Statement of Strategy: 2003-2005 2003 2004 2005 Working for You…

Statement of Strategy: 2003-2005 eateto Transport of Department

ttmn fSrtg 2003-2005 Strategy of Statement 2003

2004

2005

Working for you… mission statement and high level goals

The Department of Transport will underpin Ireland’s economic growth and competitiveness and contribute to social development through the efficient and effective delivery of a sustainable, appropriately regulated, safe and integrated transport system.

Investment To improve accessibility, expand capacity, increase utilisation and enhance quality of the transport system by delivering a prioritised transport investment programme.

Safety To ensure that transport infrastructure and services are provided, managed and used in a manner that protects people from death and injury.

Competition, Regulation and Reform To enhance the efficiency and effectiveness of the delivery of transport services through competition, economic regulation and structural reform of State Agencies.

Integration To ensure an integrated approach to the development and delivery of transport policy by providing a coherent policy framework covering all modes of transport and by the integration of transport policies with other Government policies, particularly balanced regional development, social inclusion and sustainable development.

Delivery To ensure that the Department is organised, resourced and developed to deliver quality services to our external and internal customers. 01 Strategy Statement 2003-2005

Department of Transport Transport House, Kildare Street, Dublin 2, Ireland Tel 01-6707444 Fax 01-6709633 Email: [email protected] Website: http://www.transport.ie

Copies of this report may be downloaded from www.transport.ie in pdf format.

The Department may be contacted from any part of the country for the price of a local call by dialling 1890-443311

An Roinn Iompair Teach Iompar, Sráid Chill Dara, Baile Átha Claith 2, Éire Tel 01-6707444 Fax 01- 6709633 Rphoist: [email protected] Laithair Eangach: http://www.transport.ie

Is féidir teangmhail a dhéanamh leis an Roinn ó aon pháirt den tír le haghaidh praghas glaoch áitiúil má dhiailionn tú 1890-443311 Strategy Statement 2003-2005

Contents

Page

Ministerial Foreword 3

Introduction by Secretary General 5

1. Mandate and Mission Statement 7

2. Our Operating Environment 9

3. Strategic Framework 13

4. High Level Goals 15

5. Policy Objectives and Strategies

• Road Transport 22

• Public Transport 27

• Air Transport 33

• Integration and Cross Cutting issues 37

6. Organisational Objectives and Strategies 44

7. Monitoring and Reporting on Progress 52

Appendices

A. Process of Preparing the Statement of Strategy 55

B. Structure of the Department 57

C. Mandates for State Bodies in Transport 58

D. Definitions 62

02 Foreword by the Minister

I very much welcome the publication of this the first Strategy Statement of the Department of Transport. It provides an opportunity to set out clearly just what our objectives are for the years ahead and how we are going to set about achieving those objectives.

My responsibility as Minister for Transport, and the responsibility of my Department, is to implement the transport commitments in the Programme for Government. As I have stated elsewhere the job can be summarised in four words – investment, competition, reform and delivery. I want to focus on delivery in particular because all the investment, competition and reform in the world is of little value if it does not deliver the much needed additional transport infrastructure and transport services that will improve our daily lives and keep our economy competitive.

The Statement of Strategy also provides a benchmark against which the public can judge our success in achieving what we have set out to do. I realise that we may well not succeed in doing all we would like to, but what is important is that we are prepared to set ourselves ambitious yet realisable targets, and make those targets public, so as to drive and focus our efforts towards delivering concrete results.

It is clear that in taking on these tasks the Department faces a considerable challenge in a wide range of areas over the coming months and years. I look forward to working closely with the Secretary General and her team so that, together, we will find ways of overcoming those challenges and deliver better transport for the benefit of the whole community.

Séamus Brennan T.D. Minister for Transport Strategy Statement 2003-2005

Brollach leis an Aire

Cuirim fáilte roimh an chéad ráiteas straitéise seo ón Roinn Iompair. Tugann sé deis dúinn ár gcuid cuspóirí do na blianta atá romhainn a leagadh amach, agus na bealaí ina mbainfimid na cuspóirí sin amach.

Tá de fhreagracht ormsa, mar Aire Iompair, agus ar an Roinn a bhaineann liom, gealltanais iompair Chlár an Rialtais a chur i ngníomh. Mar atá ráite in áit eile agam, is féidir an post sin a choimsiú i gceithre fhocal, mar atá, - infheistíocht, iomaíocht, athchóiriú agus seachadadh. Is mian liom díriú ar an seachadadh, ach go háirithe, toisc gur beag is fiú infheistíocht, iomaíocht agus athchóiriú an domhain, gan seachadadh a dhéanamh ar an mbonneagar breise iompair agus seirbhísí iompair atá ag teastáil go géar, chun ár saol laethúil a fheabhsú, agus ár ngeilleagar a choinneáil san iomaíocht.

Rud eile a sholáthraíonn an Ráiteas Straitéise, tagarmharc le húsáid ag an bpobal chun measúnú a dhéanamh ar cé chomh maith is atá ag linn ár gcuspóirí a bhaint amach. Tuigim nach n-éireoidh linn gach rud is mian linn a dhéanamh, ach is é an rud is tábhachtaí, sinn a bheith sásta spriocanna arda a shocrú dúinn féin, ar spriocanna indéanta iad, agus na spriocanna sin a phoiblí, chun ár ndúthracht a thiomáint agus a dhíriú i dtreo torthaí nithiúla a sheachadadh.

Is léir gur dúshlán mór atá roimh an Roinn anois, agus na míreanna oibre seo á nglacadh ar láimh aici sna míonna agus sna blianta beaga seo romhainn. Táim ag dúil go mór le mo chuid oibre a dhéanamh go dlúth i bpáirt leis an Ard-Rúnaí agus lena foireann, chun go n-aimseoimid in éineacht bealaí chun na dúshláin sin a shárú agus córas iompair níos fearr a sheachadadh, mar mhaithe leis an bpobal iomlán.

Séamus Ó Braonáin T.D. Aire Iompair

04 Introduction by Secretary General

It gives me great pleasure to introduce this Statement their own of Strategy, covering the period 2003 to 2005, for the individual role this new dedicated Department of Transport. For our profile, so that Department, which was established in June 2002, the each person could be clear on his or her own unique next three years is about demonstrating our ability to contribution to delivering on the Department’s goals. deliver on the mandate given to us in the Agreed The new Department has drawn together a diverse Programme for Government - to implement an range of talents and abilities from a variety of integrated transport policy designed as far as possible Departments and backgrounds. I have been struck by to overcome existing delays, bottlenecks and the energy, commitment and enthusiasm with which congestion and to provide alternative choice by all staff have embraced the change in their work alternative modes of transport. The challenges arising environment and set out to meet the challenges arising from this mandate are significant and, with our from our mandate. Together with our Minister and Minister and Minister of State, we have refined them Minister of State, we will seek to build an open, pro- into a comprehensive programme of actions which will active culture within the Department that meets the result in fundamental reform of the way in which highest standards of public service, with a strong focus transport infrastructure and services are delivered in on delivering results. Ireland. We also consulted with other relevant Government Reform is not an end in itself. We recognise that Departments, agencies under our auspices and other economic competitiveness will be the key determinant key stakeholders in drawing up our Strategy. We look of how well our economy can withstand the current forward to working in partnership with our colleagues global downturn. An efficient and effective transport in other Departments and agencies to meet our goals system is needed to underpin Ireland’s and to playing our part in meeting the overall goals of competitiveness. It can also make an important the Agreed Programme for Government. In particular, contribution to social development in terms of we recognise the crucial role of the State Agencies promoting regional balance, social inclusion and under our auspices in implementing the significant sustainable development. Our challenge is to put in programme of change with which we have been place the physical infrastructure, services and charged. organisational structures that meet the transport needs For us in the Department, publication of this Strategy of the Irish people for the years ahead. is only the end of the beginning. We have now set Transport infrastructure planning of its nature is long- about translating the Strategy into annual Business term and does not fit easily into the short, three-year Plans and individual role profiles for all our staff. We strategic business planning cycle to which this have begun a review of how we are organised, document must conform. In setting out our objectives structured and resourced so that we can ensure that we have had to keep in mind that there is little scope we are properly aligned to meet the challenges we for short cuts when it comes to large-scale capital face. We will be teasing out the implications of the infrastructure investment. Indeed some of our Strategy for how we work together with our initiatives will yield results on the ground long after the stakeholders and developing detailed plans to manage lifetime of this Strategy Statement. Where appropriate, and deliver on the agenda for change. our strategy remains focussed on that longer-term Of course no Strategy is set in stone. Priorities change, horizon. But we have also tried to identify “quick wins” unforeseen factors intervene, and it will be necessary - changes in the delivery of transport infrastructure over the next three years to recognise new realities and services which have the capacity to bring about and revisit and revise our objectives accordingly. I look improvement in the short to medium term but which forward to continuing the consultative approach, in a are consistent with our longer term policy framework. spirit of partnership, to ensure that we work effectively It is important to set early milestones for measuring to bring about real improvement in all aspects of the work done on both short term and long term Ireland’s transport infrastructure and services over the objectives. I intend to do this by reviewing and next three years. updating our progress annually in our Annual Report. The process of developing the Statement of Strategy provided an important opportunity for all staff of the Department to develop a shared vision for their new organisation. We undertook an intense internal consultative process, led by the Management Board, Julie O’Neill to ensure that there was robust debate on the key Secretary General issues. We also encouraged every staff member to seek a thread running from the Mission Statement to Strategy Statement 2003-2005

Réamhrá leis an Ard-Rúnaí

Is mór an pléisiúr dom ráiteas straitéise a chur i láthair, a Misin go dtína próifíl a róil féin, i dtreo go dtuigfeadh gach chlúdaíonn an tréimhse 2003-2005, maidir leis an gcéad ball foirne go soiléir luach a (h)oibre féin, mar rud uathúil, Roinn sainiúil Iompair i stair an Stáit. Chomh fada is a i gcomhthéacs spriocanna na Roinne a sheachadadh. bhaineann leis an Roinn seo againne, a bunaíodh i Tugtar le chéile sa Roinn nua seo scileanna éagsúla agus Meitheamh 2002, beidh na trí bliana seo chugainn ina réimse leathan cumais a bhain le Ranna éagsúla roimpi, mblianta léirithe cumais, maidir lenár mandáid faoin gClár agus le cúlraí eagsúla. Ardaítear mo mheanmna nuair a Aontaithe Rialtais a sheachadadh - chun polasaí chuimhním ar an bhfuinneamh, ar an ngealltanas agus ar comhtháite iompair a chur i ngníomh, a dearadh chun na an ndúthracht lenar nglac an fhoireann ar fad leis an moilleanna, na tranglaim agus an plódadh atá ann anois a athrú ar a dtimpeallacht oibre, agus lenar thug siad cheansú, agus chun roghanna breise a chur ar fáil, i aghaidh ar na dúshláin a spreag ár mandáid. In éineacht bhfoirm modhanna eile iompair, chomh mór agus is féidir. lenár nAire agus lenár nAire Stáit, féachfaimid le héirim Ní haon dóithín iad na dúshláin a spreagann an oscailte, dhearbhghníomhach a chothú sa Roinn seo mhandáid sin, agus, i gcomhar lenár nAire agus lenár againne, a shásaíonn na caighdeáin seirbhíse poiblí is nAire Stáit, táimid i ndiaidh na dúshláin sin a rangú i gclár airde, le béim láidir ar sheachadadh torthaí. comhtháite gníomhartha as a dtiocfaidh athchóiriú Chuamar i gcomhairle, chomh maith, le Ranna eile bunúsach ar na bealaí ina ndéantar bonneagar agus Rialtais a bhain le hábhar, leis na gníomhaireachtaí atá seirbhísí iompair a sheachadadh in Éirinn. faoinár gcoimirce, agus le lucht leasmhara eile agus ár Ní sprioc ann féin athchóiriú. Tuigimid go mbeidh Straitéis á cur i dtoll a chéile againn. Táimid ag dúil le iomaíocht gheilleagrach ar an toisc is mó a shocróidh cé bheith ag obair i bpáirt lenár gcomhghleacaithe i Ranna chomh maith is a éireoidh lenár ngeilleagar an cúlú eile agus i ngníomhaireachtaí eile, chun ár spriocanna a reatha domhanda a sheasamh. Tá córas éifeachtach, bhaint amach, agus ár ról a imirt i seachadadh éifeachtúil iompair den riachtanas, mar thaca le cumas spriocanna ginearálta sa Chlár Aontaithe Rialtais. iomaíochta Éireann. Rud eile, is féidir leis an iomaíocht Aithnímid, ach go háirithe, ról tábhachtach na sin tionchar mór a imirt ar fhorbairt shóisialta, chomh fada nGníomhaireachtaí Stáit faoinár gcoimirce, chun an clár is a bhaineann le cothromaíocht réigiún a chur chun cinn, suntasach chun athraithe a leagadh de chúram orainn a mar aon le cuimsiú sóisialta agus forbairt mharthanach. Is chur i ngníomh. é an dúshlán atá romhainn, an bonneagar fisiceach, na Maidir linn féin, sa Roinn seo, níl i bhfoilsiú na Straitéise seirbhísí agus na struchtúir eagraíochta a chur in áit a seo ach críoch le tús. Táimid ag luí isteach anois ar an bheidh ag freagairt do riachtanais phobal na hÉireann sna Straitéis a aistriú isteach ina bPleananna Bliantúla Gnó blianta atá romhainn. dúinn féin, agus ina bpróifíleanna uathúla do rólanna na Obair fhadtréimhseach atá i bpleanáil do bhonneagar foirne ar fad. Tá tús curtha againn le hathbhreithniú ar na iompair, agus ní féidir í a bhrú isteach gan dua sa ciorcaid bealaí a ndéantar eagrú, struchtúrú agus maoiniú orainn, ghearr trí bliana um phleanáil ghó a bhfuil an cháipéis seo d'fhonn a chinntiú go mbeimid sa treo cheart chun faoi réir aici. Agus ár gcuspóirí á leagadh amach againn, aghaidh a thabhairt ar na dúshláin atá romhainn. Beidh níor mhór dúinn a mheabhrú gur beag scóip atá ann i mionscrúdú á dhéanamh againn ar thionchar na Straitéise gcomhair aicearraí, agus sinn ag plé le hinfheistíocht seo ar na bealaí a mbímid ag obair in éineacht lena chéile mhór caipitil. Go deimhin, is i bhfad i ndiaidh an ré saoil a agus lenár lucht leasmhara, agus forbairt á déanamh bhaineann leis an Ráiteas Straitéise seo a thiocfaidh againn ar phleananna miondeartha, d'fhonn an clár oibre toradh ar chuid dár dtionscnaimh. Is ar an íor spéire sin i chun athraithe a bhainistiú agus a sheachadadh. bhfad uainn a dhírítear inár Straitéis, nuair is cuí. Tá Ní greanta i gcloich a bhíonn Straitéis ar bith, ar ndóigh. iarracht tugtha againn, áfach, ar "buanna gasta" a aithint - Tagann athrú ar thosaíochtaí, tagann toscaí gan choinne i athruithe ar bhealaí seachadta a bhaineann le bonneagar gceist, agus beidh orainn, sna trí bliana seo romhainn, agus le seirbhísí iompair atá i gcumas feabhas a chur ar athrú saoil a aithint agus athbhreithniú dá réir sin a chúrsaí sa ghearrthréimhse agus sa mheántréimhse, gan dhéanamh ar ár gcuspóirí. Táim ag dúil le leanúint den sárú ar ár bhfrámaíocht fhadtréimhseach polasaithe. Is chur chuige comhairliúcháin, in éirim na páirtíochta, tábhachtach an ní é clocha luatha míle a shocrú, chun d'fhonn a chinntiú go mbeimid ag obair go héifeachtúil dul chun cinn a mheas, maidir le cuspóirí sa chun feabhas suntasach a chur ar gach gné de ghearrthréimse agus san fhadtréimhse araon. Is é an bhonneagar iompair agus de sheirbhísí iompair na modh oibre a bheidh agamsa chuige sin, athbhreithniú hÉireann, sna trí bliana seo romhainn. agus nuashonrú bliantúil, inár dTuarascáil Bhliantúil. Thug an próiseas forbartha a bhain leis an Ráiteas Straitéise seo deis dár bhfoireann ar fad sa Roinn fís i gcoitinne a fhorbairt, maidir lena n-eagraíocht nua. Chuireamar próiseas dianchomhairliúcháin ar bun, faoi stiúir ag an mBord Bainistíochta, d'fhonn a chinntiú go Julie O’Neill mbeadh cur agus cúiteamh faoi cheisteanna móra ann, Ard Rúnaí gan scáth gan eagla. Rud eile, thugamar spreagadh do gach ball foirne, maidir le téad a rianadh siar aón Ráiteas

