vicroads corporate plan_nov_web

VicRoadsCorporate Plan2015/2019

Table of contents

Message from the chief executive 1

Scope of this corporate plan 2

Why is a corporate plan needed? 3

Our vision, purpose and objectives 5

Putting the customer at the heart of everything we do 7

VicRoads goals 10

VicRoads objectives 13

VicRoads short-term priorities 14

Values, culture and capability 15

Values 15

Culture 15

Capability 16

Future people and future places 17

Turning strategy into action 16

Major initiatives 17

Risk management and business continuity planning 21

Measuring our progress 22

Customer perspective 24

Alignment of key performance indicators with strategic commitment 25

Performance targets 25

Appendix A Organisational structure 26

Appendix B

VicRoads functions 27

Appendix C

Operating statement 29

Balance sheet 30

VicRoads program expenditure summary 31

Appendix D Strategic Framework 32

Appendix E VicRoads Strategic Commitment 34

Appendix F Alignment to Departmental Objectives and VicRoads’ Strategic Commitment 36

1

Message from the Chief Executive

Every Victorian connects with our organisation every time they leave their home. That’s why we are determined to make our customers and the community the focus of our business.

We are open to working with our communities, stakeholders and our partners to deliver an integrated transport system over the coming year.

At VicRoads, we’re building a culture that is focusing on better journeys, improving wellbeing and strengthening productivity. We do this by caring, sharing, and daring.

The starting point is caring for those who work for us and with us. That makes improving occupational health and safety an absolute priority for our organisation.

Transport underpins the State Government’s economic development portfolio. We know and understand that a safe, reliable, efficient and sustainable transport system is a key contributor to our state’s economic growth.

As our community grows so does the need for a wider reaching integrated transport infrastructure, not just for metropolitan Melbourne but also for regional Victoria. This infrastructure must be developed to improve amenity in our towns and cities and to positively impact Victoria’s liveability.

We recognise the need for integrated transport options such as safe and efficient cycling, walking opportunities and accessible public transport.

It is an exciting time to be leading VicRoads and I look forward to working with staff and partners as we deliver these commitments for the people of Victoria.

John Merritt Chief Executive

We will strive to improve the road system and support the living standards and wellbeing of all Victorians with the challenge of a growing population placing increasing demands on the maintenance and upgrading of our transport system.

VicRoads Corporate Plan 2015-2019 2

Scope of this Corporate Plan

This Corporate Plan sets out our strategic framework – including our Strategic Commitment, goals, objectives, priorities and associated indicators and targets that will guide the delivery of the transport activities that contribute to our purpose under the Transport Integration Act 2010.

These functions are to:

provide, operate and maintain the road system to support an integrated and sustainable transport system contributing to an inclusive, prosperous and environmentally responsible state, specific objectives are to:

� provide access to opportunities and support liveable thriving communities

� promote economic prosperity through efficient and reliable movement of people and goods

� increase the share of public transport, walking and cycling trips

� improve the environmental performance and minimise the adverse environmental impacts of the road system

� improve the safety of the road system for all road users and reduce deaths and injuries.

We have now completed a refresh of our Corporate Plan for 2015-19 to align it to the Transport Integration Act, government’s intentions for the transport sector and our operating environment. This refresh simplifies our overall strategic commitment and focuses our priorities on more specific activities, which are measurable with clear but challenging targets.

This plan assists in developing a responsible, collaborative and agile organisation so that we have a good basis for delivering on all elements of our Strategic Commitment.

3

Why is a Corporate Plan needed?

1/ To ensure that planning, investment and regulation of the transport system supports long-term integrated and seamless transport connections

To respond to significant external and broader societal trends that influence the State’s priorities. VicRoads is continuously challenged to work with limited resources and constrained budgets. There is also a need to support economic development and jobs creation while meeting demand and expectations for improved services.

VicRoads needs to respond to these challenges in new and innovative ways including the use of alternative delivery models. VicRoads needs to support economic development and jobs creation while meeting expectations for improved services with limited resources and constrained budgets.

2/ To respond to significant long-term trends and challenges in our delivery environment for transport activities Our planning, investment, and arterial management functions face several challenges and opportunities over the next 10–50 years that will change what transport users need the transport system to deliver. These challenges and opportunities include:

Population growth and demographic structure Victoria will continue to grow strongly. The growing population brings vibrancy and opportunity to the state but also adds to ongoing congestion pressures, increased demand for customer services (including multiple mode integration of road, tram, train, bus, cycling and walking) and more freight movement. We must therefore extract the best possible performance from the road system.

Changes in our economic structureOur economy is diverse and flexible, but undergoing change. Manufacturing is declining while business, scientific and technical services are growing strongly. The changing economy places new pressures on the road system and requires us to re-examine how we plan and operate the road system to achieve economic development and jobs growth.

Maintaining assetsSustaining, renewing and rehabilitating our current asset base is an increasing challenge.

Environmental outcomes Road transport is a major contributor to greenhouse gas emissions and consumer of natural resources. We need to develop innovative ways to improve resource efficiency and promote low carbon transport operations to modify the effects of increased land consumption as well as noise and air pollution.

We need to adapt the road system to minimise the impact of a changing climate and our emergency response to extreme weather and individual disasters.


Technology Profound and increasingly rapid technological changes are reshaping how people live and work, the structure of the economy and use of natural resources. VicRoads is committed to working closely with local communications and industry and transport partners both locally and internationally to ensue the benefits of emerging technology are realised to reduce the risk, cost, amenity and environmental impacts of road transport.

CommunityOur stakeholders, customers and community increasingly expect to have a say in how projects are created, developed and delivered and help shape the policies and services that impact their community. This presents opportunities to better target our priorities and work to deliver projects in line with our Strategic Commitment.

JourneysDemand for public transport is expected to increase significantly because of higher urban residential densities, more older people, growing wealth and income disparities, changing relative transport costs and improved levels of service.

Connecting people with placesPeople’s access to integrated transport and their choice of transport mode depend on their location. Transport both responds to population growth but also influences growth. Increased demand for transport services is stretching capacity to support the services. We need to ensure we renew and rehabilitate the asset base and respond to immediate safety requirements to prevent service decline.

Road safetyWe face an ongoing challenge to reduce deaths and severe injuries on our roads. Our goal is to provide safe access for all road users.

Amenity and liveabilityDrivers are increasingly stressed with worsening congestion. Further, economic cost of congestion in Metropolitan Melbourne by some estimates will double by 2020 (from an estimated $1.3-2.6 billion per year now to $2.6-5.2 billion per year) (DTPLI Strategic Narrative).

Freight A challenge exists to manage the increasing needs of freight to create an efficient and connected freight transport system while managing adverse effects of users and community.

3/ To ensure value for money in transport activities VicRoads continues to apply strong financial management to efficiently allocate resources and implement transport solutions. We are looking for ways to generate additional revenues from alternative and innovative uses of the road system assets in ways that reduce the burden on general taxpayers.

Financial sustainabilityThe pace of migration to Victoria has led to sustained increases in Registration and Licensing transactions. Demand is outstripping funding and the shortfall between available funds and operating costs is expected to rise as a result. VicRoads has launched initiatives to ensure value for money in our business activities particularly by driving our online transactions.


