I am pleased to be able to present the annual report 2012–2013 and the annual accounts for the Ministry of Transport and Highways. I am pleased to present my inaugural report as Director General of the Department of Transport and Main Roads.
Financial performance
Our income
Administered revenue
Our expenses
Our liabilities
Our assets
Natural Disaster Relief and Recovery Arrangements
Increase is due to a greater number of items being placed on the sale market with a consequent loss on sale at book value. Increase is due to the increased work program which resulted in a higher level of accounts payable.
Queensland Government’s objectives for the community
Our performance
Our performance
Plan an integrated, reliable and cost-effective transport system
Strategies
Highlights
Planning, delivering and managing our transport systems
We have worked with tenants, maritime industry stakeholders and local authorities to reach consensus on an agreed plan for future port development. The implementation of the Cross River Rail Core Project (the flagship program of BIRS) is largely dependent on Australian Government funding.
Planning and making balanced investments in cost-effective transport infrastructure and services
This information enables the department to better understand the journey time performance of major roads across south east Queensland. The three-month trial ended on 30 June 2013 and was funded and managed by GCCC, with assistance from the department.
Developing and implementing integrated transport system policies and plans
Alleviating congestion through active transport options The Department promotes active transport as part of an integrated land use and transport system for Queensland. In 2013, the department published its Engineering Innovation guide within the Department for Transport and Main Roads to explain our new direction on engineering innovation to our industry partners.
Future priorities
Deliver transport infrastructure that supports economic growth and provides access to services for the community
Developing effective infrastructure programs and plans based on government priorities
We worked with Logan City Council to preserve the corridor for the Park Ridge Connector between Wembley Road in Browns Plains and Granger Road in Chambers Flat. This will improve safety for the heavy vehicle industry and connectivity to the Port of Mackay, and reduce congestion through Mackay.
Delivering effective infrastructure programs and plans based on government priorities
136 million in joint funding for the design and construction of phase 2 of the Gateway Upgrade South project. Construction of the light rail began in January 2012 and test tracks are scheduled to begin in 2014.
Maintaining transport system assets
This program involved the reconstruction of more than 300 km in the region, including work on key links such as the Bruce Highway, Peak Downs Highway, Fitzroy Developmental Road, Suttor Developmental Road and Bowen Developmental Road - the restoration of parts of the Warrego worth $72 million. When completed, sections of the highway will be more resistant to future extreme wet weather conditions. Construction was completed within budget and despite difficult terrain, extreme area restrictions due to flooding and an extended project scope.
In January 2013, ex-tropical cyclone Oswald and associated flooding caused significant damage to the northern approach of the Tallon Bridge. The reconstruction of the motorway (Victoria Street) by Cardwell will make the road safer and more resilient. The reconstruction of the first creek crossing began in November 2011 with four crossings completed by late 2012.
Construction of the permanent floodways at locations 1 and 7 is underway and is expected to be completed by November 2013.
Manage the transport system to improve safety, useability and customer service
- Achieving effective use and operation of the transport system
- Encouraging increased public transport patronage, cycling and walking
- Continuously improving front line customer service
- Providing fair access to public transport
- Encouraging improved safety of vehicles, vessels and trains
- Maximising the safety of people using the transport system
Providing public transport data for public transport and highways has been a major contributor to the Open Data website (www.data.qld.gov.au) in support of the Queensland Government Open Data Initiative. In response to feedback from Brisbane City Council, on 21 March 2013 the Queensland Government entrusted the council with responsibility for the Brisbane Transport component of the SEQ Bus Network Review. Disability Standards for Accessible Public Transport In June 2013, the Department made a submission to the Australian Government's Department of Infrastructure and Transport on the 2012 Review of the Disability Standards for Accessible Public Transport 2002 (Transport Standards).
In 2012-2013, the Rail Safety Regulator (the Department) carried out checks of railway rostering practices to ensure fatigue was being managed appropriately. At the request of the Queensland Government, the Australian Transport Safety Bureau launched an investigation into the accident. In 2012-2013, we began painting one-foot-wide double centerlines on certain 10-foot-wide sections of the Bruce Highway to improve safety.
In 2012-13, business continuity planning was extended to new areas of the department and processes were integrated into the department's existing systems.
