fixing the trains - rail back on track - welcomethe way it does business to deliver a world-class...

Queensland Government

Fixing the trainsHigh-level implementation plan

March 2017

2

Fixing the trainsAn action plan to get Queensland’s rail services back on track.

For commuters from Gympie North to the Gold Coast, the Citytrain network is the backbone of South East Queensland’s public transport network.

That’s why we have a plan to fix our trains and give passengers the service standards they deserve.

As Minister for Transport I’m committed to putting customers first and fixing our trains. To do this we will implement all 36 recommendations in the Strachan Report in full.

But we won’t stop there.

In the first 100 days as Minister for Transport my first focus will be on improving Citytrain services for customers.

This is our action plan to modernise Queensland Rail to make it more customer-focused, and to ensure we are doing everything we can to deliver a sustainable timetable and provide a world-class rail service for Queenslanders.

Jackie Trad Deputy Premier and Minister for Transport

Fixing the trains, March 2017


3

Transforming railThe Queensland Government is committed to transforming rail in Queensland. This is not something that can be done overnight—it will take time to make sure we get it right.

While we are making progress on implementing the Strachan Report recommendations, there is still a long way to go. We are not looking for a band-aid solution.

We have established the Citytrain Response Unit to work with Queensland Rail and the Department of Transport and Main Roads and oversee the implementation of all 36 recommendations. The Citytrain Response Unit has also been tasked with overseeing the implementation of the additional commitments to our customers.

This comprehensive transformation plan supercedes the five-point plan announced in October 2016.

Our prioritiesQueensland Rail, the Department of Transport and Main Roads and the Citytrain Response Unit have mobilised a significant and coordinated transformation program being delivered in three phases: stabilise, recover and transform.

Phase 1: stabilising operations

The first step is for Queensland Rail to stabilise operations, restore Citytrain services to a sustainable level, and regain customer and stakeholder confidence. There are four main initiatives to achieve this:

1. Timetable review—review of the current timetable is underway to determine the sustainability of service levels and identify contingency options. Queensland Rail is developing plans to address upcoming critical periods, including the Easter holiday period in 2017, the introduction of the New Generation Rollingstock and the Gold Coast Commonwealth Games in 2018.

2. Forecasting—develop a comprehensive five-year forecasting model for train crew supply and demand to ensure Queensland Rail understands and can plan for the levels of train crew needed to meet future service requirements.

3. Customer service—deliver improved amenity, appointing customer service champions within Queensland Rail and improving communication with customers to create a customer-first culture.

4. Train crew management plan—introduce a rolling eight-week train crew management plan to provide a forward view of staff availability. This will be supported by improved leave management processes.



4


Phase 2: organisational recovery

The second step is for Queensland Rail to recover the organisation and lay the foundation for a broader transformation program. This phase will be delivered in four main components:

1. Recruitment and training—focus on improving and accelerating processes and practices for recruiting and training train crew. This will include recruiting already qualified drivers and working with employee groups to boost train crew productivity.

2. Reporting and communication—clarify, streamline and strengthen reporting frameworks and communication processes within Queensland Rail to ensure timely and accurate information is shared with executive management and government stakeholders.

3. Governance—review and clarify reporting practices between Queensland Rail and Government. Achieving this clarity will ensure effective channels for communication and decision making to assist in the recovery and transformation of rail service delivery.

4. Oversight and assurance—the Citytrain Response Unit will oversee the implementation of the Strachan Report recommendations and customer commitments, and provide assurance to the Government and the people of Queensland that the appropriate steps are being taken to stabilise, recover and transform rail in Queensland.

Phase 3: transforming rail

The activities we will undertake in the transformation phase will drive cultural changes within Queensland Rail and deliver a more integrated public transport structure for Queensland. The transformation phase will be delivered through four key initiatives:

1. Culture—develop and execute a multi-year action plan for Queensland Rail to drive a culture of transparency, proactivity and excellence in customer service supporting the organisation to deliver a world class, modern railway.

2. Major project delivery—confirm that accountability for the delivery of major capital projects and significant timetable changes will reside with the Department of Transport and Main Roads to ensure a network-wide approach to major project delivery and allow Queensland Rail to maintain focus on operational readiness.

