Annual Report for the period ended 30 June 2009 Volume 1 of 2
Department of Transport and Main Roads Letter of compliance
October 2009
The Honourable Rachel Nolan MP The Honourable Craig Wallace MP Minister for Transport Minister for Main Roads Level 15 Level 13 Capital Hill Building Mineral House 85 George Street 41 George Street BRISBANE Qld 4000 BRISBANE Qld 4000
Dear Minister I am pleased to present the Annual Report 2008-09 for the Department of Transport and Main Roads. The report outlines our activities and achievements for the period 27 March 2009 to 30 June 2009. I certify that this annual report complies with: • the prescribed requirements of the Financial Administration and Audit Act 1977 and the Financial Management Standard 1997, and • the detailed requirements set out in the Annual Reporting Guidelines for Queensland Government Agencies. A checklist outlining the annual reporting requirements can be accessed at www.transportandmainroads.qld.gov.au
Yours sincerely
David Stewart Director-General Department of Transport and Main Roads
i Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Letter of compliance Highlights, financial summary, opportunities and challenges
Highlights • Integrated the former departments of Queensland Transport and Main Roads into the new Department of Transport and Main Roads (DTMR) (page 4). • Completed 44 road safety projects (81 projects for the year) under the Safer Roads Sooner (SRS) Program (page 59). • Delivered our $3.6bn road program of works for the fourth consecutive year, sustaining employment for more than 28,000 people (page 56). • Continued the rollout of the STREAMS system to integrate Transport and Main Roads’ and Brisbane City Council’s (BCC) traffic signal network in order to enhance traffic management and improve travel time (page 76). • Constructed 17 bridges under the Regional Bridge Renewal Program (RBRP) (page 58). • Continued construction on the Boggo Road Busway, Northern Busway, Eastern Busway and the South-East Busway to improve public transport and reduce travel times (page 17). • Supported investment in new coal infrastructure with the expansion of the Port of Abbot Point coal terminal to 25 million tonnes per annum (page 22). • Provided $13.6m for new and upgraded recreational boating facilities and related services (page 37). • Amended legislation to introduce free-flow tolls from 1 July 2009, as well as introduction of the new Queensland driver licence (page 24). • Commenced implementation of the Transport Security (Counter-Terrorism) Act 2008 (page 32).
Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Highlights, financial summary, opportunities and challenges ii Table 1 – Financial summary
2008–09* $’000 Comments
Total income 1,404,419 Total appropriation revenue transferred to the Department of Transport and Main Roads was $1.4bn. Appropriation revenue funds the outputs/major activities undertaken by the department. For further information, refer to Note 2 in the Financial Statements. Total expenses 1,464,684 Expenses include significant items such as supplies and services which include payments for services provided in operational activities and a revaluation decrement reported to cater for movements in the valuation of departmental assets. For further information, refer to the Financial Statements Operating result (60,265) The parent entity reported a deficit for the reporting period ending 30 June 2009.
Capital expenditure 1,142,374 Capital expenditure represents money spent to construct and improve Federally-funded and State-funded projects.
Total assets 46,769,245 The majority of assets held by the parent entity included $43bn in infrastructure assets and $2.6bn in property, plant and equipment. For further information, refer to the Financial Statements Total liabilities 2,168,497 Liabilities are mainly made up of current trade creditors and a debt facility provided by Queensland Treasury Corporation to fund roadworks. For further information, refer to the Financial Statements Equity 44,600,748 The parent entity's reported net worth is total assets less liabilities. Equity for the department as at 30 June 2009 is $44.6bn.
* Performance as at 30 June 2009
Opportunities Challenges • Improved integration and delivery • Managing the impacts of population efficiencies across the whole transport growth and demographic changes, system through collaboration with particularly in south-east Queensland other Queensland Government agencies and provincial cities (page 63). and industry stakeholders to improve • Managing strong growth in the transport policy and develop funding movement of freight and an increase and investment initiatives (page 22). in private vehicle use that is increasing • Provided smart transport solutions pressure on the transport system to manage the impacts of urban (page 14). traffic growth – including a variety • Addressing diverse stakeholder and of transport options, integrated traffic community expectations (page 34). signals, variable speed technology, • Responding to climatic extremes and intelligent transport technology, traffic environmental concerns (page 21). response units, and heavy-vehicle tow trucks (page 76). • Responding to rapid technological change (page 17). • Worked closely with local governments to improve integrated land use and • Meeting the needs, including long-term transport planning (page 53). employment, of Queensland’s diverse regions (page 52). • Developed innovative delivery methods – providing value for money through partnerships, alliances, and contract approaches (page 48). • Provided job opportunities in Queensland’s diverse regions through the delivery of our program of works (page 56).
iii Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Highlights, financial summary, opportunities and challenges Contents
i Letter of compliance Presenting the report to our Ministers This annual report outlines ii Highlights, financial summary, how we continue to work opportunities and challenges Snapshot of our significant achievements, challenges and opportunities toward our vision of 1 Communication objective Connecting Queensland Why we produce an annual report 2 About Us Who we are and what we do 6 Director-General’s report David Stewart explains the machinery of government changes and how we delivered on our strategic priorities 10 Our performance COMMUNICATION OBJECTIVE Our performance against the Queensland Transport Corporate Plan 2008—12 and the Main Roads On 26 March 2009, the former departments of Queensland Strategic Plan 2008—2013 Transport and Main Roads were integrated into Department of Transport and Main Roads (DTMR–see page 2). This is the first 88 Corporate social responsibility • Introducing our Board of Management annual report for DTMR, and (unless otherwise stated) it covers • Our governance policies and practices the period 27 March to 30 June 2009. • Outlining our environmental sustainability initiatives • Explaining our financial position Our annual report outlines how we will work toward achieving our vision of Connecting Queensland. Our environmental impact 100 We use this report to inform our diverse range of stakeholders 104 Our financial position about our activities. In doing this we not only ensure that our legislative reporting obligations under the Financial Administration 110 Appendix 1—Overseas travel— and Audit Act 1977 and the Financial Management Standard International knowledge exchange 1997 are met, but we also strive to exceed them. 113 Appendix 2—Investments in This annual report is available on our website at controlled entities and reporting www.transportandmainroads.qld.gov.au and in hard copy on arrangements request (these can be requested through the contact details provided below). 115 Appendix 3—Global Reporting Index A checklist outlining the governance, performance, reporting 118 Appendix 4—Legislation compliance and procedural requirements of the Financial Administration and Audit Act 1977 and the Financial 119 Appendix 5—Transport infrastructure Management Standard 1997 is available on our website and investigation projects www.transportandmainroads.qld.gov.au 120 Appendix 6—Camera detected Stakeholder feedback is important to us and contributes to offence improving the value of future annual reports for our readers. We 123 Appendix 7—Performance statements welcome your comments about this annual report and ask you to forward them to: Glossary 133 Phone: +61 7 3306 7008 134 Acronyms Email: [email protected] Index Mail: Annual Report 135 Department of Transport and Main Roads 137 Regional contacts GPO Box 1412 Brisbane QLD 4001 CD contents • Annual report The Queensland Government is committed to providing • Financial report accessible services to Queenslanders from culturally and • TravelSafe Committee reports • Passenger transport payments linguistically diverse backgrounds. If you have difficulty • School transport operator payments understanding the annual report, you can contact Translating • Committees and advisory groups and Interpreting Service National on 13 14 50 to arrange for an interpreter to effectively explain the report to you.
Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Contents 1 About us
Connecting Queensland
Who we are Our corporate planning provides strategic direction for a four-year On 26 March 2009, the Queensland period. It is reviewed annually to Government announced the update our opportunities, priorities integration of the former departments and challenges as required. The of Queensland Transport and Main corporate plan aligns with the Roads to form a single entity, the goals of the Transport Coordination Department of Transport and Main Plan for Queensland that is the Roads (DTMR). overarching document providing We will plan, manage and oversee direction to our major transport the delivery of a safe, efficient and strategies and plans. Our vision integrated transport system that Our corporate plan also aligns We will achieve our vision supports sound economic, social with our road network strategy, of Connecting Queensland and environmental outcomes Roads Connecting Queenslanders, by being: in Queensland. which is part of a suite of strategic • a contemporary and A well-developed integrated planning documents that include progressive organisation transport system is essential to the Queensland Road System • forward thinking and leading connecting people and communities, Performance Plan and the Roads the transport agenda moving goods and services and Implementation Program (RIP). • customer and service delivery providing access to employment, These documents are used in focused education, social services and conjunction with the Integrated • alert to opportunities to recreational activities. deliver value. Regional Transport Plan, Regional Our core business involves: Cycle Network Plans, modal strategies, divisional and regional • leading the strategic direction business plans and individual and outcomes for Queensland’s achievement plans, to manage our transport system including road, services for Queensland. rail, air and marine • undertaking comprehensive We have positioned ourselves planning for the movement of strongly to deliver positive people and goods in collaboration outcomes for the community and with key stakeholders we will continue to work with our stakeholders to ensure that we deliver • regulating service providers our core business. (public transport providers and heavy vehicle operators) for quality and ensuring access and safe use of the transport system for all users • funding essential services such as public transport, long distance passenger services and freight delivery in remote areas • providing key infrastructure such as roads, busways, cycleways, boat ramps and jetties.
2 Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 About us Connecting Queensland
Our vision
Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 About Us 3 About us cont...
Our history • land use and transport Our stakeholders development assessment The two former departments– A diverse range of stakeholders Queensland Transport and Main • driver and boat operator licensing from community, industry and all Roads–were well-established with a • road, rail and maritime safety levels of government depend on us long history of working together. education to provide an integrated transport system that meets their current and In 1990, Queensland Transport was • marine pollution prevention and future requirements. established from the Department response of Transport, the Department of • public transport policy and services Our approach to managing Main Roads and the Department of (urban bus, limousine, taxi, ferry, stakeholder expectations is Harbours and Marine. long-distance bus and aviation) fundamental to how we do business and manage change. We recognise In 1996, the Department of Main • vehicle and boat registration that working with our stakeholders Roads was re-created from • intelligent transport systems (ITS) and listening to them is essential if within Queensland Transport and • transport system security and we are to continue to be successful in assumed responsibility for all road disaster response and recovery connecting Queensland. infrastructure functions. Collection operations of registration revenue remained a • accessible transport options. Queensland Transport function, as did transport planning, policy and Our people stewardship of the transport system. We have a workforce of 8,989 people Our operating environment (full-time equivalent) who work in a wide range of professional, technical DTMR administers a number of and administrative disciplines. Our pieces of legislation (see Appendix 4 people work across 18 regional for details). offices, seven divisional offices Our new organisational structure will and 66 customer service centres deliver efficient and effective services throughout the state. to customers and stakeholders, create We are committed to achieving savings and efficiency gains and excellence through a high provide the ability to reprioritise performance culture. As an employer resources across the department. of choice, we support our people by Our new organisational We take pride in developing providing them with opportunities and delivering high quality to enhance and develop their structure will deliver services to Queenslanders. These skills and obtain higher education efficient and effective services include: and qualifications. services to customers • transport network planning, including road design, and stakeholders create construction, maintenance savings and efficiency and operation • management and development of gains and provide the transport system infrastructure ability to reprioritise • integrated transport planning resources across the and studies department.
4 Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 About us Queensland’s transport system
Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 About us 5 Director-General’s report
We’re continuing to deliver on our vision of Connecting Queensland
Investing in Queensland • completed phase one of the Queensland motorcycle safety We continue to invest in strategy to address the high level Queensland’s roads and transport of motorcycle-related crashes system through our infrastructure including a graduated licensing programs, including major road system for riders projects, busways, and improved rail and port facilities. • completed 71 road safety projects as part of our Safer Roads Sooner The department has allocated $3.6bn Program, including projects such David Stewart to further develop and manage the as bitumen surfacing, removal Director-General transport system, and to provide of roadside hazards, building services for our communities and guardrails and installation of Our new department industry. This will help create public traffic lights transport services that are accessible, The new Department of Transport and • introduced audio tactile line reliable, efficient and safe for Main Roads was formed in March markings on an additional all commuters. 2009 to plan, manage and oversee 1,300km of state-controlled the delivery of a safe, efficient and We will invest $3.5bn in critical roads roads to reduce the number of integrated transport system that infrastructure to continue to meet fatigue-related crashes supports sound economic, social the demand for new roads, increased • commenced the Federal and environmental outcomes in road capacity and connectivity. Our Government-funded Boom Gates Queensland. The new department was investment programs will help us for Rail Crossings Program with created from the former Queensland develop and manage a sustainable $42.7m allocated to upgrade Transport and Department of Main transport system for all Queenslanders. 66 priority public open level Roads; it’s working to apply the crossings across Queensland strengths of those two organisations Our priorities • continued the delivery of the to better deliver the state-wide To ensure we deliver on our vision Torres Strait marine safety transport system, building on existing of Connecting Queensland, we are program, including 13 BoatSafe strong collaboration and cooperation targeting a number of key priorities. training courses to island to do that. We’re also focussing communities, developing and on how the department can plan, Improving safety distributing marine safety program and deliver better integrated The safety of Queenslanders is one education information and transport infrastructure and services of the priorities helping us to meet initiatives to improve access to to Queenslanders. our vision. Our focus is to reduce the vital safety equipment number of people injured in road, We have introduced a new business • continued working closely with rail or marine incidents, as well as model that brings discipline, rigour commercial and fishing ship ensure the safety of passengers on and contestability to policy and owners and operators to improve public transport. investment decisions and capitalises safety management practices and on the strong regional delivery We have delivered a range of safety improve their capacity to fulfil networks that are already in place. programs including: their statutory marine safety obligations The model reflects some of the • launched the Here for Life road organisation’s key priorities–to lead safety strategy which includes an • continued the clean up of the the transport agenda, have a strong interactive website where people oil spill caused by the Pacific customer and service delivery focus can share images, stories and road Adventurer and undertaking an and to ensure we deliver value safety information and actively extensive investigation into the for money. demonstrate their support for safe incident. driving
6 Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Director-General’s report Improving public and active transport
We provided funding for the Toowong cycle and pedestrian overpass
Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Director-General’s report 7 Director-General’s report cont...
Planning for our integrated • CoastConnect—Caloundra • continued to rollout the STREAMS transport system to Maroochydore which is system to integrate Transport and Our planning is critical to delivering investigating benefits, impacts Main Roads and Brisbane City an integrated, sustainable and safe and staging options for bus/transit Councils network of traffic signals transport system that meets the future lanes on main roads between to enhance traffic management transport needs of the state. Planning Caloundra and Maroochydore, capability and analysis and reduce gives the community and our as well as upgrades to major bus travel times stakeholders the opportunity to have stops and stations and priority for • introduction of the Open Roads input and enables different options buses at key intersections. Policy to reduce traffic delays on to be put forward and considered. the road network by strengthening Managing the impact of Our planning aims to ensure that urban traffic growth the power of authorised officers the transport system integrates all from Transport and Main Roads In recent years, the significant modes of transport and coordinates and local governments to remove population growth around the state and supports wider government abandoned vehicles, loads or other has contributed to an increased regional planning and initiatives. The items from the road across the demand on Queensland’s transport following presents some of our key state. planning activities. system. In response we are delivering critical infrastructure and non- Improving public and active • The Connecting SEQ 2031: An infrastructure projects to support transport and road infrastructure Integrated Regional Transport Plan industry and to better-connect We want to create public and for south-east Queensland is a communities across the state. active transport services that are companion to the recently released accessible, reliable, efficient and safe SEQ Regional Plan. This transport Some of our key projects include: for all commuters, and to provide plan presents an integrated • construction of the $226m Boggo major infrastructure upgrades strategy for developing the future Road Busway, the ongoing to our road network. In addition transport network for the region. delivery of the Eastern Busway to our significant major capital It provides a blueprint for how all and the Northern Busway to works projects some of our other levels of government and other reduce travel time and cater for projects include: stakeholders will address the major 600 buses per day • $12.4m for the Princess Alexandra challenges facing the transport • $97.3m for the Gold Coast railway Hospital Cycleway, $9.9m for the system in south-east Queensland extension from Robina to Varsity Toowong cycle and pedestrian including, managing congestion, Lakes addressing capacity constraints overpass and $8m to construct • $17.9m for metropolitan freight on the road and rail networks, the Royal Brisbane and Women’s capacity enhancements limiting carbon emissions and Hospital cycle centre responding to sustainability and • $650m toward the Ipswich • $135m for the Gold Coast Rapid climate change. Motorway upgrade between Transit System project Dinmore and Goodna • Cross river rail which is the new • $16.5m to purchase 150 new, or rail link planned for Brisbane • completion of the Bruce Highway near new, school buses Under the inner city that will change the six-lane upgrade between School Bus Upgrade Scheme the Gateway Motorway and way people travel into and • $351m allocated to QR Network Caboolture through the city. It is the first step Pty Ltd to improve network in transforming the rail network • $259.2m for the upgrade of the safety and reliability and increase for Brisbane. A new corridor Gateway Bridge Duplication efficiency of train services through the inner city will make it Project • $47.3m to continue the possible to add more trains to the • $125m to continue construction construction of the Townsville region’s network, which will mean of the new Houghton Highway Port Access Road more frequent services and less duplication overcrowding.
8 Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Director-General’s report • $37.6m toward the duplication of Better service for our customers We will continue to demonstrate the Forgan Bridge in Mackay Service delivery continues to be one of strong leadership across government • $36m to continue the realignment our priorities. From my observations, and look forward to continuing of the Dawson Highway west of our front line staff deliver a high to work with our stakeholders to Gladstone standard of service when interacting achieve the Queensland Government’s ambitions. We will: • $16m to complete widening of the with customers about both routine Maryborough-Hervey Bay Road, and more complex requirements. • provide job opportunities that south of Pialba This includes customer service centre support a strong economy staff, transport inspectors, school • $5.8m to complete widening and • achieve value for money in crossing supervisors, call centre staff sealing the New England Highway, delivery of our programs and others who are the face of the south of Crows Nest. • manage the impact of urban department in the community. traffic growth to protect our We are also rehabilitating and One way we are improving service lifestyle and environment. maintaining our transport assets delivery is by installing Q-Matic While planning for capital ticketing systems into a further Acknowledging support infrastructure is important to eight customer service centres and commitment building economic success and during 2009—10. To better assist I want to thank both the Main Roads embracing growth in cities and our customers, we will continue Minister and the Transport Minister regions, it is just as important to to implement improvements in for the support they have given to the preserve and maintain our existing customer service. department since their appointments. transport assets. Future direction I would also like to thank our people, Examples of this include: the Board of Management and the The Department of Transport and Senior Leadership Team for their • our Regional Bridge Renewal Main Roads will continue to be dedication and achievements in Program to replace and a contemporary and progressive 2008—09 and especially over the past rehabilitate timber and other organisation. We will play a key few months since the integration of older concrete bridges with new role in helping the government the two former departments. structures deliver a sustainable future for • our investment in replacing Queensland through: I look forward to the next year, and surfaces on sections of the road the opportunity it brings to build • engaging with the community, network across the state on our proud history to provide industry and governments • funding the Boating Infrastructure Queenslanders with the best transport • being recognised as a significant Capital and Maintenance system to support our growing state. contributor to national transport Program for new and upgraded and road policy and practice recreational boating facilities for the community • delivering on the government’s transport and road commitments. • protecting Queensland’s flora David Stewart and fauna by undertaking field Director-General trials to improve rehabilitation and management practices and minimise losses. Such as our planning to revegetate an area of road reserve north of Gin Gin, this will be protected for its environmental values.
Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Director-General’s report 9 Our performance
As a new department we have consulted with our key stakeholders to develop the Transport and Main Roads Corporate Plan 2009–13
On 26 March 2009, the former The performance section is structured over the next four years. The plan departments of Queensland Transport in two parts. The first section reports will meet government expectations, and Main Roads were integrated our performance against the six support the integration of the new to form DTMR. During the period goals in the Queensland Transport department and build on the strategic 27 March to 30 June 2009, the Corporate Plan 2008–12. The second and business planning of the former Queensland Transport Corporate section reports our performance departments. Plan 2008—12 and the Main Roads against the six Key Results Areas Strategic Plan 2008—2013 were (KRAs) in the Main Roads Strategic For more information about still operational. This annual report Plan 2008—13. our new corporate plan visit details DTMR’s performance against As a new department we have us at: these plans. consulted with our key stakeholders www.transportandmainroads. to develop the Transport and Main qld.gov.au Roads Corporate Plan 2009—13. This corporate plan will provide the strategic policy direction for DTMR
Section 1: Queensland Transport Section 2: Main Roads Strategic Corporate Plan 2008–12 Plan 2008–13 12 Queensland Transport Corporate Plan 42 Main Roads Strategic Plan 2008—13 2008—12 44 Performance summary 14 Facilitate and respond to growth Facilitate the state’s economic growth while responding to 46 Effective Relationships transport demand Be a leader in stakeholder engagement and community and industry relations 18 Environmental sustainability Contribute to a healthier, more liveable environment 50 State-wide System Planning Lead integrated road system planning across the transport 22 Transport leadership sector Provide leadership in the transport sector and community 56 Program Development and Delivery 26 Safety and security Develop and deliver the roads program effectively Improve the safety and security of the transport system 66 Corridor Land Management 34 Fair, efficient services and infrastructure Lead the sustainable management of road corridor land Deliver transport infrastructure fit for purpose and efficient services that are accessible to transport users 72 Road Operations Provide a safe, efficient and reliable road network 38 Capable people and organisation Enhance organisational capability and performance 80 Capable Organisation Achieve excellence through the performance of our people, systems and practices
10 Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Our performance Fair, efficient services and infrastructure
Considering the needs of Queensland’s diverse regions
Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Our performance 11 Queensland Transport Corporate Plan 2008—12 Moving Queensland forward
Overview of the corporate plan Queensland Transport Corporate Plan 2008–12 set the strategic direction for the former Queensland Transport over a four-year period. Prior to machinery of government changes, our vision of Moving Queensland forward was supported by the six goals (shown below) that were set in our corporate plan. • Facilitate and respond to growth: facilitating the state’s economic growth while responding to transport demand. • Environmental sustainability: Moving Queensland forward with our Corporate Plan contributing to a healthier, more liveable environment. • Transport leadership: providing leadership in the transport sector and community. • Safety and security: improving the safety and security of the transport system and its users. • Fair, efficient services and infrastructure: delivering transport infrastructure fit for purpose and efficient services that are accessible to transport users. • Capable people and organisation: Our Corporate Plan set the strategic direction enhancing organisational for the former Queensland Transport over the capability and performance. four-year period 2008–12 By achieving these goals, we contributed to all five ambitions of Toward Q2: Tomorrow’s Queensland (Q2)—the State Government’s 2020 vision for Queensland. Appendix 7 details our performance against our output measures.
12 Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Queensland Transport Corporate Plan 2008–12 Queensland Transport Corporate Plan 2008—12 cont... Overview of the corporate plan
OUR VISION: Moving Queensland forward OUR PURPOSE: Lead, develop and manage a sustainable transport system which is safe, efficient, reliable and accessible
Government Our goals and targets Our objectives ambitions and relevant targets Strong 1. Facilitate and respond to growth Objectives Creating a diverse economy Facilitate the state’s economic growth while 1.1 Integrated transport and land use powered by bright ideas responding to transport demand 1.2 A transport system providing appropriate travel Queensland is Australia’s and freight options strongest economy with 1.3 More efficient use of the existing network infrastructure that anticipates 1.4 Transport infrastructure and services keeping pace growth with Queensland
Green 2. Environmental sustainability Objectives Protecting our lifestyle and Contribute to a healthier, more liveable 2.1 Environmentally sustainable transport options environment environment increasingly used Cut by one-third 2.2 Transport related environmental impacts minimised Queenslanders’ carbon 2.3 Meeting the challenges of climate change and footprint, with reduced car and energy vulnerability electricity use
Smart 3. Transport Leadership Objectives Delivering world-class Provide leadership in the transport sector 3.1 Influence on national transport policy and leadership education and training and community in state policy Three out of four 3.2 Strong community, local government Queenslanders will hold and industry relationships trade, training or tertiary 3.3 Capable transport and logistics industry qualifications
Healthy 4. Safety and security Objectives Making Queenslanders Improve the safety and security of the 4.1 Safe vehicles, vessels and trains Australia’s healthiest transport system and its users 4.2 Safe movement of people and freight people on air, land and water Cut by one-third obesity, 4.3 Personal safety of users of the transport system smoking, heavy drinking and 4.4 Transport system security and continuity unsafe sun exposure
Fair 5. Fair, efficient services and Objectives infrastructure Supporting safe and 5.1 Accessible transport services caring communities Deliver transport infrastructure fit for 5.2 Efficient and effective transactional services purpose and efficient services that are 5.3 Economically sustainable transport services and accessible to transport users infrastructure
6. Capable people and organisation Objectives Enhance organisational capability and 6.1 A performance oriented culture based on effective performance planning, management and governance 6.2 Staff capabilities aligned with organisational goals 6.3 Business systems and processes aligned with organisational goals
Department of Transport Departmentand Main Roads of Transport Annual and Report Main Roads 2008–09 Annual Volume Report 1 of 2 2008–09 SectionOverview titleVolume of thehere corporate1 of 2 Queensland plan Transport Corporate Plan 2008–12 13 Queensland Transport Corporate Plan 2008—12 cont... Facilitate and respond to growth
Facilitating the state’s economic growth while responding to transport demand
Having a planned approach to land Managing the impact of development use development is key to ensuring To ensure that developers consider transport services are accessible public transport and corridor and that people are able to fulfil protection we assess and place social opportunities and reach their conditions on development desired destinations. applications. The conditions applied We are working hard to provide a result in a wide range of benefits for transport system for Queenslanders the community including: Highlights that supports the increased use of • bus stops and interchanges During the period, we actively public transport and active transport provided by developers options (walking and cycling) and managed the transport system in • land preserved for transport enables the sustainable use of response to the state’s economic corridors growth. private vehicles. • a decrease in noise in buildings Highlights include: At the same time, it is essential to • courtesy bus services • released the Connecting ensure an efficient freight system to aid economic growth in Queensland. • security fencing along transport South East Queensland corridors. 2031: An Integrated Regional Transport Plan for South Our performance During the reporting period, 100% East Queensland Strategic Integrated transport and land use of the 172 development applications Directions Paper in April 2009 (under the Integrated Transport The Connecting South East • continued construction on the Planning Act 1997) were assessed Queensland 2031: An Integrated Boggo Road Busway, Northern within prescribed time frames. Busway, Eastern Busway and Regional Transport Plan for the South East Busway to South East Queensland Strategic Providing appropriate travel improve public transport and Directions Paper was released to local and freight options reduce travel times governments in April 2009. This Listening to Queenslanders • 172 development paper identifies transport initiatives about transport solutions applications (under the to serve the future needs of the We recently conducted surveys Integrated Transport Planning people living, working, recreating collecting information about Act 1997 ) were received and and conducting business in south- household travel in south-east assessed within prescribed east Queensland. Queensland. These surveys are an time frames We completed the Ipswich to excellent source of information • achieved a 100% safe vessel on the impact of congestion, the movement rate in pilotage Springfield Public Transport Corridor impact of road improvements and areas. Study. The study investigated and identified a public transport corridor the current state of the transport from the Ipswich Central Business network. The data collected was used District (CBD) to Springfield via to inform the work for the Connecting the Ripley Valley. In April 2009, South East Queensland 2031: An the Transport Minister announced Integrated Regional Transport Plan the corridor would be preserved for South East Queensland Strategic to enable the future delivery of Directions Paper. infrastructure and services to support the employment and industry growth anticipated in the Ipswich region.
14 Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Facilitate and respond to growth Queensland Transport Corporate Plan 2008—12 cont... Facilitate and respond to growth
Constructing busways
Continued construction of busways improves public transport and reduces travel times
Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Facilitate and respond to growth 15 Queensland Transport Corporate Plan 2008—12 cont... Facilitate and respond to growth cont...
Collaborating with stakeholders Advocating Queensland’s We led initiatives to introduce for an efficient freight system transport needs improvements to the Port of Hay We worked closely with freight We coordinated the Queensland Point’s static and dynamic underkeel industry stakeholders to establish the Government transport submission clearance systems to facilitate an Queensland Transport and Logistics for Infrastructure Australia’s (IA) increase in coal tonnage exported Council (QTLC), a peak industry/ National Infrastructure Audit from the two Hay Point terminals. government council dedicated to and Priority List. This resulted To support port developments facilitating improved efficiency in Queensland securing $1.27bn and ensure the safe and efficient and integration of all modes of from the Federal Government’s movement of ships, senior marine freight transport and infrastructure Building Australia Fund for the pilots, including regional harbour in support of local, interstate and following projects: masters, participated in simulation global supply chains. The QTLC is • Ipswich Motorway, including studies in the United Kingdom now actively involved in developing construction of the Dinmore and Malaysia. a multi-modal Freight Strategy to Goodna and Wacol to Darra for Queensland that will provide a sections (Stage 2) and planning Supporting Queenslanders strategic reference point to engage with transport infrastructure for the Darra to Rocklea section industry and inform government and services ($884m) policy, strategy and planning. We continue to conduct studies • Gold Coast Rapid Transit ($365m) and investigations into the best Ensuring the efficient operation • Cross River Rail detailed feasibility of the transport network transport options for Queenslanders. study ($20m). These guide the future delivery of Changing behavioural norms Ensuring safe and efficient infrastructure and services to support The Queensland Government is ship movements the growth anticipated in Queensland. managing growing congestion in To ensure the safety of people, ships south-east Queensland through a They assist us in planning new and the environment as well as balanced approach and a program of transport corridors, capacity facilitating the economics of trade, targeted initiatives. These initiatives improvements for the system our Maritime Safety Queensland include TravelSmart™ Communities, a and delivery of major transport agency provided marine pilots for range of behaviour change programs infrastructure projects. 3,318 ship movements (1 April and awareness campaigns that 2009–30 June 2009), with a rate of Building infrastructure to encourage entire suburbs to be less support public transport 100% safe movements not only for reliant on motor vehicles. the period of this report but for the As part of the SEQIPP, we planned 2008–09 financial year. and delivered major projects, such as construction of busways, to provide Two new marine pilot transfer better public transport and reduced vessels were built and they were travel times. commissioned in June 2009, rejuvenating the pilot vessel fleet. The design of these new ‘Rodgers Class’ vessels embraces fuel efficiency and introduces an improved level of safety for transferring pilots.
16 Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Facilitate and respond to growth Queensland Transport Corporate Plan 2008—12 cont... Facilitate and respond to growth cont...
Construction continued on the Providing funding to build $226m Boggo Road Busway, from rail infrastructure the Princess Alexandra Hospital to As part of the Transport Service Eleanor Schonell Bridge and the Contract (Rail Infrastructure) for $140m Eastern Busway, from the infrastructure services, $351m was FOCUSING ON Princess Alexandra Hospital to the allocated to QR Network Pty Ltd in South East Busway at Buranda. 2008–09. This enabled the delivery THE FUTURE of capital works projects that Construction continued on the We will continue to facilitate provide improved network safety and respond to growth within $198m Northern Busway from the and reliability, increased efficiency Queensland by enabling Royal Children’s Hospital to Windsor. of train services and improved social transport options and an We commenced construction of the and environmental benefits. efficient freight system. Northern Busway from Windsor to Kedron. Advising on port capital expansions Our priorities for 2009–10 include: We continue to provide expert advice These busways are expected to cut to shareholding ministers about the • finalising the Cairns Transit travel times between five and 10 commercial and operational viability Network concept design minutes on weekdays and will cater of significant capital expansions for 600 buses per day and 13,000 • continuing to assist industry for ports. As a result of this advice in the assessment of freight passengers daily. shareholding ministers approved transport methods and Providing traveller information the progression of several projects infrastructure opportunities and travel options including a $16m investment in relation to improving Since the Transport Information approval to Ports Corporation of and/or expanding their operational activities Centre opened in May 2008 over Queensland Limited for preliminary 200,000 people have made enquiries design and engineering of the Port of • implementing the new Queensland Port Network about transport options in and Abbot Point Coal Terminal expansion. around Brisbane. The Centre, a joint Structure initiative of the DTMR, TransLink and • commencing construction of the BCC, provides information and the Eastern Busway (South raises awareness of sustainable modes East Busway at Buranda to of travel such as public transport, Main Avenue) cycling, walking and car pooling. • seeking approval for the land use plans for the ports of Bundaberg, Gladstone, Rockhampton, Townsville and Hay Point • trialling the real time passenger information system which will We continue to conduct studies and enhance information and investigations into the best transport options communication technology on a number of key bus for Queenslanders routes on the Sunshine Coast.
Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Facilitate and respond to growth 17 Queensland Transport Corporate Plan 2008—12 cont... Environmental sustainability
Contributing to a healthier, more liveable environment
To contribute to a healthier, We developed the Active Transport more liveable environment, we Policy that aims to include cycling encourage the use of sustainable and walking facilities within new transport options such as walking, State Government infrastructure. cycling and using public transport. A draft policy statement, discussion We also support the increase in paper and implementation plan environmentally friendly public have been developed with work transport and aim to reduce the progressing to determine the Highlights number of polluting vehicles economic feasibility of the policy. and vessels. During the period, we actively We contributed to the active contributed to a healthier and transport and environmental goals Our performance more liveable Queensland. through cycleway projects, including Highlights include: Encouraging sustainable completion of the draft Regional transport options Cycle Network Plan in June 2009. • conducted 2,079 On-road Informing motorists about vehicle This plan incorporated the Royal Vehicle Emissions Random air pollution Brisbane Hospital Bicycle Parking Tests, of these 1,777 vehicles Study Report. (85.5%) received a rating of Aircare is a vehicle emissions program which aims to reduce ‘good’ Delivering infrastructure for cyclists motor vehicle air pollution. Our • cleaned up the oil spill caused We continue to operate programs Aircare team of transport inspectors by the Pacific Adventurer that fund cycling infrastructure conducted 2,079 On-road Vehicle • funded cycling infrastructure such as cycleways, bridges, Emissions Random Testing to such as progressing the end-of-trip facilities, signage and measure levels of carbon monoxide $1.3m Bicentennial Bikeway lighting. This infrastructure supports and hydrocarbons from vehicle Upgrade (Stage 1). trips that connect major centres such exhausts. Of the tests conducted, as schools, universities, shopping 302 vehicles (14.5%) received a ‘poor’ complexes and workplaces. or ‘fair’ rating. Motorists receiving a poor or fair rating are encouraged to In 2008–09, we committed $45.9m take their vehicles to a mechanic to in capital works projects funded be checked and if necessary serviced. from the Cycle Network Program The remaining 1,777 vehicles (85.5%) for state government-owned cycle received a ‘good’ rating. facilities. Projects include: $12.4m for the Princess Alexandra Hospital Planning for transport choices Cycleway and $8m for the RBWH The Queensland Government Cycle Centre (opening in late 2009). committed $22.6m over a four-year The cycle centre will provide state- period until 2012 to TravelSmart™ of-the-art end-of-trip facilities for Communities for the delivery of cyclists, pedestrians and joggers voluntary behavioural change travelling to and from the RBWH projects that encourage reduced precinct. The facility will provide reliance on motor vehicles. parking for 750 bicycles, lockers, showers, a towel service and integrated security.