Ensure a sustainable and capable workforce with effective processes and systems that ensure better delivery of transport outcomes
Ensuring an agile, capable and high performing workforce
In January 2013, we started implementing the Safety Improvement Plan 2012–14, which contributes to an incident-free working environment where every person comes to work and goes home safely. The plan includes actions and specific measures that encourage safety leadership, communication, systems and risk management that promote a safe and healthy work environment for all. We have also developed the 'Make your workplace safe' online course, which educates staff on identifying and resolving hazards in the workplace.
Webmail will help the department meet future challenges in workforce mobility, strengthen our ability to maintain operational resilience during business interruptions and provide a long-term solution to remote connectivity.
Improving the health and safety of workplaces through a culture of Zero Harm
The graphs clearly show a continued trend of improvement in safety performance, including consistent reductions in lost-work injuries, the number of days lost due to a work-related injury and in the calculated severity. This improvement can be attributed to the increase in prevention strategies and initiatives as well as improved injury management and rehabilitation practices. . 4HEÍ,OSTÍ4IMEÍ)NJURYÍ&REQUENCYÍ2ATEÍ,4)&2 ÍISÍAÍMEASUREÍOFÍTHEÍRATEÍOFÍINJURIESÍPERÍMILLIONÍ working hours. It is calculated by taking the total number of lost claims (LTIs), MULTIPLYINGÍTHATÍjGUREÍBYÍONEÍMILLIONÍANDÍDIVIDINGÍTHEÍTOTALÍBYÍTHEÍTOTALÍHOURSÍWORKÍ over the period.
But in the same period there was a significant reduction in the total number of working hours as a result of the staff reductions. Data sources: Workplace health and safety injury data obtained from Transport ANDÍ-AINÍ2OADSÍ3(%ÍENTERPRISEÍSAFETYÍMANAGEMENTÍSYSTEM. Lost Time Injury (LTI) is an injury that results in at least one full shift (day) being lost at a time after the shift (day) in which the injury occurred... ,OSTÍ4IMEÍ)NJURYÍ&REQUENCYÍ2ATEÍ,4)&2 ÍISÍTHEÍNUMÍOFÍLOSTÍTIMEÍINSCURSIONSÍPERÍMILLION HOURS WORKED Days lost is the number of full shifts (working days) lost due to a lost work injury.
Ensuring effective business systems and processes, and value for money
This was implemented as part of the Queensland Government's strategy to locate staff outside the CBD. The introduction of Voice over Internet Protocol (VOIP) has reduced the costs associated with relocations, additional telephone services and changes to external providers. VOIP supports load balancing in call centers, improving departmental capacity for improved performance.
In 2012–13, we established the Chief Procurement Office (CPO) headed by a Chief Procurement Officer, centralizing most of the department's dedicated procurement resources. The CPO is responsible for embedding reform and delivering the benefits of better procurement for Transport and Main Roads to achieve a savings target of $240 million by 2015–16. Additionally, in response to the 2012 Queensland Government ICT Audit, the department will receive an increased focus on effective ICT procurement and contract management.
Automation has achieved a 50 percent reduction in the service center's phone-initiated contacts, saving three full-time positions without affecting service levels.
Corporate governance
Corporate governance
Our organisational structure
Organisational structure as at 30 June 2013
Our Board of Management
Graham Fraine
Matthew Longland
Ryan Huelin
Paul Smith
Nicole Bunning
Corporate governance framework
Accountability structure
Board of Management
Governance committees
Audit and Risk Committee
Portfolio Budget Review Committee
Director-General
Infrastructure Investment Committee
Information and Systems Committee
People and Culture Committee
Safety and Wellbeing Committee
Ethics and Conduct
Fraud and corruption control
Risk management and accountability
Managing safety risk
Internal audit
External scrutiny
Planning and reporting
Human resources management
Location and contact details for our Customer Service Centers can be found on page 102. These results are indicative of the employee separations that took place during a program of redundancies in 2012-13. Explanatory note: Because separation rates and retention rates are calculated using different formulas, the overall rates do not add up to 100 percent.
At the end of this period, and where it was deemed that continued attempts at continuous placement were no longer appropriate, employees who had yet to be placed were terminated and paid a severance package.