Our vision, purpose and objectives

The road system underpins our state’s economic prosperity and liveability by connecting people and supporting services.

It keeps people connected to each other and businesses to their customers. Our actions contribute to a vibrant and prosperous future for Victoria.

The Transport Integration Act 2010 sets out how our State’s transport system will work and the role of VicRoads in supporting it. The Department of Economic Development, Jobs, Transport and Resources sets the transport portfolio outcomes and objectives. This information shows how these expectations relate to each other and, how VicRoads’ Strategic Commitment 2015-2019 translates the transport objectives and broader government requirements into priorities.

Transport Integration Act - Transport System Objectives

� Social and economic inclusion: Provide a means by which persons can access social and economic opportunities to support individual and community wellbeing

� Economic prosperity: Facilitate economic prosperity

� Environmental Sustainability: Actively contribute to environmental sustainability

� Integration of transport and land use: Provide for the effective integration of transport and land use and facilitate access to social and economic opportunities

� Efficiency, coordination and reliability: Facilitate network-wide efficient, coordinated and reliable movement of people and goods at all times

� Safety and health and wellbeing: Transport system should be safe and support health and wellbeing

Transport Integration Act - Decision Making Principles We follow these decisions making principles through the:

� Principles of integrated decision making

� Principles of triple bottom line assessment

� Principle of equity

� Principle of the transport system user perspective

� Precautionary principle

� Principle of stakeholder engagement and community participation

� Principle of transparency

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Government Strategies and PrioritiesWe receive guidance from these policy documents:

� Government’s Project 10000 Agenda

� Network Development Strategy

� Regional Growth Plans

� Cycling Strategy

� A renewed Plan Melbourne

� State Planning Policy Framework

� People Movement Strategy

� Network Development Plans

� (PTV and VicRoads)

� Economic Development Strategy

� Services Victoria

� Melbourne’s Water Future

� Victorian Road Safety Strategy

� Road Safety Action Plan

Transport Portfolio Outcomes

� Victoria is productive, efficient and competitive. There is strong business access, low business and household costs, value for money and the economy is competitive

� Victoria is connected. All Victorians have access to social and economic opportunities. People and goods are able to move easily

� Victoria is renowned for its liveability. It is safe, sustainable and has high quality form and function of places

Transport Portfolio Objectives

� Provide reliable travel for individuals, business and goods movement

� Maximise access to residences, employment, markets, services and recreation

� Minimise barriers to access to the transport system

� Provide affordable transport options

� Facilitate seamless travel within and between different transport modes

� Improve safety of the transport system and minimise the risk of harm

� Foster positive experiences of the transport system and surrounds

� Improve environmental sustainability of the transport system

� Support active transport

� Minimise travel time for individuals, business and goods movement

� Drive cost efficient freight and passenger transport

� Achieve net public benefits through transport investment, policies and programs

VicRoads Strategic Commitment

VisionWe make lives better, through journeys that are safe, reliable, efficient and sustainable, judging our performance by our customers’ experience.

Customer and CommunityWe create solutions with our customers and community.

JourneysWe enable integrated transport choices and make journeys more pleasant and predictable.

Wellbeing We improve community wellbeing by reducing road trauma, improving amenity and better environmental outcomes.

ProductivityWe strengthen the economy by ensuring best use of the road system, recognising its interdependence with land use.

Bring out the best in people to Care, Share and Dare.

See full Strategic Commitment at Appendix F: Strategic Commitment

VicRoads short-term priorities

� deliver more predictable journeys for our customers

� efficient maintenance investment and delivery

� drive digital engagement and transactions online

� safe speeds that are right for the road

� move more freight, more efficiently with less impact.

Supporting the Minister for Roads and Road SafetyVicRoads supports the Minister for Roads and Road Safety by providing information and advice on a range of matters including:

� development of major strategies, policies and legislation

� updates regarding Victoria’s road toll

� the status of election commitments

� the status of actions in response to major external inquiries

� briefings regarding particular projects or issues as requested by the Minister’s Office

� the program of work for each financial year.


Putting the customer at the heart of everything we do

VicRoads has set out on a path to transform into a more dynamic and responsive organisation that always keeps customers and community at the core of everything it does. This is the central focus of our business.

Central focusVicRoads wants to understand who is using the road system, how they use it and what they need and expect from it. To do this we engage with customers and community to find out how we can best serve them and provide opportunities to contribute to our services, initiatives and planning intensions and incorporate customers’ needs into our thinking, our culture and our way of doing business.

Genuine, authentic and innovative collaboration with communities and stakeholders will enable us to target investment and management effort to where the benefit will be greatest.

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New ways of talking with our customers and communityWe are using social media channels such as Twitter, Facebook, and Consultation Hub to help broaden our conversations with customers and community.

These channels allow us to hear about our customers’ needs, listen to their feedback and let them know what we are up to.

Twitter and Facebook are great ways to provide information that’s useful and timely. Social media can help people plan their journeys, stay safe, connected and keep us in touch with improvements they would like to see from us.


VicRoads Goals

Our strategic framework for 2015-19 includes one central and three longer-term goals and 12 medium-term objectives that will see VicRoads contributing to its purpose of delivering transport solutions for a thriving Victoria.

JOURNEYS

enabling integrated choices and making journeys pleasant and predictable

WELLBEING

improving road safety, amenity and environmental outcomes

PRODUCTIVITY

strengthening the economy through better use of roads and connections with land use

CUSTOMERS AND COMMUNITY

create solutions with our customers and community

Our goals have a five to ten year outlook. This section explains our goals aligned with the Transport Integration Act and their interrelationships, and also sets out the strategic story that sits behind elements of our overall Strategic Commitment.

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VicRoads Objectives

Our longer-term objectives

Making lives better through journeys that are safe, reliable, efficient and sustainable for our customers and community

Long-term objectivesTransport Portfolio Objectives aligned with Strategic Commitment focus areas Journeys, Wellbeing and Productivity

Journeys � Provide reliable travel for individuals, business and goods

movement

� Maximise access to residences, employment, markets, services and recreation

� Minimise barriers to access to the transport system

� Provide affordable transport options

� Facilitate seamless travel within and between different transport modes

Wellbeing � Improve safety of the transport system and minimise the risk

of harm

� Foster positive experiences of the transport system and surrounds

� Improve environmental sustainability of the transport system

� Support active transport

Productivity � Minimise travel time for individuals, business and goods

movement

� Drive cost efficient freight and passenger transport

� Achieve net public benefits through transport investment, policies and programs


VicRoads short-term priorities

We have defined five shorter-term priorities for 2015-19. Realising these priorities will see us make firm progress towards our long-term goals and ensuring that we focus on those activities that make the greatest difference over the next four years. Our priorities over the life of this plan are:

1/ Deliver more predictable journeys for our customers

� Improving the reliability of key road corridors

� Utilise technology to improve the journey experience

� Providing our customers and the community with up-to-date information to help them make informed decisions for planning their journeys

2/ Efficient maintenance investment and delivery

� Explore ways to ensure the long-term financial sustainability of our road assets

