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O Letter of transmittal Our communication objective October 2008 The Honourable John Mickel MP Minister for Transport, Trade, Employment and Industrial Relations Level 6 Neville Bonner Building 75 William Street Brisbane Qld 4000 Dear Minister I am pleased to present the Annual Report 2007–08 for Queensland Transport. I certify that this annual report meets the prescribed requirements of the Financial Administration and Audit Act 1977 (FAA Act) and the Financial Management Standard 1997 (FMS) particularly with regard to reporting this agency’s governance arrangements, objectives, functions and performance, as well as the agency’s additional reporting and tabling obligations for this report. A checklist outlining the governance, performance, reporting and procedure obligations contained in the legislation can be accessed at <http://www.transport.qld.com.au>. Yours sincerely David Stewart Acting Director-General Queensland Transport Queensland Transport’s Annual Report is part of a group of documents including the Queensland Transport Strategic Plan 2007–11 and Ministerial Portfolio Statements 2007–08 (now Agency Service Delivery Statements) that inform the Minister for Transport, Trade, Employment and Industrial Relations and Parliament of Queensland Transport’s financial and non-financial performance and activities. It is a major accountability tool that enables the minister to assess the efficiency, effectiveness and economy of the department, as required under the Financial Administration and Audit Act 1977. Our audience also includes local, state and federal government organisations, our staff, industry groups, special interest groups and the wider community. This report aims to provide these groups with a summary of the department’s performance against the five key result areas (KRAs) outlined in the Queensland Transport Strategic Plan 2007– 2011. Queensland Transport’s Statement of affairs is also reported on page 132 in this report. Our department welcomes your comments or feedback about this report and a form is provided for this purpose on page 213. Queensland Transport’s Annual Report is available from: Corporate Planning and Strategic Performance Unit Governance and Planning Branch, Corporate Division Queensland Transport GPO Box 1549 Brisbane Qld 4001 Telephone: 3306 7228 Fax: 3306 7548 Web: <http://www.transport.qld.com.au> Overview Volume 1 Table of contents Overview 1–11 Letter of transmittal i Our communication objective i Highlights of 2007–08 2 Our vision, mission and history 3 Transport system contributions to government 4 Queensland’s transport system 5 Acting director-general’s report 6–7 Financial summary 8–9 Key trends highlighted 10–11 Section one – Our organisation 12-32 Management structure 14 Organisational structure 15 Our divisions profiled 18 Corporate Office 18 Information Management 19 Integrated Transport Planning 20 Land Transport and Safety 21 Passenger Transport 23 Rail, Ports and Freight 24 Services 26 Trade Queensland 27 Statement of affairs 132 Legislation administered 133 Section four – Our people 136–144 Full-time equivalent comparison 138 Women’s initiatives 139 Equal employment opportunity 140 Human resource policy initiatives 140 Workplace health and safety 141 Corporate learning programs 142 Industrial relations 144 Our agencies profiled 28 Maritime Safety Queensland 28 TransLink 29 Our offices profiled 30 Infrastructure Program office 30 Transport Policy office 31 Appendices 146–215 Statutory reports 148 Code of Conduct 148 Consultancies 148 Marine Board report 148 Overseas travel 149 Percentage of women on boards 158 Public sector ethics 158 Queensland Transport governance supported infrastructure listing 159 Recordkeeping 162 Reporting arrangements 163 Shared Service Initiative 164 Voluntary early retirement 164 Whistleblower disclosure statistics 165 2007–08 Output performance measure tables 166 Publications 175 Committees/advisory groups associated with Queensland Transport 177 Rail safety 2007–08 external forums 182 Implementation of recommendations arising from TravelSafe Reports Numbers 46–50 183 Passenger transport payments 192 Customer service centre locations 204 Contact information 206 Index of annual report compliance 208 Glossary 209 Index 210 Feedback form 213 Overview Section two – Our performance 34–119 Queensland Transport Outputs 36 Key result areas 38 Transport leadership 38 System stewardship 47 Service and infrastructure delivery 72 Effective relationships 79 Capable organisation 83 Performance reports 89 Safety report 89 Rail 89 Road 90 Marine 93 Camera Detected Offence Program report 98 Environment report 101 TravelSafe Committee recommendations progress report 113 Trade Queensland report 114 Section three – Managing our business 120–134 Internal Audit report 122 Corporate governance report 127 Highlights of 2007–08 Key result area 1: Transport leadership • Released the TransLink Network Plan • Implemented National Transport Policy reforms • Published the Review of the Current Port Competition and Regulation in Queensland Refer to pages 38–46 for more information System stewardship Key result area 2: • Conducted the Brisbane north TravelSmart Communities Program • Opened the Inner Northern Busway and Transport Information Centre • Increased the number of accessible taxis across Queensland • Increased patronage of public transport in south east Queensland by 4.6 per cent • Increased accessibility to public transport through the introduction of the TransLink go card integrated ticketing system across south east Queensland • Progressed initiatives for development of the Surat Basin Railway • Continued the Torres Strait Marine Safety Program • Implemented road safety initiatives including programs for young drivers, drug driving testing, fixed speed cameras and fatigue related heavy vehicle changes • Progressed reforms to the Heavy Vehicle Driver Fatigue Code of Practice Refer to pages 47–71 for more information • Maintained customer satisfaction with the transport system • Increased the number of online transactions • Reduced the cost of vehicle registration renewals • Led the planning and implementation of the South East Queensland Infrastructure Plan and Program 2008–26 • Upgraded pontoons and mooring facilities across Queensland Refer to pages 72–78 for more information Key result area 4: Effective relationships • Conducted community meetings for several major projects • Consulted with commercial fishers on vessel safety equipment • Continued the Indigenous Driver Licensing Program to enhance community safety • Worked with Environmental Protection Agency officers on the Moreton Bay Park Zoning Plan review Refer to pages 79–82 for more information Key result area 5: Capable organisation • Improved overall staff satisfaction • Continued the Graduate Program • Introduced complaints management systems Refer to page 83–89 for more information ‘Busway’ Key result area 3: Service and infrastructure delivery Overview Our vision Better transport for Queensland – Connecting people, places, goods and services to enhance economic, social and environmental well-being. enhancing the economic, social and environmental well-being of all Queenslanders. Our history The Department of Transport was established in 1947 under the State Transport Facilities Act 1946 as a result of the rapid growth in motor vehicles and passenger and freight transport in Queensland. Originally the functions of the department included: the determination of traffic routes, transport rules and regulations; timetables; inspection of machinery and motor vehicles; registration of vehicles; issuing of licences; the development of transport infrastructure to support economic development, ticket pricing; construction and maintenance of railways; collection of annual motor vehicle fees; and the electrification of rail transport. In the late 