06 1. Mandate and Mission Statement

07 one Strategy Statement 2003-2005

1. Mandate and Mission Statement

The mandate of the Department derives from In interpreting the mandate, we have placed a the commitment in the Agreed Programme for strong emphasis on developing transport Government to establish a Department of infrastructure and services in a manner that Transport with responsibility for the national underpins economic competitiveness because roads programme, aviation and public transport. this is essential to the continued growth and The Department is charged with implementing an integrated transport policy, designed as far as development of Irish society. In doing so, the possible to overcome existing delays, Department will also contribute to policies bottlenecks and congestion and to provide the designed to improve regional balance and consumer with greater choice by offering promote social inclusion and sustainable alternative modes of transport and competitive development. access transport. This mandate impacts extensively on the lives of every citizen in the State and on those who enter or leave this country. It impacts directly on their movement as individuals and also indirectly through enabling the efficient transport of goods on which they rely. As the country has developed and economic growth has increased, the demand for mobility – the ability to move freely from place to place when and how we choose – has increased dramatically. However, responding to this demand for increased mobility can be in conflict with other policy objectives, including those relating to sustainable development, balanced regional development, social inclusion and coherent land use development.

Taking account of the various elements of this mandate the Department has developed the following Mission Statement: The Department of Transport will underpin Ireland’s economic growth and competitiveness and contribute to social development through the efficient and effective delivery of a sustainable, appropriately regulated, safe and integrated transport system.

08 2. Our Operating Environment

09 two Strategy Statement 2003-2005

2. Our Operating Environment

Ireland as an island economy, trading in the Furthermore, unanticipated external events such global marketplace, has a major requirement for as September 11, 2001 illustrate the transport infrastructure and services. The vulnerability of the Irish economy and the importance of transport to the economy can be transport sector to external shocks. These are measured in a number of ways. It can be most immediately obvious in the aviation sector measured by the amount of expenditure on but affect all transport modes and sectors of the transport, by the value added by the transport economy. sector to total national output, and by the numbers employed in transport. The following Against this backdrop, the emphasis in statistics, for the year 2001, give an indication of economic policy must increasingly be on the scale of transport activity remaining competitive. Competitiveness is influenced by the quality, range and efficiency of ■ Nearly 20 per cent of total national fixed the transport infrastructure and transport investment was devoted to investment on services available. roads and transport equipment; However, while the economic growth of recent ■ Transport represented over 10 per cent of years has led to increased demand for total national personal consumption, and transportation of people and goods, this must now be addressed in a more challenging and ■ On a value-added basis, transport uncertain economic climate. There is a accounted for over _3 billion, or 3 per cent consequent need for a sharper sense of of Gross Domestic Product. priorities, for a clearer focus in the deployment of resources and for robust mechanisms for The commitment to transport in terms of human evaluating policy options and investment resources is also significant. The Irish transport choices. sector (including storage and communication) accounted for over 6 per cent (or over 114,000 A further challenge for the Department is to people) of the total number at work in the ensure delivery even where the slower pace of economy in mid-2002. economic growth will impose constraints on public expenditure. In this environment there The environment within which the Department will be a need to seek alternatives to Exchequer operates is constantly changing. These changes, funding for priority transport investments and to some of which can be anticipated and others facilitate greater private sector participation in that will be unexpected, occur at international, investment and delivery in the transport sector. national and Departmental levels. It is essential that our strategy can meet the challenges and Ireland’s membership of the European Union opportunities these changes present. Our exerts a pervasive and growing influence on mission and high level goals should be robust Irish transport policy. The European enough to stand the test of time over at least Commission’s Transport White Paper, for three years, while the strategies should be example, sets out an ambitious action sufficiently flexible to enable us to meet our programme for the period to 2010. To maximise planned outcomes. the benefits of this programme it will be necessary to recognise practical differences This climate of change is most obvious in the between Ireland’s experiences and perspectives economic environment. The Economic Review as a peripheral and island location and those of and Outlook 2002 from the Department of larger and more central Member States and the Finance indicates that the current economic accession Member States from Central and climate is less favourable than heretofore and Eastern Europe. The impact of the EU on the that growth rates which had been predicted are transport sector is not confined to specifically now less likely to be achieved. Growth is slowing transport related initiatives, but includes in all the main international economies. competition law, State Aid rules, public 10 2. Our Operating Environment continued

11 procurement, various other regulatory regimes the inclusion of disadvantaged people and and environmental impact assessment. The communities. period covered by this Strategy Statement, 2003-2005, will be a key one for the The vision of balanced regional development Department in developing and maturing its articulated in the National Spatial Strategy and relationship with the various European in the Agreed Programme for Government will institutions. The Irish Presidency in the first half set the context through which the Department, of 2004 will be a particular challenge for the in collaboration with the Department of Department, requiring it to identify and promote Environment and Local Government, will give key Presidency priorities and manage the practical expression to the integration of transport agenda of the Council of Ministers over transport policy and spatial policy. The a six month period. requirements of social inclusion will also need to be addressed through the Department’s policies. The Department will continue to work through The priorities of maximising access to work, the North/South Ministerial Council and the education and to services will need to be British-Irish Council and with its colleagues in recognised where all demands for mobility the Department for Regional Development and cannot be met. the Department of the Environment to improve transport on the island of Ireland. This will build In seeking to meet the demand for on a long history of practical and fruitful co- transportation, there is increased concern about operation between the authorities North and the impact of transport on the environment, in South, which has seen concrete expression in relation to issues such as land use, noise, air areas such as the improvement of the Enterprise quality, and the natural and built heritage. There rail service between Dublin and Belfast, co- is a requirement that transport policies be operation on cross-border road improvements, designed and implemented in an joint road safety initiatives and financial support environmentally sustainable manner. for the development of the Dublin-Derry air Sustainable development can be regarded as service and the upgrading of Derry Airport. development that contributes now, and in the future to economic growth, social cohesion and Demographic and social change is evident in our protection of the environment. All three of these population growth, in the balance of regional elements are essential for sustainable development, in the desire for increased mobility development and, therefore, must be held in and ease of access and in concerns about the balance. The concept of sustainable quality of family life, working life and leisure. In development is reflected in Government policy particular, the desire for increased personal across a range of areas, arising from national, mobility shows no sign of abating and is EU and other international policies and reflected in projections that car ownership will commitments. grow from 1.3 million in 2000 to 2.1 million by 2016. These changes lead to increased demand Social Partnership has made an important and for transport infrastructure and public transport specific contribution to advancing transport services. Particular pressures on infrastructure policy and, in furtherance of this contribution, and services can arise from congestion in urban the Department expects to engage further with areas while depopulation can lead to reduced the Social Partners on specific policy issues as viability of infrastructure and services in rural they arise over the life of this Strategy areas. In a rapidly changing society, certain Statement. Similarly, ‘Sustaining Progress’ the socially excluded groups, such as older people, new Social Partnership Agreement 2003-2005 the unemployed and people with a disability indicates the following series of requirements of have particular transport requirements. The the Department in respect of future transport Combat Poverty Agency identified the provision policy: The current investment programme of public transport as a key service to ensure under the NDP to expand bus and rail-based Strategy Statement 2003-2005

2. Our Operating Environment continued

public transport systems will be maintained. The efficiency with which cross-cutting issues Reform of the public transport sector will are managed with other key Departments and proceed so as to enhance service delivery to agencies can impact significantly on the customers, having regard to the views of the potential that an integrated Department of Public Transport Partnership Forum and the role Transport has to offer. The Department has a of competition in securing efficiency and choice. central role in the provision of national transport The high level of investment in the National infrastructure and the Cabinet Committee on Roads Development Programme will be Housing, Infrastructure and PPPs provides an maintained in line with the provisions of the important forum and strategic framework in NDP and a new policy for public transport which the priority attaching to investment in schemes in rural Ireland will be brought forward. transport infrastructure can be agreed. The Public Transport Partnership Forum Responsibility for the commercial ports and established under the Programme for Prosperity shipping lies with the Department of and Fairness will continue as a mechanism for Communications, Marine and Natural consultation on public transport matters Resources, while the Department of generally with the various partnership pillars. Environment and Local Government has responsibility for non-national roads and the The Department is going through a period of National Vehicle & Driver File. The Department significant change in its internal working of Justice and the Gardai have responsibility for environment arising from its establishment as a significant aspects of policy and enforcement new Department in June 2002. This provides an relating to transport. There are also close opportunity for a fresh and integrated approach linkages between the respective goals of the to transport policy, and for the Department to Department and the Department of Arts, Sport define its own culture, values and way of doing and Tourism in the aviation and tourism areas. business. The increasing demands for The challenge for the Department is to lead the improvements in the provision of public services delivery of an integrated transport policy and to will require that we continue to work in a spirit of ensure strong effective collaboration with those partnership and that we will continue to Departments, agencies, and local authorities embrace the Public Service Modernisation with which we share transport responsibilities. In Programme as expressed in the new vision, addition to our role with the Cabinet Committee strategy and action plan for modernisation on Housing, Infrastructure and PPPs, we currently in preparation. anticipate that the establishment of Project Groups with tangible and clearly defined tasks The State Agencies operating under the will form part of this collaboration. Strong auspices of the Department are the key relationships with key central Government channels through which our strategies are Departments, including the Departments of the delivered. They are also going through a period Taoiseach, Finance, Foreign Affairs and the of rapid change in their external and internal Attorney General’s Office will also be required. working environment. In this context it is important that the relationship between the Department and its agencies is clear and that both are fully aware of their respective responsibilities. The current mandate that had been given to each agency is set out in Appendix C. Effective arrangements to communicate any changes in these mandates arising from this Statement of Strategy and to manage ensuing changes will be required.

12 3. Strategic Framework

13 three Strategy Statement 2003-2005

3. Strategic Framework

In the context of our mission, mandate and Our Statement of Strategy is only the beginning operating environment, our responsibility as a of a process that will take us from the Department is to harness the resources available articulation of our mission and goals to the to us to produce a series of specific outputs delivery of associated results. The Strategy which contribute to achieving certain outcomes identifies certain Departmental responsibilities for the transport sector, the Irish economy and which will be refined further in Annual Business society. The extent to which we are successful Plans for the Department and reflected in the represents the value for money we give to the role profiles of each staff member through the tax payer. (See Figure 1 below). Performance Management and Development System. Progress on delivery of Departmental outputs, within available resources, will be Figure 1 monitored on an on-going basis through the Management Information Framework and

Resources Inputs Outputs Outcomes reported annually in our Annual Report.