3. Whole-of-business review—undertake a whole-of-business review of Queensland Rail to identify any other areas of the business which may have systemic issues and may be at risk of failing. The Citytrain Response Unit will work with Queensland Rail to undertake this review and ensure the effective delivery of rail services in the future.

4. Structural reform—undertake reviews into the governance, legislative framework and structure for passenger rail service delivery in Queensland. The Citytrain Response Unit will recommend and oversee the implementation of a closely integrated public transport service, with the focus on delivering a customer-first approach across the public transport network.


5


Delivering for CustomersWe have a plan to put Queensland Rail back on track to deliver better services.

The Queensland Government understands what commuters expect from their Citytrain service. The message has come through loud and clear. Commuters want, and deserve:

• a reliable and on-time rail service

• excellent customer service

• cleaner, safer trains and stations.

We are committed to delivering this for the commuters of South East Queensland. We will drive Queensland Rail to modernise and adopt best practice when it comes to recruitment, training, rail operations and customer service.

The Strachan Report made 36 recommendations focussed on restoring the reliability and level of rail services the commuters of Queensland deserve. We will make sure each and every one of them is implemented in full.

Not only are we going to drive the implementation of the Strachan Report recommendations, we are going to go further.

We will hold Queensland Rail accountable for transforming the way it does business to deliver a world-class commuter rail service.

Restore reliable and on-time rail servicesIn the first 100 days, we will:

• accelerate the recruitment of drivers and guards

• hire new support staff to help our drivers and guards focus on operating rail services and taking care of our customers

• investigate alternate options to fast-track training.

Deliver excellence in customer serviceIn the first 100 days, we will:

• establish Commuter Catch-ups as a forum for customers to provide feedback directly to Government and Queensland Rail

• direct Queensland Rail to appoint a Chief Customer Service Officer, reporting to the Chief Executive Officer, to drive a customer-focussed culture across the organisation

• empower station managers to become customer ambassadors and lead a customer-first culture at their stations

• strengthen Queensland Rail’s Customer Charter with genuine customer commitments and performance measures, informed by feedback from Commuter Catch-ups

• work to deliver more timely and better quality information to customers—through all channels including the Queensland Rail and TransLink apps, traditional and social media, and on station platforms and trains—to enable them to make informed decisions about their journey

• investigate extending the Queensland Government’s open data program to allow entrepreneurs, developers and researchers to create new, innovative products and services to benefit our customers and help hold Queensland Rail accountable for its performance.


6


Provide cleaner, safer trains and stationsIn the first 100 days, we will:

• commence an assessment of all stations on the Citytrain network to determine which stations need an immediate refresh and improved customer amenity

• roll out a bin blitz and return suitable bins to inner-city stations between Toowong, South Brisbane and Bowen Hills to help make our stations cleaner

• continue to resolve issues with the New Generation Rollingstock to ensure our customers have safe access to these new modern trains as soon as possible.


7

Achievements in the first 30 days

We have made significant progress on the transformation program in the first 30 days following the release of the Strachan Report.

The Government has:

• committed to implementing all 36 Strachan Report recommendations

• appointed a new Chair of the Queensland Rail Board

• established the Citytrain Response Unit

• committed to a 100 day action plan to improve rail services for customers.

Queensland Rail has:

• commenced new driver and guard training schools, with a total of 65 new train crew currently in training—these are the largest ever classes run by Queensland Rail

• mobilised a comprehensive transformation program, led by the Acting Chief Executive Officer

• stabilised Citytrain service reliability, with less than 1 per cent of cancellations in February 2017 attributable to train crewing issues

• introduced a dedicated General Manager for Train Service Delivery

• brought new talent into operations and train crew management teams

• undertaken external recruitment for drivers with Queensland Rail experience

• progressed the new workforce management system to the final stages of testing—this is already delivering insights around optimising shift plans and rosters

• engaged with employee groups to improve train crew productivity and system efficiency

• developed a five-year rolling demand and supply forecast for drivers and guards

• elevated the General Manager for Safety, Assurance and Environment to the Executive Leadership Team.

