tfnsw-corporate-plan-towards-2017

TOWARDS 2017
© State of NSW through Transport for NSW
August 2014. ISBN 978-1-922030-80-1

Secretary’s message
We make connections, create new possibilities
and deliver value. This revised and updated
Corporate Plan articulates our priorities
through to 2017 and how we will meet
customer, stakeholder and government
objectives for developing the transport system.
Every day we touch the lives of millions of
people, helping them travel, do business and
connect. If we can do this in a streamlined and
integrated way – a better way – individuals
can get more out of life, communities can
flourish, and businesses can grow. That’s the
difference we can make, every day.
We have a tremendous opportunity to
make a positive impact for customers
and businesses. The past three years
are testament to how much you have all
achieved in delivering customer-focused
services and infrastructure, and creating
economic opportunity. There is much more
to do, and a quick look at our forward year
program of works is evidence of the huge
ongoing task.
We have significant public transport and
road initiatives underway or scheduled
to begin soon that will have far-reaching
implications for the cities we live in, rural and
regional communities, and how people use
and interact with the transport system.
Supporting the delivery of better community
outcomes, we will build a better business
that is internally agile, structured to deliver
for our customers and stakeholders, and
where information and ideas can flow easily
and quickly. By building a better business,
we will also deliver a better future – for our
customers, and for all people within our
organisation.
The revised Corporate Plan sharpens our
forward-looking focus through to 2017 within
the context of our overarching five-year plan,
Connections. To achieve this we will work
with five strategic priorities in this revised
Corporate Plan, replacing the strategic
themes in Connections. We need to engage
as individuals and teams to bring them to life
and drive our future success.
I ask that each of you become familiar with
our high-level priorities, and through your
teams, actively contribute to make a lasting
and defining difference for our customers.
David Stewart
Secretary

Our people
Our ability to make New South Wales a better place to live, do business and visit depends on the
quality of our people. To effectively manage and shape the future of the whole transport system
we must attract, develop and retain a talented and diverse team that is able to work together to
deliver the best outcomes for the customer.
The revised Corporate Plan puts Transport for NSW on course for an ambitious journey to
building a cluster that responds efficiently and effectively to change. Not only will we need to
build our capability to respond to existing challenges, we will need to continually develop so that
we can actively address the challenges of the future.
We know that the success of a team is directly linked to the effectiveness of its leaders. To ensure
our success we will attract and cultivate leaders who operate in accordance with our values of
Customer Focus, Collaboration, Solutions, Safety and Integrity, and who drive organisation results
through continuing change.
Our People Plan sets out in more detail the strategies we are investing in to develop an
organisation focused on delivering transport solutions that add real value to people’s lives,
businesses and communities.

Transport’s task
Key current and expected forward year
challenges impacting the transport system
have been identified and shape the revised
Corporate Plan. Our key challenges over
2014–2017 include:
gg
Integrating transport modes to meet customer
needs and provide a seamless and easy door-todoor
travel experience
gg
Removing barriers and bottlenecks for economic
growth, allowing for improved productivity and
employment opportunity
gg
Meeting the needs of an ageing population
through the provision of accessible and inclusive
transport services and infrastructure
gg
Providing essential access, services and
infrastructure to rural and regional communities
to provide increased opportunity for mobility and
economic activity
gg
Developing sustainable resourcing and funding
models and systems to ensure the ongoing
viability of the transport network
gg
Harnessing technological developments and
innovation to improve customer and stakeholder
experience
gg
Ensuring that we can respond to the potential
impacts of a changing climate
gg
Continuing to build people and business
capability and adding value through collaboration.
To support the transport task and tackle our
challenges, we will improve resource allocation
and operate a financially responsible business.
This will be achieved through embedding
improved systems and processes, and focusing
on the strategies and activities that deliver
the best outcomes for our customers and our
people.
Key to achieving our high level outcomes is
Transport’s commitment to delivering value for
money in all that we invest in and do. Transport
for NSW is currently making the tough and
necessary decisions to improve the financial
sustainability of the cluster while supporting
the activities and strategies to deliver on our
commitments, customer expectations, and
ongoing programs of work.
Our approach to maximising value for money
combines three interrelated elements –
effectiveness, efficiency and economy.
1
Effectiveness: investing wisely in outputs
that contribute to Transport cluster’s desired
transport outcomes
2
Efficiency: optimising the quantity and quality
of our outputs for a given level of inputs
3Economy: procuring the input resources we
need at the right price and specifications.