Information systems and recordkeeping
Appendices
Performance statements
Transport system planning
Investment and program development
Transport infrastructure delivery
Transport system management, operation and regulation
The overall satisfaction index for taxi users in Queensland (including South East Queensland and regional Queensland) increased by two points to 65 in 2012-2013. 3. The year-end result for 2012-2013 for Traveltrain is above target/estimate for 2012-2013 because patronage was lower than forecast.
Patronage continues to be green, but public transport continues to compete with high rates of car ownership and abundant parking availability in major regional centres. Í The 2012-13 result is an estimate based on preliminary information from Queensland Rail to Transport and Main Roads and is subject to change following the completion of end-of-year reconciliation. Ratings of public transport users' satisfaction according to the type of service (on a scale from 1 to 100) - regional city bus (as ordered by the state).
Transport safety
RoadTek
TransLink
- Legislation administered by the department
- Related entities (statutory bodies and other entities)
- Boards and committees
- Camera Detected Offence Program
To provide passenger transport services (over and under rail) and under the rail freight network, including contracts with the Department of Transport and Main Roads. Transportation Research Board Conference Report back seminar of 'RIFjTHÍ5NIVERSITYÍ5NIVERSITYÍOF1UEENSLANDÍ .. and Queensland University of Technology for Transport and Highways. Austroads Ltd qÍAustroads is part of a national network of government agencies, academic institutions and private sector companies that all contribute to delivering essential research and development activities that are essential to the ongoing progress of the transport sector and its strong contribution to the Australian economy . . qÍAustroads is part of the institutional arrangements under the Standing Council for Transport and Infrastructure and 4RANSPORTÍANDÍ)NFRASTRUCTUREÍ3ENIORÍ/FjCIALSÍ#OMMITTEEÍ qÍAustroads has played a central role in supporting the work with.
QTLC is the highest advisory body of the freight and logistics industry to the government, representing the INDUSTRYÍTOÍINKUENCEÍPOLICY REGULATIONÍINFRASTRUCTUREÍPLANNINGÍANDÍ investments. 3IGNIjCANTÍ Environmental Areas Steering Committee (begun December 2011) .. qÍAssesses areas of the government-sponsored transportation infrastructure corridors and assets deemed to have the highest environmental or conservation value to determine whether they SHOULD BE DESIGNATEDÍASÍ3IGNIjCANTÍ%NVIRONMENTALÍ!REAS qÍIncludes members of Transportation and Major Roads , department. Ministry of Transport and Main Roads 4.307. including road safety enforcement initiatives) 30,177 Department of Treasury and Trade.
Transport and Main Roads and the Queensland Police Service had additional expenditure in 2012-13 which was paid for from surpluses from previous years.
Community attitudes
Transport operator payments
CALDWELL, DAVID S & LISA J ATF DALIBRA FAMILY TRUST ÍÍ CALLIDE COACHES PTY LTD ACN ATF DIE MJ MOSCHIONI. EDYVEAN, JOHN G & YVONNE L T/A LAIDLEY TAXI SERVICE ÍÍ EDYVEAN, JOHN G & YVONNE L T/A LOWOOD TAXI SERVICE $5,552. HOUSTON, WESLEY P & SHARON J ATF W & S HOUSTON FAMILY TRUST $52,604 HOWE, DAVID F T/A MACLEAY ISLAND TAXI & HUURMOTORDIENS ÍÍ.
Glossary
QTRIP Queensland Transport and Roads Investment Program REEFVTS 'REATÍ"ARRIERÍ2EEFÍANDÍ4ORRESÍ3TRAITÍ6ESSELÍ4RAFjCÍ3ERVICE SAP Systems Applications and Products. TCDP Transport Coordination and Delivery Plan TIDS Transport Infrastructure Development Scheme TLWAG Transport and Logistics Proto Internet Voice Advisory Group.
Index
10 Ministry of Transport and Main Roads (excluding RoadTek) - Statement of comprehensive income for the year ended 30 June 2013 Financial summary 13 11 Ministry of Transport and Main Roads (excluding RoadTek) - Statement of financial position as at 30 June 2013 Financial Summary 14 .
Transport and Main Roads regional map including customer service centres
Customer service centres
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