18 Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Environmental sustainability Queensland Transport Corporate Plan 2008—12 cont... Environmental sustainability
Cycleways–a healthy way to travel
We contributed to active transport and environmental goals through our cycleway projects
Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Environmental sustainability 19 Queensland Transport Corporate Plan 2008—12 cont... Environmental sustainability cont...
In 2008–09, $18.8m in capital We provided advice on rail and We implemented grants has been committed towards port environmental issues and the 89 cycle infrastructure projects in following key projects as part of the congestion partnership with local governments state’s planning approval processes: management in south-east Queensland. Projects • Wandoan Coal Project include a $1.3m capital grant towards initiatives that will the Bicentennial Bikeway Upgrade • Billiton Mitsubishi Alliance Bowen deliver environmental (Stage 1) due for completion in Basin Coal Growth Project September 2009 and a $1.6m capital • Curtis Island Liquid Natural Gas benefits, for example, grant towards the Coolangatta Kirra Project the TravelSmart™ Bilinga Cycleway (due for completion • Wateranga Minerals Project late 2009). Communities Program • Alpha Coal Mine Project The Queensland Signage and • Galilee Coal Project—northern and end-of-trip Mapping Project has provided export facility. facilities for cyclists best-practice signage and mapping guidelines for cyclists. A workshop Responding to marine pollution and walkers attended by local government Our Maritime Safety Queensland representatives, reviewing the agency continued the clean up training package was conducted in of the oil spill caused by the June 2009. Pacific Adventurer and undertook an extensive investigation into Key initiatives undertaken to Minimising the transport the incident. support changes to the sewage system’s impact on the environment The cost of the Pacific Adventurer oil discharge provisions of the Transport spill clean up is currently estimated Operations (Marine Pollution) Act Delivering environmental 1995 and regulation included a benefits for the community to be in the vicinity of $31m. Our Maritime Safety Queensland agency series of information and networking We address transport-related is working to ensure all agencies seminars conducted with vessel greenhouse gas emissions by involved in the clean up are owners and operators across the state investing in public transport, walking reimbursed for their expenses. Third in April 2009. and cycling infrastructure and parties will be reimbursed for valid services that help Queenslanders As leader and coordinator of the claims from a fund established by the choose sustainable transport options. Queensland National Plan State ship owner. We have implemented congestion Committee on marine pollution, our management initiatives that will The Marine Pollution Prevention Maritime Safety Queensland agency deliver environmental benefits, and Response Program 2008–09 is responsible for ensuring a response for example, the TravelSmart™ details the key projects, policies and to marine incidents in Queensland’s Communities Program and end-of- financial provisions that support waters. To ensure an effective trip facilities for cyclists and walkers. marine pollution prevention and our response capacity, between April and We continued to work with the response to ship-sourced pollution. June 2009 1,592 hours were spent Australian Transport Council (ATC) preparing for pollution incidents, and the Environment Protection and bringing the total for 2008–09 to Heritage Council to examine the 8,500 hours. potential for enhanced vehicle fuel efficiency standards.
20 Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Environmental sustainability Queensland Transport Corporate Plan 2008—12 cont... Environmental sustainability cont...
We responded to four marine Meeting the challenge pollution incidents during the of climate change reporting period and 45 incidents in We participated in the development 2008–09. All reported incidents were of Queensland Government responded to in accordance with climate change adaptation and FOCUSING ON the Queensland Coastal Contingency mitigation strategies. Action Plan. THE FUTURE We developed freight focused climate We will contribute to making Removing unseaworthy and change and congestion mitigation Queensland healthier and more abandoned vessels from Queensland initiatives. One such initiative relates liveable by encouraging the use waters reduces the risk to the safe to investigating whether vehicles of sustainable transport options navigation of other vessels and capable of higher freight loads, and reducing pollution. reduces the threat of pollution. We for example, Super B-Doubles can Our priorities for 2009–10 removed seven derelict vessels from improve the efficiency of freight include: Queensland’s waterways in the movement without damaging reporting period, bringing the total road infrastructure while reducing • continuing to assess options for 2008—09 to 27. greenhouse gas emissions from for minimising transport reduced numbers of trips. emissions—we will develop We successfully prosecuted five cases policy positions on a range for offences against the Transport We initiated a trial to examine the of issues related to climate Operations (Marine Pollution) Act feasibility of these vehicles to reduce change 1995 in 2008–09, resulting in road network congestion at the Port • establishing an Queensland courts imposing fines of Brisbane and Australia Trade Coast implementation group to and costs of more than $18,000 for precincts. move forward with the Far offences against the Act. North Queensland Principal Using technology to improve Cycle Network Plan Using alternative power for heavy vehicle movement • pursuing legal action against our navigational aids We commenced an investigation the owner and master We continued to reduce the into the benefits and feasibility of the Pacific Adventurer environmental impact of our aids of a web portal accessible to for discharging oil into to navigation network by trialling transport operators to assist back Queensland waters. high intensity discharge lights, loading of heavy vehicles from the using buoys made of recyclable Port of Brisbane and reduce the polyethylene and increasing the incidence of unproductive heavy use of light-emitting diode (LED) vehicle movements. lights and solar technology to power the aids.
Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Environmental sustainability 21 Queensland Transport Corporate Plan 2008—12 cont... Transport leadership
Providing leadership in the transport sector and community
To ensure all our stakeholders’ needs Contributing to national and are considered, we work directly with international maritime policies all levels of government (local, state Our Maritime Safety Queensland and federal) to influence state and agency participated in a number of national transport policy. In doing national and international working this we maintain strong relationships groups and committees to progress with the community, government and maritime safety, pollution, and vessel industry bodies. traffic management issues.
Highlights Our performance We made significant contributions During the period, we influenced to the development of national national and state transport Influencing national maritime policies including the policy to benefit Queensland. transport policy development of: Advocating reform for Queenslanders Highlights include: • the National Standards for As part of the ATC’s National • provided input into national Administration of Marine Safety Transport Policy reform process, we transport policy reforms • new sections and revisions to the led the National Safety and Security including proposals to National Standard for Commercial Working Group, overseeing a program nationalise the regulation, Vessels (NSCV) registration and licensing of of work that included improvements heavy vehicles in speed management, road • amendments to the Uniform Shipping Laws Code • supported investment in new environment safety, vehicle design coal infrastructure with the and railway level crossing safety. • transitional arrangements for expansion of the Port of Abbot the application of the NSCV to We provide input into high priority Point coal terminal to 25 existing commercial ships and national transport policy reforms, million tonnes per annum transitional arrangements for the including proposals to nationalise the • increased community and implementation of new Australian regulation, registration and licensing industry commitment to boat standards for personal flotation of heavy vehicles. These policies safety by delivering the Torres devices. Strait Marine Safety Project. will address major national freight and passenger transport challenges and will support the Federal Government’s aim of a ‘seamless national economy’ by reducing red tape and removing inconsistencies in transport regulations. We support investment in new coal transport infrastructure to foster the growth of this Queensland export industry. One example of this is the expansion of the Port of Abbot Point coal terminal to a capacity of 25 million tonnes per annum (mtpa) with further work being done to expand the terminal to a 50mtpa capacity.
22 Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Transport leadership Queensland Transport Corporate Plan 2008—12 cont... Transport leadership
Supporting the transport and logistics industry
Engaging youth through the Transport and Logistics Adopt a School Program
Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Transport leadership 23 Queensland Transport Corporate Plan 2008—12 cont... Transport leadership cont...
Forging strong stakeholder Working with industry Providing safer interactions relationships for better outcomes between river users Encouraging our stakeholders We partnered with the CSIRO and In collaboration with the BCC, to have their say other Queensland Government Transdev TSL (Citycats) and Rowing Building and maintaining strong agencies to review infrastructure Queensland, we produced the stakeholder relationships is essential and policy options for major Brisbane River Code of Conduct to meeting the state’s diverse needs. freight supply chains. This work that provides guidelines for safer We engaged with the community will assist in developing a planning interactions between river users, in and other stakeholders about projects and modelling tool to evaluate the particular how commercial ferries and through activities such as open need for investment in current and rowers should conduct themselves days, surveys, market research, future transport infrastructure for when using the river. Queensland. This model will be newsletters and community liaison We reviewed the regulatory regime applied to the Northern Economic groups. Examples of stakeholder for ship operations and activities Triangle, the area between Mount Isa, engagement are: on the Maroochy River system Townsville and Bowen as part of the • The Australia TradeCoast and produced the Maroochy River government’s strategy for industry Transport Study Discussion Paper, released for public development in this area. • Cairns Transit Network comment in June 2009. It provides The Transport Operations (Road 20 recommendations about speed • Connecting SEQ2031: An Use Management) Act 1995 was limits, water skiing prohibitions and Integrated Regional Transport Plan amended to allow the introduction administrative matters. for South East Queensland of free-flow tolling in Queensland • Eastern Busway (Carindale) Working with commercial and fishing from July 2009 and allow the release ship operators to improve safety • Ipswich to Springfield Public of registered operator information to Our Maritime Safety Queensland Transport Corridor Study toll road operators to assist with toll agency continued to work closely • Market Research to inform management and compliance. with commercial and fishing ship Northern Busway (Kedron to Increasing community and industry owners and operators to improve Bracken Ridge) design commitment to boat safety their safety management practices. • Mt Lindesay/Beaudesert Strategic Our Maritime Safety Queensland In the reporting period, we delivered Transport Network Investigation agency continued the delivery of interactive risk management the Torres Strait Marine Safety workshops for commercial operators • Landsborough to Nambour Rail Project to improve boating safety in Brisbane and Airlie Beach. The Corridor Study outcomes in the region. This project workshops produced a range of • Varsity Station Village aims to reduce the incidence of risk management tools that will • Caboolture to Beerburrum rail lost seafarers through training and complement existing guidance duplication improved maintenance of vessels, as material and improve the capacity • Eastern Busway (Eleanor Schonell well as increasing community and of ship owners and operators to Bridge to South East Busway) industry commitment to safety by discharge their statutory marine • Gold Coast rapid transit enhancing the boating safety culture safety obligations. of the region. • South East Busway extension (Rochedale to Springwood). We also continued to work in partnership with the Gold Coast Marine Safety Committee to expand our representation on the committee and achieve safety outcomes in the region.
24 Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Transport leadership Queensland Transport Corporate Plan 2008—12 cont... Transport leadership cont...
We tabled The Fishing Ship Safety Equipment Trial Report. Commercial fishers endorsed the report’s recommendations as practical solutions to improving the safety of FOCUSING ON life at sea. We rolled out the 2009 version of THE FUTURE commercial marine licence, model We will continue to provide leadership in both the transport assessment tools. These tools are a sector and community. product of a cooperative working relationship between DTMR, the Our priorities for 2009–10 Our Fishing Department of Education and Training include: Ship Safety Trial and approved commercial marine • releasing the Australia licence training organisations. In May TradeCoast Strategy and Report provided 2009, we convened an industry based Action Plan to our planning recommendations Continuous Improvement Working partners Party, gaining commitment from all • commencing a full operating that were endorsed by parties to continuous improvement of environmental policy scan, commercial fishers as these tools. building on the work already done as part of the initial practical solutions to Supporting the transport (2008) interim environmental and logistics industry improve the safety of policy scan We supported and advised the • continuing the expansion of life at sea transport and logistics industry by: the Transport and Logistics’ Adopt a School Program • engaging the Transport and and promoting resources to Logistics Workforce Advisory support youth engagement Group • piloting the People Strategy • setting a national standard for at Brismark (Brisbane skilling solutions in transport and Markets) logistics • piloting mentoring/ • engaging youth through the leadership programs in Transport and Logistics’ Adopt a the transport and logistic industry School Program • release of the final Far North • implementing the Queensland Queensland Principal Cycle Government’s Experience Pays Network Plan to the public, Awareness Strategy (45+ strategy) local government and and the Skilling Queenslanders industry for Work initiative—delivering • continuing stakeholder 126 skilled workers for the engagement activities for a transport sector. range of studies and projects.
Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Transport leadership 25 Queensland Transport Corporate Plan 2008—12 cont... Safety and security
Improving the safety and security of the transport system and its users
We aim to have safe movement of The event included crash data, people and freight throughout the demonstration of protective gear, transport system by improving the simulated rescues, a motorcycle safety of vehicles, vessels and trains. simulator and radar demonstrations. The department received positive Our performance feedback from participants. Making vehicles, vessels Monitoring rail safety and trains safe We conduct rail safety audits to ensure Highlights Providing safe transport we target the main areas of safety During the period, we continued for school students concern. We completed 43 rail safety to operate programs to improve Under the School Bus Upgrade audits comprising 23 compliance safety in Queensland. Scheme, we spent $16.5m to purchase inspections, nine spot audits, seven Highlights include: 150 new, or near new, school audits of safety management systems buses for use across Queensland and four national safety management • completed 43 rail safety (buses will be compliant with the system audits of accredited railway audits ADR 59/00 Omnibus Rollover operators and railway managers. • conducted 20 prosecutions Strength requirements). for offences under the We led investigations into the Transport Operations (Marine Increasing motorcycle fatal level crossing occurrences at Safety) Act 1994 rider awareness Rungoo and Mundoo in accordance • released the Motorcycle In April 2009, we convened a Rider with section 216 of the Transport Safety Strategy 2009–2012 Survivor event at Canungra with a Infrastructure Act 1994. The report • opened new supervised number of local businesses, groups into the Mundoo level crossing will school crossings at Buddina, and state agencies including: be released in August 2009, whilst Woodford and Golden Beach • Queensland Police Service (QPS) investigations into the level crossing State Schools occurrence at Rungoo are expected to • Queensland Fire and Rescue • progressed work on eight rail be completed later in 2009. Service level crossing upgrades • Jimboomba Motorcycles We conducted joint investigations • commenced implementation with Queensland accredited railways of the Transport Security • Honda Australia Rider Training into a further four incidents. (Counter-Terrorism) Act 2008 • Canungra Auto Wreckers • developed a Transport • members of Motorcycles, Pandemic Influenza Plan Awareness, Training, Education 2009 and Pandemic Planning and Safety, a Gold Coast group. Guidelines for Transport Operators • implemented the Transport Disaster Management Plan to guide transport agencies in effective management of disaster events.
26 Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Safety and security Queensland Transport Corporate Plan 2008—12 cont... Safety and security
Being environmentally friendly
This polyethylene buoy has an LED lantern and solar panels to power it, reducing the environmental impact of our navigation aids
Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Safety and security 27 Queensland Transport Corporate Plan 2008—12 cont... Safety and security cont...
Ensuring Queensland waters are safe We continue to implement the Heavy vehicle safety The prosecution of marine safety Queensland Road Safety Action We introduced the Transport offences is important to progressing Plan 2008–2009 in partnership Operations (Road Use Management— marine safety outcomes in with QPS. The initiatives in the Mass, Dimensions and Loading) Queensland waters. We conducted action plan are consistent with and Other Legislation Amendment five successful prosecutions for the safe system concept, which Regulation (No.1) 2008. The offences under the Transport guides the development of best- amendments were introduced to Operations (Marine Safety) Act 1994 practice road safety policy across improve the safety of road users in the period April to June 2009 Australian jurisdictions. by monitoring heavy vehicles that resulting in the courts imposing fines The action plan lists 82 initiatives carry additional mass, dimension or of $8,400. There were 20 successful under the four outcome areas of the load restraints. prosecutions for offences under the safe system approach: Providing safer passenger Transport Operations (Marine Safety) transport services • safe roads and roadsides Act 1994 in 2008–09, resulting in Our transport inspectors conducted the courts imposing $74,325 in fines, • safe vehicles taxi and bus on-road operations to including one fine of $35,000 for • safe speeds ensure compliance with the Transport ‘unsafe operation’. • safe road users. Operations (Passenger Transport) Act We completed the second round of 1994. These operations took place The initiatives focus on: commercial vessel safety training in regional and tourist areas (such for industry, accredited persons • road trauma reduction as airports and the Gold Coast) and and compliance partners at all • influencing reduced car in urban areas. As at 30 June 2009, major Queensland ports to support dependence transport inspectors had dedicated the implementation of the new 15,379 hours to passenger transport • safe road user behaviour commercial vessel safety standards activities. This is a significant increase commencing in October 2009. • road engineering design and on the 10,843 hours completed in leadership 2007–08. Moving people and freight safely • coordination and partnership Across the state, transport inspectors between all parties associated with Our commitment to road safety performed 3,825 on-road vehicle roads–road system owners, vehicle We implemented a number of new inspections of taxis. We allocated designers and road users. initiatives and continued several 1,881 hours to this compliance programs aimed at reducing road Protecting motorcyclists operation and 551 offences were fatalities, including: We released the Motorcycle Safety detected. Overall the standard of • the young drivers’ hazard Strategy 2009–2012. The strategy compliance was good by comparison perception test is aimed at enhancing the safety with previous campaigns. of motorcycle riders and outlines a • vehicle impoundments for offences These inspections demonstrate our range of safety initiatives to address such as repeated unlicensed or continued commitment to ensuring the unacceptably high level of disqualified driving, high-end safer passenger transport services. drink-driving and ‘hooning’ motorcycle-related accidents. The offences initiatives also improve road rule consistency between Queensland and • new licence requirements for other states. motorcycle riders.
28 Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Safety and security Queensland Transport Corporate Plan 2008—12 cont... Safety and security cont...
Making school crossings safe We commenced the Federal School crossing supervisors play Government-funded Boom Gates for a very important role in Our Safe Rail Crossings Program with $42.7m School Travel efforts and are valued allocated to upgrade 66 priority members of the school community. public open level crossings across As at 30 June 2009, there were Queensland. We are progressing the 1,846 supervisors on 1,171 crossings completion of eight level crossing at 641 schools across the state. upgrades with an expenditure to 30 June 2009 of $13.97m. In September 2006, the government committed to employing an additional Moving vessels safely Supervised crossings 45 school crossing supervisors Our Maritime Safety Queensland employed over the period July agency ensures the safety of vessels in increase the safety 2007–June 2010. Between July 2007 Queensland’s coastal waters and ports of students, parents, and March 2009 we employed by providing pilotage services, a ship 15 school crossing supervisors reporting/vessel traffic system and teachers and members and from April to June 2009, we the development and implementation of the public who employed a further 15. Another 15 of appropriate standards as well as school crossing supervisors will be education, enforcement and other cross at them employed by June 2010 meeting the services. government’s commitment. The Great Barrier Reef Vessel We officially opened three new Traffic Service (REEFVTS) provides supervised school crossings at navigational information to reduce Buddina State School, Woodford the risk of accidents and potential State School and Golden Beach State pollution. Safe vessel movements in School. Supervised crossings increase the REEFVTS area, as a percentage of the safety of students, parents, total movements, exceeded 99.95% teachers and members of the public in 2008–09. who cross at them. We assisted the Sunshine Coast Improving safety at rail crossings Regional Council to develop the We continued to conduct safety Noosa River Marine Zone under the assessments and upgrades on all Transport Operations (Marine Safety) public level crossings on the non- Act 1994. The Act controls the commercial rail network. Of the operation of ships in the Noosa River 1,305 open level crossings (those Marine Zone and addresses amenity without boom gates) on the non- issues associated with competing commercial rail network, 1,200 were waterway and adjacent land use. The upgraded by May 2009 to Australian development of this marine zone Level Crossing Assessment Model seeks to ensure that the Noosa River recommended standard. values are protected and conserved as on-water traffic increases.
Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Safety and security 29 Queensland Transport Corporate Plan 2008—12 cont... Safety and security cont...
Celebrating 150 years The long-term trend in Queensland The number of reported marine This year we published special edition road fatalities is downward and incident-related serious injuries— Q150 commemorative nautical charts demonstrates the benefits of those requiring hospital admission— covering the Gold Coast, Brisbane, random breath testing, speed has declined every year since 2005. Gladstone, Mackay, Townsville and management via speed cameras and In 2008, there were 32 serious Cairns. These charts replicate the steady improvements in vehicle injuries, a 25% drop compared to the colours and styles of old hand-drawn safety features. prior four-year average. The majority of serious injury incidents reported in charts but are published using the Rail fatalities 2008 involved either a collision (28%) latest computer technology and From April to June 2009 there were or an overboard incident (24%). hydrographic information. no rail-related fatalities reported. Transport fatalities and injuries There were five rail-related fatalities in 2008–09 (following investigation Further information Transport deaths and trauma have a previously reported fatality was on Marine Incidents in major personal, social and economic identified as suicide). Queensland 2008 is available impacts on the community. from Maritime Safety Of these fatalities, four occurred Road fatalities Queensland’s website at at level crossings and one was a www.msq.qld.gov.au During the 2008 calendar year, there trespasser. In 2006–07 there were were 328 fatalities on Queensland four fatalities and in 2007–08 six. roads. This was 32 fatalities (8.9%) Camera Detected Offence less than the previous year and Fatalities involving trespassers (44%) Program report one fatality (0.4%) less than the and collisions at level crossings The Camera Detected Offence previous five-year average. This (47%) make up the major proportion Program consists of the Mobile Speed outcome represents a road fatality of all fatalities for the previous Camera Program, the Fixed Speed rate of 7.64* fatalities per 100,000 eight‑year period. Camera Program and the Red Light population, and is 11% lower than Marine fatalities and injuries Camera Program. These programs are the 8.58* fatality rate for 2007. In June 2009, we published our jointly managed by the department and the QPS. The 2008 road fatality rate (7.64) is Marine Incidents in Queensland, 2008. the lowest road fatality rate recorded There were nine marine incident The philosophy behind the Mobile for a calendar year since accurate related fatalities in the 2008 calendar Speed Camera Program is general records began in 1952. year, the lowest annual fatality toll deterrence. It is intended to create a perception in the community those The preliminary year-to-date road since 1998. The marine fatality toll motorists who exceed the speed limit toll as at 28 June 2009 stood at 175 fell by 40% in 2008 compared with anywhere, anytime, will be caught. fatalities. 2007 (15 recorded fatalities). This is a significant reduction on the previous The deterrent effect of these cameras four-year average of 14.5 fatalities. is related to the unpredictability of This was a positive outcome, their locations. The program uses particularly given the growth in visible road signs that indicate speed boating exposure in Queensland. cameras are in use as well as using marked vehicles.
* The Australian Bureau of Statistics has reviewed and updated Queensland’s (and Australia’s) estimated population for the last eight quarters. These new figures have been applied to the Land Transport and Safety Data Analysis Unit’s ‘basedata’ spreadsheet with the addition of the December 2008 population estimate. The Queensland population estimate has been adjusted, and increased, by about 14,000. This affects all fatality rate calculations and has resulted in slight variations in rates for 2007–08 and estimates for 2008–09.
30 Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Safety and security Queensland Transport Corporate Plan 2008—12 cont... Safety and security cont...
Strict criteria are used to approve Red light camera sites are selected Departments currently involved in speed camera sites, and a based on crash history, physical program delivery are DTMR, QPS computerised scheduling process is constraints, and geographic and Department of Justice and used to randomly place cameras. distribution of locations. Attorney‑General. Mobile speed cameras are used From studies completed by Monash For more details on the Camera at sites that have been approved University Accident research centre, Detected Offence Program, see according to criteria such as crash the estimated number of serious Appendix 6. history and high-risk speeding casualty crashes prevented by the red behaviour. These are checked and light camera program for 2006 was Keeping people safe in the transport system referred for approval taking into 41. This translates to an estimated consideration about workplace health total social cost saving of $24.2m. Walking and cycling to school safely and safety issues for road workers. We continue to promote the Safe Putting fines to good use Walking and Pedalling Program. The Mobile Speed Camera Program The distribution of fine income from The program improves the safety of has been evaluated several times camera-detected offences (speed children walking or cycling to school by the Monash University Accident and red light) is governed by the through the review of footpaths, Research Centre. The estimated Transport Operations (Road Use bicycle paths and infrastructure number of serious casualty crashes Management) Act 1995. Under this that children use within 3.2km of a prevented by the mobile speed Act all money collected in excess of school. Rather than simply making camera program for 2006 was 2,877. the administrative and operational children adopt a particular safe route This translates to an estimated total costs of collection must be used to and from school, the program social cost saving of $1.7bn. to fund road safety education and also aims to increase the number awareness projects, road accident Fixed speed cameras are a valuable of walking and cycling trips taken injury rehabilitation programs enforcement method and contribute by children. and safety improvements to state- significantly to road safety in controlled roads. Between April and June 2009 four Queensland. They operate around the schools received funding to improve clock at specific locations to deliver Administration of the Act is the bicycle education, facilities and strong localised speed deterrence in responsibility of the Minister for pathways: Taigum State School, areas known to have a significant Transport. In compliance with the Mt Crosby State School, Woodford risk of crashes. Act, revenue collected from camera- State School and Jinibara State detected offences is monitored They are also used in locations that School. separately from consolidated revenue. are difficult or unsafe to enforce Ensuring safe travel in buses using other methods. and taxis Installing security cameras in Queensland’s regional and urban bus fleets has improved safety for drivers and passengers. We funded the installation of security cameras in Installing security cameras in Queensland’s 91 buses delivering scheduled urban regional and urban bus fleets has improved services in 17 regional locations, at a safety for drivers and passengers cost of $720,000. We implemented and provide support to the ongoing operation of secure taxi ranks across Queensland. Secure taxi ranks are staffed by a rank marshal and security guard and are monitored by closed circuit television.
Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Safety and security 31 Queensland Transport Corporate Plan 2008—12 cont... Safety and security cont...
Secure taxi ranks already operate in Brisbane CBD, Fortitude Valley and Caxton Street entertainment precincts, the Gold Coast at Surfers Paradise and Broadbeach and on the Sunshine Coast in Noosa, Mooloolaba and Caloundra as well as in Ipswich, Townsville, Cairns, Toowoomba, Rockhampton and Mackay. The establishment of secure taxi ranks has improved late night safety in entertainment precincts across Queensland. As part of an integrated approach to passenger safety and security we funded the installation of taxi security cameras in 3,135 taxis across Our commitment to road safety – implemented the young Queensland at a cost of $8.3m. drivers hazard perception test
Securing the transport system Working collaboratively to secure As a key member of the Transport Disaster Management the national transport system Security Working Group, we have We implemented the Transport We continued implementing the taken a major role in Australian- Disaster Management Plan that Transport Security (Counter- Queensland Government relations guides transport agencies in disaster Terrorism) Act 2008 across our on surface transport security response and recovery operations. transport operations. The Act requires under the new National Transport The plan assists other government detailed risk assessments and Policy arrangements. departments to understand the management plans to be undertaken We have provided input to functions transport agencies fulfil in for surface transport operations with a disaster event. an assessed elevated risk of terrorist development of the National threat or attack, such as: Surface Transport Security Strategy. Debriefs were conducted for the 2009 As part of this strategy we lead floods and Tropical Cyclone Hamish • high occupancy vehicles the national working group, and this information has been used transporting passengers implementing outcomes from to improve business practices. We • high payload vehicles transporting the Commonwealth Inspector of also aided in the Maritime Safety goods. Transport Security’s Inquiry into Queensland led response to the Intrastate Ferry Operations. Pacific Adventurer oil spill in the Risk assessments and management waters off south-east Queensland. plans are developed by transport operators who have been declared under the Transport Security (Counter-Terrorism) Act 2008 to be at an elevated risk of terrorist attack.
32 Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Safety and security Queensland Transport Corporate Plan 2008—12 cont... Safety and security cont...
Protecting public health In response to pandemic (H1N1) Human Swine Influenza, we drafted the Pandemic Influenza Plan 2009 and Pandemic Planning Guidelines FOCUSING ON THE FUTURE for transport operators. These We will continue to plan and operate programs for a safe Queensland. documents assist us and the transport Our priorities for 2009–10 include: sector to prepare for and respond to pandemic events. • developing and releasing the Queensland Road Safety Action Plan 2010–2011 Refining the licensing system • participating in the national reform agenda being driven by the We amended the Adult Proof of ATC—we have particular carriage for the safety agenda, including Age Card Act 2008 and Transport the establishment of a national regulator for heavy vehicles, (New Queensland Driver Licensing) rail and maritime Amendment Act 2008 to allow the • implementing the initiatives contained within the Queensland introduction of an adult proof-of-age Motorcycle Safety Strategy 2009–2012 card, smartcard driver licence, marine • releasing and implementing the Queensland Speed Management licence and industry licence. This Strategy 2009–2011 amendment improves the integrity • conducting a Port Precinct Trial of business continuity measures and sustainability of the licensing in Townsville system and allows for secure on-line • continuing to lead the national working group on implementation transactions with the department. of outcomes from the Inspector of Transport Security’s ferry security inquiry • undertaking further counter-terrorism exercising at major transport precincts, including drill-style exercise activities • delivering annual disaster management training to disaster liaison district officers to ensure they are prepared to respond to any disaster events during the 2009–10 In response to • reviewing, updating and reissuing the Transport Disaster Management Plan pandemic (H1N1) • continuing work with transport providers and supporting Queensland Human Swine Health in the management of Pandemic (H1N1) Human Swine Influenza • continuing implementation of the Transport Security Influenza, we drafted (Counter-Terrorism) Act 2008. the Pandemic Influenza Plan 2009 and Pandemic Planning Guidelines for transport operators
Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Safety and security 33 Queensland Transport Corporate Plan 2008—12 cont... Fair, efficient services and infrastructure
Delivering fit for purpose transport infrastructure and efficient, accessible services to transport users
We continue to improve access to Disability Discrimination Act transport infrastructure and services 1992 compliant infrastructure for all transport users and we strive To comply with the Disability to offer accessible and efficient Discrimination Act 1992 the customer services for the community. Queensland Government is contributing $22.1m to upgrade Our performance public transport infrastructure Making transport accessible throughout regional Queensland Highlights over the next 14 years. Queensland Improving access for all is the only state to meet the Federal During the period, we delivered We are committed to providing Government’s compliance targets infrastructure and efficient, transport options for people with accessible services to transport for bus stops on the urban network, disabilities who are unable to use users. with 42% compliance reported in other modes of public passenger an assessment completed by an Highlights include: transport. Members of the Taxi external party. • continued to support people Subsidy scheme are provided with As part of the qconnect regional bus with disabilities through the a 50% discount on taxi fares to a network we provided $2.4m for bus Taxi Subsidy Scheme maximum subsidy of $25 per trip. stop upgrades between April and • provided approximately To improve access for all passengers, June 2009. $13.6m for new and upgraded we invested in upgrading QR recreational boating facilities Limited rolling-stock and station We continued upgrading the and related services infrastructure in south-east jetty infrastructure that supports • provided $2.4m for bus Queensland. The upgrades included government subsidised ferry routes. stop upgrades as part of stair, lift and escalator access, new This included jetties in: Moreton the qconnect regional bus accessible ticket windows and tactile Bay, Townsville, Magnetic Island, network. ground surface indicators. Palm Island and various jetties in the Torres Strait. To support infrastructure in regional areas we continue to provide the We entered into 50/50 funding Regional Airport Development agreements with local government Scheme as part of Blueprint for in: Cairns, Townsville, Cassowary the Bush. This supports 15 airport Coast, Whitsunday, Gladstone, infrastructure projects through a Bundaberg, Fraser Coast, Gympie, 50/50 shared funding partnership Southern Downs, Goondiwindi and with local governments. Redlands to ensure they achieve 55% bus stop compliance with the Disability Discrimination Act 1992 by December 2012.
34 Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Fair, efficient services and infrastructure Meeting transport needs
We continue to provide a transport system designed to address diverse stakeholder needs
Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Fair, efficient services and infrastructure 35 Queensland Transport Corporate Plan 2008—12 cont... Fair, efficient services and infrastructure cont...
Working for our customers Answering the call • construction, maintenance or operation is carried out in a way Getting you moving For the reporting period, our that: To provide better service to customer service direct call centre customers, we are improving handled approximately 341,048 calls. ºº takes into account national and the management of queues and Our service standard is 80% of calls international benchmarks and wait times by installing Q-Matic to be answered within three minutes. international best practice ticketing systems in our customer During this quarter, the average time ºº promotes, within overall service centres. increased slightly due to an increase in unplanned leave as a result transport objectives, the safe Additional Q-Matic machines will be of influenza. transport of persons and goods installed in Bundaberg, Harristown, ºº encourages efficient and Maryborough, Redbank, Rosalie, We also responded to 83% of marine competitive behaviour in the Beaudesert, Townsville City and commercial licensing applications construction and maintenance Warwick customer service centres and 77% of marine commercial of transport infrastructure in 2009–10. This will increase our registration applications within data collection of wait times to statutory requirements. There were • contracts that are let for the approximately 90% of transactions approximately 5,600 commercial construction, maintenance conducted by the customer service vessels registered as at 30 June 2009 or operation of transport centre network. This data will and approximately 2,500 applications infrastructure are designed in a assist us to improve our services associated with commercial licences way that encourages efficient to customers. granted during 2008–09. performance by the contractor. As part of our electronic service Providing economically We ensure the construction delivery strategy, there are 25 online sustainable services and maintenance of transport services available including: change and infrastructure infrastructure is efficient and of address, paying your registration Delivering value for money competitive by: renewal and booking a driving test. The Transport Infrastructure Act • guaranteeing that the outputs Further electronic services are being 1994 (the Act) and standards ensure from each project will deliver developed. the government is delivering value outcomes consistent with whole- for money for resources applied to of-government and DTMR policy, the construction, maintenance and For more information about procurement procedures and operation of transport infrastructure. online services visit our strategic objectives The Act outlines the obligations for website at: • managing opportunities and risks www.transportandmainroads. government-supported transport qld.gov.au infrastructure as follows: • making the best use of resources. • the construction, maintenance For more information about the and operation of all government status of our transport infrastructure supported transport infrastructure and investigation projects, see for which the chief executive Appendix 5. is responsible is carried out in accordance with standards published by the chief executive. These are designed to achieve efficiency, affordable quality and cost effectiveness
36 Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Fair, efficient services and infrastructure Boating infrastructure capital Under the program, we fund the and maintenance program construction and ongoing structural Improving community access maintenance of a facility. The local to recreational boating managing authority provides the This program funds new and land-based infrastructure such as FOCUSING ON upgraded recreational boating car and trailer parking and manages facilities to improve community and maintains the operations at THE FUTURE access to recreational boating. the facility. We will continue to improve transport infrastructure and The program was developed in We currently own approximately accessibility and offer efficient conjunction with local governments, $328m of marine assets which assist customer service. port authorities and Marine boating throughout the state. These Queensland (representing the marine assets include: Our priorities for 2009–10 industry sector). include: • 271 boat ramps During the reporting period, • continuing to develop the • 68 landings (jetties and pontoons) we provided funding for state-wide Q-Matic queuing approximately $13.6m of new and • two barge ramps system in the customer upgraded facilities and related • five state-managed boat harbours service direct call centre. The services comprising: including commercial land, system will make customer service consistent across the public car and trailer parking, • $9.4m for new and upgraded state and will reduce waiting breakwaters and revetments recreational boating facilities time in customer service • 33 navigation channels • $2.5m for hydrographic surveys centres and marine safety education and • other land and infrastructure • continuing to develop and enforcement including facilities at Nelly Bay promote our electronic harbour (Magnetic Island), the services, including online • $1.7m for dredging. Gold Coast seaway and sand payment options This compared with $5.5m bypass system and three quarries. • fit for purpose infrastructure revenue received from boating such as busways, cycleways registration fees. and recreational boating facilities • upgrading jetties with pontoons that are compliant with the Disability Discrimination Act 1992, including One Mile on Stradbroke Island and Idabu Pontoon on Thursday Island by June 2010.
