Final Report July 2008 – March 2009 Volume 1 of 2

Department of Main Roads Letter of compliance

7 September 2009

The Honourable Craig Wallace MP Minister for Main Roads Level 13 Mineral House 41 George Street Qld 4000

Dear Minister I have pleasure in presenting you with the final report for the Department of Main Roads for the period 1 July 2008 to 26 March 2009 (Annual Report). I certify that this annual report complies with:

• the prescribed requirements of the Financial Administration and Audit Act 1977 and the Financial Management Standard 1997, and • the detailed requirements set out in the Annual Reporting Guidelines for Government Agencies. A checklist outlining the annual reporting requirements can be accessed at www.mainroads.qld.gov.au

Yours sincerely

Alan Tesch Director-General Department of Main Roads

i Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Letter of compliance Highlights, financial summary, opportunities and challenges

Highlights • Delivering our record roads program for the fourth consecutive year, including completing some 200 major road projects (see page 34). • Delivery of a significant program of safety improvements that at March 2009, included 37 projects under the Safer Roads Sooner (SRS) Program valued at $31.4m ( see pages 6, 30, 52). • Implementation of projects and programs to manage the impacts of urban growth, including: • smart transport solutions—Maroochy Road Interchange, alignment of the Boggo Road Busway to the Eastern Busway, and the first stage of the Northern Busway (see pages 8, 10, 33, 34) • improving network capacity and connectivity—Gateway Upgrade Project, Upgrade and Ipswich/Logan Interchange, and the Houghton Duplication (see pages 8, 10, 34, 39) • keeping traffic moving and reducing accident response times—new Traffic Response Units (TRUs) and heavy vehicle tow trucks (see page 60). • Roll-out of the Intelligent Access Program (IAP) to manage compliance on designated High Mass Limit (HML) routes, with the IAP mandatory for HML access in Queensland after 1 July 2009 (see pages 10, 63). • $85.5m investment to repair and seal aged and cracked pavements, underpinning the preservation and maintenance of the road asset (see pages 9, 26). • Creation of the General Manager (Regional Operations) position to lead and support our 12 regions and 18 offices (see page 30). • Recognition of our proven safety commitment and record in state, national and international awards (see pages 6, 66). • Celebration of Queensland’s 150th anniversary through our Bridge Naming Program (see pages 6, 18).

Main Roads—Connecting Queensland Final Report July 2008–March 2009 Highlights, financial summary, opportunities and challenges ii Table 1 – Financial summary

2007–08 2008–09* $’000 $’000 Comments

Total revenue 1,667,426 1,391,109 For the year ending 26 March 2009, the department showed proportionally similar figures to the previous 12 months ending 30 June 2008. A slight increase in user charges were a direct result of services provided to other government departments for resuming property. Total expenditure 1,796,974 1,861,925 The increase in expenditure reported is a direct result of the 2007–08 infrastructure asset revaluation leading to an increase in depreciation and amortisation expense and offset by a significant decrease in land used under roads due to a change in accounting treatment arising from a new accounting standard. Operating result (129,548) (470,816) The increase in net deficit for the period ending 26 March 2009 is mainly due to a significantly higher depreciation and amortisation expense as outlined above. Capital expenditure 2,303,989 2,215,963 Expenditure for the nine months is comparable to the previous 12 months ending 30 June 2008. The expenditure reflects good progress on the delivery of major road projects, particularly in the South East corner of the state such as the Ipswich Motorway and Upgrades. Total assets 57,030,384 44,029,726 The decrease in infrastructure asset values in the reporting period is a direct result of ongoing refinement to the department’s infrastructure asset valuation methodology. Total liabilities 1,688,817 1,851,040 The increase in liabilities is mainly due to amounts owing to trade creditors as a result of the department’s large infrastructure program and increases to our borrowings to fund the programmed roadworks. Equity 55,341,567 42,178,686 A reduction in equity is mainly represented by a reduction in the Asset Revaluation Reserve for the period ended 26 March 2009 as a result of the refinement of the department’s infrastructure asset valuation methodology.

*These figures only reflect 9 months of the financial year due to the abolition of the Department of Main Roads on 26 March 2009.

Opportunities • Developing innovative delivery • Ensuring we build on the significant methods—providing value for money gains in road safety within available • Provision of smart transport solutions (including financial and non-financial funds and through innovation and to manage the impacts of urban traffic factors) through partnerships, alliances technology solutions (see page 52) growth—including emergency systems, and contract approaches, including the integrated traffic signals, variable • Preserving new and maintaining Ipswich Motorway, Northern Busway speed technology, intelligent transport existing road infrastructure, to ensure and Western Corridor (see page 11). technology, web cameras, real-time this important community asset is web-based information, TRUs and • Planning in partnership—carrying out available for future generations heavy vehicle tow trucks (see page 52). high-priority strategic planning to meet (see pages 26, 40). whole-of-government commitments • Creation of opportunities for a • Responding to extreme climatic events to economic development and urban sustainable future—minimising and addressing the impacts of climate and regional growth, for example, the our environmental footprint and change on the road asset through Roads Alliance with local government improving the integration of ecological adoption of sustainability principles (see page 21). sustainability principles across all (see page 36). aspects of our business (see page 94). With the creation of the Department • Putting road capacity to best use to of Transport and Main Roads in March • Facilitation of fully controlled and achieve greater integration of the 2009 (see page 6), these opportunities managed motorways—increasing our transport system through sustainable will continue to be realised through an ability to manage vehicle numbers on transport options (busways, cycleways, integrated approach to planning and motorways at any point in time and pedestrian paths) (see page 28). managing Queensland’s transport system improving efficiency and safety • Making the most of available funding (see page 12). (see page 38). and resources to maintain delivery, • Enhancing travel demand Challenges support state and national transport management—more efficient use agendas and achieve the best outcomes • Managing the impacts of urban of existing capacity and improving for the road network (see page 22). traffic growth to improve travel time urban mobility through the Council • Implementing the national transport reliability (see pages 10, 26, 38). of Australian Governments (COAG) policy reform agenda (see pages 6, 27). • Meeting the needs and expectations Road Reform Plan, and research and Attracting and retaining a capable, skilled Queenslanders have of roads as part policy development being undertaken and adaptable workforce with a strong of the broader transport system, for the ATC Ministers’ programs safety focus is essential to address these through best practice community and (see pages 8, 9). challenges (see page 64). stakeholder engagement (see page 16).

iii Main Roads—Connecting Queensland Final Report July 2008–March 2009 Highlights, financial summary, opportunities and challenges Contents

Letter of compliance i Presenting the report to the Minister This annual report outlines ii Highlights, financial summary, how we continue to work toward opportunities and challenges A snapshot of our significant achievements in a challenging year and future opportunities our vision of Main Roads— Communication objective Connecting Queensland 1 Why we produce an annual report About Main Roads 2 Who we are and what we do Director-General’s report 6 Alan Tesch provides an overview of how we delivered our strategic and operational priorities Main Roads strategic plan 12 An overview of our strategic plan and how we contribute to government priorities and community outcomes COMMUNICATION OBJECTIVE Performance summary This annual report outlines how we continue to work toward 15 A snapshot of our performance for the year to 31 March 2009 achieving our vision of Main Roads—Connecting Queensland. 16 Effective relationships We use our annual report to inform our diverse range of Working with our stakeholders to deliver stakeholders about our activities. In doing this we not only better outcomes ensure that legislative reporting obligations under the State-wide system planning Financial Administration and Audit Act 1977 and the Financial 22 Planning for a sustainable road network and delivering value for money Management Standard 1997 are met, but we also strive to exceed them. Program development and delivery 28 Delivering our record roads program This annual report is an account of how well we have delivered our services to the people of Queensland, and how we will Corridor land management 42 Managing the road corridor for the community continue to provide a safe, efficient and reliable road network as part of an integrated transport system. 52 Road operations Improving safety and optimising traffic This annual report is available on our website at performance www.mainroads.qld.gov.au and in hard copy on request 64 Capable organisation (these can be requested through the contact details Building our capability for the future provided below). Corporate social responsibility 78 • Introducing our senior management group A checklist outlining the governance, performance, reporting • Explaining our good governance policies and compliance and procedural requirements of the Financial practices • Monitoring our impact on the environment Administration and Audit Act 1977 and the Financial Management Standard 1997 is available on our website. 100 Financial review Explaining our financial position Stakeholder feedback is important to us and contributes to Appendix 1—Overseas travel improving the value of future annual reports for our readers. 106 We welcome your comments about this annual report and ask 110 Appendix 2—Investments in you to forward them to: controlled entities Email: [email protected] Appendix 3—Global Reporting Index 111 Mail: Annual Report Glossary GPO Box 1412 114 Brisbane QLD 4001 Acronyms 115 The Queensland Government is committed to providing Index accessible services to Queenslanders from all culturally and 116 linguistically diverse backgrounds. If you have difficulty in 117 Regional contacts understanding the annual report, you can contact Translating and Interpreting Service National on 13 14 50 to arrange an 117 CD interpreter to effectively communicate the report to you.

Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Contents 1 About Main Roads

Main Roads—Connecting Queensland

Who we are These documents are used in conjunction with divisional and Main Roads manages the regional business plans and road network that enables the individual achievement plans, to social, environmental and manage our services for Queensland. economic well-being of all Queensland communities. We have positioned ourselves strongly to deliver positive outcomes Queensland’s roads are essential to for the community. We look forward connecting people and communities, to continuing to work with our moving goods and services, and stakeholders to ensure that we deliver providing access to employment, on our core business. Our vision education, social services and We will achieve our vision of recreational activities. Our operating environment Main Roads—Connecting Queensland by: A safe, efficient, reliable and Main Roads operates under the: integrated transport system is • connecting with the future— essential to supporting Queensland’s • Public Service Act 2008 providing a safe road system growing population and industry • Transport Planning and that will serve the state well base. A sustainable road network Coordination Act 1994 into the future is an integral part of this total • Transport Infrastructure Act 1994. • connecting with transport system. stakeholders—collaborating Queensland has the nation’s largest with stakeholders to meet the Our core business involves planning, state-controlled road network. It state’s diverse needs providing, managing, maintaining consists of 33,337km of roads, – connecting with our and operating a safe, efficient and more than 6,500 bridges and major communities—factoring reliable road network. culverts and has an estimated gross the needs of various replacement value of $58.9bn. This communities of interest We exercise majority control over road network carries the vast majority into all our operations two entities that design and supply Intelligent Transport Systems of the state’s traffic and provides – connecting with a vital connection for people, suppliers—in ways that (ITS) and operate our toll roads, community, industry and goods. are mutually beneficial Transmax Pty Ltd and Queensland • connecting with our people— Motorways Ltd (QML) (see page 110). Our road corridors are conduits through leadership and Our strategic plan provides the for busways, cycleways, pedestrian listening to highly motivated strategic policy direction for Main pathways, and transit , and are and capable people. Roads over a five year period. It is the essential links between transport reviewed annually to update our modes—rail, air and sea. opportunities, priorities and challenges We partner with all levels of as required (see page 12). This aligns government to provide and manage with the goals of the Transport the state’s road network. This Coordination Plan for Queensland collaboration ensures we realise (TCP), the overarching document our shared goal of a safe, efficient that provides direction to our major and reliable integrated transport transport strategies and plans. system for Queensland. Our road network strategy, Roads On 26 March 2009, the Queensland Connecting Queenslanders (RCQ) Government announced the is part of a suite of strategic integration of the departments of planning documents, that also Queensland Transport (QT) and include the Queensland Road System Main Roads to form a single entity, Performance Plan (QRSPP) and the the Department of Transport and Roads Implementation Program (RIP). Main Roads.

2 Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 About Main Roads The history of Main Roads is essentially the history of the people who have worked in the organisation

Main Roads—the first 50 years.

1910–1919 Local authorities built local roads to suit the needs of their communities. Improved road conditions became important due to 1950–1959 motorised vehicles replacing bicycles and Main Roads Commission becomes the hores-drawn transport. Department of Main Roads. 1990–1999 Constructed the 1930–1939 1970–1979 Pacific Motorway, Provided unemployment relief through Implemented the Beef Road Scheme to linking Queensland’s Construction of Somerset Dam, increase beef production and export two largest population St Lucia buildings of the University income. The was centres, Brisbane and of Queensland and the . also constructed. the Gold Coast.

1920–1929 Established the Queensland 1960–1969 2000–2009 Main Roads Board which was Launched the Road Plan for Queensland Improved travel time later replaced with the Main to construct a cohesive road network over reliability for road users Roads Commission in 1922. the next 20 years. through the implementation of infrastructure and non- 1940–1949 1980–1989 infrastructure projects Constructed defence projects including Constructed the Gateway Bridge and such as the Tugun Bypass, military camps, aerodromes, docks and arterial roads using sophisticated STREAMS and Traffic major roadworks. methods of design and construction. Response Units.

Source: From Bull Dust to Beef Roads and Beyond—Main Roads the first 50 years, M. Diamond, 1999, Queensland Department of Main Roads. A road well travelled—Main Roads Connecting Queensland, Department of Main Roads Heritage Centre. Department of Main Roads Annual Report 1998–99, Department of Main Roads Annual Report 2007–08.

Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 About Main Roads 3 About Main Roads cont...

The new department will continue Table 2 Statistics by Main Roads regions to plan, manage and oversee the delivery of a safe, efficient road State- network as part of an integrated Regions Land-based controlled road Population** transport system that supports sound area km² length km* economic, social and environmental outcomes for Queensland Central West 396, 650 4,386 12,256 (see page 6). Darling Downs 77,389 4,297 231,599 Far North 273,146 3,160 262,095

Our people Fitzroy 117,813 3,532 214,753

Main Roads has a workforce of Mackay/Whitsunday 90,362 2,674 167,666 5,910#. Our people work across Metropolitan 5,222 775 1,352, 890 12 geographic regions and 18 offices North Coast 10,562 1,343 690,126 throughout the state, in a wide range of professional, technical North West 308,039 3, 574 33,746 and administrative disciplines. Northern 80,042 1,636 220,656 We are committed to achieving South Coast 6,535 1,050 804,013 excellence through a high South West 319,807 3,971 26,150 performance culture. As an employer Wide Bay/Burnett 48,599 2,939 277,965 of choice, we support our people by Total 1,734,166 33,337 4,293,915 providing opportunities to enhance * Based on the new state-controlled road length as at 14 May 2009. Data sourced from Main Roads Asset Data Unit and develop skills and obtain higher Note: individual regional area figures not available prior to this date. education and qualifications. ** Actual Population figures as at 30 June 2008. Data sourced from Bureau of Statistics—Catalogue Number 3218.0 ‘Regional Population Growth’. Our stakeholders A diverse range of stakeholders from across the community, industry and all levels of government depend on us to provide a road network that meets their current and future requirements. Our approach to managing stakeholder expectations is fundamental to how we do business and manage change. We recognise that working with our stakeholders and listening to them is essential if we are to continue to be successful in connecting Queensland now and into the future (see page 16).

# The number of employees includes both full-time and part-time employees measured on a full-time equivalent basis as at 26 March 2009.

4 Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 About Main Roads Map 1 Servicing the state through our 12 geographic regions

Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 About Main Roads 5 Director-General’s report

We continue to make a significant contribution to Queensland’s economic, social and environmental well-being

Coinciding with the state elections Safety is our highest priority held in March 2009, the then Minister With safety as our number one for Main Roads, the Honourable priority, we delivered a program Warren Pitt MP, announced his of safety improvements for road intention to not seek re-election. users and roadworkers, including: In his role, Minister Pitt provided guidance and support as we delivered • 37 projects under the SRS Program the road construction program. to March 2009, valued at $31.4m We acknowledge his commitment, • 25 additional rest areas for heavy Alan Tesch dedication and contribution vehicles to manage fatigue—five Director-General to Queensland. million dollars from red light and speed camera revenue was In 2009, we welcomed the The year in review dedicated to heavy vehicle rest Honourable Craig Wallace MP as areas in 2009–10 Managing Queensland’s state- Minister for Main Roads. Minister controlled road network during Wallace works closely with the • a new Safety Leadership Foundation a year of significant global and Honourable Rachel Nolan MP, Program to develop effective national economic change, a rain Minister for Transport, to honour safety leaders who encourage and deluge covering approximately two- the Queensland Government’s support our people in thinking and thirds of the state for the second commitment to provide an integrated behaving in a safe and healthy way. successive year and continuing transport system and to advocate strong population growth presented strongly for Queensland’s needs in Recognition of our safety record many opportunities and challenges the national transport reform agenda. I am pleased to report that our overall this year. safety record has been exemplary Celebrating Queensland’s and recognised in state, national As I look over our achievements, 150 years I am confident that we continue to and international arenas, including As Queensland celebrates its make a significant contribution to the SAI Global 2008 Australian 150th anniversary, this is a timely Queensland’s economic, social and Business Excellence Awards, the reminder of the importance of environmental well-being. National Workplace Safety Awards, transport in shaping our great state, Queensland’s Road Safety Awards The delivery of a record roads past, present and future. Our Q150 ‘Innovation’ category, a Premier’s program of $2.6bn to March 2009 Bridge Naming Program highlights Award for Excellence in Public Sector on Queensland’s 33,337km state- the special affinity Queenslanders Management in the ‘Focusing on our controlled road network was possible have for those bridges that have People’ category, and the Centre for through the dedication of our people. played a critical part in connecting Accident Research and Roads Safety— people and industry, building the Queensland award in the ‘Local A new department state’s prosperity and connecting Government’ category (see page 66). In March 2009, the departments of Queenslanders (see page 18). Main Roads and QT were integrated Our commitment to safety into the Department of Transport and A focus on Queensland’s future at roadworks Main Roads, led by two Ministers. In September 2008, the Premier of We continued our commitment to This amalgamation is part of a Queensland, the Honourable Anna address safety issues at roadworks sweeping government program Bligh, launched the government’s with the launch of the next phase of to deliver better coordination and blueprint for the future Toward Q2: a roadwork safety campaign, aimed improved services. The integration Tomorrow’s Queensland (Q2). With at ensuring the safety of road users gives Queenslanders assurance that five ambitions covering our economy, and roadworkers in work zones. With the state’s transport system will be environment and lifestyle, education the key message ‘Please slow down— planned, delivered and managed and skills, health and community, roadwork safety is your responsibility to keep people, goods and services roads will play an important part in too’, we seek to influence road user connected and moving. achieving these (see page 12). behaviour around roadworks.

6 Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Director-General’s report Building infrastructure to serve the state into the future

Gateway Bridge Duplication Project.

Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Director-General’s report 7 Director-General’s report cont...

The campaign features real • plan, provide, manage, maintain • Continued construction on roadworkers who urge road users to and operate the state-controlled Western Corridor, including look out, watch out and be aware. road network to improve Centenary Highway extension, I am pleased to report that the reliability of service to industry Ipswich/Logan Interchange and campaign is well received in the and communities Wacol to Darra Upgrade. community, with independent survey • collaborate across government on • Construction on the Pacific results showing that 93% of survey the development and release of Motorway Upgrade and Nerang participants were prompted to think major integrated network corridor South Interchange. about the safety of roadworkers, and modal transport plans. • Construction on the Boggo Road 96% indicated that they are aware Busway and Northern Busway. of the dangers of speeding and 87% Safety, connectivity, capacity, and supported the key message reliability on roads were improved as • Construction on the Houghton (see page 32). a result of key projects completed or Highway Duplication. well underway in urban, regional and Northern Queensland Contributing to the national remote areas across the state. Some • Completed two stages of the safety agenda of the highlights of our projects and linking To make best use of transport service delivery follow. the northern coastal suburbs infrastructure and address road A delivery snapshot of Townsville with Condon trauma, we participated in the and Douglas. drafting of an inter-governmental S outh East Queensland agreement to underpin the operation • Construction activity peaked on • Completed the first stage of the of a new National Road Safety the Gateway Upgrade Project, with Townsville Port Access Road Council. This will bring about completion expected in 2010. to link the Bruce and Flinders Highways as part of a dedicated nationally-agreed safety reforms. • Upgrade of the Sunshine heavy vehicle route to the port. In November, Ministers of the ATC, Motorway scheduled for • Completed Tully Road flood including Queensland, approved the completion in April, including immunity work to improve access. National Road Safety Action Plan duplication between Sippy Downs, 2009 to 2010 to reinforce Australia’s Kawana Way and the new Sippy • Completed the 15.5km Bruce commitment to safe system principles Downs Interchange, duplication Highway Upgrade between on roads (see page 30). between Road, Corduroy Creek and Tully High and the new School to improve flood immunity. Delivering a roads program Maroochy River Bridge, and a • Completed widening of 130km to benefit Queensland new interchange on the Sunshine narrow, single road between Our service delivery priorities Motorway at Pacific Paradise. Cloncurry and Burke and are focused on delivering the • Continued upgrade of 6km of Wills Junction. government’s road infrastructure the Bruce Highway between • Completed a new bridge over commitments, the South East Uhlmann Road and the Caboolture the Mulgrave River on the Queensland Infrastructure Plan and River, including a new interchange Bruce Highway. connection to the Program (SEQIPP), the RIP and other • Upgraded Caboolture Bypass. major capital works. We: between Mt Garnet and • manage the delivery of the state’s • Grade separation of the Mount Three Ways. Lindesay Highway over the largest road infrastructure program • Progressed reconstruction and Brisbane– rail line as • plan and prioritise future works widening on 12km of the Flinders part of the Acacia Ridge rail to meet the long-term needs of Highway at Jardine Valley. crossing overpass. industry and communities • Progressed delivery of the • incorporate public transport Accelerated Bruce Highway options and encourage more Upgrade north of Townsville, active transport (walking including flood immunity works. and cycling)

8 Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Director-General’s report Central Queensland • Upgraded the New England Maintaining our bridges Highway between Crows Nest • Construction on the four-lane As part of our Regional Bridge and Pechey, including a 2km corridor between the Bruce Renewal Program (RBRP), we realignment at the Pechey Range Highway and Eimeo Road, with completed construction of and construction of a southbound completion of Mackay-Bucasia 13 bridges and wherever possible overtaking lane. Road duplication. we recycled hardwood timbers • Widening works on the Dysart- • Continued the Roma-Taroom from the old bridges. Middlemount Road as part of the Road upgrade with 40km of new Building partnerships Bowen Basin Safety Package. construction south of Taroom and 25km of widening completed and alliances • Completed the new Hospital north of Roma. We continue to build partnerships Bridge and approaches in Mackay. • Completed safety works in and alliances across government and • Construction of Hospital Road Roma, including the upgrade with suppliers and stakeholders to in Emerald. of five intersections. ensure roads are managed as part • Commenced fatigue management of an integrated transport system. and safety improvements on the Preserving the road network Currently, we have around 48 , Rockhampton alliance-style contracts underway Preserving the state-controlled road to Emerald. that involve the Queensland network through our maintenance Government. Alliances have clearly • Commenced widening and program is essential to provide demonstrated that we deliver value strengthening works on a 17km access and community connectivity, for money, both in financial and section of the keep traffic moving and ensure the non-financial areas such as quality, between Rolleston and Springsure. viability of industries reliant on durability and level of service. • Multiple pavement, sealing and road freight transport. This involves safety works on the Birdsville balancing investment across the state Working with communities and Developmental Road and and sourcing additional funding to industry through tough times Diamantina Developmental Road. keep pace with increasing demands For the second successive year being placed on the road network. Southern Queensland flood water covered many key road • Completed the first stage of the A focus on routine maintenance links, and as a result we needed to 14.3km Bundaberg Ring Road. reprioritise our maintenance program Our routine maintenance is an and commence urgent road safety • Commenced the second stage of essential component of asset initiatives, including load limits Bargara Road to Goodwood Road, preservation. We invested $85.5m and road closures. Our approach linking Goodwood Road to the to repair and seal aged and cracked ensured the safety of road users . pavements and we plan to deliver and minimised damage to the road • Widening of Boat Harbour Drive, $615m of routine maintenance asset. We restored roads damaged by Hervey Bay to four lanes between projects over the next five years. extreme weather events in , Hunter Street and McNally Street. To prioritise maintenance allocations, Cloncurry, Barcaldine, Townsville and • Completed the Federal we have developed a model for Brisbane and surrounding areas. Government-funded safety routine maintenance. The model Throughout this time, our critical improvements to the Eight Mile estimates routine maintenance needs incident management response team intersection of the Cunningham across the road network and will worked closely and tirelessly with and New England Highways, assist in guiding the allocation of affected communities and industry to 12km north of Warwick. available routine maintenance funds keep them well informed about access • Converted the New England to regions (see page 26). and connectivity issues (see page 18). Highway through Highfields, north of Toowoomba to four lanes.

Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Director-General’s report 9 Director-General’s report cont...

Managing the impacts of • new public transport Advocating for the state’s urban traffic growth infrastructure, including new transport needs bus lanes on Smith Street, Gold Just over 80% of Queensland’s At a national level, we will continue Coast, a project to construct population live within 50km of the to support and implement the bus lanes on the Gold Coast coast in urban centres. With the national transport policy reform Highway, and continued increasing number of vehicles on agenda and advocate for the state’s construction of the Boggo Road, our roads and the growing freight transport needs. I am pleased to Eastern and Northern Busways task, smart traffic solutions are at the report that our robust submission forefront of managing an efficient • cycle and pedestrian facilities to the Federal Government secured road network. Five key areas guide including expansion of the South some $5.5bn of federal investment our improvements in travel time East Queensland cycle network over six years for significant reliability—land use and planning by an additional 90km and transport projects in Queensland for growth, building capacity and facilities included in the Gateway under the new Nation Building making smarter use of existing Upgrade Project, Pacific Motorway Program (see page 25). Transit Project, and Houghton capacity, efficiency, travel demand With the floods of the past two years Highway Duplication. management and travel options. causing significant damage to the road asset, attention will be even Targeting investment to enhance Future direction network efficiency more focussed on asset maintenance As we move forward, we see that and preservation and building road In managing the impacts of urban there are many exciting opportunities infrastructure to an appropriate traffic growth, we target investment in continuing to connect Queensland. standard in flood-prone areas. to enhance network efficiency. The coming year will see us manage Our initiatives include: Providing employment key issues of safety, build on and opportunities for Indigenous • new ‘Open Roads’ legislation to strengthen transport integration, communities deliver our construction program, facilitate the quicker removal of We will continue to build on our manage the impacts of traffic stranded freight and vehicles, commitment to Queensland’s growth and preserve and maintain specialised peak-hour road Aboriginal and Torres Strait transport assets. In doing so, we will enforcement patrols and new Islanders quality of life and continue to support access, while also heavy vehicle tow trucks well-being through: managing our carbon footprint. • implementation of new motorway • implementation of our Roads to Safety is an ongoing challenge. We controls, including ramp metering, Reconciliation Action Plan—we are will build on significant gains in Variable Message Signs (VMS) and the first Queensland Government road safety through an even greater free-flow tolling, as part of the agency to have a plan in place Gateway and Ipswich Motorway commitment to and uptake of • employment and capacity building Upgrades to manage the flow innovation and technology. opportunities in regional and of vehicles Connecting with our remote communities • in conjunction with Brisbane City local communities • our Aboriginal and Torres Strait Council (BCC), the progressive Local offices across Queensland Islander Education toward rollout of our smart traffic signal will continue to provide people Employment Scholarship Scheme. system has resulted in travel times with opportunities to engage with being reduced by up to 13% at Main Roads on transport issues. Our targeted intersections on weekdays presence in local communities puts and 17% on weekends us at the heart of local issues. Our • implementation of the IAP to best practice public and stakeholder manage compliance on designated engagement will ensure we listen HML routes, with the IAP and respond to people’s needs and mandatory for HML access in recognise these in our activities. Queensland after 1 July 2009

10 Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Director-General’s report Building our capability to To the people of Queensland Our relationships with industry connect Queensland associations, such as the Association I extend my thanks to those of Consulting Engineers Australia, A well-connected, skilled and capable Queenslanders who gave up their the Australian Asphalt Pavement workforce is central to the planning, time to participate in the many Association, the Queensland Major delivery and management of our work and varied community engagement Contractors Association and the program. Our attraction, retention, activities across the state. With Civil Contractors Federation, have traineeship, cadetship and workforce everyone’s busy lives, their allowed us to monitor the capacity succession planning programs are participation made an important of the construction and maintenance some of the ways we are tackling this contribution to our decision-making. challenge (see page 67). industry to deliver a large program To our partners, alliances and key of transport infrastructure for Acknowledging support stakeholders Queenslanders. Together, we are and commitment I acknowledge our partners, addressing significant issues, such as skills and materials shortages. To our people alliances and working relationships in the wider state and national I thank Main Roads’ key advisory Our people work and live in local road and transport sector for their body, the Roads Infrastructure communities and remain Main Roads’ contributions to keeping Queensland Management Advisory Group fundamental strength. Time and time moving and connected. (RIMAG) comprising people from again over the past year our people academia and private practice, for have rallied to help communities in Our relationship with the RACQ, their assistance in helping us further times of need, many doing so in a Queensland Trucking Association, our strategic approach to community voluntary capacity. I take great pride AgForce Queensland and other and stakeholder engagement and in knowing Main Roads has people of peak industry groups has been economic issues this year. this calibre and who are so dedicated. of great benefit, and the level of cooperation and information In closing Outstanding examples include exchange is contributing to a better responding to the floods in northern understanding of community and I sincerely commend our people and western Queensland, helping industry issues. for their efforts this year. Their clean up after the devastating professionalism, dedication and storms that flattened many homes in Our close working relationship with volunteering endeavours ensure they Brisbane’s The Gap and surrounding local government through the Roads are a true Queensland asset. suburbs, and cleaning up ecologically Alliance was reaffirmed in September I look forward to the essential role significant areas in Moreton Bay 2008, with the re-signing of the our new department will play in following the state’s largest oil spill. Roads Alliance Memorandum of Agreement (MOA). This demonstrates shaping Queensland’s future. To the senior management team a significant joint commitment to I express my thanks to each member implement a coordinated approach to of our senior management team for road and transport management for their constant dedication throughout Queensland roads. Alan Tesch the year as collectively we addressed Our relationships with peak Director-General the challenges we faced. Australian road bodies, such as In particular, I acknowledge my Standing Committee on Transport Deputy Director-General, Les Ford, (SCOT), Austroads, ARRB Group for his ongoing support. Limited (ARRB) and Roads Australia have been enriched by the levels of cooperation and support in developing policy around the road and integrated transport system agenda.

Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Director-General’s report 11 Queensland Main Roads strategic plan Government ambitions Planning for the future

To deliver on the Queensland Overview of the strategic plan Our strategic plan details the Government’s key opportunities, priorities and ambitions, The Main Roads Strategic Plan challenges that will influence the we address 2008–2013 provides the strategic strategic direction of Main Roads strategic policy direction for Main Roads over over the next five years. Key Result opportunities, a five-year period. It demonstrates Areas (KRAs) with their definition for priorities and our commitment to deliver on this period follow. challenges planning, providing, managing, maintaining and operating a • State-wide System Planning: safe, efficient and reliable road to provide a consistent network as part of an integrated state-wide response to current transport system. and future needs. Our strategic plan was developed • Program Development and following extensive review and Delivery: to ensure efficient and reliable delivery through consultation with key stakeholders. The se sTRATegic The Main Roads Strategic Plan effective program, project and contract management. opportunities, 2008–2013 clearly identifies four priorities and strategic priorities for this period: • Corridor Land Management: challenges to lead consistency and • improve the safety of the drive our key effectiveness in managing the road environment result areas sustainability and access to our (kras) • achieve reliable delivery of the land corridors. roads program • Road Operations: to lead state- • preserve the increasing road asset wide improvements in the safety, • manage the impact of urban efficiency and reliability of the traffic growth. road network. Following the release of the Main • Effective Relationships: working Roads Strategic Plan 2008–2013 the with government agencies and Queensland Government launched its other key stakeholders to ensure future plan Q2 in September 2008. their views are understood and Therefore the Q2 ambitions were reflected in planning and delivery not reflected in this strategic plan, of the road network. however, through our collaborative • Capable Organisation: approach of engaging and listening to have capable people who are to our key stakeholders, our strategic motivated and led to perform and business priorities align to using consistent systems, support the Q2 ambitions. We are processes and practices. committed to continuing to deliver We deliver on these KRAs through an sustainable outcomes for the benefit integrated business planning process of the community whilst planning which identifies key actions that for the future in order to achieve the enable the effective implementation greatest success for Queensland. of the strategic plan.

12 Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Main Roads strategic plan QUEENSLAND GOVERNMENT AMBITIONS

STRONG GREEN SMART HEALTHY FAIR Creating a diverse Protecting our Delivering world- Making Queenslanders Supporting safe economy powered lifestyle and class education Australia’s healthiest and caring by bright ideas environment and training people communities

STRAT EGIC OPPORTUNITIES, PRIORITIES AND CHALLENGES

Strategic opportunities Strategic challenges • Establish our role in long-term government planning • Stakeholder engagement and advocacy • Develop robust corporate and technical governance • Long-term planning • Enhance the department’s reputation • Capital infrastructure and service delivery • Improve the department’s strategic risk management • Preservation, safety and efficiency of the transport asset • Improve the department’s strategic asset management • Workforce and industry capability and capacity • Demand growth in urban areas leading to congestion • Increased freight loadings and volumes

Strategic priorities Business priorities • Improve safety of the road environment • Proactively engage our stakeholders • Achieve reliable delivery of the roads program • Build the capability and capacity of our workforce • Preserve the increasing road asset • Effectively plan for the long-term • Manage the impact of urban traffic growth • Ensure the safety and well-being of our people

MAIN ROADS KEY RESULT AREAS

Effective relationships Objective 1: Be a leader in stakeholder engagement and community and industry relations K ey result indicator • Stakeholder satisfaction • Effective relationship management

State-wide system planning Program development and delivery Objective 2: Lead integrated road system planning Objective 3: Develop and deliver the roads across the transport sector program effectively Key result indicator Key result indicator • Investment aligned with priorities and outcomes • Reliability of state-wide road project delivery • Level of service of state-controlled road network • Effective technical governance • Condition of state-controlled road network • Delivery performance of the South-East Queensland Infrastructure Plan and Program (SEQIPP)

Corridor land management Road operations Objective 4: Lead the sustainable management Objective 5: Provide a safe, efficient and reliable of road corridor land road network Key result indicator Key result indicator • Road corridor environmental values • Safety of state-controlled road network in line with • Sustainable road corridor use national targets • Efficiency of heavy vehicle operations on the state-controlled road network • Travel efficiency and reliability on the state-controlled road network

Capable organisation Objective 6: A chieve excellence through the performance of our people, systems and practices Key result indicator • Workforce capability and capacity • Organisational climate and safety • State-wide functional systems • Proactive policy and planning

Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Main Roads strategic plan 13 Main Roads strategic plan cont...

Internal Audit team on-site at the construction of the Northern Busway.

FOCUSING ON THE FUTURE We have reviewed and updated our priorities for 2009–2014 using a collaborative approach with our key stakeholders which has enabled us to continue to meet the challenges of changing economic, environmental and social influences. Our priorities are to: • improve safety of the road environment and the well-being of our people • deliver on the government’s road infrastructure commitments • provide job opportunities that support a strong economy • achieve value for money in delivery of the roads program • manage the impact of urban traffic growth to protect our lifestyle and environment • preserve the increasing road asset. As the new Department of Transport and Main Roads, we will continue to manage the performance of the road network as part of an integrated transport system for Queensland. We will be a vital partner in delivering a sustainable future through: • engaging with the community, industry and governments • being recognised as a significant national player in transport and road policy and practice • delivering on the government’s transport and road commitments. We will continue to demonstrate strong leadership across government and look forward to continuing to work with our stakeholders to achieve the Queensland Government’s ambitions.

14 Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Main Roads strategic plan Performance summary

This summary provides an overall assessment* of our performance against strategic priorities, reflected in our achievements against the key result indicators set in Main Roads Strategic Plan 2008–2013. Results are based on a graduated scale. The page numbers refer to sections of the report where more detailed information is presented.

2007–08 2008–09 % Key Result Area > Objective > Key Result Indicator Results Results** Change Page no. Effective relationships Objective 1: Be a leader in stakeholder engagement and community and industry relations Key Result Indicators: ­

• Stakeholder satisfaction 2 19

• Effective relationship management 6 20

State-wide system planning Objective 2: Lead integrated road system planning across the transport sector Key Result Indicators: ­

• Investment aligned with priorities and outcomes 0 24

• Level of service of state-controlled road network 0 24

• Condition of state-controlled road network 0 26

Program development and delivery Objective 3: Develop and deliver the roads program effectively Key Result Indicators: ­ • Reliability of road project delivery 5 36

• Effective technical governance 5 40

• Delivery performance of SEQIPP 5 36

Corridor land management Objective 4: Lead the sustainable management of road corridor land Key Result Indicators: ­

• Road corridor environmental values 10 46

• Sustainable road corridor use 0 46

Road operations Objective 5: Provide a safe, efficient and reliable road network Key Result Indicators: ­

• Safety of state-controlled road network 10 52

• Efficiency of heavy vehicle operations on the state-controlled road network 0 62

• Travel efficiency and reliability on the state-controlled road network -13 58

Capable organisation Objective 6: Achieve excellence through the performance of our people, systems and practices Key Result Indicators: ­

• Workforce capability and capacity 9 67

• Organisational climate and safety 9 64

• State-wide functional systems 5 76

• Proactive policy and planning 0 76

Achieving our desired goals On track to achieve our goals Improvement needed to achieve our goals

* Self-assessment based on an evaluation of all achievements within the specified key result indicator. ** Performance as at 31 March 2009.

Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Performance summary 15 Effective relationships

Being a leader in stakeholder engagement and community and industry relations

Keeping a finger on the • meet with peak industry bodies, pulse of changing interests, road user organisations, transport attitudes and values of bodies and other government Queenslanders agencies (this year Engineering and Technology held eight senior We are committed to managing management meetings with key and operating a safe and efficient stakeholders) road system that will provide a sustainable legacy for future • involve the local community generations of Queenslanders. through events, displays and project site offices We achieve this by staying attuned • nurture strong local connections Highlights to the changing preferences, needs through our people who are living 2008–09 was another and expectations of our stakeholders, and working in communities important year in terms of understanding what they value and across Queensland building relationships with our considering these in our decision- stakeholders responding to making and planning. • enable representation of citizens their needs and concerns and to Members of Parliament ensuring our monitoring systems We identify our stakeholders through • undertake research, surveys and are robust and beneficial to the relationships we have with them. focus groups. improving our decisions. Our stakeholders include individuals Highlights include: and groups who: These approaches support our determination to be a leader in • collaborate with us on our • critical response to 2009 stakeholder engagement, including Queensland floods key planning and policy community and industry relations. • improvements to the way responsibilities 1 we monitor stakeholder • enable the resources and A recent study by the Queensland perceptions autonomy we require to University of Technology (QUT) • community input through operate effectively investigated our approach to stakeholder engagement, using engagement to shape • represent a significant proportion the AccountAbility AA1000SES decisions on projects of people who use our products Stakeholder Engagement Standard as • regular stakeholder meetings, and services events and briefings the basis for measuring best practice. • are essential to Main • rationalisation of stakeholder Roads functions The results found our approach to be relationship management at an advanced stage of development • share a common interest in our roles in Main Roads and surpasses other agencies in operations and activities • stakeholder input into almost all areas of stakeholder Main Roads Strategic Plan • might not have frequent management. As a learning 2009–2014. interaction with us, but who organisation, we will incorporate the become involved in response research results into our continuous to our actions. improvement process to gain a We listen to and engage with our better understanding of the benefits stakeholders. There are many ways stakeholders will achieve from we do this. For example, we: effective engagement. • participate in expert panels, technical forums, events and advisory groups

1 Beach, S. (2008) Department of Main Roads—Leader in Stakeholder Management, Queensland University of Technology.

16 Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Effective relationships Educating our future road users

Lindsay Stubbs, Resource Manager, Asset Services (South) spoke to school children at Millmerran State School about road safety.

Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Effective relationships 17 Effective relationships cont...

Sustainable decisions through We know that community Our performance stakeholder participation participation makes a real difference. Caring for communities and Queensland’s roads are an integral Community engagement can their safety part of community life—connecting represent a significant project cost, In January and February 2009 a people, business and industry, but it is critical to the achievement monsoon trough covering northern markets, employment and of sustainable outcomes. We want and western Queensland, affected social networks. to make sure it is effective. nearly two-thirds of the state. The In addition to meeting community This year we commenced a review wet conditions not only impacted needs, road infrastructure must keep of our approach to measuring, access to the road network, but also pace with changes in the global reporting and managing community compromised public safety. economy, population growth, industry engagement performance, at both In response, we activated our critical dynamics, changing travel patterns project and organisational levels. incident management system which and the nature of work, as well as The findings of this review will resulted in many of our dedicated social and environmental trends. influence changes to our approach people going far above and beyond By considering these factors in our in the coming year. the call of duty to support and assist planning activities, we ensure that We are extremely proud of our communities in need. our road investment decisions deliver efforts to date and the way we Road closures, load limits and traffic the most sustainable outcomes for have translated our stakeholders’ management measures were put in communities, industry and other needs, values and expectations into place to ensure public safety, while stakeholders and provide outcomes successful project outcomes. our road crews inspected damage and that deliver value for money. monitored hotspots for flooding. Stakeholder and community We also worked closely with local engagement is one vital way we governments, emergency services and connect directly with a broad range other stakeholders to restore access to of stakeholders in developing and affected communities and industry. implementing policies, programs and services. Fundamental to our response was providing coverage to keep the All projects that impact the whole community informed of road community must include a conditions. Each day we provided up- community engagement plan. to-date information on our website These plans provide a fair and for areas affected by flood waters inclusive process that ensures that the As part of the Q150 celebrations, (see page 59). Altogether we provided: public have a voice in projects that we received 192 names for • 72 Information Sheets and Road might have an affect on their lives. 11 bridges in the greater Brisbane and Ipswich areas Closure Reports Our 18 offices, located throughout from February to March 2009. • 54 maps of affected roads. the state, are empowered to decide Entries were received on-line, via when and how to engage their email and by post. Suggestions Local media provided an additional communities. By applying Main included Dragonfly Dreaming, source of news and information Roads’ community engagement Banksia Integrifoli Bridge, about load limits and road closures. policy they are able to vary the The Sesquicentenary Bridge Our regional directors also worked intensity and scale of community and DowNundah Tunnel. The closely with local stakeholders and engagement so that it is successful names will be unveiled groups to provide this information. throughout 2009. appropriate to the nature of Our efforts were acknowledged work being undertaken. by a number of our stakeholders, including the trucking industry as evidenced by the following quote.

18 Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Effective relationships Gauging stakeholder satisfaction A review of Main Roads, undertaken by the Service Delivery and Performance Commission2 (SDPC), concluded that our engagement style is open and accountable. Our RoadTek staff and volunteers rally together to clean up the affected area on While we are very proud of this Moreton Island. result, the SDPC review also highlighted multiple areas of stakeholder management activity Two examples of our level of “ Main Roads’ occurring across Main Roads, and commitment to Queensland recommended a rationalisation responsiveness for communities follow. of roles and resources in areas the heavy vehicle • In late 2008 many Brisbane undertaking a similar function related industry has, in suburbs were subject to some to stakeholder relations. of the worst storms in recent In response to the SDPC report we recent times, been of history. Our RoadTek crews and have identified distinct roles related office staff were on-hand to a very high standard. to stakeholder governance, from provide support and help with the policy right through to delivery of This achievement is massive clean up. Many did so in projects, and provided further clarity a voluntary capacity. reflected in the way regarding the purpose of engaging • In March 2009, more than 300 stakeholders. the department used roadworkers and volunteer various methods to employees rallied to clean up We have also refined our meetings after the Moreton Bay oil spill. and forums with industry to gain communicate updated This involved cleaning up greater efficiency and effectiveness road condition beaches, transporting 20 truck in how we work with stakeholders to achieve sustainable relationships. information on a loads of much needed equipment and supplies, and manual clean- Our stakeholders have spoken daily basis both up duties. positively about how we engage during and after flood with them. In particular, stakeholders responded favourably to our annual events.” RIP which provides a clear statement Peter Garske, Chief Executive Officer of the of our roads program intentions over Queensland Trucking Association (QTA) the coming five years. The RIP draws together community, industry and government input and, with its release and publication, provides further opportunity for influence by other stakeholders. No other roads agency in Australia provides the same level of program detail to industry and the community.

Information on community

engagement activities can be found on our website: www.mainroads.qld.gov.au 2 Service Delivery and Performance Management Review of the Department of Main Roads, including RoadTek, March 2008—tabled in Parliament, December 2008.

Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Effective relationships 19 Effective relationships cont...

To ensure that we gain reliable Effective relationship Graph 1 Key stakeholder perceptions of relationship quality* feedback on which to base decisions, management

we undertook a detailed assessment We recognise and value the Strongly of the value of a ‘stakeholder important role that stakeholders agree satisfaction index’ to determine have in providing input to broad 7.5 whether this is a valid and reliable 7.4 corporate decisions and our 7.3 7.2 measure of our performance. direction. Individuals, groups and Leading international research3 organisations from across the suggests that using a single measure community, government and industry of satisfaction with public service bodies including the RACQ, QTA, provision does not meaningfully AgForce Queensland, Infrastructure guide future action in the planning Association of Queensland, and and delivery of services. academia, are vital partners in our business. Similarly, we recognised that our data was not sufficiently robust to We engage professionals, experts ascertain whether the small changes and opinion leaders in open dialogue Strongly to enable critical analysis and disagree we were seeing in business and Relationship qualities resident satisfaction levels over time refinement of our corporate direction were reflective of our performance, and policies. We remain committed to Trust Recognition nurturing these relationships into the or if this reflected inadequate Commitment Inclusiveness stakeholder knowledge about road future. As part of this dialogue, we * Performance as at 31 March 2009. ownership and our functions. As a asked these stakeholders to rate our result, we determined the need for performance against the quality of The results reflect our positive organisational reputation more than one measure to reflect our relationships, using the elements of and demonstrate strong performance across all areas of trust, commitment, recognition and inclusiveness. performance sufficiently and that trust, commitment, recognition and a range of indicators may be more inclusiveness. This feedback provided issues4 of importance to them. appropriate within different areas us with an important opportunity We used this information to and groups of stakeholders. to modify our organisational behaviour and further enhance review and refine our organisational With the assistance and expertise our relationships. strategies outlined in the draft of QUT and our external advisory Main Roads Strategic Plan panel, RIMAG, we commenced Collaborating with stakeholders 2009–2014. investigating ways to improve Over the past three years, we Our commitment to quality our current methods of capturing have increasingly engaged our stakeholder engagement and community and stakeholder stakeholders in order to provide innovation is demonstrated by our perceptions with a view to information for our strategic empowerment of our stakeholders to implementing a range of direction and planning processes. become co-decision makers with us. monitoring mechanisms The extent of this collaboration has Examples include the Roads Alliance during 2009–10. been recognised by our stakeholders Board and Australian Asphalt across government as good practice. Pavement Association Alliance. Common themes are considered by our SMG when refining the strategic purpose, direction and actions of the Main Roads. For example, this year, stakeholders identified congestion, global warming, carbon emissions and partnerships to improve the integrated transport and road infrastructure system as key needs/

20 Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Effective relationships We engage professionals, experts and opinion leaders in open dialogue to enable critical analysis and refinement of our corporate direction and policies.

Ms Annastacia Palaszczuk, Parliamentary Secretary to the former minister (Honourable Warren Pitt MP) and Ted Hungerford, Sunshine Coast Regional Councillor, sign the graffiti Memorandum of Understanding (MOU).

CASE STUDY FOCUSING ON T HE WRITING’S ON THE WALL THE FUTURE Our North Coast Region is supporting a project aimed at engaging Sunshine Main Roads has a long history Coast youth, in an effort to stop illegal graffiti. of committed stakeholder and Recently we donated signage to Solution Network Australia (SNA) to use as community engagement. a canvass for the first legal graffiti mural for the Sunshine Coast. The mural, Moving forward as the which will be permanently displayed at the Pomona Skate Park, is one of a Department of Transport and number of activities SNA has developed to help tackle graffiti problems in Main Roads, there will be a the area. continued focus on improvement The donation is part of our graffiti clean-up strategy for the region, which in stakeholder and community also includes working closely with Sunshine Coast Regional Council to engagement to ensure the implement joint anti-graffiti treatments. broader transport system meets the needs of Queensland. Dennis Tennant, Regional Director said “the initiative will engage young people to make a positive contribution to their town. Main Roads has strong ties with local communities and it is great to be able to contribute something in addition to a safe road network”. “The graffiti partnership will enhance the image and visual appearance of the region, increase community confidence in the safety of the region and reduce the incidence of graffiti attack,” he said.

3 Conroy, D.K. (2001) Customer satisfaction measures in the public sector: what do they tell us? International Journal Business Performance Management, Vol.3, Nos. 2/3/4, pp. 216-230.

4 Main Roads (2008) Draft Strategic Planning Cycle 2008–2013 Review Report, November 2008.

Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Effective relationships 21 State-wide system planning

Leading integrated road system planning across the transport sector

The importance of strategic • supported QT in the development network planning and of a new Integrated Regional maintenance Transport Plan (IRTP) for South East Queensland We continue to strengthen our strategic network planning activities • updated the roads program of to ensure a strong focus on priority the SEQIPP needs across the state. • provided integrated land use and transport advice in the We identified strategic and priority development of the South routes, compiled planning guidelines East Queensland Regional and sourced dedicated strategic Plan (SEQRP). Highlights planning funding, to underpin the In 2008–09, we actively guided robust network planning that informs Our performance road system planning across network strategies, investment the transport sector to achieve decision-making and project Network view drives safety integrated transport solutions. prioritisation. This approach positions Our approach to state-wide planning Highlights include: us well to meet the challenges of is to ensure the right projects are rapid urban growth and economic • securing federal funding undertaken at the right time, to for significant transport development, and takes into achieve the best outcomes within projects in Queensland, by account the diverse road needs available funding, and to meet state- presenting a network-level across the state within a climate of wide priorities, including safety and investment case constrained funding. freight needs. • developing the state-wide, Our achievements this year By providing a robust, network- prioritised, Strategic demonstrate the progress made level view of investment needs Planning Program in strengthening the Main Roads’ for the Queensland section of the • providing expert advice on strategic transport planning national network, we helped secure integrated land use and approach. We: a significant increase in federal transport planning in key planning initiatives for South • ensured planning was focused on funding. The resultant road upgrades East Queensland priority needs across Queensland will improve safety for all road users • developing a Strategic Road through the development of the (see page 30). Network Plan for South Strategic Planning Program (SPP) Maintenance activities also underpin East Queensland • influenced investment at a improved road safety outcomes. • researching and analysing national level, by securing We continued our work to build an road network condition funding under the Nation Building increasingly detailed understanding to maximise future Program (NBP) and bidding for of network condition and associated maintenance investment further funding through strong risk is helping to guide our • coordinating our initiatives to submissions to Infrastructure investment decision-making for better manage the impacts of Australia (IA) maintenance and preservation. urban traffic growth • continued to refine our investment • strengthening our Our recent planning initiatives approach for maintenance, working relationships include finalisation of the SPP and with key government and preservation and operations, improved planning methodologies, external stakeholders. which ensures a focus on priority including a strategic network needs, particularly safety, planning framework and supporting and takes account of diverse document, Guidelines for Strategic requirements across the state Road Network Planning.

22 Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 State-wide system planning Providing a consistent state-wide response to current and future road needs

Bridge upgrade on the at Ceratodus, north of Eidsvold in the Widebay/Burnett region.

Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 State-wide system planning 23 State-wide system planning cont...

The aim is to take a longer-term, We continue to strengthen our Graph 2 Outcome investment* proactive and more consistent strategic transport planning capacity, approach to planning, one which ensuring road network needs are balances state-wide priorities and addressed and support Queensland’s regional transport pressures in economic development, population $762m managing transport demand on the growth, and employment generation. $191m road system. Our approach, taken on We work to ensure that the strategic $12m a state-wide basis, is to formulate requirements of the network are $2,156m appropriate and consistent standards well understood, so that priority for sections of the road network investment is in projects with that perform similar functions, a well-defined scope that meet and implement them by developing those requirements. road route strategies and link Efficient and effective transport We also guide investment in road development plans. Environmental management projects and other network activities Fair access and amenity Investment aligned with to achieve priority outcomes, with Safer roads priorities and outcomes most projects contributing to multiple * Performance as at 31 March 2009. outcomes. These include improving We are actively engaged in a range the safety, efficiency and effectiveness The graph shows the investment allocated to the of whole-of-government planning outcome that was the primary beneficiary; however, of transport and providing fair activities to ensure transport projects have several outcomes and environmental access and amenity, while managing management is a consideration in all projects. issues and impacts are given due environmental impacts. consideration in government land- L evel of service of the state- use decisions and infrastructure and Graph 2 indicates the primary controlled road network services investment. investment allocation of roads Level of service is a qualitative projects to Main Roads’ outcomes for We work in partnership with the indicator of service delivery that 2008–09. Current reporting does not Department of Infrastructure describes operational conditions allow the benefits achieved against and Planning (DIP) to refine new within a traffic stream, by comparing multiple outcomes to be shown statutory regional plans. Recent the traffic volume with road capacity. against each outcome. examples are the draft South East There are six levels of service in Queensland Regional Plan 2009–2031 The graph indicates that efficient Austroads’ nationally accepted and the Far North Queensland and effective transport was the approach to categorising traffic Regional Plan 2009–2031. This primary beneficiary of investment. operating conditions. The state- involvement enables us to positively This investment has multiple controlled road network has a range influence future travel patterns outcomes, as it also contributes to of operating conditions, depending and behaviour and leads to associated improvements in safety on location, traffic flow, standard of enhanced network performance and environmental conservation and road provided and capacity. and investment efficiency. management are a core part of our everyday business (see pages 30, 46). A level of service of ‘C’* or better Main Roads’ projects represented is considered a desirable operating approximately 40% of the $107bn condition. Of the total state-controlled SEQIPP which supports the SEQRP. network, some 40% of the network in In our role, we coordinate an annual urban areas and 84% in rural areas review of the SEQIPP roads program betters or meets level of service ‘C’. to reassess priorities, including project scope and sequencing. Our aim is to provide travel time The review process ensures the reliability, through investment that infrastructure program is provides the most effective solutions affordable and aligned with to traffic growth. In September 2008, * Austroads define Level C as a stable flow of traffic we developed a governance structure whole-of-government regional where most road users are restricted to some extent planning outcomes. in their freedom to select their desired speed and to to actively manage the impacts of manoeuvre within a traffic stream. urban traffic growth.

24 Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 State-wide system planning We work collaboratively across government, investigate traffic demand management measures and examine policy options in our planning process. This ensures that the state-controlled road network is developed in the context of integrated land use and transport planning decisions so that vehicle usage is complemented by a wide range of other transport choices (walking, cycling, and public transport). An example of our role in integrated land use and transport planning is our partnership with QT to prepare a new Investing in the safety of the road network. IRTP for South East Queensland. The IRTP will provide the over-arching policy and strategic direction for the region’s transport system to support the CASE STUDY desired outcomes of the SEQRP. The revised IRTP will identify: Building our working relationships • long-term infrastructure and to secure the future network management priorities Significant new investment that will benefit all users of Queensland’s state- • non-infrastructure initiatives. controlled road network owes much to the work done to strengthen key working relationships. When it is finalised in 2010, the region’s IRTP will effectively Since mid-2008 we have continued to foster relationships with partner respond to forecast population agencies, local government, the Federal Government, other state transport growth and economic development, and road agencies and Queensland industry. These relationships laid the foundation for our key role in investment negotiations with the Federal support efficient network operation Government to gain funding for priority Queensland transport projects. and investment and contribute to sustainable travel behaviour in one This included our active involvement in funding negotiations for both the of Australia’s fastest growing areas. new NBP (formerly AusLink2) and IA funding. The Federal Government established IA to provide a new, national approach to planning, funding and implementing the nation’s future infrastructure needs across a range of sectors, including road, rail, water and energy. We were responsible for coordinating road funding negotiations for the NBP on behalf of Queensland, working with key partners, including the Department of Premier and Cabinet, DIP, Treasury and QT. We also worked closely with DIP, the lead agency for Queensland’s IA bid, as well as other agencies, to build the case for further national investment in Queensland. As a result of our negotiating The outcome was securing $5.9bn of federal investment for Queensland role, we secured over 20% of over the six years (2008–09 to 2013–14). Further funding from IA the available Nation Building and the Building Australia Program will be a feature of the May 2009 Program federal funding—a Federal Budget. substantial increase in federal funding for Queensland roads. These maturing relationships have allowed Main Roads to work collaboratively across agencies and more clearly identify the benefits of investing in Queensland. These relationships were particularly valuable in helping identify and focus on investment priorities that contribute to a range of Queensland Government ambitions and outcomes.

Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 State-wide system planning 25 State-wide system planning cont...

Condition of the state-controlled scheduling of planning projects, Preserving the increasing road network to make the best use of available road asset Austroads provides a methodology funding and planning resources. We are responsible for preserving for assessing and reporting road ride Importantly, this work means that a road asset that is increasing due quality and defines the measure as Main Roads is in an even better to its significant enhancement each Smooth Travel Exposure (STE). STE is position to contribute to and year to support rapid population and the proportion of travel undertaken influence whole-of-government economic growth. In 2008–09, each year on roads with measured regional planning, such as statutory considerable investment in surface roughness of less than each regional planning and integrated resurfacing work was undertaken to of the specified levels of 4.2 and 5.3 transport plans. Our approach also protect underlying pavements from International Roughness Index. This helps to demonstrate to all levels moisture that makes them more is reported separately for urban and of government, the community and susceptible to damage. $160m will be rural roads. industry, that our robust planning spent to replace surfaces on sections of the road network across the state. Over a five-year period, we have process and long-term planning maintained a consistent road ride investment will benefit Queensland. We also made strong representations quality for urban and rural roads, to the Australian Government, Managing the impacts of and meet the Austroads standard urban traffic growth seeking additional maintenance for both. funding for the national network We established governance in Queensland. Commensurate with arrangements, to drive the Strategic road network planning agreed needs and the Australian coordination and strengthen the As part of our strategic road network Government’s national network effectiveness of our initiatives planning, we have completed the responsibilities, the department for managing the impacts of following documents: will continue to make the case for urban traffic growth. This ensures maintenance needs on the national • The Strategic Road Network consideration of a range of network to be appropriately funded. Plan (SRNP). This document interventions, both infrastructure guides our network planning, and non-infrastructure, to respond Routine maintenance investment management and development in to and manage transport demand in Making the best use of available South East Queensland. The SRNP a balanced and integrated way. routine maintenance funding is defines strategic routes, based vital for road user safety. We are on functional significance, and Our ability to influence land use and planning to deliver $615m in routine details desired transport outcomes planning decisions, to participate in maintenance projects over the next for each route. This information integrated transport planning and to five years. is used to scope and prioritise explore appropriate policy responses is integral to providing travel time planning and infrastructure To use this funding most effectively, reliability in an environment of investment on a consistent basis, we further strengthened our urban traffic growth. and improve alignment with investment process by considering whole-of-government plans In South East Queensland, we approaches used in other countries. • The state-wide SPP. This provides carried out high-level planning A detailed examination was made a prioritised list of strategic which will support decision-making— of network characteristics (e.g. planning projects that, with including more consistent corridor traffic levels, road length and dedicated funding, is included in and project planning decisions—that width), activities which comprise the RIP. The SPP gives a clearer will have a substantial impact on routine maintenance, and related understanding of external factors transport problems. expenditure. This knowledge assisted influencing state-wide transport in state-wide investment of the demand and the ability to available routine maintenance funds concentrate resources on state- to achieve overall network outcomes wide planning priorities. It also and to take account of the diverse improves coordination, timing and needs of regions.

26 Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 State-wide system planning FOCUSING ON THE FUTURE We will continue to lead integrated road system planning, by providing expert advice, securing funding for priority planning, coordinating planning at the network level and ensuring priority strategic planning activities are completed. In particular, we will provide strategic guidance on scope and desired outcomes David Hubner and Paul Smith at the State-wide Planning seminar. for both road infrastructure and non-infrastructure investment. Our priorities for 2009–10 CASE STUDY include: • establishing a governance Planning Forum a meeting of minds structure to improve In October 2008, we held an inaugural seminar in Brisbane that attracted coordination of strategic more than 140 participants. The theme was planning in partnership, planning activities and with an emphasis on thinking state-wide, collaborating regionally and integration of priority strengthening partnerships. recommendations into our work programs across The seminar was a major milestone in the development of the SPP, which the state will improve our approach to and delivery of road system planning projects. Invited external speakers outlined the opportunities and challenges facing • continuing our contributions Queensland in managing the road system. The presentations and question to finalise the IRTP for South and answer sessions provided participants with valuable information and East Queensland assisted them in developing a prioritised, state-wide program of road • balancing investment system strategic planning. between enhancement work and funding for maintenance, In opening the seminar, our Director-General, Alan Tesch, addressed the preservation and operation of challenges of managing the state’s road network against a backdrop of the network economic development and population growth. He emphasised the need to continue building on recent partnering successes, and concluded that • continuing to strengthen our effective cross-department and inter-agency collaboration is the key detailed understanding of to being able to proactively influence the state and national road and network condition to guide transport agenda. future optimal investment • providing an updated 20-year vision for the state-controlled road network.

Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 State-wide system planning 27 Program development and delivery

Developing and delivering the roads program effectively

Delivering the program We develop and deliver road projects to provide a safe, efficient and reliable road network. We do this through the RIP, a program of road infrastructure projects and activities delivered over a five-year period. Projects and activities are planned on the basis that funding for projects is firm for the first two years and indicative for the remaining HIGHLIGHTS three years. This year we delivered a Roads Implementation Program, totalling The RIP builds on and informs our $2.6bn of works across Queensland. other transport strategies and plans, Highlights include: as well as the plans of business, local government, tourism, industry, • completing 37 program safety projects under the Safer Roads Sooner the community and our contract Program and service providers. It is a critical • improving the effectiveness and efficiency of our roads programs element in delivering integrated road delivery through implementation of the Primavera system and and transport outcomes and meeting formulating a Governance and Program Management Framework government priorities. The RIP is • delivering major road network access improvements to regional developed in line with Queensland Queensland, including: Government and Federal Government – progress on the Accelerated Bruce Highway Upgrade Package north road funding allocations. of Townsville, incorporating major flood immunity initiatives Our Program Development and – widening 130km of narrow single lane road between Cloncurry and Burke and Wills Junction Delivery (PD&D) group leads the development of the RIP and manages – restoration of roads damaged by extreme weather events in its delivery by our 12 regions from Cairns, Cloncurry, Barcaldine, Townsville and areas of South East Queensland a state-wide perspective. PD&D is constantly finding ways to improve the – completing the upgrade, including four lanes between Maroochydore and David Low Way and duplication of the delivery of the RIP, including project Maroochy Bridge. and program management initiatives. • continuing to deliver Queensland’s significant road infrastructure The RIP’s state-funded program of program within scope, on time and on budget, including projects in the roadworks, includes: South East Queensland Infrastructure Plan and Program 2008–2026, for example: • works on the 33,337km state- controlled road network – completing duplication from two to four lanes, on Hope Island Road between Oxenford and Santa Barbara Road, at a cost of $ 31.6m • Transport Infrastructure – completing construction of 3.8km of new sealed four-lane standard Development Scheme (TIDS) road between the Bruce Highway and the intersection of Pike grants provided to local Street/Hobbs Road and , Kunda Park, at a cost government for works on local of $90m. government-controlled transport infrastructure • the SRS Program to address fatal and serious injury crash sites • the RBRP to replace and rehabilitate timber and other older concrete bridges with new structures to meet current standards.

28 Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Program development and delivery Building infrastructure to connect people and communities

Looking north at the iconic $315m Duplication Project moving across from Brighton to Redcliffe.

Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Program development and delivery 29 Program development and delivery cont...

We negotiated with the Federal Our performance Safer Roads Sooner Program Government to develop Queensland’s The SRS Program is aimed Improving safety for road users national network roadworks program specifically at reducing road trauma and completed planning and early With safety as our number one on Queensland roads by targeting works on priority projects during priority, road safety is an integral road safety improvements at 2008–09. We delivered additional part of all works undertaken. locations with a severe accident road maintenance works and Black Examples of our safety history. Funding, based on the Spot Program safety works as part of commitment follow. highest priority, is allocated under the Federal Government’s economic • Safety Leadership Foundation the program to address known stimulus package, released under Program: A new program to and potential accident sites. We the NBP. improve our safety performance completed 37 projects, ranging from Our Major Projects Office provides by providing our leaders with bitumen surfacing and removal a whole-of-government approach the skills and experience needed of roadside hazards to building to the delivery of major roads and to deliver a strong safety culture guardrails and traffic lights. transport infrastructure projects. in Main Roads. The program, Examples include: This includes motorways, bridges, commenced in 2009, will develop busways and bus stations, pedestrian effective safety leaders who • safety enhancement measures and cycle links and marine structures. encourage and support our along the people in thinking, behaving • sealing shoulders, improving Our Regional Operations area plans, and operating in a safe and delineation, installing guardrails provides, manages and operates healthy way. and removing roadside hazards the state-controlled road network along the D’Aguilar Highway in at a regional level. We have • Safety improvements in North the Caboolture area 12 geographic regions, based on local Queensland: This work includes government boundaries. Our people construction of four lanes • installing traffic signals at the are located in 18 offices across the on Hervey’s Range Road in and McDowall state, each under the leadership Townsville to provide the missing Street intersection, Roma of a Regional Director or District link between the Townsville • removing of roadside hazards Director. These senior officers are our Ring Road and the major and providing signage and representatives in their local areas, shopping precinct. Due to the constructing truck and car and are responsible for delivering close proximity of Dairy Farmers stopping places along the their local program of works. They Stadium, RoadTek put in place Capricorn Highway, Rockhampton. are also responsible for the allocation traffic control during major of work to local governments, the events for the life of the project. private sector and our commercial Safety for both pedestrians and arm, RoadTek. Most importantly, vehicle traffic was maintained they are our local voice—connecting through three controlled us to the communities we serve. crossings, including an innovative enclosed walkway. RoadTek is one of Queensland’s • Safety improvements for freight A population of rare native trees, major suppliers of civil construction, and local communities: In Melaleuca irbyana (swamp maintenance works and related December 2008, we completed tea-tree) was re-planted services, with a turnover in excess an $18.4m project to widen two near Bundamba Creek after of $550m per annum. RoadTek is lanes and seal a 67.5km section being discovered prior to instrumental in the delivery and of road between Mount Garnet construction of the Centenary maintenance of the numerous Highway Extension. and the Three Ways intersection. projects undertaken on the state’s This work has increased safety and extensive road and bridge network. freight efficiency on Queensland’s RoadTek has a workforce of some northern inland road network. 1,700 people and operates from 29 locations across Queensland.

30 Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Program development and delivery Black Spot Program The Black Spot Program is funded by the Federal Government. The program is focused on reducing the social and economic costs of road trauma, by identifying cost-effective treatments of locations with record casualty crashes. Examples include: • improving visibility, signage and road edges on the Kilcoy-Murgon Road, Kilcoy • installing signals, upgrading lighting, providing line markings with arrows, improving sight lines, and banning U-turns and parking at the intersection of Oxley Avenue and Eversleigh Road, The new Yamanto Interchange showing impressive red headstocks and retaining walls featuring a pattern reflecting the Great Dividing Range to the west. Redcliffe City • widening the Kennedy Developmental Road, west of Winton in Boulia Shire CASE STUDY from a 3.6m seal to 8m Centenary Highway Extension • constructing an overtaking lane approximately 60km The new $366m Centenary Highway Extension is on track to open on time and on budget in mid-2009. The Centenary Highway Extension north of Dajarra on the will become the primary transport corridor for communities living in Diamantina Developmental Brisbane’s western suburbs. The project will improve the standard of Road in Boulia Shire. living for communities, by providing infrastructure to service the future By implementing safe practices, transport needs of one of Australia’s fastest growing areas. Road users we continue to ensure not only the travelling to major employment hubs in the area will experience reduced travel times and greater accessibility. Over 100ha of natural bushland safety of our people, but also the along the corridor has been revegetated to minimise the project’s impact safety of subcontractors, suppliers on local flora and fauna. and the general public.

For more information about

the SRS Program and Black Spot Program visit: www.mainroads.qld.gov.au

Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Program development and delivery 31 Program development and delivery cont...

Working with powerlines Light Emitting Diode Installation Working with powerlines continues We installed Light Emitting Diodes to be one of our biggest safety (LEDs) in 6,000 sets of traffic signals challenges. Innovations implemented around Brisbane. The long life span to reduce the risk of electrical of LEDs will contribute to road incidents include: user safety improvements through significantly less bulb failures and • electrical spotter training for all of maintenance activity on our roads. our field people LEDs are also: • informal observation audits • brighter, which improves their • providing additional signage visibility to road users • using two-way radios. • less prone to reflection in the Fatigue management morning or afternoon sun. We successfully completed a The $6m upgrade has reduced energy $2m fatigue management and consumption by up to 70% and can safety project to install new fatigue potentially reduce maintenance costs management signage and Audio by up to 50%. Tactile Line Markings (ATLM) with dedicated stopping places on Improving safety at roadworks the Capricorn Highway between This year we entered the next phase Rockhampton and Emerald. This of our roadwork safety campaign initiative addressed road safety to influence road user behaviour concerns resulting from continued in and around roadworks. Our industry and mining growth in safety message ‘Please slow down— the region (see page 57). roadwork safety is your responsibility too’ is underpinned by three Main Roads signage ensures the safety of our people key themes: when working around powerlines. • Look out—you could injure yourself, your passengers or a roadworker Results for awareness of safety • Watch out—drive to the changed issues showed: road conditions to avoid • 99% said the messages were easy vehicle damage to understand • Be aware—fines and demerit points • 96% indicated they were aware apply for speeding at roadworks. of the dangers of speeding Market research indicates the • 93% were prompted to think campaign message resonates well. about safety of roadworkers In a survey of over 400 participants • 84% were prompted to think we found strong support for about their safety and that of the campaign. their passengers • 78% were prompted to think about the possibility of vehicle F or more information damage when travelling

about the roadwork safety through roadworks campaign visit: • 87% supported the key message. www.mainroads.qld.gov.au

32 Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Program development and delivery Results for road user behaviour change at roadworks showed: • 84% said the advertising caused them to slow down at roadworks. • 66% said the advertising caused them to stick to the signed speed limit at roadworks at certain times. • 78% said the advertising caused them to stick to the signed speed limit at all times. • 89% said the advertising caused them to be more observant and alert when driving through roadworks. In collaboration with Queensland Police Service (QPS), we are The Northern Busway (Royal Children’s Hospital to Windsor) under construction March 2009. monitoring road user speeds at roadworks to assess compliance with the speed limits and alignment with the market research (see page 59). The results of this research will be used in CASE STUDY subsequent phases of the campaign. Northern Busway, Royal Children’s Making roads cycle-friendly Hospital to Windsor We continue to focus on bicycle The $198m Northern Busway, Royal Children’s Hospital to Windsor, is on safety and the public health benefits track to open before the scheduled completion date of September 2009. The Northern Busway, Royal Children’s Hospital to Windsor, and the new of cycling. One recent initiative, busway station at the Royal Brisbane and Women’s Hospital will make the Toowong Pedestrian and Cycle catching the bus to the hospital easier and quicker for the thousands of overpass, was completed in March staff and visitors who go to the Herston health precinct each day. The Royal 2009, improving safety for cyclists Brisbane and Women’s Hospital busway station will incorporate several using popular bicycle paths in the innovative and environmentally-friendly features, including rainwater local area. harvesting for irrigation, toilet flushing, and cleaning at the station, and solar panels on the station roof to provide lighting. In partnership with Queensland Rail, we completed construction of the Centenary Highway pedestrian bridge at Springfield. The shared pedestrian and cycle pathway connects the communities of Springfield and Springfield Lakes and is part of the Darra to Springfield Transport Corridor project.

Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Program development and delivery 33 Program development and delivery cont...

Road project delivery We created over 130 full-time jobs Millmerran Inglewood Road: We onsite over the construction period, We have a proven track record in continued work on the $14m upgrade providing stimulation to the local delivering key infrastructure across to the Millmerran Inglewood Road. economy. The project also created the state-controlled road network, We have completed road widening jobs off-site in the manufacturing with a $2.6bn works program and two bridges, truck rest areas sector, responsible for producing delivered this year. Some key projects and improvements to the intersection the vast array of bridge and road are highlighted below. on the building materials for the work. near Inglewood. Sunshine Motorway: We will Darra to Springfield Transport complete the final section of the Forgan Bridge: We continued Corridor: We commenced Sunshine Motorway upgrade, construction on the new $127.9m construction of Stage 1 of the due to open in April 2009. This Forgan Bridge. This is the largest $414.6m Darra to Springfield work includes: project we have undertaken in Transport Corridor to provide a Mackay and involves replacing the • a new interchange on the new rail line between Darra and current two-lane structure with a Sunshine Motorway at Pacific Richlands and a four-lane motorway four-lane bridge, as well as replacing Paradise with connections to between the Ipswich Motorway and Barnes Creek Bridge with a new David Low Way providing a more . six-lane structure and upgrading direct connection to the Sunshine the Kooyong intersection. Work is Upgrade Project: Coast Airport expected to be complete in late 2010. A $34m upgrade of Moggill Road • duplication of sections between between Kilkivan Avenue and Burke Development Road: We Maroochydore Road and David Pullenvale Road from two to upgraded a 130km section of the Low Way and the new Maroochy four lanes. Burke Development Road, north River Bridge, and Sippy Downs, of Cloncurry, to Burke and Wills Kawana Way and the new Sippy Park Ridge Road Overpass: Junction. The project’s alliance Downs interchange. Construction of the Park Ridge Road team used cost savings to widen an overpass provided new northbound additional 12km of road. The work lanes on the Mount Lindesay was finished under budget and Highway and a new Western Service 18 months ahead of schedule. Road as part of the upgrade. Houghton Highway Bridge: Work continued on the $315m Houghton Highway Bridge duplication, with completion scheduled in 2011. The construction of a new 2.7km bridge between Brisbane and Redcliffe alongside the existing Houghton Highway Bridge will improve travel When the Ipswich Motorway times and safety for road users. Upgrade: Wacol to Darra project is complete more than 1.4m cubic metres of bulk earthworks will have been placed along with more than 420,000 tonnes of asphalt.

34 Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Program development and delivery Map 2 Main Roads major projects in Queensland

Legend eeed oes io Main Roads Regions aeonoed Road

No Project No Project No Project No Project No Project

1 Forgan Bridge 8 Bruce Highway Upgrade, 15 Mulgrave River Bridge 22 Mt Garnett and the Three 29 Smith Street Bus Lanes Boundary–Uhlmann Road Ways 2 Roma–Taroom Road 9 to 16 Moggill Road Project 23 Northern Busway 30 Caboolture Upgrade between Darra and Toowong 3 Houghton Highway Bridge 10 Pacific Mwy Interchange– 17 Park Ridge Road Overpass 24 Ipswich Motorway and 31 Bruce Highway through Nerang South Interchange Logan Motorway Gympie 4 Riawena Road 11 Caboolture–Bribie Island 18 Millmeran–Inglewood 25 Redland Bay Road 32 Eight Priority Intersection Road Road Road in Bundaberg 5 Burke Develpment Road 12 Boggo Road and Eastern 19 Smith Street Upgrade 26 Maroochydore Road to 33 Bruce Highway north of Cloncurry up to Busway David Low Way Rockhampton intersection Burke and Wills Junction of Caroline Street and Gladstone Road 6 Centenary Highway 13 Mulgrave Road, Cairns 20 Maryborough–Hervey 27 Maroochy River Bridge 34 Hospital Bridge, Mackay Extension Bay Rd 7 Sunshine Motorway 14 Gladstone–Mt Larcom 21 Hervey’s Range Road, 28 Road, Gladstone Townsville between Broadbeach and Miami

Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Program development and delivery 35 Program development and delivery cont...

Roads Implementation Program Graphs 3, 4 and 5 confirm Materials and service procurement delivery performance our consistently high level of We are improving the way we We are confident this year will performance against an increasing procure materials and services. We be the fourth successive year we roads program. This is a pleasing have undertaken an analysis of the have fully delivered our capital outcome given the flooding in supply chain and reported on critical works program. This is an excellent Queensland which affected progress road and bridge building materials, result, given the wide-spread impacts on some projects and the significant such as precast and prestressed of wet weather, flooding demand for materials and labour concrete, reinforcing steel products, and marketplace competition for throughout most of the year. We lime and cement. This work has materials and skilled labour. accessed Queensland Government provided valuable information about and Federal Government emergency market conditions, identified risks Reliability of road project delivery funding to undertake repair work with the supply of critical materials Our goal is for 90% of projects to be on the flood-damage sections of our and assisted in balancing supply delivered on time and within budget. network, while our people worked and demand. tirelessly to get our roads program in We strive to improve project and the affected regions back on track. We commenced the Macro Resource program performance each year. Project to introduce and embed We will continue to improve our demand forecasting as a standard, This year we developed a Program reliability in road project delivery by: consistent practice. This project uses Management Framework which Primavera for the resource scheduling encompasses the activities and • improving forward planning function of the project. The project processes undertaken state- to highlight issues early in the will build on the successful bitumen wide and regionally to facilitate project life cycle and effectively forecast schedule, which has led to the development, delivery and manage them to minimise the significant infrastructure investment finalisation of the RIP. As part of impact on milestones by industry. Project benefits include this we developed a Program • improving forecasting and reliable demand data for use by Main Governance Framework. estimating practices Roads and industry. The Program Governance Framework • working with industry to deals with conformance and better understand its capacity Delivering projects for South East Queensland performance while addressing the and capability. Our commitment to supporting protocols, procedures and compliance Primavera improves efficiency growth in the state’s south-east is measures we require to enable us One challenge we are responding to demonstrated through our delivery make sound and opportune business in delivering the large work program of projects in the SEQIPP. SEQIPP decisions. The framework reflects is seeking more efficient scheduling represents a long-term commitment established roles, responsibilities, and program management. We are to infrastructure delivery in one of accountabilities and key performance achieving this by implementing a Australia’s fastest growing regions. indicators, as well as compliance and state-wide enterprise system called risk management aspects. Primavera. Through the consistent Examples include: use of one system, Primavera, • construction of the Brisbane we are delivering enhanced Airport Roundabout Upgrade program reporting and better risk management support. • construction of the Pacific Motorway Upgrade • construction of the Centenary Highway road/rail link between Springfield and the Ipswich Motorway.

36 Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Program development and delivery Graph 3 R eliability of road project delivery (commencement) 100

90 96.7 92.0 91.0

80 88.1 83.0 78.8 Graph 4 Reliability of road project delivery (completion)

60 100

90 % 87.0 40 80 86.9 84.3 80.0 79.2 78.2 Graph 5 Reliability of road project delivery (cost) 100 20 60

90 % 92.2 92.0 89.6 89.4 87.4 80 87.2 0 40 03–04 04–05 05–06 06–07 07–08 08–09*

Target Actual 20 60

* Performance as at 31 March 2009. %

0 40 03–04 04–05 05–06 06–07 07–08 08–09*

Target Actual 20

* Performance as at 31 March 2009.

0 03–04 04–05 05–06 06–07 07–08 08–09*

Target Actual

* Performance as at 31 March 2009.

Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Program development and delivery 37 Program development and delivery cont...

Managing the impacts of Keeping people moving • Bruce Highway upgrade: urban traffic growth The Brisbane Metropolitan Transport A $70.8m upgrade through Managing the impacts of urban Management Centre (BMTMC) Gympie. The benefits include traffic growth is a strategic priority continues to provide real-time traffic improved travel times, safety and for Main Roads and other relevant information via our traffic report travelling conditions and a more state agencies—DIP, QT and DPC. hotline 13 19 40. The BMTMC’s efficient transport route capable work is supported by 80 VMS of handling traffic growth well Sustained population growth, located along some of Brisbane’s into the future. particularly in South East busiest roads, warning road users of • Bruce Highway traffic signals, Queensland, means more vehicles upcoming roadworks, major events Rockhampton: Traffic signals were are using our roads. or incidents. installed on the Bruce Highway, We have a number of projects across The Managed Motorways initiative is Rockhampton, at the intersection the south-east corner and in regional part of the Queensland Government’s of Caroline Street and Gladstone centres to improve traffic flow Urban Congestion Management Road. The new signals cater for and road safety, by reducing Strategy. The initiative: increasing traffic volumes using travel times for road users and this busy intersection. The benefits enabling faster response times for • provides tools to better match include improved safety for road emergency services. traffic volumes to motorway users and pedestrians. capacity so that stop-start traffic • Bundaberg Intersection upgrades: conditions can be reduced We continued to upgrade or postponed eight priority intersections in • will result in improved traveller Bundaberg. The benefits include information and travel time improved safety and management reliability for road users across of traffic growth in this growing We are examining South East Queensland. coastal city. ways in which Other examples of how we • Caboolture-Bribie Island Road are managing urban traffic upgrade: Construction continued growth in South growth follow. on the highest priority section of Caboolture-Bribie Island Road East Queensland’s • Centenary Motorway Planning between Aerodrome Road and Study: We are examining ways Western Corridor can Pasturage Road to upgrade to in which growth in South East four lanes. The benefits include be managed through Queensland’s Western Corridor improved travel times and safety. enhancements to the can be managed through enhancements to the Centenary • Mulgrave Road improvements, Centenary Motorway Motorway between Darra Cairns: We have undertaken and Toowong. significant improvements to between Darra Mulgrave Road, one of Cairns’ • Smith Street upgrade: A $19.8m busiest roads. The five-stage and Toowong. six-lane upgrade of Smith Street project includes upgrading between Kumbari Avenue and intersections, widening some High Street in Southport. The sections to six lanes and upgrade includes the first 24-hour upgrading route lighting. T3 transit lanes on the Gold Coast. The benefits include improved The upgrade is a vital in managing road safety, traffic flow and urban traffic growth in the area intersection capacity. and providing the travelling public with a more efficient link to Southport’s residential and trade areas.

38 Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Program development and delivery • Far North Queensland Principal Cycle Plan: We released the plan to guide the development of the region’s cycle network. Principal cycle networks provide the higher order of arterial routes for cycling which connect major regional destinations. • Gladstone-Mount Larcom Road widen and seal: Work is underway to widen and seal shoulders on the Gladstone-Mount Larcom Road between Gibson Street and Blain Drive, Gladstone. The benefits include improved safety for road users and cyclists. This section of road caters for increasing The Centenary Highway Interchange, looking east along the Ipswich Motorway. volumes of traffic travelling between the city and the expanding industrial area. We completed an $11.5m project to CASE STUDY upgrade the Maryborough-Hervey Bay Road between the Dundowran Ipswich Motorway Upgrade Road intersection and the Pialba- We are making significant progress on improvements to the Ipswich Burrum Heads Road intersection. Our Motorway, with a number of projects underway. The Ipswich Motorway work included a new bitumen surface Upgrade (IMU): Wacol to Darra project involves upgrading a 5km stretch of and five intersection upgrades. This road between the Logan Motorway interchange and Jervis Street at Darra will improve safety and reduce travel to six lanes. The project includes a significant upgrade of the Centenary time for road users. Highway interchange and new service roads. In early 2009 the largest rubber-tyred crane in Australia was used in the construction of a new westbound bridge over Bullockhead Creek, just west of the Centenary Highway interchange. The IMU: Ipswich/Logan Interchange project involves a major reconstruction of the existing interchange, along with a 2km stretch of the Ipswich Motorway between Goodna and Gailes. It also involves widening the motorway to six lanes. The successful achievement of the most challenging stage of the Ipswich/Logan Interchange project was delivered in September 2008, with Logan Motorway traffic now travelling under the Ipswich Motorway using a new underpass. Our RoadTek team continues The IMU: Dinmore to Goodna project, announced in September 2008, to provide traffic management includes completion of the remaining 8km upgrade of the Ipswich for the Bridge to Brisbane fun Motorway between Dinmore and Goodna, widening the motorway to a run. They keep traffic flowing, minimum of six lanes. the community safe and the run enjoyable for spectators and participants.

Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Program development and delivery 39 Program development and delivery cont...

Preserving and maintaining Effective technical governance We achieved a number of technical the road network milestones this year, including: Technical governance is the process This is our greatest challenge. and mechanisms we use to ensure our • launch of the Technical We must preserve, maintain and technical performance is effectively Governance Framework manage the state’s ageing road developed, applied and reviewed. • definition of roles and network, ensuring safe and efficient For us, it is about having the responsibilities of our travel conditions for roads users. confidence that we are consistently technical people Our roads are under constant doing the technical things right. • progress in the development pressure, with new demands from a of technical governance It is also about having a clear burgeoning population, higher speed performance measures limits of 100–110km/h, larger vehicles and authoritative technical • promotion of higher technical and increasing expectations for environment, through: learning and expertise through safety and comfort. • the consistent application of the development of accredited appropriate state-wide standards Planning for capital infrastructure technical training across is vitally important to building • reliable and competent technical Main Roads. economic success and enabling people, supported by systems Our technical and engineering growth in cities and regions. It is also and processes capability, and that of our contractors essential to preserve and maintain • contractors, consultants and and suppliers, remains essential to our existing road asset as effectively suppliers who understand and meeting government and community as we can within available funding. enact our processes expectations of the road system (see We are addressing this challenge by • appropriate inspection, audit and page 74). continuing to: surveillance programs. • involve local governments, The Technical Governance We must preserve, industry, community organisations Framework is one of a number maintain and manage and the public in defining of high level inter-dependent transport issues and frameworks which collectively form the state’s ageing road potential solutions our Business Framework. It is an network, ensuring • build our capability to manage important element of our high- safe and efficient and operate the road network level risk management strategy and through our people, local supports effective delivery of the travel conditions for government and the private sector roads program, while providing proactive assurance of both roads users. • seek the necessary funds to technical compliance and consequent maintain the road network, technical performance. balancing the competing needs for construction and maintenance • maximise funding within available resources to undertake this important work.

40 Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Program development and delivery Providing traffic management for the Bridge to Brisbane Fun Run.

Planning for capital infrastructure is vitally important to building economic FOCUSING ON THE FUTURE This year we continued to deliver the roads program and we remain on success and enabling target to deliver the largest program in Queensland’s history. Funding allocated over the five-year program from 2008–09 to 2012–13 was growth in cities $16.2bn to provide for road system planning, providing, maintaining, and regions. managing and operating the road asset. The future will incorporate similar programs, including major construction works. We will also continue a strong focus on measures to manage the impacts of urban traffic growth and preserve Queensland’s largest built asset, the road network. At all times, safety will remain our number one priority, with programs such as the SRS Program expanded. We will continue work on major projects such as the Gateway Upgrade Project, Airport Link, Pacific Motorway Upgrade and Ipswich Motorway Upgrade. We will pay special attention to the Bruce Highway for capital works, maintenance (strengthening and widening) black spots, rest areas and overtaking lanes. We will continue the RBRP which upgraded 17 structures this year and For more information about expect to complete the Accelerated Road Rehabilitation Program next year.

road projects visit: Our roads program will continue to contribute to integrated transport www.mainroads.qld.gov.au solutions for Queensland, including smart transport solutions that make good use of existing road capacity.

Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Program development and delivery 41 Corridor land management

Leading the sustainable management of road corridor land

Managing the road corridor Promoting the interests of all Queenslanders We contribute to safer roads and safer communities by managing the We work closely with local road corridor—the area either side of government in high-growth areas to the road infrastructure. develop priority infrastructure plans. These plans are designed to influence This involves managing the activities, development location and provide structures, infrastructure and for efficient infrastructure delivery. development that may impact This approach also ensures that new on the safety and efficiency of the development makes a reasonable Highlights road network. contribution to the additional costs We also maintain the network’s of providing necessary infrastructure, We ensured the sustainable including roads. management of road corridor safety and efficiency by influencing land to create transport corridors land use, managing development For example, we are working closely that benefit communities impacts and access to the with the Gold Coast City Council to and industry. road corridor. implement its priority infrastructure Highlights include: The outcome is more sustainable road plan for Australia’s sixth largest corridor use. city. We are using this experience to • working closely with local inform future priority infrastructure government to develop planning across the state. priority infrastructure plans Our performance • assessing some 3,000 Protecting the road network Our role also requires a strong development applications working partnership with the DIP With 80% of the population living which allowed us to manage to ensure that our interests under within 50km of the coast in urban the impact of development on priority infrastructure plans are areas, we must manage the impacts road safety considered in the final outcome. urban growth have on the state’s • implementing a sensitive, This involves working collaboratively road network. At the same time, we balanced approach to on the development of infrastructure ensure the road network provides roadside memorials to assist planning guidelines. grieving families and friends vital connections for the remainder while ensuring a safe of the population and the state’s road environment diverse industries. We contribute to • improving conservation To achieve this, we are continuing to safer roads and safer of rare and endangered work closely with local government species through a number of and the Local Government communities by environmental initiatives. Association of Queensland (LGAQ) managing the road to manage aspects of growth. This is done using a variety of corridor—the area tools, including local government either side of the road planning schemes and priority infrastructure plans. This approach infrastructure. ensures that state-controlled roads are appropriately protected in local government land use and transport plans and programs.

42 Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Corridor land management Managing the impact of development on road corridors

Logan Interchange on the Pacific Motorway.

Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Corridor land management 43 Corridor land management cont...

Partnering with stakeholders for Testing of the eDAM concept Wembley Road. The works not better land use and transport and its software components only overcome impacts caused integration was successfully completed in by the development, but also As part of our partnership with the December 2008. When complete, contribute to the safety and DIP, QT, local government and the eDAM, will be evaluated as the efficiency of the interchange. development industry we continued prototype for a potential whole-of- • Peachey Road, Yatala: Approval the development of a state planning government system. was sought for subdivision of an policy for roads and transport issues— existing 61ha allotment to create one that promotes improved land Managing the impact of development on the road corridor 50 industrial allotments and a use and transport integration. The Plan of Development for the policy will: Under the Integrated Planning Act creation of a creative and service 1997 we are required to assess all • assist the development industry precinct. The full development development applications adjacent of the proposal would require an • provide communities with to state-controlled roads or within upgrade of the /Computer Road improved information future state-controlled road corridors interchange, due to an increase in • contribute to local government for impact on public infrastructure. traffic volume. The proposal would planning schemes To date our assessment of some hasten pavement degradation. • assist Main Roads in its 3,000 development applications has A condition was applied to development assessment role. helped us to manage the impact of the development to upgrade the interchange and provide a It will also promote state-wide development on road safety and the contribution to the maintenance consistency in the way state and transport efficiency of the state- of the roads to account for the local governments approach transport controlled road network. development impact. and land use integration. The following examples demonstrate development applications that were Assessing the impact of A smarter process assessed and the solutions that significant projects Conducting smarter business with were applied. Major projects, such as mining, improved systems has positive industrial and urban developments • Wembley Road, Berrinba: benefits to the development industry can impact the public road network. The development, known and communities. The following We assess the effects of proposed as Loganlink, comprises a outlines some of the ways we are projects and, where necessary, apply subdivision application within achieving this. appropriate conditions to mitigate Council boundaries these impacts. This ensures the safety We are developing an electronic and a Master Plan for Light and of road users and efficient operation Development Application General Industry. Comprising of the road network in a way that Management (eDAM) system that a total site area of 62ha, it was supports economic development. will allow the management of determined that traffic generated online development applications by the development had the The following are examples that are referred to Main Roads. potential to cause congestion of our work on significant This will be integrated with the along the Logan Motorway, from development projects. whole-of-government Smart the Logan Motorway/Wembley • Clermont Coal: Main Roads electronic Development Assessment Road interchange. Subsequent entered into an agreement with (Smart eDA) Program which enables negotiations ensured the developer the company under which it would applicants to lodge, track and would mitigate the development pay the entire cost of relocating monitor online the progress of their impacts on the Logan Motorway sections of the Peak Downs development applications. This will in the interim by providing Highway, and provide greater consistency and traffic signals and queue detector Gregory Development Road. This predictability of outcomes and cost, loops. This would not prejudice allowed the company to access and inevitably result in savings for the ultimate upgrade plans for and mine coal deposits located developers across the state. the potential relocation of the beneath the road reserve. interchange or the duplication of

44 Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Corridor land management • Gladstone Pacific Nickel Refinery: The company assessed the traffic impacts the development would have and determined that a number of intersection upgrades would need to be brought forward. Main Roads required the company to contribute towards the cost of the required works on a share- of-use basis. This ensured the continued operation of a safe and efficient road network for all road users. Reducing noise for the benefit of residents Traffic noise is an issue for many communities. We are working Our new policy takes a sensitive approach to roadside memorials. with other government agencies to develop a noise code for residential dwellings likely to be affected by traffic noise. CASE STUDY The code will streamline existing Our balanced approach to processes and mitigate the effects of traffic noise for the benefit sensitive memorials of residents. Roadside memorials are one way people acknowledge the death of a loved one. Two examples of our work to reduce traffic noise follow. In November 2008, we implemented a balanced approach to the sensitive issue of managing roadside memorials. • Noise barriers were extended Our new guidelines have a greater focus on the needs of grieving families along some of South East and friends, while ensuring the safety of road users near memorials. The Queensland’s more heavily guidelines and supporting information sheet are available on our website trafficked roads. This included new at www.mainroads.qld.gov.au noise barriers at Riawena Road between Greer Road and Orange The following comment from a parent who lost a child in a crash supports what has been achieved through these sensitive new guidelines. Grove Road, the Bruce Highway at Murrumba Downs, and along “…I found it (the guideline) simple and sensitive to the needs of grieving Moggill Road. family and relatives of lost loved ones…” • Planning commenced to install $6m of noise barriers in South East Queensland.

Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Corridor land management 45 Corridor land management cont...

Improving utility efficiency Road corridor As a result of this work, we for the community environmental values intensified our focus on soils and Utilities are a feature in many Minimising the impact of our erosion. We continue to develop road corridors. activities on the environment and deliver Soils and Revegetation Queensland’s environment is an Management Training Packages. We work with a number of essential important natural asset and is valued These packages describe the risk service providers, including Telstra, highly by communities and Main of various soil properties, and Energex, Ergon Energy, as well as Roads alike. management practices for Acid the Australian Sugar Milling Council Sulphate Soils, Potential Acid and local government water and To minimise the impact of Sulphate Soils, and contaminated sewerage providers to streamline road-related activities on the sites. Another package under processes and provide better services natural environment, we ensure development focuses on soils in to the community. environmental controls are applied in north-west Queensland. each project. This approach has minimised ‘red tape’ Using innovative techniques and improved long-term planning to This year 17* significant Our research agenda also meet utility service and road transport environmental incidents were incorporated trials of several needs in the road corridor. recorded. These incidents were innovative techniques in a number investigated primarily by either the of regions. One example is improved Sustainable road corridor use Environmental Protection Agency treatment of table drains using Sustainable road corridor use is (EPA) or the Department of Natural an innovative combination of essential to protecting our road Resources and Water (DNR&W). check dams, geofabric matting and network now and for future Environmental incidents greater than topsoiling. The matting stabilises generations. Our commitment $5,000 were classified as significant and promotes revegetation below extends to: and included vegetation clearing, the check dam in the erosion • the development of policies and erosion and sediment control. This zone and continues to the next procedures on the sustainable represents approximately 1.2% of all sedimentation zone. use and management of the road projects undertaken by Main Roads Monitoring the environment corridor to benefit communities over the year. A full review of each We continue to develop and and industry. These policies incident was undertaken and each implement the Road Corridor and procedures take into site was remediated to the satisfaction Environmental Assessment (RCEA) account social, economic and of the investigating agencies. database to improve our decision- environmental issues making and management of the road • nurturing strong partnerships corridor, while providing accurate with industry and other information to external users. government agencies The RCEA continues to be populated • providing responsive customer with high quality environmental service through improvements to data that allows regional and our road corridor permit system state-wide program development, and process. We routinely recycle wooden delivery, environmental reporting bridge decking that is replaced and assessment. with concrete. This wood is used to maintain other timber bridges—a practice that conserves Queensland’s scarce hardwoods.

* Performance as at 31 March 2009.

46 Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Corridor land management The following examples highlight our commitment to monitoring the environment. • Jackson-Wandoan Roads: Following several years of monitoring we completed a project to protect a section of the road by rehabilitating an embankment at Wooleebee Creek. The work involved constructing a rock mattress and stabilising the embankment. • South Brisbane Air Quality Monitoring Station: We undertook an upgrade of this facility which is located adjacent to the busy Riverside Expressway. The station, An underpass allows cassowaries to cross the road safely. managed in partnership with the EPA, now has the capacity to measure finer particle pollutants, which have been potentially CASE STUDY linked to health impacts due to reduced air quality. This represents Caring for Cassowaries important progress in the ongoing On the El Arish-Mission Beach Road in northern Queensland, cassowaries management of air pollution cross the road at a blind corner to reach a banana farm. impacts from motor vehicles. Fencing was erected to stop the birds crossing at this location and redirect • Fauna-monitoring research: Our them to locations where they were more likely to be visible to road users. program provides data necessary On the Tully-Mission Beach Road, a purpose-built cassowary underpass was to assess and determine the installed in a creek. The underpass featured cassowary food trees planted effectiveness of fauna structures by Main Roads at the entrance and exit of the underpass to encourage use. installed in our road corridors. Work this year included infra- Fencing was also installed at this location to guide cassowaries to the underpass, instead of crossing the road. red video camera monitoring of possum rope bridges and To determine the effectiveness of the measures, we provided funding for effectiveness trials of fish-friendly research into cassowary movements in the Mission Beach area. culverts. The research proved the As part of a planning study on the Tully-Mission Beach Road, we are effectiveness of some structures investigating roundabout designs at intersections to lower the speed and the need for specific sorts environment and minimise the risk of cassowaries being hit by vehicles. of maintenance. This is an important long-term measure to protect the region’s native fauna.

Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Corridor land management 47 Corridor land management cont...

Focusing on protecting In our South Coast Region, Griffith with universities, we initiated Queensland’s fauna University researchers investigated a program to propagate and As part of the sustainable the effective use of dedicated fauna revegetate a site with seedlings management of road corridor land, underpasses and culverts. Their work collected prior to construction we have reduced the impact of highlighted the value of providing of the road in this area. road-related activities on fauna fauna road crossings to protect • Cycas megocarpa: Roadworks located within close proximity. We local species, which they determined on the Calliope Range led to have achieved this by implementing are used by a significant number the discovery of a nationally a number of fauna-sensitive road- of animals. endangered cycad ‘dinosaur plant’. design mitigation strategies. We used several types of fauna Main Roads is negotiating to Examples of our commitment to crossings and have found that some purchase 97ha of land adjoining fauna protection include: types are more effective than others. the Calliope State Forest to A further study is planned into the conserve this species and relocated • release of a step-by-step guide effectiveness of the different types of 326 of the endangered plant. to setting up infra-red video fauna crossings in an effort to reduce • Remnant rainforest: While cameras to monitor wildlife on a the environmental impact of road undertaking works for rope canopy bridge. The cameras building on fauna populations. Yandaran Creek, we discovered ensure more effective monitoring approximately 1ha of remnant of fauna structures Focusing on protecting rainforest. This small patch of Queensland’s flora • release of Culvert Fishway: rainforest is considered to be very Our ongoing focus is to reduce Planning and Design Guidelines valuable due to its unusually high the impact of road projects on to provide detailed information plant diversity. The patch contains flora, some of which are rare that improves aquatic connectivity several locally rare and significant or endangered. Environmental at culverts and other road- plant species, such as marblewood assessments are carried out during waterway crossings (Acacia bakeri) and rose almond the planning and design of road • completion of the second volume (Owenia venosa). It also has a projects with environmental controls of the Fauna-Sensitive Road considerable number of rainforest applied to minimise the impact on Design Manual Preferred Practices, trees over 25m tall—thought to flora and fauna. which involved extensive national be the tallest surviving in the and international research In some cases, we undertake field Burnett area. We are actively and consultation. trials to improve rehabilitation conserving the area, removing and management practices and weed species and undertaking minimise losses. additional plantings to increase the conservation value of the area. The following examples demonstrate our ongoing commitment to flora protection. • Acacia ramiflora: In Queensland, this nationally endangered species is restricted to the hills of the Great Dividing Range in the Marblewood is one of the largest Torrens Creek-Pentland area, and species of Acacia, and gives the Robertson River area near birth to live young as the seeds germinate in their pods while the headwaters of the Gilbert still on the tree. River. The species was discovered as part of an ecological survey on the Burra Range (Flinders Highway) near White Mountains National Park. In collaboration

48 Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Corridor land management Greening the future through revegetation We have completed a number of revegetation initiatives to mitigate the loss of vegetation. Examples include: • in partnership with the Queensland Department of Forestry, planting 600 Wollemi Pines as part of landscaping the Sunshine Motorway Upgrade at the Pacific Paradise interchange • collaborating with Greening Australia to revegetate mangroves removed as part of the Loder Creek Bridge duplication on the Gold Coast, with new seedlings The unique lectern is made from a 100-year-old Crows Ash tree. collected from the . Greening Australia, the Gold Coast City Council and local Main Roads staff worked together CASE STUDY to plant the seeds • with the involvement of A lasting memento pupils from Broadwater State We donated a one-of-a-kind lectern to the Hervey Bay Regional Art Gallery. School, planting 120 trees at The lectern is a long-lasting memento of a 100-year-old Crows Ash tree Broadwater Creek removed from the area in 2006 as part of a local road project. • installing nest boxes for a variety We worked closely with the community during the design stage of the of species including birds, upgrade to Boat Harbour Drive. For safety reasons, the tree needed to possums and bats at the new be removed. We commissioned a lectern to be made from the timber Inglewood West rest area on the as a sustainable legacy for future generations, and to demonstrate our Cunningham Highway commitment to listening and responding to local community issues. • native seed revegetation at Romona on the .

For more information

about our environmental activities visit: www.mainroads.qld.gov.au

Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Corridor land management 49 Corridor land management cont...

Weeding out the pests Managing fire risks Other environmental initiatives Our regional project teams are Due to Queensland’s hot climate, We continue to make substantial extremely vigilant when it comes managing the state’s fire risk is contributions to environmental to identifying pests and working always a priority. Our approach protection. Some examples follow. with local stakeholders to minimise includes risk assessments in high-risk • Queensland Wildlife Rehabilitation the impact of pest species on areas where there is a large fuel load Council: Main Roads provided the environment. and potential risks to assets to help 200 safety vests to the council anticipate and plan for the effects of Pest management is one of our for volunteer wildlife carers the dry season. largest environmental programs. across the state, in recognition We work closely with local We routinely collaborate with of their importance in caring government, other state agencies, government agencies on fire for and rehabilitating injured industry, natural resource management, including Queensland native wildlife. management groups and Fire and Rescue Service on risk • Port of Brisbane Motorway environmental groups to develop assessments, and the DNR&W and Bulimba Creek oxbow Regional Pest Management Plans the EPA on controlled burns on state conservation site: In managing and Weed Seed Prevention Strategies. land and fire planning for particular the environmental aspects of the tracts of unallocated state land and We also work closely with members motorway, we partnered with national parks. We also work closely of local community and environment the Bulimba Creek Catchment with volunteer rural fire brigades on groups to respond immediately Coordination Committee, Greening controlled burning. and control weeds. Our early Australia and Powerlink on intervention has the potential to One example is in our North West local environmental issues. The save local communities and Region, where we are finalising a partnership is in its seventh government millions of dollars regional fire management strategy. year and has resulted in shared in weed prevention. The strategy will help identify and stewardship of this unique manage high-risk areas in the region. oxbow site. Our commitment extends to The risk to human life, infrastructure, • Ravenshoe’s Eagles Nest Wildlife providing advice to community pastoral land and the environment Hospital: We donated a purpose- groups and local government on the were some of the key factors used built trailer to the hospital to location, design and access to new to determine priority areas to be rescue large, injured native vehicle wash-down bays to mitigate managed on the road network. animals, such as kangaroos, the spread of weeds. cassowaries and emus, and The strategy’s framework will include transport these to and from an annual assessment of the road the hospital. network for interpretation by the region’s environmental officers in • Memorandum of Understanding future years. with Sunshine Coast Regional Council: We implemented a Initial feedback from the Rural Memorandum of Understanding Fire Service indicates the intent to help mitigate the effects of and purpose of our approach is a graffiti and littering on the proactive step forward. We continue Sunshine Coast. to liaise with stakeholder groups to develop operational procedures for risk mitigation works.

50 Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Corridor land management FOCUSING ON THE FUTURE We will continue to manage road corridor access and the road corridor environment in a sustainable way to benefit the community and to connect Queensland. Our priorities for 2009–10 include: • work with local government to rollout priority infrastructure plans and provide certainty for The dragon-style brass leg retrieved from the wreck of the SS Brinawarr. landowners seeking to develop or redevelop their properties, and to ensure new development makes a CASE STUDY reasonable contribution to the cost of providing roads SS Brinawarr shipwreck and other infrastructure We are proactive when it comes to conserving our state’s heritage. • rollout of the eDAM system In Mackay, we were actively involved in recovery activities for the to allow applicants to lodge, SS Brinawarr. track and monitor the progress of development The SS Brinawarr was a small steamer used for towing sugar lighters. applications The boat sank after a span of the Sydney Street Bridge collapsed onto • implementation of improved the boat in 1918. processes to address road In February 2009, the remains of the historic listed shipwreck SS Brinawarr traffic noise were discovered on the worksite of the Forgan Bridge project in Mackay. • improved processes to We immediately stopped work in the vicinity of the shipwreck and reported manage activities in, and use the discovery to the EPA. We then engaged a maritime archaeologist to of, the road corridor evaluate the site and provide advice. • consistent state-wide corridor A number of artefacts have been recovered from the site, including management processes, the ship’s compass and the ornate oriental dragon-style brass systems and training legs of the binnacle—the box on the deck of the ship which holds • development of consistent navigational instruments. state-wide environmental The artefacts have been sent to the Museum of Tropical Queensland for systems and processes restoration work. When the restoration is complete, it is anticipated the • development of a staff artefacts will be returned to the local community for display, possibly at the environmental training Mackay Museum. curriculum. It is also envisaged the Forgan Bridge will incorporate an interpretive display detailing the history of the SS Brinawarr and the role we played in restoring and preserving the recovered artefacts.

Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Corridor land management 51 Road operations

Providing a safe, efficient and reliable road network

Safer operation of the One initiative under investigation road network is the provision of median safety barriers to reduce the incidence and As part of our management of the severity of injuries caused by cross- state-controlled road network, we over-median head-on crashes. are responsible for safety of the road environment, heavy vehicle Other initiatives include: access, traffic management, freight • ‘black link’ (reduced) speed limits planning, network performance on roads determined to be of and the provision of traffic and high crash risk and high-visibility traveller information. signage to let road users know Highlights Our performance they are entering a high crash In 2008–09, we contributed to risk area and to drive safely the provision of a safe, efficient Safety is our top priority • implementation of a and reliable road network. There is more to the road network Motorcycle Safety Mass Action Highlights include: than enabling people and goods to Program aimed at reducing travel from one place to another. • collaborating with Brisbane motorbike fatalities Road safety is our number one City Council to progress the • investigation into the use of priority and we strive to ensure development of a platform vehicle-activated signs to target journeys are safe and reliable for to uniformly manage the road users speeding at locations all road users. Council’s and Main Roads’ with poor crash records on high- traffic systems Many road fatalities and injuries speed roads • introducing the Open Roads are outside our control. However, • introduction of ATLM to reduce policy to enable improved we are committed to investigating responses to crash or crashes caused by fatigue. and implementing engineering incident-related traffic delays initiatives that can potentially • making improvements reduce the severity and number to traffic and traveller of serious incidents. information through the 13 19 40 website and phone service as well as variable message signs • developing a strategy and planned for the delivery of the five-year $47.1m Heavy Vehicle Rest Area program • implementing the Intelligent Access Program in Queensland to allow heavy vehicle operators to operate at Higher Mass Limits in return for monitoring and compliance.

52 Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Road operations Improving our response time to keep traffic moving

Main Roads traffic response units.

Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Road operations 53 Road operations cont...

Graph 6 Fatalities on all roads per 100,000 population

14.00

12.00

10.00

Number 8.00

6.00

4.00

2.00

0 2004 2005 2006 2007 2008 2009* All fatalities SCR fatalities LG fatalities

Qld/National target SCR target LG target

* Performance as at 31 March 2009

Graph 6 above indicates road safety Since January 2008, fatalities on efforts across Queensland, with a performance in terms of deaths per state-controlled roads have declined strong focus on vehicle operators 100,000 people over the past 5 years. following the sharp growth in the and motorcyclists, to reduce crashes, Since mid-2007, positive progress has preceding 12 months. However, there injuries and deaths. been made in reducing the number has been an increase in motorcycle use This year we implemented a number of casualties. At the end of 2008, the and associated motorcycle trauma. of key initiatives and projects to level was similar to 2003 and slightly Graph 7 gives the breakdown of attempt to reduce the number of higher than 2004 and 2005. fatalities by road user type since road casualties. The extended period of economic 2004 and indicates the medium- growth in Queensland has slowed. term trend. Research by the ATC indicates that We acknowledge that increased increased economic activity and funding for road safety and the discretionary income are generally considerable, targeted efforts associated with higher levels of of agencies with road safety road trauma due to increased travel, responsibilities, in terms of including more travel during high- engineering, education and risk periods in a 24-hour cycle. It enforcement over recent years, are seems likely that this has contributed impacting positively on road safety to increasing fatalities on the state- outcomes. As part of our ongoing controlled road network, as evident safety commitment, we will sustain from January 2007. and continuously improve these For more information about

how we are building safer roads visit: www.mainroads.qld.gov.au

54 Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Road operations Graph 7 Fatalities by road user type

200 185

150 171 151 146 141

100 78 73 74 72 67 66 64 64

50 58 48 46 42 38 34 30 10 9 9 6 5 0 2004 2005 2006 2007 2008

Driver Passenger Pedestrian Motorcycle Bicycle

* Performance as at 31 December 2008.

Black link speed limits A high priority action in the • Bruce Highway (Innisfail to Cairns The National Road Safety Action national plan is to ‘identify high- section)—for approximately 5km Plan 2009 and 2010 and Queensland risk roads or road sections for between Waughs Pocket and Bartle Road Safety Action Plan 2008–09 are speed limit reductions where road Frere Roads (south of Mirriwinni) committed to providing speed limits improvements are not feasible in the • Mount Lindesay Highway suitable for the road environment. short term’. Speed limit reductions in (Brisbane to Beaudesert section)— This commitment draws upon the combination with signage advising for approximately 5km, between safer speeds element of the ‘Safe of crash history and robust police Carter and St Aldwyns Roads enforcement have demonstrated a System’ principle, embedded in • between significant potential to reduce the both plans. Toowoomba and the Kingsthorpe number and severity of crashes. The ‘Safe System’ principle recognises turn-off (for approximately 9km). In partnership with QT, we have that human error is inevitable, as The treatments involve reducing identified a number of key routes evidenced in the high level (90%+) all 100km/h speed limits to 90km/h for treatment: of road user/rider error contributory and erecting highly visible signage factors recorded in crashes. The • Bruce Highway (between Cooroy to increase road user awareness of principle seeks to make allowance for and Curra)—commencing south crash risk along the designated road errors and minimise the consequences of the Black Mountain Range lengths. and severity of crashes. and extending north past Gympie to the (for approximately 42km)

Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Road operations 55 Road operations cont...

Early indications in Queensland reveal good compliance by road users with the reduced speeds. QPS reported a noticeable reduction in the number of crashes. This work is in the early stage of implementation. A more comprehensive evaluation will be undertaken and reported when 12 months of crash data is available. Creating safer roads We continue to implement other initiatives, including the SRS Program to ensure safer roads, address the road toll and reduce the number of people seriously injured in road crashes. The SRS Program provides low-cost, high-benefit A high crash zone warning sign near Cooroy Creek on the Bruce Highway. projects to address both identified and potential high severity (fatal and hospitalisation) crash sites on the state-funded component of the state- Improving safety for school children controlled network (see page 30). Safety on roads near schools is an The proactive identification and important issue across Queensland. treatment of ‘potential’ crash sites Some school campuses are split and is based upon risk assessments and are located on two sides of a road. seeks to treat roads before a crash history is evident. Recognising the safety issues for school children, we are improving One example of the program in pedestrian safety at four split campus action is on the Capricorn Highway schools around the state. between Rockhampton and Duaringa. New fatigue management signage • Redcliffe State High School: was installed along with ATLM and A pedestrian overpass was vehicle stopping places. The $2m constructed on Oxley Avenue. project will improve safety on a key • South Coast: Work commenced on route for the Central Queensland a pedestrian overpass on Paradise mining community. Road at Slacks Creek, between Mabel Park State School and Other safety improvements across Mabel Park High School. the state include: • Warwick: Work commenced on an The 13 19 40 website was • installing skid resistance underpass for the St Mary’s College created initially to provide traffic treatments split campus at Wood Street on the information for the Gold Coast Indy Carnival in 2001! Today the • installing traffic signals Cunningham Highway. website is visited approximately • installing right-turn signals • North Rockhampton: Planning and 18.5m times each month. So join • providing more forgiving design commenced for a pedestrian in—visit www.131940.qld.gov.au roadsides (by removing hazards or overpass at the intersection of installing barriers). the Bruce Highway at Yaamba Road and Main Street for Emmaus College students and the community crossing Yaamba Road.

56 Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Road operations Facilities for pedestrians and cyclists We are providing pedestrians and cyclists with increased facilities across the state. A 4.2m-wide dedicated pedestrian and cycle path is included in the Gateway Upgrade Project, the largest bridge and road project in Queensland’s history. For the first time in around 20 years, since the first Gateway Bridge replaced the Sir James Holt Ferry service, pedestrians and cyclists will be able to cross the Brisbane River between Lytton Road, Murarrie and Kingsford Smith Drive, Eagle Farm. The pedestrian and cycle path Audio Tactile Line Markings help fight fatigue. will be an integral link in the implementation of the South East Queensland Principal Cycle Network Plan and the Moreton Bay Cycleway, CASE STUDY the longest cycle route on Australia’s Safer roads by overcoming east coast. fatigue-related crashes Other projects include: Many Queensland road users travel very long distances, leading to fatigue- • detailed design of a new related crashes. pedestrian and cycle route Research by the Australian Transport Safety Bureau has identified that the between the new Gateway Bridge human body is particularly prone to fatigue between 2pm to 4pm and 10pm and the Kedron Brook Wetlands to 5am. We have combined this information with our extensive database Bikeway at Nundah, linking to the of crashes to identify lengths of road where fatigue crashes have occurred new pedestrian and cycle path in and where risk is obviously high. the Gateway Upgrade Project In locations identified for action and to achieve cost-effective treatment, • two TIDS projects in Longreach we developed and managed a state-wide contract to introduce ATLM at the that have resulted in improved road edge on considerable lengths of the network. ATLM is used in other bicycle access to a school and Australian jurisdictions and across the world as a road safety measure. extended bikeway access to the The noise and vibration created when the markings are driven over by Apex Riverside Park recreational a vehicle’s tyres ‘wake up’ fatigued road users, alerting them to take area on the Thomson River corrective action and stay on the road. • a $6m investment in new off- The use of ATLM was a recommended action from the 2006 Road Safety road paths for pedestrians and Summit, where the Queensland Premier committed $8m to treat 1,000km cyclists as part of the Sunshine of state-controlled roads to reduce the number of fatigue-related crashes. Coast Motorway Upgrade from As a result of state-wide contract cost efficiencies, we have extended the Maroochydore Road to the Pacific ATLM Program to the AusLink network. We are able to treat an additional Paradise interchange. 1,300km of roads identified as prone to fatigue-related crashes. It is expected that the ATLM contract will be complete in mid-2009.

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Travel efficiency and reliability S ingle Intelligent Transport System platform Keeping traffic moving and improving traffic time reliability are assisted greatly by the application of ITS. In the greater Brisbane area, we work closely with the BCC to improve the way in which traffic signals operate. In collaboration with BCC, we manage important components of the greater Brisbane road network. The network comprises around 7,000km of road and includes more than

1,400 signalised intersections, 100km Bump trucks — improving safety at roadworks. of motorway, traffic surveillance cameras and passenger information and tunnel systems. We use STREAMS as our ITS The synchronised traffic signals Providing real-time traffic and platform to manage our network under STREAMS used for the pilot traveller information of traffic signals, VMS and other study had immediate benefits using We are committed to providing the ITS components. The BCC uses the single platform approach. public with free access to detailed traffic and traveller information BLISS which is a similar ITS, but • Travel time reductions: On Moggill across Queensland. not compatible. Road between the Kenmore To improve travel time reliability Village roundabout and Coonan Since 2001, our 13 19 40 phone and integrate the two systems, Street, travel time reductions of up service and website have provided we established a Memorandum of to 13% were experienced at peak relevant and accurate traffic and Understanding with the BCC in May week-day periods and up to 17% traveller information. This includes 2007. The aim of the memorandum is on weekends. the location of traffic hazards and to converge to a single ITS platform • Carbon emission reductions: incidents, roadworks, special events, for Brisbane. The end result will be The travel time reductions on and the provision of live web camera a single, managed network in the Moggill Road between Kenmore images to enable road users to make greater Brisbane area. Village roundabout and Coonan informed decisions about their Street were estimated to reduce intended travel and to improve travel Other ITS initiatives included a carbon emissions by 10% or time reliability. pilot study of 12 intersections at 3,800 tonnes—a benefit to both the Indooroopilly in July 2008. The In 2008–09, we upgraded and environment and public health. study showed that STREAMS can be refreshed our 13 19 40 website to: successfully implemented across We expect that the impact of these • enable direct, manual entry of the BCC road network, giving access environmental and time-saving Travel Time Information by traffic to a common network analysis and benefits will be even more significant management centre operators management tool. when a single ITS platform is • provide real-time traffic status extended to cover the greater information Brisbane area by the end of 2010. • improve the navigation function for ease of use.

58 Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Road operations We are continuing to work on the • Darling Downs Region: We Early warning for road users first phase of the 13 19 40 website are installing a VMS between We have put in place a number of redevelopment which is expected to Mahonys Road and the Eight early warning systems for road users. be fully operational by mid-2009. Mile Intersection (where the New England and Cunningham • Tugun Bypass, Gold Coast: Since Using innovative solutions to inform the opening, our South Coast road users Highways meet north of Warwick) as part of traffic management and Region ITS team has worked on We apply many innovative measures in addition to recently completed the consolidation of the Tunnel to keep road users up-to-date. safety improvements. The sign is Management System. The tunnel • precinct: A new expected to be fully operational is equipped with a complex initiative of the Brisbane Airport by mid-July. network of systems and sensors to Task Force to advise road users provide early warning of incidents Fixed speed cameras about travel delays when leaving and minimise the impact on road Fixed speed cameras help reduce the busy airport precinct is being users in the event of an incident. speeding in known problem areas. trialled. In December 2008, a • Kuranda Range Road: A rain- VMS was erected on Airport We work closely with QPS on activated warning system was Drive to display real-time travel road safety and have installed introduced in July 2008 to information for road users permanent fixed speed cameras alert road users to slippery, wet exiting the airport precinct. at Tarragindi and Burpengary in conditions at the bottom of the The system uses sensors to south-east Queensland. Kuranda Range Road. The system measure traffic volumes and The cameras are in addition to one consists of a ‘Slippery When Wet’ vehicle speeds and travel time on the Story Bridge which is operated sign mounted on a pole with information is communicated via by BCC. flashing amber lights. The sign the 3G mobile network to is activated when the system the VMS. A success overseas, Safety through roadworks detects moisture. this is a first for Australia. Safety at roadworks is a key priority. Looking forward, we are taking • Queensland flood response: In We have instigated a range of ITS technology a step further January and February 2009, 60% traffic control measures to by planning the introduction of of Queensland was inundated by ensure safety for road users and cooperative systems, in which flood water. In our Central West roadworkers, including: vehicles interact with one another Region, we worked closely with and with roadside equipment. local government, RoadTek, QPS, • intelligent road signage at the QT and the RACQ to manage Gregory River Bridge replacement traveller information. All roads site on the Isis Highway near north and west of Barcaldine were Bundaberg to alert road users to cut for periods of between one changed traffic conditions and week and three months. For the to slow down in the temporarily first time we deployed six mobile reduced speed zone VMS units to provide traveller • radar technology to measure information on inter-region the speed of each vehicle and We introduced an SMS messaging and interstate road conditions. flash the recorded speed on a system in October 2008 to alert variable message board, creating road users on the Kuranda Range an awareness of the need to slow in far north Queensland to road down and drive to the conditions. incidents and encourage them to take care when driving.

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This approach requires We provide a range of quick This model, which covers the communication via wireless Local clearance services on the Brisbane metropolitan area, can Area Network equipment operating road network, including three estimate the demand on public in the 5.9 Gigahertz frequency band. dedicated heavy vehicle quick transport (bus, train and ferries) We are collaborating with Austroads, clearance vehicles: and roads. which has been successful in gaining • one servicing the Gateway The Brisbane Strategic Transport an embargo through the Australian Motorway South Model—Multi Modal (BSTM–MM) is a Communication and Media Authority significant step forward in technical on this band, in preparation for • one servicing state-controlled capability. The model outputs can primary band allocation. roads in the greater Brisbane region during peak hours and high be used to assess the advantages of Keeping traffic moving demand times at Gateway North future transport options. In August 2008, the Queensland • one servicing the Logan and This, in turn, underpins decision- Government introduced new Ipswich Motorways is based at the making on the provision of billions legislation to strengthen the powers Ipswich Motorway interchange. of dollars of transport infrastructure for police and traffic officers to and the development of policy to quickly clear obstructions such as The Gateway South service has cut influence future land use. stricken and abandoned vehicles from average clearance times from three roads. The government’s strategy is hours to only 30 minutes. Since its release in September 2008, the BSTM—MM has been used on to clear roads as quickly as possible The Open Roads policy helps to lay a number of planning projects, after incidents. the groundwork for the introduction, including: Known as Open Roads, or the in late 2009, of heavy vehicle Quick Clearance policy, the new recovery units. These will be capable • Connecting South East initiative was approved by Cabinet in of ‘righting’ trucks that have rolled Queensland—2031 December 2008. The legislation came over and will be able to push cargo/ • South East Busway into effect on 30 April 2009. loads to the side of the road. Extension Study The legislation strengthens the Brisbane Strategic Transport Model— • Brisbane Rapid Transit Study Multi Modal powers of authorised officers to move • Darra–Springfield Transport or remove vehicles/loads blocking Transport models have an essential Corridor Study. lanes as quickly as possible. In any role in planning transport systems. Electrical safety and road lighting incident involving injury or loss of Models combine the location and The Queensland Government is life, emergency response and safety numbers of people and jobs in an committed to ensuring all road considerations take precedence. area with data from travel surveys lighting on state-controlled roads to estimate future demand on the The legislation will address incidents meets the requirements of the transport system. such as the one in September 2008 Electrical Safety Office and stringent when a truck rolled over on the safety standards. Port of Brisbane Motorway, spilling its cargo of poultry. It took seven We completed a full electrical hours to clear the road. It is expected inspection of all our road lighting, that the new legislation will result with all immediate electrical safety in clearance times being reduced risks identified being addressed. by 50%. In South East Queensland alone there are more than 26,900 road lights.