The Department of Transport and Main Roads has:

• established a Strategic Rail Project Office to implement recommendations 32 to 34 from the Strachan Report

• prepared implementation plans to comprehensively address recommendations 32 to 34

• commenced developing new reporting frameworks and protocols between Queensland Rail and its Responsible Ministers.

The Citytrain Response Unit has:

• prepared an implementation plan to address Strachan Inquiry recommendations 35 and 36

• established a Consultative Committee, with Queensland Rail and the Department of Transport and Main Roads

• developed an approach for monitoring and reporting on the implementation of the Strachan Inquiry recommendations, including prioritising areas for particular attention

• conducted a detailed review of Queensland Rail and Department of Transport and Main Roads’ implementation plans for delivering their respective Strachan Report recommendations

• commenced scoping a Queensland Rail whole-of-business review to identify any further systemic issues and develop actions to address them

• commenced scoping a review of transport governance, with a view to identifying an appropriate model for a closely integrated public transport system for Queensland.



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2020

2018

2019

2017

200 guards qualified

Easter holiday timetable

Deliver full timetable(with overtime)

Deliver full timetable(train crew surplus)

200 drivers qualified

Introduce New Generation Rollingstock

Commonwealth Games

2020

2018

2019

2017

200 drivers recruited200 guards qualified

April 2018

200 guards recruited

September 2017

Easter holiday timetable

April 2017

Deliver full timetable

late 2018 (10% overtime)

Deliver full timetable

late 2019 (no overtime)

200 drivers qualified

June 2019

New Generation Rollingstock

online May 2017

Commonwealth Games

2018

200 drivers recruited200 guards recruited

Upcoming milestones

Queensland Rail plans to deliver a full-service timetable by late 2018. This timetable will rely on train crew working overtime to meet service requirements. The delivery of a full-service timetable, with the appropriate use of overtime, is expected by late 2019.

We are committed to providing reliable services for upcoming significant events including the Easter holiday period, and meet the additional training requirements of the New Generation Rollingstock as the new trains are rolled out on the network. We will also ensure Queensland Rail is prepared for the Commonwealth Games in 2018.

Queensland Rail, the Department of Transport and Main Roads, and the Citytrain Response Unit will continue to work together to ensure that rail operations are stabilised and the organisation has recovered sufficiently to ensure the successful delivery of these significant milestones.



9

Moving forward

The Citytrain Response Unit will publish quarterly reports, detailing progress on the implementation of all 36 Strachan Report recommendations, and the additional customer commitments. The first transformation program progress report is attached to this action plan.

We will continue to monitor the progress as reported by the Citytrain Response Unit and will hold all parties accountable for delivering on their commitments.

The task ahead of us is ambitious and challenging but we are committed to making sure the people of Queensland receive the exceptional level of rail service they deserve.

We will implement this action plan and drive Queensland Rail to be a modernised, customer-focused organisation.

We will ensure rail commuters in South East Queensland have a sustainable timetable they can rely on.

We will deliver an integrated, world-class public transport service for Queensland.

We are getting on with the job of fixing the trains.



Transformation program progress reportMarch 2017

Introduction The Citytrain Response Unit has been established to oversee implementation of the Strachan Report recommendations.

This responsibility includes reporting publically on the progress of the resulting transformation program.

The first progress report is set out below, with a similar report to be published quarterly, via a dedicated website (www.cru.qld.gov.au).

Key achievementsQueensland Rail has made good progress on delivering its 31 recommendations, focusing initially on stabilising the organisation and delivering more reliable services for rail customers. Key achievements:

• incorporated all 31 recommendations into its recovery program, coordinated via a dedicated program management office

• stabilised Citytrain services, with less than 1 per cent of cancellations in February attributable to train crewing issues

• commenced external recruitment for drivers with prior Queensland Rail experience

• launched the largest ever training classes, with 40 trainee guards and 25 trainee drivers starting training on Monday 20 February 2017

• started negotiations with drivers and guards to identify and progress further opportunities to improve train crew productivity

• developed a five-year rolling demand and supply forecast for drivers and guards, providing improved visibility of future shortfalls and the impact of recovery measures.