We fund new and upgraded recreational boating facilities to improve community access to recreational boating
Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Fair, efficient services and infrastructure 37 Queensland Transport Corporate Plan 2008—12 cont... Capable people and organisation
Enhancing organisational capability and performance
Developing, enhancing and This year we achieved: recognising the capabilities of • 40% of graduates recruited for our people are one of our highest the 2009 graduate program were priorities. We aim to be a highly women capable organisation that rewards performance, creativity and • 77% of employees completing innovation. By developing and Certified Agreement Training aligning our people, processes and were women Highlights systems to meet our current and • 45% of attendees participating future business needs, we are able in the Middle Management During the period, we continued to support the delivery of a varied Development Program were to develop and enhance our women people’s and our organisation’s transport system for all stakeholders. capability and performance. • 15 female employees completed Our performance the Mentoring for Women Pilot Highlights include: Our people performing effectively Program • celebrated the 25th • three female mentors and three anniversary of the School The Queensland Government female mentees participating in Crossing Supervisor scheme celebrated the 25th anniversary the Queensland Women in Public in Queensland of the School Crossing Supervisor Sector mentoring program. • permanent job placement for Scheme in Queensland. The scheme six Indigenous people under commenced in 1984, and there are As at 30 June 2009, the former the Aboriginal and Torres now 255 schools across the state Queensland Transport employed Strait Islander Transition to involved in it. School crossing 2,004 women. Approximately 12% of Sustained Employment supervisors play an important role them were at an A07 level or above. • promoted and participated in our safe school travel efforts and in the whole-of-government are valued members of the school Promoting equal employment opportunities Flexible Workplace Program community. This year marked an We are committed to providing equal Central Brisbane Pilot in anniversary for 21 school crossing employment opportunities and have June 2009. supervisors who have given 25 implemented strategies to support years continuous service to this this, including: worthwhile scheme–we offer them our congratulations and our thanks. • ongoing management of the Aboriginal and Torres Strait Improving opportunities for women Islander Transition to Sustained We are committed to improving Employment Initiative which opportunities for women in the provided permanent job workplace and this commitment is placements for six Indigenous reflected in our Equal Employment people Opportunity Management Plan 2006–09. • sponsorship of three cadetships under the National Indigenous Cadetship Scheme
38 Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Capable people and organisation Our aim is to be an employer of choice
We continue to provide flexible work options
Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Capable people and organisation 39 Queensland Transport Corporate Plan 2008—12 cont... Capable people and organisation cont...
• sponsorship of four Aboriginal As well as initiating a review of Developing our people and Torres Strait Islander the effectiveness of the approach The Applied Policy Skills Program scholarships under the Education- and accessibility of the framework, was developed in 2005 to address to-Employment Scholarship significant policy development and gaps in policy skills development scheme review occurred in 2008–09, including: and provides a path of study and • ongoing promotion of our online • recruitment and selection activities for our people wishing to cross-cultural awareness training improve their policy skills. Twenty • workplace health and safety module to assist our people to participated in the Applied Policy understand cross-cultural factors • conflict of interest Skills Program in June 2009. when interacting with people • flexible working arrangements We managed Stage 1 of the from culturally and linguistically • rewards and recognition competency-based training diverse backgrounds • learning and development. assessment development for the • promoting National Aborigines Diploma of Government (Rail Safety and Islanders Day Observance Providing flexible working arrangements Regulation) that was approved by Committee (NAIDOC) Week Government Skills Australia. We continue to support flexibility • sponsoring attendance of four within our workplace. Currently, We developed a Learning and employees at the week-long 509 employees participate in part- Development Strategic Framework Rotary Youth Leadership Camp; time arrangements, 38 participate that will ensure learning across open to all of our people under 25 in purchased leave arrangements all levels of DTMR is aligned years of age and 46 participate in formal with organisational priorities and • completing the Reasonable telecommuting arrangements. performance, that consistency is Adjustment Policy and resource kit achieved, and evaluation of learning In June 2009, we promoted and to support managers to modify or and development activities is part of participated in the whole-of- adjust the work environment and a continual improvement process. government Flexible Workplace employment practice or job design Program Central Brisbane Pilot. to enable our people to perform We regularly evaluate all corporate learning and development initiatives their role. For the reporting period, our to assess their effectiveness in terms employee retention rate was 98.3% Enhancing effective service delivery of the desired learning outcomes. and our separation rate was 1.2%. The Human Resource Policy Evaluation strategies include Framework was reviewed in 2008–09, We continue to place a significant participant evaluation and post- through surveys, focus groups and focus on the safety, health and well- training surveys of participants individual feedback from human being of our people. and their managers to gauge resource practitioners and front line This focus is reflected in the average skills improvement. managers to gather data about the working days lost per accepted We deliver a wide range of accessibility and relevance of the workers compensation claims for corporate training to our people existing framework. 2008–09 of 13.1 days. including corporate induction, The effectiveness of the framework graduate development, Certificate was reviewed to ensure our human IV to advanced diploma resources policies continue to support qualifications, performance our business and enhance effective management and review, and middle service delivery. management development.
40 Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Capable people and organisation Queensland Transport Corporate Plan 2008—12 cont... Capable people and organisation cont...
During the reporting period, • Key Facts Repository: to record 1,476 employees participated in performance measures and their our online learning programs. Via results our intranet we deliver a number • SAP: to manage financial, human of corporate compliance learning resources, products and assets FOCUSING ON courses which build capability and • Employee Self Service: to update improve organisational governance and view personal details and THE FUTURE and performance. manage leave applications. We will continue to develop and enhance our people, Our systems working effectively We also developed or integrated several organisational capability Making sure we are reaching new business systems including: and performance. our goals • a toll compliance and Our priorities for 2009–10 We developed our Strategic management system to enable include: Performance Management Framework better road toll administration and to enhance accountability and • replacing our internet management platform—the new platform transparency of our performance will support the future management and governance • the Student Transport Assistance delivery of online services to arrangements. This framework Scheme, providing students disadvantaged by distance, income our customers and partner outlines the relationship between agencies planning, resource allocation and or disability with an on line process for applying for assistance • creating a service centre web reporting requirements. The portal to respond to growth and removing existing paper- framework is aligned with the in the number of information based processing Queensland Government Performance communication technology Management Framework. • Transport Integrated Customer (ICT) services available to Access (TICA), integrating core internal customers, the web Following the amalgamation of the business functions into a single portal will improve enterprise former departments of Queensland customer interface to support information and systems and Transport and Main Roads, we began emerging technologies–TICA customer service response the process of developing our new will deliver functions identified times and reduce costs corporate plan. This will set our by customer service centres as • addressing the challenge future strategic direction for the next necessary to improve service of the integration of two four years. delivery to customers without departments on separate ICT platforms We continue to use a number of the need for multiple software organisational performance systems applications. • continue to enhance people (financial and non-financial) to management strategies that During the reporting period, we monitor our effectiveness in terms of attract and retain a talented achieved the following industrial and diverse workforce our goals and objectives. relations outcomes: through initiatives across The major systems for monitoring entry pathways, career • analysed and developed options and reporting our performance are: progression and phased for uniform industrial relations retirement. • Strategic Planning Management for DTMR as a consequence System: to assist strategic of machinery-of-government and business planning and changes in March 2009 performance monitoring and • identified key issues to include in reporting processes enterprise bargaining discussions for DTMR.
Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Capable people and organisation 41 Queensland Main Roads Strategic Plan Government 2008‑13 ambitions
Planning for the future To deliver on the Queensland The Main Roads Strategic Plan • Road Operations: led state-wide Government’s 2008–2013 provided the strategic improvements in the safety, ambitions, policy direction for the former efficiency and reliability of the we address department of Main Roads over a road network. strategic five-year period. It demonstrated the • Effective Relationships: worked opportunities, former department’s commitment with government agencies and priorities and to planning, providing, managing, other key stakeholders to ensure challenges maintaining and operating a their views were understood and safe, efficient and reliable road reflected in planning and delivery network as part of an integrated of the road network. transport system. • Capable Organisation: ensured To achieve the vision of Connecting we had capable people who were Queensland the strategic plan motivated and led to perform identified six KRAs (outlined in using consistent systems, the following) to measure our processes and practices. performance. We delivered on these KRAs through These strategic • State-wide System Planning: an integrated business planning opportunities, provided a consistent state-wide process which identified key priorities and response to current and future actions that enabled the effective challenges needs. implementation of the strategic plan. drive our key • Program Development and result areas Delivery: ensured efficient and (kras) reliable delivery through effective program, project and contract management. • Corridor Land Management: led consistency and effectiveness in managing the sustainability and access to our land corridors.
42 Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Main Roads Strategic Plan 2008–13 QUEENSLAND GOVERNMENT AMBITIONS
STRONG GREEN SMART HEALTHY FAIR Creating a diverse Protecting our Delivering world- Making Queenslanders Supporting safe economy powered lifestyle and class education Australia’s healthiest and caring by bright ideas environment and training people communities
STRATEGIC OPPORTUNITIES, PRIORITIES AND CHALLENGES
Strategic opportunities Strategic challenges • Establish our role in long-term government planning • Stakeholder engagement and advocacy • Develop robust corporate and technical governance • Long-term planning • Enha nce the department’s reputation • Capital infrastructure and service delivery • Impr ove the department’s strategic risk management • Preservation, safety and efficiency of the transport asset • Impr ove the department’s strategic asset management • Workforce and industry capability and capacity • Demand growth in urban areas leading to congestion • Increased freight loadings and volumes
Strategic priorities Business priorities • Improve safety of the road environment • Proactively engage our stakeholders • Achieve reliable delivery of the roads program • Build the capability and capacity of our workforce • Preserve the increasing road asset • Effectively plan for the long-term • Manage the impact of urban traffic growth • Ensure the safety and well-being of our people
MAIN ROADS KEY RESULT AREAS
Effective relationships Objective 1: Be a leader in stakeholder engagement and community and industry relations Key result indicator • Stakeholder satisfaction • Effec tive relationship management
State-wide system planning Program development and delivery Objective 2: Lead integrated road system planning Objective 3: Develop and deliver the roads across the transport sector program effectively Key result indicator Key result indicator • Inve stment aligned with priorities and outcomes • Reliability of state-wide road project delivery • Leve l of service of state-controlled road network • Effective technical governance • Cond ition of state-controlled road network • Delivery performance of the South East Queensland Infrastructure Plan and Program (SEQIPP)
Corridor land management Road operations Objective 4: Lead the sustainable management of road Objective 5: Provide a safe, efficient and reliable corridor land road network Key result indicator Key result indicator • Road corridor environmental values • Safety of state-controlled road network in line with • Sustainable road corridor use national targets • Efficiency of heavy vehicle operations on the state-controlled road network • Travel efficiency and reliability on the state-controlled road network
Capable organisation Objective 6: Achieve excellence through the performance of our people, systems and practices Key result indicator • Workforce capability and capacity • Organisational climate and safety • State-wide functional systems • Proactive policy and planning
Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Main Roads Strategic Plan 2008–13 43 Performance summary
This summary provides an overall assessment* of our performance against strategic priorities, reflected in our achievements against the key result indicators set in Main Roads Strategic Plan 2008–2013. Results are based on a graduated scale. The page numbers refer to sections of the report where more detailed information is presented.
2007–08 2008–09 % Key Result Area > Objective > Key Result Indicator Results Results** Change Page no. Effective relationships Objective 1: Be a leader in stakeholder engagement and community and industry relations Key Result Indicators:
• Stakeholder satisfaction 2 48
• Effective relationship management 6 49
State-wide system planning Objective 2: Lead integrated road system planning across the transport sector Key Result Indicators:
• Investment aligned with priorities and outcomes 0 52
• Level of service of state-controlled road network 0 53
• Condition of state-controlled road network 0 53
Program development and delivery Objective 3: Develop and deliver the roads program effectively Key Result Indicators: • Reliability of road project delivery 5 62
• Effective technical governance 5 64
• Delivery performance of SEQIPP 5 63
Corridor land management Objective 4: Lead the sustainable management of road corridor land Key Result Indicators:
• Road corridor environmental values 10 69
• Sustainable road corridor use 0 69
Road operations Objective 5: Provide a safe, efficient and reliable road network Key Result Indicators:
• Safety of state-controlled road network 10 72
• Efficiency of heavy vehicle operations on the state-controlled road network 0 78
• Travel efficiency and reliability on the state-controlled road network (13) 76
Capable organisation Objective 6: Achieve excellence through the performance of our people, systems and practices Key Result Indicators:
• Workforce capability and capacity 9 82
• Organisational climate and safety 9 80
• State-wide functional systems 5 86
• Proactive policy and planning 0 87
Improvement needed to achieve our goals On track to achieve our goals Achieving our desired goals
* Self-assessment based on an evaluation of all achievements within the specified key result indicator. ** Performance as at 30 June 2009.
44 Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Performance summary Ensuring the safety of Queenslanders
Securing the road for safety
Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Performance summary 45 Main Roads Strategic Plan 2008—13 cont... Effective relationships
Being a leader in stakeholder engagement and community and industry relations
Keeping a finger on We listen to and engage with our the pulse of changing stakeholders. There are many ways interests, attitudes and we do this. For example, we: values of Queenslanders • participate in expert panels, We are committed to managing technical forums, events and and operating a safe and efficient advisory groups transport system that will provide • meet with peak industry bodies, a sustainable legacy for future road user organisations, transport Highlights generations of Queenslanders. bodies and other government Stakeholder engagement We achieve this by staying attuned agencies remains a priority for DTMR. to the changing preferences, needs • involve the local community Highlights include: and expectations of our stakeholders, through events, displays and • key stakeholder input to understanding their values and project site offices DTMR integration considering these in our decision- • nurture strong local connections making and planning. • establishment of executive- through our people who are living level relationship We identify our stakeholders through and working in communities management roles and the relationships we have with them. across Queensland accountabilities Our stakeholders include individuals • enable representation of citizens • endorsement of highly and groups who: to Members of Parliament effective stakeholder • undertake research, surveys and engagement practice for • collaborate with us on our continuation or priority key planning and policy focus groups. integration in DTMR. responsibilities These approaches support our • enable the resources and commitment to ensure that policies, autonomy we require to operate programs, investment decisions effectively and services are underpinned • represent a significant proportion by fair, responsive and inclusive of people who use our products community and stakeholder and services engagement practices. • are essential to DTMR functions • share a common interest in our operations and activities • might not have frequent interaction with us, but who become involved in response to our actions.
46 Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Effective relationships Main Roads Strategic Plan 2008—13 cont... Effective relationships
Engaging stakeholders to ensure we make effective business decisions
Opening of Boggo Road Busway
Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Effective relationships 47 Main Roads Strategic Plan 2008—13 cont... Effective relationships cont...
Community and stakeholder • provide a fair and inclusive Delivery of major projects and participation process for community and other minor road and transport Queensland’s transport system is an stakeholder engagement on infrastructure works will remain a integral part of community life— transport infrastructure projects. high priority for us. All projects that connecting people, business and impact communities will include a industry, markets, employment and Our performance community engagement plan with fair and inclusive processes for the social networks. Stakeholder satisfaction public to have a voice in matters that In addition to meeting community It is recognised that the merger of may have an effect on their lives. needs, transport infrastructure two former departments into one must keep pace with changes in entity, DTMR, has impacts on our Effective relationship the global economy, population external stakeholders. During the management growth, industry dynamics, changing transition period (27 March to June The department will be led by a new travel patterns and the nature 2009), we met with a number of Senior Leadership Team with primary of work, as well as social and key stakeholders to gather their responsibility for building strong environmental trends. views and expectations of a range relationships with key stakeholders. of leadership and organisational We know that community and These key stakeholders include issues to help us shape our new stakeholder participation makes a individuals, groups and organisations organisational direction. real difference in developing and from across the community, implementing sustainable policies, We found that stakeholders were government and industry bodies, programs and services. supportive of the new integrated including the Royal Automobile department and business model and Club of Queensland, and Queensland For this reason, we will continue to held high expectations of the benefits Trucking Association (QTA), connect directly with a broad range that would be delivered through of stakeholders through engagement this approach. They were keen to activities that have proven highly re-establish relationships with effective in the past. For example, we our senior leaders and to begin to have confirmed our commitment to: understand our new priorities. • lead transport policy debate at There is opportunity in a combined local, state and national levels agency to promote leadership across • develop strong relationships all transport issues and setting the with key individuals, groups and transport agenda. Stakeholders organisations from across the understand that this means greater community, government and integration of transport modes, industry bodies as vital partners in contestability around the priorities, our business as well as quick response to emerging • drive greater transport and road trends and issues affecting the efficiencies through partnerships, transport system. such as the Roads Alliance
48 Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Effective relationships Main Roads Strategic Plan 2008—13 cont... Effective relationships cont...
AgForce Queensland, Infrastructure Association of Queensland, and academia. They are vital partners in our business as they provide a level of critical analysis that helps us refine our policies, programs, investment decisions and services. We will continue to There is real opportunity for us to connect directly with leverage off the strong relationships developed with local government a broad range of through the Roads Alliance initiative stakeholders through and achieve even greater efficiencies across the state. engagement activities We remain committed to nurturing these relationships into the future. As part of this dialogue, we will continue to ask these stakeholders FOCUSING ON to rate our performance against the quality of relationships, using THE FUTURE the elements of trust, commitment, • Moving forward as DTMR, recognition and inclusiveness. we will build on our past strengths and long history of committed stakeholder and community engagement. • There will be a continued focus on improvement in stakeholder and community engagement to ensure the broader transport system meets the needs of Queensland.
Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Effective relationships 49 Main Roads Strategic Plan 2008—13 cont... State-wide system planning
Leading integrated road system planning across the transport sector
The importance of • continued to refine our investment strategic network planning approach for maintenance, and maintenance preservation and operations, which ensures a focus on priority We continue to strengthen our needs, particularly safety, strategic network planning activities and takes account of diverse to ensure a strong focus on priority requirements across the state needs across the state. • contributed to the development Highlights We identified strategic and priority of a new Integrated Regional routes, compiled planning guidelines Transport Plan (IRTP) for During the reporting period, and sourced dedicated strategic we actively guided road system south-east Queensland planning funding, to underpin planning across the transport • updated the roads program of the the robust network planning sector to achieve integrated SEQIPP transport solutions. that informs network strategies, investment decision-making and • provided integrated land use Highlights include: project prioritisation. This approach and transport advice in the • secured federal funding for positions us well to meet the development of the South East significant transport projects challenges of rapid urban growth and Queensland Regional Plan 2009– in Queensland, by presenting economic development, and takes 2031 (SEQRP) a network-level investment into account the diverse road needs • contributed to priority case across the state within a climate of infrastructure investment in • developed the state-wide, constrained funding. regional Queensland, by helping prioritised, Strategic Planning to develop and assess submissions Our achievements this year Program (SPP) for funding under the Queensland demonstrate the progress made in • provided expert advice on Government’s Sustainable strengthening our strategic transport integrated land use and Resource Communities initiative. transport planning in key planning approach. We: planning initiatives for • ensured planning was focused on south-east Queensland priority needs across Queensland • developed a Strategic Road through the development of the Network Plan (SRNP) for SPP south -east Queensland • influenced investment at a • researched and analysed national level, by securing a road network condition to maximise future maintenance substantial increase in federal investment funding for Queensland roads in the May 2009 Federal budget. • coordinated our initiatives to better manage the impacts of Some $5.939bn was secured under urban traffic growth the Nation Building Program (NBP) and $884m under the IA • strengthened our working relationships with key Building Australia Fund—the latter government and external as part of Queensland’s overall stakeholders. $1.27bn share of IA funding for transport infrastructure
50 Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 State-wide system planning Meeting the challenges of managing the road network through strategic network planning
New bridge upgrade on the Burnett Highway at Ceratodus
Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 State-wide system planning 51 Main Roads Strategic Plan 2008—13 cont... State-wide system planning cont...
Our performance Investment aligned with We also guide investment in road priorities and outcomes projects and other network activities Network view drives safety We are actively engaged in a range to achieve priority outcomes, with Our approach to state-wide planning of whole-of-government planning most projects contributing to multiple is to ensure the right projects are activities to ensure transport outcomes. These include improving undertaken at the right time, to issues and impacts are given due the safety, efficiency and effectiveness achieve the best outcomes within consideration in government land- of transport and providing fair available funding, and to meet use decisions and infrastructure and access and amenity, while managing state-wide priorities, including services investment. environmental impacts. safety and freight needs. We work in partnership with the Graph 1 indicates the primary By providing a robust, network-level Department of Infrastructure and investment allocation of roads view of investment needs for the Planning (DIP) to refine new statutory projects to Main Roads’ outcomes for Queensland section of the national regional plans. The draft SEQRP is 2008–09. Current reporting does not network, we helped secure a a recent example. This involvement allow the benefits achieved against significant increase in federal enables us to positively influence multiple outcomes to be shown funding. The resultant road upgrades future travel patterns and behaviour against each outcome. will improve safety for all road users. and leads to enhanced network Maintenance activities also underpin performance and investment efficiency. Graph 1 Outcome investment* improved road safety outcomes. The former Department of Main $191m $12m We continued our work to build an Roads’ projects represented increasingly detailed understanding approximately 40% of the $107bn $762m $2,156m of network condition and associated SEQIPP which supports the SEQRP. risk, which is helping to guide our We coordinate an annual review investment decision-making for of the SEQIPP roads program to maintenance and preservation. reassess priorities, including project The aim is to take a longer-term, scope and sequencing. The review proactive and more consistent process ensures the infrastructure approach to planning, one which program is affordable and aligned balances state-wide priorities and with whole-of-government regional Efficient and effective transport regional transport pressures in planning outcomes. Environmental management Access and amenity managing transport demand on the We continue to strengthen our Safer roads road system. Our approach, taken on strategic transport planning capacity a state-wide basis, is to formulate * These figures reflect 3 months of the current financial ensuring road network needs are year due to the newly formed Department of Transport appropriate and consistent standards addressed and support Queensland’s and Main Roads. for sections of the road network economic development, population that perform similar functions, and growth, and employment generation. implement them by developing We work to ensure that the strategic road route strategies and link requirements of the network are development plans. well understood, so that priority investment is in projects with a well-defined scope that meet those requirements.
52 Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 State-wide system planning Main Roads Strategic Plan 2008—13 cont... State-wide system planning cont...
Graph 1 indicates that efficient and We work collaboratively across Condition of the state- effective transport was the primary government, investigate traffic controlled road network beneficiary of investment. This demand management measures Austroads provides a methodology investment has multiple outcomes, and examine policy options in our for assessing and reporting road ride as it also contributes to associated planning process. This ensures that quality and defines the measure as improvements in safety and the state-controlled road network is Smooth Travel Exposure (STE). STE is environmental conservation and developed in the context of integrated the proportion of travel undertaken management are a core part of our land use and transport planning each year on roads with measured everyday business. decisions so that vehicle usage is surface roughness of less than each complemented by a wide range of of the specified levels of 4.2 and 5.3 Level of service of the state- other transport choices (walking, controlled road network International Roughness Index. This cycling, and public transport). is reported separately for urban and Level of service is a qualitative An example of our role in integrated rural roads. indicator of service delivery that land use and transport planning was describes operational conditions Over a five-year period, we have our contribution to preparing a new within a traffic stream, by comparing maintained a consistent road ride IRTP for south-east Queensland. The the traffic volume with road capacity. quality for urban and rural roads, and IRTP will provide the over-arching There are six levels of service in meet the Austroads standard for both. policy and strategic direction for the Austroads’ nationally accepted region’s transport system to support Strategic road network planning approach to categorising traffic the desired outcomes of the SEQRP. operating conditions. The state- As part of our strategic road network The revised IRTP will identify: controlled road network has a range planning, we have completed the of operating conditions, depending • long-term infrastructure and following documents: on location, traffic flow, standard of network management priorities • the Strategic Road Network road provided and capacity. A level • non-infrastructure initiatives. Plan (SRNP). This document of service ‘C’ or better is considered guides our network planning, When it is finalised in 2010, the a desirable operating condition. Of management and development in region’s IRTP will effectively the total state-controlled network, south-east Queensland. The SRNP respond to forecast population some 40% of the network in urban defines strategic routes, based growth and economic development, areas and 84% in rural areas meets or on functional significance, and support efficient network operation exceeds level of service C. details desired transport outcomes and investment and contribute to for each route. This information Our aim is to provide travel time sustainable travel behaviour in one of is used to scope and prioritise reliability, through investment that Australia’s fastest growing areas. provides the most effective solutions planning and infrastructure to traffic growth. investment on a consistent basis, and improve alignment with whole-of-government plans
Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 State-wide system planning 53 Main Roads Strategic Plan 2008—13 cont... State-wide system planning cont...
• the state-wide SPP. This provides Our ability to influence land use and Routine maintenance investment a prioritised list of strategic planning decisions, to participate in Making the best use of available planning projects for the state- integrated transport planning and to routine maintenance funding is controlled road network that, with explore appropriate policy responses vital for road user safety. To use dedicated funding, is included is integral to providing travel time this funding most effectively, we in the 2009–10 to 2013–14 reliability in an environment of further strengthened our investment RIP. The SPP gives a clearer urban traffic growth. process by considering approaches understanding of external factors In south-east Queensland, the used in other countries. A detailed influencing state-wide road finalised SRNP and the south-east examination was made of network transport demand and the ability Queensland component of the SPP characteristics (e.g. traffic levels, road to concentrate resources on state- are integral activities. Together, they length and width), activities which wide planning priorities. It also have identified a number of priority comprise routine maintenance, and improves coordination, timing and areas where development pressures related expenditure. This knowledge scheduling of planning projects, are likely to be critical in future, and assisted in state-wide investment of to make the best use of available programmed the planning work to the available routine maintenance funding and planning resources. develop area and corridor strategies funds to achieve overall network Importantly, this work means that to effectively manage demand on the outcomes and to take account of the DTMR is in an even better position to state-controlled road network. diverse needs of regions. contribute to and influence whole- of-government regional planning, Preserving the increasing road asset such as statutory regional planning and integrated transport plans. Our We are responsible for preserving approach also helps to demonstrate a road asset that is increasing due to all levels of government, the to its significant enhancement each community and industry, that our year to support rapid population robust planning process and long- and economic growth. In 2008–09, term planning investment will considerable investment in benefit Queensland. re-surfacing work was undertaken to protect underlying pavements Managing the impacts of from moisture that makes them more urban traffic growth susceptible to damage. Some $160m We established governance was spent to replace surfaces on arrangements, to drive the sections of the road network across coordination and strengthen the the state. effectiveness of our initiatives We also made strong representations for managing the impacts of to the Federal Government, seeking urban traffic growth. This ensures additional maintenance funding for consideration of a range of the national network in Queensland. interventions, both infrastructure Commensurate with agreed needs and and non-infrastructure, to respond to the Federal Government’s national and manage transport demand in a network responsibilities, DTMR balanced and integrated way. will continue to make the case for maintenance needs on the national network to be appropriately funded.
54 Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 State-wide system planning Main Roads Strategic Plan 2008—13 cont... State-wide system planning cont...
FOCUSING ON THE FUTURE We will continue to lead integrated road system planning, by providing expert advice, securing funding for priority planning, coordinating planning at the network level and ensuring priority strategic planning activities are completed. In particular, we will provide strategic guidance on Gateway Arterial Road, Lytton Road, Port of Brisbane scope and desired outcomes for both road infrastructure and non-infrastructure investment. Our priorities for 2009–10 include: • establishing a governance structure to improve coordination of strategic planning activities and integration of priority recommendations into our We established work programs across the state governance • continuing our contributions arrangements, to to finalise the IRTP for south- east Queensland drive the coordination • balancing investment and strengthen the between enhancement work and funding for maintenance, effectiveness of preservation and operation of our initiatives for the network • continuing to strengthen our managing the impacts detailed understanding of network condition to guide of urban traffic growth future optimal investment.
Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 State-wide system planning 55 Main Roads Strategic Plan 2008—13 cont... Program development and delivery
Developing and delivering the roads program effectively
Delivering the program We develop and deliver road projects to provide a safe, efficient and reliable road network. We do this through the RIP, a program of road infrastructure projects and activities delivered over a five-year period. Projects and activities are planned on the basis Highlights that funding for projects is firm for We delivered another record RIP, with works totalling $3.6bn across the first two years and indicative for Queensland for the year. the remaining three years. Highlights include: The RIP builds on and informs other • completed 44 program safety projects (81 projects for the year) under transport strategies and plans, as the SRS Program well as the plans of business, local government, tourism, industry, the • improved the effectiveness and efficiency of our roads programs delivery through implementation of the Primavera system and formulating a community and our contract and Governance and Program Management Framework service providers. It is a critical element in delivering integrated road • delivered major road network access improvements to regional Queensland, including: and transport outcomes and meeting government priorities. The RIP is °° progressed on the Accelerated Bruce Highway Upgrade Package north of Townsville, incorporating major flood immunity initiatives developed in line with Queensland Government and Federal Government °° widened 130km of narrow single lane road between Cloncurry and road funding allocations. Burke and Wills Junction °° restored roads damaged by extreme weather events in Cairns, Our Program Development and Cloncurry, Barcaldine, Townsville and surrounding areas. Delivery (PD&D) group leads the • continued to deliver Queensland’s significant road infrastructure development of the RIP and manages program within scope, on time and on budget, including projects in the its delivery through our 12 regions SEQIPP, for example: from a state-wide perspective. We °° completed construction of the final stage of the 18km Centenary are constantly finding ways to Highway extension between Springfield and Yamanto. This $366m improve the delivery of the RIP, project included extending the existing two-lane Centenary Highway including project and program to join the Cunningham Highway at Yamanto, and constructing new management initiatives. interchanges at Springfield and Yamanto °° completed the $284m Sunshine Motorway upgrade °° completed the Hope Island Road duplication from the Pacific Motorway to Gracemere Drive, and commenced construction from Cova Boulevard to Boykambil Esplanade, at a cost of $135m.
56 Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Program development and delivery Main Roads Strategic Plan 2008—13 cont... Program development and delivery
Delivering Queensland’s significant road infrastructure program
Gateway Upgrade Project
Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Program development and delivery 57 Main Roads Strategic Plan 2008—13 cont... Program development and delivery cont...
The RIP’s state-funded program of Our Regional Operations area plans, Our performance roadwork includes: provides, manages, maintains and operates the state-controlled road Improving safety for road users • works on the 33,343km network at a regional level. The With safety as our number state-controlled road network former department of Main Roads has one priority, road safety is • Transport Infrastructure 12 geographic regions, based on local an integral part of all works Development Scheme (TIDS) government boundaries. The former undertaken. Examples of our safety grants provided to local department of Main Roads people commitment follow. government for works on local are located in 18 offices across the • Safety Leadership Foundation government-controlled transport state, each under the leadership Program: A program that infrastructure of a Regional Director or District improves our safety performance • the SRS Program to address fatal Director. These senior officers are our by providing our leaders with the and serious injury crash sites representatives in their local areas, skills and experience needed to and are responsible for delivering • the RBRP to replace and deliver a strong safety culture. their local program of works. They rehabilitate timber and other The program commenced in are also responsible for the allocation older concrete bridges with 2009 and will develop effective of work to local governments, the new structures to meet current safety leaders who encourage and private sector and our commercial standards. support our people in thinking, arm, RoadTek. Most importantly, they behaving and operating in a safe We negotiated with the Federal are our local voice—connecting us to and healthy way. Government to develop Queensland’s the communities we serve. national network roadworks program • Safety improvements for freight and completed planning and early RoadTek is one of Queensland’s and local communities: West of works on priority projects during major suppliers of civil construction, Townsville, the widening work 2008–09. We delivered additional maintenance works and related on North Queensland’s extensive road maintenance works and services, with a turnover in excess single-lane network will deliver commenced an enhanced program of $550m per annum. RoadTek is safety, access and regional of Black Spot safety works as part of instrumental in the delivery and development improvements. the Federal Government’s economic maintenance of the numerous This primary north-south inland stimulus package, released under the projects undertaken on the state’s route for freight and tourism is Nation Building Program (NBP). extensive road and bridge network. undergoing progressive widening RoadTek has a workforce of some to 8m. This has included work Our Major Projects Office provides 1,700 people and operates from on about 40km of the Gregory a whole-of-government approach 29 locations across Queensland. Developmental Road, north and to the delivery of major roads and south of Charters Towers, at a cost transport infrastructure projects. of about $19m in 2008–09. This includes motorways, bridges, busways and bus stations, pedestrian and cycle links and marine structures.
58 Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Program development and delivery Main Roads Strategic Plan 2008—13 cont... Program development and delivery cont...