1940s the department took on the additional responsibilities of water and air transport regulation. Our mission To develop, lead and manage transport in Queensland which is safe, secure, efficient, inclusive, ecologically sustainable and promotes a strong economy. Delivery of this vision and mission can only be achieved through partnerships and alliances across government, industry and the community. Queensland Transport leads a strong network of partnerships and alliances working together to connect people, places, goods and services thereby In 1976, the department also took over responsibility from the police for issuing driver licences. The year 1989 saw significant change for transport administration in Queensland. That year Queensland Transport was created through the amalgamation of the Departments of Harbours and Marine, Main Roads, Transport and Queensland Railways. In 1991 Queensland Rail split from Queensland Transport and in 1996, Main Roads and Queensland Transport once again separated into two departments. Maritime Safety Queensland was established as an agency in 2002. Section 3 of the Public Service Departmental Arrangements Notice (No.5) 1997 declared the Department of Transport to be a department for the purposes of the Public Service Act 1996. This section commenced on 1 December 1997 (made in Government-in-Council on 6 November 1997, and gazetted 7 November 1997). The very first petrol-driven vehicle was imported into the state in 1900. Queensland now has almost 4.1 million registered vehicles. Queensland’s rail network has grown from 34 kilometres in 1865 to nearly 9,800 kilometres of rail corridor today. Air travel began with QANTAS services in 1920 and now Queensland has 130 airports in operation, including two of Australia’s largest international airports. Queensland’s ports have also played an important role in the state’s growth. Queensland’s 20 ports process over 8,210 ships with 227 million tonnes of goods each year. Queensland Transport has grown to provide a wide range of services from vehicle and vessel registrations, licensing, and management of transport infrastructure. In addition, Queensland Transport influences driver and boating behaviour through education and compliance programs. The department ensures the integrated management and development of the transport system by setting strategic directions, coordinated policy development and performance management. Queensland Transport continues its commitment to meet the challenges of the safety and security of the transport system, environmental impacts and an increasing freight task. References: History of Transport in Queensland and Queensland State Archives Overview How the transport system contributes to Queensland Government outcomes Through our vision and mission, Queensland Transport contributes to the transport system by delivering the following towards Queensland Government outcomes: A strong diversified economy • An integrated, efficient and reliable transport system, designed to improve the global competitiveness and sustainability of Queensland commerce, industry and communities • A fair, socially cohesive and culturally vibrant society • An inclusive transport system that promotes fair and affordable access and mobility while respecting the needs and views of diverse community groups Safe and secure communities • A people-friendly transport system that protects the safety and security of the people who use it and are affected by it A clean, liveable and healthy environment and maintenance of the natural resource base • A sustainable transport system that minimises adverse impacts on the environment and meets the needs of current generations without imposing unreasonable costs on future generations. Queensland Transport’s key result areas support the Queensland Government core priorities of: • Building on economic success • Embracing growth in cities and regions • Fostering healthy individuals and communities • Strengthening educational outcomes • Managing climate change and protecting the environment • Strengthening Indigenous communities • Modernising the federation and delivering accountable government. Queensland’s transport system Queensland’s statistics: 1.73 million square kilometres 7,400 kilometres of coastline, 13,350 kilometres including islands 4.288 million residents A snapshot of Queensland’s transport system: 9,798 kilometres of rail corridor 181,000 kilometres of road network, of which 33,000 kilometres are state controlled 130 airports (including two of Australia’s largest international airports) 20 ports 5,156 accredited transport operators 50,229 authorised drivers of public transport 239,760 passengers carried on subsidised air services 8 subsidised long-distance bus contracts 23 taxi services contracts throughout Queensland 3,138 licensed taxis throughout the state 76 rural and remote communities that are directly supported by subsidised air and long distance bus services 2.92 million licensed vehicle drivers 4.08 million registered vehicles 222,381 registered recreational vessels 5,621 registered commercial vessels 2007–08 in Queensland: The movement of freight over land exceeded 67 billion tonne kilometres An estimated 227 million tonnes of goods passed through Queensland ports 8,210 vessels arrived at Queensland ports Vehicles throughout the state travelled over 47 billion kilometres in total Passengers made 169.931 million trips on bus, rail and ferry services in south east Queensland. Data and reference sources include: Australian Bureau of Statistics (ABS) Ministerial Portfolio Statement 2007–08, Minister for Transport, Trade, Employment and Industrial Relations (now Agency Service Delivery Statements) Queensland Transport. Overview Acting director-general’s report many public transport and customer service improvements. As you read through the David Stewart is the Acting Director-General of Queensland Transport, a role he commenced report, please keep achievements contained in this in June 2008. David also maintains a role supporting the Premier on Urban Congestion. the key role played by Bruce Wilson. in mind David Stewart joined the Queensland Government as Deputy Meeting the transport September 2006. He was Coordinator-General in challenge in south east responsible for the delivery of the $9 billion South East Queensland Water Grid within the Department of Queensland Infrastructure and Planning. Prior to joining the Queensland Government, David of south east Queensland City As the population was a member of Brisbane Council’s Executive Management Team, where he led the Major Infrastructure Projects Office. This Office was continues to grow, we have continued our responsible for delivery of a considerable number of Council’scomprehensive including the Public future transport major projects program to ensure Private Partnership to deliver the $2 billion North-South Bypass Tunnel, the feasibilityThis includes: into Airport Link, and needs are met. study looking the $70 million Green Bridge project. Contributing to the development of a whole-of government Congestion His career, spanning some 25 years, has predominantly been in the public sector, although he has worked for Management Strategy. consultants and contractors both in Australia and in the United Kingdom delivering civil infrastructure projects. A strong planning framework to provide for future corridors and capacity He is a Chartered Civil Engineer and holds Masters Degrees in Business and Engineering Science and has improvements. Examples underway are the completed an executive program at Harvard University looking at private sector involvement in the delivery of Ipswich-Springfield Corridor Realignment infrastructure. Study and key pilot studies in Ipswich, the Gold Coast and Sunshine Coast which will work towards Since I came into this role in June 2008, I have had the opportunity to see the excellent achievements of the