� Provide service levels for roads that best meet customer needs

� Explore more efficient road maintenance delivery options

3/ Drive online engagement and transactions

� Improve online access to VicRoads services for our customers

� Reduce the cost of providing customer services to ensure financial sustainability

4/ Safe speeds that are right for the road

� Working with the community to deliver safer roads

� Reduce the risk of death and serious injury by reducing the severity of crashes

5/ Move more freight, more efficiently with less impact

� Upgrade and integrate the transport system to support greater freight productivity

� Deliver system and process improvements for National Heavy Vehicle Regulator (NHVR) requirements to achieve customer service benefits and VicRoads efficiencies

� Reduce the impact of freight movement on the liveability of communities

Deliver more predictable journeys for our customers

Efficient maintenance investment and delivery

Safe speeds that are right for the road

Drive online engagement and transactions

Moving more freight, more efficiently with less impact

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CARE

DARE

SHAREWe share because better things can be achieved together

Committing to where we’re going and putting our heart into what we do. We get engaged every day

We dare to seize opportunities and take on tough challenges

Courageously tackling the difficult issues.We know our value and bring it to our work with confidence and good judgement

We care about people and making their lives better

We find solutions with our customers, community and stakeholders

Values, culture and capability

ValuesAt VicRoads, we recognise that the road system operates as part of a wider, integrated transport system. Our role is not only to deliver better roads and services but to work with, and collaborate with other transport bodies and public entities to ensure the transport system meets the needs of all users.

To earn and retain respect for providing a Transport System that Victorians can depend on, we understand we need to be able to effectively respond to the challenges and meet our stated objectives through:

Integrity - We are honest, explain decisions, earn and keep public trust and avoid conflicts of interest.

Impartiality - We are fair and equitable in how we deal with people, businesses and make decisions.

Accountability - We meet our commitments, engage with communities and businesses on problems and trade-offs to get better results and we are open to scrutiny.

Respect - We treat everyone fairly and with respect, we don’t tolerate discrimination, harassment or bullying and we listen to and seek the opinions of our customers.

Leadership - We explain our role, why it is important and what we are trying to achieve and demonstrate and promote our values and principles. We support our people to try things and learn from experience and fulfil their professional potential.

Responsiveness - We provide credible, objective and timely advice to government and respond to our customers.

Human Rights - We serve the whole community now and into the future and make decisions that support human rights.

Culture

We have three behaviours that we uphold as an organisation: Care, Share and Dare. These three behaviours are central in the transformation of VicRoads into a customer centric organisation.


CapabilityVicRoads has a proud history of technical excellence in the delivery of infrastructure, as evidenced by the assets we build and maintain such as the West Gate Bridge, the Great Alpine Road and the Great Ocean Road.

Central to VicRoads’ capacity to continue to deliver services and develop our road system are our people, leadership, governance and systems. It is in this context that VicRoads seeks to be known for:

Capable people Our people are the heart of our organisation. From their high capabilities, optimism, confidence and innovation comes the service commitment to engage and innovate in the efficient and effective delivery that keeps our State connected.

Authentic leadersWe seek to support leaders and encourage a workplace that is genuine, inclusive and courageous by:

� creating a culture that encourages and rewards innovation and excellence

� develop great teams with great leaders

� improve the way we care about each other and the community, share ideas and dare to seize opportunities and strive for excellence

� improve occupational health and safety.

Diversity and InclusionCreating a more diverse and inclusive workforce is critical to the future growth of VicRoads. Our Diversity and Inclusion Commitment, launched in November 2014, supports us in becoming a more effective organisation with broader perspectives at the leadership table and one that better reflects the community we serve.

With gender diversity as a priority over the next three years, we have established goals to improve the representation of women in leadership roles to 37% by 2017. This percentage is representative of the percentage of women in our workforce. We will have 50% female participation across our leadership and management programs.

Other initiatives supporting a more diverse and inclusive workforce include leveraging better practice in flexible work arrangements for male and female staff and building management capability to achieve this across VicRoads, ongoing reporting of our progress with recommendations for further action, and embedding diversity and inclusion across our policies and procedures.

Quality assuranceGood governance is about running our business in an efficient and accountable way. Considerable effort has already been made to strengthen our governance practices, improve decision making, publish performance information and manage risk better.

Efficient systems and processesWe acknowledge that we need to continually evolve our thinking and maintain our capacity to deliver on Victoria’s growing infrastructure needs. VicRoads will continue to improve our systems and processes to ensure we are equipped to tackle the challenges ahead. We are committed to leveraging knowledge and capability from beyond our immediate environment by working with other agencies and industry to deliver on our commitments.

We will ensure that we have access to the right people, systems and partners, and will continue to identify new and innovative ways to deliver value for our stakeholders.

Research and DevelopmentResearch is fundamental to the provision of sound advice in line with Government direction and it is vital to the work done in many business areas of VicRoads. Research fills knowledge gaps, permits the assessment of new technologies and products independently of vendor claims, verifies findings from elsewhere, and supports sound decisions in the development of policies, programs and technologies. Research also can lead to Development – taking new processes and ideas to the point of implementation in the short to medium-term – and Innovation. Research is vital to support the work done in many business areas around the organisation. Outputs from Research and Development (R&D) projects are used to fill knowledge gaps, assess new technology and support sound decisions in the development of policies, guidelines, standards and programs. R&D activities are also fundamental to the VicRoads Innovation Program, fostering continuous improvement, innovative thinking and developing the building blocks of change. The development of a more strategic and formalised approach to research will allow VicRoads to:

� Ensure research conducted is of a more consistent quality and aligned with strategic commitments

� Prioritise research commitments and strike a balance between short-term and long-term research needs.

� Anticipate and prepare for long-term transport challenges

� Improve transparency and accountability for research investments

� Support innovation that can arise from research

� Build knowledge and capacity within the organisation

� Deliver a better service to the community

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Innovation MissionsOur Innovation Program aims to encourage continuous improvement and creative thinking within the organisation. The Program builds on strengthening, prioritising, and implementing ways of doing things better. There are seven innovation missions, which align with our Strategic Commitment and the short-term priorities.

Mission 1: Driving efficiencies in high volume work practices across support services

Mission 2: Reducing the need for Enquiry Tracking System and Ministerial Briefing System on traffic and road safety

Mission 3: Improving real-time information to road users to complete their journey

Mission 4: Increasing/improving customer experiences through self-service

Mission 5: Promoting non-car transport choices to improve the liveability of urban centres

Mission 6: Empowering the customer to take a more active approach to road safety

Mission 7: Improving the efficiency of freight vehicle operations in urban areas

Changing customer expectations and limited budgets means that VicRoads needs to find creative solutions to our challenges. Our highly skilled staff innovate because they take pride in what they do and seek ways of doing things better.

Future people and future placesThe 21st century workplace is expected to provide a more efficient workplace environment and incorporate the use of IT to support staff in their everyday activities. Our future workplace will allow us to connect with each other and do our best by:

� equipping us with the right skills that meet current and future community needs.

� reveloping a culture that supports flexibility and trust.

� providing the right technology and tools to achieve exceptional customer outcomes.