• Safety initiatives for improving • installed route lighting on By implementing safe practices, accessibility and flood immunity: Southport-Burleigh Road at we continue to ensure not only the In April 2009, the new high-level Southport safety of our people, but also the bridge over the Mulgrave River at • carried out intersection and signal safety of subcontractors, suppliers Gordonvale was opened to traffic, improvements at North Street and the general public. providing improved accessibility, and the Gold Coast Highway, Working with powerlines flood immunity and increased Southport Working with powerlines continues safety for road users on the Bruce • carried out improvements to to be one of our biggest safety Highway. The overall project was the intersection at Taree Street/ challenges. Innovations implemented completed in June 2009 at a cost Executive Drive and Burleigh to reduce the risk of electrical of over $42m (Federal funding), Connection Road. incidents include: under budget and ten months ahead of schedule. Black Spot Program • electrical spotter training for all of The Black Spot Program is funded our field people Safer Roads Sooner Program by the Federal Government. The The SRS Program is aimed • informal observation audits program is focussed on reducing the specifically at reducing road trauma • providing additional signage social and economic costs of road on Queensland roads by targeting trauma, by identifying cost-effective • using two-way radios. road safety improvements at treatments of locations with recorded locations with a severe accident Light Emitting Diode installation casualty crashes. Examples include: history. Funding, based on the We installed Light Emitting Diodes highest priority, is allocated under • improvements to Old Cleveland (LEDs) in 6,000 sets of traffic signals the program to address known Road, Boundary and Wiles Street around Brisbane. The long lifespan and potential accident sites. We in Brisbane including modified of LEDs will contribute to road completed 44 projects (81 projects signals, extended indented right- user safety improvements through for the year), ranging from bitumen turn pocket and banning parking significantly less bulb failures and surfacing and removal of roadside to improve sight lines maintenance activity on our roads. LEDs are also: hazards to building guardrails and • provided anti-skid treatment on traffic lights. the decline, westbound approach • brighter, which improves their Examples include: to the traffic signals along visibility to road users Burleigh Connection Road, Gold • less prone to reflection in the • improved surface skid resistance Coast morning or afternoon sun. and installed guardrails to shield • widened the existing floodway to pedestrians at Station Road 8m on the Muttaburra–Aramac roundabout at Morayfield Road, 9.4km east of Aramac • installed 2 heavy vehicle rest areas • improved the skid resistance of along Cunningham Highway the road surface, sealed shoulders, • sealed shoulders and resurfaced improved delineation and signage the intersection at Lowmead and on curves and removed roadside Bundaberg Roads, Gin Gin hazards on a 2km stretch of • provided overtaking opportunities Amiens Road, Warwick between Rockhampton and Emu • completed shoulder sealing on Park various sections of the Mount Lindesay Highway, south of Beaudesert.
Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Program development and delivery 59 Main Roads Strategic Plan 2008—13 cont... Program development and delivery cont...
Improving safety at roadworks Road user behaviour change at • duplication between roadworks This year we entered the next phase Maroochydore Road and David of our roadwork safety campaign • 84% said the advertising caused Low Way and the new bridge to influence road user behaviour them to slow down at roadworks. across the Maroochy River in and around roadworks. Our • 66% said the advertising caused • duplication between Sippy Downs safety message ‘Please slow down— them to stick to the signed speed and Kawana Way and the new roadwork safety is your responsibility limit at roadworks at certain times. Sippy Downs interchange. too’ is underpinned by three • 89% said the advertising caused We created over 130 full-time jobs key themes: them to be more observant onsite over the construction period, • Look out—you could injure and alert when driving though providing stimulation to the local yourself, your passengers or a roadworks. economy. The project also created roadworker. In collaboration with QPS, we are jobs off-site in the manufacturing • Watch out—drive to the changed monitoring road user speeds at sector, responsible for producing road conditions to avoid vehicle roadworks to assess compliance the vast array of bridge and road damage. with the speed limits and alignment building materials for the work. • Be aware—fines and demerit points with the market research. The results Centenary Highway Extension: The apply for speeding at roadworks. of this research will be used in final section of the 18km extension subsequent phases of the campaign. from Springfield to Yamanto was Market research indicates the completed. A community open day campaign message resonates well. Road project delivery was held in June 2009 and the road In a survey of over 400 participants, We have a proven track record was officially opened to traffic the we found strong support for in delivering key infrastructure following day. the campaign. across the state-controlled road Ipswich Motorway Upgrade: A Awareness of safety issue network, with $3.6bn of roadworks delivered in 2008–09. Some key sod turning ceremony was held in • 99% said the messages were easy June 2009 to mark the official start to understand. projects for this reporting period are highlighted below. of construction of the 8km six lane • 96% indicated they were aware of upgrade from Dinmore to Goodna. the dangers of speeding. Sunshine Motorway: The final section of the Sunshine Motorway Darra to Springfield Transport • 93% were prompted to think about Corridor: We commenced safety of roadworkers. upgrade was completed and officially opened in April 2009. The construction of Stage 1 of the • 84% were prompted to think work included: $414.6m Darra to Springfield about their safety and that of their Transport Corridor to provide a passengers. • a new interchange on the new rail line between Darra and • 78% were prompted to think Sunshine Motorway at Pacific Richlands and a four-lane motorway about the possibility of vehicle Paradise with connections to between the Ipswich Motorway and damage when travelling through David Low Way providing a more Logan Motorway. roadworks. direct connection to the Sunshine Coast Airport • 87% supported the key message.
60 Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Program development and delivery Acacia Ridge road/rail overpass: Roma-Taroom Road: We continued Construction was completed on the Construction was completed on the work on the $30m Roma-Taroom $23.5m Package B for the 2.7km grade separation of the overpass. Road upgrade, with 40km of new section between Gregory Street Rail traffic was diverted to the new construction south of Taroom and and Heatleys Parade. The final alignment in June 2009. 25km of widening completed north section between Walker Street and of Roma. Gregory Street will continue and Moggill Road Upgrade Project: will be completed by late 2009 at an We completed a $34.9m upgrade Bruce Highway (Townsville to estimated cost of $22m. of Moggill Road between Kilkivan Cairns): We made good progress in Avenue and Pullenvale Road from delivering the $347m, Federally- Hervey Range Road: Construction two to four lanes. funded Accelerated Bruce Highway was completed on the $17.2m, 2km Upgrade Package (Townsville to Hervey’s Range Developmental Houghton Highway Bridge: Work Cairns). Construction has been Road project between Blackhawk continued on the $315m Houghton completed or is underway on Boulevard and the Bohle River. Highway Bridge duplication, with initiatives ranging from major flood completion scheduled in 2011. The immunity works to minor flood RIP delivery performance construction of a new 2.7km bridge immunity projects and lower-cost This year is the fourth successive year between Brisbane and Redcliffe safety works. we have fully delivered our capital alongside the existing Houghton works program. This is an excellent Highway Bridge will improve travel North Ward Road: Work continues result, given the wide-spread times and safety for road users. on the North Ward Road upgrade impacts of wet weather, flooding and widening to four lanes (total cost Millmerran-Inglewood Road: marketplace competition for materials $59.6m). The North Ward Road We completed work on the $14m and skilled labour. upgrade projects will significantly upgrade to the Millmerran Inglewood improve traffic flow and improve Road in June 2009. We completed the safety of intersections on the road widening and construction of northern approach to Townsville. two bridges, truck rest areas and improvements to the intersection at the Cunningham Highway near Inglewood. Forgan Bridge: We continued construction on the new $148m Forgan Bridge. This is the largest project we have undertaken in Mackay and involves replacing the current two-lane structure with a four-lane bridge, as well as replacing Barnes Creek Bridge with a new six-lane structure and upgrading the Kooyong intersection. Work is expected to be complete in mid 2011.
Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Program development and delivery 61 Main Roads Strategic Plan 2008—13 cont... Program development and delivery cont...
Reliability of road project delivery and Federal Government emergency • working with industry to better Our goal is for 90% of projects to be funding to undertake repair work understand its capacity and delivered on time and within budget. on the flood-damage sections of our capability. network, while our people worked Primavera improves efficiency We strive to improve project and tirelessly to get our roads program in One challenge we are responding to program performance each year. the affected regions back on track. in delivering the large work program Graphs 2, 3 and 4 confirm our We will continue to improve our is seeking more efficient scheduling consistently high level of providing reliability in road project delivery by: and program management. We are performance against an increasing achieving this by implementing a • improving forward planning to roads program. This is a pleasing state-wide enterprise system called highlight issues early in the project outcome given the flooding in Primavera. Through the consistent lifecycle and effectively manage Queensland which affected progress use of one system, Primavera, them to minimise the impact on on many projects and the significant we are delivering enhanced milestones demand for materials and labour program reporting and better risk throughout most of the year. We • improving forecasting and management support. accessed Queensland Government estimating practices
Graph 2 Reliability of road project delivery Graph 3 Reliability of road project delivery Graph 4 Reliability of road project delivery (cost) (commencement) (completion)
100 100 100
90 96.7 90 90 94.0 91.0 90.8 89.6 89.4 88.1 87.4 87.2 86.9 80 80 86.0 80 84.3 83.0 82.2 80.0 79.2 78.8 78.2
60 60 60
% % %
40 40 40
20 20 20
0 0 0 2003–04 2004–05 2005–06 2006–07 2007–08 2003–04 2004–05 2005–06 2006–07 2007–08 2003–04 2004–05 2005–06 2006–07 2007–08 2008–09* 2008–09* 2008–09*
Target Actual Target Actual Target Actual
* Performance as at 30 June 2009. * Performance as at 30 June 2009. * Performance as at 30 June 2009.
62 Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Program development and delivery We commenced the Macro Resource Managing the impacts of The following are examples of how Project to introduce and embed urban traffic growth we are managing urban traffic demand forecasting as a standard, Managing the impacts of urban growth, improving travel times, consistent practice. This project uses traffic growth is a strategic priority travelling conditions and safety on Primavera for the resource scheduling for us and other relevant state our roads. function of the project. The project agencies—DIP and Department of • Centenary Motorway Planning will build on the successful bitumen Premier and Cabinet. Study: We are examining ways forecast schedule, which has led to in which growth in south-east significant infrastructure investment Sustained population growth, Queensland’s Western Corridor by industry. Project benefits include particularly in south-east Queensland, can be managed through reliable demand data for use by means more vehicles are using our enhancements to the Centenary DTMR and industry. roads. Motorway between Darra and We have a number of projects Delivering projects for Toowong. across the south-east corner and in south-east Queensland • Bruce Highway Upgrade: A regional centres to improve traffic $70.8m upgrade through Gympie. Our commitment to supporting flow and road safety. These projects The benefits include improved growth in the state’s south-east is reduce travel times for road users travelling conditions and a more demonstrated through our delivery and allow faster response times for efficient transport route capable of of projects in the SEQIPP. SEQIPP emergency services. represents a long-term commitment handling traffic growth well into to infrastructure delivery in one of Keeping people moving the future. Australia’s fastest growing regions. The Brisbane Metropolitan Transport • Gold Coast Highway: We started Management Centre (BMTMC) construction on the $11.6m Examples include: continues to provide real-time traffic four-lane upgrade of the Gold • construction of the Brisbane information via our traffic report Coast Highway at Labrador. The Airport Roundabout Upgrade hotline 13 19 40. The BMTMC’s work upgrade will include T2 transit • continued the upgrade of is supported by 80 variable message lanes. Construction also continued interchanges on the Pacific signed (VMS) located along some on the bus lanes upgrade between Motorway of Brisbane’s busiest roads, warning Broadbeach and Miami. road users of upcoming roadworks, • completion of the new $366m • Bundaberg Intersection upgrades: major events or incidents. Centenary Highway extension We continued to upgrade between Springfield and Yamanto. The Managed Motorways initiative is eight priority intersections in part of the Queensland Government’s Bundaberg. Urban Congestion Management Strategy. The initiative: • provides tools to better match traffic volumes to motorway capacity so that stop–start traffic conditions can be reduced • will result in improved traveller information and travel time reliability for road users across south-east Queensland.
Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Program development and delivery 63 Main Roads Strategic Plan 2008—13 cont... Program development and delivery cont...
• Caboolture-Bribie Island Road Preserving and maintaining Effective technical governance the road network upgrade: Construction continued Technical governance is the process on the upgrade of four lanes of This is our greatest challenge. and mechanisms we use to ensure our the highest priority section of We must preserve, maintain and technical performance is effectively Caboolture-Bribie Island Road developed, applied and reviewed. between Aerodrome Road and manage the state’s ageing road Pasturage Road. network, ensuring safe and efficient For us, it is about having the travel conditions for roads users. confidence that we are consistently • Mulgrave Road improvements, Our roads are under constant doing the technical things right. Cairns: We have undertaken pressure, with new demands from significant improvements to a burgeoning population, higher It is also about having a clear Mulgrave Road, one of Cairns’ speed vehicles, larger vehicles and and authoritative technical busiest roads. The five-stage increasing expectations for safety environment, through: project includes upgrading and comfort. • the consistent application of intersections, widening some appropriate state-wide standards sections to six lanes and Planning for capital infrastructure upgrading route lighting. is vitally important to building • reliable and competent technical people, supported by systems • Gladstone-Mount Larcom economic success and enabling and processes Road widen and seal: Work growth in cities and regions. It is also is underway to widen and seal essential to preserve and maintain • contractors, consultants and shoulders on the Gladstone-Mount our existing road asset as effectively suppliers who understand and Larcom Road between Gibson as we can within available funding. enact our processes Street and Blain Drive, Gladstone. We are addressing this challenge by • appropriate inspection, audit and This section of road caters for continuing to: surveillance programs. increasing volumes of traffic • involve local governments, Our Technical Governance Framework travelling between the city and the industry, community organisations is one of a number of high-level expanding industrial area. and the public in defining inter-dependent frameworks which transport issues and potential collectively form our Business solutions Framework. It is an important element • build our capability to manage of our high-level risk management and operate the road network strategy and supports effective through our people, local delivery of the roads program, while government and the private sector providing proactive assurance of both technical compliance and consequent • seek the necessary funds to technical performance. maintain the road network, balancing the competing needs for construction and maintenance • maximise funding within available resources to undertake this important work.
64 Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Program development and delivery We achieved a number of technical milestones for this reporting period, including: • development of awareness sessions on the Technical Governance FOCUSING ON THE FUTURE Framework In 2008–09, we delivered a record roads program of $3.6bn. This represented full delivery of our capital works program. Funding allocated • a suite of technical governance over the five-year program from 2008–09 to 2012–13 was $16.2bn to performance measures was provide for road system planning, enhancing, maintaining, managing and presented to the Technical operating the road asset. Governance Committee in late The future will encompass the development and management of the overall June 2009 suite of transport infrastructure programs, as part of a single portfolio of • promotion of higher technical works. learning and expertise through We will continue to plan and provide appropriate travel and freight the development of accredited options, thereby ensuring the efficient operation of the transport network technical training across Main in Queensland. Roads. We will also continue a strong focus on measures to manage the impacts Our technical and engineering of urban traffic growth and preserve Queensland’s largest built asset, the capability, and that of our contractors road network. and suppliers, remains essential to At all times, safety will remain our number one priority, with programs such meeting government and community as SRS expanded. expectations of the road system. We will continue work on major projects such as the Gateway Upgrade Project, Airport Link, Pacific Motorway Upgrade and Ipswich Motorway Upgrade and the Boggo Road Busway. We will pay special attention to the Bruce Highway for capital works, maintenance (strengthening and widening) black spots, rest areas and overtaking lanes. Planning for capital infrastructure is vitally important to building economic success and enabling growth in cities
Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Program development and delivery 65 Main Roads Strategic Plan 2008—13 cont... Corridor land management
Leading the sustainable management of road corridor land
Managing the road corridor Promoting the interests of all Queenslanders We contribute to safer roads and safer communities by managing the We continue to work closely road corridor—the area either side of with local government in high- the road infrastructure. growth areas to develop priority infrastructure plans and planning This involves managing the activities, scheme policies. These plans are structures, infrastructure and designed to influence development Highlights development that may impact on location and provide for efficient the safety and efficiency of the infrastructure delivery. This During the reporting period, road network. we ensured the sustainable approach also ensures that new management of road corridor We also maintain the network’s safety development makes a reasonable land to create transport corridors and efficiency by influencing land contribution to the additional costs that benefit communities use, managing development impacts of providing necessary infrastructure, and industry. and access to the road corridor. including roads. Highlights include: The outcome is more sustainable road We continue to work closely with • continued to work closely with corridor use. six local governments in Queensland local government to develop cities that have implemented a priority infrastructure plans Our performance priority infrastructure plan or a planning scheme policy containing • assessed development Protecting the road network applications which allowed infrastructure charges towards our us to manage the impact of With 80% of the population living roads. We are using this experience to development on road safety within 50km of the coast in urban inform future priority infrastructure • protected flora and fauna areas, we must manage the impacts planning across the state. through a number of urban growth have on the state’s Our role also requires a strong environmental initiatives. road network. At the same time, we working partnership with the DIP ensure the road network provides to ensure that our interests under vital connections for the remainder priority infrastructure plans are of the population and the state’s considered in the final outcome. This diverse industries. involves working collaboratively on To achieve this, we are continuing to the development of infrastructure work closely with local government planning guidelines. and the Local Government Association of Queensland (LGAQ) to manage aspects of growth. This is done using a variety of tools, including local government planning schemes and priority infrastructure plans. This approach ensures that state-controlled roads are appropriately protected in local government land use and transport plans and programs.
66 Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Corridor land management Contributing to safer roads and safer communities by managing the road corridor
Pacific Motorway, looking north thorugh Varsity Lakes
Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Corridor land management 67 Main Roads Strategic Plan 2008—13 cont... Corridor land management cont...
Partnering with stakeholders Testing of the eDAM concept The Traffic Impact Assessment for better land use and and its software components submitted with the report indicated transport integration was successfully completed in that under the proposed development As part of our partnership with December 2008. The procurement scenario an intersection in close DIP, local government and the process has started, the Request for proximity to the site would development industry we continued Information has been completed experience an unacceptable traffic the development of a state planning and the Request for Offer was issued volume by 2021. While we had policy for roads and transport on 30 June 2009. When complete, recently undertaken roadworks in issues—one that promotes improved eDAM, will be evaluated as the the site’s vicinity the density of land use and transport integration. prototype for a potential whole-of- development proposal, which exceeds The policy will: government system. the Planning Scheme’s intent, was not known at the time. If the • assist the development industry Managing the impact of development proceeds additional development on the road corridor • provide communities with intersection upgrades will be required improved information Under the Integrated Planning Act to ensure the safety and efficiency • contribute to local government 1997 we are required to assess all this section of the state-controlled planning schemes development applications adjacent road network is maintained. to state-controlled roads or within • assist the department in its Development appeals: A future state-controlled road corridors development assessment role. development application was lodged for impact on public infrastructure. It will also promote state-wide with us in November 2004 seeking consistency in the way state and Our assessment of 669* development approval for a 134-lot ‘Residential local governments approach transport applications in the first quarter of A Zone’ subdivision in Gleneagle, and land use integration. 2009 has helped us to manage the north of Beaudesert. In 2006, impact of development on road safety DTMR assessed and conditioned the A smarter process and the transport efficiency of the application. However, as council state-controlled road network. Conducting smarter business with had not determined the application improved systems has positive The following examples demonstrate within the legislative timeframes, the benefits to the development industry development applications that were applicants initiated legal proceedings and communities. The following assessed and the solutions that in the Planning and Environment outlines some of the ways we are were applied. Court to appeal the council’s ‘deemed achieving this. refusal’ of the application. We also Teys Road, Holmview: The applicant became party to this appeal. We are developing an electronic sought approval to override the Development Application Logan City Council Planning Scheme Prior to this matter progressing Management (eDAM) system that for future residential and future to hearing, DTMR and Beaudesert will allow the management of online Fringe Business Precincts, establish Shire Council collaborated with development applications that are Attached Dwellings and Medium the applicants, through a series referred to us. This will be integrated Density Detached Dwellings (55 units) of ‘without prejudice meetings’ with the whole-of-government Smart and Detached Dwellings (102 units) and ‘court ordered mediation’ to electronic Development Assessment and to reconfigure the existing achieve a win-win outcome. During (Smart eDA) Program which enables eight allotments into 110 residential legal proceedings, the number of applicants to lodge, track and lots and 10 management lots in allotments proposed increased from monitor online the progress of their three stages. the initial 134 lots to 211 lots (in development applications. This will seven stages). provide greater consistency and predictability of outcomes and cost, and inevitably result in savings for developers across the state.
* Further development application data is still being collected.
68 Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Corridor land management Developer works were conditioned • development of a method for • nurturing strong partnerships with by the department ensuring no road traffic noise management industry and other government significant impact on the safety and strategies which has been agencies efficiency of the state-controlled implemented in the Metropolitan • providing responsive customer road network. The Beaudesert Shire and South Coast regions service through improvements to Council also resolved its issues • local school students and our road corridor permit system with the proposal, and conditioned community members in and process. the development. Bundaberg have been painting the history of the area from country Road corridor Final orders were given in April environmental values 2009 issuing a conditional approval to coast on a 345m canvas which Minimising the impact of our (incorporating both BSC and will act as a noise barrier on the activities on the environment DTMR conditions). Bundaberg Ring Road. Queensland’s environment is an Assessing the impact of Improving utility efficiency important natural asset and is valued significant projects for the community highly by communities and the Major projects, such as mining, Utilities are a feature in many department alike. industrial and urban developments road corridors. To minimise the impact of can impact the public road network. We work with a number of essential road-related activities on the We assess the effects of proposed service providers, including Telstra, natural environment, we ensure projects and, where necessary, apply Energex, Ergon Energy, as well as environmental controls are applied in appropriate conditions to mitigate the Australian Sugar Milling Council each project. these impacts. This ensures the safety and local government water and We recorded two significant of road users and efficient operation sewerage providers to streamline environmental incidents (19 for of the road network in a way that processes and provide better services the year) which were investigated supports economic development. to the community. primarily by the Department Reducing noise for the This approach has minimised ‘red of Environment and Resource benefit of residents tape’ and improved long-term Management (DERM). Traffic noise is an issue for many planning to meet utility service Environmental incidents included communities. We are working and road transport needs in the vegetation clearing, erosion and with other government agencies to road corridor. sediment control. Projects on which develop a noise code for residential Sustainable road corridor use environment incidents occurred dwellings likely to be affected by represented approximately 1.2% traffic noise. Sustainable road corridor use is of all projects undertaken by essential to protecting our road The code will streamline existing Main Roads during the year. A network now and for future processes and mitigate the effects full review of each incident was generations. Our commitment of traffic noise for the benefit undertaken and each site was extends to: of residents. remediated to the satisfaction of the • the development of policies and investigating agencies. Examples of our work to reduce procedures on the sustainable traffic noise include: As a result of this work, we use and management of the road intensified our focus on soils and • continued planning to install $6m corridor to benefit communities erosion. We continue to develop of noise barriers in South East and industry. These policies and deliver Soils and Revegetation Queensland and procedures take into Management Training Packages. account social, economic and environmental issues
Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Corridor land management 69 Main Roads Strategic Plan 2008—13 cont... Corridor land management cont...
These packages describe the risk Focusing on protecting Greening the future of various soil properties, and Queensland’s flora through revegetation outline management practices for Our ongoing focus is to reduce We continued a number of Acid Sulphate Soils, Potential Acid the impact of road projects on revegetation initiatives to Sulphate Soils, and contaminated flora, some of which are rare mitigate the loss of vegetation sites. Another package under or endangered. Environmental and commenced planning to development focuses on soils in assessments are carried out during revegetate an area of road reserve north-west Queensland. the planning and design of road immediately north of Gin Gin projects with environmental controls which will be protected for its Monitoring the environment applied to minimise the impact on environmental values. We continue to develop and flora and fauna. implement the Road Corridor Weeding out the pests Environmental Assessment (RCEA) In some cases, we undertake field Our regional project teams are database to improve our decision- trials to improve rehabilitation extremely vigilant when it comes making and management of the road and management practices and to identifying pests and working corridor, while providing accurate minimise losses. with local stakeholders to minimise information to external users. The the impact of pest species on The following examples demonstrate RCEA continues to be populated the environment. our ongoing commitment to flora with high quality environmental protection. Pest management is one of our data that allows regional and largest environmental programs. We state-wide program development, • Cycas megocarpa: Roadworks work closely with local government, delivery, environmental reporting and on the Calliope Range led to other state agencies, industry, natural environmental assessment. the discovery of a nationally resource management groups and endangered cycad ‘dinosaur plant’. The following examples highlight environmental groups to develop We negotiated to purchase 97ha of our commitment to monitoring Regional Pest Management Plans and land adjoining the Calliope State the environment. Weed Seed Prevention Strategies. Forest to conserve this species and Focusing on protecting relocated 326 of the endangered We also work closely with members Queensland’s fauna plant. of local community and environment We have reduced the impact of • Remnant rainforest: While groups to respond immediately road-related activities on fauna undertaking works for and control weeds. Our early located within close proximity of Yandaran Creek, we discovered intervention has the potential the road corridor. We have achieved approximately one hectare of to save local communities and this by implementing a number remnant rainforest. This small government millions of dollars in of fauna-sensitive road-design patch of rainforest is considered weed prevention. mitigation strategies. to be very valuable due to its Our commitment extends to We have developed Planning and unusually high plant diversity. providing advice to community Design Guidelines for operational The patch contains several locally groups and local government on the use. These guidelines provide detailed rare and significant plant species, location, design and access to new information which will improve such as marblewood (Acacia vehicle wash-down bays to mitigate aquatic connectivity at culverts and bakeri) and rose almond (Owenia the spread of weeds. other road-waterway crossings. venosa). It also has a considerable number of rainforest trees over 25m tall—thought to be the tallest surviving in the Burnett area. We are continuing to actively conserving the area by removing weed species and undertaking additional plantings to increase the conservation value of the area.
70 Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Corridor land management Main Roads Strategic Plan 2008—13 cont... Corridor land management cont...
FOCUSING ON THE FUTURE We will continue to manage road corridor access and the road corridor environment in a sustainable way to benefit the community and to connect Queensland. Our priorities for 2009–10 include: • working with local Broadwater State School students planting trees at Stanthorpe-Texas Road (Stanthorpe) government to rollout priority infrastructure plans and provide certainty for landowners seeking to develop or redevelop their One example of management Managing fire risks properties, and to ensure Due to Queensland’s hot climate, of fire risk is in our North West new development makes a managing the state’s fire risk is Region, where we are in the reasonable contribution to always a priority. Our approach final stages of developing a fire the cost of providing roads includes risk assessments in high-risk management strategy. and other infrastructure areas where there is a large fuel load Controlled burns are planned for • rollout of the eDAM system and potential risks to assets to help late July 2009 in areas that were to allow applicants to lodge, track and monitor the anticipate and plan for the effects of identified in the strategy as extreme progress of development the dry season. risk areas. The rural fire brigade applications We routinely collaborate with will undertake the burns on behalf • implementing improved of the region and in February 2010 government agencies on fire processes to address road (after the wet season) the region management, including Queensland traffic noise plans to undertake its annual Fire and Rescue Service on risk • improving processes to roadside assessment. assessments, and the Department manage activities in, and use of Environment and Resource of, the road corridor Management on controlled burns • consistent state-wide corridor on state land and fire planning for management processes, particular tracts of unallocated state systems and training land and national parks. We also • developing consistent state- work closely with volunteer rural fire wide environmental systems brigades on controlled burning. and processes • developing a staff environmental training curriculum.
Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Corridor land management 71 Main Roads Strategic Plan 2008—13 cont... Road operations
Providing a safe, efficient and reliable road network
Safer operation of • investigation into the use of the road network vehicle-activated signs to target road users speeding at locations As part of our management of the with poor crash records on high- state-controlled road network, we speed roads are responsible for safety of the road environment, heavy vehicle • introduction of ATLM to reduce access, traffic management, freight crashes caused by fatigue. planning, network performance Graph 5 indicates road safety Highlights and the provision of traffic and performance in terms of deaths per During the reporting period, traveller information. 100,000 population over the past we contributed to the provision 6 years. Since mid–2007, positive of a safe, efficient and reliable Our performance progress has been made in reducing road network. Safety is our top priority the number of casualties. However, Highlights include: since the start of 2009, the number There is more to the road network of casualties has risen. This is mainly • implemented initiatives to than enabling people and goods to due to an increase in fatalities on improve road safety travel from one place to another. local government roads in the past • continued to collaborate with Road safety is our number one 12 months. BCC on a joint platform to priority and we strive to ensure manage traffic systems journeys are safe and reliable for The extended period of economic • continued making all road users. growth in Queensland has slowed. improvements to traffic and Research by the ATC indicates that Many road fatalities and injuries traveller information through increased economic activity and are outside our control. However, the 13 19 40 website and discretionary income are generally phone service as well as we are committed to investigating associated with higher levels of variable message signs and implementing engineering road trauma due to increased travel, initiatives that can potentially • continued implementation of including more travel during high- the Intelligent Access Program reduce the severity and number of risk periods in a 24-hour cycle. It (IAP) in Queensland to allow serious incidents. seems likely that this has contributed heavy vehicle operators to One initiative under investigation operate at Higher Mass Limits to increasing fatalities on the state- (HML) in return for monitoring is the provision of median safety controlled road network, as evident and compliance. barriers to reduce the incidence and from January 2007. severity of injuries caused by cross- Since January 2008, fatalities on over-median head-on crashes. state-controlled roads have declined Other initiatives include: following the sharp growth in the preceding 12 months. However, • ‘black link’ (reduced) speed limits there has been an increase in on roads determined to be of motorcycle use and associated high crash risk and high-visibility motorcycle trauma. signage to let road users know they are entering a high crash risk Graph 6 provides the breakdown area and to drive safely of fatalities by road user type • implementation of a Motorcycle since 2004 and indicates the Safety Mass Action Program medium-term trend. aimed at reducing motorbike fatalities
72 Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Road operations Helping you get to your destination sooner
Traffic response unit
Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Road operations 73 Main Roads Strategic Plan 2008—13 cont... Road operations cont...
Graph 5 Fatalities on all roads per 100,000 population A number of key routes have been identified for treatment: 14.00 • Bruce Highway (between Cooroy and Curra)–commencing south of 12.00 the Black Mountain Range and extending north past Gympie 10.00 to the Wide Bay Highway (for approximately 42km)
Number 8.00 • Bruce Highway (Innisfail to Cairns section)–for approximately 5km 6.00 between Waughs Pocket and Bartle Frere Roads (south of Mirriwinni) 4.00 • Mount Lindesay Highway
2.00 (Brisbane to Beaudesert section)– for approximately 5km, between Carter and St Aldwyns Roads 0 • Warrego Highway between Toowoomba and the Kingsthorpe 2003–04 2004–05 2005–06 2006–07 2007–08 2008–09* turn-off (for approximately 9km). All fatalities SCR fatalities LG fatalities The treatments involve reducing Qld/National target SCR target LG target all 100km/h speed limits to 90km/h * Performance as at 30 June 2009. and erecting highly visible signage to increase road user awareness We acknowledge that increased This commitment draws upon the of crash risk along the designated funding for road safety and the safer speeds element of the ‘Safe road lengths. considerable, targeted efforts System’ principle, embedded in of agencies with road safety both plans. Early indications reveal good responsibilities, in terms of compliance by road users with the The ‘Safe System’ principle recognises engineering, education and reduced speeds. QPS reported a that human error is inevitable, as enforcement over recent years, are noticeable reduction in the number evidenced in the high level (90%+) impacting positively on road safety of crashes. This work is in the early of road user/rider error contributory outcomes. As part of our ongoing stage of implementation. A more factors recorded in crashes. The safety commitment, we will sustain comprehensive evaluation will be principle seeks to make allowance for and continuously improve these undertaken and reported when 12 errors and minimise the consequences efforts across Queensland, with a months of crash data is available. and severity of crashes. strong focus on vehicle operators Creating safer roads and motorcyclists, to reduce crashes, A high priority action in the We continue to implement other injuries and deaths. national plan is to ‘identify high- initiatives, including the SRS risk roads or road sections for We are continuing to implement a Program to ensure safer roads, speed limit reductions where road number of key initiatives and projects address the road toll and reduce the improvements are not feasible in the to attempt to reduce the number of number of people seriously injured short term’. Speed limit reductions in road casualties. in road crashes. The SRS Program combination with signage advising provides low-cost, high-benefit Black link speed limits of crash history and robust police projects to address both identified The National Road Safety Action enforcement have demonstrated a and potential high severity (fatal and Plan 2009 and 2010 and Queensland significant potential to reduce the hospitalisation) crash sites on the Road Safety Action Plan 2008–09 are number and severity of crashes. state-funded component of the state- committed to providing speed limits controlled network. suitable for the road environment.
74 Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Road operations Graph 6 Fatalities by road user type
200
150 171 157 155 141 140
100 Number 83 78 79 73 72 67 66 64 64
50 58 46 42 38 39 30 10 9 8 7 5 0 2004–05 2005–06 2006–07 2007–08 2008–09
Driver Passenger Pedestrian Motorcycle Bicycle
The proactive identification and Line markings help fight fatigue The noise and vibration created when the markings are driven treatment of ‘potential’ crash sites Many Queensland road users over by a vehicle’s tyres ‘wake up’ is based upon risk assessments and travel very long distances and fatigued road users, alerting them to seeks to treat roads before a crash this is a leading cause of fatigue- take corrective action and stay on history is evident. related crashes. the road. Other safety improvements across the Research by the Australian Transport The use of ATLM was a recommended state include: Safety Bureau has identified that the action from the 2006 Road Safety • installing skid resistance human body is particularly prone Summit, where the Queensland treatments to fatigue from 2pm to 4pm and Premier committed $8m to treat 10pm to 5am. We have combined • installing traffic signals 1,000km of state-controlled roads this information with our extensive • installing right-turn signals to reduce the number of fatigue- database of crashes to identify related crashes. • providing more forgiving lengths of road where fatigue crashes roadsides (by removing hazards or have occurred and where risk is As a result of cost efficiencies installing barriers). obviously high. achieved through the state-wide contract, we have extended the ATLM In locations identified for action, and Program to the AusLink network. In to achieve cost-effective treatment, 2009–10 we will treat an additional we developed and managed a state- 1,300km of roads identified as prone wide contract to introduce ATLM at to fatigue-related crashes. the road edge on considerable lengths of the network. ATLM is used in other It is expected that the ATLM contract Australian jurisdictions and across will be complete in mid–2009–10. the world as a road safety measure.
Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Road operations 75 Main Roads Strategic Plan 2008—13 cont... Road operations cont...