The Department of Transport and Main Roads, and the Citytrain Response Unit, have made good progress on the five recommendations for which they are responsible (32-36).

Critical next stepsThe following steps are critical for maintaining focus on stabilising operations and commencing the recovery phase for Queensland Rail:

• integrate the additional 100 day initiatives into the transformation program

• appoint a new Chief Executive Officer of Queensland Rail, a critical enabler for the transformation program

• assess the current timetable to ensure sufficient train crew availability to deliver a reliable service over the Easter period and sustain the record level of training activities and the introduction of the New Generation Rollingstock

• finalise Queensland Rail’s long-term industrial relations strategy, providing clarity and structure for how it will work with unions to improve performance and productivity

• undertake further external recruitment for drivers

• complete implementation of the workforce management system, which is now in the final testing and acceptance stage

• continue to work towards sectorising train crew operations, focussing first on tailoring training programs

• introduce a new training program to empower station managers at all key locations to become customer ambassadors

• finalise new frameworks and protocols for reporting to executive management and government stakeholders.

In addition:

• the Department of Transport and Main Roads will finalise new guidelines for Responsible Ministerial communication and decision-making processes

• the Citytrain Response Unit will commence a whole-of-business review of Queensland Rail and structural review of public transport delivery in Queensland by April 2017.

10 Fixing the trains, March 2017


Graph 1 – Customer Satisfaction

Q3 - 15/1650%

100%

Q4 - 15/16 Q1 - 16/17 Q2 -16/17

70 70 7068

Graph 2 – Services Delivered

Q3 - 15/1690%

100%

Q4 - 15/16 Q1 - 16/17 Q2 -16/17

99.79 99.7 99.64 98.57

Graph 3 – On-time Running

Q3 - 15/1650%

100%

Q4 - 15/16 Q1 - 16/17 Q2 -16/17

97.85 97.6496.43

93.43

Key metricsTo ensure transparency around the progress and impact of the transformation program, the Citytrain Response Unit will report quarterly on these performance indicators.