Priorities, goals and
success indicators
Five key priorities have been identified for the next three years, addressing the unique challenges
we face in developing an integrated and customer-focused transport system.
These priorities are in alignment with our legislative objectives and high level organisational
outcomes, and will drive us to deliver better customer outcomes and to be a better business.
We will regularly review our progress against the priorities in this plan, and adapt and respond to
changes and developments in this challenging and changing environment.
1
Focus on the customer
2
3
4
5
Increased productivity and economic
development
Innovation and excellence in transport delivery
A safer and more sustainable transport system
An agile, high-performing and collaborative
business.

1
Priority 1
Focus on the customer
Responsive and easy-to-use customerfocused
services and infrastructure will
continue to be developed and delivered,
allowing our customers to maximise their
use and benefit of the transport system.
In the short to medium term we will focus on
delivering an integrated transport system,
providing customers with a consistently high
level of customer experience, no matter if they
travel on public transport, use the road network
or waterways, or participate in active transport.
We will continue to review how customers
interact with the transport system, building on
the customer value proposition work that has
been undertaken. The ongoing work to put the
customer at the centre of everything we do, will
ensure that we can present a holistic forwardlooking
view on how an integrated transport
system will function, operate and interact with
our customers, providing a seamless interaction
of public, road and active transport modes.
As an innovative and forward-looking
organisation we will also ensure that we increase
the channels through which we communicate
with our customers, with a particular focus on
digital mediums, and increase the diversity
of our workforce to better understand and
deliver the needs of our customers.
Our focus for 2014–2017
1. More effective service delivery, driving
higher levels of customer satisfaction
2. A more reliable, convenient, and
easy to use transport system
3. Customer enablement to deliver tailored
individual service delivery.
Key initiatives for 2014–2017
gg
Encourage increased public transport usage
through improved transport services
g gLeverage Opal project to increase patronage
g gProvide a modern, flexible and sustainable
licensing and vehicle registration system
g gEngage with customers to influence
perceptions and behaviours
g gDeliver new and improved transport infrastructure
to improve customer satisfaction.
Success indicators
• Customer satisfaction with transport services
• Patronage/ridership on public transport
services
• Effectiveness of transport services
• Inclusiveness of transport services.

2 Priority 2
Increased productivity and economic development
A better and smarter transport system will be
developed to underpin increased economic activity
and productivity. Reducing congestion, efficient
freight movement and improved land use and
network planning will help ensure that a connected
transport system helps grow the economy.
In our regions, vital agricultural and resource
industries rely on transport to connect goods
with domestic and international markets, with the
transport component often the single biggest
cost facing these industries and the single biggest
opportunity for improving their productivity and
competitiveness. We will continue to work with
third-party operators, our investment partners,
freight owners and freight transport operators to
improve the efficiency of freight supply chains.
We will focus on working with our partners
to ensure that complying with regulations is
simple and affordable, and to lift behaviour
from compliance to best practice.
Our focus for 2014–2017
1. A freight network that efficiently supports
the projected growth of the NSW economy
2. Improved end-to-end travel time
for reliability for businesses
3. Increased efficiency and better capacity
utilisation across the network
4. Improved Travel Demand Management.
Key initiatives for 2014–2017
gg
Use an effective evidence base, including realtime
information on system performance, to drive
investment and system improvement
gg
Increase network efficiency, focusing
on non-capital responses
gg
Create an integrated Transport Management Centre
gg
Explore the shaping of future travel
demand to improve productivity.
Success indicators
• Freight movement
• Travel-time reliability
• Proximity to transport services and key
infrastructure
• Work trip distance and time.