Improving safety for school children The pedestrian and cycle path We use STREAMS as our ITS Safety on roads near schools is an will be an integral link in the platform to manage our network important issue across Queensland. implementation of the South East of traffic signals, VMS and other Some school campuses are split and Queensland Principal Cycle Network ITS components. The BCC uses are located on two sides of a road. Plan and the Moreton Bay Cycleway, BLISS which is a similar ITS, but the longest cycle route on Australia’s not compatible. Recognising the safety issues for east coast. school children, we are improving To improve travel time reliability pedestrian safety at three split Other projects include: and integrate the two systems, we established a Memorandum of campus schools around the state. • detailed design of a new Understanding with the BCC in May pedestrian and cycle route • South Coast: Work is continuing 2007. The aim of the memorandum is between the new Gateway Bridge on a pedestrian overpass on to converge to a single ITS platform and the Kedron Brook Wetlands Paradise Road at Slacks Creek, for Brisbane. The end result will be Bikeway at Nundah, linking to the between Mabel Park State School a single, managed network in the new pedestrian and cycle path in and Mabel Park High School. greater Brisbane area that will result the Gateway Upgrade Project • Warwick: Work is continuing in reduced travel time and related on an underpass for the St • $6m investment in new off- carbon emission. Mary’s College split campus at road paths for pedestrians and We expect that the impact of these Wood Street on the Cunningham cyclists as part of the Sunshine environmental and time-saving Highway. Coast Motorway Upgrade from Maroochydore Road to the Pacific benefits will be even more significant • North Rockhampton: Planning Paradise interchange. when a single ITS platform is and design continued for a extended to cover the greater pedestrian overpass at the Travel efficiency and reliability Brisbane area by the end of 2010. intersection of the Bruce Highway Single Intelligent Transport at Yaamba Road and Main Street Providing real-time traffic System platform for Emmaus College students and and traveller information Keeping traffic moving and the community crossing Yaamba We are committed to providing the improving traffic time reliability are Road. public with free access to detailed assisted greatly by the application traffic and traveller information Facilities for pedestrians and cyclists of ITS. across Queensland. We are providing pedestrians and In the greater Brisbane area, we cyclists with increased facilities Since 2001, our 13 19 40 phone continue to work closely with the across the state. service and website have provided BCC to improve the way in which relevant and accurate traffic and A 4.2m-wide dedicated pedestrian traffic signals operate. traveller information. This includes and cycle path is included in the In collaboration with BCC, we the location of traffic hazards and Gateway Upgrade Project, the manage important components of the incidents, roadworks, special events, largest bridge and road project in greater Brisbane road network. The and the provision of live web camera Queensland’s history. For the first network comprises around 7,000km images to enable road users to make time in around 20 years, since the of road and includes more than informed decisions about their first Gateway Bridge replaced the Sir 1,400 signalised intersections, 100km intended travel and to improve travel James Holt Ferry service, pedestrians of motorway, traffic surveillance time reliability. and cyclists will be able to cross the cameras and passenger information Brisbane River between Lytton Road, and tunnel systems. Murarrie and Kingsford Smith Drive, Eagle Farm.
76 Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Road operations Main Roads Strategic Plan 2008—13 cont... Road operations cont...
In 2008–09, we upgraded and The system will provide automated We provide a range of quick refreshed our 13 19 40 website to: selection of road safety messages clearance services on the relating to speed, tailgating, wet road network, including three • enable direct, manual entry of weather as well as providing dedicated heavy vehicle quick Travel Time Information by traffic information to motorists about traffic clearance vehicles: management centre operators and road conditions, major incidents • one servicing the Gateway • provide real-time traffic status and congestion. information Motorway South Looking forward, we are taking ITS • improve the navigation function • one servicing state-controlled technology a step further by planning for ease of use. roads in the greater Brisbane the introduction of cooperative region during peak hours and high We are continuing to work on the systems, in which vehicles interact demand times at Gateway North first phase of the 13 19 40 website with one another and with • one servicing the Logan and redevelopment which is expected to roadside equipment. Ipswich Motorways is based at the be fully operational by mid–2009–10. This approach requires Ipswich Motorway interchange. Using innovative solutions communication via wireless Local The Gateway South service has cut to inform road users Area Network equipment operating average clearance times from three We apply many innovative measures in the 5.9 Gigahertz frequency band. hours to 30 minutes. to keep road users up-to-date. We are collaborating with Austroads, The Open Roads policy helps to lay In the Darling Downs region, for which has been successful in gaining the groundwork for the introduction, example, we are planning to install an embargo through the Australian in late 2009, of heavy vehicle a VMS between Mahonys Road and Communication and Media Authority response units. These will be capable the Eight Mile Intersection (where on this band, in preparation for of ‘righting’ trucks that have rolled the New England and Cunningham primary band allocation. over and will be able to push cargo/ Highways meet north of Warwick) Keeping traffic moving loads to the side of the road. as part of traffic management and In August 2008, the Queensland in addition to recently completed Government introduced new Brisbane Strategic Transport safety improvements. The sign is now legislation to strengthen the powers Model—Multi Modal expected to be fully operational by for police and traffic officers to Transport models have an essential October 2009. quickly clear obstructions such as role in planning transport systems. Safety through roadworks stricken and abandoned vehicles from Models combine the location and Safety at roadworks is a key priority. roads. The government’s strategy is numbers of people and jobs in an to clear roads as quickly as possible area with data from travel surveys We have instigated a range of traffic after incidents. to estimate future demand on the control measures to ensure safety for transport system. road users and roadworkers. Known as Open Roads, or the Quick Clearance Policy, the new The Brisbane Strategic Transport For example, we continued planning initiative was approved by Cabinet in Model—Multi Modal (BSTM–MM), for the installation of six new December 2008. The legislation came which covers the Brisbane intelligent road signs to encourage into effect on 30 April 2009. metropolitan area, can estimate the safe driver behaviour along the Bruce demand on public transport (bus, Highway from Cooroy to Gympie, The legislation strengthens the train and ferries) and roads. with the first sign being installed at powers of authorised officers to move Kybong in July 2009. or remove vehicles/loads blocking The BSTM–MM is a significant step lanes as quickly as possible. In any forward in technical capability. The other signs will be located incident involving injury or loss of The model outputs can be used to along the Bruce Highway at Black life, emergency response and safety assess the advantages of future Mountain, Federal, Coles Creek, considerations take precedence. transport options. Tuchekoi and Traveston.
Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Road operations 77 Main Roads Strategic Plan 2008—13 cont... Road operations cont...
This, in turn, underpins decision- This is a national transport reform Level B can be used by longer vehicles making on the provision of billions initiative to improve heavy vehicle that meet performance standards. of dollars of transport infrastructure safety and productivity by facilitating We continue to classify the and the development of policy to the design of innovative heavy Queensland road network to influence future land use. vehicles, based on how they behave determine those road links which can on the road rather than prescribing Since its release in September be safely used for longer PBS ‘Level their length and mass. 2008, the BSTM-MM has been B’ innovative heavy vehicles. used on a number of planning We are closely involved in the Graph 7 shows the percentage of projects, including: ongoing assessment of PBS Type 2 (triple road train) network applications through the national • Connecting South East available to increased capacity PBS Review Panel. To provide Queensland—2031 heavy vehicles. transport operators with clarity and • South East Busway Extension certainty of road network availability ABB and BAB-Quads have obtained Study for PBS vehicle proposals, we 100% access to the Type 2 road • Brisbane Rapid Transit Study published a PBS ‘Level A’ network train network, due to the inclusion • Darra–Springfield Transport for Queensland. of these innovative vehicles under the Guideline for Multi-combination Corridor Study. Level A can be used by general Vehicles in Queensland to operate on access vehicles (up to 20m in length) Electrical safety and road lighting road train networks. The Queensland Government is up to Type 2 road trains (triple committed to ensuring all road trailers up to 53.5m in length) that lighting on state-controlled roads meet performance standards. meets the requirements of the Graph 7 Type 2 access for road trains Electrical Safety Office and stringent safety standards. 100
We completed a full electrical 100 100 inspection of all our road lighting, with all immediate electrical safety risks identified being addressed. 80 We continued a comprehensive two-stage program to upgrade road lighting infrastructure to current 60 electrical standards. 59 58 58 58
Stage 2 covers the remaining % remedial works across Queensland. Design documentation has 40 commenced. Estimated completion
costs are $140m, with $40m allocated 33
for 2008–09 to 2010–11. 29 27 27 27 20 23 23 Heavy vehicle efficiency 21 21 We actively encourage Queensland freight operators to establish safer and more freight-efficient 0 2004–05 2005–06 2006–07 2007–08 2008–09* heavy vehicle fleets through the implementation of Performance AAB-Quad roads BAB-Quad roads ABB-Quad roads Based Standards (PBS). The graph shows steady growth in the percentage of AAB-Quads operating on the Type 2 Road Train network. * Performance as at 30 June 2009.
78 Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Road operations ABB-Quads have a prime mover Intelligent Access Program This means operators can carry more towing a single semi-trailer and a We continued work on the Intelligent mass, up to an extra 13% in payload, set of B-triple trailers. BAB-Quads Access Program (IAP), which will go resulting in fewer trips. have a prime mover towing two sets live with monitoring of HML vehicles The IAP has the potential to reduce of B-Double trailers. in Queensland in July 2009. heavy vehicle impacts on the Heavy vehicle rest areas The IAP provides a legislative and road network. Between 2000 and 2007, around technical framework to allow heavy 16% of all heavy vehicle crashes in vehicles to operate at HML on the Queensland were fatigue-related. road network, in return for monitoring Providing heavy vehicle rest areas compliance with specific access helps drivers meet the requirements conditions through in-vehicle devices of fatigue management regulations and satellite tracking technology. and improves road safety for all road users. With joint funding from the State and Federal Government, and with significant input from the road freight industry, we have developed a strategy for a five-year, $47.1m FOCUSING ON THE FUTURE Heavy Vehicle Rest Area program. We will continue to improve the safe operation of the road network using a range of initiatives targeting road safety, urban traffic growth management The program includes 52 new, or and freight efficiency. upgraded, heavy vehicle rest areas and stopping places delivered on key Our priorities for 2009–10 include: freight routes across Queensland. • introducing Heavy Vehicle Recovery Units to move trucks that have Work is continuing on these rolled over into a suitable recovery position and push cargo/loads off important roadside facilities, and to the side of the road to provide significant reductions in crash and will intensify from 2009 to 2014 as incident-related traffic delays funding allocations become available. • continuing migration of the remainder of the BCC traffic system to STREAMS to have a single coordinated approach to controlling traffic There are also unofficial sites across signals in the greater Brisbane area the state, highlighted by the 3–2–1 • researching, designing and implementing an alternative state-wide blue delineators system, where truck communications service to replace Telstra’s Permitted Attachment drivers can pull over to rest, refresh, Private Lines due for decommissioning in December 2009, to allow or simply check their load. transmission of monitoring and control data between selected ITS field The stopping places are marked with devices (such as traffic signal controllers) and our regional offices a simple system of blue reflectors on • a High Productivity Freight Precinct in the vicinity of the Port of guideposts—three blue dots tell the Brisbane. This includes working with BCC and the Port of Brisbane driver the stopping area is 400 metres Corporation to develop a designated road network around the industrial precinct south-west of Fisherman Islands to provide safe access for ahead, two blue dots mean there is innovative heavy vehicles capable of carrying two, 12m (40-foot) 200 metres to go and one blue dot containers marks the site of the rest area. • reducing ‘red tape’ for heavy mobile crane operators through the IAP vehicle tracking service. This includes ongoing work with the heavy mobile crane industry to reduce the impost for permits through tracking technologies. This will provide confidence to road owners that ‘high infrastructure risk’ vehicles operate appropriately on approved areas of the road network • roll-out of the five-year Heavy Vehicle Rest Area Program.
Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Road operations 79 Main Roads Strategic Plan 2008—13 cont... Capable organisation
Achieving excellence through the performance of our people, systems and practices
Building our capability to Safety leadership connect Queensland We are the first Queensland Our people are our greatest asset Government department to adopt and important to our success. Just the Safety Leadership Occupational as roads are essential for connecting Health and Safety (OH&S)— Queensland, our people are essential Construction qualification and tailor in connecting our vision with it to specifically meet our needs. tangible outcomes. Our Safety Leadership Program Highlights Providing a safe, efficient and provides the tools, skills and During the reporting period, reliable road network, a part of knowledge to proactively influence we made significant advances an integrated transport system, to safe behaviour. For example, the in strengthening our support the state’s rapid growth is a completion of the assessment item internal capability. challenging task. It remains critical to (Workplace Task) in the Safety Highlights include: our success that we attract, develop Leadership Program requires each participant to complete a project • continued to lead the way and retain capable committed people. as the first Queensland that will deliver realistic safety It is crucial that we have the right Government department improvement benefits to the business. people with the right skills who are to implement the Safety One of these projects was at Jowarra Leadership Occupational committed to providing a high level Park Depot where old wooden steps Health and Safety— of service to the community. were replaced with a new non-slip Construction qualification Our performance surface. • developed a whole-of-DTMR Workplace Health and Safety Focusing on the safety and Another positive outcome of this Management System well-being of our people program has been an increase in • continued to roll out our Safety is our number one priority. identifying and reporting hazards safety leadership program Our zero harm objective means we to Principal Workplace Health across all areas of DTMR aim to ensure an injury and incident and Safety (WH&S) Advisors. • implemented our new free workplace, where all our people This indicates that our people are Enterprise Development go home in the same state of health becoming more conscious of safety in Agreement 7 initiatives that they came to work in. their day to day work environment. approved by the Queensland Industrial Relations Focusing on the health, safety and Lost time injury rates Commission well-being of our people ensures An important element of the Safer • continued to build our we have a capable and productive and Healthier Workplaces 2007– design capability, capacity workforce to deliver our significant 2012 Strategy developed by the and technical governance program of work. former Department of Employment by implementing the Design and Industrial Relations is the Services Sustainability establishment of a range of targets Program. for all government agencies. One target is a 10% reduction, each year for five years (commencing 2007–08), in the number of lost time injury claims (excluding journey injuries) greater than five working days.
80 Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Capable organisation Our people are essential in achieving our vision
Educating future road users
Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Capable organisation 81 Main Roads Strategic Plan 2008—13 cont... Capable organisation cont...
To meet the 10% target, we needed to while contributing to broader We supported 34 cadets to ‘learn as record fewer than 60 lost time injury industry capability and assisting our they earn’ in planning and design, claims greater than five working days workforce to achieve personal and construction, geospatial technologies in 2008–09. This year we recorded 46 career objectives. and material services. lost time injury claims. While this is Developing our young employees We partnered with the QUT in an increase on the previous year, this Our Graduate Development Program support of an Australian Research is still a good result in comparison to focuses on developing discipline Council Linkage project, focusing the target. specific competencies and leadership on implementing engineering Our Lost Time Injury Frequency and management skills that are experiences in junior high school. Rate (LTIFR) decreased for the third critical to sustaining our technical Our support helps to ensure that consecutive year. This year we and professional capability. This engineering and technology skills recorded 5.8 LTIFR (YTD)–a reduction year, 170 graduates participated in and experiences are effectively of 41.4%. ‘purpose built’ programs, gaining embedded in secondary schools, with experience in different business areas a direct benefit to the longer-term The severity rate is calculated by and working on a variety of projects capability of Queensland engineers. comparing the number of days across the state. lost due to lost time injuries per Other achievements include: million hours worked. It gives a This program provides an opportunity • training 23 apprentices through measure of the seriousness of the for graduates to gain a broad the RoadTek Apprentice and injuries suffered and the impact of understanding of our business while Trainee Scheme rehabilitation and return to work quickly building our capability. initiatives. This year we reduced • up-skilling and re-skilling 146 This year, we provided financial the severity rate from 205 to 68—a experienced trades people at support and vacation employment reduction of 66.8%. the RoadTek Electrical Training to 87 scholarship holders. The Main Centre. The centre provides Developing top talent Roads Scholarship Scheme helps to training to improve safety, build the pool of talent from which We are focused on ‘growing our productivity and efficiency and our future workforce can be recruited. own’ to ensure our future workforce enables a uniform deployment of capability and capacity. Our Scholarships are offered in skill signalling processes and systems ‘capability pipeline’ provides targeted areas that have been identified as across Queensland capability development schemes critical to our future technical and • providing career paths for designed to build and nurture our professional needs. This year, we construction workers through people’s skills and experience. This had scholars in engineering, town the Construction Workers ensures we meet our capability planning, environment and heritage, Progression Program, which needs in the short and long-term, and surveying. includes nationally recognised competencies for our people operating under the Civil Construction Maintenance and Table 2 Lost Time Injury performance Operations Award.
Indicators 2005–06 2006–07 2007–08 2008–09* Variance %
Claims greater 74 81 40 46 13 than or equal to five days LTIFR** 13.0 9.9 5.8 (41)
Severity Rate*** 240 205 68 (66)
* Performance as at 30 June 2009. ** Number of lost time incidents per million hours worked. *** Number of work days lost per million hours worked.
82 Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Capable organisation Nurturing our next Working with stakeholders to Graph 8 Change in high-in-demand headcount across western centres generation of leaders build industry capability Rewarding and recognising In addition to ‘growing our own’ 180 excellence in leadership and through a range of in-house management is a key component of capability development initiatives, 160 our Leadership Strategy. We value we partnered with industry to launch 160 154 140 154 our people and recognise their the Industry Capability Exchange achievements and contributions to Program in 2009. 137
120 128 125
Queensland through a number of 123 This enables participants to undertake initiatives, including: 100 professional and developmental
• annual professional excellence placements in Main Roads and 80 awards Industry through a two way • attendance at professional exchange program to enhance their Number 60 development seminars technical skills. 40 • mentoring Local training
• executive coaching The former department of Main 20 Roads had a geographically dispersed • leadership and capability workforce, with just over 50% of 0 development initiatives. people located outside the Brisbane This year 693 of our people from area. We are committed to supporting all classifications participated in a and enabling our people to access 2006 2006 2007 2007 2008 2008
range of targeted internal leadership 2009*
local training. Through close Jun Jun Jun Dec Dec Dec and management development collaboration with the Australian Jun programs, including: Institute of Management (AIM) we * Performance as at 30 June 2009. • Journey into Leadership provide a range of development opportunities, including networking One outcome of our attraction effort • Myers Briggs Type Indicator events and training programs in is the increase in the number of • Leading People and Performance local areas. people in high-in-demand positions • Main Roads Ambassador Program (see graph 8). Combined with our Improving capability in rural • Communicates with Influence and remote locations efforts this year to fill long-standing technical and professional vacancies • Career Development Program Placements in our western regions has helped to ensure our western continue to increase, and for the first • Technical to People Manager regions achieve reliable and timely time in recent years our Cloncurry, delivery of the roads program. • Things that Matter in Business Roma and Emerald regions are • Internal Consulting Skills operating near full capacity. Our commitment to recruitment performance and retaining staff • Management Development A full complement of staff ensures has resulted in separation rates Program. we are able to respond rapidly to for high-in-demand positions of the needs of local communities, 6% (annualised) tracking below particularly when natural that of Main Roads as a whole to disasters occur. March 2009 at 7.5% (annualised). This is a significant achievement, given the prevailing tight external labour market conditions for technical and professional disciplines.
Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Capable organisation 83 Main Roads Strategic Plan 2008—13 cont... Capable organisation cont...
Developing a strong culture Graph 9 Proportion of women in the professional and technical streams A fair and equitable workplace 20 Our workplace supports high- performing teams by encouraging collaboration, interaction and 17.9 knowledge sharing. Our approach 17.2 17.0 16.8 improves the retention and attraction 15 of our people by providing a healthy
culture that engages our diverse 13.7 12.7 workforce and recognises their 12.7
changing needs. 11.8 %
10 10.7 Our commitment to a work-life balance
Flexible working arrangements 8.2 assist our people to balance work
priorities with family commitments 5 5.5
and lifestyle choices. We have a 5.1 range of policies and processes that help our people achieve this balance, including: 0 • flexible working hours 2003–04 2004–05 2005–06 2006–07 2007–08 2008–09
• part-time work and job sharing Professional Technical • telecommuting • parental leave • leave without pay Offering development and leadership Through sponsorships and other • special leave (for family and opportunities for women development opportunities, community responsibilities) We value a diverse workforce and are we provide equal employment • extra leave for proportionate pay active in increasing the representation opportunities and actively support our • phased retirement options. of females in professional and women in management to advance technical streams. their careers. We have realised a Our success in providing flexible steady increase in the proportion We sponsor initiatives, such as the working arrangements is of women in managerial and ‘Smart Women Smart State’ Awards demonstrated by the uptake of part- professional roles. time work options this year, with category ‘Postgraduate Engineering 4% of our workforce engaged in part- Student Award’, to raise awareness of The proportion of women in time employment, 88% of these are our technical and professional career Professional and Technical roles is women (see table 3). opportunities for women. increasing over time. In the 2008–09 period, 17% of employees within the professional stream (an improvement of 4.8% since 2003–04) and 12.6%
Table 3 Part-time staffing rate
Indicators 2003–04 2004–05 2005–06 2006–07 2007–08 2008–09*
% of part-time 2.6 3.0 3.3 3.4 3.7 4.0 employees
* Performance as at 30 June 2009.
84 Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Capable organisation Main Roads Strategic Plan 2008—13 cont... Capable organisation cont...
of the technical stream, were female NAWIC actively promotes education, have been sponsored by a range (an improvement of almost 7% since fellowship and cooperation and of state and federal government 2003–04). encourages women to pursue a career departments. This year we sponsored within a non-traditional trade. 15 new scholarships, lifting our total Graph 10 illustrates that the sponsorship to 46 students. proportion of women in management We work closely with NAWIC to has been increasing over time. In promote our organisation as an Participating in this scheme opens up 2008–09, 24% of employees at employer of choice for women further opportunities for Aboriginal managerial levels were women. It is keen to pursue a career in the civil and Torres Strait Islander students to anticipated that as female managers construction sector. gain employment, traineeships and continue to advance in their careers, cadetships across many government Supporting Queensland’s Aboriginal the number at women executives and Torres Strait Islander people departments, including DTMR. and senior management levels Reconciliation Action Plans (RAPs) Enhancing technical capability will increase. are the blueprint for achieving our vision for reconciliation with Developing and enhancing the technical abilities of our people Graph 10 Management by gender Aboriginal and Torres Strait Islander We are committed to developing people. Following the May 2008 100 and enhancing the technical ability launch of our Roads to Reconciliation 81 76 83 85 76 78 of our people in key areas such as Action Plan, our Regions have infrastructure design. Following prepared RAPs. DTMR’s support for 80 a state-wide review of our Civil reconciliation has drawn significant Design Services area, we initiated recognition from Reconciliation the Design Services Sustainability Australia, who are the peak national 60 Program (DSSP). organisation building and promoting
% reconciliation between Indigenous The DSSP includes 16 projects that and non-Indigenous Australians for will deliver enhanced capability, 40 the wellbeing of the nation. capacity and sustainability in our Civil Design Services. Our regional approach ensures 24 24 20 22 19 that an individual RAP is Our people will benefit from key 17
15 tailored to local geographic and projects such as Mentoring and demographic circumstances. Coaching, Design Competency School 0 and Industry Placement. Another We will continue to work closely key project is the Design Services with regional stakeholder groups Framework and Leadership which 2003–04 2004–05 2005–06 2006–07 2007–08 2008–09 for support and advice. This has will ensure that our operational greatly enhanced the relationships Female Male environment clearly focuses on Managers are defined as employees within the our regions have with local classifications: Administrative Officer level 6–8 and business leadership and performance. equivalent, senior officers and the senior executive Indigenous communities. service. A state-wide mentoring framework This year we established an has been developed and piloted We recognise and reward the Indigenous Employment Unit within Design Services to address outstanding efforts of our female dedicated to coordinating Aboriginal high-in-demand discipline employees through initiatives such and Torres Strait Islander training requirements. The framework being as sponsorship of the National and employment initiatives. implemented provides a one-on- Association for Women in We also celebrated 10 years of one sustainable mentoring program, Construction (NAWIC), a not-for- our Aboriginal and Torres Strait supported by 51 technical design profit organisation. NAWIC promotes Islander Education Toward and improves the construction Employment Scheme. Since the industry through the advancement scheme’s inception, 628 Indigenous of women within the industry. students from across Queensland
Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Capable organisation 85 Main Roads Strategic Plan 2008—13 cont... Capable organisation cont...
mentors for design cadets. Graduates Road infrastructure delivery process Laboratory Registration System and more experienced staff will and Laboratory Information Our ongoing implementation of have the opportunity to join this Management System a standardised single road design program, which also contributes to modelling tool has resulted in: Our Laboratory Registration System the state-wide service delivery of our (LRS) and Laboratory Information roads program. • state-wide collaboration on road Management System (LIMS) design In-house training will ensure: We continue to build our in-house • greater efficiencies and • materials testing standards are capacity to provide specialist consistencies across the end-to- enhanced training to our people and to those end road infrastructure delivery working with our industry partners. process. • engineering decision-makers have increased confidence in testing The courses provide intense post- Using a consistent modelling tool, services being delivered across graduate training in our core road each region is responsible for at least Queensland’s road network. building technologies. one road design project, with some undertaking multiple projects. Ultimately, all external organisations Responsible and responsive seeking to undertake materials testing organisation Road system information will be required to register with We continue to invest in road system State-wide business systems the LRS. Our business systems have assigned information and provide a state-wide accountabilities, appropriate standard approach to quality data Working in tandem with the LRS, the governance structures, state-wide and trusted information for asset LIMS will enable a strategic alliance access, and are consistent in their management and asset performance. with the materials testing industry in implementation across relevant Our achievements include: Queensland. The LIMS is focused on: roads areas of the department. These • steady improvements in how data • delivering a single state-wide systems are vital to managing our is collected, analysed and stored integrated business solution for requirements for business continuity • enhanced accessibility of materials testing and our readiness for the future. information, regionally and state- • implementing a solution that The benefits we have realised from wide improves our ability to manage the our state-wide approach include • provided a standard tool for resourcing, costs and integrity of increased productivity, cost reductions identifying asset location and construction and materials testing and a consistent approach to business. undertaking our activities on data. Achievements this year include the road network by introducing Proactive policy and planning the following. technology (GPS Tripmeter). Our active participation on inter- Our planned improvements to agency working groups at national state-wide business systems include and state levels means that we the following. remain at the forefront of transport safety and security.
Our business systems are vital to managing our requirements for business continuity and our readiness for the future
86 Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Capable organisation FOCUSING ON THE FUTURE In 2009–10 we will continue our focus on being a safe and rewarding place to work. We will achieve this by providing challenging and rewarding work for our people, while developing their skills and capabilities to meet Queensland’s ongoing road infrastructure program. Laboratory technician conducting California Bearing Ratio Test in Bundaberg In these challenging economic times, the effectiveness of our workforce is even more critical to ensure Queenslanders obtain value for every dollar invested in We actively contribute to the We contribute to the ATC and the the program. development of government policies, National Transport Commission’s programs and infrastructure projects work to promote a more productive Key initiatives we will deliver to address the impacts of urban and efficiently managed national include the following: growth in Queensland and help transport system. • implementing and achieve the five ambitions identified embedding a safety Our contributions have helped to in the Queensland Government’s leadership culture through progress effective national Q2. We are a major contributor and our Safety Leadership arrangements to prepare for and cosignatory to the ‘Strong’ ambition Program, as we work toward manage the longer-term impacts of and a significant contributor to the our goal of ‘zero harm’ climate change on the transport other four ambitions. • analysis of data provided system. by our WH&S management We continue to participate in key Our historically strong relationships system to holistically review national committees and bodies, with industry, key roads users our safety performance and including: enable the development and transport groups, academia, and implementation of key • Austroads professional bodies and ARRB Group improvement strategies continue to enable us to anticipate • Roads Australia • increasing the opportunities and act on emerging issues. • National Standing Committee on for participation of Aboriginal Transport. Our contribution to state and and Torres Strait Islander national policy forums ensure that people in our workforce We are also involved in committees Queensland’s transport system will • continuing and enhancing at an international level. help to secure a prosperous, livable our people development Participation at both a national and and sustainable Queensland. and leadership programs to an international level gives us access attract, develop and retain to the best research and knowledge talented people for now and to meet future challenges. and assists us to identify state and national transport issues.
Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Capable organisation 87 Corporate social responsibility
Managing our business ethically and in a socially responsible manner We take every opportunity to Our new business It builds on the strengths of the two ensure we are performing our role model and structure former departments and reflects as a responsible corporate citizen. a truly integrated approach to Our new business model has been We believe that we benefit the these functions. developed through consultation with community and our stakeholders members of the senior leadership Implementing the business model by acting responsibly and being team and our external stakeholders will result in corporate support being socially aware in our dealings with to best position us into the future. It consolidated and strengthened, while our people, our consideration of the describes how our business will work discipline, rigour and contestability environment and the way we run and where our effort will be focussed. will enhance policy and investment our business. decisions. The model also leverages Through the business model, the We achieve this by ensuring we the strong regional delivery networks department is organised into the have an effective structure, a that both former departments had major functional areas of: dedicated leadership team, robust in place. governance policies and practices • Planning, policy and strategy and undertaking initiatives in an • Programming and investment environmentally and economically prioritisation sustainability manner. • Infrastructure and customer service delivery.
DTMR Business Model
Stakeholder Engagement Transport Systems Safety Lifecycle Asset Management Capability and Systems
Transport System Manager
Transport Corridor Program Program Program and Defining Investment Systems Planning and Development Delivery and Customer Government Strategy Planning and Stewardship (scheduling Customer Service Outcomes (choice) Stewardship and Operations of choice) Service Finalisation
Including ongoing review
Strategic Policy Development Transport Assets Investment Strategy Modal Policy Development TMR Business Model TMR Business
D Transport Operations and Services Transport Governance Program Development and Management Customer Services Integrated Transport System Planning
Planning, Policy and Strategy Programming and Investment Delivering Infrastructure and Prioritisation Customer Services
88 Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Corporate social responsibility Department of Transport and Main Roads organisational structure
Minister for Minister for Transport Main Roads Rachel Nolan Craig Wallace
Office of the Director- General and Associate General Manager Office of the DG David Stewart and Associate Alan Tesch Don Bletchly
Deputy Deputy Deputy Chief Deputy Director-General Director-General Director-General Operations Director-General Policy and Planning Investment and Program Transport Safety Officer Corporate Paul Low Development Regulation and Security Les Ford Jack Noye Paul Smith John Glaister
General Manager General Manager General Manager General Chief Financial Strategic Policy* Portfolio Maritime Safety Manager Major Officer* Graham Fraine Investment Queensland Infrastructure Stephen Harbort John McEvoy Captain John Projects Watkinson Derek Skinner
General Manager General Manager Executive General Manager General Manager Integrated Program Director Assets and Enterprise Transport Development and Emergency Operations Information Planning* Management Management Eddie Peters and Systems Natalie Ormsby Ken Beattie Paul Sorensen Cathi Taylor
General Manager General Manager General Manager General Manager Rail Ports Engineering and Transport Business and Freight Technology Services Solutions and Lawrie Hannah Ian Reeves Tony Kursius Delivery Julian Carroll
General Manager General Manager General Manager Road Safety RoadTek* People and and System Grant McDonald Capability Management Marcia Hoffmann Bruce Ollason
General Manager General Manager Passenger Business Transport* Services David Hourigan Cynthia Gillespie
Note: Structure effective as at * Acting or interim arrangement. 1 July 2009
Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Corporate social responsibility 89 Corporate social responsibility cont... Introducing our Board of Management
David is responsible to the Minister for Main Roads and the Minister for Transport. David also directly supports the Premier on Urban Congestion initiatives being driven by government. Prior to his current role, David was the Director-General of Queensland Transport. In September 2006, David joined the Queensland Government as Deputy Coordinator- General. He was responsible for the delivery of the $9bn South East Queensland water grid within DIP. During his career of some 25 years, David has predominantly worked in the public sector, although he has worked for consultants and contractors in Australia and in the United Kingdom, delivering civil infrastructure projects. David Stewart Director-General
Alan is responsible for the asset sales program and national roads issues, and represents us on key committees such as the ATC. He is also the shareholder representative for Queensland Motorway Limited, Transmax, ARRB Group, Austroads and the Roads Alliance and is the government champion for the Northern Peninsula Area Indigenous Community councils. Alan has over 25 years experience in senior positions across the Queensland public sector, focusing on policy development, implementation and service delivery. Alan led the Department of Main Roads from 2005 to 2009.
Alan Tesch Associate Director-General
Paul is responsible for our interests in strategic policy, integrated transport policy, road safety and system management, passenger transport and rail, ports and freight. Prior to this position, Paul was Executive Director (Integrated Transport Planning) in Queensland Transport. Paul has 15 years experience in the transport planning and public policy areas. Positions held during this period include senior executive positions within the New South Wales State Rail Authority and the Ministry of Transport. He has also worked for Transurban, a major infrastructure owner, developer and operator, who has Australian and overseas toll road interests.
Paul Low Deputy Director-General, Policy and Planning
90 Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Board of Management Paul is responsible for Investment and Program Development within DTMR. Corporate social responsibility cont... Prior to this position he was the General Manager (State-wide Planning) for the former Department of Main Roads. He was responsible for strategic planning on the State’s Introducing our Board of Management priority routes and for developing a framework for affordable investment decision-making across the network. Paul has a 36-year career in Main Roads. His extensive experience in roads and community issues has been gained working in remote western areas as well as the rapidly developing urban areas of Cairns, Townsville, the Sunshine Coast and the Gold Coast.
Paul Smith Deputy Director-General, Investment and Program Development
John is responsible for Transport Safety Regulation and Security for DTMR. Prior to this position, John was Deputy Director-General for Queensland Transport. John has previously worked in the Queensland Public Service (Department of Primary Industries and Fisheries, Sport and Recreation, Office of Energy, Innovation), the University of Queensland (UniQuest), the New South Wales Public Service (NSW Fisheries), the Northern Territory Public Service (Ports and Fisheries) and in the New Zealand State Service (Minister of Fisheries). His roles have included scientist, resources management and senior executive.