60 Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Road operations We continued a comprehensive two-stage program to upgrade road lighting infrastructure to current electrical standards. • Stage 1 commenced in 2006–07 with the design of pilot upgrading projects on road lighting in the North Coast Hinterland and Northern Districts. Stage 1 was completed in October 2008 at a total cost of $4.8m. • Stage 2 covers the remaining remedial works across Queensland. Design documentation has commenced. Estimated completion costs are $140m, with $40m allocated for 2008–09 to 2010–11. Innovative solutions to improve emergency vehicle response times. Photograph by Michael Marston, Department of Community Safety. Reducing our power bill On 1 July 2008, electricity supply for road lighting in south-east Queensland (the Energex supply area) CASE STUDY was deregulated and the subsidised Bundaberg Emergency Vehicle tariff no longer applied. At the same Pre-emption trial time, the electricity supply for road lighting in the region became fully In September 2008, we commenced the Emergency Vehicle Pre-emption (EVP) trial as a new way to manage traffic signals in Bundaberg, and ensure retail contestable. emergency vehicles had the safest and quickest route available to gain In a joint arrangement between access to an incident. local government in South East The trial involved testing software capable of turning traffic signals green Queensland and Main Roads, a tender as an emergency vehicle approaches an intersection, resulting in fewer process was undertaken to obtain delays for these vehicles. a better contract that would enable Following the EVP trial, test units were installed in one ambulance and road agencies to make a significant one fire engine in Bundaberg to determine if travel times to incidents were saving on the electricity supply for reduced as a result of the technology. road lighting. Preliminary trial results are positive, indicating that the emergency vehicles Electricity retailer EnergyAustralia equipped with EVP technology experienced between 5% and 15% travel was awarded the electricity tender time savings on routes where traffic signals were equipped for EVP. for road lighting for the period from 1 November 2008 to 30 June 2011. This will result in a saving of more than $900,000 over the tender period to Main Roads based on previous costs.

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Heavy vehicle efficiency Graph 8 Type 2 access for road trains

We actively encourage Queensland 100

freight operators to establish 100 100 safer and more freight-efficient heavy vehicle fleets through the implementation of Performance 80 Based Standards (PBS). This is a national transport reform initiative to improve heavy vehicle 60

safety and productivity by facilitating 59 58 58 58

the design of innovative heavy % vehicles, based on how they behave on the road rather than prescribing 40 their length and mass.

We are closely involved in the 33 29 ongoing assessment of PBS 27 27 27 23

20 23 applications through the national 21 21 PBS Review Panel. To provide transport operators with clarity and certainty of road network availability 0 04–05 05–06 06–07 07–08 08–09* for PBS vehicle proposals, we published a PBS ‘Level A’ network AAB-Quad roads BAB-Quad roads ABB-Quad roads

for Queensland. * Performance as at 31March 2009 Level A can be used by general The graph shows steady growth in the access vehicles (up to 20m percentage of AAB-Quads operating on the in length) up to Type 2 road Type 2 Road Train network. trains (triple trailers up to 53.5m in length) that meet Level B can be used by longer a prime mover towing a single semi- performance standards. vehicles that meet performance trailer and a set of B-triple trailers. standards. BAB Quads have a prime mover towing two sets of B-double trailers. We continue to classify the Queensland road network to Heavy vehicle rest areas determine those road links which Between 2000 and 2007, around can be safely used for longer PBS 16% of all heavy vehicle crashes in ‘Level B’ innovative heavy vehicles. Queensland were fatigue-related. Graph 8 shows the percentage of Providing heavy vehicle rest areas Type 2 (triple road train) network helps drivers meet the requirements of Roads in South East Queensland available to increased capacity fatigue management regulations and carry more than 90% of all heavy vehicles. regional freight. Of the 85 improves road safety for all road users. million tonnes moved annually ABB and BAB-quads have obtained With joint funding from the by road, 90% have an origin and 100% access to the Type 2 road Queensland Government and Federal destination within the region. train network, due to the inclusion Government, and with significant of these innovative vehicles under input from the road freight industry, the Guideline for Multi-combination we have developed a strategy for a Vehicles in Queensland to operate on five-year, $47.1m Heavy Vehicle Rest road train networks. ABB Quads have Area program.

62 Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Road operations The program includes 52 new, or upgraded, heavy vehicle rest areas and stopping places delivered on key freight routes across Queensland. Work has commenced on these FOCUSING ON THE FUTURE important roadside facilities, and We will continue to improve the safe operation of the road network using a will intensify from 2009 to 2014 as range of initiatives targeting road safety, urban traffic growth management funding allocations become available. and freight efficiency. There are also unofficial sites across Our priorities for 2009–10 include: the state, highlighted by the 3-2-1 • introducing Heavy Vehicle Recovery Units to move trucks that have blue delineators system, where truck rolled over into a suitable recovery position and push cargo/loads off drivers can pull over to rest, refresh, to the side of the road to provide significant reductions in crash and or simply check their load. incident-related traffic delays • continuing migration of the remainder of the BCC traffic system to The stopping places are marked with STREAMS to have a single coordinated approach to controlling traffic a simple system of blue reflectors signals in the greater Brisbane area on guideposts—three blue dots tell • researching, designing and implementing an alternative state-wide the driver the stopping area is 400m communications service to replace Telstra’s Permitted Attachment ahead; two blue dots mean there are Private Lines (PAPL) due for decommissioning in December 2009, to 200m to go and one blue dot marks allow transmission of monitoring and control data between selected ITS the site of the rest area. field devices (such as traffic signal controllers) and our regional offices Intelligent Access Program • a High Productivity Freight Precinct in the vicinity of the Port of Brisbane. In August 2008, Main Roads This includes working with BCC and the Port of Brisbane Corporation to partnered with Queensland develop a designated road network around the industrial precinct south- west of Fisherman Islands to provide safe access for innovative heavy Transport to operationalise the vehicles capable of carrying two, 12m (40-foot) containers IAP in Queensland. • reducing ‘red tape’ for heavy mobile crane operators through the IAP The IAP provides a legislative vehicle tracking service. This includes ongoing work with the heavy and technical framework to allow mobile crane industry to reduce the impost for permits through tracking heavy vehicles to operate at HML technologies. This will provide confidence to road owners that ‘high on the road network, in return infrastructure risk’ vehicles operate appropriately on approved areas of for monitoring compliance with the road network specific access conditions through • roll-out of the five-year Heavy Vehicle Rest Area program. in-vehicle devices and satellite tracking technology. This means operators can carry more mass, up to an extra 10% weight per axle, resulting in fewer trips. The IAP has the potential to reduce heavy vehicle impacts on the road network. B-triple heavy vehicles have an extra 13 tonne payload advantage over B-doubles. This equates to around a 33% payload productivity gain.

Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Road operations 63 Capable organisation

Achieving excellence through the performance of our people, systems and practices

Building our capability to (Workplace Task) in the Safety connect Queensland Leadership Program requires each participant to complete a project Our people are our greatest asset that will deliver realistic safety and important to our success. Just improvement benefits to the business. as roads are essential for connecting Queensland, our people are essential One of these projects was at Jowarra in connecting our vision with Park Depot where they replaced tangible outcomes. old wooden steps with a new non-slip surface. Providing a safe, efficient and reliable road network to support the Another positive outcome of this Highlights state’s rapid growth is a challenging program has been an increase in This year we made significant task. It remains critical to our success identifying and reporting hazards advances in strengthening our that we attract, develop and retain to the Principal Workplace Health internal capability. capable committed people. and Safety (WH&S) Advisors. This indicates that our people are Highlights include: It is crucial that we have the right becoming more conscious of safety in • building our capability people with the right skills who are their day to day work environment. by recruiting more than committed to providing a high level 700 technical and of service to the community. Lost time injury rates professional people An important element of the • leading the way as the first Our performance Safer and Healthier Workplaces Queensland Government Focusing on the safety and 2007–2012 Strategy developed by department to implement well-being of our people the Department of Employment the Safety Leadership and Industrial Relations is the Occupational Health and Safety is our number one priority. establishment of a range of targets Safety—Construction Our zero harm objective means we for all government agencies. One qualification aim to ensure an injury and incident target is a 10% reduction, each year • achieving accreditation of the free workplace, where all our for five years (commencing 2007–08), RoadTek Workplace Health people go home in the same state in the number of lost time injury and Safety Management of health that they came to work claims, (excluding journey injuries) System to the Federal in, if not better. Government Building and greater than five working days. Focusing on the health, safety and Construction Occupational To meet the 10% target, we need to Health and Safety well-being of our people ensures record fewer than 60 lost time injury Accreditation scheme we have a capable and productive claims greater than five working days workforce to deliver our significant • achieving certification this financial year. As at the end of of our new Enterprise roads program. March, the target to achieve the 10% Development Agreement 7 Safety leadership reduction was 45 lost time injuries. by the Queensland Industrial Relations Commission We are the first Queensland At that date, we had recorded 37 Government department to adopt lost time injury claims—a reduction • building our design capability, the Safety Leadership Occupational of 7.5% (see table 3). capacity and technical Health and Safety (OH&S)— governance by successfully Our Lost Time Injury Frequency Construction qualification and tailor launching the Design Services Rate (LTIFR) decreased for the it to specifically meet our needs. Sustainability Program third consecutive year. At the end • receiving recognition as an Our Safety Leadership Program of March we had recorded six outstanding winner at the provides the tools, skills and LTIFR (YTD). SAI Global 2008 Australian knowledge to proactively influence Business Excellence Awards. safe behaviour. For example the completion of the assessment item

64 Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Capable organisation Our people are essential in achieving our vision

Maintaining traffic control systems.

Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Capable organisation 65 Capable organisation cont...

Table 3 Lost time injury performance Our industry-leading initiatives stood out and the judges were equally impressed with the following Indicators 2005–06 2006–07 2007–08 2008–09*** Variance programs and schemes: Claims greater 74 81 40 37 -7.5% • RoadTek Apprentice and than five days Trainee Scheme LTIFR* 13 9.9 6 -39.4% • C-Scale Progression Model Severity rate** 240 205 70 -65.9% • Management Development

YTD Program * Number of lost time incidents per million hours worked • Construction Workers ** Number of work days lost per million hours worked *** Performance as at 31 March 2009. Progression Program • Things that Matter in The severity rate is calculated by We were finalists for two Business Program comparing the number of days other initiatives as part of the • Safety is First Program lost due to lost time injuries per Premier’s Awards. • RoadTek Reward and million hours worked. It gives a • The Workplace Health and Safety Recognition Program. measure of the seriousness of the Portal—finalist in the ‘Focusing on injuries suffered and the impact of This year RoadTek received Our People’ category. rehabilitation and return to work accreditation from the Federal initiatives. This year we reduced • RoadTek’s Deck Unit Push Bar— Government’s Building and the severity rate from 205 to 70— finalist in the ‘Innovation and Construction Occupational Health a reduction of 65.9%. Creativity’ category. and Safety Accreditation Scheme for Federally Funded Works Recognition for our excellent health The Deck Unit Push Bar was designed Programs and Contractors. We are and safety performance to reduce manual handling and the first Queensland Government We have been recognised and possible strain injuries during bridge department and 100th organisation rewarded for our performance construction and involves the manual to receive accreditation. in WH&S. positioning and installation of precast concrete deck units. The Push This opens many business Our Building RoadTek’s Capability Bar’s innovative design also received opportunities to us and demonstrates project team won a 2008 Premier’s a National Workplace Safety Award our commitment to improving the Award for Excellence in Public for the ‘Best solution of an OH&S- OH&S performance of the building Sector Management in the category specific workplace risk’ through the and construction industry. ‘Focusing on our People’. This award National Safety Council of Australia. acknowledges our commitment to The design is now being adopted connecting with and developing across our business and industry. our people, as well as ensuring their health, safety and well-being. We also received an award for Building RoadTek’s Capability in the ‘People’ category at the SAI Global 2008 Australian Business Excellence Awards. The judging panel praised Main Roads’ leadership and organisational culture which they saw first-hand in visits to our Nathan depot, a Pine Rivers worksite and the Electrical Training Centre at Nerang.

66 Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Capable organisation Building RoadTek’s Capability won the People category at the SAI Global 2008 Australian Business Excellence Awards. Former General Manager (RoadTek) Ray Breust accepts award from Duncan Lilley, Global Head Assurance Services, SAI Global.

Developing top talent This year we provided financial Other highlights include: support and vacation employment We are focused on ‘growing our • training 22 apprentices through to 87 scholarship holders. The Main own’ to ensure our future workforce the RoadTek Apprentice and Roads Scholarship Scheme helps to capability and capacity. Our Trainee Scheme build the pool of talent from which ‘capability pipeline’ provides targeted our future workforce can be recruited. • up-skilling and re-skilling 119 capability development schemes experienced trades people at designed to build and nurture our Scholarships are offered in skill the RoadTek Electrical Training people’s skills and experience. This areas that have been identified as Centre. The centre provides ensures we meet our capability critical to our future technical and training to improve safety, needs in the short and long-term, professional needs. This year, we productivity and efficiency and while contributing to broader had scholars in engineering, town enables a uniform deployment of industry capability and assisting our planning, environment and heritage, signalling processes and systems workforce to achieve personal and and survey. across Queensland career objectives. We supported 34 cadets to ‘learn as • career paths for construction Developing our young guns they earn’ in planning and design, workers through the Construction Our Graduate Development Program construction, geospatial technologies Workers Progression Program, focuses on developing discipline and material services. which includes nationally specific competencies, and leadership recognised competencies for our We partnered with the QUT, in and management skills that are people operating under the Civil support of an Australian Research critical to sustaining our technical Construction Maintenance and Council Linkage project focusing and professional capability. This Operations Award. on implementing engineering year, 155 graduates participated in experiences in junior high school. ‘purpose built’ programs, gaining Our support helps to ensure that experience in different business areas engineering and technology skills and working on a variety of projects and experiences are effectively across the state. embedded in secondary schools, with This program provides an opportunity a direct benefit to the longer-term for graduates to gain a broad capability of Queensland engineers. understanding of our business while quickly building our capability.

This year we had 155 graduates take part in our Graduate Development Program.

Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Capable organisation 67 Capable organisation cont...

Nurturing our next generation Working with stakeholders to build Local training of leaders industry capability We have a geographically dispersed Rewarding and recognising In addition to ‘growing our own’ workforce, with just over 50% of our excellence in leadership and through a range of in-house people located outside the Brisbane management is a key component of capability development initiatives, area. We are committed to supporting our Leadership Strategy. We value we partnered with industry to launch and enabling our people to access our people and recognise their the Industry Capability Exchange local training. Through close achievements and contributions to Program in 2009. collaboration with the Australian Queensland through a number of This enables participants to undertake Institute of Management (AIM) we initiatives, including: professional and developmental provide a range of development • annual professional excellence placements in Main Roads and opportunities, including networking awards Industry through a two way events and training programs in local areas. • attendance at professional exchange program to enhance their development seminars technical skills. A new agreement to deliver future capability • mentoring Supporting career pathways for our people Our new Enterprise Development • executive coaching We have developed and implemented Agreement (EDA) 7 provides the • leadership and capability a Competency Framework that necessary employment conditions to development initiatives. provides a consistent language across support our capability requirements. This year 479 of our people from all our people management processes. The agreement helps to deliver our all classifications participated in a The framework enables concise programmed capital projects and range of targeted internal leadership methods for recruiting and retaining develop our people through ‘grow our and management development capability, developing our people and own’ strategies. programs, including: planning career progression. EDA 7 has a strong emphasis on • Journey into Leadership The framework uses organisational WH&S and the general well-being of our people, and will assist them to • Myers Briggs Type Indicator (core/generic) and occupation- specific (technical) competencies to participate in health-related activities. • Leading People and Performance describe the knowledge, skills and Achievement planning • Main Roads Ambassador Program abilities required to competently drives performance • Communicates with Influence perform all roles. The framework We revised our Achievement • Career Development Program is expected to offer long-term Planning Framework and completed benefits, including: awareness sessions in offices across • Technical to People Manager the state. The framework is an • defined performance expectations • Things that Matter in Business important link between individual and an objective means for • Management Development accountabilities, development performance management Program. aspirations and the delivery of • identification of organisational our strategic goals. Achievement competence and future planning also provides valuable developmental needs opportunities for discussions between • career progression through supervisors and their people. development opportunities targeted at specific competency requirements.

68 Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Capable organisation Improving capability in rural and One outcome of our attraction effort conjunction with our attraction remote locations is the increase in the number of successes, our approach will help With offices in rural and remote people in high-in-demand positions ensure we have the capability Queensland, filling roles has been a (see graph 9). Combined with our and capacity to deliver well into focus for our Strategic Recruitment efforts this year to fill long-standing the future. Unit (SRU) this year. Placements technical and professional vacancies in our western regions continue to this has helped to ensure our western increase, and for the first time in regions achieve reliable and timely Graph 9 Change in high-in-demand headcount recent years our Cloncurry, Roma delivery of the roads program. across western centres and Emerald regions are operating 180 This year our SRU offered additional at full capacity. services to assist managers and staff: 160 A full complement of staff ensures • Recruitment and Selection we are able to respond rapidly to Helpdesk

140 164 the needs of local communities, particularly when natural • Performance and Competency 154 154 disasters happen. Development Centre (PCDC). 120 137

We opened the Recruitment and 128 125

Feedback from one of our regions, 123 100 Emerald, supports the essential role Selection Helpdesk in November 2008 of our SRU. to provide expert advice and training

to managers in the areas of attraction Number 80 “The SRU has of high quality candidates, leading edge selection methods and the 60 played a major role application of recruitment policy. in reducing our The PCDC supports our technical 40 critical shortage of and managerial staff by providing assistance with career progression. 20 professional and This coaching-based service addresses 0 competency development needs 06 07 07 08 08 06

09*

technical staff. They ec

identified in the selection process and Jun Jun Jun Dec Dec D have brought quality provides guidance to advancing the Mar capability of our people. candidates to our * Performance as at 31 March 2009. Both services assist in the selection, attention and we Continually increasing the number of people in retention and development of high-in-demand positions in our western regions. have subsequently top talent and add to our filled 80% of high- growing capability. in-demand vacancies In addition to recruitment performance, our commitment with external to retaining staff has resulted in candidates.” separation rates for high-in-demand positions of 9% (annualised) tracking below that of Main Roads as a whole 95% of Main Roads employees at 13.2% (annualised). who voted on the ballot for EDA 7 This is a significant achievement, supported the Agreement. given a period of a tight external labour market for technical and professional disciplines. Taken in

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Recognising our Regional Managers Our commitment to a This year we sponsored the AIM— work-life balance Management Excellence Awards Flexible working arrangements and co-sponsored the Rural and assist our people to balance work Remote Manager of the Year. priorities with family commitments This sponsorship aligns with and lifestyle choices. We have a the Queensland Government’s range of policies and processes Blueprint for the Bush initiative— that help our people achieve this a 10-year plan to work with rural balance, including: and remote communities to secure • flexible working hours a sustainable future. • part-time work and job sharing Our success in Our experience shows that • telecommuting awards recognising excellence in providing flexible • parental leave management have a positive impact working arrangements in local communities, as people share • leave without pay their experiences and inspire others • special leave (for family and is demonstrated by to achieve their goals. community responsibilities) the uptake of part- • extra leave for proportionate pay Developing a strong culture time work options this • phased retirement options. A fair and equitable workplace year, with 3.6% of our Our workplace supports high- Our success in providing flexible workforce engaged in performing teams by encouraging working arrangements is collaboration, interaction and demonstrated by the uptake of part-time employment. knowledge sharing. Our approach part-time work options this year, improves the retention and attraction with 3.6% of our workforce of our people by providing a healthy engaged in part-time employment. culture that engages our diverse

workforce and recognises their Table 4 Part-time staffing rate changing needs.

Indicators 2004–05 2005–06 2006–07 2007–08 2008–09*

% of part-time 3.0 3.3 3.4 3.7 3.6 employees

* Performance as at 31 March 2009.

Table 4 shows the proportion of our people in part-time work has remained relatively consistent since 2007–08. In particular, in 2008–09* 3.6% of our workforce engaged in part-time work arrangements. 90% of these are female.

70 Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Capable organisation Suman Joshi and his wife Eva contributed to the multicultural theme by wearing traditional costume. Suman wore a daura-suruwal and Eva wore a sari.

S upporting a multicultural workforce We have a multicultural workforce living and working across Queensland. Our international recruitment strategy is targeted at building capability in our high-in-demand technical and Main Roads people rode on the Cloncurry office float in the annual Cloncurry Merry Muster Mardi Gras. professional roles. This year we welcomed 30 international appointees from CASE STUDY countries as diverse as Guyana, Kenya, Nepal, Namibia and Malawi. Cloncurry Merry Muster Mardi Gras To help our international appointees A major Queensland regional event is the annual Cloncurry Merry Muster adjust quickly to their new roles, we Mardi Gras. The 2008 multicultural theme included a Mardi Gras street provide a dedicated transition and parade and rodeo. advisory program. The International We sponsored the event for the third successive year and entered a float in On-Boarding Unit assists new the parade. appointees with their relocation, Our Cloncurry office used their float to promote our message of being a cultural awareness training and multicultural organisation and to focus on the number of overseas people access to community resources who have recently joined the local community. and services. This program has Design Engineer, Suman Joshi, said it was the first time he attended the been recognised as best practice Mardi Gras in Cloncurry and he loved every second. across Australia. “The event on the whole was very exciting. Sitting on the truck, waving to Our ongoing support for international the crowd and giving out lollies to the kids, I almost felt like a celebrity,” appointees includes sponsorship of Suman said. four people for permanent residency in Australia. We are also progressing “It was a great opportunity to show Cloncurry how diverse Main Roads is.” sponsorships for an additional The night ended triumphantly with the Main Roads team winning first prize 13 people. for Best Dressed Public Sector Premises.

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Offering development and leadership Graph 10 Proportion of women in the professional and technical streams opportunities for women 20 We value a diverse workforce and are active in increasing the representation of females in 17.9 17.5

professional and technical streams. 17.2 16.8 15 We sponsor initiatives, such as the ‘Smart Women Smart State’ Awards

category ‘Postgraduate Engineering 13.7 12.7

Student Award’, to raise awareness of 12.4 11.8

our technical and professional career % 10 opportunities for women. 10.7

Graph 10 shows in the 2008–09 8.2 period, 17.5% of employees within

the professional stream and 12.4% of 5 5.5

the technical stream were women. 5.1 Through sponsorships, our commitment to providing equal employment opportunities and 0 actively supporting our women in 03–04 04–05 05–06 06–07 07–08 08–09* management to advance their careers Professional Technical through a range of development initiatives, we realised a steady * Performance as at 31 March 2009.

increase in the proportion of women The proportion of women in Professional and Technical Graph 11 Management by gender in managerial and professional roles. roles is increasing over time. 100 81 83 85 76 78 Graph 11 illustrates that in the We work closely with NAWIC to 75 2008–09 period 25% of employees promote our organisation as an at managerial levels were women. employer of choice to women 80 It is anticipated that as women keen to pursue a career in the civil continue to advance in their careers, construction sector. One example is the number at executive and senior the recent appointment of a mature- 60 management levels will increase. age woman who is working as a fitter

mechanic and is progressing through % We recognise and reward the her trade with great results. outstanding efforts of our female 40 employees through initiatives 25

such as sponsorship of the 24 20 22 National Association for Women 19 17 in Construction (NAWIC), a not- 15 for-profit organisation. The NAWIC promotes and improves 0 the construction industry through 03–04 04–05 05–06 06–07 07–08 the advancement of women within 08–09* the industry. NAWIC actively Female Male promotes education, fellowship and * Performance as at 31 March 2009. cooperation and encourages women The proportion of female managers has been increasing to pursue a career within a non- over time. Managers are defined as employees within traditional trade. the following classifications: Administrative Officer level 6–8 and equivalent, Senior Officers and the Senior Executive Service.

72 Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Capable organisation Enhancing technical capability Building capability in materials testing and services We are building our technical capability in materials testing, which employs 207 staff state-wide through Tom Baskeville, Executive Director (Policy and Strategic Advice) with this year’s Aboriginal the Materials Services Branch. and Torres Strait Islander Education Toward Employment Scholarship Scheme recipients. Three years ago a Laboratory Operations Training Program was launched to up-skill existing We also celebrated 10 years of S upporting Queensland’s Aboriginal employees as well as recruit and Torres Strait Islander people our Aboriginal and Torres Strait and train the next generation of Following the May 2008 launch Islander Education Toward materials specialists. This was about of our Roads to Reconciliation, Employment Scheme. Since the being ready for the many large our regions have been developing scheme’s inception, 628 Indigenous infrastructure projects that are Reconciliation Action Plans (RAPs). students from across Queensland now being built, and the growing have been sponsored by a range of RAPs are the blueprint for achieving technical governance challenge. Queensland and Federal Government our vision for reconciliation departments. From a base line of only 24% with Aboriginal and Torres Strait of people from this area holding Islander people. This year we sponsored 15 new qualifications, we now have all scholarships, lifting our total Our regional approach ensures that technical managers and technical sponsorship to 46 students. an individual RAP is tailored to practitioners holding requisite local geographic and demographic Participating in this scheme opens up qualifications. These range from circumstances. further opportunities for Aboriginal Advanced Certificate to Degree. In and Torres Strait Islander students to addition, many are undertaking We work closely with regional gain employment, traineeships and further studies in technical or stakeholder groups for input and cadetships across many government managerial fields. advice and this has greatly enhanced departments, including Main Roads. the relationships our regions have Our Materials Services Branch with local Indigenous communities. provides a range of entry point options for potential new graduates, This year we will establish an cadets or trainees. Indigenous Employment Unit dedicated to coordinating Aboriginal Currently, we work closely with a and Torres Strait Islander training number of high schools to provide and employment initiatives. training to students undertaking Vocational Education and Training. These students are an important pool of future trainees for us and our industry delivery partners. Through the combined efforts of our laboratory, training and capability development units we have achieved the significant up-skilling of our people in a relatively short period.

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S upporting the technical Enhancing community abilities of our people engagement capability We are committed to developing We are the only state agency to and enhancing the technical ability have a community engagement of our people in key areas such as training course delivered in-house infrastructure design. Following for our people. An accredited trainer, a state-wide review of our Design with 20 years experience working Services area, we initiated the on government transport projects, Design Services Sustainability conducts it. Program (DSSP). The course complements our The DSSP includes 16 projects that community engagement policy, “Good to learn from will deliver enhanced capability, principles, standards and guidelines capacity and sustainability in our and is available to community others experiences Civil Design Services. engagement practitioners and (helps to have a good for those who liaise regularly with Our people will benefit from key the public. mix of people).” projects such as Mentoring and Participant, August 2008. Coaching, Design Competency School This year we held six courses and 89 and Industry Placement. Another of our people attended the training. key project is the Design Services Four courses were held in Brisbane, “I was looking for Framework and Leadership which one at our Gympie Office and one at will ensure that our operational our Cairns Office. Course feedback methods to deal with environment clearly focuses on was very positive. difficult stakeholder business leadership and performance. Over 90% of staff indicated that the situations and feel While some of the benefits of the topics were highly relevant and met DSSP are already being realised, the their learning needs. the course delivered major benefits, including technical well in this regard.” governance will be seen progressively Participant, February 2009. from next year when all outcomes from the program are implemented. A state-wide mentoring framework “...helped reinforce has been developed and piloted for me that some of within Design Services to address high-in-demand discipline the practices I have requirements. The framework being been using are in line implemented provides a one-on- one sustainable mentoring program, with departmental supported by 24 professionally expectations and accredited coaches and 40 technical mentors for cadets. Graduates and I also learnt some more experienced staff will have new skills/strategies the opportunity to join this program which also contributes to the which I can apply in state-wide service delivery of our future.” roads program. Participant, March 2009.

74 Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Capable organisation In-house training We continue to build our in-house capacity to provide specialist training to our people and to those working with our industry partners. This year we delivered 463 courses to 5,319 participants across Queensland. The courses provide intense post- graduate training in our core road building technologies. Traffic management training is one example of a course in high demand. This follows the release of a new Queensland Government Traffic Management for Construction or Maintenance Work Code of Practice which came into effect in September 2008. We currently have 428 continuing students who, between them, have Aramac resident Lesley Cowper stands beside an historic grave on Bowen Downs Station. achieved 1,618 competencies, The grave could date from as early as the 1860s. where 154 qualifications have been awarded. The first intake of our people to the Certificate IV and CASE STUDY Diploma in Project Management will occur in April 2009. Central West Region Cultural Heritage Assessment Our Central West Region has been undertaking a major Indigenous and historical cultural heritage assessment. The assessment is part of the project to replace the Cornish Creek Bridge and realign the road approaches on Aramac-Torrens Creek Road that pass through the historic Bowen Downs Station, north of Aramac. The project highlights the importance of historical heritage assessment and the essential role of the local Aramac community in keeping alive the history of Bowen Downs Station as well as the knowledge of the Iningai People for whom the Cornish Creek area was once home. Bowen Downs Station was established in 1861 as one of inland Queensland’s first sheep stations and had a major role in the state’s development in the nineteenth and twentieth centuries. The station was also prominent in the events of the shearers’ strikes of 1891 and 1895, caused by ill-feeling between shearers and pastoralists over the introduction of shearing machinery, low wages, job losses and lack of accommodation and food for workers. The Cornish Bridge project is part of our work and that of local councils More information about the to seal the gravel road between Aramac and Torrens Creek. The work will code is available at: provide an all-weather route for travellers to Townsville and other coastal www.deir.qld.gov.au centres and encourage regional tourism.

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Hearing from the best and Using a consistent modelling tool, Working in tandem with the LRS, the sharing knowledge each region is responsible for at least LIMS will enable a strategic alliance We held our annual Technology one road design project, with some with the materials testing industry in Forum for 2008 and it was an undertaking multiple projects. Queensland. The LIMS is focused on: outstanding success, with 910 Road system information • delivering a single state-wide registrations of which 30% were We continue to invest in road system integrated business solution for from industry. information and provide a state-wide materials testing Participants heard from highly standard approach to quality • implementing a solution that regarded presenters about a range data and trusted information for improves our ability to manage of road building core technologies. asset management and asset the resourcing, costs and integrity The forum is highly regarded performance. Our investment of construction and materials in Australia as a valuable includes the following: testing data. opportunity for intensive • achieving steady improvements learning in road building. A new program and project system in how data is collected, analysed for Roadtek Responsible and responsive and stored Project Management System organisation • enhancing the accessibility of provides mature business systems State-wide business systems information, regionally and and integrates our core operational Our state-wide business systems have state-wide processes. The system achieves this by delivering superior project, assigned accountabilities, appropriate • introducing technology (GPS program and business reporting and governance structures, state-wide Tripmeter) to provide a standard analytical capabilities. access, and are consistent in their tool for identifying asset location implementation across relevant and undertaking our activities on Proactive policy and planning areas of Main Roads. These business the road network. Our active participation on inter- systems are vital to managing our Our planned improvements to agency working groups at national state-wide requirements for business state-wide business systems include and state levels means that we continuity and our readiness for the following. remain at the forefront of transport the future. safety and security. Laboratory Registration System and The benefits we have realised Laboratory Information Management We actively contribute to the from our state-wide approach System development of government policies, include increased productivity, cost Our Laboratory Registration System programs and infrastructure projects reductions and a consistent approach (LRS) and Laboratory Information to address the impacts of urban to business. Management System (LIMS) growth in Queensland and help Achievements this year include will ensure: achieve the five ambitions contained in the Queensland Government’s the following. • materials testing standards Q2. We are a major contributor and are enhanced Road infrastructure delivery process cosignatory to the ‘Strong’ ambition Our ongoing implementation of • engineering decision-makers have and a significant contributor to the a standardised single road design increased confidence in testing other four ambitions. modelling tool has resulted in: services being delivered across Queensland’s road network. We continue to participate in key • state-wide collaboration on national committees and bodies, road design Ultimately, all external organisations including: • greater efficiencies and seeking to undertake materials testing • Austroads consistencies across the end- will be required to register with to-end road infrastructure the LRS. • Roads Australia delivery process. • National Standing Committee on Transport.