department across Queensland. I am particularly impressed with the professional operation of the department. Before I begin my report, I would like to draw your attention to the person who very competently led the organisation for over 12 years—Bruce Wilson. His leadership effectively guided Queensland Transport to numerous achievements including: the creation of TransLink, the development of busways, major road safety initiatives, major rail and port reforms and Carried out consultation with commercial fishers and their peak industry associations regarding new national commercial vessel safety equipment requirements for all classes of commercial and fishing ships. Safety and security Safety and security on road, rail and water remain high priorities for the department. Many initiatives are listed in the report. In particular I note: Successful implementation of various road safety initiatives including: young driver licensing, drug driving testing, fixed speed cameras, and motorbike licence changes. Over 3,100 taxis across the state will have security cameras with data storage and download facilities by the end of 2008. Implementation of the Torres Strait Marine Safety Program. Rolled-out the Heavy Vehicle Code of Practice which will help industry to better understand vehicle inspection requirements and their responsibilities to achieve the required standard. Continued to provide leadership in transport security. The Transport Security (Counter-Terrorism)Bill 2008 was introduced into the Queensland Parliament. Coordination and liaison with Australian and Queensland Government agencies and surface transport operators also continued. creating communities that are close to major services and activities which support active transport modes such as walking, cycling, as well as public transport. Completion of a number of infrastructure projects under the South East Queensland Infrastructure Plan and Program 2008–26. In particular, the opening of the Inner Northern Busway ahead of schedule. This is an innovative joint rail and bus station located at King George Square. Continued strong growth in public transport patronage—with 8.9 million more passengers in 2007–08. Pursuit of more sustainable transport through TravelSmart, promotion of cycling and walking and a number of other wholeof-government initiatives. Regional transport initiatives There has been a wide range of substantial achievements across regional Queensland, as diverse as: Queensland Transport has progressed initiatives for the development of the Surat Basin Railway which will facilitate the opening up of an estimated 4 billion tonnes of coal in the Dawson Valley. This also has the potential to redirect existing coal traffic away from Brisbane to Gladstone, thereby freeing up critical rail capacity through Brisbane. qconnect is a distinctive and consistent branding of all passenger transport services in regional Queensland—including buses, ferries and subsidised air services. The qconnect fares initiative is expected to produce a 25 per cent increase in patronage in some regional centres. At least 35 communities in regional and rural Queensland have for the first time, access to wheelchair accessible taxi services. Continuing the Indigenous Driver Licensing Program. Engaging with communities to make learning about road rules and responsible driving more accessible to drivers. Overview Our people For me, people and relationships are paramount and I feel very privileged to lead Queensland Transport’s great team. As we continue to focus on the strong relationships we have with our customers and stakeholders, we will strive to deliver better transport for Queensland. David Stewart Financial summary This summary provides a brief overview of the department’s financial performance and financial position for the 2007–08 financial year and significant events that have occurred during the year. A comprehensive financial report is provided in Volume 2 of this Annual Report and in electronic form on the CD attached to this volume of the document. Overview The following graph provides an overview of the department’s financial statements for the past five years. Whilst income and expenditure has increased consistently over those years, the non-current asset base has increased substantially in the last four financial years. This trend will continue to progress with the implementation of the South East Queensland Infrastructure Plan and Program 2008–26 including the Northern Busway between the Royal Children’s Hospital and Kedron and construction of the Eastern Busway. Figure 1 Departmental five year overview Income Income for the year increased by $333.7 million over 2007–08. The increase was mainly attributable to an increase of $269.1 million in appropriations received from Treasury to assist Queensland Transport in delivering better, more accessible and more sustainable transport options for Queensland. Fare revenue increased by $27.7 million to $252.05 million due to continuing patronage growth that was influenced by external factors such as rises in fuel prices and interest rates and more accessibility to public transport due to the roll-out of the TransLink go card integrated ticketing system across south east Queensland. Figure 2 Departmental income for year ended 30 June 2008 Expenses Expenses for the year increased by $329.5 million over 2007–08 which was attributable to increases of $149.4 million in Queensland Rail Limited service costs which included funding for disability access programs and an increase in contract payments to TransLink operators of $47.5 million directly as a result of increasing fuel prices. These increases should be viewed in line with the sustained growth on TransLink’s public transport services including the launch of the go card in February 2008 and continued implementation of public transport improvements as outlined in the TransLink Network Plan. Figure 3 Annual expenditure by Outputs Non-current assets Non-current assets for the year increased by $572.1 million due to the capitalisation and subsequent revaluation of the TransLink go card integrated ticketing system and the completion of the $333.4 million Inner Northern Busway, one of the prime examples of bus and rail integration in the country, linking hundreds of bus and rail services every day at Roma Street Station. Figure 4 Non-current asset split as at 30 June 2008 Key trends highlighted Patronage Figure 5 Number of passenger trips taken in the TransLink area of operations Refer to page 52 Our performance KRA 2 key performance indicator (KPI) 3 for further information and page 172 Public Transport Service Output Performance Table for the data table. Figure 6 Number of passenger trips taken by bus (in regional urban areas) Refer to page 50 of Our performance KRA 2 KPI 2 for more information and page 172 Public Transport Service Output Performance Table for the data table. Figure 7 Number of passenger trips taken in taxis (under the Taxi Subsidy Scheme) Refer to page 59 of Our performance KRA 2 KPI 7 for more information and page 172 Public Transport Service Output Performance Table for the data table. Customer service delivery Figure 8 Customer service For more information regarding percentage of calls answered and queue wait times refer to pages 74–75 of Our performance KRA3 KPI2, and page 168 Road Use Management Output Performance Tables. Road safety Figure 9 Road fatalities per 100,000 population Refer to page 62 Our Performance KRA 2 KPI 9, pages 90–92 Road Safety Report and page 168 Road Use Management Output Performance Table for more information. 