John Glaister Deputy Director-General, Transport Safety Regulation and Security
Les is responsible for a broad range of state-wide delivery functions including the roads program, the customer service program, RoadTek and Major Projects. Les has almost 36 years experience working in transport-related agencies in the Queensland Government. In June 2006, Les was appointed the Deputy Director-General for Main Roads where he was accountable for a major roads delivery program which will spend more than $16.2bn across Queensland over a five-year period from 2008–13. Prior to this, Les was Deputy Director-General with the former Queensland Transport. Les was heavily involved in the implementation of the Integrated Regional Transport Plan for South East Queensland, including the South East Transit project and the Inner Les Ford Northern Busway. Chief Operations Officer
Jack is responsible for finance, ICT, people and capability and business services for DTMR. He has held executive roles in policy, management, service delivery and inter-government relations in the federal and state public sectors. He was previously Executive Director (Corporate) and Director (Transport Policy Office) in the former Queensland Transport. Jack has also spent some time in the private sector, providing advice on policy, management and service delivery to federal and state agencies.
Jack Noye Deputy Director-General, Corporate
Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Board of Management 91 Corporate social responsibility cont... Good governance through ethical leadership and positive relationships
Being a leader in stakeholder engagement and community and industry relations
Our ability to make quality decisions It ensures the effectiveness of During the transition phase of April and act upon them relies on the planning processes and governance to June 2009 the former Queensland provision of sound information, good practices and the integrity of reporting Transport Audit and Risk Committee judgement, ethical behaviour and systems. It is also responsible met three times and the former Main effective relationships. for sound financial management Roads Audit and Risk Committee met strategies and practices. four times. The application of effective compliance, performance and The board is supported by sub- Costs associated with external risk management processes and committees and these continued to committee members’ fees totalled mechanisms to develop robust operate during the transition phase of $29,269.35 (including GST). corporate and technical governance April to June 2009. In June 2009 the Director-General underpins our approach. Audit and Risk Committee approved a new Audit and Risk We have a number of internal Committee consisting of two accountability mechanisms The Audit and Risk Committee independent members (one as chair) in place to ensure we operate performs an advisory role to the and seven DTMR officers representing effectively and transparently. These Director-General, assisting him a broad range of DTMR functions. enable us to manage risk, seize to discharge his responsibilities The Queensland Audit Office is opportunities, monitor, evaluate and as prescribed in the Financial represented as a standing invited report performance. Administration and Audit Act 1977 guest and other invited guests and the Financial Management participate depending upon issues to The Director-General is accountable Standard 1997. It also acts as a be discussed. to the Minister for Transport, the board of review for the internal audit Minister for Main Roads and the function. Its key responsibilities are to: Apart from its key responsibilities, Premier of Queensland for the in 2009–10 the new committee will efficient, effective and financially • assess and contribute to the undertake the formulation of its responsible performance of DTMR audit processes related to the charter, the ratification of a work under the Financial Administration identification of our risks plan and the endorsement of the and Audit Act 1977. • review the annual audit plan financial statements for DTMR. • review our systems of internal Board of Management control and performance of the Capital Works Board The Director-General is supported internal audit function and risk The role of this board is strategic by and is part of a Board of management processes development, review and adjustment Management which includes the • evaluate our financial and of the financial and operational Associate Director-General, four operational reporting. performance of the capital works Deputy Directors-General and the program. Chief Operations Officer. During this period the respective committees from the former The board provides strategic departments endorsed financial leadership and direction to enable statements and approved work plans the development and implementation for the first half of the 2009–10 of initiatives and prioritisation of financial year. transport and road issues.
92 Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Good governance The safety, health and well-being of our people is a priority
Pollution response training exercise on board the Pacific Responder
Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Good governance 93 Corporate social responsibility cont... Good governance through ethical leadership and positive relationships cont...
Membership comprises the Deputy Information Steering The committee met on eight Director-General (Investment and Committee occasions between April and June Program Development), General 2009 as part of the annual funding In line with whole-of-government Manager (Portfolio Investment), and allocation process. Membership Information Standard 2 (IS2), the General Manager (Program comprised the Associate Director- Information Steering Committee was Development and Management), General, the Chief Operations Officer established by the former Main Roads General Manager (Integrated and the chair was the former General in 2006. Transport Planning), General Manager (Capability, Strategy Manager (Rail, Ports and Freight), Membership comprised four General and Finance). Director (infrastructure Program), Managers (Corridor Management The committee made Director (Infrastructure Delivery), and Operations, Engineering and recommendations to the Director- Executive Director (Finance and Technology, Program Development General on annual allocations and Budget), Director (Smart Travel and Delivery and Business Solutions key state-wide priorities. Centre—Queensland), Director and Information) (Chair) and (Regional Transport) and Manager Executive Director, (Solutions and The Board of Management of the (Strategic Network Planning) Investment as the Secretariat). former Queensland Transport met TransLink Transit Authority. as the Internal Budget Review The committee met in March and Committee to allocate resources The outcome of this board’s activities May to discuss and prioritise ICT for 2009–10. is an assurance that Queensland has initiatives as part of the former the right transport infrastructure, Main Roads budget resource A new Finance and Resources delivered as planned, in a cost allocation process. Committee will be formed early effective and time efficient manner. in 2009–10. The ICT Sub-Committee of the The board provides coordination former Queensland Transport made Technical Governance of capital works and leadership in recommendations on ICT governance, Committee planning and delivery of the capital strategy, emerging strategic risks and works program. opportunities, planning and priorities The former Main Roads’ Technical and evaluation. Governance Committee provided It ensures timely response to and independent monitoring and advice resolution of issues relating to the A new ICT committee will be formed on technical policies, strategies, delivery of transport capital works replacing the former Main Roads standards, guidelines, systems, projects and provides advice to Information Steering Committee and processes and practices. the Director-General and Deputy the former Queensland Transport Directors-General on the status of the ICT Committee. Executives from the The committee met in May and was capital works program. business areas responsible for policy, chaired by the General Manager planning, investment, delivery and (Engineering and Technology). Between April and June 2009 the operations will contribute. Membership comprised two General board met twice to approve the Managers (Program Development and SEQIPP of work and reviewed Resource Allocation Delivery and Assets and Operations), the governance arrangements for Committee five Executive Directors and two transport projects to support the Directors (from Engineering and The former Main Roads’ Resource DTMR’s business model. Technology, Program Development Allocation Committee ensured and Delivery, Major Projects and DTMR achieved its goals efficiently, RoadTek), a Regional Director effectively and economically, (Rockhampton) and an external operated within budget, and provided advisor from industry. reasonable value for money.
94 Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Good governance Costs associated with external committee members’ fees totalled $1,188 (including GST) during April to June 2009. The committee enabled whole- of-DTMR perspectives to be input into significant corporate technical decisions. The committee took a risk-based view of corporate capability, strives to ensure the best use of technical knowledge, and fosters a consistent approach to assessment and analysis of technical issues. This ensures that our standards are fit-for-purpose and applied consistently state-wide. Leadership, ethics, culture and stakeholder relationships are the foundation of our corporate The committee met in May to discuss governance framework technical matters in relation to road infrastructure. Accommodation Internal Audit Workplace Health and Safety Sub-Committee Governance Committee Internal audit is a key component of This committee provides our corporate governance. It has a The safety, health and well-being of governance policy, advice and central role in improving operational our people is a priority. coordinates DTMR’s office processes and financial practices by: The Workplace Health and Safety accommodation requirements. • identifying operational Governance Committee’s role is Membership of the committee deficiencies and non-compliance to provide strategic direction and comprises the Deputy Director- with legislation or prescribed support for workplace health and General (Corporate) (Chair), requirements safety across DTMR. Deputy Director-General (Policy • assessing the adequacy of internal Current initiatives include: and Planning), Chief Information controls in operational systems Officer and General Manager • introduction of a zero harm and processes (Transport Services). framework for workplace health • identifying and bringing a broad and safety Between April and June 2009 range of issues to management’s • introduction of a safety leadership the committee provided direction attention, including matters of key program to enhance the capability to guide DTMR’s participation risks, performance, efficiency and of our leaders in the whole-of-government economy decentralisation initiative for • creation of a whole-of-DTMR • monitoring whether agreed government office accommodation. safety management system as an remedial actions are undertaken. enabler for workplace health and safety governance.
Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Good governance 95 Corporate social responsibility cont... Good governance through ethical leadership and positive relationships cont...
Internal audit focuses on enhancing Risk management In the reporting period, the focus our corporate governance framework, has been on building an integrity We are committed to a proactive specifically the effectiveness framework based on the CMC Best approach to risk management of our governance systems for Practice Guidelines. A review of in all DTMR activities—strategic, accountability and performance. Our the integrity systems, policies and organisational and operational. achievements include: processes of the former departments Our aim is to deliver contemporary has been completed and processes • issued 18 audit reports in risk management practices that established to develop underpinning relation to compliance, systems, reasonably reduce the chance and policies to enable the framework. performance and project reviews, impact of adverse affects and enable with a further four draft reports Advice on ethics has been provided us to make the most of opportunities with clients in response to requests from as they arise. • approximately 80 sites used business areas. We are reviewing our risk Control Self Assessment (CSA), In 2009–10 training on ethics topics management practices throughout including customer service will continue while an overall ethics DTMR to develop an integrated risk centres, regional harbour master training program is developed. offices, regional school transport management strategy to identify and administration offices, call centres, respond to risks and opportunities Whistleblower protection Business Services and Rail, Ports and to implement a best-practice During the period April to June and Freight divisions strategy for risk management. 2009 we received 14 public • continued to develop new CSA The new strategy will support interest disclosures containing packages for new functions within risk management practices and allegations of official misconduct DTMR build confidence to ensure that and management of public funds, • mapped an annual audit plan a consistent risk management pursuant to the Whistleblower to the DTMR risk register and approach is adopted throughout Protection Act 1994. Of these reviewed the effectiveness of DTMR. This will benefit each division only seven were substantiated. We internal controls in mitigating risk by building and embedding risk commenced disciplinary action and/ management capability within DTMR • provided advice at the ICT or organisational improvement where business processes. Steering Committee meetings necessary, for all matters verified. and carried out specific internal Public sector ethics control reviews of the IT Freedom of Information The five ethics principles in the environment Up until 30 June 2009, we were Public Sector Ethics Act 1994 • provided advice to management required to provide a statement are fundamental to good public and investigated suspected official of affairs, under section 18 of the administration and these will form misconduct matters Freedom of Information Act 1992 the basis of our ethics framework (FOI Act). • provided an effective reporting in DTMR. and liaison mechanism to As of 1 July 2009, the FOI Act We have integrated the ethics the Crime and Misconduct will be replaced with the Right to capacity of the former departments Commission (CMC), including Information Act 2009 (RTI Act). of Queensland Transport and follow up on outstanding matters. Main Roads within the Internal Audit Branch.
96 Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Good governance Accessing our documents FOI statistics Applicants are requested to provide While we give information to the The most common types of proof of identity when making an community about our activities, applications we receive are requests application for documents concerning the FOI Act provided the public for access to documents relating to their personal affairs. with a formal means of accessing registrations, roadworks and major our documents, subject to construction projects in which we Make an on-line Information specific exemptions. are involved. In the period from 1 Access application or April to 30 June 2009, we received If access is required to certain download a form at: 175 applications. We completed 185, www.smartservice.qld.gov. documents and they are unable to some of which were from previous au/services/information- be obtained through normal dealings periods and are reported as completed requests/home.action with us, access may be available via and processed in the next period. the FOI Act. The introduction of the RTI Act Preparing for Right to Information further extends the public’s right to We are developing a framework that Applying for access to documents access government held information supports the implementation of the Applications to access documents are by development of publication RTI Act and the proactive release subject to a $38.00 fee. Processing schemes for our website. of information. and photocopying charges may also Types of documents held Achievements in 2008–09 include: apply. Due to our diversity, a large number • establishment and implementation All applications should be of documents and records are held of the whole-of-government Right forwarded to: in locations across the state. These to Information Framework in Manager RTI and Privacy Unit are created for specific subjects or accordance with the push model Department of Transport and projects based on our functions for information delivery Main Roads and activities. • development of publication GPO Box 1549 We create and/or receive the schemes for our website Brisbane Qld 4001 following document/record types: • development of a disclosure log • briefing notes, memoranda and • processes for the administrative For more information about release of information. internal correspondence RTI applications and fees • external correspondence to/from Making an application please contact the RTI and DTMR or our ministers under the RTI Act Privacy Unit on 07 3306 7108 or email: • tenders, agreements and contract From 1 July 2009 a formal contactrti@transportan documents application requesting access to d mainroads.qld.gov.au • plans and drawings for projects documents under the RTI Act may be • reports, submissions and made via: discussion papers • the Queensland Government • project documentation on-line RTI application at: www. • policy and strategy documents smartservice.qld.gov.au/services/ information-requests/home.action • agendas and minutes of DTMR committees • RTI application form available from: www.smartservice.qld.gov. • file notes, diaries, notebooks au/services/information-requests/ • audio/visual records home.action. • electronic mail, mail and facsimiles.
Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Good governance 97 Corporate social responsibility cont... Good governance through ethical leadership and positive relationships cont...
Protecting stakeholders’ privacy In September 2001, the Queensland Government introduced a privacy scheme for the public sector. The scheme ensures we respect the personal information we collect. We have been committed to ensuring privacy of information and compliance with the 11 Information Privacy Principles described in Information Standard 42—Information Privacy. The principles assisted the community and our people to understand our privacy responsibilities.
On 1 July 2009, the privacy scheme Managing knowledge with our electronic document and was replaced by the Information records management system Privacy Act 2009 (Privacy Act). The Privacy Act addresses concerns related to any breach of the Concerns or queries relating to the Making an application under Information Privacy Principles collection, access, storage, use or the Privacy Act disclosure of personal information, regarding unauthorised use of From 1 July 2009 application can be addressed to our Privacy personal information stored on requesting access to documents under Contact Officer: paper or electronic databases. It the Privacy Act may be made via: also aims to give the community Privacy Contact Officer • Information Access application control over use and disclosure of Department of Transport and at: www.smartservice.qld.gov.au/ personal information. Main Roads services/information-requests/ GPO Box 1549 home.action Brisbane Qld 4001 A copy of the Information
Privacy Act can be accessed at: You can request access to Email: www.qld.gov.au/ documents under the Privacy privacy@transportand right-to-information/ Act on-line at: mainroads.qld.gov.au www.smartservice.qld.gov. au/services/information- requests/home.action
Applicants are requested to provide proof of identity when making application for documents concerning their personal information.
98 Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Good governance While there is no application or • ongoing development of new Responding to processing charge for applications retention and disposal schedules stakeholders’ comments made under the Privacy Act access • ongoing development of the Any member of the public, customer, charges may apply. All applications business classification scheme employee or other stakeholder is able should be forwarded to: to ensure that changes to our to lodge a complaint, compliment Manager RTI and Privacy Unit business are accurately reflected in or feedback regarding our policy, Department of Transport and the official recordkeeping systems products or services. Main Roads • ongoing monitoring of The former Queensland Transport GPO Box 1549 recordkeeping requirements and former Main Roads complaint’s Brisbane Qld 4001 through our recordkeeping policies described principles and compliance checklist to identify expectations that assisted us gaps and education needs for in conducting our interactions For more information about compliance with the Queensland with stakeholders. We are in the Privacy applications and fees recordkeeping standards please contact the RTI and process of integrating these policies. Privacy Unit on • ongoing business support to 07 3306 7108 or email: encourage the use of our official Our on-line compliments and contactrti@transportand recordkeeping systems to further mainroads.qld.gov.au foster an information and complaints form can be found recordkeeping culture at: www.transportandmainroads. • ongoing involvement with whole- qld.gov.au Managing knowledge with of-government initiatives such as our electronic document and the development of the secondary records management system storage services contracts with the Queensland Government We continue to develop strategies Chief Procurement Office, and the and activities supporting the review of Queensland Information implementation of the Queensland Standards for Recordkeeping and Information Standards IS31 and IS40 associated standards under the Public Records Act 2002. Major initiatives undertaken during • development and implementation 2008–09 include: of strategies to meet the machinery of government • ongoing state-wide education requirements for the integration programs, formal seminars and of the former departments known advisory services to support as Queensland Transport and the knowledge transfer and Department of Main Roads. consistency in recordkeeping principles, practices and systems • ongoing review and development of recordkeeping policy, standards and procedures to ensure we meet all recordkeeping requirements under IS31 and IS40
Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Good governance 99 Environmental management Managing our impact on the environment
Our sustainable business practices Energy and water • RoadTek water truck operators demonstrate our commitment to the management continue to reduce the impacts environment, protecting Queensland on the environment around the now and for future generations. Energy management Gold Coast by supporting the The Queensland Government’s use of rainwater and recycled In November 2008, the Strategic Energy Efficiency Policy water whenever possible. The Queensland Government released sets government departments a 5% installation of a rainwater its ClimateSmart 2050 Strategy. reduction in energy use by 2010. Our treatment and collection system ClimateSmart Buildings: Towards Strategic Energy Management Plan last year has increased the amount Environmentally Sustainable captures a range of initiatives that of non-potable water available for Government Buildings provides target energy reductions across the projects. policies that ensure environmental state—ensuring we remain on track to sustainability is a key consideration achieve this target. Waste management in our business. We are reviewing our waste We have implemented a number Our commitment to this whole- management processes with the of initiatives to address energy of-government initiative has been intent of implementing a state- consumption. Our energy saving demonstrated by the establishment wide Waste Management Plan that initiatives include: of medium and long-term targets incorporates the requirements of the that contribute to the state’s • office lighting refurbishments and Environmental Protection (Waste environmental sustainability. replacements in our Warwick and Management) Policy 2000 and other Roma offices relevant government strategies. To Our targets also contribute complement this, many DTMR units to achieving the Queensland • Maritime Safety Queensland is have local waste management plans. Government’s Q2 ambitions. We trialling the use of high intensity deliver on this commitment by discharge lights instead of Our Waste Management Plan outlines striving to continuously improve traditional halogen on-demand a range of initiatives to reuse and our environmental performance and daylights and increasing the use of recycle. We have implemented a range implementing strategies that deliver solar power to power navigation of waste management initiatives practical, sustainable solutions. aids. across our offices and worksites. Our efforts and resources are Water management These include: focused on three key environmental We have been proactively managing • introduction of a recycling and management areas: responsible water consumption on a state-wide basis. Our Water Efficiency waste collection program in • energy and water management Management Plan ensures that a our Terrica Place building has increased recycling rates from 30 • carbon emissions range of initiatives are in place to monitor and manage our water percent to 62 percent. • waste management. usage. Our current initiatives include: • Maritime Safety Queensland is We ensure that environmentally trialling the use of buoys made • installing a water harvesting sustainable targets are from recyclable polyethylene. system in our Metropolitan considered in all our projects and Regional office, Brisbane, to We are committed to minimising our included appropriately. capture storm water for garden waste, while incorporating practices irrigation and cleaning purposes to reduce, reuse and recycle across all aspects of our business.
100 Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Environmental management Environmental sustainability: contributing to a healthier, more liveable environment
Protecting the environment through revegetation
Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Environmental management 101 Environmental management cont... Managing our impact on the environment cont...
Carbon emissions • Scope 1: emissions that occur It should be noted that directly from sources which DTMR is committed to supporting the comprehensive reporting of are owned or controlled by an Queensland Government’s Q2 target greenhouse gas emissions by organisation (e.g. emissions from to cut by one third Queenslanders’ agencies is sometimes limited due departmental vehicles, on-site carbon footprint with reduced car to the complexity of the operational diesel generators, gas boilers etc). and electricity use. This commitment boundaries of agencies within the public sector, especially in situations includes implementation of the • Scope 2: emissions that occur where internal government shared government’s climate change and indirectly due solely to an services providers are used. other environmental strategies. organisation’s consumption of electricity or steam for heating/ Six gases have been identified While the best available data has been cooling (which has been generated under the Kyoto Protocol as the used, in some instances estimates by the burning of fuels such as main greenhouse gas emissions that have been reported due to the coal, natural gas, etc at power need to be reduced. The gases are limitation of data collection systems, stations or other facilities not carbon dioxide, hydrofluorocarbons, for example in government-owned controlled by the organisation). methane, nitrous oxides, buildings where there are multiple tenants and the electricity usage perfluorocarbons and sulphur • Scope 3: emissions that occur cannot be attributed to a single hexafluoride. As part of standard indirectly due to actions of agency, the Department of Public emission measurement practices these the organisation, but from Works (DPW) calculates the electricity gases are mainly reported as carbon sources which are not owned or usage by tenanted agencies based on dioxide equivalent emissions (CO2-e). controlled by the organisation. the percentage of the leased floor area Some common examples of The Queensland Government occupied. these sources include employee continues to develop and improve business travel (in vehicles or whole-of-government data collection Table 4 outlines our carbon emissions aircraft not owned or controlled processes and systems to standardise during the period 27 March 2009 to by the reporting organisation) reporting of its greenhouse gas 30 June 2009. employees commuting to and emissions. The basis for this reporting from work; out-sourced activities; is consistent with acknowledged and transportation of products, national and international standards, materials and waste. Note: including the definitions outlined in inclusion of these emissions in the AS ISO 14064 standards and the any reporting needs to be based Australian Government’s National on the relevance to the operations Greenhouse Accounts Factors of the organisation. Workbook. These standards establish the following different categories For DTMR the key greenhouse of emissions that organisations emissions are those that are linked to (such as government agencies) need the following business activities: to consider, taking into account • vehicle usage the particular organisation’s operational boundaries as outlined in • electricity consumption the following information. • air travel.
102 Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Environmental management Table 4 Carbon emissions
Greenhouse Explanatory Activity gas emissions notes (tonnes of CO2)
Scope 1—Vehicle usage • QFleet vehicles 2,722 1 FOCUSING ON • Agency-owned vehicles 548 1b
Scope 2—Electricity consumption THE FUTURE • Purchased directly from an electricity retailer 9,284 2a In 2009–10, we aim to reduce • Sourced through a third party 2,705 2b the amount of building waste
Scope 3—Air travel disposed as landfill. To achieve • Domestic air travel on commercial airlines 552 3 this we are actively targeting • International travel on commercial airlines 15 3 40% reuse and recycling of waste materials (by weight) from Hired vehicles • Avis 89 4 office building projects. This target is consistent with Notes: the Queensland Government’s 1. The CO2-e emissions figure has been aggregated using National Greenhouse Emissions Reporting (NGER) guidelines and represents emissions for four primary fuel types: unleaded petrol, diesel, liquefied petroleum Recycling Policy for Building gas (LPG) and E10. Emissions shown are based on estimated kilometres travelled and available fuel consumption records. and Civil Infrastructure that takes effect from 1 July 2009. 1b. The CO2-e emissions figure for the period 1 April 2009 to 30 June 2009 has been calculated using National Greenhouse Emissions Reporting (NGER) guidelines and represents emissions for two primary fuel types: unleaded It is designed to ensure that petrol and diesel. Fuels used by agency owned and/or specialised vehicles including maritime safety vessels and back up generators. In the absence of comprehensive records for fuel usage this figure has been estimated from all state agencies adopt best the number of litres of fuel purchased practice with respect to waste 2a. This figure is largely based on available actual building electricity consumption records for the period 1 April 2009 to 30 June 2009. For these records, the emissions reported are limited to those linked to electricity construction materials for purchased directly from an energy retailer for this agency’s own buildings and any space it leases. Incomplete construction, refurbishment electricity consumption records have been extrapolated where necessary. and demolition projects All electricity consumption has been converted to carbon emissions using the Scope 2 conversion factor of 0.89 kg CO2-e/kWh as currently recommended in the Australian Government’s National Greenhouse Accounts associated with buildings Factors Workbook. and infrastructure. 2b. This figure is largely based on emissions associated with electricity use in leased spaces where electricity is not directly purchased by this agency from an energy retailer e.g. the electricity costs form part of lease charges. In 2009–10, we will continue to This figure includes estimated consumption (where specific details are not available) and actual electricity records received from government and private sector landlords. Incomplete electricity consumption records have been pursue energy and water saving apportioned and/or extrapolated where necessary. initiatives while promoting For example, in those major government office buildings owned by the Department of Public Works that do sound and sustainable business not have separate electricity sub-metering for tenants, the emissions associated with electricity consumption have been apportioned 45% to the landlord, and 55% to the tenants – in line with industry practice and practices. Initiatives include: historical benchmarking. 3. Air travel includes all flights recorded by the Queensland Government Chief Procurement Office (QGCPO) during • constructing an energy the period 1 April 2009 to 30 June 2009, specifically: efficient and environmentally (1) International air travel on all airlines; and sustainable office complex (2) Domestic air travel on all airlines. and laboratories at Nundah For all air travel, with the exception noted at (b) below, the following methodology is used: a) From data provided the QGCPO calculates the kilometres flown. The kilometre figure is divided by 100 and • upgrading the Spring Hill multiplied by an industry average number of litres of fuel burnt per passenger, per 100 km’s. A factor of 5 has been used for all air travel. The use of this method gives the average litres of fuel burnt for a flight, Office Complex lighting using per passenger. This figure is subsequently converted from litres into kilograms and then from kilograms into energy efficient technologies tonnes, before being multiplied by 3.157 (which represents the amount of CO2 tonnes produced by burning one tonne of aviation fuel; sourced from the International Civil Aviation Organisation). • establishing Green b) For domestic flights with Qantas, QantasLink, Jetstar and Virgin Blue for the period 1 April 2009 to Committees at local offices 30 June 2009 the number of passengers per sector was calculated. This information was then passed on to the respective airline for calculation of carbon emissions. throughout the state. These 4. The hire car vehicle emissions are calculated by Avis Australia and show only emissions for Avis Australia committees are run by vehicles booked under the Standing Offer Arrangement managed by the Queensland Government Chief Procurement Office. volunteers and focus on small sustainability improvements within the office and educating our people on initiatives they can implement at work and home.
Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Environmental management 103 Financial review Our financial position
Being a leader in stakeholder engagement and community and industry relations
Funding Our performance The combined published budget Our income (where our for the Department of Transport money came from) and Main Roads in 2008–09 was Revenue graph 11 illustrates the in excess of $6.1bn and included different categories of revenue earned contributions from the Federal by the department. The department Government totalling $1.7bn. In accounts for all transactions on addition, we collected in excess of an accruals basis and all revenue HIGHLIGHTS $1.5bn in administered receipts from reported is in line with departmental The focus in the final months user charges, fees and fines. of 2008–09 has been on operations. State government the integration of the former Our key strategic service delivery appropriations are the main source Department of Main Roads priorities this year were to: of revenue for us and accounts for and Queensland Transport. approximately 89% of the total • manage the impact of traffic Significant achievements revenue earned for the reporting growth and challenges during this period ending 30 June 2009. Due to period include: • develop and implement initiatives the size of this item it is not shown in • integration of the former to improve safety for users of the the graph above. departments’ finance transport system Our second major source of revenue functions into a new division • deliver the government’s transport is user charges. User charges are to provide best practice infrastructure commitments financial management and controlled by the department and • plan, provide, maintain, manage accounting services and are mainly derived from external lead the development of and operate the state-controlled sales, provision of services to financial performance culture road network to improve the other government agencies, underpinned with practical reliability of service to industry and recoverable works for other policy and governance and the community government authorities. • continued support of the • promote the increased use of department through the public transport and encourage integration, streamline more walking and cycling. finance services and continue to deliver cost effective, efficient business focussed finance services • continued the successful finance graduate development program by coordinating rotational development opportunities, enhancing retention rates, and undertaking recruitment of new graduates • taking a collaborative approach to driving business improvement outcomes across the department.
104 Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Financial review Table 5 Key financial indicators
For the reporting period Key indicators 27 March to 30 June 2009
Operating result ($60.265m)
Capital expenditure $1,142.374m
Debt balance $1,122.462m
Debt servicing ratio Ratio of borrowing cost expense 5% and redemption costs to total revenues from ordinary activities
* These figures reflect 3 months of the current financial year due to the newly formed Department of Transport and Main Roads.
Graph 11 Revenue
120
100 102
80
60 $m
40 36
20 16 5 0 User Grant and other Revenue from Other revenue Charges contributions controlled entities
* These figures reflect 3 months of the current financial year due to the newly formed Department of Transport and Main Roads.
Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Financial review 105 Financial review cont... Our financial position cont...
Our expenses (how we In addition, our depreciation is the spent our money) direct result our large infrastructure asset base. An asset revaluation Total expenditure for the new decrement has been recognised to department is $1.465bn. Graph 12 record the valuation movements in illustrates that supplies and services, our assets. depreciation, an asset revaluation decrement and Queensland Rail Another major expenditure item is service costs account for the majority Queensland Rail service costs, which of our expenditure. Approximately are the rail services and infrastructure 45.5% of the supplies and services support costs purchased by the costs are the result of payments to Queensland Government for all consultants and contractors mainly aspects of the rail network. for services in construction and maintenance activities.
Graph 12 Expenditure
500
450
400 441
350
300
250 $m
200 237 218
150 191
100 140 121
50 82 19 7 1 5 0
Employee expenses Supplies and services Depreciation Decomm infrastructure
Queensland rail Revaluation decrement Impairment losses Borrowing costs service costs Grants and subsidies Goods and services Other provided < fair value
* These figures reflect 3 months of the current financial year due to the newly formed Department of Transport and Main Roads.
106 Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Financial review Our assets (what we own) Graph 13 Assets Graph 13 shows our total assets 30,000 are made up of roads, bridges, busways, capital work-in-progress, 29,900 property, plant and equipment, 25,000 and other assets. Roads make up the majority of our 20,000 assets and are valued at $29.9bn.
Table 6 illustrates the break-up of $m 15,000 property, plant and equipment held by the department. Please refer to Note 3(q) of the 10,000 Financial Statements for further discussion on the valuation of our 5,000 infrastructure assets. 6,289 2,606 5,664 1,201 54 0 263
Roads Bridges Busways
Capital work in progress Property, plant and Other assets* equipment Maritime infrastructure
*Other assets include cash, receivables, and other minor asset categories.
Table 6 Property, plant and equipment
2008–09 Category $’000
Commercial land 318,545
Commercial buildings 195,353
Property held for future infrastructure 1,919,850
Road construction plant and equipment 102,606
Heritage and Cultural assets 1,033
Technical, IT and general plant and equipment 34,668
Work in progress 34,275
Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Financial review 107 Financial review cont... Our financial position cont...
Our liabilities (what we owe) Graph 14 Liabilities Graph 14 shows the total of current and non-current liabilities. Payables 30,000 and interest bearing liabilities make up the majority of our liabilities. The 25,000 1,122 majority of payables are invoices that remain outstanding to trade 984 creditors. The debt facility provided 20,000 by Queensland Treasury Corporation $m helps fund our infrastructure projects. 15,000 Consultancies Transport and Main Roads’ expenditure 10,000 on consultancies for the reporting
period 27 March to 30 June 2009 5,000 is in accordance with the whole-of-
government definition of consultants. 47 11 6 The total of $2.490m includes 0 engineering related consultancies Payables Interest bearing liabilities Accrued employee for management and delivery of the benefits roads program of $1.932m and also Tax liabilities Other liabilities other activities such as workforce
management of $0.558m. Graph 15 Source of funds Graph 16 Application of funds Voluntary early retirements 2% There was only one voluntary early 2% 1% 5% 5% 62% retirement offered by the department 65% 10% for the period 27 March to 30 June 26% 2009 with a total value of $13,145. 6%
Redundancies 9% There were no redundancies during 2% the reporting period. 2% 4%
Funding from Govt–Output revenue Capital expenditure Funding from Govt–Equity adjustment Road maintenance User charges TIDS* Grants and other contributions Debt servicing Other Stewardship and capability Borrowings Grants and subsidies Queensland rail service costs Funding (source and application) Supplies and services * Transport Infrastructure Development Scheme (TIDS) Funding from government comprises provides grants to local governments for roads and state output appropriations, equity transport infrastructure projects. injections and allocations from the Federal Government for capital and Capital expenditure was $1.142bn maintenance works on the National which includes projects funded by the Network. State and Federal Governments.
108 Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Financial review Shared services initiative The Shared Service Initiative is a whole-of-government approach to corporate service delivery. The vision is partnering in corporate services FOCUSING ON THE FUTURE to support and connect government. The Roads Implementation Plan (RIP) details a five-year investment plan for Shared services are underpinned by the Queensland road network. Key programs in the RIP include: standardising business processes, • continuing focus on safety and road asset preservation through the consolidating technology and pooling allocation of $300m to the SRS Program over five years from 2009–10, resources and expertise. including $20m allocated to specifically target motorcycle safety The Shared Service Agency (SSA) • implementing new programs of work in regional Queensland, with $150m announced in June 2008 for improvements to the road network provides transactional functions in in the Bowen Basin region to further support central Queensland’s coal the areas of finance, procurement, mining industry human resources, document and • allocating $31.9m to the Sustainable Resource Communities Program records management, and property for roadworks in regional Queensland and facilities management to the Department of Transport and Main • continuing to invest in south-east Queensland through delivery of SEQIPP projects Roads. • investing in system upgrades, including the Program and Project CorpTech is the provider and owner Management system of the SAP enterprise system. • roll-out of consistent state-wide systems and processes. They provide a dual role through As part of the implementation of the SEQIPP, some of the major public implementing human resource and transport related projects include: finance business solutions to the Department of Transport and Main • $171.8m towards the construction for the Northern Busway connection Roads and provide system support for between Enoggera Creek and Kedron these solutions. • $138.2m and $37.8m allocated for the construction of the Eastern Busway connection between Buranda and Main Avenue at Coorparoo and Princess Alexandra Hospital to Buranda respectively • $135m towards the Gold Coast Rapid Transit system project which involves delivery stages of light rail from Parkwood to Broadbeach.
Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Financial review 109 Appendix 1—Overseas travel
International knowledge exchange
Table 7 Overseas travel
Costs/funding* Name and position Dates of travel Reason for travel of officer and destination Agency $ Other $
Mr Peter Bryant May to 1 June 2009 Reason: Attend the World Road Association (PIARC) 4,119 (E) 2,422 (E) Principal Engineer technical committee meeting as the English-speaking (Austroads) (Pavement Design) Greece secretary representing Austroads. Attend the RILEM 7th International Symposium on Advanced Testing and Note: Actual figures cannot be Characterisation of Bituminous Materials. provided due to unavailability of Outcomes: Active involvement in the enhancement of information at time of printing knowledge of current international paving technology to be disseminated throughout Queensland and Australasia. Involvement in working group on improved maintenance methods for pavement practitioners and contributed to the work on climate change.