Program progress indicators

Recommendations

In planning In progress Completed

10 25 1

Recruitment

Train crew Target Recruited Training completeAll recruitment complete

All training complete

Drivers 200 83 1 2018 2019

Guards 200 152 56 2018 2018

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latio

ns s

trat

egy

for t

rain

cr

ew, w

hich

will

pro

vide

cle

ar

nego

tiatio

n pr

iorit

ies

mov

ing

forw

ard

Recr

uitm

ent

and

trai

ning

10. T

arge

t a s

truc

tura

l su

rplu

s of

sta

ffIn

pr

ogre

ss

•

•

Que

ensl

and

Rail

has

com

plet

ed

trai

ning

for 1

of 2

00 ta

rget

ed

driv

ers

and

56 o

f 200

targ

eted

gu

ards

Confi

rm p

roje

ctio

ns o

f whe

n Q

ueen

slan

d Ra

il w

ill h

ave

suffi

cien

t driv

ers

and

guar

ds

to re

turn

to th

e fu

ll tim

etab

le

• 20

0 dr

iver

s an

d 20

0 gu

ards

recr

uite

d in

201

8

14. O

pen

recr

uitm

ent t

o ex

tern

al a

pplic

ants

In

prog

ress

•

•

Que

ensl

and

Rail

has

com

men

ced

phas

ed e

xter

nal r

ecru

itmen

t for

dr

iver

s w

ith Q

ueen

slan

d Ra

il ex

perie

nce

Ope

n ex

tern

al re

crui

tmen

t to

driv

ers

with

no

prev

ious

Q

ueen

slan

d Ra

il ex

perie

nce

• Ex

tern

al re

crui

tmen

t for

Que

ensl

and

Rail-

expe

rienc

ed d

river

s co

mpl

ete



Init

iati

veRe

com

men

dati

onS

tatu

sCl

ear

obje

ctiv

eD

edic

ated

re

sour

cePl

an in

pl

ace

Targ

et d

ate

Prog

ress

Nex

t ste

ps

2017

2018

2019

15. S

tabi

lise

recr

uitm

ent

and

trai

ning

inta

kes

In

prog

ress

•

Que

ensl

and

Rail

is d

evel

opin

g a

thre

e-ye

ar p

lan

for r

ecru

itmen

t an

d tr

aini

ng in

take

s to

pro

vide

st

abili

ty a

nd p

redi

ctab

ility

of t

he

over

all p

rogr

am

Fina

lise

thre

e-ye

ar re

crui

tmen

t an

d tr

aini

ng p

lan

16. O

verh

aul t

rain

ing

prog

ram

In

prog

ress

•

•

Rout

e m

ento

ring

arra

ngem

ents

ha

ve b

een

expa

nded

to a

llow

m

ore

driv

ers

to a

ctiv

ely

cont

ribut

e to

the

trai

ning

pro

cess

Das

hboa

rds

have

bee

n de

velo

ped

to tr

ack

and

man

age

the

prog

ress

of

trai

nees

thro

ugh

the

prog

ram

, en

surin

g tim

ely

grad

uatio

n

Appo

int a

n ex

tern

al tr

aini

ng

part

ner a

nd c

omm

ence

end

-to-

end

re-d

esig

n of

driv

er tr

aini

ng

prog

ram

• En

d-to

-end

re-d

esig

n of

driv

er tr

aini

ng p

rogr

am

New

CEO

25. R

ecru

it ne

w C

EO w

ith

suita

ble

attr

ibut

esIn

pr

ogre

ss

•Q

ueen

slan

d Ra

il is

act

ivel

y re

crui

ting

a ne

w C

EOCo

nfirm

and

app

oint

new

CEO

Org

anis

atio

n an

d cu

ltur

e3.