76 Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Capable organisation We are also involved in committees at an international level. Participation at both a national and an international level gives us access to the best research and knowledge FOCUSING ON THE FUTURE and assists us to identify state and In 2009–10 we will continue our focus on being a safe and rewarding place national transport issues. to work. We contribute to the ATC and the We will achieve this by providing challenging and rewarding work for our National Transport Commission’s people, while developing their skills and capabilities to meet Queensland’s work to promote a more productive ongoing road infrastructure program. and efficiently managed national In these challenging economic times, the effectiveness of our workforce is transport system. even more critical to ensure Queenslanders obtain value for every dollar invested in the program. Our contributions have helped to progress effective national Key initiatives we will deliver include the following: arrangements to prepare for • implementation and embedding a safety leadership culture through our and manage the longer-term Safety Leadership Program, as we work towards our goal of ‘zero harm’ impacts of climate change on the • analysis of data provided by our WH&S management system to transport system. holistically review our safety performance and enable the development Our historically strong relationships and implementation of key improvement strategies with industry, key roads users • increasing the participation of Aboriginal and Torres Strait Islander and transport groups, academia, people in our workforce through our established Indigenous professional bodies and ARRB Group Employment Unit continue to enable us to anticipate • continuing to work with industry to develop enhanced engineering and and act on emerging issues. technical capability through exchange programs and knowledge sharing • continuing and enhancing our award winning people development Our contribution to state and programs to attract, develop and retain talented people for now and to national policy forums ensure that meet future challenges. Queensland’s transport system will help to secure a prosperous, livable and sustainable Queensland.

Key Account Management Delivery Our model provides an excellent Model delivers results way of ensuring our people’s needs While across some parts of Main are considered in whole-of-Main Roads, the Key Account Management Roads decisions and in developing Delivery Model provide strategic new initiatives. It also assists in the advisory services. This single point consistent implementation of our of contact is assigned to internal initiatives to facilitate change and customer units, either directly or enhance business performance. through other people. To support the model, we have Account managers gain a thorough developed a core suite of services to understanding of their customers’ assist business and account managers business needs and priorities to in determining their priorities to ensure these needs are met. Our deliver business outcomes. approach means the customer is the primary influencer in determining what services are provided.

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Managing our business ethically and in a socially responsible manner

At Main Roads, we take every We do this by ensuring we opportunity to ensure we are have an effective structure, a performing our role as a responsible dedicated leadership team and corporate citizen. We believe it is good governance policies and best for the community and our practices, and environmental stakeholders that we act responsibly sustainability initiatives. and socially aware with regard to our people, the environment and the way we run our business.

Introducing our Senior Management Group

Left to Right: Don Bletchly, Bruce Ollason, Derek Skinner, Ian Reeves, Ken Beattie, Ray Breust, Les Ford, Alan Tesch, Eddie Peters, Paul Smith, Neil Doyle, Julian Carroll, Frank Vardanega.

78 Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Introducing our Senior Management Group Organisational structure

Queensland Internal Audit Deputy General Manager Community Director-General (Regional Les Ford Operations) Eddie Peters

General Manager (Major Projects Minister for Director-General Office) Main Roads Alan Tesch Derek Skinner

General Manager (State-wide Planning) Paul Smith

General Manager Executive Director Executive Committees (Program (Corporate Office) • Roads Business Group Development Leadership Group Don Bletchly and Delivery) Ken Beattie • Information Steering Committee General Manager • Main Roads’ Resource (Corridor Allocation Committee Management and Operations) • Technical Governance Committee Bruce Ollason • Audit and Risk Committee

General Manager (Engineering and Technology) Ian Reeves

General Manager (RoadTek) The SMG is responsible Ray Breust for the collegiate General Manager leadership, governance (Business Solutions and and positioning of Information/CIO) Main Roads through its Julian Carroll articulation of our vision General Manager Main Roads—Connecting (Capability, Strategy Queensland. and Finance) Frank Vardanega

General Manager (Organisational Positioning and Stakeholder Relations) Neil Doyle

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The Director-General is our accountable officer and, as Chief Executive Officer, is responsible to the Premier and the Minister for managing Main Roads. Alan brings a wealth of experience to this role, with over 25 years in senior Queensland public sector positions. This includes policy development, implementation and service delivery, road and transport policy, overseeing and delivering economic policy for government, state government finances (including the State Budget), state tax policy, capital markets and financial markets policy, infrastructure and commercial negotiations and intergovernmental relations. Alan holds a number of Board positions and professional memberships.

Director-General Alan Tesch

This role leads and coordinates and has overall responsibility for the functional areas of State-wide Planning, Corridor Management Operations, Program Development and Delivery, Major Projects and, through the General Manager (Regional Operations), provides high level direction and support to regional directors. Responsibilities also include the development and implementation of the RIP. Les is a civil engineer and also has qualifications in economics and business administration. Prior to his current role, Les was a Deputy Director-General with Queensland Transport. Les has almost 36 years experience working in transport-related agencies in the Queensland Government. Les is a Fellow of the Institution of Engineers, Australia and the AIM and has a Director role on two Government-owned Companies. Les has Deputy Director-General comprehensive skills relevant to the role. L es Ford

This role leads and delivers preconstruction and construction activities associated with major road and transport infrastructure projects, including busways, marine structures and cycleways. Derek is a qualified civil engineer and registered professional engineer in Queensland, with 41 years experience in Main Roads. He has worked in many engineering and management roles across the state and has considerable experience in the delivery of many challenging projects, including the Pacific Motorway M1 Upgrade, Port of Brisbane Motorway and the Tugun Bypass. Derek has successfully delivered major projects in the current tough economic climate using innovative contracting models founded on strong relationships. General Manager Major Projects Office Derek Skinner

80 Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Introducing our Senior Management Group This role is responsible for leading the engagement of federal, state and local governments to inform road user development groups on future road policy, planning and investment priorities in the RIP. Paul is responsible for the development of a state-wide plan to determine long-term affordable investment priorities for Queensland’s road system and provide strategic direction on regional and corridor road planning. Paul has a 36-year career in Main Roads and tertiary qualifications in civil engineering and business management. His extensive experience in roads and community issues has been gained over his career, working in remote western areas as well as the rapidly developing urban areas of Cairns, Townsville, the Sunshine Coast and the Gold Coast.

General Manager State-wide Planning Paul Smith

This role sets the framework to ensure sustainable use of the land within the road corridor by Main Roads and third parties. Bruce leads corridor management, including environment issues and associated systems management, and state-wide improvements in the efficiency and reliability of the road network to ensure safe travel for all road users, including heavy vehicles. Bruce has 26 years experience with Main Roads in engineering and management roles across regional and urban areas of Queensland. Bruce has formal qualifications in engineering and management. His strong stakeholder relationship and management skills have been instrumental in forging effective relationships and partnerships in managing Queensland’s road corridors.

General Manager Corridor Management and Operations Bruce Ollason

This role provides authoritative, state-wide leadership, vision and strategic direction in technical governance, including specialist engineering and operational policy support in managing technical risks and setting technical standards. Ian strengthens our engineering and core technical capability and expertise to support the effective delivery and sustained performance of the state-controlled road network. Ian has over 36 years engineering experience with Main Roads. He has formal qualifications in engineering, is a Fellow of the Institute of Engineers Australia and a Registered Professional Engineer in Queensland. His strong technical background, extensive experience in the management of road infrastructure performance and interest in the development of technical people ensures a high level of technical capability within Main Roads and industry.

General Manager Engineering and Technology Ian Reeves

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This role is responsible for leading the development of the RIP and the management of delivering this program at a state-wide level. Ken is also responsible for providing a strong focus on strategic procurement and engaging with delivery stakeholders. Ken joined Main Roads in 1999 following an extensive career in the telecommunications industry. During his time with Main Roads he has been responsible for strategic policy, organisational capability, transport planning and strategic investment. Ken has also been actively involved in change programs, including development of Main Roads’ strategy and policy on public private partnerships, the leader manager framework, the career development program, the SEQIPP and Transapex. Ken has formal qualifications in economics and management and is a Fellow of the AIM.

General Manager Program Development and Delivery Ken Beattie

This role leads and coordinates the commercial delivery arm of Main Roads that provides an in-house capability for delivering many of the road projects identified in the RIP. The role ensures we maintain the appropriate capability to provide strategic and operational advice to government on transport infrastructure works delivery. Ray has over 31 years of commercial experience in Main Roads and the private sector and has made real change across these sectors. Ray is driven by performance outcomes that are focused strongly on customer service delivery. His passion for healthy and safe workplaces ensures safety remains Main Roads’ number one priority. He is chairperson of the Main Roads’ WH&S Governance Committee. Ray has led RoadTek through a number of substantial business improvements and cultural General Manager change agendas. RoadTek Ray Breust

This role is responsible for embedding an externally-responsive orientation into Main Roads’ culture while improving the ability to meet stakeholder expectations of performance. In this role, Neil facilitates strategic alliances with key stakeholders and industry groups to address critical needs and increase the efficiency of resources. The role is responsible for the development of policies and strategies for dealing with local government on the ownership and management of roads. Neil has 20 years experience in Main Roads and has qualifications in economics, arts, management, industrial relations and human resources. He has over 31 years experience as a senior executive in the public and private sectors. Neil is a Fellow of the AIM, the Chartered Institute of Logistics and Transport and the Australian Institute of Company Directors. He is also an Associate Fellow of the Australian Marketing Institute and a General Manager Certified Practising Marketer. Organisational Positioning and Stakeholder Relations Neil Doyle

82 Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Introducing our Senior Management Group This role is responsible for delivering state-wide information communication technology (ICT), enabling consistent state-wide systems, processes and practices and informed decision-making. This connects our people, partners and stakeholders through efficient and effective use of technology. Julian proactively manages and leads the Main Roads’ ICT portfolio (people, assets, services and supply chain) for optimised return on investment and fit-for-purpose performance of existing and proposed investments. Julian joined Main Roads in 2007. As the first Chief Information Officer, he brings a wealth of expertise to the role in managing significant change in organisations. Julian’s commitment extends to making a major contribution to the Main Roads’ core business, ensuring Business Solutions and Information is a valued business partner that simplifies business, speeds up delivery and supports new and emerging business needs. General Manager Business Solutions and Information, Chief Information Officer Julian Carroll

This role is responsible for ensuring that Main Roads has a capable workforce with the capacity to deliver the RIP. Frank is also responsible for the financial management and governance frameworks which support effective decision-making and resource allocation. Frank joined Main Roads in 2006 and has extensive experience in senior roles in government and commercial sector organisations. Prior to Main Roads, Frank established and led Corporate Solutions Queensland and held senior roles in BCC. Frank has tertiary qualifications in electrical engineering and business administration and is a Fellow of the AIM and a Graduate Member of the Australian Institute of Company Directors.

General Manager Capability, Strategy and Finance Frank Vardanega

This role is responsible for supporting the Director-General and members of the SMG ensure clarity of strategic corporate advice to Main Roads and the implementation of decisions and commitments made by the Minister and Director-General. Don provides management of governance and risk, internal audit, community engagement policy, communication and executive and cabinet services. Don joined Main Roads in 2006 and has held executive management positions in QT in the areas of human resources, transit development and passenger transport strategy. Don has tertiary qualifications in public administration and business management and is a Fellow of the Chartered Institute of Logistics and Transport and a Fellow of the AIM.

Executive Director Corporate Office Don Bletchly This role is responsible for planning, providing, managing and operating the state- controlled road network regionally. Regional Operations comprises 12 geographic regions, based on local government boundaries, with staff located in 18 offices, each under the leadership of a Regional Director or District Director. Eddie oversees the work of these senior officers who are our representatives in their local areas and responsible for delivering the local road implementation program. They also ensure that Main Roads provides local services to communities, industries and businesses. He has 37 years experience in Main Roads, including regionally, and is a civil engineer with a Masters in Business Administration. His experience includes major engineering projects and leading the roads business and infrastructure programs in the two largest regions (South Coast and Metropolitan). He also managed the development of General Manager Queensland’s first Road Network Strategy, recognised as best practice across Australia. Regional Operations Eddie Peters

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Good governance through ethical leadership and positive relationships

Our good governance policies and practices

We are applying effective compliance, In 2008, the findings of the SDPC Our Senior Management performance and risk management review of Main Roads were published. Group’s role processes to develop robust corporate The findings confirmed the soundness The SMG includes the Director- and technical governance. We pay of our systems and processes General, Deputy Director-General, close attention to the development that ensure managers collectively ten General Managers (Major Projects of our people’s capability to deliver make accountable decisions and Office, State-wide Planning, Program the outcomes expected under our minimise performance losses. The Development and Delivery, Corridor guiding legislation—the Transport review also confirmed that we use Management and Operations, Planning and Coordination Act 1994, our good governance practices to Engineering and Technology, the Transport Infrastructure Act 1994 drive our business. There were some RoadTek, Business Solutions and and the Public Service Act 2008. recommendations resulting from Information, Capability, Strategy and the review and there is an ongoing Our capacity to make quality Finance, Organisational Positioning plan in place to guide their timely decisions and act upon them relies on and Stakeholder Relations, Regional implementation. the provision of sound information, Operations) and the Executive good judgment, ethical behaviour Our governance structure supports Director (Corporate Office). and effective relationships. the Director-General and the SMG The SMG reviews the development through five key sub-committees: Leadership, ethics and culture, and implementation of initiatives to and stakeholder relationships are • Roads Business Group Leadership achieve our key outcomes. As part of the foundations of our corporate Group this process, SMG members critically governance framework, developed • Information Steering Committee explore issues that might inform our in 2001. We take pride in the fact strategic direction. • Main Roads’ Resource Allocation that it was subsequently adapted Committee During 2008–09, high-level strategic by the Australian National Audit discussions were embedded as a Office for inclusion in its Public • Technical Governance Committee priority for each SMG monthly Sector Governance, Better Practice • Audit and Risk Committee. meeting. The SMG used these Guide (2003). The SMG and sub-committees discussions to identify major The Director-General is accountable operate under formal charters that influences upon the organisation, to the Minister for Main Roads and are reviewed annually. They also strategically position Main Roads Local Government and the Premier participate in annual performance to positively progress initiatives of Queensland for the efficient, assessments of governance systems and continue to promote the effective and financially responsible and processes. This provides performance-planning discipline performance of Main Roads. opportunities for continuous across Main Roads. The Main Roads’ Strategic Plan improvement and the creation of The SMG strategic workshop series 2008–2013 sets our strategic policy greater awareness of the meaning continued throughout the year, direction over a five-year period and practice of good governance. giving members an opportunity with a focus on people, safety and The sub-committees provide to consider, analyse and discuss the delivery and maintenance of the information and advice to the SMG matters of mid to long-term strategic road asset. and report to the Director-General as significance. the chair of the SMG. Discussion on In September 2008, the SMG held performance is scheduled in the SMG a regional meeting in Cairns, governance calendar at intervals coinciding with the LGAQ conference. that coincide with sub-committee This enabled the SMG to interact with meetings and at other times, various stakeholders, including local as required. government and industry.

84 Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Our good governance policies and practices Leadership, ethics, culture and stakeholder relationships are the foundation of our corporate governance framework

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Our Roads Business Group The previously formed RBG Board portfolio produces work progress Leadership Group and the newly reshaped RBG reports for the SMG. These reports Leadership Group met 12 times feature significant projects, with L eading state-wide coordination in 2008–09 to set and discuss the particular emphasis on strategy, of the roads program RBG priorities, operational issues achievements, links to organisational The Roads Business Group (RBG), and financial and resourcing risk mitigation, and milestones. led by the Deputy Director-General, strategies. Major achievements for The reports ensure transparency provides a state-wide focus for the the year include: and understanding of ICT-enabled effective and efficient delivery (plan, business investments. provide, manage and operate) of the • creating a regional operations state-wide RIP, supported by state- functional area consisting of the Portfolio governance has been wide business systems and processes. 12 regions and led by a General further embedded through Manager who is a member of the Steering Committees and Program Since its establishment in 2006, the RBG Leadership Group Governance. Additionally, RBG has been governed by the RBG • reviewing and restructuring the Architecture Governance, ‘the Board. In August 2008 the Deputy governance arrangements for the practice and orientation by which Director General instigated a review RBG business enterprise architectures and into the effectiveness and governance other architectures are managed • establishing the RBG Doing arrangements for the RBG. This is and controlled at an enterprise- Business Better Program, to in accordance with best-practice wide level’, was established. The review RBG operations from a governance. governance of architecture is state-wide perspective and ensure recognised in the ISC Charter as a In December 2008, the its structure and processes meet key factor in effective ICT and recommendations were adopted Main Roads’ strategic and business alignment. and the RBG Board was reshaped to business priorities. become the RBG Leadership Group. As per the ISC Charter, an annual, The RBG Leadership Group is a Our Information Steering independent review was undertaken strategic group which provides Committee in 2008. The review recognised that while the ISC has been in collective leadership and direction, Investing in ICT to achieve performance management and outcomes operation for only two years, significant progress was evident resource allocation to the RBG The Information Steering Committee in the following areas of portfolio business. The Deputy Director- (ISC), a sub-committee of the management, including: General is chair and membership SMG, was established in line with comprises five General Managers whole-of-government Information • high level of executive buy-in to (Major Projects, Program Standard 2 (IS2). The ISC provides governance and decision making Development and Delivery, Corridor governance over our portfolio of on ICT-enabled investment Management and Operations, ICT-enabled business initiatives. • incorporation of the majority of Regional Operations and ICT-enabled investment into a State-wide Planning). The ISC meets quarterly and is responsible for portfolio decision- single organisational portfolio making and recommending • establishment of dedicated support investments in, and ownership and that has made strong inroads into maintenance of, ICT resources. the ICT portfolio, program and project coordination, reporting, In 2008–09 ISC approved the first communications, document ICT portfolio comprising a two-year standardisation and quality view of ICT initiatives (2008–09 and 2009–10). The portfolio embodies • high level buy-in of key business the prioritisation of work based on and project stakeholders into the value, risk, strategic alignment and centralised portfolio governance the capability to deliver. The ICT approach, with overall support and agreement of demonstrated value.

86 Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Our good governance policies and practices ISC membership was extended The MRRAC comprises the Director- The committee is chaired by the and now comprises the General General, Deputy Director-General General Manager (Engineering and Manager (Corridor Management and the chair—General Manager Technology) and comprises a cross- and Operations), General Manager (Capability, Strategy and Finance). section of Main Roads’ General (Program Development and Delivery), Managers, Executive Directors and The committee is responsible General Manager (Engineering and Directors. To promote industry-wide for analysis of corporate budget Technology), General Manager relevance, the committee includes submissions from all areas of (Capability, Strategy and Finance) a private industry member. The Main Roads. The committee makes and General Manager (Business committee meets quarterly and recommendations to the SMG on Solutions and Information), who is regularly invites our people to inform annual allocations and key state-wide the chair. Standing invited guests and advise on technical risks and priorities and conducts mid-year are the Director-General, Deputy how these are being managed. and end-of-year reviews of financial Director-General and Director performance and key project delivery During 2008, the committee: (Internal Audit). The new membership milestones. provides better engagement in the • considered the roles and areas that address planning the The committee met on nine occasions responsibilities of our delivery of strategy, as well as the to enable the annual funding process. technical people evaluation of initiatives. • progressed the development Technical Governance of technical governance As we move forward, the ISC will Committee oversee further improvement in performance measures the maturity of ICT governance, Ensuring technical excellence • reviewed our approach to meeting including: The Technical Governance Committee legal requirements for providing professional engineering services • development of reliable and has a monitoring and oversight role accurate value metrics to support to ensure technical capability and • investigated the consistency, the portfolio-level assessment of capacity meets our requirements. suitability and currency of Main business value This is achieved by ensuring our Roads’ standards technical expertise is consistent • administration and management • promoted higher technical with industry-wide best practice of benefits learning and expertise through and provides a clear, authoritative the development of accredited • adoption of the Queensland technical environment that supports technical qualifications in several Government Chief Information our business. The technical capability areas of Main Roads Office methodology and of Main Roads, its contractors and • reviewed the suitability of associated tools. suppliers is essential to deliver graduate training and strategies government and community for promoting higher participation Main Roads’ Resource expectations of the state-controlled Allocation Committee road network. • developed the Technical and Operational Review Program Providing annual allocations for The committee is proactive in: state-wide projects • launched the Technical Governance Framework. The Main Roads’ Resource Allocation • identifying emerging business and strategic risks Committee (MRRAC) is responsible The committee takes a risk-based for monitoring compliance • influencing appropriate view of corporate capability, strives with Sections 60 and 61 of the management of program- to ensure the best use of technical Financial Management Standard level risks knowledge, and fosters a consistent 1997, to ensure we achieve our • promoting the role of the approach to assessment and analysis goals efficiently, effectively and Technical Governance Framework of technical issues. This ensures that economically, operate within as an integral component our standards are fit-for-purpose and budget, and provide reasonable of the Main Roads’ Business applied consistently state-wide. value for money. Management Plan.

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Audit and Risk Committee • a benchmarking report of the risk management. The committee internal audit unit will continue to monitor the Providing oversight of our implementation of internal audit risk, control and compliance • the performance of the internal framework audit unit recommendations, with an emphasis on management’s approach to • Main Roads’ infrastructure Now in its third year, the Audit and maintaining an effective internal valuation process Risk Committee continues to align control framework. its internal audit, external audit • the Queensland Audit Office (QAO) and risk management stewardship client strategy for Main Roads. Committee remuneration and responsibilities. Costs associated with external In addition to issues identified in committee members’ fees totaled The committee performs an advisory internal audit reports, the committee $34,163 (including GST). role to the Director-General, assisting reviewed issues and actions taken him to effectively discharge his on recommendations raised by Building a safer work responsibilities as prescribed in the QAO and other external audit environment the Financial Administration and reports. Furthermore, the committee In 2006 we established the WH&S Audit Act 1977, the Financial reviewed governance arrangements Governance Committee. The Management Standard 1997 and with shared service providers and our committee provides governance and other relevant legislation and controlled entities. guidance in WH&S to each business prescribed requirements. In providing oversight for the area and our people. This provides independent implementation of our enterprise risk The committee, currently chaired assurance that our risk, control, management and risk management by the General Manager (Regional compliance framework and external framework, the committee reviewed Operations), membership comprises accountability responsibilities our risk policy, register and plans the General Manager (Capability, are met. The functions and (strategic, business and operational, Strategy and Finance), General responsibilities of the Audit and Risk critical incident management, Manager (RoadTek), Director WH&S, Committee Charter are currently incident communications and road and an Inspector and Resource under review. network incident response). Manager from Metropolitan and The committee is chaired by the The Ethical and Governance Unit also RoadTek. The committee meets Deputy Director-General. Members provided an update to the committee quarterly and is focused on setting include the General Managers from on its activities. our strategic WH&S direction. RoadTek and Business Solutions and The committee undertakes an The committee has implemented and Information, a Regional Director and annual self assessment process. The regularly reviews: two external members. 2008 annual self evaluation report • the WH&S Strategic Framework In 2008–09, the committee met six was provided to the chair of the times and reviewed: committee and recommendations • the WH&S Governance Charter were discussed to enable • WH&S policy in consultation with • the internal audit charter implementation. We adopted this key stakeholders • internal audit plans initiative as part of our move towards • the effectiveness of WH&S • financial statements for improving our governance practices. programs, identifying key appropriate signoff and adequacy Moving forward, the committee WH&S risks and opportunities of internal controls, and made will continue to provide oversight and considering the state-wide recommendations to the Director- assistance and reporting to the implications of proposed activities. General for the signing of the Director-General. The committee will financial statements focus on reviewing the alignment • actions taken on significant issues of the strategic internal audit plan raised in internal audit reports, with our key risks, implementation of including the identification and the risk management improvement dissemination of good practice plan and commercial governance

88 Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Our good governance policies and practices The committee’s forward planning Internal Audit responding Internal Audit is headed by a Director role has resulted in the development to the challenge of shaping who is responsible to the Director- of a WH&S Strategic Framework corporate governance General. Collectively, Internal Audit for strategic governance over the awareness staff have the knowledge and skills next three years. This is being essential to provide a professional Internal Audit provides independent, communicated, for review and audit service to Main Roads. objective and authoritative advice comment, to each business area This includes a diverse range of and counsel to the Director-General to ensure ownership is within the academic and practical experience to assist in the discharge of his business. The framework defines key in accounting, finance, auditing functions and duties. programs and initiatives to support and investigative and information safety improvements in the delivery The Internal Audit mandate is technology. The current internal audit of outcomes, and is the focal point provided by the Internal Audit standards, procedures and techniques for WH&S information across Charter. The charter is reviewed are applied to audits performed. Main Roads. annually by the Audit and Risk Internal Audit provides a range Committee and approved by the of assurance services covering all Workforce Sustainability Director-General. Committee aspects of our activities. We use The Internal Audit Unit ensures its a risk-based audit approach in Ensuring workforce sustainability role and activities are relevant and the development of services to be Workforce sustainability has been value-add by proactively engaging delivered. Using this approach, we identified as critical to our success, the SMG and business units in its determine the extent and frequency and is captured in the visionary planning process. of internal audits appropriate to varying circumstances to include: statement ‘Building tomorrow’s Following consultation with the capacity today’. SMG and business units, the annual • relative risk associated The Workforce Sustainability Internal Audit Strategic Plan was with activities Committee was established in late formulated to align with Main Roads’ • contractual and/or statutory 2008. The committee’s role is to Strategic Plan 2008–2013. Activities provisions to be undertaken annually are lead, execute, manage and monitor • materiality workforce sustainability as a critical provided in the Internal Audit Annual • adequacy of the system of core capability for the delivery of the Advisory and Assurance Program internal control roads program and the management (IAAAAP). Both the Strategic Plan and operation of the road system, and IAAAAP were submitted to, • resources and results of now and into the future. and endorsed by, the Audit and Risk previous audits. Committee and approved by the Over the past year, Internal The committee meets quarterly and Director-General. is chaired by the Deputy Director- Audit focused on assessing the General. Membership comprises Internal Audit ensures each audit risk management and continual four General Managers (Capability, undergoes a quality assurance improvement of business processes Strategy and Finance, Business review as part of a quality assurance by commencing a revival and Systems and Information, RoadTek process. This ensures that we comply review of Main Roads’ Control Self and Engineering and Technology) with international standards for Assessment process. professional practice of internal and the Executive Director’s The cost effectiveness and efficiency audit. In addition, Internal Audit also Reference Group (EDRG). The EDRG of our operations were also a priority obtains performance feedback from acts as a ground-truth forum for to provide assurance of the efficient its clients to provide opportunities for the committee. use of public funds. a continual review of opportunities In 2008, the committee developed for improvement of the internal and agreed to a charter and audit process. governance structure.

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Reviews undertaken included: • ensures statutory obligations Our current and future priorities contained in the Crime and include: • compliance with whole-of- Misconduct Act 2001 and the government requirements and • foster, develop and implement Public Sector Ethics Act 1994 governance arrangements policies and procedures to raise are discharged • adequacy of reporting ethical awareness and prevent • conducts investigations into arrangements within Main Roads. misconduct allegations of misconduct and • design and deliver presentations The reviews identified improvement provides assistance and point on ethics and workplace behaviour opportunities in the delivery and of liaison to the oversight to our people administration of services within agencies, including the Crime Main Roads. and Misconduct Commission, the • conduct fraud risk assessments Queensland Ombudsman and the across Main Roads Internal Audit will continue to State Coroner • prepare new materials for pursue five key strategies to achieve fraud control. desired outcomes: • designs and delivers fraud control and misconduct Public sector ethics • improving reporting prevention strategies The principles enshrined in the Public • delivering an effective • oversees the development of Sector Ethics Act 1994 form the basis services mix EGS projects, including the of the current Main Roads Code of • engaging in robust dialogue with development of the Ethical Conduct and Ethical Standards 2004. clients to optimise effectiveness Awareness Information • shaping corporate governance Session Program This is a governance document awareness and direction • prepares reports concerning designed to provide instructions and guidance for acceptable behaviour • enhancing unit capacity and issues and trends arising in the workplace. Our people attend capability and strengthening from investigations and Code of Conduct training upon business processes. reviews conducted by EGS for consideration by the Executive commencing employment. E thical standards strengthen Director (Corporate Office) and This year, we reviewed the Main our corporate governance the Director-General Roads Code of Conduct and Ethical Ethical and Governance Services • enhances the ethical profile of Standards 2004 and prepared a (EGS), with the assistance of Main Roads and reduces the new draft Code of Conduct designed Corporate Office, maintains incidence of misconduct. to improve on the guidance responsibility for enhancing an provided in the current code. Our achievements in 2008-09 ethical workplace culture. This The new code promotes ethical included: is achieved through the design, awareness and better decision development and roll-out of relevant • investigations into official making by our officers. misconduct, including fulfilling policies, processes and procedural The new code is intended for Main Roads’ statutory obligations systems to raise ethical awareness distribution throughout Main Roads pursuant to the Crime and and prevent misconduct. The unit in 2009, and contains contemporary Misconduct Act 2001 and engages in the following activities: information for our people to Whistleblowers Protection • maintains a daily interface consider and apply to real life work Act 1994 with Main Roads management, situations. The code also provides including apprising the Director- • assisted in the development of a useful tools to make informed, General and Executive Director Complaints Management System fair and reasonable decisions. We (Corporate Office) about sensitive • assisted in the development of consulted our people, relevant unions and emergent issues the 2009 draft Main Roads Code and professional bodies to ensure the of Conduct. new Code of Conduct will meet the needs of a diverse organisation.