Mr Ross Pritchard 24 to 30 May 2009 Reason: Represent the Department of Transport and 3,018 Executive Director Main Roads at the Austroads Bridge Technical Reference (Structures) New Zealand Group Meeting and attend the Austroads Bridge Conference and present two papers. Outcome: Presented two papers at the conference, networked with other authorities and designers and monitored developments in bridge engineering. Attended the Austroads Bridge Technical Reference Group meeting.
Ms Susan Barlow 25 to 30 May 2009 Reason: Attend the Austroads Bridge Conference and 2,733 Senior Engineer present a paper on road and bridge barrier requirements (Road Safety) New Zealand near railway corridors. Outcome: Presented paper to international audience and attended conference, networked with other authorities and designers and gained new insights on bridge protection and asset management. Undertook inspection of Auckland Harbour bridge ‘quick moveable’ median barrier.
Mr Neil Doyle 28 June to 13 July 2009 Reason: Invited by the LGAQ to attend a study tour 1,379 10,000 General Manager to the United States of America (USA) and Canada (LGAQ) (Organisational Positioning and United States of America focusing on the USA and Canadian experience in gaining Stakeholder Relations) substantial benefits from reform in joint purchasing and shared services. Outcome: Looking at ways to make further increases in efficiency by scale and scope in service delivery as demonstrated by a number of USA local government jurisdictions. Evaluating ways to improve quality of performance information in Queensland and public access to it, similar to that in place in New York and Philadelphia and going well beyond FOI. Undertaking discussions with LGAQ indicating that there is a strong desire for reform and an opportunity to move cooperatively with state government support.
Captain Mike Lutze 14 April to 4 May 2009 Reason: To undertake port modeling/simulation in 171,0991 (Regional Harbour Master support of the safe introduction of liquefied natural gas Gladstone Gladstone–Maritime Safety United Kingdom vessel operations to the Port of Gladstone. Ports Queensland) Outcome: That liquefied natural gas (LNG) vessels can be Corporation safely handled in the Port of Gladstone. Golar That increased tug capacity is required to assist with Liquefied the handling of LNG vessels including emergency Natural Gas manoeuvres to assist vessels. Ltd That these vessels can be accommodated to Fishermans Conoco Landing with agreed widening and deepening of the Phillips Targinie Channel under strict operating parameters. BG International Pty Ltd
* Financial figures for the period 27 March–30 June 2009. Note 1. This is the total figure for the four employees who undertook this overseas travel. Note 2. This is the total figure for the four employees who undertook this overseas travel.
110 Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Appendix 1 Table 7 Overseas travel cont...
Costs/funding* Name and position Dates of travel Reason for travel of officer and destination Agency $ Other $
Captain Peter Domigan 14 April to 4 May 2009 Reason: To undertake port modeling/simulation in Gladstone (Manager, Pilotage Services– support of the safe introduction of liquefied natural gas Ports Maritime Safety Queensland) United Kingdom vessel operations to the Port of Gladstone. Corporation Outcome: That LNG vessels can be safely handled in the Golar Port of Gladstone. Liquefied That increased tug capacity is required to assist with Natural Gas the handling of LNG vessels including emergency Ltd manoeuvres to assist vessels. Conoco That these vessels can be accommodated to Fishermans Phillips Landing with agreed widening and deepening of the BG Targinie Channel under strict operating parameters. International Pty Ltd
Captain Elizabeth Datson 14 April to 4 May 2009 Reason: To undertake port modeling/simulation in Gladstone (Senior Marine Pilot–Maritime support of the safe introduction of liquefied natural gas Ports Safety Queensland) United Kingdom vessel operations to the Port of Gladstone. Corporation Outcome: That LNG vessels can be safely handled in the Golar Port of Gladstone. Liquefied That increased tug capacity is required to assist with Natural Gas the handling of LNG vessels including emergency Ltd manoeuvres to assist vessels. Conoco That these vessels can be accommodated to Fishermans Phillips Landing with agreed widening and deepening of the BG Targinie Channel under strict operating parameters. International Pty Ltd
Captain Ian Shepherd 14 April to 4 May 2009 Reason: To undertake port modeling/simulation in Gladstone (Senior Marine Pilot–Maritime support of the safe introduction of liquefied natural gas Ports Safety Queensland) United Kingdom vessel operations to the Port of Gladstone. Corporation Outcome: That LNG vessels can be safely handled in the Golar Port of Gladstone. Liquefied That increased tug capacity is required to assist with Natural Gas the handling of LNG vessels including emergency Ltd manoeuvres to assist vessels. Conoco That these vessels can be accommodated to Fishermans Phillips Landing with agreed widening and deepening of the BG Targinie Channel under strict operating parameters. International Pty Ltd
Alexander Gagel 23 May to 31 May 2009 Reason: Attend the Working Group 4 for developing the 8,180 (Principal Advisor (Solutions International Standard for Smartcard Interoperability Architecture) United States of America ISO/IEC 24727-5 as the role of Editor. (New Qld Driver Licence) Enterprise Outcome: Achieved ratification of key scope inclusions Information and Systems Division and composition of the second ISO/IEC 24727-5 Working Draft. Presented the second ISO/IEC 24727-5 Committee Draft and negotiated a manageable timeframe for future iterations on ISO/IEC 24727-5. This will lead to how the problems can be addressed, which in turn will ensure a robust New Queensland Driver Licence ISO/IEC 24727 implementation.
Captain John Finch 27 May to 3 June 2009 Reason: To undertake port simulation in support of the 49,2282 (Acting Regional Harbour Master– safe passage of vessels to the proposed new berths at Ports Maritime Safety Queensland) Malaysia the Port of Abbot Point (Bowen). Corporation Outcome: Completion of extensive port development of simulation program. Queensland Identification of port infrastructure options and safety related issues. Confirmation of proposed vessel operations within proposed port expansion configuration.
* Financial figures for the period 27 March–30 June 2009. Note 1. This is the total figure for the four employees who undertook this overseas travel. Note 2. This is the total figure for the four employees who undertook this overseas travel.
Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Appendix 1 111 Appendix 1—Overseas travel cont...
Table 7 Overseas travel cont...
Costs/funding* Name and position Dates of travel Reason for travel of officer and destination Agency $ Other $
Captain Thangiah Ranjit 27 May to 3 June 2009 Reason: To undertake port simulation in support of the Ports (Manager Pilotage Services– safe passage of vessels to the proposed new berths at Corporation Maritime Safety Queensland) Malaysia the Port of Abbot Point (Bowen). of Outcome: Completion of extensive port development Queensland simulation program. Identification of port infrastructure options and safety related issues. Confirmation of proposed vessel operations within proposed port expansion configuration.
Captain Mark Field 27 May to 3 June 2009 Reason: To undertake port simulation in support of the Ports (Senior Marine Pilot–Maritime safe passage of vessels to the proposed new berths at Corporation Safety Queensland) Malaysia the Port of Abbot Point (Bowen). of Outcome: Completion of extensive port development Queensland simulation program. Identification of port infrastructure options and safety related issues. Confirmation of proposed vessel operations within proposed port expansion configuration.
Captain Hugh Ripley 27 May to 3 June 2009 Reason: To undertake port simulation in support of the Ports (Senior Marine Pilot–Maritime safe passage of vessels to the proposed new berths at Corporation Safety Queensland) Malaysia the Port of Abbot Point (Bowen). of Outcome: Completion of extensive port development Queensland simulation program. Identification of port infrastructure options and safety related issues. Confirmation of proposed vessel operations within proposed port expansion configuration.
Total number of trips taken 13 Total cost 19,429 220,327
Mr Jon Douglas (RTD)** Reason: To undertake human factors training to ensure 1,324 2,187 Director (Traffic Engineering and 17 to 21 May 2009 work on sub-committee C1.1 (Integration of Human Austroads Road Safety) Factors into Road Design Standards) is able to progress Sweden prior to the full committee meeting in May 2009. Committee members were required to obtain a common basic knowledge of the role of human factors in road design in order to progress tasks assigned to them on the work program. Outcomes: Access to a network of international road safety engineering experts. Potential translation and application of international practices into projects currently being undertaken in Queensland, including human factors considerations in road safety engineering. Identification of a treatment to overcome the need to duplicate signal lanterns on combined pedestrian/cyclist crossing facilities.
Total number of trips taken 1 Total cost 1,324 2,187
* Financial figures for the period 27 March–30 June 2009. ** Return to Duty (RTD)—the term ‘return to duty’ refers to an officer resuming ‘on-duty’ status while still overseas on privately funded travel in order to attend a work-related conference, training, meeting or other activity. Note 1. This is the total figure for the four employees who undertook this overseas travel. Note 2. This is the total figure for the four employees who undertook this overseas travel.
112 Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Appendix 1 Appendix 2—Investments in controlled entities and reporting arrangements Our controlled entities and reporting arrangements
Controlled entities QML’s net toll revenue for the period Transmax Pty Ltd 1 April 2009 to 30 June 2009 was We exercise majority control over Transmax designs, develops, $42.8m, with earnings before interest, two entities, Queensland Motorways implements, maintains and supports tax, depreciation, and amortisation of Limited (QML) and Transmax Pty ITS products and services, primarily $26.5m and a loss after tax of $5.6m. Ltd (Transmax). using a proprietary range of in- Total borrowings at 30 June 2009 house developed systems, known as The financial results of QML and were approximately $2.4bn. STREAMS. These ITS products and Transmax are consolidated with The increase in borrowing is services give road network operators the parent entity in the financial attributable to the progression of systems to increase the capacity of statements. Shares in QML are held the Gateway Upgrade Project and existing and new road infrastructure, in trust on behalf of the state by QML’s transition to free-flow tolling. by providing a means to operate road the Associate Director-General of The Gateway Upgrade project, with networks more efficiently, enhance DTMR and Directors of Transport an estimated cost of $1.88bn, is the road safety and collect necessary Holdings Queensland Pty Ltd and largest road and bridge project in traffic information to improve future Queensland Treasury Holdings Pty the state’s history. The project is on road network performance. Ltd, representing the shareholding target for completion in the 2010–11 interests of Queensland Treasury. The STREAMS integrates the following financial year. Associate Director-General of DTMR functions within one system: holds all shares in Transmax. Implementation of full free-flow • motorway management tolling on the Queensland Motorways QML is the holding company of: • incident and event management network progressed significantly • The Gateway Bridge Company during the year, with the project on • traffic signal management Limited target to achieving ‘go live’ during • real-time passenger information • Logan Motorway Company July 2009. QML is the first toll road • parking guidance. Limited operator in Australia to introduce Transmax provides a selection of full free-flow tolling on an existing • Port Motorway Limited ITS products and services to DTMR toll road with the toll plazas on • Queensland Motorways and most local authorities across the Gateway Bridge and Logan Management Proprietary Limited. Queensland on a commercial basis. Motorways being reconfigured. We exercise majority control Transmax also provides motorway Full free-flow tolling has significant over these entities as well as the management and real-time traveller benefits for road users in terms of holding company. information systems to the Victorian improved travel time reliability, and South Australian governments. Operations and highlights improved safety through reduced slowing down and weaving, and Transmax has achieved a positive Queensland Motorways Limited reduced vehicle operating costs. operating result for 1 April 2009 to QML is one of the most progressive 30 June 2009 period, earning a net toll road operators in Australia. The profit before tax of $0.55m. Queensland Motorways network For more information connects people and places, about QML visit providing road users with a seamless www.qldmotorways.com.au link between national highways to the north, west and south of Brisbane and helping customers to easily reach their destination.
Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Appendix 2 113 Appendix 2—Investments in controlled entities and reporting arrangements cont...
Reporting arrangements
Table 8 Reporting arrangements
Name and type of entity: Cairns Ports Limited—company, government-owned corporation Function of entity: To control and manage the Port of Cairns Constituting Act: Government Owned Corporations Act 1993 Annual reporting: Annual report to parliament
Name and type of entity: Gladstone Ports Corporation Limited—company, government-owned corporation Function of entity: To control and manage the Port of Gladstone and Port Alma Constituting Act: Government Owned Corporations Act 1993 Annual reporting: Annual report to parliament
Name and type of entity: Mackay Ports Limited—company, government-owned corporation Function of entity: To control and manage the Port of Mackay Constituting Act: Government Owned Corporations Act 1993 Annual reporting: Annual report to parliament
Name and type of entity: Port of Brisbane Corporation Limited—company, government-owned corporation Function of entity: To control and manage the ports of Brisbane and Bundaberg Constituting Act: Government Owned Corporations Act 1993 Annual reporting: Annual report to parliament
Name and type of entity: Ports Corporation of Queensland Limited—company, government-owned corporation Function of entity: To control and manage the ports of Hay Point, Abbot Point, Lucinda, Mourilyan, Cape Flattery, Skardon Constituting Act: River, Weipa, Karumba, Maryborough, Cooktown, Burketown, Thursday Island and Quintell Beach Government Owned Corporations Act 1993 Annual reporting: Annual report to parliament
Name and type of entity: Port of Townsville Limited—company, government-owned corporation Function of entity: To control and manage the Port of Townsville Constituting Act: Government Owned Corporations Act 1993 Annual reporting: Annual report to parliament
Name and type of entity: QR Limited—company, government-owned corporation Function of entity: To provide rail-based freight and passenger transport services, including under contract to Queensland Transport where required, and to manage and provide access to its rail network Constituting Act: Government Owned Corporations Act 1993 Annual reporting: Annual report to parliament
114 Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Appendix 2 Appendix 3—Global reporting initiative element and index In pursuit of improved reporting and transparency, we are guided by the Global Reporting Initiative (GRI) Sustainability Reporting Framework for Public Agencies which is widely recognised as universal best practice. Below is a summary of the GRI reporting elements for public agency commentary and where they are addressed in the report.
Table 9 GRI index
Annual report GRI number Topic page number
Vision and strategy
1.1 Statement of the organisation’s vision and strategy regarding its contribution to 1, 2, 6 sustainable development
1.2 Statement from the CEO (or equivalent senior manager) describing key elements of 6 the report
Profile
2.1 Name of reporting organisation 6
2.2 Major products and/or services, including brands if appropriate 6
2.3 Operational structure of the organisation 89
2.4 Description of major divisions, operating companies, subsidiaries, and joint ventures 90
2.6 Nature of ownership; legal form 104
2.7 Nature of markets served. 2
2.8 Scale of the reporting organisation: 2, 4, 90, 104 • number of employees • products produced/services offered (quantity or volume) • net sales • total capitalisation broken down in terms of debt and equity
2.9 List of stakeholders, key attributes of each, and relationship to the 46 reporting organisation
2.10 Contact person(s) for the report, including e-mail and web addresses 1
Governance structure
3.1 Governance structure of the organisation, including major committees under the 92 board of directors that are responsible for setting strategy and for oversight of the organisation
3.4 Board-level processes for overseeing the organisation’s identification and 92 management of economic, environmental, and social risks and opportunities
3.6 Organisational structure and key individuals responsible for oversight 89
3.7 Mission and values statements, internally developed codes of conduct or principles, 96 and polices relevant to economic, environmental, and social performance and the status of implementation
3.9 Basis for identification and selection of major stakeholders 12, 43, 46
3.10 Approaches to stakeholder consultation reported in terms of frequency of 12, 43, consultations by type and by stakeholder group
Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Appendix 3 115 Appendix 3—Global reporting initiative element and index cont...
Table 9 GRI index cont...
Annual report GRI number Topic page number
Governance structure
3.11 Type of information generated by stakeholder consultations 12, 43, 46
3.12 Use of information resulting from stakeholder engagements 12, 43, 46
3.13 Explanation of whether and how the precautionary approach or principle is 96 addressed by the organisation
3.15 Principal memberships in industry and business associations, and/or national/ 9, 92 international advocacy organisations
3.18 Major decisions during the reporting period regarding the location of, or changes 10, 26 in, operations
3.19 Programmes and procedures pertaining to economic, environmental, and social 9, 12, 14, 18, 21, 26, 34, 38, performance. Include discussion of: 43, 44, 46 • priority and target setting • major programmes to improve performance • internal communication and training • performance monitoring • internal and external auditing • senior management review
3.20 Status of certification pertaining to economic, environmental, and social 64, 69, 80, 100 management systems
Economic performance indicators
EC1 Net sales 104
EC5 Total payroll and benefits (including wages, pension, other benefits, and redundancy Financial Statements–21, 29 payments) broken down by country or region
EC6 Distributions to providers of capital broken down by interest on debt and borrowings, Financial Statements–5, and dividends on all classes of shares, with any arrears of preferred dividends to 31, 45 be disclosed
EC7 Increase/decrease in retained earnings at end of period 104 Financial Statements–3, 4
PA8 Gross expenditures broken down by type of payment 104 Financial Statements–2
PA9 Gross expenditures broken down by financial classification Financial Statements–2
PA10 Capital expenditures by financial classification Financial Statements–57
Environmental performance indicators
EN1 Total materials use other than water, by type 100
EN2 Percentage of materials used that are wastes (processed or unprocessed) from 100 sources external to the reporting organisation
EN4 Indirect energy use 100
EN7 Description of the major impacts on biodiversity associated with activities and/or 100 products and services in terrestrial, freshwater, and marine environments
116 Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Appendix 3 Table 9 GRI index cont...
Annual report GRI number Topic page number
Environmental performance indicators
EN8 Greenhouse gas emissions 100
EN11 Total amount of waste by type and destination 100
EN13 Significant spills of chemicals, oils, and fuels in terms of total number and 6, 18, 20 total volume
Social performance indicators: Labour practices and decent work
LA6 Description of formal joint health and safety committees comprising management 95 and worker representatives and proportion of workforce covered by any such committees
LA7 Standard injury, lost day, and absentee rates and number of work-related fatalities 80, 82 (including subcontracted workers)
LA10 Description of equal opportunity policies or programmes, as well as monitoring 38, 84 systems to ensure compliance and results of monitoring
LA11 Composition of senior management and corporate governance bodies (including the 85 board of directors), including female/male ratio and other indicators of diversity as culturally appropriate
Social performance indicators: Human rights
HR12 Description of policies, guidelines, and procedures to address the needs of 85 indigenous people
Social performance indicators: Society
SO1 Description of policies to manage impacts on communities in areas affected by 26, 46, 60, 66 activities, as well as description of procedures/programmes to address this issue, including monitoring systems and results of monitoring
Social performance indicators: Product responsibility
PR1 Description of policy for preserving customer health and safety during use of 6, 26, 29, 60, 76 products and services, and extent to which this policy is visibly stated and applied, as well as description of procedures/programmes to address this issue, including monitoring systems and results of monitoring
PR8 Description of policy, procedures/management systems, and compliance 48 mechanisms related to customer satisfaction, including results of surveys measuring customer satisfaction
Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Appendix 3 117 Appendix 4—Legislation administered by the department
Adult Proof of Age Card Act 2008 Air Navigation Act 1937 Australian Shipping Commission Authorization Act 1977 Brisbane River Tidal Lands Improvement Act 1927 Central Queensland Coal Associates Agreement Act 1968 (Schedule parts IV–IVC) Century Zinc Project Act 1997 (ss 5(2)–(7), 11, 12, 13, 21) Civil Aviation (Carriers’ Liability) Act 1964 Maritime Safety Queensland Act 2002 Public Service Act 2008 Queensland Nickel Agreement Act 1970 (Schedule parts IV–V) State Transport Act 1938 State Transport (People Movers) Act 1989 Thiess Peabody Mitsui Coal Pty Ltd Agreements Act 1965 Tow Truck Act 1973 Transport (New Queensland Driver Licensing) Act 2008 Transport Infrastructure Act 1994 Transport Operations (Marine Pollution) Act 1995 Transport Operations (Marine Safety) Act 1994 Transport Operations (Passenger Transport) Act 1994 Transport Operations (Road Use Management) Act 1995 Transport Operations (TransLink Transit Authority) Act 2008 Transport Planning and Coordination Act 1994 Transport Security (Counter-Terrorism) Act 2008 Transport (South Bank Corporation Area Land) Act 1999
118 Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Appendix 4 Appendix 5—Transport infrastructure and investigation projects
Table 10 Transport infrastructure and investigation projects
Region Project name Status
1. Department of Transport and Main Roads infrastructure projects 2008–09
Greater Brisbane Boggo Road Busway (Eleanor Schonell Bridge to Princess Alexandra Hospital) Under construction
Eastern Busway: Princess Alexandra Hospital to Buranda, Buranda to Main Avenue, Under construction Coorparoo Land acquisition/pre- construction Northern Busway: Royal Children’s Hospital to Windsor, Windsor to Kedron Under construction Kedron to Chermside Under construction Planning South East Busway: Eight Mile Plains to Rochedale, Rochedale to Springwood Planning Planning Metro Freight Enhancements Freight works between Corinda and Darra Stations Royal Brisbane and Women’s Hospital cycle centre Under construction
Rail crossing grade separation (Acacia Ridge) Under construction
Gold Coast Robina to Varsity Lakes rail extension Under construction
Varsity Lakes to Elanora extension Planning
Gold Coast Rapid Transit (Helensvale to Broadbeach) Land acquisition and procurement Coomera to Helensvale track duplication Preliminary planning
Kuraby to Kingston third track Planning study
Sunshine Coast Caboolture to Beerburrum track duplication Beerburrum to Landsborough track Construction completed duplication Planning and detailed design Landsborough to Nambour rail duplication Planning
Caboolture to Maroochydore corridor study Planning
Beerwah rail crossing Under construction
CoastConnect Caloundra to Maroochydore quality bus corridor Planning
Petrie to Redcliffe multi-modal corridor Planning
Western Corridor Corinda to Darra rail upgrade Under construction
Darra to Springfield transport corridor (Stage 1) Under construction Darra to Springfield transport corridor (Stage 2) Planning South East Queensland TransLink Station Upgrade Program Under construction and ongoing planning South East Queensland HOV Network Plan Planning
South East Queensland Cycle Network Capital Program Under construction
Rollingstock Stage 2 (20 x three car sets) Under construction
Queensland Boating Infrastructure Capital and Maintenance Program Under construction
2. Department of Transport and Main Roads investigation projects 2008–09
South East Queensland Mt Lindesay to Beaudesert Strategic Transport Network investigation Draft report on study May 2009
Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Appendix 5 119 Appendix 6—Camera detected offence program
Table 11 Camera detected offence program financial overview 2008–09 as at 30 June 2009 Community attitudes The following results from recent Revenue $’000 research* indicate that the community regards speeding as a dangerous and Department of Transport and Main Roads 47,978 unacceptable behaviour. Of those drivers surveyed: Department of Justice and Attorney-General 13,609 • 85% agreed with the statement 61,587 Total revenue ‘I think speeding is a major Administrative and operational costs contributor to crashes’ • 80% agreed with the statement Department of Transport and Main Roads 3,322 ‘it’s time the community took a Queensland Police Service 20,677 stand against speeding’
Department of Justice and Attorney-General 2,820 • 71% support the use of fixed speed cameras in Queensland Total administrative and operational costs 26,819 • 82% support the use of red light Expenditure of remaining revenue cameras at intersections that can also photograph vehicles that Road accident injury rehabilitation programs 4,500 speed through the intersection Queensland Health: support to Red Cross Blood Bank • 86% support the use of cameras Improvements to the safety of state-controlled roads 27,253 Department of Transport and Main Roads or other technologies to detect dangerous road user behaviours Digital platform and digital camera technology 1,265 Queensland Police Service other than speeding • 52% feel that speeding is as Total expenditure of remaining revenue 33,018 dangerous as drink driving. Equity expenditure
Queensland Police Service 1,716
Total equity expenditure 1,716
Balance of 2008–09 revenue to be expended in 2009–10 34
* Each year DTMR commissions a Road Safety Attitudes Tracking Study by an independent market research company, Marketing and Communications Research. The most recent survey (June 2009) asked transport- related questions of a sample of 400 Queensland drivers. A number of the questions were specific to the Speed Camera Program.
120 Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Appendix 6 Graph 17 Average number of vehicles monitored per mobile speed camera notice issued*
260
240
220
s 200 vehicle 180 of
160 number
140
Average 120
100
80
60 06 06 06 06 06 06 06 06 06 06 06 06 07 07 07 07 07 07 07 07 07 07 07 07 08 08 08 08 08 08 08 08 08 08 08 08
Jul Jul Jul Jan Jan Jan Jun Jun Jun Oct Oct Oct Apr Apr Apr Feb Feb Feb Dec Dec Dec Nov Nov Nov Aug Aug Aug Sep Sep Sep Mar Mar Mar May May May
The table above shows the average number of vehicles that were monitored for every mobile speed camera notice that was issued between January 2006 and December 2008.
Table 12 Mobile speed camera penalty brackets for 2008*
Up to 12 13–20 21–30 31–40 More than Penalty bracket km/h km/h km/h km/h 40 km/h Total Number of mobile speed camera 185,802 130,406 19,265 2,440 802 338,715 infringements Percentage 54.9% 38.5% 5.7% 0.7% 0.2% 100%
* Data supplied by the Queensland Police Service. * Penalty bracket is vehicle exceeding the speed limit by this amount.
Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Appendix 6 121 Appendix 6—Camera detected offence program cont...
Graph 18 Average number of vehicles per red light camera notice issued*
4,500
4,000
3,500 s
3,000 vehicle
of
2,500
Number 2,000
1,500
1,000 2006 2006 2006 2006 2006 2006 2006 2006 2006 2006 2006 2006 2007 2007 2007 2007 2007 2007 2007 2007 2007 2007 2007 2007 2008 2008 2008 2008 2008 2008 2008 2008 2008 2008 2008 2008
Jul Jul Jul Jan Jan Jan Jun Jun Jun Oct Oct Oct Apr Apr Apr Feb Feb Feb Dec Dec Dec Nov Nov Nov Aug Aug Aug Sep Sep Sep Mar Mar Mar May May May Queensland
The average number of vehicles that were monitored for every red light camera notice that was issued between January 2006 and December 2008. *26,794 red light camera infringement notices were issued for the 2008 calendar year. Data for red light cameras supplied by the Queensland Police Service.
Graph 19 Average number of vehicles per fixed speed camera notice issued* Vehicles per Fixed Speed Camera Notice January 2008–December 2008
600
500
400 s
300 vehicle
of
200 Number 100
0 2008 2008 2008 2008 2008 2008 2008 2008 2008 2008 2008 2008
Jul Jan Jun Oct Apr Feb Dec Nov Aug Sep Mar May Queensland
*The average number of vehicles that were monitored for every fixed speed camera notice that was issued between January 2008 and December 2008. Note: The Fixed Speed Camera Program was introduced in December 2007.
Table 13 Fixed speed camera penalty brackets for 2008*
Up to 12 13–20 21–30 31–40 More than Penalty bracket** km/h km/h km/h km/h 40 km/h Total Number of fixed speed camera 41,933 26,264 3,362 437 182 72,178 infringements Percentage 58.1% 36.3% 4.7% 0.6% 0.3% 100%
* Data supplied by the Queensland Police Service. ** Penalty bracket is vehicle exceeding the speed limit by this amount.
122 Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Appendix 6 Appendix 7—Performance statements
Table 14 Output: Rail, Ports and Aviation Systems
2004–05 2005–06 2006–07 2007–08 2008–09 2008–09 Measures Note Actual Actual Actual Actual Target/Est Actual Quantity Kilometres of rail track subsidised 1 6,916 6,745 6,652 6,619 6,648 6,435 Kilometres of rail corridor managed (leased and sub‑leased) 2 9,703 9,815 9,831 9,798 9,798 9,798 Number and percentage of Local Government/ Community airports that meet Regular Public Transport Standard by Region:
Far North Queensland 19 and 57 20 and 60 22 and 66 22 and 66 22 and 66 22 and 66
Remainder of Queensland 3 57 and 50 61 and 52 64 and 60 64 and 60 64 and 60 64 and 60 Number and percentage of strategic port land use plans receiving coordinated Government input 4 0 0 1 and 100 1 and 100 2 and 100 2 and 100 Number of passenger trips taken in contract areas: Rail– Traveltrain 5 464,186 436,430 434,844 440,726 433,500 446,579 Rail fatalities per 100,000 population 6 0.08 0.27 0.10 0.14 0.10 0.12 Hospitalised rail casualties per 100,000 population 7 1.03 0.15 0.17 0.35 0.28 0.43 Number of level crossing occurrences per 1,000,000 train km travelled 0.66 0.41 0.56 0.37 0.50 0.41 Cost ($) Cost ($) of subsidy per passenger kilometre Traveltrain 0.38 0.41 0.48 0.49 0.51 0.51 Ratio of Queensland Transport overhead costs to contractual payments (percentage) 8 0.11 0.11 0.16 0.16 <2 0.14
Notes: 1. Includes standard gauge line which runs between Acacia Ridge and the Queensland/New South Wales border and is used by freight services. The 2008–09 actual excludes the closed 213 kilometre Winton to Hughendon rail line. 2. Includes QR Limited corridors. 3. In 2004–05, all privately owned airports were excluded from total, including those owned by mining companies and other private operators. 4. Periodic review of strategic port land use is performed by government-owned port corporations as required by section 284 of the Transport Infrastructure Act 1994. These plans are initiated by the government-owned port corporations and must be prepared at least every eight years. In some years, while there is consultation on plans being developed, there may be no plans submitted for coordinated government input. 5. Decline in patronage numbers since 2004–05 is likely to be due to increased number of low fare airline services and an increased tendency for domestic tourists to self-drive. Patronage numbers in 2007–08 appear to have stabilised. The 2007–08 results increased due to a number of significant marketing initiatives by QR Limited. 6. In 2005–06, Queensland had 11 rail related fatalities (excluding suicides). 7. In 2004–05, the Tilt Train derailment caused a large number of hospitalised casualties. 8. Includes costs involved in managing the transport service contracts for Traveltrain, regional freight, below rail and standard gauge.
Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Appendix 7 123 Appendix 7—Performance statements cont...
Table 15 Output: Integrated Transport Planning
2005–06 2006–07 2007–08 2008–09 2008–09 Measures Note Actual Actual Actual Target/Est Actual Quantity Number of development applications assesssed under Queensland Transport’s Integrated Planning Act 1997 Concurrence powers - - 900 600 771
Quality Level of satisfaction expressed by key stakeholders High High High High High
Timeliness
Percentage of projects meeting milestones 1 - - 75% 80% 71% Percentage of development applications assessed within Integrated Planning Act 1997 timeframes - - 100% 95% 100%
Cost ($) Total value of transport studies and investigations ($million) 2 - - 6.2 6.0 10.4
Notes: 1. Decrease in planning projects meeting milestones due to unavoidable delays in public consultation, environmental approvals and project delivery decisions. 2. Increase in value of transport studies and investigations are due to the departmental realignment of corridor planning activities following the formation of the TransLink Transit Authority.
124 Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Appendix 7 Table 16 Output: Road Use Management
2004–05 2005–06 2006–07 2007–08 2008–09 2008–09 Measures Note Actual Actual Actual Actual Target/Est Actual Quantity Road fatalities per 100,000 population 7.89 8.45 8.86 7.85 7.75 8.09 Hospitalised road casualties per 100,000 population 1 159.43 155.79 155.32 - - - Number of new school crossing supervisors employed 17 14 10 15 15 15 Number of school crossings opened 14 14 10 15 15 15 Compliance officer hours on-road 2 - 38,677 53,215 60,742 70,100 73,480 Number of licences on register 2,639,287 2,718,563 2,831,419 2,921,109 3,017,000 3,048,521 Number of vehicles on register 3,527,182 3,694,129 3,882,215 4,082,072 4,287,000 4,219,790 Motor vehicle registration revenue ($million) 795 826 891 971 998 1,047 Road Transport greenhouse gas emissions (1,000 tonnes, CO2eq) per 100,000 population 3 - - 410 388 405 385 Quality Proportion of actions from Queensland Road Safety Action Plan implemented (percentage) 4 100 100 100 100 100 95 Proportion of people in target audience who have high-level awareness of road safety campaigns (percentage) 90 99 97 96 90 93 Timeliness Proportion of national road transport reforms implemented within specified timeframes (percentage) 5 100 100 73 90 100 85 Average length of queue times in customer service centres (minutes) 6 12 min 6 sec 10 min 38 sec 10 min 36 sec 10 min 31 sec 10 min 10 min 51 sec Percentage of calls received by the call centre answered within three minutes 71.0% 94.0% 89.0% 85.9% 80.0% 79.9% Cost ($) Direct cost per delivery of registration renewal–average across all delivery channels 5.97 5.82 5.79 5.15 5.13 5.15
Notes: 1. Delays in receiving data sets from new Queensland Police Service reporting systems have impacted the ability to report this performance measure. 2. The number of hours represents a small percentage of the total compliance effort per year and is subject to fluctuations when there are competing priorities such as flooding, disaster management and asset protection. 3. Data source is the Australian Greenhouse Office. The most recent data available is from 2007. 4. Delays in development of legislation and information systems. 5. A number of the road transport reforms are yet to be finalised. 6. The average wait time in customer service centres across the state is slightly higher than the target of 10 minutes due to factors including an increase in population growth and associated face-to-face transactions, particularly in the south-east corner, and an upsurge in licensing activity generated by the Young Driver Project initiated by the government on 1 July 2007.
Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Appendix 7 125 Appendix 7—Performance statements cont...
Table 17 Output: Maritime Safety
2004–05 2005–06 2006–07 2007–08 2008–09 2008–09 Measures Note Actual Actual Actual Actual Target/Est Actual Quantity
Number of registrations
Recreational 193,460 202,958 212,545 222,381 234,000 228,869
Commercial 5,776 5,778 5,597 5,621 5,690 5,614 Number of licences (new issues)
Recreational 31,794 61,242 34,158 38,423 40,400 40,409
Commercial 1 854 819 944 1,103 1,000 1,129 Number of transactions associated with commercial licences 1, 2 2,301 3,256 1,687 1,985 2,200 2,485 Person hours of maritime compliance activity 3 22,150 20,835 22,500 24,037 24,100 21,980 Person hours preparing for pollution incidents 4 10,100 8,696 8,821 10,581 10,000 8,500 Person hours of maritime education activity 5 11,936 11,184 12,000 12,010 8,000 13,616 Number of safe vessel movements in pilotage areas as a percentage of total movements * - - - - 99.8 100 Number of safe vessel movements in the REEFVTS area as a percentage of total movements * - - - - 99.8 99.95 Quality Non-compliance instances 6 1,650 4,707 3,928 3,245 9,700 12,565 Proportion of time international standards for aids to navigation are met (percentage) 90 91 95 98 95 98.14 Timeliness Percentage of licensing applications responded to within statutory requirements 2, 7 95 96 94 91 100 83 Percentage of registration applications responded to within statutory requirements 2, 7 95 92 94 90 100 77
Notes: 1. Several changes in the commercial licensing system have been implemented in 2008–09 causing an increase in the number of new licences issued. This has also had an impact on the number of applications associated with commercial licences. 2. Changes involving the SVOC (Small Vessel Operator Certificate) and MED (Marine Engine Driver) licences caused and increase in the number of commercial licences issued, as well as the number of applications associated with commercial licences in 2008–09. This has affected application response times. 3. The reduction in compliance hours of activity reflects activity by a reduced number of officers who are solely engaged in compliance activity and no longer includes staff engaged in part-time compliance. 4. The 2008–09 actual was impacted by officers responding to the Pacific Adventurer oil spill in south-east Queensland as compared to preparing for a future incident. 5. Additional resources have been undertaking maritime education activity leading to a higher than projected result in 2008–09. 6. The increase in the non-conformance incident rate from 2004–05 to 2005–06 is largely attributed to Maritime Safety Queensland’s shift to a risk-based compliance monitoring program that specifically targets vessels with a history of non-conformance. The reduction in detected non-compliances in 2007–08, was due to a change in compliance strategy, using profiles of vessels at greater risk. A higher than expected number of Marine Infringement Notices were issued in 2008–09, even though less hours were committed to compliance activity. 7. Changes involved in the SVOC (Small Vessel Operator Certificate) and MED (Marine Engine Driver) licences have impacted on the percentage of licence applications responded to within statutory requirements in 2008–09. * New measures in 2008–09.