Rev

ise

man

date

for

proj

ects

org

anis

atio

nPl

anni

ng

•

Scop

e de

velo

ped

Que

ensl

and

Rail

inte

grat

ed

oper

atin

g pl

an s

trat

egy

deve

lope

d

Agre

e an

d im

plem

ent c

hang

es

follo

win

g th

e ap

poin

tmen

t of t

he

new

CEO

19. R

efre

sh e

scal

atio

n pr

acti

ces

Plan

ning

•

Scop

e de

velo

ped

Addr

ess

as p

art o

f bro

ader

cu

ltura

l tra

nsfo

rmat

ion,

whi

ch

will

be

initi

ated

follo

win

g th

e ap

poin

tmen

t of t

he n

ew C

EO

20. M

inim

ise

exec

utiv

e ab

senc

es a

t key

tim

esIn

pr

ogre

ss

•Re

view

of l

eave

pol

icie

s

is b

eing

pre

pare

dIn

corp

orat

e le

ave

man

agem

ent f

or

exec

utiv

es in

to e

xist

ing

polic

ies

21. A

ddre

ss p

ract

ice

of

acti

ng s

idew

ays

In

prog

ress

•

Impl

emen

tatio

n pl

an d

evel

oped

Chan

ge H

uman

Res

ourc

es

polic

y, d

irect

ing

a pr

efer

ence

for

man

ager

s to

act

upw

ards

dur

ing

perio

ds o

f exe

cutiv

e ab

senc

es



Init

iati

veRe

com

men

dati

onS

tatu

sCl

ear

obje

ctiv

eD

edic

ated

re

sour

cePl

an in

pl

ace

Targ

et d

ate

Prog

ress

Nex

t ste

ps

2017

2018

2019

15. S

tabi

lise

recr

uitm

ent

and

trai

ning

inta

kes

In

prog

ress

•

Que

ensl

and

Rail

is d

evel

opin

g a

thre

e-ye

ar p

lan

for r

ecru

itmen

t an

d tr

aini

ng in

take

s to

pro

vide

st

abili

ty a

nd p

redi

ctab

ility

of t

he

over

all p

rogr

am

Fina

lise

thre

e-ye

ar re

crui

tmen

t an

d tr

aini

ng p

lan

16. O

verh

aul t

rain

ing

prog

ram

In

prog

ress

•

•

Rout

e m

ento

ring

arra

ngem

ents

ha

ve b

een

expa

nded

to a

llow

m

ore

driv

ers

to a

ctiv

ely

cont

ribut

e to

the

trai

ning

pro

cess

Das

hboa

rds

have

bee

n de

velo

ped

to tr

ack

and

man

age

the

prog

ress

of

trai

nees

thro

ugh

the

prog

ram

, en

surin

g tim

ely

grad

uatio

n

Appo

int a

n ex

tern

al tr

aini

ng

part

ner a

nd c

omm

ence

end

-to-

end

re-d

esig

n of

driv

er tr

aini

ng

prog

ram

• En

d-to

-end

re-d

esig

n of

driv

er tr

aini

ng p

rogr

am

New

CEO

25. R

ecru

it ne

w C

EO w

ith

suita

ble

attr

ibut

esIn

pr

ogre

ss

•Q

ueen

slan

d Ra

il is

act

ivel

y re

crui

ting

a ne

w C

EOCo

nfirm

and

app

oint

new

CEO

Org

anis

atio

n an

d cu

ltur

e3.

Rev

ise

man

date

for

proj

ects

org

anis

atio

nPl

anni

ng

•

Scop

e de

velo

ped

Que

ensl

and

Rail

inte

grat

ed

oper

atin

g pl

an s

trat

egy

deve

lope

d

Agre

e an

d im

plem

ent c

hang

es

follo

win

g th

e ap

poin

tmen

t of t

he

new

CEO

19. R

efre

sh e

scal

atio

n pr

acti

ces

Plan

ning

•

Scop

e de

velo

ped

Addr

ess

as p

art o

f bro

ader

cu

ltura

l tra

nsfo

rmat

ion,

whi

ch

will

be

initi

ated

follo

win

g th

e ap

poin

tmen

t of t

he n

ew C

EO

20. M

inim

ise

exec

utiv

e ab

senc

es a

t key

tim

esIn

pr

ogre

ss

•Re

view

of l

eave

pol

icie

s

is b

eing

pre

pare

dIn

corp

orat

e le

ave

man

agem

ent f

or

exec

utiv

es in

to e

xist

ing

polic

ies

21. A

ddre

ss p

ract

ice

of

acti

ng s

idew

ays

In

prog

ress

•

Impl

emen

tatio

n pl

an d

evel

oped

Chan

ge H

uman

Res

ourc

es

polic

y, d

irect

ing

a pr

efer

ence

for

man

ager

s to

act

upw

ards

dur

ing

perio

ds o

f exe

cutiv

e ab

senc

es

Init

iati

veRe

com

men

dati

onS

tatu

sCl

ear

obje

ctiv

eD

edic

ated

re

sour

cePl

an in

pl

ace

Targ

et d

ate

Prog

ress

Nex

t ste

ps

2017

2018

2019

22. O

verh

aul o

rgan

isat

iona

l st

ruct

ure

In

prog

ress

•

•

Safe

ty fu

nctio

n ha

s be

en e

leva

ted

and

is n

ow a

dire

ct re

port

to th

e CE

O

Acco

unta

bilit

y fo

r tra

inin

g tr

ain

crew

has

bee

n tr

ansf

erre

d to

H

uman

Res

ourc

es

Que

ensl

and

Rail

has

com

plet

ed a

n in

itial

ana

lysi

s of

or

gani

satio

nal l

ayer

s an

d sp

ans

of c

ontr

ol

Agre

e an

d im

plem

ent b

alan

ce

of c

hang

es fo

llow

ing

the

appo

intm

ent o

f the

new

CEO

• Sa

fety

func

tion

elev

ated

to C

EO a

nd tr

aini

ng

acco

unta

bilit

y tr

ansf

erre

d to

Hum

an R

esou

rces

26. R

evie

w le

ader

ship

ca

pabi

litie

sPl

anni

ng

•

•

Scop

e de

velo

ped.

Targ

et d

ate

to b

e se

t in

cons

ulta

tion

with

the

new

CEO

.