At each stage of the relocation process steps are taken to implement the vision of improving the ways in which we undertake our work.

VicRoads is planning for the relocation of head office to better meet current and future customer needs. It is envisioned that by relocating our functions from Kew, the following benefits will be provided;

� better utilisation of talent to realise VicRoads vision to be an innovative and customer – centric organisation, and

� operate in a more cost effective manner.

To help achieve this, every year we manage:

• 22,500 kilometres of freeways, highways and arterial roads

• 350 million tonnes of freight

• more than 7,000 road structures, including 3,200 bridges

• 8,000 electric infrastructure items, including 3,500 sets of traffic signals

• 70,000 street lights

• more than 80,000 hectares of roadsides.


Turning strategy into action

Each day we make our best contribution to creating transport solutions for a thriving Victoria.

EXTERNAL ENVIRONMENT

PL

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IMP

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CUSTOMER & COMMUNITY

LEGISLATION & ACTS

DEPARTMENT DIRECTIONS

STATE DIRECTIONS

NATIONAL DIRECTIONS

WORLD DIRECTIONS

EXPLORE & INSIGHT

VICROADS NETWORK DEVELOPMENT PLAN

NETWORK MANAGEMENT PLANS

PROGRAM DELIVERY

STRATEGIC COMMITMENT

CORPORATE PLAN & SHORT-TERM PRIORITIES

MOVEMENT AND PLACE

FRAMEWORKPOLICY PROGRAMS

VicRoads Strategic Framework

VicRoads is transforming into a more efficient and effective road service provider that puts our customers and community at the centre of everything we do. We are refocusing our capabilities and reorienting our way of doing business.

This diagram illustrates the connection between the VicRoads Corporate Plan with the legislative framework and government strategies, demonstrating how they shape VicRoads programs and local Business Area Plans.

The VicRoads Vision, Strategic Commitment and this Corporate Plan contribute to achieving the wider Victorian transport system objectives by translating the transport system objectives and the government’s intent and policy into strategic priorities for the road system.

A primary challenge for VicRoads over the next few years is to build on this plan, to test and try different approaches to make the most of the opportunity for change, to focus effort onto those actions that will further our vision, to be prepared to make further change where this becomes necessary and embed this new way of doing business into our organisational culture and approach to service.

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Major initiatives

VicRoads’ Corporate Plan 2015-19 outlines our longer-term goals and objectives. Specific emphasis has been given to a number of short-term priorities. These short-term priorities are assessed annually to ensure they remain relevant in the context of our key challenges.

This section outlines the major initiatives and activities that VicRoads has identified we will deliver and develop.

What we do

Putting customers and community at the heart of our business

Development and implementation of a communications strategy to assist travellers with reliable journey information using a variety of tools and media

Short-term Priority 1

Develop strategies and plans that respond to people’s experiences of congestion and access to employment and markets

Effective engagement and consultation with our community and stakeholders on projects and issues

Deliver a responsive social media strategy for our digital customer channels

Gain a greater insight into our road customers’ needs and expectations from road services through surveys, qualitative consultation and ongoing monitoring

Proactive media management and customer journey communications

Supporting road safety commitments

Engaging more effectively with our people sharing our strategic commitment, activities and highlights

Digital transformation in transactions and customer service

Strategy, Policy and Planning

Develop network management plans to align road improvement priorities with customer expectations and ensure the most effective investments are implemented

Work with the Metropolitan Planning Authority and local government to develop policies and guidelines to support the development of growth areas

Improving the network

Deliver a program of works to provide Outer Metro Congestion Relief

Deliver a program of works to provide Regional Road Upgrades

Deliver the Safe System Road Infrastructure Program

Deliver the Federal Black Spot Program

Deliver the M80 Upgrade – EJ Whitten Bridge to Sunshine Avenue

Deliver the Chandler Highway Bridge Duplication

Deliver the West Gate Distributor – Northern Section - improving truck access to the Port of Melbourne from the west and removing trucks from residential streets in Melbourne’s inner west

Commence planning to upgrade the congested Swan Street Bridge over the Yarra River

Develop improved access to our airports including upgrades to the Tullamarine Freeway and CityLink through road widening and use of Freeway Management system

Planning and early works for the Thompsons Road Duplication


Operating the network

Implement network operating plans for all major urban centres to align road operational activities with customer expectations and ensure the most efficient use of the road network

Investment in maintaining and improving the efficiency of traffic flow on the road network; including traffic signal adjustments, operation of the Traffic Management Centre, and accident towing services

Install and trial smart signalling at key intersections along congested city roads Short-term Priority 1

Work with communities to improve road safety outcomes from better speed management


Improve the operation of clearways through stronger enforcement using tow-aways

Maintaining the network

Implement network maintenance plans to align road maintenance activities with customer expectations and ensure the most effective maintenance investments


Explore new ways to minimise whole-of-life asset maintenance costs and identify innovative solutions


Target maintenance activities on a risk basis to minimise reduction in service levels for our customers


Improve our ability to predict the impact on our customers of maintenance investments Short-term Priority 2

Deliver the road surface replacement and pavement restoration program Short-term Priority 2

Accessing the network

Investment in the current Web Application and Remediation Program (WARP) technology/online options to ease pressure on frontline resources and flexible services to the community; including self-service kiosks in VicRoads CSCs, voice recognition to increase self service uptake through the contact centre, digitisation of current ‘over the counter’ R&L services


Investigate options to co-locate R&L services with other State Government ‘over the counter’ services to achieve a more flexible and efficient public service

Explore options regarding private sector involvement to provide services and encourage innovation

Implement the Safe Driving Program to educate ‘hoon drivers’ to make the right choices and rehabilitate their behaviour so they become safe drivers in the community

Development of campaigns to support road safety and improve community awareness, such as the development of the ‘Sharing the Road’ campaign, trial tailgating monitoring/detection technology and improving seat belt wearing by heavy vehicle drivers

Deliver the Young Driver Package and continuation of the L2P project

Implementation of car registration discount for trade apprentices

Contribute to planning for Service Victoria, an initiative which seeks to make it easier for people to access government services and information

Assist the establishment of the National Heavy Vehicle Regulator providing consistent national laws and enforcement activities to improve freight safety and productivity


Improve access for higher productive freight vehicles with higher mass Short-term Priority 5

Deliver a program of works to strengthen bridges across Victoria as part of the Bridge Strengthening for Freight Efficiency Program


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How we do it

People

Our major theme is to support our leaders to Care, Share and Dare

Continue to undertake staff surveys to identify ways we can best support our staff to be capable, confident and innovative

Support enhanced collaboration, information access and personal productivity through intranet redevelopment

Continue to implement the Innovation Program aims to encourage continuous improvement and creative thinking within the organisation

Implement actions to support VicRoads Diversity and Inclusion Commitment

Continue to explore opportunities to implement future place concepts

Improve occupational health and safety outcomes for those that work on our road network

Leaders

Continue to strengthen the ability of our leaders to embed the Safe System approach to road safety in all aspects of VicRoads activities

Embed strategic thinking and innovation across the organisation from our initial strategies and plans, through to the policies and programs we develop, into our operations