The State Agencies under our auspices are key

Effectiveness channels through which much of the strategy Economy Efficiency will be delivered. It is essential that they have clear mandates from the Department, understand their responsibilities and are in a position to provide us with the information

Value for Money needed for us to monitor progress. The key linkages are set out in Figure 2 below.

Figure 2 In the remainder of this Statement of Strategy we set out our high level goals which represent Departmental Responsibilities our broad statements of intent in five key areas

– Investment; Safety; Competition; Regulation & Delivery High Level Goals Objectives, Business Plans Reform; Integration and Delivery. We also set out Strategies, PMDS Outputs, our objectives – specific statements of intent Performance Indicators which indicate how these goals are to be MIF, achieved in each of our sectoral areas – Road Annual Report Transport, Public Transport and Air Transport External Responsibilities - Mandates of State Bodies and for Integration and Cross-cutting issues. For each objective we identify some of the specific outputs – the products we as a Department will produce directly in pursuit of our objectives and strategies. We also identify the organizational objectives and strategies we will need to pursue to harness resources effectively to deliver the desired results. In each section we identify performance indicators which will help us monitor the extent to which the outputs we are producing are helping us to achieve the desired outcomes.

14 4. High Level Goals

15 four Strategy Statement 2003-2005

4. High Level Goals

We have encapsulated the business of the also important to distinguish between Department in five High Level Goals. This accessibility and mobility. Mobility is about chapter sets out why these goals were chosen freedom of physical movement, while and provides an understanding of the goals accessibility concerns the ability to access themselves. The subsequent chapters on goods, services and other activities. objectives and strategy will outline how we plan Accessibility takes account not only of to address these goals over the next three years. mobility but also of the ability to avail of a mode of transport (particularly important for people with mobility impairments and those who do not have a car available to them) INVESTMENT and the geographical distribution of activities (as articulated in land use policy). To improve accessibility, expand capacity, Accessibility can be measured in terms of increase utilisation and enhance quality the time, cost and inconvenience involved in of the transport system by delivering a gaining access to goods, services and prioritised transport investment activities. Accessibility relates to more than programme. mechanised means of transport. It also concerns non-mechanised modes, such as The National Development Plan observed “The cycling and walking, and alternatives to stock of public infrastructure in an economy is a travel, such as teleworking. major determinant of its competitiveness and of society’s capacity to address some of its major ■ to expand capacity: There are significant social and environmental needs”. It went on to capacity constraints across the transport identify infrastructure as a major Plan priority network that have to be addressed to further because of the urgent need to expand the national development. As well as addressing capital stock, both to sustain economic activity existing backlogs and bottlenecks, we have and enhance the potential of less developed to make prudent advance provision for areas. There is almost universal agreement that future economic growth. The assessment of investment in transport should be a major future capacity requirements is not simply a infrastructural priority; hence its selection as one question of “predict and provide”, it will also of our High Level Goals. have to take account of the need to manage demand for transport. The text of this Goal acknowledges the need to prioritise investment, both within and across ■ to improve utilisation: It is important that modes, so as to ensure the best possible use of both existing and new infrastructure is used available financial resources. It identifies four in an optimal way. This covers a wide range important reasons for that investment: of measures such as effective traffic management of our roads, railways and ■ to improve accessibility: A critical factor in airspace, improved accessibility for mobility assessing the effectiveness of the transport impaired people and better use of system is the extent to which it improves information technology (known as intelligent accessibility. There are a number of transport systems or ITS). It also involves the dimensions to accessibility. It concerns use of other policies to improve utilisation, access from home to work, education and for example using complementary land use services for people with varying needs. It policies to increase the use of public addresses access for the purpose of transport. economic activity, in particular the provision of an effective and integrated system for the transport of goods. Finally, it concerns international access to and from Ireland. It is

16 4. High Level Goals continued

■ to enhance quality: It is not enough to Another dimension of the overall safety Goal is improve the quantity of transport, we also security. This is most obvious in the case of have to improve its quality. This is especially aviation security, which has taken on an added the case in public transport where the importance since September 11, 2001. quality of the product will have an important role in attracting private car commuters onto The Department has a multi-faceted role in bus and rail. relation to safety. It develops policy and formulates legislation. It makes safety regulations, for example, setting standards for road vehicles and drivers. It also provides the regulatory framework, either through SAFETY independent safety regulators (like the Irish Aviation Authority or the proposed Railway To ensure that transport infrastructure and Safety Commission) or by acting as regulator services are provided, managed and used itself (as in the case of enforcing driving time in a manner that protects people from rules for bus and truck drivers). It provides death and injury. investment support for safety improvements. It investigates rail and aviation accidents. It The safety of persons, whether they be transport promotes road safety through a national safety users, transport employees or the general strategy and support for the ongoing work of the public, is a central concern of the work of the National Safety Council. The Department also Department. There are a number of dimensions oversees the mandatory requirement for third to the consideration of transport safety, all of party insurance for motor vehicle users. them aimed at protecting people from death or personal injury:

■ provision: It is important to ensure that COMPETITION, REGULATION AND REFORM transport infrastructure, facilities and vehicles are inherently safe and can be To enhance the efficiency and safely used. effectiveness of the delivery of transport services through competition, economic ■ management: Effective systems for the regulation and structural reform of State management of the safety of transport Agencies. infrastructure and services are also of importance. This particularly includes the Markets, and therefore competition, are creation and maintenance of a safety culture generally considered to constitute the most within transport undertakings and the efficient means of allocating scarce economic management of the human aspects of resources between conflicting uses, thereby safety. maximising output and economic welfare. It is also recognised that markets may not always ■ use: There are two distinct aspects to safe function properly (“market failure”) and that transport use. In the case of aviation and Government intervention may be needed where public transport, passengers have an such market failure occurs. An example of obligation not to do anything that would put “market failure” might be in public transport. A their safety at risk. However, primary certain level of service can be provided on a responsibility for their safety rests with the commercial basis. Where society judges this operator. In the case of roads, primary level of provision to be insufficient to meet its responsibility for safety resides with the economic and social requirements, the State individual road user. can intervene to procure the provision of otherwise unprofitable services. Strategy Statement 2003-2005

4. High Level Goals continued

The introduction of competition in the delivery of INTEGRATION transport services and the removal of bars to effective competition is seen as the starting To ensure an integrated approach to the point for improving efficiency and effectiveness. development and delivery of transport Competition will not always be a realistic option. policy by providing a coherent policy For example, certain types of infrastructure constitute a natural monopoly. Furthermore, it framework covering all modes of transport may be necessary to intervene to address and by the integration of transport market failure. In those circumstances policies with other Government policies economic regulation will be used as a substitute particularly balanced regional for competition. development, social inclusion and sustainable development. As well as market reform, there is also a need for structural reform of the State Agencies The Government Programme contains a involved in transport to ensure efficient and commitment to: effective delivery of transport services and, in appropriate cases, to prepare them for “… implement an integrated transport policy, participation in more competitive markets. designed as far as possible to overcome Structural reform can take many forms from existing delays, bottlenecks and congestion alternative ownership models to internal and to provide alternative choice by restructuring of State Companies, the alternative modes of transport”. appropriate option being determined on a case- by-case basis. It also defines our mandate as being that of “an integrated Department of Transport”. A major theme of the Department’s work over the coming years will be to identify how Integration is a recurring theme of transport competition, economic regulation and structural policy internationally. National governments and reform can be used to improve delivery for both international bodies increasingly recognise that the taxpayer and the user of the transport transport needs to be considered in a holistic system and to implement a programme of way. Transport is not an end in itself. It is a reforms to that end. means by which we support socio-economic development and its interplay with other Government policies is, therefore, of particular importance. There is also a growing realisation that transport must be considered as an integrated system or chain rather than a series of disjointed modes.

Rather than addressing policy for each transport sector in isolation, an integrated transport policy seeks to deal with the interrelationships, dependencies and conflicts between them in an integrated way. An example of this would be ensuring that the planning of our ports and airports takes adequate account of the capacity of the surface transport system to cater for increased traffic and that in turn the development of roads and railways takes account of the requirements of sea and airports.

18 4. High Level Goals continued

A second dimension is the integration of Finally there is geographical integration. This is transport policies with other Government policies, concerned with the more effective integration of such as balanced regional development, social the transport networks across geographical and inclusion and sustainable development. The juridical boundaries. This is concerned with: challenge is to develop and implement policies ■ that complement and reinforce each other and improved internal transport links with to do it in a way that imposes the least Northern Ireland, economic and social cost. Particular attention ■ access transport links with Europe and the will have to be given to aligning transport rest of the world. investment strategy with the spatial framework set out in the National Spatial Strategy. We will also have to work to ensure coherence and complementarity between transport and land DELIVERY use policies, especially in major urban areas. Transport also has a significant role to play in To ensure the Department is organised, facilitating social inclusion, particularly by resourced and developed to deliver improving accessibility to transport for quality services to our external and disadvantaged people, mobility impaired people internal customers. and people in rural areas. It will also be important to ensure that our transport policies The Department has to organise, resource and are environmentally sustainable. develop itself so that it can deliver on the Goals Another aspect concerns modal integration, that already discussed in this chapter. We also have is integration across and within transport modes. to manage effectively our relationship with our Increasing emphasis is being placed on creating State Agencies so as to work with and through a seamless transport system. This has a number these agencies to deliver the required of dimensions. For example, in the freight improvements in transport infrastructure and transport sector there is much focus on total services. Without delivery, all the other Goals are supply chain management and a recognition set to nought. that the transport, distribution and logistics Delivering better government is the fundamental chain is only as good as its weakest link. It is no objective of the Strategic Management Initiative. longer enough to improve the physical The Agreed Programme for Government infrastructure, if the benefit of this is negated by recognises that a core role of the public sector is poor performance in another facet of the to ensure that it works in the public interest, in a transport chain. In the case of public transport, way that is efficient, effective and informed by there is an increasing emphasis on an the highest personal standards. integrated product the purpose of which is to encourage and promote the use of public As a new Department, we have an opportunity transport, particularly as an alternative to private to promote excellence in serving the public car commuting. This involves better integration interest in an organisation with a clear strategy both between and within public transport and a shared sense of purpose. This requires us modes, making it easier to travel by bus and/or to meet the needs and expectations of the rail. This covers a range of factors including Minister, Minister of State, the Government and timetable integration, high quality interchange of our customers, both internal and external. facilities, integrated ticketing and passenger To enable the Department to deliver on our information. The contribution that can be made goals and objectives, we must effectively by small public service vehicles (taxis, hackneys manage a significant programme of change both and limousines) must also be taken into within the Department, and in our sectors, in account. conjunction with our agencies and other key stakeholders. Strategy Statement 2003-2005

The High Level Goal identifies a number of dimensions for delivery:

■ organisation: The Department has to be structured in a way that promotes effective delivery of our goals and objectives.

■ resourcing: Effective management of resources is a key contributor to ensuring organisational effectiveness. Both people and financial resources need to be deployed to meet the identified priorities.

■ development: We have to develop our staff, both as individuals and as an integrated team, and improve our systems so as to maximise performance and productivity and ensure customer satisfaction.

20 5. Policy Objectives and Strategies

21 five Strategy Statement 2003-2005

5. Policy Objectives and Strategies

In this Chapter, we set out our objectives and mobility. The NDP provides for a total strategies over the next three years across all of investment of _5.97 billion (1999 prices) in the areas in which we operate. We indicate the national roads over the period 2000-2006. This key outputs that we expect to deliver within the programme aims to upgrade the 5 main inter- three year period and put forward some urban routes to motorway/high quality dual indicators by which our performance can be carriageway standard, involves a substantial assessed over time. Public Private Partnership (PPP) component based on user tolls and brings significant In the first part of the Chapter, the focus moves improvements to other key routes. At present, in in turn to each of the three sectoral areas – road excess of _1.2 billion annually is being invested transport, public transport, and air transport – in national roads. A key challenge is to ensure for which our Department has a specific remit. the effective delivery of the national roads In the later parts of the Chapter, we consider programme within the financial resources high-level integration and other cross cutting available. To this end the Department will work issues that face the Department. closely with the National Roads Authority (NRA) to ensure that appropriate programme and project appraisal monitoring and evaluation ROAD TRANSPORT measures are in place and that accurate and timely management information is available and acted upon. The Department will also seek to Policy Context identify and maximise additional and alternative The road sector objectives will contribute to all sources of funding for the national roads of the High Level Goals but are primarily related programme. to the goals focused on transport investment The NDP also prioritises measures to improve and safety. Dublin transport; a longer term programme for Significant further investment in our road this purpose has been mapped out in the Dublin development is vital to improving accessibility, to Transportation Office (DTO) Strategy to 2016, A underpin competitiveness and in particular to Platform for Change. Major institutional changes support implementation of the National Spatial are now also being progressed to advance this Strategy with a view to achieving balanced process, including proposals to strengthen the regional development. It is also important that institutional arrangements for strategic land use road improvements are undertaken within the and transport planning. In conjunction with this framework of an integrated and sustainable process, the Department will ensure that an approach to transport and with due regard to appropriate legislative and regulatory framework environmental and land use considerations. is in place to support the development and implementation through the DTO (and its The National Development Plan (NDP) successor authority) and local authorities of prioritises the acceleration of an improved traffic and demand management measures. national road network as part of a These measures are necessary to facilitate the comprehensive programme to eliminate optimal utilisation of the road network and in infrastructural deficits. This reflects the poor particular to enable the effective provision of quality of the road infrastructure by EU (road-based) public transport services. standards, the current poor level of service provided by the network and a substantial The Agreed Programme for Government backlog of investment needs. The network is includes a commitment to the introduction of a seriously deficient and major congestion is a comprehensive set of actions to reduce the regular feature in urban areas. A safe and number of deaths and injuries on our roads and efficient road network is a key ingredient for to tackle the high cost of motor insurance. The economic success and to facilitate personal Department will lead the development of a three 22 5. Policy Objectives and Strategies continued

23 year road safety strategy (2003-05), and will Strategies monitor and co-ordinate implementation of a wide range of measures under the Strategy to ■ Promote, oversee and support the efficient improve road safety. The National Safety Council and cost effective implementation through (NSC) will have a particular role to play in this the National Roads Authority of the national regard. The safe use of safe vehicles is roads improvement and maintenance axiomatic in road safety. The Department will programmes. continue to oversee and develop its driver testing and licensing arrangements and to ■ Promote the use of PPPs as a means of require the best possible safety standards for delivering the national roads programme. new vehicles and vehicles already in service. It ■ Develop alternative and additional sources of will also oversee implementation of the recommendations of the Motor Insurance funding for the national roads programme. Advisory Board that fall within its remit. ■ Review and if necessary, consolidate In Ireland, road transport is the dominant mode legislation relating to road openings. of moving goods (about 93%) and is likely to Outputs remain so in the future. A large proportion (52%) of Irish road haulage firms are one- ■ Multi-annual financial envelope supported vehicle operators and the trend towards by effective arrangements for the allocation, increased sub-contracting in recent years management and monitoring of resources means that this is likely to continue to be a and agreed criteria for selection of projects. feature over the medium term. ■ Completion of the report on options for Challenges facing the road haulage sector addressing the funding gap in the national include increased customer expectations, traffic roads programme and submission to the congestion, higher fuel and other costs and Cabinet Committee on Infrastructure, greater competition. Illegal operators put bona Housing and PPPs by early 2003. fide companies at a competitive disadvantage. The industry is continually pressing for Performance Indicators increased enforcement of regulatory rules governing the sector. Enforcement is steadily ■ Degree of implementation of key national improving but there is still scope for further roads projects. improvement. ■ Degree of implementation of PPP programme.