1 Annual Report 2007–08 12 Our organisation | Section 1 Queensland Transport Annual Report 2007–08 13 Our organisation Management structure Queensland Transport’s transport leadership team (TLT) is made up of the Director-General, two Deputy Directors-General, eight Executive Directors, three General Managers and one Director. The role of the TLT is to work together as a team to: show leadership by providing a clear, consistent and cohesive vision for the future create a workplace that supports teamwork as well as the development and success of our people continue to work well with external stakeholders ensure clear direction for the delivery of transport outcomes steer the business of Queensland Transport. Members of the TLT value, involve and support staff through openness, respect, integrity and excellence. Note: Bruce Wilson was Director-General until 23 June 2008. David Stewart commenced in the role of acting Director-General from 23 June 2008 (refer to the Acting Director-General’s Report on page 67). 1 Section | organisation Organisational structure Organisation structure 2008 Figure 10 Organisational chart – Senior positions with permanent or acting occupants – 7 April 2008 Office of the Director-General Director-General (until 23 June 2008) Bruce Wilson Acting Director-General (from 23 June 2008) David Stewart Offices of the Deputy Directors-General Deputy Director-General – Services and Regulatory John Glaister Deputy Director-General – Infrastructure and Planning Paul Low Our divisions: Corporate Office Executive Director – Jack Noye Refer to the Corporate Office division profile on pages 18–19 for more information. Information Management Executive Director and Chief Information Officer – Cathi Taylor Refer to the Information Management division profile on pages 19–20 for more information. Integrated Transport Planning Executive Director – Mark Cridland Refer to the Integrated Transport Planning division profile on pages 20–21 for more information. Land Transport and Safety Executive Director – Judy Oswin Refer to the Land Transport and Safety division profile on pages 21–22 for more information. Passenger Transport Executive Director – Paul Blake Refer to the Passenger Transport division profile on pages 23–24 for more information. Rail, Ports and Freight Executive Director – Helen Stehbens Refer to the Rail, Ports and Freight division profile on pages 24–25 for more information. Services Executive Director – Tony Kursius Refer to the Services division profile on pages 26–27 for more information. Trade Queensland General Manager – Rob Whiddon Refer to the Trade Queensland profile on page 27 for more information. Our agencies: Maritime Safety Queensland General Manager – Captain John Watkinson Refer to the Maritime Safety Queensland profile on page 28 for more information. TransLink General Manager – Luke Franzmann (until 30 May 2008) Refer to the TransLink profile on pages 29–30 for more information. Our offices: Infrastructure Program office Executive Director – Neville Patterson Refer to the Infrastructure Program office on pages 30–31 for more information. Transport Policy office Director – David Hourigan Refer to the Transport Policy office profile on pages 31–32 for more information. Machinery-of-Government changes Following Machinery-of-Government changes in September 2007, Trade Queensland joined Queensland Transport reporting to the Minister for Transport, Trade, Employment and Industrial Relations. Trade Queensland will continue to offer their support in building Queensland’s economy. Departmental changes On 8 October 2007, the Premier announced the establishment of a new transit authority – the TransLink Transit Authority (TTA). Previously, TransLink was an agency within Queensland Transport. The TTA will operate independently of Queensland Transport and will manage passenger transport services in south east Queensland from 1 July 2008. The objectives of the TTA are to ensure: efficient and effective customer service clarity and accountability, and a single point of coordination consistency of marketing of south east Queensland passenger transport services. The development of the TTA resulted in internal changes within Queensland Transport that will allow both organisations to continue to meet community needs and provide better transport services for Queensland. From 2 June 2008 a new Transport Infrastructure division was established to manage and deliver Queensland Transport’s capital program and the functions of the former Infrastructure Program office. These functions include rail and bus infrastructure, boating and major cycling projects, business case development and strategic asset management. This division will also work with private sector stakeholders to facilitate development, that is, typically mixed use commercial, residential and retail, in or on rail corridors and busways. Work units that have transferred to the Transport Infrastructure division to ensure these business requirements are met include: Infrastructure delivery (from TransLink) Land acquisitions and management, rail and ports investment and administrative support staff (from Rail, Ports and Freight division) the Infrastructure Program office Infrastructure projects and asset management (from Passenger Transport division). As well, from 30 June 2008 Rail (from Rail, Ports and Freight division) and Corridor (from TransLink) studies moved to Integrated Transport Planning division. This consolidated the organisational transport planning function. This division also commenced the oversight role of the department’s Congestion Management Strategy which has previously been undertaken jointly with Transport Policy office and the Premier’s Urban Congestion Task Force. Passenger Transport division will continue to be responsible for people-moving policy as well as having a policy oversight role of the new TTA to ensure strategic links with Queensland’s public transport system are maintained. Passenger Transport will also be responsible for long-distance passenger rail service contracts. Rail, Ports and Freight division will continue to deliver freight policy objectives across all transport modes, coal and mineral transport supply chain efficiency, manage the integrity of Queensland rail corridors, and ensure the good governance of the transport government owned corporations (Queensland Rail [QR] Limited and the six port authorities). From 1 July 2008, Corporate Office will be called Corporate division. The name change better reflects the diversity and complexity of Queensland Transport’s corporate governance and support area. The name change will be implemented incrementally to ensure that any stationery/pamphlets etc are fully used. Additionally, from 1 July 2008, Transport Policy office will report directly to the director-general. The aim of these changes has been to secure expertise and capability across the department. This will enable Queensland Transport to continue to focus on deliverables for government, to benefit the community and environment while engaging with stakeholders. These changes provide a platform for the organisation to move forward into 2008–09 and ensure better transport for Queensland. Refer to figure 11 below which is an organisation chart reflecting the departmental changes (from 1 July 2008). Organisation structure July 2008 Figure 11 Organisational Chart – Senior positions with permanent or acting occupants – 1 July 2008 Our divisions profiled Corporate Office Corporate Office provides an effective framework for the management and governance of Queensland Transport so that the organisation can achieve its strategic objectives and operational goals and meet government obligations and community expectations, including the security of the transport system. This is achieved through the activities of several branches that focus on people and organisational development, financial management, better governance frameworks, supporting business planning and organisational review, ensuring compliance with whole-of-government requirements and liaison with the minister and ensuring legal and legislative matters are handled professionally. Executive Director Jack Noye BA (Mil), BBus (Transport Econ), GradDip (Management), MPublicAdmin