26 Promote healthy and active lifestyles The implementation of the NSW BikePlan will introduce policies that encourage the community to choose more active, alternative forms of transport. The provision of cycling infrastructure will increase the community s options and encourage cycling to be combined with other transport modes. Enhance the light rail network within the inner city The light rail network will support retail and employment throughout the city, allowing for connections between the light rail network and rail, bus and ferry services while supporting walking and cycling options throughout Sydney. Deliver a $500 million expansion of the current light rail system through the CBD and into the inner west. Provide new stations along the expanded network and an increased number of services to make light rail a more attractive public transport option. Build the missing links on the Metro Sydney Bike Network to connect Sydney s district centres. Support local councils to deliver sections along the NSW Coastline Cycleway to encourage cycling within local populations, and promote these facilities as destinations of choice for cycle tourism in NSW. Provide route information, maps and signage for cyclists, including distance and typical travel time information. Continue to support safe cycleways and walking facilities within road upgrades and land developments. Continue to improve pedestrian access, safety and convenience, through the provision of new and upgraded pedestrian facilities, taking particular account of the needs of children, older people and those with impairments. 26 Transport NSW Corporate Plan

27 Regional transport Providing regional transport delivers vital connections throughout the state. These connections are also an integral part of the nation s key freight routes, supporting the economy and community. Develop and implement regional transport plans, considering the needs of local stakeholders and communities, as well as the needs of NSW. Complete the upgrades of the Hume and Pacific highways to provide increased road safety and improved travel times. This will connect local communities and support business throughout NSW and across our borders. Complete the 54 kilometre Main Road 92 upgrade from south of Nowra to Nerriga. This upgrade will improve road safety, and improve access to Port Kembla from southeast NSW and Victoria. This access will reduce freight transport costs and increase tourism opportunities. Develop and implement the NSW Freight Strategy to support the responsible and sustainable use of the rural and regional road and rail networks. Maintain the rail network to allow connections between rural and regional locations, major cities and interstate. The CountryLink network will continue to be supported by the provision of bus services to locations throughout NSW, increasing rural and regional accessibility. Planning transport into the future Working with our stakeholders at a local, state and national level, we will identify the communities transport needs and lead integrated planning to deliver a system that meets these needs. The integration of modes and transport solutions will be considered at all levels and across NSW, while developing new centres in the right locations. Planning for our centres of growth will include planning and delivering transport options and services to Sydney s growth centres, to deliver a sustainable public transport system. Planning ahead by reserving transport corridors, in conjunction with forward motorway planning, to shape the future of a connected transport system. Planning at a state and national level to manage the growing freight task and working with stakeholders to investigate demand management options. Supporting jobs closer to home by promoting multiple centres within Sydney to help develop and integrate new growth areas into an attractive, liveable city. transport nsw Corporate Plan 27

28 WORKING WITH STAKEHOLDERS, PARTNERS AND THE COMMUNITY We are a government agency providing an essential service, integral to the lives of everyone in NSW. Transport impacts on almost every aspect of the economy, and our social and working lives. To achieve our results we will need to work with a range of stakeholders, partners, customers and the community. These groups will have involvement in the planning, design and delivery of transport and infrastructure projects, programs and services. Transport NSW must foster greater collaboration at all levels of our business. We must strengthen and maintain both internal and external relationships. Working effectively with other service delivery and construction agencies, the private sector, industry, community organisations and consulting our customers will remain critical to achieving our results. 28 Transport NSW Corporate Plan