Implement the New Leaders program for staff in their first supervisory role or those who are regularly seconded into supervisory or team leadership roles

Continue a collaborative approach which builds on and strengthens the relationships between VicRoads and PTV

Developing leaders that understand their first job is to help others to do their job and be their best

Supporting leaders to improve their self awareness of how their leadership impacts on others


Assurance

Continue to implement a performance measurement framework incorporating benefit management to guide projects and performance metrics

Implement improved governance practices to ensure we are efficient and accountable

Continue to embed the SmartRoads framework into how we make decisions about competing demands for road space and on-road priorities

Continue to embed the Safe System into the design, operation and use of the road network

Implement practices that ensure that decision-making is strategy-led and principle-based

Provide more information to our customers and the community about how we make decisions by publishing more of our strategies and policies on our website

Systems and Processes

Document VicRoads’ existing Intelligent Transport System Architecture and configuration to assist in future decision-making and remediate critical legacy system infrastructure

Implementation of a new Stakeholder Management System

Develop a VicRoads hosting and infrastructure strategy that improves service performance, resilience and recoverability; reduces the complexity of VicRoads IM&T environment; and provides best possible value for money through consolidation and re-use

Explore opportunities to re-use or share corporate systems across the Transport Portfolio and Victorian Government

Remove dependence on Kew site for the delivery of VicRoads ICT services and undertake relocation scoping

Continue to implement the Asset Maintenance Management System to improve asset information and its use to deliver more targeted and efficient maintenance outcomes

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Risk management and business continuity planningVicRoads maintains an Enterprise Risk Management Framework that allows it to systematically identify, assess and manage risks that are inherent in its day-to-day business operations. The framework aligns to the International Standard ISO31000:2009 (Risk Management), and provides a central reference point for risk management activities across the organisation.

Development and implementation of key risk management initiatives is monitored by VicRoads’ Risk Committee, Strategic Leadership Team, and the Audit Committee.

VicRoads has also developed business continuity and disaster recovery plans for its key functions and services allowing for a range of possible business disruption scenarios. These plans are evaluated and updated annually or as circumstances require.

Key Strategic Risks Current Risk Rating (with controls)

VicRoads modernisation program High

The risk of death or injury to staff, contractors or the public. Medium

Failure to provide safe and sustainable critical road infrastructure. Medium

A strategic service planning is unable to support demand requirements (e.g. population growth and productivity requirements)

Medium

Inability to understand who VicRoads’ customers are and their service expectations and then deliver against those service standards

Medium

Failure to adequately manage data quality and integrity: Risk of inaccurate or incomplete data being used

Medium

Failure to adequately manage data security: Risk of inappropriate use of personal information and unauthorised access to customer data and the risk of fraud

Medium

Business systems are not equipped to deliver strategic objectives (e.g. functionality and performance of systems is inadequate)

Medium

Inability to drive cultural change (i.e. transitioning to a service provision focus) Medium

Failure to implement major projects and change initiatives within defined requirements and time frames: Risk that the appropriate people are not involved in the decision process, there is inadequate resourcing and/or there is insufficient consideration of relevant information, potentially leading to negative business outcomes

Medium

Failure to provide the best possible advice to the government in relation to road transport

Medium

Failure to respond to events/damage to road infrastructure: The risk of loss of road use, road networks and/or other major road and bridge infrastructure, impacting customers

Low

VicRoads Corporate Plan 2015-2019 22 23

Measuring our progress

We monitor our progress towards delivering on our Strategic Commitment by tracking goal progress againstkey performance indicators (KPI)

30%

310

315

320

325

330

25%

20%

15%

10%

0%10%20%30%

Publictransport

Car Bicycle Walking Other

40%50%60%70%80%90%

20

04

–0

5

20

05

–0

6

20

06–

07

20

07–

08

20

08

–0

9

20

09

–10

20

11–

12

20

10–

11

20

12–

13

20

13–

14

20

03

20

04

20

05

20

06

20

07

20

08

20

09

20

10

20

12

20

11

20

13

17%

76%

2% 2%4%

CO

2 E

mis

sio

n G

ram

s/km

sec/

km

20

05

20

06

20

07

20

08

20

09

20

10

20

12

20

11

20

13

20

14

Nu

mb

er o

f d

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s

Nu

mb

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f p

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erio

usl

y im

jure

d

100

200

0

2500

5000

7500

10000

0

300

400

20

02–

03

20

03–

04

20

04

–0

5

20

05

–0

6

20

06–

07

20

07–

08

20

08

–0

9

20

09

–10

20

11–

12

20

10–

11

20

12–

13

To

nn

es/l

ane/

ho

ur

0

200

400

600

800

30 2.7M

3.6M

4.5M

5.4M

35

40

45

50

55

60

20

02–

03

20

03–

04

20

04

–0

5

20

05

–0

6

20

06–

07

20

07–

08

20

08

–0

9

20

09

–10

20

11–

12

20

10–

11

20

12–

13

20

13–

14

30%

310

315

320

325

330

25%

20%

15%

10%

0%10%20%30%

Publictransport


40%50%60%70%80%90%

20

04

–0

5

20

05

–0

6

20

06–

07

20

07–

08

20

08

–0

9

20

09

–10

20

11–

12

20

10–

11

20

12–

13

20

13–

14

20

03

20

04

20

05

20

06

20

07

20

08

20

09

20

10

20

12

20

11

20

13

17%

76%

2% 2%4%

CO

2 E

mis

sio

n G

ram

s/km

sec/

km

20

05

20

06

20

07

20

08

20

09

20

10

20

12

20

11

20

13

20

14

Nu

mb

er o

f d

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s

Nu

mb

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f p

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erio

usl

y im

jure

d

100

200

0

2500

5000

7500

10000

0

300

400

20

02–

03

20

03–

04

20

04

–0

5

20

05

–0

6

20

06–

07

20

07–

08

20

08

–0

9

20

09

–10

20

11–

12

20

10–

11

20

12–

13

To

nn

es/l

ane/

ho

ur

0

200

400

600

800

30 2.7M

3.6M

4.5M

5.4M

35

40

45

50

55

60

20

02–

03

20

03–

04

20

04

–0

5

20

05

–0

6

20

06–

07

20

07–

08

20

08

–0

9

20

09

–10

20

11–

12

20

10–

11

20

12–

13

20

13–

14

30%

310

315

320

325

330

25%

20%

15%

10%

0%10%20%30%

Publictransport


40%50%60%70%80%90%

20

04

–0

5

20

05

–0

6

20

06

–0

7

20

07–

08

20

08

–0

9

20

09

–10

20

11–

12

20

10

–1

1

20

12

–13

20

13

–14

20

03

20

04

20

05

20

06

20

07

20

08

20

09

20

10

20

12

20

11

20

13

17%

76%

2% 2%4%

CO

2 E

mis

sio

n G

ram

s/k

mse

c/k

m

20

05

20

06

20

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100

200

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2500

5000

7500

10000

0

300

400

20

02

–0

3

20

03

–0

4

20

04

–0

5

20

05

–0

6

20

06

–0

7

20

07–

08

20

08

–0

9

20

09

–10

20

11–

12

20

10

–1

1

20

12

–13

To

nn

es/

lan

e/h

ou

r

0

200

400

600

800

30 2.7M

3.6M

4.5M

5.4M

35

40

45

50

55

60

20

02

–0

3

20

03

–0

4

20

04

–0

5

20

05

–0

6

20

06

–0

7

20

07–

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20

08

–0

9

20

09

–10

20

11–

12

20

10

–1

1

20

12

–13

20

13

–14

Travel time variabilty Travel time delay

Freight density (Freight Lane Occupancy Rate)CO2 emission (gram) per Vehicle KM TravelledJourney to work – Melbourne