Agre

e an

d im

plem

ent c

hang

es

follo

win

g th

e ap

poin

tmen

t of t

he

new

CEO

• Le

ader

ship

cap

abili

ty re

view

com

men

ced

31. U

nder

take

a c

ultu

ral

chan

ge p

rogr

amPl

anni

ng

Chai

r and

Act

ing

CEO

hav

e en

gage

d th

e br

oade

r org

anis

atio

n as

par

t of i

nitia

l sta

ges

of c

ultu

ral

tran

sfor

mat

ion

Dev

elop

and

fina

lise

cultu

ral

chan

ge p

rogr

am fo

llow

ing

the

appo

intm

ent o

f the

new

CEO

• Cu

ltura

l cha

nge

prog

ram

des

igne

d

and

com

men

ced

Ris

k24

. Ove

rhau

l ris

k m

anag

emen

t pra

ctic

esIn

pr

ogre

ss

•

Que

ensl

and

Rail

has

cent

ralis

ed

the

risk

func

tion

and

is ro

lling

out

a

com

preh

ensi

ve tr

aini

ng p

rogr

am

to e

nsur

e lin

e m

anag

ers

are

awar

e of

thei

r ris

k m

anag

emen

t re

spon

sibi

litie

s

Fina

lise

proc

urem

ent o

f new

in

tern

al a

udit

part

ner,

whi

ch w

ill

take

on

the

maj

ority

of i

nter

nal

audi

t pro

ject

s

Proj

ect

deliv

ery

2. E

nsur

e pr

ojec

t pla

ns

cons

ider

ope

rati

ons

In

prog

ress

•

Proj

ects

org

anis

atio

n ha

s co

mpl

eted

a re

view

of a

ll ac

tive

proj

ects

to e

nsur

e op

erat

ing

plan

s ar

e ap

prop

riate

ly m

atur

e an

d co

mpr

ehen

sive

Impl

emen

t pro

cess

to e

nsur

e bu

sine

ss c

ases

can

not p

rogr

ess

with

out c

ompr

ehen

sive

ope

ratin

g pl

ans

in th

e fu

ture

(bef

ore

next

m

ajor

pro

ject

com

men

ces)