Jack has held executive roles in policy, management, service delivery and inter-government relations. He was appointed Executive Director (Corporate) in October 2006 from Director (Transport Policy office). Jack has had broad executive experience in the transport and emergency management sectors in the Defence Force as well as the federal and Queensland public service. Principal activities: corporate and industry development corporate planning, strategy and performance management statutory obligations, legal and legislative services ministerial and executive services internal audit human and financial resource management accommodation and facilities management media liaison, communications and community relations transport system security and emergency management. Key achievements: Provided a sound legislative and policy framework for the management and governance of Queensland Transport so it meets government obligations and community expectations. Managed and coordinated a significant legislation program including road safety initiatives. Led the development and implementation of divisional workforce planning. Implemented changes for the separation of the Department of Main Roads from the Transport portfolio and the incorporation of the Trade Queensland responsibilities into Queensland Transport. Developed and implemented a complaints management system which meets the requirements of the organisation and the Directive 13/106 of the Public Service Commissioner. (Refer to page 88 Our Performance KRA 5 KPI 3 and page 130 Corporate governance report for more information). Developed strategies to address skills shortages and capability within the agency and within the transport sector. Working with industry with initiatives such as the well-designed Graduate Program and the work of the Industry Capability Unit. The unit developed partnerships with industry and educational facilities (refer to page 45 Our performance KRA 1 KPI 2 and page 85 KRA 4 KPI 2 for more information). Established the performance review function within the Internal Audit branch. Improved management of contracts and service level agreements across corporate functions. Finalised the Queensland plan for the Protection of Surface Transport Operations from Terrorism and the associated legislation. This ensures that Security Identified Surface Transport Operations address risks associated with terrorism (refer to page 46 Our performance KRA 1 KPI 3 for more information). Continued to work with the Major Transport Precinct Committees to progress their Risk Management plans to improve counter-terrorism security and emergency response arrangements in Queensland’s major transport precincts The Performance Review Unit prepared the agency and assisted the Service Delivery and Performance Commission in the conduct of a review of Queensland Transport. Future activities: Strengthen governance across Queensland Transport through the continued embedding of complaints management system and coordination of the implementation of the Service Delivery Performance Commission Review recommendations. Build capacity to deliver improved services through the attraction and retention of skilled staff in a shrinking labour market. Manage complex legislation and cabinet programs for all divisions of Queensland Transport and the Department of Main Roads, all of which entail legislative and policy reform and ongoing legislative interpretation about Cabinet and Parliamentary obligations. Manage a complex funding base through a wholeof- department approach to fiscal management and employing measures to ensure more value for money, closer fiscal monitoring and resource reprioritisation across the department. Introduce a business excellence approach to continually improve our performance management systems and processes. Develop a methodology for examining security and business resilience in a port environment, from a whole-of-port perspective. This builds upon work recently undertaken with major land transport precincts and complements existing security arrangements required under Commonwealth legislation. Further develop Queensland Transport’s performance review capacity. Information Management Information Management division provides business support services for Queensland Transport and the Department of Main Roads. This division has nearly 10,000 customers located throughout Queensland and provides information management and communication technology (ICT) services to meet the diverse requirements of its customers in delivering outcomes for the Queensland community. Information Management division provides stewardship of the enterprise ICT platform and business systems, and leads and guides the development and implementation of ICT policies and standards across the organisation. Executive Director and Chief Information Officer Cathi Taylor BSocStud, MTP, GAICD Cathi has more than 20 years public sector leadership expertise, with a wealth of management and leadership experience in the establishment and development of multidisciplinary teams which deliver excellent customer service. Cathi has held a number of executive roles in a range of government agencies. These include the independent statutory role of Information Commissioner reporting directly to the Queensland Parliament; Executive Director (Policy), Environmental Protection Agency; Executive Director (State Affairs), Executive Director (Business Services), and Director, Economic Policy and Industry Development in the Department of the Premier and Cabinet. Cathi is a graduate of the Australian Institute of Company Directors and an Executive Management graduate of the Australian and New Zealand School of Government. Cathi has a Bachelor of Social Studies from the University of Sydney and a Master of Town Planning from the University of NSW, majoring in metropolitan and transport planning. Section 1 Principal activities: information governance information security enterprise architecture ICT services contract management asset management project management. Key achievements: Planned and started a full upgrade of desktop and mobile computers to provide greater efficiency for all Queensland Transport staff. Designed and installed new web browser computer screens for all customer service centre staff, allowing for better electronic service delivery. Upgraded the data network to customer service centres for improved performance to allow for an increased level of customer transactions. Successfully completed business technology planning across all divisions, culminating in the approved 2008–12 ICT Resource Plan for Queensland Transport. Future activities: Advance the Queensland Transport Online Strategic Initiative. This initiative will identify and embrace contemporary and emerging information and communication technologies to fundamentally transform the way Queensland Transport engages with the community and fulfils its role. Improve the capacity for staff to access our network from mobile locations across Queensland. Develop the division’s customer engagement strategy. This initiative will improve trust, confidence, communication and information flow between Information Management and our customers in the delivery of business solutions. Expand the division’s Employer of Choice Strategy. This initiative supports Information Management division attracting and retaining the cream of the available talent pool, and makes the best use of people’s skills. This is essential to ensure high quality responsive and dependable ICT services for our customers. Integrated Transport Planning Integrated Transport Planning leads and integrates transport planning for the portfolio through expertise and leadership in transport system information and forecasting, transport planning and policy, land use planning and partnering with key stakeholders to broker integrated transport and land use planning solutions. Executive Director Mark