3 Priority 3
Innovation and excellence in transport delivery
Innovative and successful projects that focus
on delivering better customer benefits will be
developed and implemented, improving how
we work and the outcomes we deliver. Better
services and infrastructure will be provided
by our delivery partners by benchmarking to
world-class standards and structuring their
businesses to put the customer first.
Successful innovation will be underpinned
by embracing customer insight, engaging
with stakeholders and customers, and
tailoring our delivery to ensure we target
and use the best channels available.
A key point of success will be the embedding of an
enduring, transparent and value-add partnership
between Transport for NSW and the public
delivery partners of Sydney Trains, NSW Trains,
Roads and Maritime Services and State Transit.
Our focus for 2014–2017
1. Successful delivery of innovative
and cutting edge projects
2. Value for money transport solutions
3. A reputation for delivery of world-class
transport infrastructure and services.
Key initiatives for 2014–2017
gg
Deliver on government commitments and
planned key transport outcomes
gg
Plan for longer-term transport solutions
gg
Consider strategic commissioning and
contestability to promote value for money.
Success indicators
• Continuously improve and innovate
• Transport infrastructure condition
• Improved adaptability.

4 Priority 4
A safer and more sustainable transport system
Safety can always be improved. Our strong
safety culture drives collaboration across the
cluster, working to improve safety, minimise
and reduce the likelihood and consequences of
safety incidents and promoting more responsible
use of the system. We will build on this to
deliver a safer transport system for everyone
that interacts with the transport system.
Complementing improved safety is a sustainable
transport system. We will focus on conserving
and enhancing air, water, soils, energy, resources
and other aspects in the environment needed
for biodiversity and our communities.
A sustainable transport system should both
protect the environment, locally and globally and
ensure that the social and economic needs of
the present are met without comprising future
generations’ ability to meet their own needs.
Our focus for 2014–2017
1. Safer public transport, roads, and waterways
2. Safer employees and contractors
3. Programs and legislation that encourage
people to use the transport system safely
4. Provide and promote sustainable transport options.
Key initiatives for 2014–2017
gg
Continue and improve current safety programs
gg
Improve road, maritime and level-crossing
safety across NSW
gg
Implement initiatives that support sustainability,
public and active transport choices
gg
Embed safety and environmental
considerations in planning, development,
delivery and operations of transport.
Success indicators
• Safety of transport users
• Workplace Health and Safety
• Transport greenhouse emissions
• Transport-related environmental incidents
• Active transport participation.

5 Priority 5
An agile, high-performing and collaborative business
We are building an organisation that responds
efficiently and effectively to change, whether it is
a change in operating environments or a change
in the needs of our customers. Change will require
new things of us – new ways of working with each
other, our customers and stakeholders, using new
or enhanced capabilities, and responding with more
agility and flexibility to increasingly complex issues.
Our people are essential to the successful delivery
of our priorities. Continued investment in attracting,
developing and retaining a talented and diverse
workforce that is able to deliver the best outcomes
for the customer will be a key focus through to
2017 as we build the businesses of the future.
Better corporate governance will support
our capacity to reach improved decisions in
an agile, streamlined and time-effective way.
We will also improve our resource allocation
governance, processes and systems that will
provide the cluster and stakeholders with
a strong, effective and transparent method
of allocating scarce taxpayer dollars.
Our focus for 2014–2017
1. Improved financial management, resourcing and
certainty to better deliver community outcomes
2. Creating a high-performing diverse and inclusive
organisation and organisational capability that
supports delivery of business outcomes
3. Best practice governance arrangements and improved
integration of people, systems and processes.
Key initiatives for 2014–2017
gg
Underpin transport investment through
agreed plans and strategies
gg
Establish comprehensive benefit realisation
frameworks to inform policy, resource
allocation, planning and delivery functions
gg
Explore policy options to support a
financially sustainable transport system
gg
Implement the transport reforms, including
the formation of entities such as Asset Co.
gg
Build people capability in key skill areas,
through ongoing development, training
and recruitment with a focus on leadership,
commercial, contract and economic capability
gg
Deliver effective and efficient internal
systems and processes to improve
performance and delivery of outcomes
gg
Embed a collaborative culture that seeks to create value
with each other, our customers and stakeholders.
Success indicators
• High-performing organisation
• Capability and capacity of our organisation
• Value for money
• Reliability and effectiveness of business
systems
• Delivery of efficiencies.