Deaths & Serious Injuries

30%

310

315

320

325

330

25%

20%

15%

10%

0%10%20%30%

Publictransport


40%50%60%70%80%90%

20

04

–0

5

20

05

–0

6

20

06

–0

7

20

07–

08

20

08

–0

9

20

09

–10

20

11–

12

20

10

–1

1

20

12

–13

20

13

–14

20

03

20

04

20

05

20

06

20

07

20

08

20

09

20

10

20

12

20

11

20

13

17%

76%

2% 2%4%

CO

2 E

mis

sio

n G

ram

s/k

mse

c/k

m

20

05

20

06

20

07

20

08

20

09

20

10

20

12

20

11

20

13

20

14

Nu

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of

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mb

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of

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eri

ou

sly

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jure

d

100

200

0

2500

5000

7500

10000

0

300

400

20

02

–0

3

20

03

–0

4

20

04

–0

5

20

05

–0

6

20

06

–0

7

20

07–

08

20

08

–0

9

20

09

–10

20

11–

12

20

10

–1

1

20

12

–13

To

nn

es/

lan

e/h

ou

r

0

200

400

600

800

30 2.7M

3.6M

4.5M

5.4M

35

40

45

50

55

60

20

02

–0

3

20

03

–0

4

20

04

–0

5

20

05

–0

6

20

06

–0

7

20

07–

08

20

08

–0

9

20

09

–10

20

11–

12

20

10

–1

1

20

12

–13

20

13

–14

AM PEAK PM PEAK LINEAR AM PEAK

LINEAR PM PEAK

GRAM PER KM TRAVELLED

DEATHS SERIOUS INJURIES

LINEAR DEATHS

LINEAR SERIOUS INJURIES

FREEWAY NETWORK

ARTERIAL NETWORK

LINEAR FREEWAY NETWORK

LINEAR ARTERIAL

AM PEAK

MELBOURNE POPULATION

PM PEAK LINEAR AM PEAK

LINEAR PM PEAK

2001 2006 2011

* Source -VKT (Vehicle KM Travelled) (BITRE): CO2 emission (National green house)

Our targets and key performance indicators are regularly reported to management, the Senior Leadership Team and will be made available to the public. Our public accountability for our performance keeps us focused on our purpose of creating transport solutions for a thriving Victoria.


Customer Perspective

VicRoads has set out on a path to transform into a more dynamic, responsive, higher performing organisation that always keeps the customer and community at the core of everything it does. It is in this context that VicRoads seeks to better understand who is using the road system, how they use it and what they need and expect from the system.

VicRoads engages with customers to get their views about our performance but we recognise that we need to do more to better understand their needs and expectations. This perspective will be used to validate and augment our understanding of VicRoads’ performance against the key performance indicators.

25

Alignment of key performance indicators with Strategic Commitment

This table shows the level to which the KPI helps us measure and understand our performance against achievement of VicRoads’ Strategic Commitment.

Customer and Community

Journeys Wellbeing Productivity

Travel Time Variability Medium High Medium

Average Travel Time Delay Medium High Low Medium

Freight Density Medium High Low/High High

Journey to Work High Low Medium Low

CO2 Emission Low Medium High Low

Death and Serious Injury High Medium High Medium

This table includes the targets VicRoads has set over the period of this plan.

Performance targets

Target Actual Target Actual Target Actual Target Actual Target Actual

2014 –15

2015 – 16

2016 – 17

2017 – 18

2018 – 19

Travel Time Variability (%)

AM Peak 13.1% 23.9% 12.4% 11.1% 10.2% 9.3%

PM Peak 13.8% 18.0% 13.3% 12.8% 12.2% 11.7%

Average Travel Time Delay (sec/km)

AM Peak 52 59 53 54 55 56

PM Peak 51 48 52 54 55 57

Freight Density (tonnes/lane/hour)

Freeways 608 608 610 610 610 610

Arterials 66 65 64 61 59 57

Journey to Work by Car (percent)

Melbourne 76 76 76 75 75 75

CO2 Emission(grams/VKT)

Victoria 319 321 321 321 322 323

Deaths & Serious Injuries

Deaths 242 242 265 257 248 240

Serious Injuries

5040 4928 5170 5005 4840 4675


Appendix A Organisational structue

Chief Executive John Merritt

Executive Director Strategy & Planning Road Safety Coordinator Andrew Wall

Chief Operating Officer Peter Todd

Acting Executve Director Regional Operations Michael Mc Carthy

Executve Director Metropolitan Operations George Mavroyeni

Acting Director Corporate Strategy Evelyn Legare

Director Road Safety Strategy Antonietta Cavallo

Acting Director Network Strategy & Planning Clive Mottram

Director Environmental Strategy Helen Murphy

Regional Director South Western Mark Koliba

Regional Director Western Ewen Nevett

Regional Director Northern Mal Kersting

Regional Director Northern Eastern Bryan Sherritt

Regional Director Eastern Scott Lawrence

Project Director South Western Projects Tim Price

Project Director Western Highway Nicki Kyriakou

Project Director South East Projects Charlie Broadhurst

Regional Director Metro North West vacant

Regional Director Metro South East Aidan McGann

Project Director Metro Projects (central) Brendan Pauwels

Project Director M80 Trevor Boyd

Project Director Eastern Projects Frank de Santis

Director Road Operations Nicholas Fischer

Director Vehicle and Road Use Policy James Holgate

Acting Director Network Policy Helen Lindner

Acting Director Network Programs Wendy Sladen

General Manager People Services Louise Gartland

Chief Information Programs Officer Simon Broun

General Manager Communications & Stakeholder Engagement

Paul Matthews

Director R&L Practice, Standards & Solutions Mario Cattapan

Acting Director Customer Services Debbie Findlay

Director R&L ServicesGlen Madeira

Director Legal Services Shelley Marcus

Acting Director Management Accounting John Mavroulis

Director Risk & Assessement Rod Baker

Director Corporate Acounting Liz Davenport

Director Statewide Finances & Business Services Bill Darvidis

Director Procurement & Contract Management Chris McNally

Executive Director Commercial Enterprise & Business Development John Cunningham

Director Finance Projects Wayne Mitchell

Executive Director Policy & Programs Anita Curnow

Executive Director Corporate Services Judith Pettit

Executive Director Corporate Registration & Licensing Dave Shelton

Chief Financial Office Mark Dale

EFFECTIVE 28 AUGUST 2015

Director Tecnical Services Agnelo Duarte

Director Operation Services Gerry George

Director Commercial Roads Peter Holcombe Henley

Director Regulatory Services Eric Henderson

27

Appendix BVicRoads functions

Strategy & Planning is responsible for:Supporting the Strategic Leadership Team to establish and realise the corporate vision and strategic commitment and adapt it in response to changes in our ‘operating environment’.