Cridland BCom Mark has over 17 years experience as a transport professional working for state and local government and within the private sector. Mark has held a number of executive roles including head of TransLink’s Planning and Infrastructure Group, prior to his appointment as the Executive Director of Integrated Transport Planning. Previously, Mark headed the New South Wales Ministry of Transport’s Policy Division where he was responsible for rail, bus, ferry, freight, aviation, logistics and transport security policy development and implementation across New South Wales. Mark has a personal commitment to the transport industry and is a strong advocate for its role in urban sustainability and its potential to reduce carbon emissions and to conserve energy at a time of energy vulnerability. Principal activities: integrated transport planning and studies transport corridor planning and protection regional planning for passenger transport, cycling, and freight land use and transport development assessment transport planning policy and legislation transport research transport system monitoring transport modelling and data. Key achievements: Master planning of the Varsity Station Village Transit Development (refer to page 43 Our performance KRA 1 KPI 2 for more information). Completion of the Australia Trade Coast Transport Study (refer to page 80 Our performance KRA 4 KPI 1 for more information). Completion of the South East Queensland Principal Cycle Network Plan (refer to page 53 Our performance KRA 2 KPI 4 for more information). Completion of the Ipswich-Springfield Corridor Realignment. Support for Far North Queensland Regional Plan (refer to page 39 Our performance KRA 1 KPI 1 for more information). Future activities: Continue: preparing the South East Queensland Integrated Regional Transport Plan 2031 planning of passenger transport, rail and freight corridors. Land Transport and Safety Land Transport and Safety are leaders in road and rail safety, and transport system efficiency, access and equity throughout Queensland. This requires extensive research and consultation to develop, deliver and implement policy, legislation and educational programs that promote and influence a safe, efficient, accessible and ecologically sustainable road transport system. Land Transport and Safety focuses primarily on registration, licensing and accreditation systems; road and rail safety; ecologically sustainable transport; and heavy vehicle standards and access. Executive Director Judy Oswin BSocWk, BBus (Accounting) Judy has extensive management experience in the state and federal government. Since joining Queensland Transport in 1993, Judy has held a number of executive roles with responsibility for state-wide customer and enforcement services, finance, human resource management and information technology functions. As Executive Director of Land Transport and Safety, Judy is responsible for the delivery of road and rail safety, road use policy, vehicle standards and the utilisation of vehicle technology to promote road safety and economic outcomes. Prior to Queensland Transport, Judy worked in the health and social service sectors. Principal activities: road safety rail safety vehicle registration policy driver licensing policy state-wide media campaigns vehicle standards heavy vehicle regulation ecologically sustainable transport accreditation Mt Cotton Training Facility. Our organisation | Section 1 Key achievements: Implemented a graduated licensing system for young drivers under 25 years of age which included: mandatory 100 hours recorded logbook driving experience; two-phase provisional licence system (P1 and P2); compulsory ‘P’ plates; restriction from mobile phone use (including hands-free function); peer passengers; high powered vehicles and night-time driving (refer to page 63 Our performance KRA 2 KPI 9, page 79 Our performance KRA 4 for more information). Introduced a random roadside saliva drug testing scheme on 1 December 2007, in collaboration with the Queensland Police Service, to complement the existing Random Breath Testing Program (refer to page 63 Our performance KRA 2 KPI 9 and page 92 Road safety report for more information). As part of the existing Camera Detected Offence Program, introduced fixed speed cameras at high risk and high traffic locations from 14 December 2007 (refer to page 98 Camera Detected Offence Program report for more information). Introduced a trial of impounding vehicles for recidivist offenders in Southern and North Coast Police Regions from 1 July 2007 (refer to page 63 Our performance KRA 2 KPI 9 and page 90–92 Road safety report for further information). Implemented the Cumulative Disqualifications Initiative in May 2008 to ensure repeat drug and alcohol offenders serve their disqualifications consecutively (refer to page 63 Our performance KRA 2 KPI 9 and page 92 Road safety report for more information). Implemented special hardship orders (SHO) in October 2007 whereby a suspended licence can only be issued in cases of special hardship and repeat licence offenders are not eligible for SHO (refer to page 63 Our performance KRA 2 KPI 9 and page 92 Road safety report for more information). Implemented reforms to the Q-RIDE licensing system in December 2007 to increase the standards of registered service providers, achieved through the consistent delivery of training and a new compliance and auditing process (refer to page 64 Our performance KRA 2 KPI 9 and page 92 Road safety report for more information). Introduced legislation changes in June 2008 so that drivers are now required to inform Queensland Transport of any medical condition they have that may affect their driving ability (refer to page 64 Our performance KRA 2 KPI 9 and page 92 Road safety report for more information). Future activities: Introduce an internet-based hazard perception test from 1 July 2008 which P1 licence holders must pass before they progress to a P2 licence. In partnership with the University of Queensland, this computer-based online test was developed to measure a driver’s ability to recognise and respond appropriately to potentially dangerous situations when driving. Participate in the national reform agenda being driven by the Australian Transport Council with particular carriage for the safety and security agenda. Carry out the recommendations made to Queensland Transport by the independent rail safety investigation into the fatalities of two track workers at Mindi in December 2007. Put into operation motorcycle safety initiatives, including the removal of a rider’s immediate progression to an unrestricted licence following Q-RIDE training, the introduction of a minimum pillion passenger age, and the development of a power to weight provision for learner and novice riders. Introduce an Intelligent Access Program using satellite monitoring of heavy vehicles that operate under higher mass limits to ensure they do not deviate from approved travel routes. Implement the new National Heavy Vehicle Driver Fatigue Maintenance package from 29 September 2008 to replace the current fatigue management schemes with fatigue management systems that are independently audited every two years. This will ensure an industry focus on safety; and extend the chain of responsibility and onus of proof for influencing parties. Section | 1 Passenger Transport Passenger Transport provides sustainable passenger transport options that connect communities so that all people have access to goods, services, work and leisure activities. Executive Director Paul Blake BA, AdvCert IndEng, OpManCert, MCILT In his role as Executive Director (Passenger Transport), Paul has responsibility for leading and shaping the system for moving people throughout Queensland. Paul’s focus is on creating a more sustainable, flexible and attractive passenger transport system and improving community access to Queensland’s waterways. Prior to his