NATIONAL ROAD INVESTMENT ■ Journey time savings achieved on inter urban routes. Objective

To upgrade the national road network and expand its capacity thereby improving mobility, reliability and accessibility, leading to reduced transport costs and absolute journey times. (Responds to High Level Goal: Investment) Strategy Statement 2003-2005

5. Policy Objectives and Strategies continued

SUSTAINABLE ROAD POLICY Performance indicators

Objective ■ Progress made on achieving modal shift to sustainable transport modes. To promote fuller integration of ■ Extent of implementation of integrated land sustainable development considerations use and transportation strategies. into road policy generally and, in co- operation with other Departments and ■ Trends in the proportion of the national fleet agencies, to promote good solutions to that has been roadworthiness tested and urban transport needs thereby reducing has passed the appropriate emissions congestion and improving accessibility. elements of the tests. (Responds to High Level Goal: Integration) ■ Extent to which standards concerned with vehicle waste management have been met. Strategies

■ Promote and support the development and implementation of Quality Bus Corridors and ROAD SAFETY other bus priority measures, traffic management and demand management Objective measures particularly in the Greater Dublin Area (GDA) and other major urban areas, to To promote safer use of our roads. facilitate a modal shift to public transport, (Responds to High Level Goal: Safety) cycling and walking. Strategies ■ Support development of integrated land use and transport planning and related ■ Develop a three year road safety strategy. measures, in the Greater Dublin Area and in provincial cities. ■ In conjunction with the Department of Justice Equality and Law Reform and the ■ Extend emission standards for vehicles with Garda authorities, develop proposals to a view to reducing emissions of pollutants implement the commitment in the Agreed and greenhouse gases. Programme for Government relating to the establishment of a dedicated Traffic Corps. ■ Develop and implement standards to support waste reduction measures and ■ Commence the provisions in the Road longer service life for vehicles. Traffic Act, 2002 relating to road safety.

Outputs ■ Complete the implementation of the penalty points system in co-operation with other ■ Financial support and effective participation relevant Government Departments and local in and monitoring of the DTO and related authorities. structures. ■ Develop the regulatory frameworks for the ■ Emissions standards extended and waste - enhanced control of road traffic, speed related standards imposed. limits, standards for the construction and use of vehicles, driver licensing, driver ■ Numbers of vehicles tested and training and driver testing. improvements in test parameters.

24 5. Policy Objectives and Strategies continued

■ Undertake, in co-operation with other ■ Report of cross-Departmental review of Departments and agencies, a cross- expenditure on road safety completed. departmental review of road safety public ■ expenditure. Preliminary breath testing extended as provided for in Road Traffic Act 2002. ■ Operate a fair and efficient Driver Testing ■ Service and establish the Driver Testing Driver Testing Agency established. Agency. ■ Numbers of driving tests conducted. ■ Ensure satisfactory operation of PPP ■ The number of drivers depending on arrangements for driver theory testing and provisional licences reduced. the ongoing development of driver theory test questions. ■ Metrication of speed limits and distance ■ Continue to align Irish vehicle standards with signage implemented. international best practice, with particular ■ Regulations made to transpose EU emphasis on EU standards for new vehicles. Directives. ■ Ensure compliance with the specified ■ Regulations made to amend national performance standards for the provision of standards for vehicles. the national car test service and continue the development of the commercial vehicle ■ Pilot or mainstream vehicle-based ITS testing service. projects in operation.

■ Ensure improved access by victims of road ■ Numbers of vehicles tested, improvements accidents to compensation by way of in test parameters. compulsory motor insurance. ■ Publication of revised driver theory test ■ Seek to exploit developments in intelligent questions. transport systems as they relate to safer vehicles and vehicle based components of ■ Driver Licensing Regulations as required. integrated transport systems. ■ Provisions maintained and developed -

• for compulsory motor insurance in line Outputs with best practice internationally and the requirements of EU law ■ 3 year Road Safety Strategy developed by early 2003. • for compensation through the Motor Insurers Bureau of Ireland for innocent ■ Proposals for a Traffic Corps developed by victims of road accidents involving mid 2003 following a consultation process. uninsured or unidentified drivers.

■ Roll-out of penalty points system completed ■ Fourth Motor Insurance directive fully by end 2003. implemented.

■ New Rules of the Road published on foot of ■ Recommendations of the Motor Insurance the new Road Safety Strategy, and to reflect Advisory Board that fall within the remit of legislative changes. the Department implemented.

■ Credit card driving licence introduced. Strategy Statement 2003-2005

5. Policy Objectives and Strategies continued

Performance Indicators ■ Increase co-operation with enforcement agencies in Britain, Northern Ireland and ■ Achievement of the targets set in the new other EU Member States. Road Safety Strategy. ■ Provide financial support for the ■ Extent of improvements in standards for the implementation of a development plan for construction and use of vehicles. the Irish Road Haulage Association (IRHA).

■ Delivery on customer service targets for ■ Review national legislation to eliminate driving tests. potential barriers to effective licensing and enforcement and to take account of changes ■ Consistent application of driving test in EU law. standards and operation of the Driver Theory Testing Service to contracted performance Outputs standard. ■ Implementation of Development Strategy ■ Extent of compliance with the specified and Programme of Action. performance standards for vehicle testing. ■ A regionally balanced and sectorally focused ■ Increased local authority observation of enforcement programme with higher levels legislative and regulatory codes. of investigation into illegal operators and rigorous enforcement of tachograph ■ Estimates of insurance cost savings arising legislation. from implementation of the recommendations of the Motor Insurance ■ Legislative initiatives as required. Advisory Board as they relate to this Department. ■ Digital tachograph technology introduced to the road transport sector. ■ Motor Insurance Bureau of Ireland continuing to discharge its obligation to the ■ System of on the spot fines for infringements Minister. detected at roadside checkpoints implemented.

ROAD HAULAGE ■ Active participation in international enforcement harmonisation fora. Objective ■ Bilateral enforcement operations with Promote the development of a more Britain, Northern Ireland and other EU professional and viable road haulage Member States. sector. (Responds to High Level Goal: ■ Benefits of funding the IRHA development Competition, Regulation and Reform) plan reviewed.

Strategies ■ Number of licences issued.

■ Oversee implementation of the Performance Indicators recommendations of the Strategy for the Successful Development of the Irish Road ■ Level of achievement of action points and Haulage Industry and the Programme of objectives of the Development Strategy and Action for the Road Haulage Industry in the Programme of Action. partnership through a Steering Group representing the key interests in the sector. 26 5. Policy Objectives and Strategies continued

■ Increased levels of detection of offences and The National Spatial Strategy identifies an follow on prosecutions or on the spot fines. important role for public transport in achieving the implementation of its spatial planning ■ Implementation of digital tachograph framework, particularly by improving links technology. between the gateways and hubs and developing an improved mesh of services. ■ Increased levels of international enforcement co-operation. We face a series of formidable challenges in achieving these policy aims: ■ Degree to which road haulage industry is more professional and viable. ■ Public transport has only recently emerged from a sustained period of under ■ Delivery on customer service targets for investment. Substantial re-investment only licensing. began during the recent period of very high economic growth and traffic growth. The combined effect of past under investment PUBLIC TRANSPORT and unprecedented recent traffic growth gives rise to a requirement for substantial Policy Context capital investment over a lengthy period and for the necessary revenue support for The Government consultation paper A New increased service levels. This in turn Institutional and Regulatory Framework for requires effective arrangements to ensure Public Transport succinctly described the value for money from the expenditure of principal aims of public transport policy as constrained financial resources, effective being: structures to deliver investment and services and recourse to alternative funding and ■ the provision of a well functioning, integrated delivery mechanisms, including PPPs. At public transport system which enhances present, in excess of _500m annually is competitiveness, sustains economic being invested in public transport through progress and contributes to social cohesion; CIE and the Railway Procurement Agency (RPA). ■ the provision of a defined standard of public transport, at reasonable cost to the customer ■ Public transport policy has to reconcile the and the taxpayer; often conflicting objectives of tackling congestion (by attracting commuters from ■ the timely and cost effective delivery of the their cars) and of providing an adequate accelerated investment in infrastructure and transport service for people who do not have facilities necessary to ensure improved access to a car or choose not to use one. public transport provision. ■ There is an urgent need for structural and There are also a number of strategies designed regulatory reform to ensure the best possible to significantly enhance the role of public service delivery within available resources. transport in our society based on the radical The existing market regulatory structures transformation of existing public transport date from the 1930s and need to be structures and major investment programmes. reformed. CIE needs to be restructured to These include the National Development Plan give its operating subsidiaries the 2000-2006, the transport strategy for the commercial freedom to operate as Greater Dublin Area A Platform for Change independent companies. The Minister for 2000-2016, the forthcoming Strategic Rail Transport published his reform proposals in Review, the Cork Area Strategic Plan and other a statement to the Public Transport local land use and transport plans. Strategy Statement 2003-2005

5. Policy Objectives and Strategies continued

Partnership Forum on 7 November 2002 PUBLIC TRANSPORT INVESTMENT and invited the social partners to discuss them with him. Objective

■ We have embarked on a major initiative to To expand the capacity, improve the improve railway safety and we need to utilisation and enhance the quality of the continue that through a second five-year railway safety programme, the enactment public transport system and thereby and implementation of the Railway Safety improve modal split and attract increased Bill and the further embedding of a safety patronage on to public transport. culture in the railway. (Responds to High Level Goals; Investment)

■ We need to improve the integration of public Strategies transport services, making it easier to complete journeys where more than one ■ Develop a planning strategy and implement service or mode has to be used. a prioritised investment and revenue support programme for public transport which ■ We need an Office of the National Taxi expands capacity, improves quality and Regulator (ONTR) to have a national focus utilisation and value for money in the and full effective control over the promotion context of the National Spatial Strategy, the of a professional, efficient and customer- National Development Plan, the DTO A friendly service by taxis, hackneys and Platform for Change and other regional land limousines, including the overall application use and transport strategies. of standards and the licensing of taxis, hackneys and limousines. ■ Continue to monitor and review progress on the delivery of the public transport While we expect to make substantial progress investment programme to ensure value for over the three years of this Strategy Statement, it money and the achievement of targets and is clear that the transformation of the public outcomes. transport system will require a continuing high level of commitment well beyond that timeframe. ■ Further develop a transparent and robust The fundamental goal of the investment in, and evaluation framework for project appraisal regulatory and structural reform of, public and investment in public transport. transport is to bring about a modal shift from the ■ Evaluate projects on completion to review private car, particularly for peak period performance against strategic objectives. commuting in major urban areas. This is a difficult goal to meet, especially in periods of ■ Ensure value for money and transparency in high economic growth working from a low base. the provision of State subvention for public A subsidiary goal is, therefore, to achieve a transport services. significant growth in the number of people using public transport. ■ Develop non-Exchequer sources of funding, including PPPs, to support the investment programme.

28 5. Policy Objectives and Strategies continued

Outputs ■ Completion of an evaluation of the business case, cost benefit analysis and PPP ■ Completion of the Strategic Rail Review, approach for the first phase of the Dublin obtaining Government approval for a rail metro (serving Dublin Airport) and ensure development strategy and implementation of implementation by RPA of Government that strategy. decisions.

■ Completion of review of investment priorities ■ Alternative sources of funding developed for in the context of the National Spatial the public transport investment programme. Strategy, the Strategic Rail Review and the ■ mid-term evaluation of the NDP. Assessment of Bus Éireann, Bus Átha Cliath and Iarnród Éireann annual ■ Effective oversight of expenditure on, and business/corporate plans. timetable for, delivery of first Luas lines. Key Performance Indicators ■ Evaluation of proposals from RPA for expansion of Luas network and monitoring ■ Expanded public transport network, implementation of decisions taken. operating to a higher standard and offering better value for money. ■ Agreement with Bus Éireann, Dublin Bus and Iarnród Éireann on investment projects ■ Measurement of additional capacity added based on a multi-annual financial envelope. to public transport network, assessment of increased utilisation and improvements in ■ Publication of revised process for the quality of service to customer. selection, appraisal and approval of investment projects. ■ Progress made on achieving increased patronage or modal shift on sustainable ■ Publication of technical manual for the cost transport modes. benefit analysis of public transport projects.