90 Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Our good governance policies and practices Whistleblower protection Managing knowledge with • development of strategies that will promote good corporate We received 17 public interest our electronic document and governance and improve disclosures, with 10 of these records management system information and knowledge substantially verified. The remainder We continue to develop strategies management were either not substantially verified, and activities to support the or are matters the EGS is currently implementation of the Queensland • implementation of whole-of- investigating. Information Standards 31, 40 and government initiatives, such 41 associated with the Public Records as the Government Enterprise We commenced disciplinary action Act 2002. Architecture Framework, and/or organisational improvement specific to improved information for all matters substantially verified. Significant outcomes in management 2008–09 included: Risk management • revision and update of our vital • establishment of a project to records plan Main Roads manages risk through replace the legacy electronic an ongoing systemic approach, • introduction of the revitalised Document and Records recordkeeping training program by applying a Risk Management Management System (eDRMS) • review of procedures for Framework. Based on AS/NZ currently in place. The new management of inactive records 4360:2004, the framework includes eDRMS will enable greater for state-wide operations risk control policies, procedures, innovation and capability and practices. in managing Main Roads’ • provision of advice and input to Risk management performance is information and knowledge proposed changes to, and revision of, Information Standards 31 the overall responsibility of the SMG • liaison with other government and 40/41 and is reported via the Audit and and private sector organisations Risk Committee. to review and improve our • development of new strategies for the effective management In 2008–09, key successes and information and knowledge of inactive records at various challenges included: management practices office locations. • continued provision of a state- • implementation of the Main Roads wide education program to ensure Incident Management System consistency in knowledge transfer • an in-depth review of the Main of recordkeeping principles, Roads Risk Register practices and systems • establishment of an organisational • review of the business risk maturity baseline. classification scheme to align Moving forward, we will place with our regional operating model continued effort on building and ensure that our disposal organisational risk management and retention schedule aligns capability, focusing on behaviours with Queensland State Archives and embedding the Risk Management regulations Framework. The challenge will be to • continued improvements to seamlessly integrate risk management our record keeping capability into key organisational processes. through the effective use of the information and record-keeping compliance checklist process • ongoing use and training on our current eDRMS to foster an information and record keeping culture

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Freedom of Information • policy and strategy documents • developed Main Roads’ publication scheme in readiness We are required, under Section 18 • agenda and minutes of Main for commencement of the of the Freedom of Information Act Roads committees Right to Information legislation 1992 (FOI Act) to provide a statement • file notes, diaries, notebooks on 1 July 2009. of affairs. • audio/visual records • electronic mail and facsimiles. Making an application under the Act A lthough the main statement FOI statistics A formal application requesting is set out here, other The most common types of access to documents under the FOI information required by the Act may be made via: FOI Act is available at: applications we receive are requests www.mainroads.qld.gov.au for access to documents related to • the Queensland Government On roadworks and major construction Line FOI Application at www. projects in which we are involved. smartservice.qld.gov.au/services/ In 2008-09, we completed 57 information-requests/home.action Accessing our documents applications (as at 27 March 2009). • mail. While we give information to the Preparing for change community about our activities, All applications must: Right to Information and Information the FOI Act provides the public Privacy Bills • state an address to which with a formal means of accessing correspondence is to be sent It is anticipated that drafts of our documents, subject to the Right to Information Bill and • identify the type of documents specific exemptions. the Information Privacy Bill will sought, providing as much If access is required to certain be provided to parliament in information as possible about documents and they are unable to this financial year with the new the documents be obtained through normal dealings legislation commencing on • indicate which area of the with us, access may be available via 1 July 2009. department, if known, may hold the Act. the documents. The Right to Information Bill will Types of documents held replace the current FOI Act when Applicants are requested to provide introduced and will further extend proof of identity when making an Due to our diversity, a large number the community’s right to access application for documents concerning of documents and records are held government held information. their personal affairs. in locations across the state. These are created for specific subjects or The Information Privacy Bill will Applications to request access projects based on our functions replace the existing Information to documents under the Right to and activities. Standard 42—Information Privacy. Information Act or Information This new legislation will maintain Privacy Act from 1 July 2009 can We create and/or receive the the existing 11 Information Privacy be made via: following document/record types: Principles and continue to protect • briefing notes, memoranda and the rights relating to personal internal correspondence information of individuals and The Queensland Government

• external correspondence to/from provide access and amendment rights On Line RTI Application at: Main Roads or the Minister for personal information. www.smartservice.qld.gov. au/services/information- • tenders, agreements and Achievements in 2008–09 included: requests/home.action contract documents • established and implemented • plans and drawings for projects the whole-of-government Right • reports, submissions, to Information Framework in discussion papers accordance with the push model • project documentation for information delivery

92 Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Our good governance policies and practices Applying for access to documents Protecting stakeholders’ privacy Responding to stakeholders’ Applications to access documents In September 2001, the Queensland comments that do not concern the applicant’s Government introduced a privacy Our complaints policy describes personal affairs are subject to scheme for the public sector. The principles and expectations that assist a $38.00 fee. Processing and scheme ensures we respect the us in conducting our interactions photocopying charges may personal information we collect. with stakeholders. also apply. We are committed to ensuring Following consultation across There is no fee for processing privacy of information and Main Roads, our complaints applications related to the compliance with the 11 Information management policy was reviewed. applicant’s personal affairs. Privacy Principles described in the Comments received were For more information about Main Roads’ Privacy Plan. incorporated within the policy. fees please contact: The plan assists the community and The FOI and Privacy Unit our people to understand our privacy The Complaints Management P: 07 3306 7108 responsibilities. E: contactfoi Policy is available at: For general privacy enquiries contact: www.mainroads.qld.gov.au @mainroads.qld.gov.au The Privacy Contact Officer All applications, whether for access P: (07) 3306 7104 to, or amendment of, personal affairs E: [email protected] documents, should be forwarded to: Concerns related to any breach of Manager FOI and Privacy Unit the Information Privacy Principles Main Roads regarding the collection, access, GPO Box 1549 storage, use or disclosure of personal Brisbane Qld 4001 information, should be addressed in writing to our Privacy Contact Officer: For more information

about fees email: The Privacy Contact Officer contactfoi Main Roads @mainroads.qld.gov.au GPO Box 1549 Brisbane Qld 4001

A copy of the Main Roads’

Privacy Plan is available at: www.mainroads.qld.gov.au

Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Our good governance policies and practices 93 Corporate social responsibility cont...

We are committed to sustainable and environmentally aware business practices

Monitoring our impact on the environment

We are committed to sustainable We have formed an SMG RoadTek is implementing a variety of and environmentally aware business sub-group to: energy efficiency programs across its practices that address climate areas of operations, including: • oversee a range of facilities and change and protect Queensland’s accommodation issues, with • undertaking of energy audits natural environment now and for consideration for the environment future generations. • developing energy management and sustainability plans for all sites In November 2008, the Queensland • ensure executive accountability Government released its and commitment to our • developing initiatives to take ClimateSmart 2050 Strategy. sustainability focus. the place of petrol powered ClimateSmart Buildings: Towards generators, for example trailer Environmentally Sustainable Energy and water mounted solar energy stations. Government Buildings, provides management policies that ensure environmental Water management Energy management sustainability is a key consideration We have been proactively managing in our business. Our target is a 5% reduction in responsible water consumption on a energy use by 2010, consistent state-wide basis for a number We have committed to this whole- with the Queensland Government’s of years. of-government initiative by Strategic Energy Efficiency Policy. establishing medium and long-term Our Water Efficiency Management Our Strategic Energy Management targets that contribute to the state’s Plan ensures that a range of Plan captures a range of initiatives environmental sustainability. initiatives are in place to monitor and that target energy reductions across manage our water usage. Our current Our commitment also contributes the state—ensuring we remain on initiatives include: to achieving the Queensland track to achieve this target. Government’s Q2 ambitions. • a state-wide maintenance program We have implemented a number We deliver on this commitment for the installation of water- of initiatives to address energy by continuously improving our wise appliances and fittings consumption. These ensure we environmental performance and during maintenance work and remain on track to deliver our implementing strategies that deliver accommodation refurbishments targeted 5% energy reduction. practical, sustainable solutions. Our energy saving initiatives includes: • fitting office accommodation with Our efforts and resources are water saving devices, including • office lighting refurbishments and focused on three key environmental low water toilets, water efficient replacements in our Nerang offices management areas: taps and showers • a major lighting replacement • energy and water management • poster displays in our amenity program on two levels in our areas to ensure our people are • carbon emissions Spring Hill Office Complex aware of their role in water • waste management. • incorporation of energy saving management and sustainable We ensure that environmentally principles into all new lease water use sustainable targets are considered arrangements • ensuring all our buildings comply in all our projects and included • local energy management plans with statutory water restrictions appropriately. to ensure our people are aware of across the state energy saving tips and procedures. • saved approximately 400,000 litres of water by installing water tanks at 80 properties managed by Main Roads.

94 Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Monitoring our impact on the environment Protecting Queensland’s natural environment now and for future generations

Committed to protecting the environment.

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We will continue to fit-out our emissions that organisations (such For Main Roads the key greenhouse existing offices and buildings as government agencies) need emissions are those that are linked to maximise energy efficiency. to consider, taking into account to the following business activities: Where possible, we will engage the particular organisation’s • vehicle usage local suppliers to conduct these operational boundaries: works—maximising energy savings • electricity consumption • Scope 1: Emissions that occur while contributing to economic • air travel. directly from sources which development and job security. are owned or controlled by an We are reducing our carbon footprint Monitoring our carbon emissions organisation (eg. emissions from in a number of ways through our departmental vehicles, on-site purchasing policies and carbon Main Roads is committed to diesel generators, gas boilers etc). reduction strategies in new and supporting the Queensland refurbished office spaces. Government’s Q2 target to cut • Scope 2: Emissions that occur Queensland’s greenhouse gas indirectly due solely to an We have refurbished approximately emissions by one third by 2020. This organisation’s consumption of 6,000m2 of office space in our Nerang commitment includes implementation electricity or steam or heating/ and Spring Hill offices to reduce our of the Government’s climate change cooling (which has been generated carbon emissions. The refurbishment and other environmental strategies. by the burning of fuels such as activities include: coal, natural gas, etc at power Six gases have been identified stations or other facilities not • installing energy efficient lighting under the Kyoto Protocol as the controlled by the organisation). • designing spaces with natural light main greenhouse gas emissions that • Scope 3: Emissions that occur penetration need to be reduced. The gases are indirectly due to actions of • adding plants and greenery within carbon dioxide, hydrofluorocarbons, the organisation, but from refurbishment designs. methane, nitrous oxides, sources which are not owned or perfluorocarbons and sulphur We have also looked at our controlled by the organisation. hexafluoride. As part of standard vehicle fleet, plant and machinery Some common examples of emission measurement practices these to ensure these comply with these sources include employee gases are mainly reported as carbon environmental standards and business travel (in vehicles or dioxide equivalent emissions (CO -e). carbon emission strategies. 2 aircraft not owned or controlled The Queensland Government by the reporting organisation) continues to develop and improve employees commuting to and As a result of whole-of-government data collection from work; out-sourced activities; processes and systems to standardise and transportation of products, improved vehicle reporting of its greenhouse gas materials and waste. Note: selection and plant emissions. The basis for this reporting inclusion of these emissions in is consistent with acknowledged any reporting needs to be based fleet management national and international standards, on the relevance to the operations RoadTek has been including the definitions outlined in of the organisation. the AS ISO 14064 standards and the able to reduce its fuel Australian Government’s National usage per manhour Greenhouse Accounts Factors Workbook. These standards establish by approximately the following different categories of 3% to date.

96 Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Monitoring our impact on the environment It should be noted that While the best available data Table 5 outlines our carbon comprehensive reporting of has been used, in some instances emissions during the period greenhouse gas emissions by estimates have been reported due 1 July 2008 to 31 March 2009. agencies is sometimes limited due to the limitation of data collection to the complexity of the operational systems, for example in government- boundaries of agencies within the owned buildings where there are public sector, especially in situations multiple tenants and the electricity where internal government shared usage cannot be attributed to a single services providers are used. agency, the Department of Public Works (DPW) calculates the electricity usage by tenanted agencies based on the percentage of the leased floor area occupied.

Table 5 Carbon emissions

Greenhouse gas Activity emissions Explanatory notes (tonnes of CO2)

Scope 1—Vehicle usage • QFleet vehicles 6,679 1 • Agency-owned vehicles

Scope 2—Electricity consumption • Purchased directly from an electricity retailer 20,052 2a • Sourced through a third party 281 2b

Scope 3—Air travel • Purchased directly from an electricity retailer 20,052 2a • Sourced through a third party 281 2b

Hired vehicles • Avis 153 4

Notes:

1. The CO2-e emissions figure for the period 1 July 2008 to 31 March 2009 has been aggregated using National Greenhouse Emissions Reporting (NGER) guidelines and represents emissions for four primary fuel types: unleaded petrol, diesel, liquified petroleum gas (LPG) and E10. In the absence of comprehensive fuel consumption records (emissions reported in the 2007–08 Annual Report were calculated based on kilometres travelled) both actual emissions based on available records and total estimated emissions are shown. 2a. Electricity—Government Owned Premises This figure is based on actual electricity consumption records currently available to the Department of Public Works for the period 1 July 2008 to 31 March 2009. Incomplete electricity consumption records have been extrapolated to produce an estimated electricity consumption figure up to 31 March 2009. For major office premises owned by the Department of Public Works where no separate sub-metering exists the carbon emissions associated with electricity consumption have been apportioned 45% to the owner/55%

to the tenants. All electricity consumption has been converted to carbon emissions using the Scope 2 conversion factor of 0.91 kg CO2-e/kWh as recommended in the Australian Government’s National Greenhouse Accounts Factors Workbook. 2b. Electricity—Premises leased from the private sector This figure is for emissions associated with electricity use where the Department of Public Works pays either the landlord or supply authority directly. It does not include data for leases where the agency pays the retailer directly. This figure is based on actual electricity consumption from currently available records of electricity accounts received by the Department of Public Works applicable to the period 1 July 2008 to 31 March 2009. Where full year records were not available, data has been apportioned/extrapolated to provide an estimate of electricity consumption up to 31 March 2009. In 2007-08 the Annual Report included emissions linked to actual electricity consumption plus an added component to take account of the electricity consumption used by the owner to provide central services. The added component of electricity consumption is deemed a Scope 3 emission for tenants and will no longer be reported. 3. Air travel includes all flights recorded by the Queensland Government Chief Procurement OfficeQGCPO) ( during the period 1 July 2008 to 31 March 2009, specifically: (1) international air travel on all airlines (2) domestic air travel on both the mainline ‘trunk’ carriers (i.e. the Qantas Group and Virgin Blue) (3) domestic air travel on smaller, regional carriers. For all air travel (with the exception noted at b) below) the following methodology is used: a) from data provided the QGCPO calculates the kilometres flown. The kilometre figure is divided by00 1 and multiplied by an industry average number of litres of fuel burnt per passenger, per 100km. A factor of five has been used for all air travel. The use of this method gives the average litres of fuel burnt for a flight, per passenger. This

figure is subsequently converted from litres into kilograms and then from kilograms into tonnes, before being multiplied by 3.157 (which represents the amount of CO2 tonnes produced by burning one tonne of aviation fuel; sourced from the International Civil aviation Organisation). b) for domestic flights with Qantas, QantasLink, Jetstar and Virgin Blue for the period 1 July 2008 to 13 December 2008 the number of passengers per sector was calculated. This information was then passed on to the respective airline for calculation of carbon emissions. 4. The hire car vehicle emissions show only emissions for AVIS vehicles booked under Standing Offer Arrangement managed by the Queensland Government Chief Procurement Office.

Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Monitoring our impact on the environment 97 Corporate social responsibility cont... Monitoring our impact on the environment

Waste management • reusing, recycling and recovering, Helping recreational vehicles safely to date, over 1,500 individual dispose of waste We are committed to minimising our items of office furniture, including We have helped to provide more waste, while incorporating practices chairs and desks that would effluent dump points for recreational to reduce, reuse and recycle across normally end up in landfill, as vehicles in Queensland. Our all aspects of our business. part of office refurbishments agreement with the Campervan and We are reviewing our waste Motorhome Club of Australia to • providing education materials to management with the intent provide $100,000 in funding over our people about the importance of implementing a state-wide two years will mean a minimum of of waste management Waste Management Plan that 22 dump points that caravan and incorporates the requirements of the • promoting the use of waste campervan users can use to safely Environmental Protection (Waste recycling bins in offices and dispose of their grey and black Management) Policy 2000 and other encouraging our people to support waste water. relevant government strategies. waste management The points are free for all travellers To complement this, many of Main • reclaiming household items to use and connect to town sewage Roads’ business units have local in properties scheduled systems. The sites have a positive waste management plans. for demolition. effect on the environment, as Our Waste Management Plan travellers do not need to dispose RoadTek is currently implementing outlines a range of initiatives of their waste illegally or bury it a Green Committee initiative across to reuse and recycle. in bushland. all of its depots. These committees We have implemented a range are run locally and focus on local of waste management initiatives solutions such as recycling, energy across our offices and worksites. For more information and water efficiencies for both at These include: work and at home. These groups about our environmental are supported by an environmental activities visit: • recycling pavements and professional who supplies www.mainroads.qld.gov.au hardwood timber structures, information and advice. where possible • incorporating design principles for road projects that encourage a balanced approach to earthworks. Where possible earthwork materials are reused onsite, reducing the need for quarried materials and dumping of spoiled soils in landfills

98 Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Monitoring our impact on the environment Environmental conservation and management Environmental conservation and management are a core part of our everyday business. The Corridor Land FOCUSING ON Management section (see page 42) of this report details our approach to THE FUTURE environmental management for the In 2009–10 we are targeting state-controlled road network. 40% reuse and recycling of Part of our approach includes using waste materials (by weight) from surplus land purchases acquired office building projects. This will RoadTek is currently make a significant contribution for road projects to enable fauna to reducing the amount of implementing a protection. One example is the building waste being disposed Green Committee recently completed South Coast as landfill. Motorway where we are investigating initiative across all the use of surplus land as an offset Our forward approach is for a koala habitat. consistent with the Queensland of its depots. These Government’s Recycling committees are run We protect land of environmental Policy for Building and Civil significance. A recent example is Infrastructure. The policy takes locally and focus on the gazetting of an area of land effect from 1 July 2009, and local solutions such as resumed to upgrade the Dawson is designed to ensure that Highway. The land is being gazetted all state agencies adopt best practice with respect of waste recycling, energy and as a protected area in collaboration construction materials for with the recently integrated water efficiencies for construction, refurbishment and both at work and at Department of Environment and demolition projects associated Resource Management, to conserve a with buildings home. significant population of endangered and infrastructure. native cycads. In 2009–10 we will We are also tasked with clean-up continue to pursue our energy activities to preserve local flora and and water saving initiatives fauna during times of emergency. For including: example, in response to the oil spill • constructing an energy affecting Moreton Island in March efficient and environmentally 2009, RoadTek cleared contaminated sustainable office complex sand from 73km of beach to minimise and laboratories at Nundah further impacts to the environment. • upgrading lighting at the Spring Hill Office Complex using energy efficient technologies.

Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Monitoring our impact on the environment 99 Financial review

Our financial position

Road funding Our performance The Roads Implementation Plan (RIP) Our revenue (where our 2008-09 saw another record budget money comes from) for road funding with an allocation of Total revenue illustrated in graph 12 $16.2bn over the next five years. This includes appropriation revenue and represented an increase of 22% (or other revenue. This year indicated a $2.9bn) over the previous year’s five- proportional decrease to 2007-08 as year program. The state government 2008-09 reflects only nine months. further increased its proportionate share of the funding to 74% of the Sources of funding Highlights program’s funding total, with the Graph 13 illustrates funding Federal Government providing 26%. from government comprises State Highlights for 2008–09 reporting output appropriations, equity period ending 26 March 2009 The key strategic service delivery injections, and allocations from include: priorities in 2008-09 were to: the Federal Government for capital • record budget funding, with • improve the safety of the road and maintenance works on the $16.2bn allocated over the environment Auslink network. next five years • address the impacts of rapid • Queensland’s Property population growth in urban Graph 13 Incoming funds 2008–09* Services settled compensation on 486 centres cases for a total of $244m. • planning providing, maintaining, In 2007–08 Queensland managing and operating the 50% successfully settled 43% of state-controlled road network 7% all Australia’s property cases to improve service reliability 3% by volume for highways, and meet the long-term needs and 49% by value. With the 1% of industry and the community 3% above settlement to date this within agreed funding limits 36% financial year the trend is continuing • partner with the Federal • internal controls were Government to plan and deliver enhanced during the an improved national network Funding from government – equity adjustment nine months with the within Queensland. User charges implementation of an Grants and other contributions electronic online real-time Other delegations system Borrowings • recommendations identified Funding from government – output revenue by the Service Delivery * These figures only reflect nine months of the current financial year due to abolition of the Department of Performance Commission Main Roads on 26 March 2009. (SDPC) review of Main Roads have either been delivered or have plans in place for implementation by 30 June 2009. The collaborative approach to driving business improvement outcomes is being demonstrated across Main Roads.

100 Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Financial review Table 6 Key financial indicators

Key ** indicators 2004–05 2005–06 2006–07 2007–08 2008–09

Number of land 45 17 11 41 17 sales Value of land sold $9.0m $2.0m $2.5m $30.1m $7.2m

Infrastructure $6.7m $10.4m $207.0m $139.8m $76.6m assets transferred to third parties Infrastructure $521.6m $6.0m - $23.0m - assets transferred from third parties Debt balances $856.7m $819.1m $976.6m $1,022.9m $1,048.7m

Debt servicing ratio* 8% 8% 7% 10% 9%

*Ratio of borrowing cost expense and redemption costs to total revenues from ordinary activities less equity return expense. ** These figures only reflect nine months of the current financial year due to abolition of the Department of Main Roads on 26 March 2009.

Graph 12 Revenue

2,000

1,500 1,667 1,524 $m 1,391 1,346 1,272 1,235 1,000 1,196 1,129 1,062 1,029

500 395 328 329 217 206 0 04–05 05–06 06–07 07–08 08–09*

Output revenue Other revenue Total revenues

* These figures only reflect nine months of the financial year due to the abolition of the Department of Main Roads on 26 March 2009.

Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Financial review 101 Financial review cont...

Our expenses (how we spent Capital expenditure Graph 15 Application of funds 2008–09* our money) Graph 15 illustrates capital Graph 14 illustrates a 4% increase expenditure was $2.2bn for the in expenditure for the reporting reporting period ending 26 March 79% period ended 26 March 2009. This is 2009 which includes projects 7% mainly represented by an increase funded by the State and Federal in depreciation and amortisation of Governments. 4% $303m. The increase is offset by a 2% reduction in supplies and services 8% of $111m, land used under roads of $80m due to a change in accounting treatment and a $124m decline in Capital expenditure goods and services provided to other Stewardship and capability departments for the period ended Debt servicing 26 March 2009. Overall expenditure TIDS** for the department shows comparable Road maintenance figures to the twelve months reported * These figures only reflect nine months of the current ending 30 June 2008. financial year due to abolition of the Department of Main Roads on 26 March 2009. ** Transport Infrastructure Development Scheme (TIDS) provides grants to local governments for roads and transport infrastructure projects.

Graph 14 Expendit ure

2,000 1,922 1,852 1,788 1,500 1,510 $m 1,321

1,000 871 722

500 620 586 578 569 568 550 495 429 422 167 143 142 130 122 115 288 252 246 190 188 0 04–05 05–06 06–07 07–08 08–09*

Operating expenses Depreciation and amortisation Decommissioned infrastructure assets Goods and services Other expenses Total expenses provided below fair value

* These figures only reflect nine months of the current financial year due to abolition of the Department of Main Roads on 26 March 2009.

102 Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Financial review Our assets (what we own) and experienced departmental The reduction in infrastructure asset value is the direct result of The Department of Main Roads was engineers and accountants and the ongoing refinement within the abolished on 26 March 2009, and all included independent advice valuation methodology. Market assets will be transferred to the new from external engineering and price movement for example, only Department of Transport and Main accounting consultants, along with decreased by less than 1% in the Roads. benchmarking of the valuation methodology with other states and previous 12 months. Graph 16 shows a 23% decrease New Zealand. Please refer to Note 3(q) of the in assets due to a $13bn reduction Financial Statements for further in infrastructure assets as a result As a result of application of the discussion on the revaluation of the of ongoing refinement to the asset methodology in 2008-09, net departments’ infrastructure assets. revaluation methodology. infrastructure assets decreased by $13.6bn for the nine months A comprehensive management reported. The methodology was valuation was carried out as at applied in accordance with the 26 March 2009, along with a Australian Accounting Standards and comprehensive assessment of the was audited by Queensland Audit unit rates used for calculating Office. gross replacement cost. This review was performed by qualified

Graph 16 Assets

60,000 57,031 56,864

45,000 44,030 43,873 $m

30,000 27,661 27,541 24,568 24,470 22,933 15,000 22,848

0 85 98 120 167 247 04–05 05–06 06–07 07–08 08–09*

Current assets Non-current assets Total assets

* These figures only reflect nine months of the current financial year due to abolition of the Department of Main Roads on 26 March 2009.

Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Financial review 103 Financial review cont...

Our liabilities (what we owe) Graph 17 Liabilities

The Department of Main Roads was 2,000 abolished on the 26 March 2009 and all liabilities will be transferred to the new Department of Transport and 1,851

Main Roads. 1,500 1,689 1,592 Graph 17 indicates a 10% or $162m

increase in liabilities reflected in the 1,361

nine months ending 26 March 2009. $m 1,000 This is mainly due to an increase of 1,129 886 1,013 $87.8m owing to trade creditors due 944 838 820

to a large infrastructure program this 745 777

reporting period, and an increase of 706 500 $72m in our borrowings to cater for 584 these roadworks. 309 Our equity (what we are worth) The Department of Main Roads was 0 04–05 05–06 06–07 07–08 08–09* abolished on the 26 March 2009 and all equity will be transferred to the Current liabilities Non-current liabilities Total liabilities new Department of Transport and * These figures only reflect nine months of the current financial year due to abolition of the Main Roads. Department of Main Roads on 26 March 2009. Graph 18 illustrates a 24% or $13bn Graph 18 Equity reduction in equity. The movement in equity is due to the decrease 60,000 in infrastructure asset values as a result of the ongoing refinement to the infrastructure asset valuation 55,341 methodology. 45,000 42,179 40,753 $m

30,000 26,384 26,074 23,209 15,000 21,814 13,001 11,631 4,164 12,389 12,691 11,878 11,880 2,710 10,291 8,899 1,193 529 0 224 04–05 05–06 06–07 07–08 08–09*

Contributed equity Retained surpluses Asset revaluation reserve Total equity

* These figures only reflect nine months of the current financial year due to abolition of the Department of Main Roads on 26 March 2009.

104 Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Financial review Consultancies Shared Service Initiative Our expenditure on consultancies The Shared Service Initiative is a for the reporting period ending whole-of-government approach to 26 March 2009 is in accordance corporate service delivery. The vision with the whole-of-government is partnering in corporate services definition of consultants. The total to support and connect government. FOCUSING ON of $468,257 includes engineering Shared services are underpinned by related consultancies for management standardising business processes, THE FUTURE and delivery of the roads program consolidating technology and pooling The 2009–10 to 2013-14 RIP includes significant extra of $46,050 and also other activities resources and expertise. funding over and above normal such as workforce management of Shared Services Agency provides road funding sources including: $422,207. transactional functions in the • continuing to focus on safety, V oluntary early retirements areas of finance, procurement, and the preservation of the human resources, document and Main Roads has paid a total of road asset through allocating records management, and property a total of $300m to the SRS $391,804 to three employees who and facilities management to the Program (including $20m each accepted voluntary early Department of Main Roads. allocated by Cabinet to retirements for the reporting period specifically target motorcycle ended 26 March 2009. CorpTech is the provider and owner safety) over five years from of the SAP enterprise system. They 2009–10 have provided a dual role through • implementing new implementing human resource and programs of work in regional finance business solutions to the Queensland, with $150m Department of Main Roads, and funded over three years from provide system support and payroll 2008-09 for improvements service for these solutions. to the road network in the Bowen Basin region to further support Central Queensland’s coal mining industry • allocating $31.9m to the Sustainable Resource Communities Program over three years commencing 2008-09 • continuing the delivery of the SEQIPP, with a total of $5bn allocated over five years from 2009-10 for road projects in the south-east We contributed to priority corner infrastructure investment in regional Queensland, by • investment in upgrading helping to develop and assess systems, for example submissions for funding under Program and Project the Queensland Government’s Management program Sustainable Resource • roll out of consistent state- Communities initiative. wide systems and processes.

Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Financial review 105 Appendix 1—Overseas travel

International knowledge exchange

To ensure that we provide high- We actively support and respond to In 2008–09, the investment of quality information and advice the Queensland Government’s export our people travelling overseas for road construction and road strategy, Driving Export Growth for contributed to: system management across the road Queensland 2006–2011, through, for • positioning Queensland as a transport sector, the adoption of example, hosting delegations from leader in transport infrastructure innovative global technologies and overseas road and transport agencies. solutions and providing safety practices is essential. In 2008–09, these included: international commercial Much of the overseas travel by • a study tour by the Moscow City opportunities for the state’s our officers is part of our bilateral Government, to gain knowledge industries and transport-related agreement as a member agency about the functioning of private sector of Austroads (the association of Queensland’s transport system, • positioning Queensland as a leader Australian and New Zealand road major infrastructure, commercial in safety and efficiency initiatives transport and traffic authorities) and residential construction and using latest proven practices to improve transport-related marine and aviation activities • significant savings (totalling outcomes through: • a study tour by senior Fijian $3m over three years) on • undertaking research on behalf transport officers to examine insurance for major road projects Queensland’s latest transport of Australasian road agencies • Queensland representation practices and systems and communicating outcomes at Austroads and PIARC • a study tour by senior United • promoting improved practice by committee meetings States transport officials to gain Australasian road agencies. • building future skills and information on right-of-way and capabilities to deliver best practice Many of our people have key utility issues for highway projects. transport solutions roles in various professional and We also work with the Papua industry groups at an international • assisting the LGAQ through its New Guinea Department of level. Our role with the World reform process. Transport to progress the planning, Road Association (PIARC), with design and construction of their membership of 117 road authorities Gulf and Southern Highlands worldwide, involves attendance To ensure that Highway. Assistance is provided at international conferences and under a current Memorandum we provide high- participation in technical committee of Understanding between our meetings to communicate technology quality information two governments. innovations, learning, information and advice for road and experience. construction and road system management across the road transport sector, the adoption of innovative global technologies and safety practices is essential.

106 Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Overseas travel Table 7 Overseas travel by Main Roads officers in 2008–09

Costs/funding* Name and position Dates of travel Reason for travel of officer and destination Agency $ Other $

Ms Jennifer Donovan 27 to 29 July 2008 Reason: Attend the University of Otago’s careers fair 1,760 Internal Recruitment Officer and Otago Polytechnic to source qualified candidates to (Attraction and Retention) New Zealand recruit as graduates, cadets, apprentices and trainees. Outcomes: Potential to strengthen Queensland’s position to deliver road and transport infrastructure over the next five years.

Ms Jessica Bermingham 27 to 29 July 2008 Reason: Attend the University of Otago’s careers fair 1,760 Internal Recruitment Officer and Otago Polytechnic to source qualified candidates to (Attraction and Retention) New Zealand recruit as graduates, cadets, apprentices and trainees. Outcomes: Potential to strengthen Queensland’s position to deliver road and transport infrastructure over the next five years.

Ms Samantha Green 13 to 28 September 2008 Reason: Representative at the Austroads Young 5,975 3,000 Senior Engineer (Civil)— Professionals Study Tour ‘Road Safety: Achieving (Austroads) Traffic (Wide Bay/Burnett Region) Norway, Sweden, Ambitions Road Safety Targets’. The Netherlands Outcomes: Strengthened relationship with Austroads member organisations and increased knowledge of, and shared learnings in, road safety and traffic engineering.