current appointment Paul was appointed by the Australian Transport Council of Ministers to lead the National Transport Secretariat from 2000 to 2003. Paul has held a number of executive roles including: Executive Director (Land Transport and Safety), Executive of the National Parks and Wildlife Service and several other state government agencies. Principal activities: public transport policy and services (urban bus, limousine, taxi, ferry, long-distance bus and aviation services) public transport infrastructure (including regional airports) network planning for services sustainable passenger transport policy and programs community and school transport policy support and regulation of passenger transport industry manage five of the 11 state boat harbours throughout Queensland provide policy and strategic direction for recreational boating infrastructure. Key achievements: Australia’s first sustainable Transport Information Centre was opened in May 2008 and is located in Brisbane’s King George Square. The centre provides information on public transport services and other sustainable transport options to the public. The world’s largest TravelSmart community project was undertaken in Brisbane north region with over 74,500 households participating. The project reduced use of cars by 13 per cent which equates to a reduction of 31,900 tonnes of greenhouse gas emissions (refer to page 49 Our performance KRA 2 KPI1 and page 106 Environment report for more information). Supported the provision of accessible transport options for Queensland communities through the funding of 35 wheel-chair accessible taxis to regional and remote communities where no accessible transport options existed (refer to page 50 Our performance KRA 2 KPI 2 for more information). Delivered the qconnect Initiative to regional urban bus services. The Initiative has provided regional urban cities with new zonal fare networks and lower fares which are more comparable to south east Queensland. The qconnect brand will recognise the government’s significant investment in regional transport services. As part of this initiative a network plan was developed to guide service improvements and future services (refer to page 50 Our performance KRA 2 KPI 2 and page 58 Our performance KRA 2 KPI 7 for more information). Funded 83 new, roll-over compliant buses to school transport operators, through the School Bus Upgrade Scheme (SchoolBUS). A total of $8.9 million in SchoolBUS funding was provided during 2007– 08 (refer to page 67 KRA 2 KPI 10 for further information). Successful trial of innovative flexible transport service in Hervey Bay which resulted in a 45 per cent increase in patronage. (Refer to page 50 Our performance KRA 2 KPI 2 for further information). Finalised next generation contracts for long distance bus and aviation services in regional Queensland. These new contracts delivered lower fares and fleet improvements for the Queensland community (refer to page 50 Our performance KRA 2 KPI 2 for more information). Our organisation | Section 1 Future activities: Continue to fund new and improved recreational boating facilities across Queensland. Implement second generation taxi contracts aimed at enhancing customer services for the Queensland community. Continue to work with local authorities to improve passenger transport infrastructure, including bus stops and airports. Improve the provision of limousine services by introducing an accreditation workbook for operators. Continue to roll-out a program of projects to encourage communities to make smarter, more sustainable travel choices, such as walking, cycling and use of public transport. Begin developing a traveller information system for regional Queensland. Continue the roll-out of closed circuit television on regional urban buses that deliver contracted services in order to increase safety and security. Rail, Ports and Freight Rail, Ports and Freight promotes better transport outcomes for Queensland by managing transport policy, strategy, and funding and investment initiatives for rail, ports and freight. The division provides a strong governance and advisory role in relation to the performance and operations of the transport government owned corporations (GOCs), on behalf of government and in accordance with the Transport Infrastructure Act (1994) and the Government Owned Corporations Act (1999). Executive Director Helen Stehbens BA, BEcon GradDipBA, FCILT, FAIM, GAICD Helen was appointed Executive Director of the division in December 2000. Before joining Queensland Transport in 1991, Helen worked in the Australian Government as well as in the private sector. As Executive Director, Helen set the strategic direction for the division, as well as business planning, workforce profiling, budgeting and financial projections. Helen resigned from her position as Executive Director (Rail, Ports and Freight) on 27 June 2008. Lawrence Hannah took over the role as Acting Executive Director from 28 June 2008. Principal activities: rail and ports systems inter- and intra-freight modal transport issues freight policy maritime policy (excluding safety) strategic property management. Key achievements: Obtained approval to establish the Queensland Transport and Logistics Council, which is to be a consultative and advisory body for addressing freight transport issues. This Council will inform policies and projects and influence transport outcomes and solutions to help address the growing freight transport task in Queensland. Completed the Review of Current Port Competition and Regulation in Queensland which assessed the competitive environment within which selected ‘significant’ ports in Queensland operate. This review was undertaken within the policy framework of the work program of the Council of Australian Governments (COAG) (refer to page 43 Our performance KRA 1 KPI 2 for more information). Facilitated and led initiatives to expand the capacity of the Queensland export coal supply chain to deliver current and future requirements in response to industry requirements for transport infrastructure to meet the increasing market demand for coal (refer to page 44 Our performance KRA 1 KPI 2 and page 78 Our performance KRA 3 KPI 4 for more information). Released and started implementation of the South East Queensland Regional Freight Network Strategy 2007– 12, which focuses on ways to manage the expected freight increases through best use of available transport modes, infrastructure and inter-modal links, and takes into account the significant works already planned over the years ahead. This includes practical completion of the Salisbury-Kuraby and Mitchelton-Keperra rail upgrade projects under the South East Queensland Infrastructure Plan and Program 2008–26 (SEQIPP) along with obtaining government approval for a number of other rail projects, including Robina to Varsity Lakes extension, Beerwah Rail Crossing project, Darra to Springfield transport corridor passenger rail to Richlands, and Corinda to Darra rail upgrade. Future activities: In addition to providing ongoing policy advice and governance oversight for the transport GOCs on behalf of shareholding ministers, in 2008–09 Rail, Ports and Freight intends to: Complete and implement an automated web-based system for property owners and purchasers to perform their own property searches. This will streamline the efficiency of the current processing of requests for searches in relation to properties potentially affected by rail corridors and rail operations. Continue to improve the effectiveness and efficiency of the movement of freight across all transport modes. Actively influence the Australian Government study for determining the preferred route and alignment for the proposed Melbourne-Brisbane rail corridor. Continue to manage the performance and integrity of Queensland rail corridors and infrastructure. Commence a review of the Rail Network Strategy, which was