■ Ongoing monitoring of progress on NDP and ‘Platform for Change’ programmes relating to expansion of bus, mainline rail and suburban rail network, including DART.

■ Introduction of Service Level Agreements with Bus Éireann, Dublin Bus and Iarnród Éireann in respect of the provision of public transport services using agreed performance indicators modelled on efficiency, effectiveness and quality of customer service.

■ Completion of a financial and systems audit of Exchequer-supported investment expenditure by CIE companies.

■ Completion of a technical audit of construction works being carried out by Iarnród Éireann. Strategy Statement 2003-2005

5. Policy Objectives and Strategies continued

COMPETITION, REGULATION AND REFORM ■ Address personal financial hardship experienced by taxi licence holders arising Objective from liberalisation through implementation by the ONTR of the Report of the Taxi To enhance the efficiency and Hardship Panel. effectiveness of the delivery of public Outputs transport services through competition, economic regulation and structural ■ Publication and implementation of revised reform. (Responds to High Level Goal: bus licensing guidelines taking account of Competition, Regulation and Reform) legal issues arising from High Court proceedings. Strategies ■ Agreed institutional framework and policy ■ Establish independent structures to procure framework for the procurement and and regulate public transport services. regulation of public transport, following consultation with the social partners and in ■ Reform the market regulatory frameworks the context of the Minister’s statement of 7 for Greater Dublin, long distance inter- November 2002. regional, provincial city and regional/local ■ Preparation and enactment of legislation to bus markets, replacing the Road Transport Act, 1932. give effect to independent procurement and regulation of public transport. ■ Implement franchising of bus services in the ■ Completion of necessary technical Greater Dublin Area on the lines set out in the Minister’s statement of 7 November preparatory work and the preparation of 2002. legislation to give effect to CIE restructuring. ■ ■ Establish Bus Éireann, Dublin Bus and Effective negotiation of EU legislative Iarnród Éireann as independent State proposals relating to public service Companies with strong commercially contracts, State aids and market regulation focussed boards. of public transport and transposition of adopted EU legislative instruments into Irish ■ Establish the Office of the National Taxi law by required deadlines. Regulator (ONTR) in respect of licensing, ■ Establishment of the Office of the National standards and the quality of service. Taxi Regulator and legislative proposals ■ Oversee the development, through the developed to place the office on a statutory ONTR, of a new qualitative/customer footing. orientated licensing system for all small ■ Implementation of the recommendations of public service vehicles, licence holders and drivers within a liberalised taxi market. the Report of the Taxi Hardship Panel. ■ ■ Implement, through the ONTR, Government Commencement and implementation of policy in relation to taxi services including Road Traffic Act 2002 measures relevant to the further promotion of accessibility for all small public service vehicles. mobility impaired people.

30 5. Policy Objectives and Strategies continued

Performance Indicators Outputs

■ ■ Expanded public transport network, Enactment of Railway Safety Bill 2001 and operating to a higher standard and offering the early commencement of its various better value for money. provisions. ■ ■ Measurement of additional capacity added Establishment of the Railway Safety to public transport network, assessment of Commission and the Railway Safety Advisory increased utilisation and improvements in Council. quality of service to customer. ■ Satisfactory completion of the Railway Safety ■ Progress made on achieving increased Programme 1999-2003. patronage or modal shift on sustainable ■ Government approval to a second five-year transport modes. railway safety programme to commence in ■ Evidence of improved standards and quality 2004 and its satisfactory introduction. of service of small public service vehicles. ■ Ongoing oversight of the effectiveness of the new railway safety regulatory framework.

RAIL SAFETY ■ Effective negotiation of railway safety legislative proposals at EU level and Objective transposition of adopted EU legislative instruments into Irish law by required To ensure that railway infrastructure and deadlines. services are provided, managed and used Performance Indicators in a manner that protects people from death and injury. (Responds to High Level The degree to which there is a measurable: Goal: Safety) ■ reduction in the level of risk arising from railway operations; Strategies ■ improvement in the railway infrastructure ■ Establish and implement an independent and safety management systems of Iarnród regulatory framework for railway safety Éireann. appropriate to the developing industry environment and best international practice in safety and risk management.

■ Ensure that arrangements are in place for effective monitoring and auditing of the safety of railway operations including those of Iarnród Éireann, LUAS, Metro and heritage railways.

■ Ensure effective implementation of a prioritised safety investment programme for the improvement of Iarnród Éireann’s infrastructure and safety management systems. Strategy Statement 2003-2005

5. Policy Objectives and Strategies continued

PUBLIC TRANSPORT INTEGRATION ■ Effective oversight of implementation of the RPA integrated ticketing project and Objective development of integrated fares structures.

■ To ensure an integrated and sustainable Effective oversight of development of transport information systems and real time approach to the development and delivery passenger information. of public transport services. (Responds to High Level Goal: Integration) ■ Establishment of a comprehensive policy on access to public transport for all mobility Strategies impaired people, in consultation with the Department of Justice Equality and Law ■ Collaborate with provincial city local Reform, The National Disability Authority authorities in the development and and public transport operators. implementation of the public transport ■ elements of land use and transport Increased priority for public transport on the strategies and Development Plans road network of the Greater Dublin Area and provincial cities. ■ Work with other Departments, local ■ authorities and agencies to promote higher Support for the development of physical density and mixed use development along interchanges for public transport. urban public transport corridors, so as to ■ Completion of a consultation paper on rural minimise long distance commuting and public transport, submission of policy reduce urban sprawl. proposals to Government taking account of ■ Support measures to promote physical the outcome of consultation and interchanges as well as, service, information implementation of Government decisions. and fares integration across the public ■ Assessment of Public Transport investment transport network in the Greater Dublin projects for social inclusion impact. Area. Performance Indicators ■ Evaluate public transport investment and services as to the extent that they serve the ■ Improved services on public transport as a needs of low income households and people result of integration measures. without access to private transport. ■ Increased accessibility for mobility impaired ■ Work with other Departments, local people. authorities and agencies to facilitate public transport services in new housing ■ Provision of transport services for rural developments and poorly served areas, disadvantaged and other poorly communities. served areas, such as mobility impaired people and new housing developments. Outputs

■ Provision of funding for public transport projects derived from urban land use and transport strategies, based, where appropriate, on an agreed land use development strategy.

32 5. Policy Objectives and Strategies continued

AIR TRANSPORT Statement indicates in the following pages, the question of airline and airport ownership Policy Context structures are also under consideration in Irish aviation. Aviation is an international business and the Within Europe, we have a single aviation market current issues in civil aviation internationally are within which governments no longer determine also evident in the Irish aviation sector. These traffic rights, routes, fares etc. Within the next issues include safety and security, low cost few years, the shape of a single aviation market services, ownership and the move from bilateral (‘open skies’) between Europe and the United to multilateral regulation: States will be negotiated between the European Civil aviation has a good track record on the Union and the United States. This will have critical issue of safety but the continual growth implications for national regulatory arrangements in aviation in absolute terms means that a which currently exist in separate bilateral renewed emphasis must be placed on reducing agreements between EU Member States and the accident rates. The effectiveness of the Irish US, including the requirements relating to Aviation Authority in its safety regulatory role and access to Shannon Airport for Irish and US of the Department’s Air Accident Investigation airlines contained in the current Ireland/US Unit are well recognised in the Irish aviation bilateral agreement. Similar moves towards sector and that effectiveness must be multilateral aviation agreements between the EU maintained. The tragic events of 11 September and other major trading blocs are also in train. 2001 have also meant a greatly increased focus on aviation security, no less in Ireland than elsewhere, that will inevitably impact on the AIRPORTS ease and comfort of the aviation experience for the traveller. The demands being made on the Objective National Civil Aviation Security Committee and its member agencies have increased To ensure that the principal gateway significantly. airports of the State are in a position to Low Cost Services is the most rapidly growing provide cost competitive and appropriate segment of the airline business. In that infrastructure to meet the current and segment, the Irish aviation sector is “ahead of prospective needs of airline and other the curve” in comparison to the rest of Europe, aviation companies, consistent with a in that low cost services are proportionately of greater significance in our intra-European air commercial mandate; to assist in markets than in the Single European Market optimising the contribution of the generally. Irish airports must become more country’s network of regional airports to responsive, in the range of facilities they balanced regional development. (Responds provide, to the requirements of the low cost to High Level Goals: Infrastructure and airlines. Integration)

The trend towards privatisation of the formerly State owned flag carrier airlines continues; this is partly due to the restrictions on State Strategies investment in airlines imposed by the European Commission. Changes in ownership structures ■ Develop proposals to transform Aer Rianta in airports in Europe are also beginning to and ensure that Shannon and Cork airports emerge, although not necessarily in the direction have greater autonomy and independence. of straightforward privatisation. As this Strategy Statement 2003-2005

5. Policy Objectives and Strategies continued

■ Examine proposals for a new independent ■ Completion of review of regional airport terminal at Dublin airport; implement the policy. outcome of that examination as decided by the Government. Performance Indicators

■ In the light of the two preceding strategies, ■ Avoidance of capacity constraints at the make any necessary adjustments to the principal gateway airports. regulatory regime for airports and to the Aer ■ Rianta legislation. Cost effectiveness and efficiency of principal gateway airports, benchmarked against ■ Ensure provision of a rapid turnaround comparable international airports. facility for aircraft at Dublin Airport. ■ Growth in traffic at the regional airports. ■ Continue to operate a programme of measures to support air access to the regions through the regional airports. AIR SERVICES ■ Review the cost effectiveness of Exchequer expenditure on the PSO air services Objective programme. To facilitate and encourage as wide a Outputs range as possible of reliable, regular and competitive commercial air services for ■ Report for Government on the issue of Irish tourism, trade and industry. greater autonomy for Shannon and Cork (Responds to High Level Goal: Competition, Airports. Regulation and Reform) ■ Report for Government on the question of an independent second terminal at Dublin Strategies Airport. ■ Encourage the development of new air ■ Follow-up action on Government decisions services to and from Ireland through the arising from the preceding reports. conclusion of liberal regulatory arrangements with non-European Economic ■ Development and progression of any Area (EEA) States. necessary adjustments to the regulatory regime for airports and Aer Rianta ■ Encourage restructuring of Aer Lingus to legislation. enable it to compete effectively and deliver profitable growth. ■ Implementation of NDP investment programme and marketing support scheme ■ Determine the appropriate ownership for regional airports. structure for Aer Lingus.

■ Completion of expenditure review of Public ■ Determine the appropriate access to Irish Service Obligations airports for all airlines providing transatlantic air services, in the light of developing EU ■ Subject to the outcome of an expenditure policy on Europe – United States “open review, administration of the public service skies”. obligation (PSO) regional air services programme including organisation and conduct of necessary public tender competitions in accordance with EU rules. 34 5. Policy Objectives and Strategies continued

Outputs ■ Review the Irish Aviation Authority’s (IAA) role and structure as an air navigation ■ Government decisions on the appropriate service provider and safety regulator in light ownership structure of and future of new and emerging EU policies. investment in Aer Lingus. ■ Prepare a new National Civil Aviation ■ Government decisions on access to Irish Security Programme (NCASP) and review airports for airlines providing transatlantic air role and profile of the National Civil Aviation services. Security Committee in light of new EU Regulations and fall out from September 11, Performance Indicators 2001.

■ Growth in range of air services and in ■ Review Aviation Security monitoring passenger and freight traffic to and from arrangements and resource requirements. Ireland at least in line with international trends. Outputs

■ Successful restructuring of Aer Lingus in ■ Effective participation in the EASA terms of finances, growth and ownership, so Management Board. that the airline continues to play a major role ■ in trans-Atlantic and intra-European air Submission of final report on public safety services to and from Ireland. zones to Government for decision following public consultation, resulting in formal designation of public safety zones in the vicinity of the State Airports. SAFETY AND SECURITY ■ Team established to prepare a new NCASP Objective and implement quality control arrangements and other requirements arising from EU To ensure that Irish aviation safety and regulations. security policies and practices comply ■ Increased level of monitoring and testing of with or exceed best international security systems within aviation sector. standards. (Responds to High Level Goal: Safety) ■ Completion of review of IAA structures so as to facilitate, as necessary, its expeditious re- Strategies organisation to meet future EU requirements. ■ Support the development of an effective European Aviation Safety Agency (EASA). Performance indicators

■ Ensure that the Department’s Air Accident ■ Continued safe operation of Irish aviation, as Investigation Unit continues to operate to the evidenced by a low level of accidents and highest international standards. incidents.

■ Designate public safety zones in the vicinity ■ Satisfactory outcome from safety audits of of Irish State Airports in consultation with IAA. the Department of Environment and Local ■ Satisfactory outcome from security audits of Government for the use of planning authorities. Irish Airports and aviation facilities. Strategy Statement 2003-2005

5. Policy Objectives and Strategies continued

AIR TRAFFIC MANAGEMENT ENVIRONMENT

Objective Objective

Ensure an on-going strategic and To limit the environmental impact of operational role for IAA in the provision of aircraft noise and emissions while Air Traffic Management (ATM) services. continuing to meet the business needs of (Responds to High Level Goals; Infrastructure, airport/aviation customers. (Responds to Integration and Competition, Regulation and High Level Goal: Competition, Regulation and Reform) Reform)

Strategies Strategies

■ Reactivation of Ireland/UK inter- ■ Contribute to the ongoing development of governmental discussions on the future of new international measures to deal with the ATM operations on the North Atlantic. reduction of noise and emissions from aircraft. ■ In conjunction with IAA, continue to play a proactive part in the development of EU and Outputs pan-European proposals for the future of ATM, in particular the EU’s Single European ■ Regulations to implement existing Noise Sky initiative. Directives

■ Arising from the structural review of the IAA ■ Continued liaison with the Department of the proposed under the Safety Objective, to Environment and Local Government on ensure that the IAA is best positioned to environmental issues. provide ATM services of increasing capacity and enhanced cost effectiveness. Performance Indicators

Outputs ■ Evidence of implementation of new EU measures on aircraft noise and on ■ Report on future role and structure of the environmental emissions. IAA

■ Legislation to ratify revised Eurocontrol Convention.