Mr Peter Bryant 16 to 27 October 2008 Reason: Attend PIARC 6th Symposium on Pavement 5,941 3,258 Principal Engineer Surface Characteristics of Roads and Airfields. (Austroads) (Pavement Design) Slovenia Represented Austroads as the English-speaking secretary at PIARC D.2a Road Surface Characteristics Technical Committee meeting. Outcomes: Continued access to latest international trends, application and advances in pavement surface characteristics. Fulfilled obligations as Austroads representative and English-speaking secretary to the committee.

Mr Jon Douglas 19 to 25 October 2008 Reason: Attend the PIARC Safer Road Infrastructure 1,484 1,484 Director Technical Committee meeting as the Austroads (Austroads) (Traffic Engineering and Road Safety) Malaysia representative and English-speaking secretary. Outcomes: Opportunities identified for potential translation and application of international practices in current projects in Queensland. Fulfilled Main Roads’ obligations as representative for Austroads at the Technical Committee C.1 Safer Road Infrastructure.

Mr Bruce Ollason 24 October to Reason: Meet with representatives from European 20,074 General Manager 6 November 2008 countries with low road tolls to investigate the key (Corridor Management factors influencing improved safety outcomes, and and Operations) United Kingdom, Norway, determine their adaptability to Queensland for inclusion Sweden, The Netherlands, in a comprehensive approach to road safety. Belgium Outcomes: Exposure to world’s best-practice road safety measures. A series of recommendations for investigation by relevant Queensland Government departments with responsibility for road safety outcomes. Certainty of broad cover in the current global environment, leading to insurance savings for major projects in excess of $3m over three years.

Mr Derek Skinner 27 to 31 October 2008 Reason: Participate in marketing Principal Arranged 14,019 General Manager Insurance (PAI) for major projects over the next three (Major Projects Office) United Kingdom years, totalling in excess of $3bn. Outcomes: Ensured significant value for money in Queensland through scaling-up in marketing upcoming major projects. Certainty of broad cover in the current global environment, leading to insurance savings for major projects in excess of $3m over three years.

Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Overseas travel 107 Appendix 1—Overseas travel cont...

Costs/funding* Name and position Dates of travel Reason for travel of officer and destination Agency $ Other $

Mr Kieran Lynch 27 to 31 October 2008 Reason: Participate in marketing PAI for major projects 12, 968 Project Manager over the next three years, totaling in excess of $3bn. (Major Projects Office) United Kingdom Outcomes: Ensured significant value for money in Queensland through scaling-up in marketing upcoming major projects. Certainty of broad cover in the current global environment, leading to insurance savings for major projects in excess of $3m over three years.

Mr Neil Doyle 10 to 18 November 2008 Reason: Attend the Association of Superannuation Funds 4,411 2 923 General Manager of Australia (ASFA) 2008 National Conference and Super (ARRB (Organisational Positioning New Zealand Expo, including meetings with various engineering and Group Ltd) andStakeholder Relations) construction companies in Auckland and Wellington. Outcomes: Successfully led the transition of fund management for integration in a multi-employer fund, introducing varied roles for trustees. Fulfilled obligations as Deputy Chair of ARRB Group Ltd and Chair of ARRB Staff Superannuation Fund. Discussions on urban congestion with Transit New Zealand and Wellington Council led to knowledge transfer.

Mrs Karen Peut 10 to 18 November 2008 Reason: As a Director/Trustee of the QSuper Board of 1,529 5,115 Executive Director Trustees, attend the Australian Superannuation Funds of (QSuper) (Roads Business Group) New Zealand Australia (ASFA) Super Expo and the 2008 ASFA National Conference and Workshop to obtain further insights into superannuation fund management. Outcomes: Completed QSuper professional development requirements. Highlighted current road challenges, urban congestion learnings, alternative road delivery methods and asset management practices with New Zealand agencies.

Mr Noel Peters 13 to 25 November 2008 Reason: Attend the 15th World Congress on ITS and 10,520 Director fulfilled the moderator role at a congress special session. (ITS and Electrical Technology) United States of America Outcomes: Broadened Main Roads’ understanding of ITS developments to improve safety of the road environment and manage the impacts of urban traffic growth, vehicle infrastructure integration, active safety systems and congestion pricing. Fulfilled ITS Australia’s obligations as the special session moderator for SS17 Functional Safety Requirements Standards for ITS.

Mr Neil Doyle 30 November to Reason: Attend the LGAQ study tour to address 4,065 General Manager 5 December 2008 Queensland’s reform agenda in the areas of structural (Organisational Positioning and and legislative reform, performance evaluation and Stakeholder Relations) New Zealand reporting, and capacity building. Outcomes: Improved relationships with local government state-wide and the LGAQ through the Roads Alliance. Ensured Queensland’s Roads Alliance is well positioned to implement the necessary outcomes arising from the local government reform process.

Mrs Karen Peut 30 November to 5 Reason: Participate in the LGAQ study tour to New 3,571 Executive Director December 2008 Zealand to examine the local government reform process (Road Business Group) implemented by the New Zealand Government. New Zealand Outcomes: Confirmed the direction of the community plan, asset management plan and financial management plan requirements for Queensland, and the need to phase in and embed local government reform changes.

108 Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Overseas travel Costs/funding* Name and position Dates of travel Reason for travel of officer and destination Agency $ Other $

Mr Jon Douglas 10 to 12 February 2009 Reason: Attend the Human Factors training program $2,049 $2,049 Director as a member of the PIARC Safer Road Infrastructure (Austroads) (Traffic Engineering and Road Safety) Germany subcommittee C.1.1.1, responsible for incorporating human factor measures (for influencing driver behaviour) into road design standards. Outcomes: Continued access to the latest advancements, innovation and development in this field to improve safety outcomes on Queensland roads. Fulfilled Main Roads’ obligations as the Austroads representative and English-speaking secretary on the committee.

Mr Michael Conway [RTD] Reason: Attend the 3rd International Conference on 2,507 Engineer 29 September to Accelerated Pavement Testing (APT). (Engineering and Technology) 4 October 2008 Outcomes: Enhanced Main Roads’ understanding of the requirements of the proposed APT trial on pavement Spain base treated with foamed bitumen.

Mr Arthur Hall [RTD] Reason: Present a technical session on road traffic 655 Principal Advisor 1 to 2 October 2008 noise in Australia at King Mongkut University of (Road Traffic Noise Management) Technology, Bangkok. Thailand Outcomes: Queensland’s capability highlighted in road and transport technology through information given at a technical session in a developing country.

Mr Frank Vardanega [RTD] Reason: Meet key stakeholders from the Department 4,900 General Manager 23 to 28 October 2008 of Transport, Virginia, and Texas to discuss capability (Capability, Strategy and Finance) and competency challenges in an active public private United States of America partnerships (PPP) environment. Outcomes: Enhanced Main Roads’ strategic position and understanding of alternative capability and competency strategies in the execution of PPP strategies and other related complex project management environments. Advanced the Queensland Government’s agenda in the PPP skills area.

* Financial figures as at 26 March 2009. Return to Duty (RTD)—the term ‘return to duty’ refers to an officer resuming ‘on-duty’ status while still overseas on privately funded travel in order to attend a work-related conference, training, meeting or other activity.

Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Overseas travel 109 Appendix 2—Investments in controlled entities About our controlled entities

We exercise majority control over Operations and highlights Transmax Pty Ltd two entities, QML and Transmax. Queensland Motorways Limited Transmax designs, develops, The financial results of QML and implements, maintains and supports QML is one of the most progressive Transmax are consolidated with ITS products and services, primarily toll road operators in Australia. The the parent entity in the financial using a proprietary range of Queensland Motorways network statements. Shares in QML are in-house developed systems, known connects people and places, held in trust on behalf of the state as STREAMS. These ITS products and providing road users with a seamless by the Director-General of Main services give road network operators link between national highways to Roads and Directors of Transport systems to increase the capacity of the north, west and south of Brisbane Holdings Queensland Pty Ltd and existing and new road infrastructure, and helping customers to easily reach Queensland Treasury Holdings Pty by providing a means to operate road their destination. Ltd, representing the shareholding networks more efficiently, enhance interests of QT and Queensland QML’s net toll revenue for the road safety and collect necessary Treasury. The Director-General of period to March 2009 was $128.9m traffic information to improve future Main Roads holds all shares with earnings before interest, tax, road network performance. depreciation, and amortisation of in Transmax. STREAMS integrates the following $79.6m, and a profit after tax of QML is the holding company of: functions within one system: $1.3m. Total borrowings at March • The Gateway Bridge 2009 were $2.4bn. • motorway management Company Limited The increase in borrowing is • incident and event management • Logan Motorway attributable to the progression of • traffic signal management Company Limited the Gateway Upgrade Project and • real-time passenger information • Port Motorway Limited QML’s transition to free-flow tolling. • parking guidance. • Queensland Motorways The Gateway Upgrade Project, with Transmax provides a selection of ITS Management Proprietary Limited. an estimated cost of $1.88bn, is the largest road and bridge project in products and services to Main Roads We exercise majority control the state’s history. The project is on and most local authorities across over these entities as well as the target for completion in the 2010–11 Queensland on a commercial basis. holding company. financial year. Transmax also provides motorway Implementation of full free-flow management and real-time traveller tolling on the Queensland Motorways information systems to the Victorian network progressed significantly and South Australian governments. during the year, with the project Transmax has achieved a positive on target to achieve ‘go live’ from operating result for the 2008–09 1 July 2009. QML will be the first financial year to March 2009, earning toll road operator in Australia to a net profit before tax of $0.4m. introduce full free-flow tolling on an existing toll road when the toll plazas on the Gateway Bridge and Logan Motorways are reconfigured. Full free-flow tolling has significant benefits for road users in terms of For more information about

improved travel time reliability, QML or Transmax visit: improved safety through reduced www.qldmotorways.com.au slowing down and weaving, and or www.transmax.com.au reduced vehicle operating costs.

110 Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Investments in controlled entities Appendix 3—Global Reporting Initiative element and index In pursuit of improved reporting and transparency, we are guided by the Global Reporting Initiative (GRI) Sustainability Reporting Framework for Public Agencies which is widely recognised as universal best practice. Below is a summary of the GRI reporting elements for public agency commentary and where they are addressed in the report.

Table 8 GRI element and index

Annual report GRI number Topic page number

Vision and strategy

1.2 Statement from the CEO (or equivalent senior manager) describing key elements 2, 6, 12, 15 of the report

Profile

2.1 Name of reporting organisation 2

2.2 Major products and/or services, including brands if appropriate 2

2.3 Operational structure of the organisation 79

2.4 Description of major divisions, operating companies, subsidiaries, and joint ventures 80, 100

2.6 Nature of ownership; legal form 2

2.7 Nature of markets served 2

2.8 Scale of the reporting organisation: 2, 100 • number of employees • products produced/services offered (quantity or volume) • net sales • total capitalisation broken down in terms of debt and equity.

2.9 List of stakeholders, key attributes of each, and relationship to the 16 reporting organisation

2.10 Contact person(s) for the report, including e-mail and web addresses 1

Governance structure

3.1 Governance structure of the organisation, including major committees under the 84 board of directors that are responsible for setting strategy and for oversight of the organisation

3.6 Organisational structure and key individuals responsible for oversight 79

3.7 Mission and values statements, internally developed codes of conduct or principles, 90 and polices relevant to economic, environmental, and social performance and the status of implementation

3.9 Basis for identification and selection of major stakeholders 16

3.10 Approaches to stakeholder consultation reported in terms of frequency of 12, 16 consultations by type and by stakeholder group

3.11 Type of information generated by stakeholder consultations 12, 16

3.12 Use of information resulting from stakeholder engagements 12, 16

Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Global reporting initiative element and index 113 Appendix 3—Global Reporting Initiative element and index cont...

Annual report GRI number Topic page number

Governance structure cont...

3.13 Explanation of whether and how the precautionary approach or principle is 91 addressed by the organisation

3.15 Principal memberships in industry and business associations, and/or national/ 11, 84 international advocacy organisations

3.18 Major decisions during the reporting period regarding the location of, 6 or changes in, operations

3.19 Programmes and procedures pertaining to economic, environmental, and social 6, 12, 15, 16, 22, 28, 42, performance. Include discussion of: 52, 89 • priority and target setting • major programmes to improve performance • internal communication and training • performance monitoring • internal and external auditing • senior management review

3.20 Status of certification pertaining to economic, environmental, and social 40, 46, 64, 94 management systems

Economic performance indicators

EC1 Net sales 100

EC5 Total payroll and benefits (including wages, pension, other benefits, and redundancy Financial Statements –21, 28 payments) broken down by country or region

EC6 Distributions to providers of capital broken down by interest on debt and borrowings, 100 and dividends on all classes of shares, with any arrears of preferred dividends Financial Statements – to be disclosed 5, 32, 52

EC7 Increase/decrease in retained earnings at end of period 100 Financial Statements – 3, 4

PA8 Gross expenditures broken down by type of payment 100 Financial Statements – 2

PA10 Capital expenditures by financial classification Financial Statements – 54

Environmental performance indicators

EN1 Total materials use other than water, by type 94

EN4 Indirect energy use 94

EN8 Greenhouse gas emissions 97

EN11 Total amount of waste by type and destination 98

EN13 Significant spills of chemicals, oils, and fuels in terms of total number 46 and total volume

114 Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Global reporting initiative element and index Annual report GRI number Topic page number

Social performance indicators: Labour practices and decent work

LA6 Description of formal joint health and safety committees comprising management 88 and worker representatives and proportion of workforce covered by any such committees

LA7 Standard injury, lost day, and absentee rates and number of work-related fatalities 66 (including subcontracted workers)

LA10 Description of equal opportunity policies or programmes, as well as monitoring 70 systems to ensure compliance and results of monitoring

LA11 Composition of senior management and corporate governance bodies (including the 72 board of directors), including female/male ratio and other indicators of diversity as culturally appropriate

Social performance indicators: Human rights

HR12 Description of policies, guidelines, and procedures to address the needs of 73 indigenous people

Social performance indicators: Society

SO1 Description of policies to manage impacts on communities in areas affected by 16, 32, 42 activities, as well as description of procedures/programmes to address this issue, including monitoring systems and results of monitoring

SO4 Awards received relevant to social, ethical, and environmental performance 66

Social performance indicators: Product responsibility

PR1 Description of policy for preserving customer health and safety during use of 32, 59 products and services, and extent to which this policy is visibly stated and applied, as well as description of procedures/programmes to address this issue, including monitoring systems and results of monitoring

PR3 Description of policy, procedures/management systems, and compliance 93 mechanisms for consumer privacy

PR8 Description of policy, procedures/management systems, and compliance 19 mechanisms related to customer satisfaction, including results of surveys measuring customer satisfaction

Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Global reporting initiative element and index 115 Glossary

Alliance contract: contract Full-time equivalent: is Public Private Partnerships: Roadworks: planning, embracing a cooperative calculated by the numbers risk-sharing relationships designing, building, arrangement in which the of hours worked in a period between public and private maintaining, replacing, client and contractor combine divided by the full-time hours sectors (encouraging private operating or upgrading any skills to form one team to prescribed by the award/ sector innovation, while part of the road network, state construct a project. Payment industrial instrument for the enabling acceleration of public strategic roads, regional roads is on a cost reimbursement person’s position. infrastructure through private and district roads (but not basis, with provision for financing arrangements). local roads). sharing of risks and rewards. Geofabric matting: a synthetic fabric, woven or non-woven, RIP: Roads Implementation SEQIPP: South East All levels of government: this used for various purposes Program: our five-year, Queensland Infrastructure includes Australian, state and including embankment annually updated, rolling Plan and Program: government local governments. reinforcing and stabilization program of works. infrastructure priorities that and channel lining. support a preferred plan of Allocation: the annual Regional Roads Group: development first outlined in provision of funds at project, Infrastructure Australia: strategic groups of local the South East Queensland work-type, district, region, Infrastructure Australia is a governments formed under Regional Plan released in program or state statutory advisory council the Main Roads/local October 2004. budget levels. established by the federal government roads Alliance government that is tasked for the purpose of delivering Stakeholder: anyone or any ARF: the Australian Road with identifying infrastructure an improved regional road group that either influences or Forum is Australia’s peak gaps and bottlenecks that network (lower order state- is affected by our business. body for the road sector. hinder economic growth controlled roads and higher The ARF champions the and prosperity. http://www. order local government- State-controlled roads: roads interests of Australia’s infrastructureaustralia.gov.au controlled roads). RRGs controlled and managed by road transport system, and comprise local government the state government. They provides a forum for policy Level C: Austroads define elected officials and the include the AusLink national development, networking level ‘C’ as a stable flow of relevant Main Roads Regional road network, state strategic and communication. traffic where most road users and District Directors. roads, regional roads are restricted to some extent and district roads (but not Asset management: a in their freedom to select Roads Alliance: Main Roads local roads). comprehensive and structured their desired speed and and local government RRGs approach to the delivery of to manoeuvre within a joint management approach Smooth Travel Exposure community benefits through traffic stream. to prioritising investment on (STE): STE is the proportion management of road the local roads of regional of travel undertaken each networks to ensure that the Local government road: local significance network. year on roads with measured needs of road agencies, road roads of Regional significance surface roughness less users and other stakeholders —lower order state-controlled Roads Connecting than the specified levels are clearly understood and road network, excluding Queenslanders: a strategic of 110 and 140 National integrated into an asset designated AusLink long-term direction for the Association of Australia State management framework. Network corridors. Queensland road system and Road Authorities (NAASRA) Main Roads. RCQ represents Roughness Meter (NRM). AusLink Network: the National National Association the road network strategy for Land Transport (AusLink) of Australia State Road Queensland’s state-controlled Strategic Plan: high level Network is a single integrated Authorities (NAASRA) road system which is a planning document that network of land transport Roughness Meter (NRM): NRM legislative requirement of links long-term planning with linkages of strategic national records the number and size the Transport Infrastructure operational delivery. importance, which is of ‘bumps’ experienced within Act 1994. funded by federal, state a vehicle for each kilometre STREAMS (system): integrated and territory governments. travelled. This is reported Roads Infrastructure: all intelligent transport system separately for urban and rural physical road-related assets that manages freeways and Austroads: ational association roads, and is the nationally —roads and pavements, bus signalised intersections. of road transport and traffic accepted indicator for the and cycling facilities, tunnels, authorities in Australia and Table drain: side drain of the condition of the network. complex bridges, rest areas, road adjacent to the . New Zealand. Austroads signage, landscaping, animal is governed by a council Outcomes: community crossings under and over Type 2 Road Train: a Type 2 comprising senior executives benefits derived from the roads, noise barriers, traffic road train is a multi of federal government and efficient delivery of outputs. signals, lighting and so on. combination vehicle (other state road authorities, the Permanent retention rate: than a B-double) consisting Australian Local Government Road System Manager: of a motor vehicle towing at Association and transit means the percentage of managing, building, permanent employees still least 2 trailers. Maximum New Zealand. preserving, maintaining and combination length is employed after a period operating roads within the Automatic number plate of time. 53.5m. AAB Quad, BAB Quad wider land-use environment and ABB Quad road trains recognition (ANPR): camera and community interest. technology that can recognise Permanent separation rate: are innovative and better number plate characters on is calculated by dividing RoadTek: a commercialised performing road train vehicles moving heavy vehicles. the number of permanent business unit of Main Roads using B-double trailers as part employees who separated involved in consulting, asset of the combination. A and Check dams: used in channels during a period of services, contracting and plant B refer to the connections conveying concentrated flows time by the number of hire services associated with between the trailers in the to control flow velocity and permanent employees in roadworks delivery. combination—with an A minor gully erosion. They the organisation. connection being a draw may be constructed from bar and a B connection being semi-pervious or impervious PIARC: the world road a turntable. materials such as medium- association. PIARC draws size rock or sand and gravel- membership from road filled bags. authorities and companies around the world. 114 Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Glossary Acronyms

AIM: Australian Institute of ICT: Information QT: Queensland Transport Management Communication Technology QTA: Queensland Trucking APT: Accelerated Pavement IMU: Ipswich Motorway Association Testing Upgrade QUT: Queensland University ARRB: 1961–1995 Australian IRI: International Roughness of Technology Road Research Board (ARRB), Index now ARRB group limited RACQ: Royal Automobile Club www.arrb.com.au IRTP: Integrated Regional of Queensland Transport Plans ASFA: Association of RAP: Reconciliation Action Superannuation Funds of ISC: Information Steering Plan Committee Australia RBG: Roads Business Group ATC: Australian Transport ITS: Intelligent Transport Systems RBRP: Regional Bridge Council Renewal Program KRA: Key Result Areas ATLM: Audio Tactile Line RCEA: Road Corridor Markings LED: Light Emitting Diodes Environmental Assessment BCC: Brisbane City Council LGAQ: Local Government RCQ: Roads Connecting BMTMC: Brisbane Association of Queensland Queensland Metropolitan Transport LIMS: Laboratory Information RIP: Roads Implementation Management Centre Management System Program BSTM-MM: Brisbane Strategic LRS: Laboratory Registration SDPC: Service Delivery Transport Model—Multi Modal System Performance Commission COAG: Coalition of Australian LTIFR: Lost Time Injury SEQIPP: South East Governments Frequency Rate Queensland Infrastructure Plan and Program DNR&W: Department of MRRAC: Main Roads Resource Natural Resources and Water Allocation Committee SEQRP: South East Queensland Regional Plan DSSP: Design Services NAWIC: National Association Sustainability Program for Women in Construction Smart eDA: Smart electronic Development Assessment DIP: Department of NBP Nation Building Program Infrastructure and Planning program OH&S: Occupational Health SMG: Senior Management EDA: Enterprise Development and Safety Agreement Group PAI: Principal Arranged SPP: Strategic Planning eDAM: electronic Insurance Development Application Program Management PAPL: Permitted Attached SRNP: Strategic Road Network Private Lines EDRG: Executive Director’s Plan Reference Group PBS: Performance Based SRS: Safer Roads Sooner Standards eDRMS: electronic Document SRU: Strategic Recruitment and Records Management PCDC: Performance Unit System Competency and Career Development Centre SSA: Shared Service Agency EGS: Ethical and Governance Services PD&D: Project Development SSP: Shared Service Providers and Delivery EPA: Environmental Protection STE: Smooth Travel Exposure Agency PIARC: World Road Association TCP: Transport Coordination EVP: Emergency Vehicle Plan Pre-emption PPP: Public Private Partnerships TIDS: Transport Infrastructure FOI: Freedom of Information Development Scheme Q2: Toward Q2—Tomorrow’s FTE: Full-time Equivalent Queensland VMS: Variable Message Signs GRI: Global Reporting QAO: Queensland Audit Office WH&S: Workplace Health & Initiative Safety QML: Queensland Motorways IA: Infrastructure Australia Limited YTD: Year to Date IAAAAP: Internal Audit Annual QPS: Queensland Police Advisory and Assurance Service Program QR: Queensland Rail IAP: Intelligent Access Program QRSPP: Queensland Road System Performance Plan

Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Acronyms 115 Index

About Main Roads 2 Investment 9, 10, 18, 22, 24, State-wide approach 76 Graph 15–Application 25, 26, 27, 36, of funds 102 Austroads 11, 24, 26, 60, 57, 76, 86, 106, 110 State-wide system planning 76, 106, 107, 109 15, 22 Graph 16–Assets 103 Key results area 13, 15 Awards 6, 66, 68, 70 Strategic plan 2, 12, 21, Graph 17–Liabilities 104 Legislation 2, 10, 60, 84, 89 Black Spot Program 30, 31 84, 88, 92 Graph 18–Equity 104 STREAMS 58, 63, 110 Bridges and culvert Local government 6, 11, 18, Tables structures 2, 6, 9, 18, 28, 25, 28, 30, 40, 42, 44, Sustainability 74, 78, 89, 30, 34, 46, 47, 48 94, 96, 98, 99 Table 1–Financial 46, 50, 51, 59, 61, 84, 108 summary iii Busways, pedestrian, Technology 10, 16, 58, 59, Machinery-of-government Table 2–Statistics by cycleways 2, 10, 30, 33, 2, 6, 14 61, 63, 67, 73, 74, 76 38, 39, 56, 57 Main Roads region 4 Maintenance 9, 10, 11, Vision 2 Capable organisation 5, 64 Table 3–Lost time 22, 27, 30, 32, 41, Waste management 98 injury performance 66 Committees 86, 87, 88 44, 47, 67, 75, 84, 86, 94 Whistleblowers protection 91 Table 4–Part-time Communications 1, 60, 63, Motorways 2, 8, 30, 34, 36, staffing rate 70 86, 88 38, 39, 50, 57, 60, 110 Whole-of-government 24, 26, 30, 44, 92, 96, 104 Table 5–Carbon Community engagement 11, Multicultural 71 emissions 97 16, 18, 19, 21, 74 Women’s initiatives 72 Organisation chart 79 Table 6–Key financial Workplace safety 6, 15, Congestion 10, 21, 26, Overseas travel 106 indicators 101 28, 44, 108 64, 66, 88 Performance summary 15 Table 7–Overseas travel 107 Consultancies 104 Graphs Table 8–GRI element Population growth 4, 6, Graph 1–Key stakeholder Corridor land management 18, 24, 25, 27, 38, 100 and index 111 15, 42 perceptions of relationship Program development quality 20 Maps Effective relationships 15, 16 and delivery 15, 28 Graph 2–Outcome Map 1–Servicing the state Emissions 97 Project delivery 15, 34, 36, 37 investment 24 through our 12 geographic regions 5 Environment 2, 6, 18, 24, 26, Record keeping 91 Graph 3–Reliability of 33, 40, 42, 44, 46, 47, 48, road project delivery Map 2–Main Roads major 49, 50, 51, 52, 58, 88, Risk management 36, 39, (commencement) 37 projects in Queensland 35 94, 96, 97, 98, 99 40, 84, 88, 91 Graph 4–Reliability of Diagrams Fatalities 52, 54, 55 Road operations 15 road project delivery (completion) 37 History of Main Roads 3 Fauna crossings 31, 47, Road safety 6, 8, 9, 10, 15, 48, 99 18, 22, 30, 31, 32, 38, 40, Graph 5–Reliability of road Main Roads strategic 44, 52, 54, 55, 56, 57, 59, project delivery (cost) 37 plan 12, 13 Financial review 100 60, 62, 63 Graph 6–Fatalities on Performance summary 15 Floods 9, 10, 16, 18, Roads Alliance 9, 11, 21, 108 all roads per 100,000 Organisational structure 79 19, 36, 59 population 54 Roads Connecting Freight 9, 10, 22, 30 Queenslanders 2 Graph 7–Fatalities by road user type 55 Gateway upgrade project 8, Roads implementation 10, 41, 57, 61, 110 program 2, 8, 19, Graph 8–Type 2 access Governance 19, 24, 27, 36, 20, 26, 28, 34, 86, 100, 105 for road trains 62 40, 73, 74, 76, 84 Road user information 18, Graph 9–Change in high-in- Government ambitions 12, 13 58, 59 demand headcount across western centres 69 Graduate programs 67 Safer Roads Sooner Program 6, 28, 30, 41, 52, 56 Graph 10–Proportion of Heavy vehicles 62, 63 women in professional Senior management group and technical streams 72 Heavy vehicle response units 78, 79, 80, 81, 82, 83 60, 63 Graph 11–Management Stakeholder engagement by gender 72 History 3 10, 11, 15, 16, 21 Graph 12–Revenue 100 Indigenous initiatives 10, 73, Stakeholder relationships 75, 77 15, 16, 84 Graph 13–Incoming funds 102 Intelligent transport system State-controlled road network 2, 58, 63, 110 2, 8, 9, 15, 24, 26, Graph 14–Expenditure 102 27, 30, 34, 52, 87, 98, 100 Internal Audit 89

116 Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Index Regional contacts

Central West Region Emerald Office North Coast Region South Coast Region 83 Esmond Street Barcaldine Office Emerald Qld 4720 Sunshine Coast Office Gold Coast Office 69 Ash Street Ph: 4983 8700 50 River Road 36-38 Cotton Street Barcaldine Qld 4725 Fax: 4983 8722 Gympie Qld 4570 Nerang Qld 4211 Ph: 4651 2777 Email: emerald.office@ Ph: 5482 0333 Ph: 5596 9500 Fax: 4651 2772 mainroads.qld.gov.au Fax: 5482 0465 Fax: 5596 9511 Email: barcaldine.office@ Email: sunshinecoast.office@ Email: goldcoast.office@ mainroads.qld.gov.au Mackay/Whitsunday Region mainroads.qld.gov.au mainroads.qld.gov.au Darling Downs Region Mackay Office Moreton Office Logan Office 46 Gordon Street 50 River Road 3912 Pacific Highway Warwick Office Mackay Qld 4740 Gympie Qld 4570 Loganholme Qld 4129 306 Wood Street Ph: 4951 8555 Ph: 5482 0333 Ph: 3412 0600 Warwick Qld 4370 Fax: 4951 8500 Fax: 5482 0465 Fax: 3806 2271 Ph: 4661 6333 Email: mackay.office@ Email: moreton.office@ Email: logan.office@ Fax: 4661 6380 mainroads.qld.gov.au mainroads.qld.gov.au mainroads.qld.gov.au Email: warwick.office@ mainroads.qld.gov.au Metropolitan Region Northern Region South West Region Toowoomba Office Brisbane Office Townsville Office Roma Office 1-5 Phillip Street 183 Wharf Street 146 Wills Street 30 McDowall Street Toowoomba Qld 4350 Spring Hill Qld 4000 Townsville Qld 4810 Roma Qld 4455 Ph: 4639 0777 Ph: 3137 8344 Ph: 4720 7200 Ph: 4622 9511 Fax: 4639 0750 Fax: 3137 8363 Fax: 4720 7211 Fax: 4622 9500 Email: toowoomba.office@ Email: brisbane.office@ Email: townsville.office@ Email: roma.office@ mainroads.qld.gov.au mainroads.qld.gov.au mainroads.qld.gov.au mainroads.qld.gov.au Far North Region Ipswich Office North West Region Wide Bay/Burnett Region Fotheringham Rd Cairns Office Brassall Qld 4305 Cloncurry Office Bundaberg Office 15 Lake Street Ph: 3813 1252 16-22 Ramsay Street 23 Quay Street Cairns Qld 4870 Fax: 3813 1250 Cloncurry Qld 4824 Bundaberg Qld 4670 Ph: 4050 5444 Email: ipswich.office@ Ph: 4769 3200 Ph: 4154 0200 Fax: 4050 5438 mainroads.qld.gov.au Fax: 4769 3244 Fax: 4152 3878 Email: cairns.office@ Email: cloncurry.office@ Email: bundaberg.office@ mainroads.qld.gov.au mainroads.qld.gov.au mainroads.qld.gov.au Fitzroy Region Gympie Office 50 River Road Rockhampton Office Gympie Qld 4570 31 Knight Street Ph: 5482 0333 North Rockhampton Qld 4701 Fax: 5482 0465 Ph: 4931 1500 Email: gympie.office@ Fax: 4927 5020 mainroads.qld.gov.au Email: rockhampton.office@ mainroads.qld.gov.au

© State of Queensland (Department of Main Roads) ISSN 1444-3120

Main Roads—Connecting Queensland Final Report July 2008–March 2009 Volume 1 of 2 Regional contacts 117 Department of Main Roads Final Report July 2008 – March 2009 Volume 2 of 2 www.mainroads.qld.gov.au