Identifying and coordinating the functional strategies (i.e. road safety, network and assets and environmental) required to deliver the commitment.

Monitoring organisational achievement and performance against the directions and strategies to inform strategic decision making.

Anticipating, investigating and preparing advice in response to emerging challenges and help set the agenda for the Strategic Leadership Team.

Establishing a corporate planning cycle that supports the organisation to prepare the policies, programs and projects necessary to develop and operate in accordance with the vision and strategic direction.

Leading development and implementation of initiatives promoting a strong customer focus and innovation. Fostering and maintaining strong relationships with key stakeholders to understand their perspectives and manage their expectations at a strategic level.

Shaping national reform opportunities and reflecting the future capability needs in the development needs of our people.

Policy & programs is responsible for:The translation of the broad strategic directions into priority-based investment programs and projects.

Developing and implementing effective policies to improve the operation of the road network and delivery of services.

Facilitating consistency, capability development and knowledge sharing in the design, construction and maintenance of road infrastructure.

Encouraging the use of sustainable transport modes and assisting road users to take responsibility for making choices in all aspects of using the road network.

OperationsThe Operations division brings together those parts of the business that are interacting with our customers in maintaining and operating the road network and managing access to and the use of the road network. The division is divided into a number of sub divisions, they are:

Metropolitan and rural operations is responsible for:

� Planning, developing, delivering and maintaining road, roadside and bridge infrastructure.

� Monitoring the condition of the network and identifying gaps and deficiencies.

� Heavy vehicle enforcement.

� Planning, developing and delivering major transport-related infrastructure.

Operations services is responsible for:

� Coordinating the delivery of asset and improvement works as defined by the Policy & Programs division including prioritising works within the specified program as well as monitoring and reporting.

� Managing and coordinating the delivery of state-wide projects.

� Actively working with delivery areas to identify the best mechanisms for implementing improvements to processes and practices.

Technical services is responsible for: � Providing service support to delivery

areas on technical aspects of asset condition, project development and verification during implementation.

� Maintaining technical standards and the technical capability of the organisation.

� Acquiring land reserved for new or upgraded road and bridge projects.


Registration and licensing is responsible for:Providing frontline services to our customers to enable access to and use of the road network within the regulatory framework.

Corporate servicesCorporate Services is responsible for providing core support functions to our business in order to ensure we effectively deliver for our customers. It is divided into three sub divisions, they are:

People services is responsible for: � Recruitment of our people through

a variety of channels including, merit-based selection, the graduate, indigenous and diversity programs and human resource policy development.

� Workplace occupational health and safety including compliance, preventive measures and post incident support services.

� Promoting organisational development and learning.

� Workplace relations, including compliance and enterprise agreements.

Information management and technology is responsible for:

� Providing support services including the provision of infrastructure and devices and provision of maintenance and support services for key business applications.

� Delivering IM&T change projects and managing VicRoads IM&T assets.

� Developing IM&T strategies to improve business outcomes and IM&T governance and security.

Communications and stakeholder engagement is responsible for:

� Providing ministerial and stakeholder engagement through strategic communications advice and media relations taking advantage of an array of media channels including traditional and social media.

� Developing marketing campaigns and brand management through graphic and online communications.

Finance & Risk is responsible for:Payroll Services including processing and reporting, time and attendance records, termination calculations and the management of Executive Officer contracts.

Developing financial accounting policies and procedures and a financial management framework in line with the Financial Management Act and applicable Australian Accounting Standards.

Financial processing services including, accounts payable, accounts receivable, debtor management, purchasing card transactions, asset valuation, depreciation and physical asset stocktakes.

Managing business operations including facilities, fleet management, purchasing and supply.

Delivering internal and external financial reporting, budget management and forecast management.

Management of VicRoads banking and cash flow.

Managing strategic and business planning, providing specialised advice to clients relating to policy interpretation and financial management.

Audit and compliance monitoring conducting internally and managing through external audit providers.

Management of the organisations Risk and Assurance program.

Legal Services including strategic and operational advice and managing Freedom of Information and information privacy

Procurement and contract management services including specifications and contract documentation.

Commercial Enterprises and business development is responsible for:Identifying commercial and business opportunities that can be embedded across the organisation.

Seeking international opportunities and assessing their benefits and risks to VicRoads as well as their commercial viability.

Providing specialist expertise to the Operations division and compete on the open market in asset improvement, surfacing and line marking services on the arterial road network.

Assessing all property holdings for commercial use or disposal.

Rationalising the property portfolio to ensure efficient management and reduce costs associated with holding properties for future road construction.

Providing end-to-end concept development, design, manufacturing and marketing and sales for the custom plates business.

29

Appendix CFinancial overview, program and summary

Operating Statement

2015-16Budget

$’million

2016-17Budget

$’million

2017-18Budget

$’million

2018-19Budget

$’million

Income from transactions

Grants from DEDJTR 1,167.5 1,174.1 965.9 675.5

Interest 1.0 1.0 1.0 1.0

Sales of goods and services 158.6 150.5 149.3 153.6

Grants 118.5 125.5 108.5 108.0

Assets and services received free from charge - - - -

Other income 96.6 97.9 99.9 101.8

Total income from transactions 1,542.2 1,549.0 1,324.6 1,039.9

Expenses from transactions

Employee benefits 324.7 335.1 346.9 359.0

Depreciation and amortisation 642.3 657.5 666.7 758.7

Grants and other transfers 88.4 46.3 24.7 25.0

Capital asset charge 49.8 49.8 49.8 49.8

Assets given free of charge - - - -

Finance lease interest 88.0 85.1 82.9 80.7

Other operating expenses 474.7 456.8 398.2 383.3

Total expenses from transactions 1,667.9 1,630.6 1,569.2 1,656.5

Net result from Transactions (net operating balance)

(125.7) (81.6) (244.6) (616.6)

Other economic flows included in net result

Net gain/(loss) on non-financial assets - - - -

Net gain/(loss) on instruments and receivables/payables (0.2) - - -

Other gains/(losses) from other economic flows - - - -

Total other economic flows included in net result -0.2 0 0 0

Net result – Surplus / (Deficit) (125.9) (81.6) (244.6) (616.6)

Changes in physical asset revaluation reserve - - 5,634.0 -

Comprehensive result (125.9) (81.6) 5,389.4 (616.6)