■ Completed assessment of options and business case for new arrangements between Ireland and UK for the division of responsibilities for North Atlantic ATM.

Performance indicators

■ Increased capacity of IAA’s ATM services.

■ Increased cost effectiveness of IAA’s ATM services.

36 5. Policy Objectives and Strategies continued

CONSUMER ISSUES INTEGRATION AND CROSS CUTTING ISSUES

Objective Policy Context

To ensure that the rights of air passengers An integrated Department of Transport involves are safeguarded in the context of the integration of all aspects of transport policy, continued growth at all levels of air integration of transport policy with other Government policies, integration within and transport. (Responds to High Level Goal: between transport modes, and geographic Competition, Regulation and Reform) integration of transport infrastructure and services. Strategies Although the work of the Department is often ■ Contribute to the development of EU described in terms of air transport, public legislation on passengers’ rights, in transport and road transport, we recognize that conjunction with the Department of our remit is not confined to issues that are Enterprise, Trade and Employment and the limited to any one of these sectors. In addition Office of the Director of Consumer Affairs. to our work within the individual sectors, the Department will be working across the sectors Outputs and across Departments in order to achieve integration of policy and of delivery both at ■ Legislation to ratify the Montreal Convention national and local level. on air operators’ liability in early 2003. Because of their breadth and the varying degree Performance Indicators to which the Department has control of the factors influencing these issues, we realise that ■ Evidence of implementation of EU legislation we will not be able to progress all aspects of on a range of passenger rights issues. integration and cross-cutting issues in parallel or at the same pace. It is also likely that other issues will emerge and require attention during the currency of this Statement of Strategy. The issues identified below are grouped according to the high level goal to which they respond. Strategy Statement 2003-2005

5. Policy Objectives and Strategies continued

INVESTMENT PROGRAMME ■ Working with the Central PPP Unit of the Department of Finance to develop the most Objective appropriate models for Public Private Partnerships and incorporate them into To oversee the effective implementation overall national PPP guidelines. of the investment programme (Responds to ■ Support the State Agencies in promoting High Level Goal: Investment) further the use of PPPs as a means of delivering the transport investment Strategies programme under the NDP.

■ Act as Managing Authority for the Economic Outputs and Social Infrastructure Operational Programme (ESIOP). ■ Wider private - public involvement in the delivery of transport programmes and better ■ Support the work of the Cabinet Committee value for money in investment in transport on Housing, Infrastructure and PPPs in infrastructure. giving effect to integrated transport investment policy within an overall strategic framework for investment in infrastructure. REGULATION Outputs Objective ■ Mid-term review of ESIOP. To provide a policy framework for the ■ Prioritisation of investment within and across transparent and effective economic sectors. regulation of transport in Ireland. (Responds to High Level Goal: Competition, Regulation and Reform) PUBLIC PRIVATE PARTNERSHIPS Strategies Objective ■ Collaborate within the Department and with To harness the potential of combining other Government Departments, and in public and private resources in the particular with the Department of the provision of transport infrastructure and Taoiseach, which has lead responsibility for services to a greater extent than at Regulatory Reform, to ensure a common and consistent approach to economic present. (Responds to High Level Goal: regulation. Investment) ■ Provide an effective input to the Strategies development of national regulatory policy, in the context of the regulatory policy paper, ■ Apply a consistent approach to analysis and Governance and Accountability in the roll-out of PPP projects in conjunction with Regulatory Process, and the proposed relevant State Agencies under the National Policy Statement on Regulatory Department’s aegis. Reform.

38 5. Policy Objectives and Strategies continued

Outputs HIGH LEVEL INTEGRATION

■ A national policy on economic regulation of Objective transport utilities in the context of the proposed National Policy Statement on To further develop and implement an Regulatory Reform. integrated transport policy for Ireland. (Responds to High Level Goal: Integration)

CORPORATE GOVERNANCE Strategies

Objective ■ Prepare and adopt a series of policy statements that, over time, will build into an To ensure that our State Agencies achieve integrated transport policy framework. optimum service delivery and value for ■ Take the lead role to ensure the integration the public and conform to the highest of transport policy with other Government standards of corporate governance. policies, through close collaboration with (Responds to High Level Goal: Competition, other Government Departments, local Regulation and Reform) authorities and State Agencies.

Strategies ■ Improve integration within and across transport modes, including air, bus, rail, ■ Provide a clear mandate to each of our State road (national and non-national) and sea. Bodies. ■ Participate effectively in EU initiatives for ■ Ensure that the Chairpersons and Boards enhancing Trans-European Networks for provide effective and appropriate leadership Transport (TENs -T). for our State Bodies. Outputs ■ Implement the pay/performance structure ■ for the chief executives of commercial State Integrated transport policy statements on a Companies and oversee remuneration/ range of issues including the following contract matters for independent regulators. topics:

■ Ensure the full implementation by our State ■ a framework for the making of decisions on Bodies of the Code of Practice for the investment across transport modes; Governance of State Bodies, the formulation ■ principles governing the pricing of transport, of which is led by the Department of responding in particular to EU plans to Finance. internalise the external (environmental, Outputs health etc) costs of transport; and

■ a framework for State intervention in the ■ Full implementation of Code of Practice for transport sector where this is appropriate. the Governance of State Bodies. Strategy Statement 2003-2005

5. Policy Objectives and Strategies continued

NATIONAL SPATIAL STRATEGY, LAND USE AND SUSTAINABILITY INTEGRATED URBAN TRANSPORT Objective Objective To incorporate the economic, social and Work with Department of Environment and environmental dimensions of Local Government as lead Department to sustainability in the development and align transport, spatial and land use delivery of transport policy. (Responds to policies in a coherent fashion that High Level Goal: Integration) recognises the inter-dependence between transport and land use. (Responds to High Strategies Level Goal: Integration) ■ Promote the fuller integration of sustainable development considerations into transport Strategies policy. ■ Collaborate with other Government ■ Establish a set of common principles for the Departments and State Agencies in the evaluation of investment proposals across implementation of the National Spatial transport modes. Strategy. (Note: for which Department of Environment and Local Government has ■ Identify the contribution of the Department’s road responsibility) sectors to the implementation of the National Climate Change Strategy, which is ■ Establish new institutional arrangements for led by Department of Environment and Local strategic land use and transport planning in Government. the Greater Dublin Area. Outputs ■ Review selected regional and local land use policies and practices to ensure coherence ■ Integration of sustainable development with transport development. considerations into transport policy. ■ Monitor and oversee implementation of A ■ A review of options for strategic Platform for Change and other integrated environmental assessment. urban transport strategies. ■ Common principles for environmental Outputs evaluation of projects.

■ Consistency between transport investment programmes and policies and the National Spatial Strategy.

■ Establishment of a land use and transport authority for the Greater Dublin Area.

■ Participation in a periodic review of selected regional and local land use policies and practices to ensure that they support and complement public transport strategies.

40 5. Policy Objectives and Strategies continued

NORTH/SOUTH AND BRITISH-IRISH CO-OPERATION INTELLIGENT TRANSPORT SYSTEMS

Objective Objective

To co-operate with the relevant To contribute to the provision of safer, authorities in Northern Ireland and Great more sustainable and more efficient Britain in developing transport policies in transport of people and goods using a mutually beneficial manner. (Responds to intelligent transport systems (ITS). High Level Goal: Integration) (Responds to High Level Goals: Investment, Safety and Delivery) Strategies Strategies ■ Work with the Northern Ireland authorities including, in particular, within the framework ■ Embrace the latest technological of the North/South Ministerial Council, on developments in our investment strategies agreed projects within the areas selected for and promote compatibility and transport co-operation: strategic transport interoperability among Information and planning, road safety, and rail safety. Communications Technology systems.

■ Work with other administrations in the ■ Develop a Departmental ITS strategy, British-Irish Council to implement the work consistent with the Government’s programme and priorities agreed by Information Society policies. Ministers. ■ Create stronger linkages between central Outputs Government, the European Commission, local authorities and other public and private ■ Agreed projects implemented within the sector actors in transport in relation to the framework of the North/South Ministerial development and implementation of a Council and the British-Irish Council. coherent ITS strategy.

Outputs

■ Policy paper on ITS in Ireland.

■ A national strategy on total supply chain management, developed in collaboration with the Department of Enterprise, Trade and Employment (which has the lead role), in this regard, other State Agencies, and industry. Strategy Statement 2003-2005

5. Policy Objectives and Strategies continued

RESEARCH EUROPEAN UNION

Objective Objective

To promote research that will support the To ensure that Ireland is well positioned development of transport in Ireland. to contribute to the development of EU (Responds to High Level Goal: Integration) transport policy and legislation, that the EU takes due account of our particular Strategies circumstances as an open economy and a peripheral island state and to discharge ■ Prioritise research that supports our EU Presidency responsibilities as development and implementation of effectively as possible. (Responds to High transport policy. Level Goal: Integration) ■ Encourage widespread collaboration on transport research, including the Strategies development of a data/statistics strategy for the Department. ■ Identify key Government priorities and manage the Department’s programme for Outputs Ireland’s Presidency of the EU in the first six months of 2004. ■ Further development of transport research in Ireland and successful management of ■ Develop a coherent approach across the Ireland’s participation in the European Department in dealing with EU policy issues. Union’s 6th Framework Programme in ■ regard to transport research matters. Collaborate with other Government Departments to ensure a common approach ■ Collaboration with the CSO and other to EU issues impacting on transport policy. agencies in the collection and analysis of ■ data on transport trends. Co-operate more closely with other Member States and the EU institutions, to meet the requirements of the increasingly complex and cross-cutting nature of EU business.

■ Contribute to developing relations with the countries which are set to accede to the Union during the Irish Presidency.

Outputs

■ Delivery of a successful EU Presidency for transport in the first half of 2004. Mid-Term Review of the Operational Programme (mid 2003).

■ More effective working arrangements for dealing with EU business.

■ Improved integration of Ireland’s key transport networks with the transport networks of Europe as a whole. 42 5. Policy Objectives and Strategies continued

PERFORMANCE INDICATORS FOR INTEGRATION ■ Extent of transport research activity in AND CROSS CUTTING STRATEGIES Ireland. ■ The extent to which our input is reflected in The achievement of our integration and cross- EU transport policy. cutting strategies will be reflected in the extent to which transport infrastructure and services work together as a coherent and effective system within the economy and society. Of its nature this is hard to measure and further work is needed to identify and define appropriate and robust performance indicators. This will be addressed over the course of the life of this Strategy Statement. Meanwhile, some general performance indicators are:

■ The extent to which outputs have been delivered within budget and provided value for money.

■ Evidence of implementation of the PPP programme.

■ Appropriate return on share capital in commercial State Companies.

■ The extent to which our regulatory policy is coherent with national and international developments.

■ Evidence of a more integrated approach to transport policy and practice.

■ Evidence of improvement in inter-modal, intra-modal and international transport integration and effective use of technologies.

■ The extent of the coherence between transport and spatial/land use policy at national and local level.

■ The degree of implementation of integrated urban transport strategies.

■ The balancing within transport policy of the economic, social and environmental dimensions of sustainability.