4. R

evis

e ti

met

able

re

adin

ess

proc

ess

In

prog

ress

•

A tim

etab

le o

pera

tiona

l rea

dine

ss

asse

ssm

ent f

ram

ewor

k is

bei

ng

scop

ed a

nd d

evel

oped

Form

alis

e re

view

pro

cess

, de

cisi

on ri

ghts

and

sig

n-of

fs

requ

ired

to in

trod

uce

timet

able

ch

ange

s in

the

futu

re



Init

iati

veRe

com

men

dati

onS

tatu

sCl

ear

obje

ctiv

eD

edic

ated

re

sour

cePl

an in

pl

ace

Targ

et d

ate

Prog

ress

Nex

t ste

ps

2017

2018

2019

Lean

and

re

port

ing

13. I

nsti

tute

trai

n cr

ew

repo

rtin

g In

pr

ogre

ss

•

Proj

ect M

anag

emen

t Offi

ce is

re

port

ing

regu

larly

on

dem

and,

su

pply

and

sho

rtfa

lls o

f tra

in c

rew

to

bro

ad in

tern

al a

udie

nce

Repo

rtin

g to

be

exte

nded

to

cove

r lea

ve tr

ends

and

sho

rtfa

ll in

itiat

ives

23. I

ntro

duce

lean

m

anag

emen

t sys

tem

Plan

ning

••

Scop

e de

velo

ped

CFO

to fi

nalis

e sy

stem

s fra

mew

ork

and

impl

emen

tatio

n pl

an

• Vi

sual

repo

rtin

g in

pla

ce

27. R

evis

e re

port

ing

to E

LT,

Boa

rd a

nd G

over

nmen

tIn

pr

ogre

ss

•

Revi

ewed

and

enh

ance

d re

port

ing

to E

xecu

tive

Lead

ersh

ip

Team

, Boa

rd a

nd G

over

nmen

t es

tabl

ishe

d

Exec

utiv

e da

shbo

ard

repo

rtin

g de

velo

ped

for t

rain

cre

w s

uppl

y an

d de

man

d an

d re

crui

tmen

t pr

oces

s

Exte

nd e

xecu

tive

dash

boar

d re

port

ing

to in

clud

e tr

ain

crew

tr

aini

ng

Exte

nd d

ashb

oard

repo

rtin

g to

Ci

tytr

ain

Resp

onse

Uni

t, B

oard

an

d M

inis

ters

28. O

verh

aul

com

mun

icat

ions

to

gove

rnm

ent

In

prog

ress

•

Dra

ft ho

listic

com

mun

icat

ions

and

en

gage

men

t str

ateg

y de

velo

ped

Agre

e co

mm

unic

atio

n re

spon

sibi

litie

s be

twee

n Q

ueen

slan

d Ra

il, th

e D

epar

tmen

t of

Tra

nspo

rt a

nd M

ain

Road

s an

d th

e Ci

tytr

ain

Resp

onse

Uni

t

29. R

epor

ting

to T

rans

link

and

publ

icIn

pr

ogre

ss

•

•

Dev

elop

ed s

trat

egy

and

road

map

to

impr

ove

day-

of-o

pera

tions

co

mm

unic

atio

ns w

ith c

usto

mer

s vi

a re

al ti

me

upda

tes

on s

tatio

ns

and

whe

re c

usto

mer

s ac

cess

tr

ansp

ort i

nfor

mat

ion

Inve

stig

ate

oppo

rtun

ities

to

impr

ove

com

mun

icat

ions

ahe

ad

of ti

me

to p

rovi

de c

usto

mer

s w

ith s

uffic

ient

lead

tim

e to

mak

e al

tern

ativ

e tr

avel

arr

ange

men

ts

• En

hanc

ed c

usto

mer

info

rmat

ion

30. D

evel

op

com

mun

icat

ions

pla

nIn

pr

ogre

ss

•

Dra

ft ho

listic

com

mun

icat

ions

and

en

gage

men

t str

ateg

y de

velo

ped

Fina

lise

and

roll

out n

ew

com

mun

icat

ion

plan

Gov

erna

nce

32. C

lari

fy re

port

ing

lines

to

Gov

ernm

ent

In

prog

ress

•

Prop

osal

for r

epor

ting

lines

de

velo

ped

by D

epar

tmen

t of

Tra

nspo

rt a

nd M

ain

Road

s

Initi

al d

iscu

ssio

ns h

eld

w

ith T

reas

ury

Hol

d w

orks

hop

with

rele

vant

st

akeh

olde

rs

Fina

lise

spec

ific

guid

elin

es fo

r ea

ch ro

le a

nd s

ign-

off r

esul

ting

polic

y do

cum

ents



Init

iati

veRe

com

men

dati

onS

tatu

sCl

ear

obje

ctiv

eD

edic

ated

re

sour

cePl

an in

pl

ace

Targ

et d

ate

Prog

ress

Nex

t ste

ps

2017

2018

2019

Proj

ect

colla

bora

tion

33. C

lari

fy m

ajor

pro

ject

re

spon

sibi

litie

sPl

anni

ng

•

Hig

h-le

vel i

mpl

emen

tatio

n

plan

dev

elop

edIn

itiat

e sc

ope

of w

orks

fo

llow

ing

com

plet

ion

of

reco

mm

enda

tion

32

34. C

lari

fy p

rogr

am b

oard

st

ruct

ures

Plan

ning

•H

igh-

leve

l im

plem

enta

tion

pl

an d

evel

oped

Initi

ate

scop

e of

wor

ks

follo

win

g co

mpl

etio

n

of re

com

men

datio

n 32

Ove

rsig

ht35

. Pro

vide

inde

pend

ent

over

sigh

t of p

rogr

ess

In

prog

ress

•

•

City

trai

n Re

spon

se U

nit

esta

blis

hed

and

Chai

r app

oint

ed

Und

erta

ken

in-d

epth

revi

ew

of im

plem

enta

tion

plan

s fro

m

Que

ensl

and

Rail

and

the

Dep

artm

ent o

f Tra

nspo

rt a

nd M

ain

Road

s, in

clud

ing

four

hal

f-day

w

orks

hops

Com

men

ced

first

ass

uran

ce

activ

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