126 Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Appendix 7 Table 18 Output: Public Transport Services
2004–05 2005–06 2006–07 2007–08 2008–09 2008–09 Measures Note Actual Actual Actual Actual Target/Est Actual Quantity Number of authorities–new and renewal
Operator Accreditation 1 4,681 5,170 4,647 3,965 5,000 4,406
Driver Authorisation 1, 10 19,382 20,402 23,570 23,653 18,000 30,943
Number of licences on issue
Taxi Licences 2,281 2,966 3,135 3,138 3,275 3,221 Percentage wheelchair accessible 14.0 12.8 15.3 16.4 17.0 19.1
Limousine Licences 2 455 383 454 490 520 525 Number of taxi contracts managed 26 23 23 23 24 23 Number and percentage of total school children assisted 3 140,518 139,918 145,960 155,000 146,000 151,320 Number of communities directly supported by service contracts 22.0 22.0 22.0 22.0 22.0 21.4 Air 4 26 26 26 26 26 26 Long distance bus services 50 50 50 50 50 50 Number of vehicle kilometres in bus contract areas Bus (Other) 5, 6 10,658,000 11,000,000 12,887,432 13,093,310 13,300,000 18,378,000 Bus (Long Distance) 4,117,879 4,214,154 4,459,908 4,459,908 4,450,000 4,347,022 Revenue collections for authority renewals ($’000s) Operator Accreditation 1 719 823 799 810 814 798 Driver Authorisation 1 666 685 878 861 637 1,039 Number of hours of compliance activity directed at target groups 9,177 11,345 10,843 10,843 14,300 15,379 Number of passenger trips taken in contract areas Bus (Other Urban) 8,003,013 8,780,000 10,093,261 11,451,350 11,500,000 11,963,046 Taxi (Under the Taxi Subsidy Scheme) 2,005,393 1,918,312 1,923,311 2,270,000 2,000,000 1,902,919 Number of passengers carried on contract air services 4, 7 180,840 192,700 221,848 239,760 260,000 255,600 Number of air services operated under contract 4, 7 5,626 5,707 7,263 7,264 8,200 6,411
Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Appendix 7 127 Appendix 7—Performance statements cont...
Table 18 Output: Public Transport Services cont...
2004–05 2005–06 2006–07 2007–08 2008–09 2008–09 Measures Note Actual Actual Actual Actual Target/Est Actual Quality User satisfaction ratings of public transport by service type 8 Bus (regional urban– government contracted) 3.65 3.58 3.55 3.43 >3.5 66
Taxi 3.62 3.57 3.53 3.39 >3.5 66 Ferry (regional urban– government contracted) 4.02 3.89 3.84 3.89 >3.5 72
Location Cost ($) of subsidy per passenger per kilometre in contract areas
Bus (Other–regional urban) 0.12 0.12 0.12 0.12 0.12 0.12
Cost ($) Ratio of overhead costs to total assistance payments and subsidies paid (percentage) 9 3.5 3.5 3.5 3.1 3.5 3.3 Whole-of-Product Cost per transaction involving authorities and licences 11 Driver Authorisation Bus/ Taxi 50.00 50.00 51.49 52.99 53.14 54.58 Average Operator Accreditation Bus/Taxi/ Limousines 362.00 372.00 378.67 389.65 390.78 401.34
Notes: TransLink Transit Authority reports on public transport in south-east Queensland (excluding taxis). Refer to the TransLink Transit Authority Annual Report 2008–09 for further information. 1. Predicting annual renewal numbers and revenue is difficult as people can renew their operator accreditation and driver authorisation from one to five years. There has been an increase in the number of one-year taxi and limousine driver authorisation renewals due to the economic downturn. 2. The sale of limousine licences is experiencing consistent annual growth. 3. The overall school population has risen, partly due to the introduction of the prep year in 2007. This has resulted in an increase in the number of children assisted although the percentage assisted remains around the same. 4. In spite of a decrease in passenger numbers on air services operated under contract, in 2008–09 the number of communities directly supported has been maintained. 5. Kilometres travelled to deliver the timetabled services in regional urban bus networks. 6. The 2008–09 actual includes school service vehicle kilometres travelled. 7. Passenger numbers have decreased due to the collapse of MacAir. Passenger numbers on these services in late 2008 were inconsistent due to ad-hoc air services on the MacAir routes. 8. Survey scoring methodology has changed from 1–5 scale to 1–100 scale in 2008–09. These surveys focus on user satisfaction of government contracted regional urban bus services and regional urban ferry services, as well as taxis. TransLink Transit Authority will report on user satisfaction on public transport in south-east Queensland (excluding taxis). Please refer to the TransLink Transit Authority Annual Report 2008–09 for further information. 9. This measure is an estimate of the ratio of overhead costs to the total payments under the school transport assistance scheme. 10. The 2007–08 actual figure of 11,696 that was published in the Queensland Transport 2007–08 annual report was for the number of renewals only. This figure now includes the number of authorities issued new and renewal for 2007–08. 11. The 2005–06 figure for Average Operator Accreditation Bus and Taxi was incorrect in the Queensland Transport Final Report. The 2007–08 actual figures have been updated from those published in the Queensland Transport Final Report.
128 Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Appendix 7 Table 19 Output: Road System Planning
2004–05 2005–06 2006–07 2007–08 2008–09 2008–09 Measures Note Actual Actual Actual Actual Target/Est Actual Quantity Road length (state‑controlled roads)
- total kilometres 33,555 33,536 33,535 33,552 33,550 33,343
- total urban lane kilometres 3,935 3,963 4,053 4,103 4,110 4,178
- total rural lane kilometres 58,009 58,239 58,486 58,708 58,661 59,491 Percentage of lane kilometres unsealed 12.5% 12.0% 11.5% 11.2% 12.1% 11.5% Number of bridges Timber: 453 432 417 390 392 366 Number of bridges Other: 2,422 2,477 2,494 2,524 2,446 2,586
Quality Road system seal age (percentage of the state- controlled road network exceeding the optimal seal age) 15.0% 15.2% 16.1% 16.2% 16.2% 18.8% Road system condition (the percentage of rural and urban state-controlled roads with condition better than the specified benchmark) Urban 98% 98% 98% 98% 98% 98% Rural 97% 95% 95% 95% 95% 95% Road ride quality (the proportion of travel undertaken each year on rural and urban state- controlled roads with conditions better than the specified benchmark, using Austroads Smooth Travel Exposure methodology) < 110 NRM (4.2 IRI) Urban 96% 96% 95% 95% 95% 95% Rural 92% 92% 92% 92% 92% 92%
< 140 NRM (5.3 IRI) Urban 99% 99% 99% 99% 99% 99% Rural 98% 98% 98% 98% 98% 98% Cost ($) Replacement value of state- controlled road network ($’000) (prior to considering depreciation) 1 $29,509,000 $31,705,000 $35,872,080 $72,233,000 $39,420,653 $54,877,000 Value of properties held for future works as a percentage of the replacement value of the state-controlled road network 2.0% 2.7% 2.3% 1.5% < 2% 3.1%
* Estimated actual. Note: 1. The 2008–09 Target/Estimate reflects an estimate determined prior to the completion of the five-year comprehensive road asset valuation review required to be undertaken for 2007–08. This estimate was based on the ‘2006–07 Actual’ valuation, plus roadworks programmed for delivery in 2007–08 and 2008–09. The ‘Actual’ asset valuation assessment for 2008–09 reflects the outcome of stage 2 of the major review of road asset valuation and depreciation methodology. It continued the change implemented in 2008, but has produced a more efficient and repeatable valuation process, which includes greater discipline in applying ‘greenfields’ assumptions to the estimating process and a reflection of real prices for inputs in the prevailing economic climate.
Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Appendix 7 129 Appendix 7—Performance statements cont...
Table 20 Output: Infrastructure Program Development and Delivery
2004–05 2005–06 2006–07 2007–08 2008–09 2008–09 Measures Note Actual Actual Actual Actual Target/Est Actual Quantity
Number of lane kilometres rehabilitated 1 376* 439* 688 774* 540 748
Number of lane kilometres resealed/resurfaced 1 4,029* 4,033* 4,891 4,700* 4,500 4,139
Number of timber bridges rehabilitated and/or replaced - - 18 25* 28 29
Number of timber bridges remaining on Higher Mass Limit (HML) routes - - 11 10* 8 8
Timeliness
Percentage of major construction projects for which construction commenced no later than four months after programmed commencement date 79% 88% 83% 91% 90% 94%
Percentage of major construction projects completed no more than 10% outside the programmed construction period 87% 79% 78% 89% 90% 86%
Location
Number of crashes by road users at and around road project worksites 2 77* 26* 11 - < 26 -
Cost ($)
Percentage of major construction projects costing less than 10% over programmed estimate 89% 90% 87% 89% 90% 91%
Expenditure on road maintenance and rehabilitation 1 - $391m* $500m $546m* $461m $633m
* Estimated actual. Notes: 1. Measure first reported in 2006–07. 2. Results sourced from Queensland Police Service. Data not available since 2006–07.
130 Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Appendix 7 Table 21 Output: Road Stewardship
2004–05 2005–06 2006–07 2007–08 2008–09 2008–09 Measures Note Actual Actual Actual Actual Target/Est Actual Quantity
Percentage of completed road corridor environmental assessments 92%* 79%* 86% 100%* 100% 100%
Percentage of Roads Implementation Program projects with environmental assessments undertaken 1 - 95% 96% 87% 100% 99%
Network availability to increased capacity heavy vehicles (the percentage of Type 2 Road Train network available)
AAB-Quad 27% 27% 29% 30% 30% 33% BAB-Quad 58% 58% 59% 100% 100% 100% ABB-Quad 21% 21% 23% 100% 100% 100%
Number of significant environmental incidents investigated by the Environmental Protection Agency or the Department of Natural Resources and Water 2 - - - 4 0 19
Number of fatalities on state- controlled roads per 100,000 population 3 4.92 4.74 4.84 5.00 ≤ 3.97 4.86 Number of fatal crashes on state- controlled roads per 100 million vehicle kilometres travelled 3 0.66 0.67 0.69 0.67 ≤ 0.57 0.59 Number of serious injury (hospitalisation) crashes on state- controlled roads per 100 million Improvement vehicle kilometres travelled 4 10.04 9.43 8.40 - over time -
Number of killed and serious injury (KSI) crashes on state-controlled roads per 100 million vehicle kilometres travelled by identified crash type 4
Intersection 3.84 3.86 3.49 Head-on 0.75 0.68 0.58 Improvement Run off road 3.57 3.34 3.11 - over time -
Quality
Congestion indicator relating to the greater Brisbane area (urban–average weekday AM and PM peak): Difference between actual travel speed and posted speed limit(s) on a representative sample of arterial roads and freeways in the urban metropolitan area (This indicator will grow as congestion increases.)
AM peak km/h 28.3 31.9 31.0 39.9 44.0 39.1 PM peak km/h 25.3 26.9 23.7 31.8 35.0 31.6 Off peak km/h 15.5 17.6 17.7 21.7 24.0 21.9 All day km/h 22.8 25.2 23.4 32.2 35.0 31.3
Percentage of state-controlled road network with an acceptable ‘level of service’ consistent with Austroads methodology 5
Urban 42% 40%* 40% 40% Rural - - 84% 84%* 84% 84%
* Estimated actual. Notes: 1. 2005–06 Actual result sourced from Roads Implementation Program. Measure first reported in 2006–07. 2. Measure first reported in 2007–08. 3. The 2008–09 Target/Estimate is based on the Australian Transport Council target of a 40% reduction over the 2001–2010 period, as published in the National Road Safety Strategy 2001–2010. 4. Results sourced from Queensland Police Service. Data not available since 2006–07. 5. Measure first reported in 2006–07.
Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Appendix 7 131 Appendix 7—Performance statements cont...
Table 22 Output: Road System Access Funding
2004–05 2005–06 2006–07 2007–08 2008–09 2008–09 Measures Note Actual Actual Actual Actual Target/Est Actual Quantity
Number of Transport Infrastructure Development Scheme (TIDS) projects funded 739* 440* 443 720* 742 749
Bikeways–kilometres completed 1 - - - 104* 99 55
Cost ($)
TIDS funding 2 - - $52.0m $93.6m* $65.6m $72.2m
Black spot–Australian Government funding on local government roads 3 $5.5m* $4.2m* $3.7m $3.3m* $5.5m $2.4m
Bikeway grants 1 $3.6m* $4.6m* $4.6m $7.1m* $4.3m $2.4m
*Estimated actual. Notes: 1. The lower 2008–09 actual reflects variations due to rescheduling of projects on local government work programs. Remaining work will be finalised in 2009–10. 2. The 2007–08 actual includes carry-over of works from the previous year. 3. Measure reported as ‘Black spot funding on local government roads’ prior to 2008–09.
Table 23 Commercialised Business Unit: RoadTek
2004–05 2005–06 2006–07 2007–08 2008–09 2008–09 Measures Notes Actual Actual Actual Actual Target/Est Actual Financial performance measures
Capital structure
Total debt/equity 42.0%* 40.0%* 33.0%* 29.0% 27.0% 25.0%
Long term debt/total assets 21.7%* 20.3%* 17.1%* 15.9% 15.9% 14.4%
Return on equity 1 - 14.4%* 20.5%* 20.1% 18.5% 23.9%
Return on revenue 1 - 2.6%* 4.15%* 4.5% 4.5% 5.1%
Profitability
Profit margin (earnings 3.8%* 5.3%* 6.5%* 6.5% 6.5% 7.3% before income tax/user charges)
Non-financial performance measures
LTIFR < 25* < 25* < 27* 23 < 20 14
Plant utilisation (plant hire 75%* 80%* 80%* 80% 75% 75% services)
*Estimated actual. Note: 1. Measure first reported in 2005–06.
132 Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Appendix 7 Glossary
All levels of government: this includes RIP: Roads Implementation Program: STREAMS (system): integrated intelligent Australian, state and local governments. our five-year, annually updated, rolling transport system that manages freeways program of works. and signalised intersections. Allocation: the annual provision of funds at project, work-type, district, region, Roads Alliance: Main Roads and local Transport Integrated Customer Access program or state budget levels. government RRGs joint management (TICA): a system to integrate core business approach to prioritising investment functions into a single customer interface Asset management: a comprehensive on the local roads of regional to support emerging technologies. and structured approach to the significance network. delivery of community benefits through Type 2 Road Train: a Type 2 road train management of road networks to ensure Roads Connecting Queenslanders: a is a multi-combination vehicle (other that the needs of road agencies, road strategic long-term direction for the than a B-Double) consisting of a motor users and other stakeholders are clearly Queensland road system and Main Roads. vehicle towing at least 2 trailers. understood and integrated into an asset RCQ represents the road network strategy Maximum combination length is 53.5 management framework. for Queensland’s state-controlled road metres. AAB-Quad, BAB-Quad and system which is a legislative requirement ABB-Quad road trains are innovative and AusLink Network: the National Land of the Transport Infrastructure Act 1994. better performing road train vehicles Transport (AusLink) Network is a single using B-Double trailers as part of the integrated network of land transport Roads Infrastructure: all physical road- combination. A and B refer to the linkages of strategic national importance, related assets —roads and pavements, connections between the trailers in the which is funded by federal, state and bus and cycling facilities, tunnels, combination—with an A connection being territory governments. complex bridges, rest areas, signage, a draw bar and a B connection being landscaping, animal crossings under and a turntable. Austroads: National association of over roads, noise barriers, traffic signals, road transport and traffic authorities in lighting and so on. Australia and New Zealand. Austroads is governed by a council comprising senior RoadTek: a commercialised business unit executives of federal government and of Main Roads involved in consulting, state road authorities, the Australian asset services, contracting and plant Local Government Association and transit hire services associated with roadworks New Zealand. delivery. BoatSafe: is a competency-based training Roadworks: planning, designing, building, and assessment scheme modelled on maintaining, replacing, operating or national guidelines for the safe operation upgrading any part of the road network, of recreational boats. state strategic roads, regional roads and district roads (but not local roads). Full-time equivalent: is calculated by the numbers of hours worked in a period SEQIPP: South East Queensland divided by the full-time hours prescribed Infrastructure Plan and Program: by the award/ industrial instrument for the government infrastructure priorities that person’s position. support a preferred plan of development first outlined in theSouth East Infrastructure Australia: Infrastructure Queensland Regional Plan released in Australia is a statutory advisory council October 2004. established by the federal government that is tasked with identifying Stakeholder: anyone or any group infrastructure gaps and bottlenecks that that either influences or is affected by hinder economic growth and prosperity. our business. www.infrastructureaustralia.gov.au State-controlled roads: roads controlled Local government road: local roads and managed by the state government. of Regional significance —lower order They include the AusLink national state-controlled road network, excluding road network, state strategic roads, designated AusLink Network corridors. regional roads and district roads (but not local roads). Outcomes: community benefits derived from the efficient delivery of outputs. Smooth Travel Exposure (STE): STE is the proportion of travel undertaken each PIARC: the world road association. PIARC year on roads with measured surface draws membership from road authorities roughness less than the specified levels and companies around the world. of 110 and 140 National Association of REEFVTS: the Great Barrier Reef and Australia State Road Authorities (NAASRA) Torres Strait Vessel Traffic Service was Roughness Meter (NRM). established by Australia as a means Strategic Plan: high level planning of enhancing navigational safety and document that links long-term planning environmental protection in Torres Strait with operational delivery. and the Great Barrier Reef.
Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Glossary 133 Acronyms
AIM: Australian Institute of Management IRTP: Integrated Regional Transport Plans RAP: Reconciliation Action Plan ARRB: 1961–1995 Australian Road ISO/IEC: International Organisation RBRP: Regional Bridge Renewal Program Research Board (ARRB), now ARRB group for Standardisation/ International limited www.arrb.com.au Electrotechnical Commission RBWH: Royal Brisbane and Women’s Hospital ATC: Australian Transport Council ISSN: International Standard Serial Number RCEA: Road Corridor Environmental ATLM: Audio Tactile Line Markings Assessment ITS: Intelligent Transport Systems BCC: Brisbane City Council REEFVTS: Great Barrier Reef vessel traffic KRA: Key Result Areas service BLISS: Brisbane Linked Intersection Signal System LED: Light Emitting Diodes RIP: Roads Implementation Program BMTMC: Brisbane Metropolitan Transport LG: Local government RTI: Right To Information Management Centre LGAQ: Local Government Association of SCR: State-controlled road BSTM-MM: Brisbane Strategic Transport Queensland Model—Multi Modal SAP: Systems, Applications and Programs LIMS: Laboratory Information CBD: Central Business District Management System SDS: Service Delivery Statement CD: Compact Disk LNG: Liquefied natural gas SEQIPP: South East Queensland Infrastructure Plan and Program CMC: Crime and Misconduct Commission LRS: Laboratory Registration System SEQRP: South East Queensland Regional CO2: Carbon dioxide LTIFR: Lost Time Injury Frequency Rate Plan
CO2-e: Carbon dioxide equivalent MED: Marine engine driver Smart eDA: Smart electronic Development emissions Assessment program MPS: Ministerial Portfolio Statement CSA: Control self-assessment SPP: Strategic Planning Program NAIDOC: National Aborigines and DPW: Department of Public Works Islanders Day Observance Committee SRNP: Strategic Road Network Plan DERM: Department of Environment and NAWIC: National Association for Women in SRS: Safer Roads Sooner Resource Management Construction SSA: Shared Service Agency DSSP: Design Services Sustainability NBP: Nation Building Program Program STE: Smooth Travel Exposure NRM: National Roughness Measure DIP: Department of Infrastructure and SVOC: Small Vessel Operator Certificate Planning NSCV: National Standard for Commercial Vessels TICA: Transport Integrated Customer DTMR: Department of Transport and Main Access OH&S: Occupational Health and Safety Roads TIDS: Transport Infrastructure PBS: Performance Based Standards eDAM: electronic Development TSL: Taxi Service Licence Application Management PD&D: Project Development and Delivery VMS: Variable Message Signs FOI: Freedom of Information PIARC: World Road Association WH&S: Workplace Health & Safety FTE: Full-time Equivalent Q2: Toward Q2—Tomorrow’s Queensland YTD: Year to Date GPS: Global Positioning System QGCPO: Queensland Government Chief GRI: Global Reporting Initiative Procurement Office GST: Goods and Services Tax QML: Queensland Motorways Limited H1N1: Human Swine Influenza QPS: Queensland Police Service HOV: High Occupancy Vehicle QR: Queensland Rail IA: Infrastructure Australia QRSPP: Queensland Road System Performance Plan IAP: Intelligent Access Program QTA: Queensland Trucking Association ICT: Information Communication Technology QTLC: Queensland Transport Logistics Council IRI: International Roughness Index QUT: Queensland University of Technology
134 Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Acronyms Index
Austroads 53, 77, 87 Intelligent transport system 4, 76, 77, 79, State-controlled road network 6, 54, 66, 119, 134 69, 72, 75, 77, 104 Awards 82, 84 Internal Audit 92, 95, 96 State-wide system planning 50 Black Spot Program 59 Investment 6, 9, 17, 22, 24, 44, 50, 52, Strategic plan 2, 10, 42 Board of Management 90, 92 53, 54, 63, 76, 88, 113 STREAMS 8, 76, 79, 84, 113 Boat ramps 4, 37 Legislation 4, 28, 77, 118 Surveys 14, 24, 37, 40, 46, 60, 77, 82 Bridges 8, 9, 17, 18, 24, 45, 51 Local government 8, 14, 20, 34, 37, 49, Sustainability 8, 16, 42, 103 Busways 58, 60, 76 56, 58, 64, 66, 69 Taxi subsidy scheme 34 Capable organisation 38, 80 Maintenance 4, 9, 24, 36, 37, 50, 52, 54, 58, 64, 106, 108 Technology 17, 21, 30, 41, Climate change 8, 13, 21, 71, 87, 100, 102 Motorways 58, 63, 77, 113 77, 79, 82, 109 Committees 87 National Transport Policy 13, 22, 32 Torres Strait marine safety 6, 22, 24 Community engagement 48 Organisational structure 89 Transport security 26, 32, 33 Congestion 8, 14, 16, 20, 21, 63, 77 Overseas travel 110 TravelSafe Committee CD Consultancies 108 TM Pacific Adventurer 6, 18, 20, 32 TravelSmart 16, 18, 20 Contact information 1, 137 Passenger transport 22, 28, 34 Urban traffic growth 8, 9, 50, 54, 63, 65, 79 Corporate plan 12 Performance management 40, 41 Voluntary early retirement 108 Corridor land management 44, 66 Performance summary 44 Vision 1 Counter-terrorism 26, 32, 33 Pollution 4, 18, 20, 22, 29 Walking 14, 17, 18, 20, 31, 104 Customer service 4, 9, 34, 36, 41, 96 Population growth 8, 48, 52, 53, 63 Waste management 100 Customer service centre locations 138 Ports 5, 16, 17, 28, 29, 79 Whistleblowers protection 96 Cycleways 2, 18, 19, 37 Privacy 97, 98, 99 Whole-of-government 38, 40, 52, 53, Development applications 14, 66, 68, 71 58, 68, 95, 102 Program development and delivery 56 Effective relationships 42, 43, 44, 46 Women’s initiatives 38, 84, 85 Project delivery 60, 62 Emissions 102 Public transport 2, 4, 6, 14, 16, 17, 18, Environment 2, 12, 16, 18, 22, 48, 52, 54, 20, 34, 53, 77, 104 69, 70, 71, 72, 100–103 Rail 2, 4, 6, 8, 16, 17, 20, 24, 26, Fatalities 30, 72, 74, 75 29, 30, 40, 60, 61, 106, 108 Financial review 104 Risk management 24, 64, 92, 96 Fixed speed camera 30, 31, 120, 122 Road operations 72 Flora and fauna 9, 66, 70 Roads Alliance 48, 49 Freight 2, 8, 14, 16, 17, 21, Roads implementation program 2, 48, 54, 22, 58, 72, 78, 79 56, 61, 109 Gateway upgrade project 8, 65, 76, 113 Safety 6, 16, 22, 24, 26–33, 50, 52, 56, 58, 59, 60, 61, 63, 72, 74, 75, 76, Global reporting initiative 115 77, 78, 95, 104, 109, 138 Governance 41, 54, 64, 92 Safer Roads Sooner Program 6, 59 Heavy vehicles 21, 22, 28, 78, 79 School crossing supervisors 9, 29, 38 Heavy vehicle response units 77 School transport operator payments CD History 4, 69 Secure taxi ranks 31, 32 Indigenous initiatives 38, 85 Speed cameras 30, 31, 120 Industrial relations 41 Stakeholder engagement 24, 25, 44, Integrated transport planning 4, 14, 54, 124 46, 48, 92
Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Index 135 Index cont...
Graphs Tables Graph 1–Outcome investment 52 Table 1–Financial summary iii Table 20–Output: Infrastructure Program Development and Delivery 130 Graph 2–Reliability of road project Table 2–Lost time injury performance 82 delivery (commencement) 62 Table 21–Output: Road Stewardship 131 Table 3–Part-time staffing rate 84 Graph 3–Reliability of road project Table 22–Output: Road System delivery (completion) 62 Table 4–Carbon emissions 103 Access Funding 132 Graph 4–Reliability of road project Table 5–Key financial indicators 105 Table 23–Output: Commercialised delivery (cost) 62 Table 6–Property, plant and equipment 107 Business Unit: RoadTek 132 Graph 5–Fatalities on all roads per Table 7–Overseas travel 110 Table 24–Recommendations 100,000 population 74 and progress CD Table 8–Reporting arrangements for Graph 6–Fatalities by road user type 75 controlled entities 114 Table 25–Passenger transport payments CD Graph 7–Greater access for road trains 78 Table 9–GRI index 115 Table 26–School transport operator Graph 8–Change in high-in-demand Table 10–Transport infrastructure and payments for the period 29 March 2009 positions in our western centres 83 investigations projects 119 to 30 June 2009 CD Graph 9–Proportion of women in Table 11–Camera detected offence Table 27–Committees/advisory groups professional and technical streams 84 program financial review 2008–09 associated with the department CD as at 30 June 2009 120 Graph 10–Management by gender 85 Table 28–Rail safety 2008–09 external Graph 11–Revenue 105 Table 12–Mobile speed camera penalty forums CD brackets for 2008 121 Graph 12–Expenditure 106 Maps Table 13–Fixed speed camera penalty Graph 13–Assets 107 brackets for 2008 122 Map 1–Queensland’s transport system 5 Graph 14–Liabilities 108 Table 14–Output: Rail, Ports and Diagrams Aviation Systems 123 Graph 15–Source of funds 108 Queensland Transport Corporate Plan Table 15–Output: Integrated 2008–12 13 Graph 16–Application of funds 108 Transport Planning 124 Main Roads Strategic Plan 2008–13 42 Graph 17–Average number of vehicles Table 16–Output: Road Performance summary 44 monitored per mobile speed camera Use Management 125 notice issued 121 Organisational structure 89 Table 17–Output: Maritime Safety 126 Graph 18–Average number of vehicles Our performance 10 per red light camera notice issued 122 Table 18–Output: Public Transport Services 127 DTMR business model 88 Graph 19–Average number of vehicles per fixed speed camera notice issued 122 Table 19–Output: Road System Planning 129
136 Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Index Regional contacts
Transport offices Brisbane Metropolitan Spring Hill Office Complex South East, North Region 477 Boundary Street Capital Hill Spring Hill 1176 Sandgate Road 85 George Street GPO Box 1412 Nundah Brisbane Brisbane Qld 4001 PO Box 869 GPO Box 1549 Ph: 3253 4700 Nundah Qld 4012 Brisbane Qld 4001 Ph: 3370 2804 Ph: 3253 4700 Transport House 230 Brunswick Street Southern Region Cromwell House Fortitude Valley Cnr Phillip and Clopton Streets 200 Mary Street PO Box 673 Toowoomba Brisbane Fortitude Valley Qld 4006 PO Box 645 GPO Box 213 Ph: 3253 4700 Brisbane Qld 4001 Toowoomba Qld 4350 Ph: 3253 4700 T-Central Ph: 4639 0821 420 George Street Central Region Mineral House Brisbane 41 George Street GPO Box 50 31 Knight Street Brisbane Brisbane Qld 4001 North Rockhampton GPO Box 2595 Ph: 3167 4000 PO Box 5096 Brisbane Qld 4001 Central Qld Mail Centre Qld 4702 Ph: 3253 4700 South East, South Region Ph: 4931 1654 Oxygen Building 433 Logan Road Northern Region 170 Leichhardt Street Stones Corner Spring Hill GPO Box 1412 146 Wills Street GPO Box 1412 Brisbane Qld 4001 Townsville Brisbane Qld 4001 Ph: 3329 4210 PO Box 1293 Ph 3135 5515 Townsville Qld 4810 Ph: 4720 7200
Regional Harbour Masters Brisbane Mackay Karumba* Floor 1 Ground Floor 14 Discovery Lane Lot 75 Yappar Street Pinkenba Operations Base Mount Pleasant Karumba MacArthur Avenue East North Mackay PO Box 224 Pinkenba Qld 4005 PO Box 10085 Karumba Qld 4891 Ph: 3860 3500 Mt Pleasant Qld 4740 Ph: 4745 9281 Ph: 4944 3700 Cairns Sunshine Coast Floor 1 64–66 Tingira Street Townsville Old Pilot Station Portsmith Ground Floor 60 Ross Street Parkyn Road PO Box 1787 South Townsville Mooloolaba Cairns Qld 4870 GPO Box 1921 PO Box 1094 Ph: 4052 7400 Townsville Qld 4810 Mooloolaba Qld 4557 Ph: 4726 3400 Ph: 5477 8425 Gladstone Floor 2 Centrepoint Building Maritime Safety Queensland Thursday Island* 136 Goondoon Street regional offices Hastings Street Gladstone Thursday Island Bundaberg PO Box 123 PO Box 109 Floor 2 46 Quay Street Gladstone Qld 4680 Thursday Island Qld 4875 Bundaberg Ph: 4973 1200 Ph: 4069 1351 PO Box 476 Gold Coast Bundaberg Qld 4670 Whitsundays Ground Floor Ph: 4131 8500 384 Shute Harbour Road 40–44 Seaworld Drive Airlie Beach Hervey Bay Main Beach PO Box 717 Buccaneer Avenue PO Box 107 Airlie Beach Qld 4802 Hervey Bay Southport Qld 4125 Ph: 4946 2200 PO Box Ph: 5539 7300 Hervey Bay Qld 4655 Weipa* Ph: 4194 9600 1 Iraci Avenue Weipa PO Box 489 Weipa Qld 4874 Ph: 4069 7165
Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Regional contacts 137 Regional contacts cont...
Main Roads offices Central West Region Mackay/Whitsunday Region South Coast Region 69 Ash Street 46 Gordon Street 36–38 Cotton Street Barcaldine Mackay Nerang PO Box 3 PO Box 62 PO Box 442 Barcaldine Qld 4725 Mackay Qld 4740 Nerang Qld 4211 Ph: 4651 2777 Ph: 4951 8555 Ph: 5596 9500 Darling Downs Region Metropolitan Region 3912 Pacific Highway Loganholme 306 Wood Street 183 Wharf Street PO Box 7262 Warwick Spring Hill Loganholme Qld 4129 Locked Bag 1 PO Box 70 Ph: 3412 0600 Warwick Qld 4370 Spring Hill Qld 4004 Ph: 4661 6333 Ph: 3137 8344 South West Region 1–5 Phillip Street Shop R3, 38 Limestone Street 30 McDowall Street Toowoomba Ipswich Roma PO Box 645 PO Box 78 PO Box 126 Toowoomba Qld 4350 Ipswich Qld 4305 Roma Qld 4455 Ph: 4639 0777 Ph: 3813 1252 Ph: 4622 9511 Far North Region North Coast Region Wide Bay/Burnett Region 15 Lake Street 50 River Road 23 Quay Street Cairns Qld 4870 Gympie Bundaberg Ph: 4050 5444 PO Box 183 Locked Bag 486 Gympie Qld 4570 Bundaberg DC Qld 4670 Fitzroy Region Ph: 5482 0333 Ph: 4154 0200 31 Knight Street Northern Region 50 River Road North Rockhampton Gympie PO Box 5096 146 Wills Street PO Box 183 Central Qld Mail Centre 4702 Townsville Gympie Qld 4570 Ph: 4931 1500 PO Box 1089 Ph: 5482 0333 Townsville Qld 4810 83 Esmond Street Ph: 4720 7200 Emerald PO Box 1787 North West Region Emerald Qld 4720 Ph: 4983 8700 16–22 Ramsay Street Cloncurry PO Box 338 Cloncurry Qld 4824 Ph: 4769 3200
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138 Department of Transport and Main Roads Annual Report 2008–09 Volume 1 of 2 Regional contacts Department of Transport and Main Roads Annual Report for the period ended 30 June 2009 – Volume 2 of 2 www.transportandmainroads.qld.gov.au Department of Transport and Main Roads Annual Report for the period ended 30 June 2009 – Volume 1 of 2 www.transportandmainroads.qld.gov.au