■ Evidence of projects implemented within the framework of the North/South and British- Irish co-operation. 6. Organisational Objectives and Strategies

six

44 6. Organisational Objectives and Strategies

POLICY CONTEXT challenges. We already have strengths in areas such as policy development, corporate The Agreed Programme for Government governance, regulatory frameworks and support recognises the critical importance of ensuring for the parliamentary process. On the other that the public sector works in the public hand we recognise the challenge to build and interest efficiently, effectively and informed by develop our competences in areas such as the highest personal standards. As a new investment appraisal, formulating legislation, Department of Transport, established by analytical capabilities, applying information Government in June 2002, we have an technology and customer service. opportunity to meet the highest standards in We also need to find an appropriate balance serving the public interest in an organisation between delivering on the day-to-day work of the with a clear strategy and a shared sense of Department and the key developmental priorities purpose. identified in the Agreed Programme for Our purpose is set out in our Mission Statement. Government. The challenge is to ensure In practice, delivering on the mission involves effective delivery of the Department’s ongoing serving the democratic process and guiding and functions while creating the space for people to supporting the delivery of integrated transport develop and deliver new policies and initiatives – infrastructure and services. This requires us to all within existing resource levels. meet the needs and expectations of the To a great extent, the current organisational Minister, the Minister of State, Government and structure outlined in the appendix to this of our customers, both internal and external. strategy reflects the Divisions from the former Our customers include the general public and Departments of Public Enterprise and their representatives, transport users, the Environment & Local Government that transport providers and our staff. The policy combined to form the new Department. We will objectives and strategies outlined in Section 5 develop more appropriate organisational represent an ambitious programme of structures in the context of our new strategy. fundamental change in the way in which transport infrastructure and services are We will ensure that our staff receive the support delivered. In order to meet these objectives, we they require to meet the challenges and will have to undertake a significant programme expectations and to continually improve on of change both within the Department, and in service delivery. We will develop our staff, both our sectors, in conjunction with our agencies as individuals and as an integrated team, and and other key stakeholders. improve our systems to maximise performance, productivity and satisfaction within the Department. Our staff are based in Dublin and MANAGING INTERNAL CHANGE in Ballina and in driver testing centres throughout the country and this decentralised The establishment of the new Department of operation requires that particular attention be Transport, and the resulting significant change paid to communications. in our internal working environment, provides an Much of this will be done in the context of a opportunity for us to define our own culture, modernising civil service, continuing a process values and way of doing business. The new that commenced under the Strategic Department has a wide repertoire of expertise, Management Initiative. We will continue to skills and abilities drawn from a range of respect and recognise the contribution of every Departments and backgrounds. member of staff and to develop an environment Our staff have a proven track record of that embraces an open and trusting culture. We embracing change and taking on new will do so in a partnership of all staff that Strategy Statement 2003-2005

6. Organisational Objectives and Strategies continued

embraces organisational change, agrees ways of Development of our staff, structures and improving the delivery of public services and systems must take place in the context of provides for the modernisation of our workplaces constrained administrative budgets. as anticipated in the Agreed Programme for Government. The outcomes we expect are an improvement in Departmental performance, increased customer The outputs identified in this Statement of satisfaction, and enhanced staff effectiveness Strategy will be translated into Business Plans and satisfaction. for each Division in the Department and into Role Profiles for each member of staff. Our The relevant objectives, strategies and key human and financial resources will be deployed outputs, which respond to the high level goal on to meet the priorities identified and, where Delivery (to ensure the Department is organised, necessary, restructured to meet changing resourced and developed to deliver quality circumstances. Appropriate training and services to our external and internal customer) development will be provided to staff as part of are set out below. an ongoing performance management and development system. We will ensure that our physical environment and organisational culture STAFF contributes to a positive work experience for all staff, based on an ethos of equality. We will Objective ensure a fair application of the practices and procedures under which we work and an equal A highly motivated, professional and sharing of responsibilities and opportunities. committed workforce with equality of Positive measures to promote health and safety in the workplace will be continued. opportunity working in a positive, harmonious and supportive environment. Management of resources will be a key (Responds to High Level Goal: Delivery) contributor to meeting the goal of organisational effectiveness. The Agreed Programme for Strategies Government commits to building a greater culture of review of public spending. In ■ Articulation and implementation of a contributing to this we are, in this Strategy, comprehensive Human Resources Strategy, publishing key indicators for each major which includes progressive devolution of programme against which progress can be responsibilities to line managers. assessed and will be reported on each year in our Annual Report. Our Management ■ A structured approach to the assignment of Information Systems are being developed to staff to meet evolving business needs and meet this challenge. In addition we will which contributes to staff development. undertake and publish evaluations of key ■ spending programmes. An equitable system of promotion and advancement based on recognition of In addition to staff development to enhance the performance and capability. quality of our customer service we will continue to modernise our systems, in particular to ■ A good working industrial relations increase the effective delivery of services and environment and a human resources making optimum use of Information Technology. service, including pay and pensions, which We will make a significant contribution to the is positive, flexible and supportive of the target in the Agreed Programme for Government needs of staff. of a major expansion in the range and quality of online Government services.

46 6. Organisational Objectives and Strategies continued

■ Implementation of schemes that enhance ■ Annual promotional Health Safety and work/life balance opportunities. Welfare at Work week.

■ Provision of appropriate accommodation and ■ Provision, as appropriate, of training facilities and a safe, healthy and welfare- required by any officer within one PMDS conscious working environment for all staff, cycle and assessment of impact of training including the support and facilitation of staff in 2004. with disabilities. ■ Ongoing implementation of 3rd Level ■ Ongoing promotion, support and review of Refund scheme and review by June 2003. the performance management development ■ system (PMDS), which informs decision on Annual review of PMDS including relevance assignment, training and promotion. of training.

■ Development and implementation of a ■ Initiatives developed by the Partnership training plan that provides for formal training Committee and working groups. and development for staff, with an emphasis Performance Indicators on the needs identified through PMDS, competency development requirements and ■ Ratio of male/female at AP level and at PO promotion of the emerging equality agenda. level by 2005. ■ Ongoing development of the partnership ■ Industrial relations climate. process. ■ An improved positive response to staff Outputs surveys benchmarked on previous surveys ■ Revised Human Resource Strategy in place of a similar kind by December 2004. ■ Take-up of training courses offered ■ Guidelines for Managers on devolution.

■ Continued implementation of the provisions of the Equality Action Plan within the Department.

■ Introduction of a human resources management system by end 2003 for staff/records/data and the provision of information to inform decision-making

■ Appropriate and equitable competitive process for promotion and advancement negotiated and agreed by June 2003.

■ Timely information on salary and pension entitlements to individuals and staff generally, on an ongoing basis.

■ Revised Departmental Safety Statement published by end June 2003. Strategy Statement 2003-2005

6. Organisational Objectives and Strategies continued

FINANCIAL SYSTEMS Outputs

Objective ■ Negotiation of the Department’s financial requirements with the Department of Financial management systems, including Finance in preparation for Estimates and internal audit, that deliver effective Vote. financial control and fully support the ■ Preparation and completion of an adequate aims of the Strategic Management annual internal audit programme on the Initiative, particularly in the change of basis of a risk analysis. focus to outputs and outcomes. (Responds ■ Completion of the EU audit programme to High Level Goal: Delivery) received annually from Department of Finance. Strategies ■ Preparation of a statement of Internal ■ Seek sufficient Exchequer funds, and where Financial Control with the 2003 appropriate identify private sector funding, Appropriation Account and annually to meet the Department’s administrative and thereafter. programme expenditure requirements. ■ Production of annual Financial Statements ■ Ensure proper accounting for, and and Appropriation Accounts including monitoring of, all expenditure and resource accounting and budgeting compliance with value for money practices. information on an accruals basis. ■ Strengthen the framework of control within ■ Updated procedural manuals and guidelines the Department by undertaking internal in place in conjunction with the introduction audits and reviews of resource utilisation, of the Management Information Framework systems and procedures, and by advising on the implementation of good control ■ Monthly statements and comprehensive mechanisms to meet EU and Exchequer quarterly reports for Management Board requirements. updating the financial position and outlining recommendations for actions to be taken if ■ Finance Division to evaluate the Q Mark/ISO necessary. 9000 as a means of benchmarking quality customer service. Performance Indicators

■ Implement Administrative Budget agreement ■ Level of prompt payment penalties incurred with the Department of Finance. ■ Adherence to Vote ■ Implement new Financial Management Information System (FMIS) which addresses ■ Outcome of audits the requirements of resource accounting and budgeting and the developing Management Information Framework well within the central timeline of 1999-2005.

■ Continually improve procedures in order to ensure the continued smooth operation of the Corepay Payroll system.

48 6. Organisational Objectives and Strategies continued

OPERATING ENVIRONMENT ■ A set of well-tested Information Technology tools that facilitate modern business Objective processes, including service to customers and teleworking. A modern, progressive, operating ■ Key Departmental business processes environment that delivers positive adapted to the full electronic conduct of day outcomes for the internal and external to day business using existing Information customers of the Department. (Responds to Technology applications. High Level Goal: Delivery) ■ Development of a new Department intranet Strategies as the preferred channel of internal electronic communication. ■ Promote the adoption of the next phase of ■ Internet presence that both informs and the Civil Service modernisation programme allows the public and our stakeholders to within the Department and contribute to the interact with the Department on transport Modernisation process centrally. policy as it is being formulated. ■ Make Information Technology a primary ■ Internal communications survey of facilitator of the change process by using it Department staff completed by June 2003 to significantly increase the Department’s and every 18 months thereafter. efficiency and effectiveness and also to improve the work environment. ■ A Communications Strategy published. ■ Promote a strong focus on delivery of results Performance Indicators to customers, both internal and external. ■ Department’s computer systems maintained ■ Implement a coherent communications at an optimum level of operating availability, strategy across the Department. with an assured back up of core systems to ■ Support the development of the Information accepted industry standards by August Society through the application of 2003. Information Technology to direct service ■ Level of awareness and satisfaction shown delivery by the Department and its agencies. by Department’s external and internal ■ Support and encourage the Partnership customers. approach within the Department. ■ Extent of information technology use in the Outputs efficient delivery of quality customer services. ■ Information Technology Strategy in place by ■ Department recognised as progressive and June 2003. proactive in supporting new SMI ■ Bi-annual report on level of external implementation initiatives. customer satisfaction.

■ Customer Service Action Plan by early 2003 and developed Internal Plan by 2004. Strategy Statement 2003-2005

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STRUCTURES MANAGING EXTERNAL RELATIONSHIPS

Objective As indicated in the analysis of our operating environment (Section 2), effective cross An organisation structure and new ways departmental and agency support and co- of working which facilitate delivery of operation will be required to achieve many of policy objectives. the Department’s Goals. The Department will require supportive working relationships with all Strategies the key players in implementing its strategies. We will need to develop mechanisms for ■ Review organisational structures in effective management of cross-cutting issues both within the Department and with other key consultation with staff, Management Board Departments and agencies so that we can and Senior Management Forum. maximise the potential that an integrated ■ Review role of Management Board, Senior Department has to offer. Management Forum, and Partnership Many of the Department’s objectives require structures to enhance contribution to the substantial legislative change and, as a delivery of this Strategy. consequence, require considerable input from ■ Develop appropriate team working structures the Houses of the Oireachtas and the Office of within the Department to manage cross the Attorney General. Allocation by the Office of cutting issues. the Parliamentary Counsel of appropriate resources to the drafting of legislation, and by ■ Develop appropriate mechanisms for the Government Legislation Committee of managing cross departmental issues parliamentary time to its passage, will be critical to the achievement of many of these objectives Outputs over the period of the Strategy Statement.

■ Revised organisational structure in place by Implementation of a significant element of this March 2003 and reviewed annually. strategy relies on the performance of the State Companies and agencies under the ■ Meetings of the Management Board, Senior Department’s aegis. The current mandates for Management Forum, and Partnership these companies and agencies are outlined in Committee. Appendix C. Transparency and open two-way communications, including clarity in respect of ■ Agreed structures for managing cross sectoral policy and of their role within that policy cutting issues. is essential. The Department will provide support for the necessary financial, structural and Performance Indicators organisational changes to enable these companies and agencies to carry out their ■ Level of satisfaction of Ministers, business. We will also take account of external management and staff with structures and factors that affect operations and seek explicit working arrangements. recognition and funding for public service ■ Extent of delivery of policy objectives. obligations. The commercial companies can rely on respect for their commercial independence in pursuit of agreed business objectives, and effective regulation and enforcement by the appropriate regulatory authority. The Department expects excellence in the provision of core services and products and a demonstrated

50 51 ability to compete effectively and move with the times, including effective management of the necessary organisational changes. The Department will seek clear cut business objectives and strategies from the companies, along with plans to achieve them consistent with overall shareholder policy.

Significant change is envisaged in the way in which transport infrastructure and services are delivered in many of our sectors in order to deliver to the general public a more efficient and effective transport system. We will seek to implement the reforms, in line with Government policy, in a spirit of partnership and consultation and in a manner which respects the legitimate interests of the employees of State Companies. 7. Monitoring and Reporting on Progress

seven

52 7. Monitoring and Reporting on Progress

The Department expects this Statement of management and development system (PMDS). Strategy to be used as a management tool. This Implementation of both business plans and requires a process for monitoring and reviewing PMDS will be subject to regular reviews at both progress on the achievement of the goals, Divisional and Management Board levels. The objectives, strategies and outputs contained in Management Information Framework currently this Strategy over its three-year time frame, being introduced in the Department will also be 2003-2005. used as a tool to monitor and report on progress. Procedures are also being put in place to adapt or adjust the Strategy where monitoring Research and consultation with customers will indicates the emergence of new issues or the be used to monitor delivery against performance possibility of only partial achievement of a key indicators where appropriate. objective or strategy. In this context it is recognised that the implementation of strategy is a flexible process rather than an exercise that is fixed at one point in time.

Under the terms of the Public Service Management Act, 1997, the Department must provide an annual progress report to the Minister on the implementation of the Strategy Statement. We intend that the Annual Report and Accounts of the Department will be the vehicle for this formal reporting of progress in implementing the Strategy. The report will review progress under each objective. It will add new objectives where necessary to keep the Strategy Statement up-to-date, in line with changing circumstances and emerging issues. It will also update the list of outputs from year to year. As well as indicating areas of progress, the Annual Report will set out reasons for targets not met or problems encountered.

At the managerial level there will be regular reviews of progress by the Management Board and two formal review meetings each year attended by Ministers. Progress against budget will be monitored and reported on a monthly basis. There will also be regular strategy updates to the Senior Management Forum (of Principal Officers and Assistant Secretaries) and to the Department’s Partnership Committee.