Balance Sheet30/06/16

Budget$’million

30/06/17Budget

$’million

30/06/18Budget

$’million

30/06/19Budget

$’million

Financial assets

Cash and cash equivalents 42.2 42.2 42.2 42.2

Receivables 317.1 315.5 314.0 292.0

Total financial assets 359.3 357.7 356.2 334.2

Non-financial assets

Land 18,788.9 18,768.7 20,490.8 20,470.6

Capital works-in-progress 991.6 1,040.2 865.0 380.6

Infrastructure assets 31,104.8 31,224.1 35,260.6 35,196.8

Buildings and leasehold improvements 55.2 53.8 56.6 55.2

Other property plant and equipment 121.3 104.9 88.5 73.2

Other non-financial assets 6.5 6.5 6.5 6.5

Total non-financial assets 51,068.3 51,198.2 56,768.0 56,182.9

Total assets 51,427.6 51,555.9 57,124.2 56,517.1

Liabilities

Payables 248.4 243.4 223.6 197.9

Finance lease 760.8 740.2 721.2 700.7

Provisions 116.4 119.8 123.3 126.9

Prepaid revenue 23.4 23.4 23.4 23.4

Total liabilities 1,149.0 1,126.8 1,091.5 1,048.9

Net assets 50,278.6 50,429.1 56,032.7 55,468.2

Equity

Contributed capital 16,317.1 16,549.4 16,763.6 16,815.7

Asset revaluation reserve 18,060.7 18,060.7 23,694.7 23,694.7

Accumulated surplus 15,900.8 15,819.0 15,574.4 14,957.8

Net worth 50,278.6 50,429.1 56,032.7 55,468.2

31

VicRoads program expenditure summary 2014-15//2015-16

2014-15Actual Exp

$’million

2015-16Budget

$’million

Accessing the network

Driver Licensing 55 53

Vehicle and Driver Information 26 33

Vehicle Registration 68 68

Registration and Licensing Projects 12 12

Total accessing the network 161 167

Improving the network

Network Development Programs 590 649

Network Improvement Programs 40 68

Network Safety Program 118 142

Total improving the network 748 858

Maintaining the network

Electrical/ITS 65 68

Maintenance Management 13 8

Network Recovery 7 1

Off Network Activities 50 19

Pavements 296 275

Roadside 59 54

Structures 57 69

Total maintaining the network 548 494

Operating the network

Advice and Approvals 16 16

Heavy Vehicle and Tow Truck Operations 34 57

Road Network Operations 15 20

Road User Programs 22 26

Total operating the network 87 119

Strategy, policy and planning

Network Planning and Analysis 24 30

Policy 21 21

Program and Project Development 9 17

Strategy 2 2

Total strategy, policy and planning 56 69

Infrastructure Assets Depreciation and Capital Assets Charge

614 681

Total infrastructure assets depreciation and capital assets charge

614 681

Total VicRoads roads program 2,214 2,389

VicRoads Corporate Plan 2015-2019 32 33

OLD TEXT

Strategic framework

Appendix D

TRANSPORT SYSTEM OBJECTIVES

VICROADS OUTCOMES

TRANSPORT INTEGRATION ACT

PROJECT 10,000

PLAN MELBOURNE

We create solutions with our customers and community

CUSTOMERS AND COMMUNITY

Efficiency coordination and reliability

Social and economic inclusion

Safety health and well being

Environmental sustainability

Economic prosperity

Integration of transport and land use

VICROADS LONG-TERM OBJECTIVES AND TRANSPORT OUTCOMES

SHORT-TERM PRIORITIES

NETWORK DEVELOPMENT STRATEGY

ROAD SAFETY STRATEGY

VICTORIAN CYCLING STRATEGY

DIGITAL SERVICES VICTORIA

PRODUCTIVITY

Enabling integrated transport choices and making journeys pleasant and predictable

JOURNEYS 1 maximise access to residences, employment, markets, services and recreation

2 Minimise barriers to access to the transport system

3 Provide affordable transport options

4 Facilitate seamless travel within and between different modes

WELLBEING

Improving road safety, amenity and environmental outcomes

5 Improve safety of the transport system and minimise the risk of harm

6 Foster positive experiences of the transport and surrounds

7 Improve environmental sustainability of the transport system

8 Support active transport

Strengthening the economy through better use of roads and connections with land use

9 Provide reliable travel for individuals business and goods movement

10 Minimise travel time for individuals, businesses and goods movement

11 Drive cost efficient freight and passenger transport

12 Achieve net public benefits through transport investment policies and programs

CAPABILITYPeople, leadership governance, resources, systems and processes that help us deliver better outcomes

G1 Deliver more predictable journeys for our customers

G2 Efficient road maintenance investment and delivery

G3 Drive digital engagement and transactions online

G4 Safe speeds that are right for the road

G5 Moving more freight, more efficiently with less impact

G6 Highly, capable, optimistic, confident, innovative and engaged staff

G7 Genuine, inclusive and courageous leaders who show the way

G8 Governance and resources that support us to deliver the best outcomes

G9 Systems and processes that connect us and help make a difference

13

14

15

GOVERNMENT STRATEGY AND POLICY


VicRoads Strategic Commitment

How we work

Capability and Capacity

We share because better things can be achieved together

We dare to seize opportunities and take on tough challenges

We care about people and making their lives better

Customers & Community We create solutions with our customers and community

ProductivityStrengthening the economy through better use of roads and connections with land use

JourneysEnabling integrated transport choices and making journeys pleasant and predictable

Peoplehighly capable, optimistic, confident, innovative and engaged staff

Leadershipgenuine, inclusive and courageous leaders who show the way

Assurancegovernance and resources that support us to deliver the best outcomes

Systemssystems and processes that connect us and help us make a difference

Wellbeing Improving road safety, amenity and environmental outcomes

SHARECARE DARE

Appendix E

What we do We make peoples’ lives better, judging our performance by our customers’ experience.


Appendix F Alignment to Departmental Objectives and VicRoads’ Strategic Commitment

DEDJTR Objectives

Customers & Community:

Engage with the community to create solutions that respond to customers’ needs

Journeys:

Enable integrated transport choices and make journeys more pleasant, predictable and less stressful

Wellbeing:

improve community wellbeing by reducing road trauma, improving amenity and environmental outcomes

Productivity:

Strengthen the economy by ensuring best use of the road system, recognising its interdependence with land use

VicRoads’ Approach

Lift the living standards and wellbeing of all Victorians by sustainably growing Victoria’s economy and employment

Primary Primary Primary Primary

Encourage changes to travel behaviour that support an efficient transport system. Upgrade roads to tackle congestion.

Plan effective transport solutions for future residential and commercial developments in metropolitan Melbourne and regional Victoria

Build more productive liveable cities and regions through transport, infrastructure, land use planning and cultural investments

Primary Primary Primary PrimaryBetter allocate road space to manage an efficient and reliable road system.

Gain and maintain competitive advantage through active industry and innovation policy

Secondary Secondary Secondary Secondary

Upgrade the road system to support freight productivity. Improve when and how people and vehicles are granted access to the road system.

Improve conditions for business through efficient taxation, regulation and public sector reforms

Primary Secondary Secondary SecondaryEnhancing online services

Better connect Victoria to national and global markets by increasing targeted trade and investment attraction


Develop Victoria’s capabilities and foster inclusion through skills and employment


The VicRoads Strategic Commitment and this corporate plan give effect to the object of the organisation and contribute to achieving the

wider transport system objectives by translating the transport system objectives and the government’s intent and policy into strategic priorities for

the road system. The alignment of VicRoads’ strategic commitment against the Department of Economic Development Jobs Transport and Resources objectives is outlined.

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