Each Division of the Department will prepare a detailed annual business plan to give effect to relevant aspects of the Statement of Strategy. The role of each member of staff in implementing the Divisional business plan will be defined through the performance Appendix A, B, C & D

Appendices

54 Appendix A Process of Preparing the Statement of Strategy

In preparing this Strategy Statement, account which defines the purpose of their own job. As a was taken of the revised guidelines issued by result every element of this Strategy from the the Department of the Taoiseach in September Mission Statement to the closing lines has gone 2002. A key aspect of the recommended through a rigorous process of review and approach is that Departments engage with all revision over the months since the Department stakeholders, internal and external, as they was established. formulate their strategies for the next three years. In particular, the guidelines stress that A draft of the Statement of Strategy was new Departments formed after the current submitted to the Minister and Minister for State Government was established in June 2002, for a meeting of the Management Board on 25 should take the opportunity of the development November 2002. of the Statement of Strategy to allow staff at all The process was overseen by a Strategy levels develop a shared vision of their new Development Group comprising the organisation. This process commenced in the Management Board, Principal Officers in the Department with an initial discussion by the Strategic Change Division (Matt Benville) and in Management Board at its meeting on 26 June Planning Division (Tom Ferris), Policy Analyst 2002. (Deirdre Hanlon) and with secretarial support To ensure alignment between the Strategy from Mary Ryan. Statement process and the Government’s The Senior Management Forum, consisting of programme and priorities, the Minister and Principal Officers and the Management Board Minister for State were involved in the early met to consider the overall strategic approach, stages of the process with the Management as did the Principal Officers Network. The Board in outlining the high level goals. This Partnership Committee also considered the provided the basis for the development of the Strategy. overall Strategy, based on widespread collaboration and consultation, externally and In preparing the chapter on Organisation internally. Objectives and Strategies, staff in the Department were also consulted as customers of Input from the general public was sought the Corporate Management Divisions. Input was through notices published on our Internet site sought through internal communications and at (www.transport.ie) from 13 August 2002. Input meetings held in Dublin and Ballina. was also sought directly from companies and agencies under the aegis of the Department. In addition consultation took place with relevant Departments. Those consulted or from whom submissions were received are listed overleaf.

The core of the Strategy was developed through a series of discussions at Divisional level involving all staff in the preparation of objectives, strategies and outputs. This process took place over the months to November 2002 and provided an opportunity for robust debate on the key issues affecting the Department. This was felt to be crucial in arriving at a common understanding of the guiding principles for a new Department. Each member of staff was encouraged to seek a thread running from the Mission Statement to their individual role profile, Strategy Statement 2003-2005

Appendix A

LIST OF DEPARTMENTS CONSULTED IN RESPECT OF CROSS-CUTTING ISSUES

Department of Arts, Sport and Tourism

Department of Communications, Marine and Natural Resources

Department of Enterprise, Trade and Employment

Department of Environment and Local Government

Department of Finance

Department of Foreign Affairs

Department of Justice

Department of the Taoiseach

SUBMISSIONS ON THE DEPARTMENT’S STRATEGY

All State Agencies under the auspices of the Department were invited to participate in the process and provided observations in response.

In addition input was received from :

ARRIVA Passenger Services

Coach Tourism and Transport Council of Ireland

Combat Poverty Agency

County and City Managers’ Association

Chambers of Commerce of Ireland

Construction Industry Federation

IBEC

Irish Association of International Express Carriers

National Disability Authority

Private individuals

Public Transport Partnership Forum

56 Appendix B Structure of the Department of Transport

Julie O’Neill Secretary General

Integrated Transport Unit Internal Audit Principal Officer Catherine O’Sullivan Maev Nic Lochlainn

Andrew Cullen John Fearon John Lumsden Pat Mangan John Murphy

Assistant Assistant Assistant Assistant Assistant Secretary Secretary Secretary Secretary Secretary

Public Transport, Corporate Aviation Public Transport Roads Land Use, Management Regulation & Planning & Reform Investment

Tom Ferris Matt Benville Liam Daly John Brown Des Coppins Land Use, Communications & Airports Public Transport Vehicle Standards & Transport Planning Information (Bus Licensing & Motor Insurance & Tackling Railway Safety) Congestion Kevin Humphreys Dan Commane Martin Diskin Air Accident Michael Harper Finance Road Haulage Peter McEvoy Investigation Unit Public Transport Rail PPP Doreen Keaney (CIE Restructuring Liam Dolan Investment & Austin McGarry & Taxi Regulation) Critical Aer Lingus, IAA & Driver Testing & Human Resources Infrastructure Aviation Security Licensing Dermot McCarthy

Robin McKay Public Transport Jim Humphreys Maurice Treacy (Regulatory Reform) Aviation Regulation Road Investment/ CIE Investment & ESIOP Corporate Affairs & International Relations John Welsby Interim Railway Kevin O’Connor Safety Comission Engineering Support

John Weafer Road Safety & Traffic Strategy Statement 2003-2005

Appendix C Mandates for State Bodies in Transport

A vital contribution is made by the commercial Commission for Aviation Regulation State Companies and Agencies under the aegis of the Department to national economic The principal function of the Commission for development. It is important that the relationship Aviation Regulation is to regulate airport charges between the Department and the companies and air traffic control charges at Irish airports and agencies is clear and that each are fully which have an annual passenger throughput of aware of their respective responsibilities. The in excess of one million passengers. The following mandates reflect current legislative and Commission also has responsibility in relation to other policy positions. Depending on slot allocation at Dublin Airport and for the Government decisions in the months ahead on a licensing of air carriers under the relevant EU number of policy initiatives outlined in this regulations. Regulation of the groundhandling Statement, these mandates may fall to be market at Irish airports and the licensing of reviewed. travel agents and tour operators are also carried out by the Commission.

Irish Aviation Authority AVIATION The IAA is a commercial State Company Aer Lingus established under the 1993 Irish Aviation Aer Lingus is governed by the Air Companies Authority Act and is the statutory body Acts 1966 -1993. It is currently 95.24% State responsible for regulating the safety standards of owned with the remaining 4.76% owned by the Irish civil aviation and for the provision of air staff. The Group’s principal activity is scheduled navigation services to aircraft in over 100,000 passenger and cargo air transportation services sq. miles of Irish controlled airspace. In fulfilling on Irish, UK, Continental Europe and US routes. its role, across a range of operational and The specific shareholder mandate is that the technical regulatory functions, the IAA operates Company operate in accordance with strict to international safety standards and procedures commercial criteria, ensuring that financial as laid down by the International Civil Aviation results and shareholder value benchmark Organisation (ICAO), the European Joint Aviation favourably with competitor airlines. Authorities (JAA), Eurocontrol (the European Organisation for the Safety of Air Navigation), Aer Rianta the European Civil Aviation Conference (ECAC) and the European Union. The specific mandate Aer Rianta has statutory responsibility for the of the IAA is to provide air navigation and safety management and development of the three regulatory services which are cost effective, State Airports at Dublin, Shannon and Cork. The correspond to best international practice, and key mandate for the Company is to ensure the continue to inspire confidence in the use of Irish ongoing provision of the necessary infrastructure airspace and technical infrastructure; to and services at these airports to meet the needs discharge its statutory obligation to be self- of all users, at the lowest possible cost, financing; and to exploit profitable new business consistent with safety and commercial opportunities, provided they are organically operation. Other aspects of the Company’s linked to the Authority’s core functions and do mandate include promoting the development of not detract from core responsibilities. traffic at the three State Airports, exploiting profitable new business opportunities that are organically linked to the Company’s core business and do not detract from its core responsibilities and providing a financial return to the shareholder consistent with the overall mandate. 58 Appendix C

ROADS Medical Bureau of Road Safety

National Roads Authority The principal function of the Medical Bureau of Road Safety is analysing the alcohol and/or drug The NRA’s primary function under section 17 of content of specimens of blood and urine the Roads Act 1993 is to secure the provision of provided for the Gardai by people suspected of a safe and efficient network of national roads. It driving while intoxicated. The Bureau certifies has overall responsibility for planning and the results of these analyses for use in evidence supervising the construction, improvement and in prosecutions for such offences, approves and maintenance of this network – some 6% of total provides equipment for the taking of such mileage, but accounting for about 38% of total specimens and for evidential breath testing for road traffic, two thirds of it work-related. alcohol and carries out research on the impact of drug use on driving. In addition to its general mandate, the NRA has been assigned a number of specific functions Other under the Roads Act which include securing the carrying out of construction, improvement and The Department works with the National Car maintenance works on national roads; Testing Service Ltd. on the operation of the approving, allocating and paying grants for National Car Testing Service and with Prometric national roads and repairing or arranging for the Ireland Ltd. on the operation of the Driver preparation of road designs, maintenance Theory Testing Service. programmes, and schemes for the provision of traffic signs on national roads.

Dublin Transportation Office PUBLIC TRANSPORT

The DTO has responsibility for the co-ordination Coras Iompair Éireann of transportation planning in the Greater Dublin Area. Its key objective is overseeing the putting The primary functions of Coras Iompair Éireann in place of a modern integrated transport are set out in the Transport Acts which are to network, which will provide a viable alternative provide or secure or promote the provision of an to the private car, ensuring that growth in efficient, economical, convenient and properly transport demand is channelled into public integrated system of public transport with due transport as well as achieving a significant regard to the Board’s social role, safety, the modal shift in existing demand. The updated encouragement of national economic DTO Strategy –‘A Platform for Change’ – development and the maintenance of provides a long-term framework for the reasonable conditions of employment. development of the Greater Dublin Area Following on from his statement on Public transport network. Transport Reform of 7th November, 2002, the National Safety Council Minister for Transport has set out his mandate for the Board of Coras Iompair Éireann. As well The National Safety Council is responsible for as continuing to discharge its existing statutory the promotion of public awareness of road safety responsibilities, the Board will be expected to and fire safety, including the promotion of public work with the Minister to deliver the public information campaigns, education programmes, transport reform programme and in particular to: advisory services, training courses, conferences a) give increased administrative independence and competitions. to the three operating companies Bus Éireann, Dublin Bus and Iarnród Éireann ; Strategy Statement 2003-2005

Appendix C

b) prepare these companies for their formal Bus Átha Cliath (Dublin Bus) establishment as independent companies and for a new market regulatory framework. The Transport (Reorganisation of C.I.E.) Act 1986 sets out the principal objects of Bus Átha c) devolve certain central functions currently Cliath to provide passenger services by road for carried out by the CIE holding company to the city and county of Dublin. Bus Átha Cliath is these companies, having regard to the also required to operate commercially to the findings of the Department of Transport maximum extent possible taking account of the commissioned Research Study into the public service obligations of the company. In the Financial and other Implications of a case of Dublin Bus, it will be necessary to Proposed Restructuring of the CIE review the company’s mandate in the light of the Companies. recent statement of the Minister for Transport on d) address internal structural reform of the Public Transport Reform and the Service Level operating companies, particularly Iarnród Agreement to come into force from February, Éireann. 2003 and the overall public transport policies enunciated in this Strategy. Iarnród Éireann Bus Éireann The Transport (Reorganisation of C.I.E.) Act 1986 sets out the principal objects of Iarnród The Transport (Reorganisation of C.I.E.) Act Éireann as to provide a railway service and a 1986 sets out the principal objects of Bus road freight service. Éireann to provide, within the State and between It is the general mandate of the company to the State and places outside the State, a operate commercially to the maximum extent passenger service by road, except in so far as possible, taking account of the public service Bus Átha Cliath provides a service. Bus Éireann obligations of the company and to manage, shall operate commercially to the maximum maintain and develop the rail network extent possible taking account of the public infrastructure. service obligations of the company.

The company will be expected to build on the As in the case of Dublin Bus, it will be substantial progress that it has made to date on necessary to review the company’s mandate in improving railway safety by continuing the safety the light of the recent statement of the Minister investment programme and particularly by for Transport on Public Transport Reform and enhancing its safety management systems and the Service Level Agreement to come into force safety control. from February, 2003 and the overall public transport policies enunciated in this Strategy. As part of the reform of the public transport sector, the mandate of the company will be Railway Procurement Agency reviewed and account will be taken of the contents of the report on restructuring The primary function of the Railway mentioned above, the forthcoming Strategic Rail Procurement Agency (RPA) is to procure new Review and the Service Level Agreements to light rail and metro infrastructure as determined come into force from February 2003. (These by the Minister, through a number of means, agreements provide a more transparent basis for including Public Private Partnerships (PPPs). the provision of State support for the ‘public The Agency is currently progressing on a PPP service obligations’ imposed on the companies basis procurement of the Dublin Metro, along and provide higher standards of accountability with elements of an extended LUAS light rail in respect of the level and quality of service network, as proposed by the Dublin offered to the customer.) Account will also be Transportation Office. taken of the overall public transport policies enunciated in this Strategy. 60 Appendix C

In addition to its primary function, the RPA also has statutory responsibility for:

■ Management of the construction of the two Luas lines - from Tallaght to Connolly Station and a second line from Sandyford to St Stephen’s Green;

■ Management of the operator’s contract for the light rail lines;

■ Introduction of an integrated ticketing system for all public transport, initially in the Greater Dublin area;

■ Developing the metro system for the Greater Dublin Area. Strategy Statement 2003-2005

Appendix D

DEFINITIONS

Corporate governance The systems and procedures by which organisations direct and control their own affairs.

Environmental analysis An examination of external factors economic, demographic, environmental and social influence which influence, and are influenced by, Departmental actions

Goals Broad statements of intent, focused on outcomes, and covering a particular sector or sphere of activity.

Mission Statement An expression to the values and sense of purpose of the organisation.

Mandate An outline of the functions the organisation is charged to address.

Objectives Specific statements of intent which indicate how the goals are to be achieved. They are generally expressed in terms of the results or outcomes intended.

Outcomes The benefits or changes for individuals or groups arising from pursuing a particular policy or policies.

Outputs The goods and/or services produced as a result of pursuing the specified objectives and strategies.

Performance indicators Quantitative and qualitative indicators associated with particular objectives and strategies that should facilitate illustrating whether or not objectives and strategies are being achieved.

Strategy Statement A forward-looking document that serves as a framework for action by the Department/Office.

Strategies Detailed actions to be pursued in order to achieve or to support the achievement of goals and objectives.

62 63 Strategy Statement 2003-2005

Department of Transport Transport House Kildare Street, Dublin 2. Tel: (01) 670 7444 Fax: (01) 670 9633 Email: [email protected] Website: http://www.transport.ie