introduced in 2001, to update the framework for planning the strategic development of the rail network in Queensland. Continue to develop the coal export supply chain to meet increasing market demand by supporting coal transport infrastructure investment and systems in Queensland, including port capacity expansion and rail transport improvements. Continue to maintain and build strong relationships with key stakeholders to improve the performance of transport GOCs. Our organisation | Section 1 Services Services division is the largest division within Queensland Transport. As the face of Queensland Transport, the division delivers a range of services and products through a network of service centres, offices and on-site activities in metropolitan, regional and rural Queensland. Services division also has two call centres, a mail processing unit and a range of online services. With a commitment to deliver reliable, cost-effective and innovative service solutions to Queenslanders, Services division seeks to improve Queensland Transport’s business performance and reputation by connecting people, places, goods and services. Executive Director Tony Kursius BA, M Pub Pol Tony has many years of professional management experience in the public sector. He has previously held the positions of Director, Regional Director, and Executive Director in the areas of Road Safety, Human Resource Management, Land Transport and Safety, and Services division within Queensland Transport. Tony has extensive experience in the development and implementation of policies and strategies in human resource management, service delivery, and transport safety and compliance and has managed large, diverse and geographically dispersed organisations. Tony has been responsible for reforming significant areas of Queensland Transport’s service delivery network, positioning Queensland Transport as a leader in whole-of-government service delivery. He has also been responsible for reviewing state-wide service delivery policies and strategies. Principal activities: ensure service delivery is consistent, efficient and meets service standards build platforms (systems, processes, people capability) for the future build relationships and collaborative partnerships, proving credibility manage modes and channels effectively, including telephone network, face-to-face (including off-site), managing third party networks through good contract management educate and inform customers and stakeholders. Key achievements: Delivered a wide range of transport products and services (including licensing and registration renewal, and vehicle inspections) across Queensland via the customer service network which comprises customer service centres, customer service direct call centres, police stations, Smart Services Queensland, clerk of the courts, Australia Post and the internet (Bill Pay [BPay] and interactive voice response [IVR] payment systems – refer to page 77 Our performance KRA 3 KPI 2 for more information). Conducted programmed vehicle inspections of freight and passenger vehicles at more than 200 locations (refer to pages 68–69 Our performance KRA 2 KPI 10 for more information). Undertook compliance investigations and industry audits (refer to pages 65, 68–69 Our performance KRA 2 KPI 10 for further information). From 11 passenger transport offices around the state, officers assessed and processed 158,373 student school transport applications monitored 1,155 kilometric school transport contracts monitored 91 taxi service areas and 3,138 taxi and 490 limousine licences assessed and processed 8,270 applications for operator and driver authorities managed 1,155 school crossings, 1,769 school crossing supervisors and 35 driver reviver sites throughout Queensland (refer to pages 66–67 Our performance KRA 2 KPI 10 for more information). Future activities: Services division will continue to ensure that the agency has the capability to meet the changing service delivery expectations of its customers into the future. Perform a review of current customer service centre business processes to progress towards a more customer-centric, seamless online environment that provides customers with easier access to services and information. Ensure a greater level of consultation with customer groups and increased community involvement on behalf of policy and program owners within Queensland Transport. Continue to build networks and relationships (by holding education, training and information forums) with local government and other agencies, and stakeholders to provide a more efficient interface and develop partnerships. Trade Queensland Trade Queensland is committed to building recognition of Queensland’s export capabilities, assisting access to key markets and investment, and expanding the state’s knowledge-intensive exports through a range of targeted services across Queensland and overseas. General Manager Rob Whiddon Rob was appointed General Manager of Trade Queensland on 7 February 2008. Prior to this appointment, Rob was Chief of Staff to Anna Bligh MP, the Premier of Queensland and the Minister for Trade. In that role he had responsibility for a number of trade policy matters, including advice and participation on the Premier’s overseas trade missions. Rob has previously held roles assisting state and federal ministers and was also Deputy General Manager of Royce MS&L, a national public relations and government relations firm. Principal activities: export capability assessment practical export advice export skills development programs identification of export opportunities trade missions to overseas markets support of inbound trade delegations in-market support and advice through overseas market development teams based in Brisbane and 13 international offices: Abu Dhabi, Bangalore, Beijing, Guangzhou, Hong Kong, Jakarta, London, Los Angeles, Riyadh, Seoul, Shanghai, Taipei and Tokyo introductions to potential business partners and buyers. Key achievements: Assisted Thiess Pty Ltd over a four-year period through a range of initiatives to secure contracts to the value of $1 billion to develop and operate a coal mine in India. Assisted other Queensland companies to achieve over $521 million in export sales in 2007–08. Began implementation of 97 per cent of the 226 initiatives in the Queensland Government’s Export Strategy Driving Export Growth for Queensland: 2006–2011. Held 142 exporter development events to increase market knowledge and export skills of Queensland businesses. Organised 145 inbound and outbound trade delegations and participation at trade exhibitions to globally promote Queensland products and services globally. Refer to Trade Queensland report on pages 114–118 for more information. Future activities: Trade Queensland will continue in its role as the Queensland Government‘s lead agency for driving international trade and assisting Queensland firms in developing export opportunities. Our organisation | Section 1 Our agencies profiled Maritime Safety Queensland Maritime Safety Queensland manages the safe and environmentally sustainable movement of vessels using Queensland’s waterways. General Manager Captain John Watkinson Master Mariner, FNI In addition to being the General Manager of Maritime Safety Queensland, John is a Master Mariner, fellow of the Nautical Institute, and a member of, and contributor to, a number of national advisory councils and committees. He is responsible as the State Marine Pollution Controller for the national plan to combat pollution of the sea by oil in Queensland. John held positions such as Marine Pilot and Harbour Master before moving into executive management with Queensland Transport. John was appointed Executive Director (Maritime) in 1997 before being appointed to the position of General Manager, Maritime Safety Agency of Queensland in 2002. In his present role, John is responsible for forming and delivering Queensland Transport’s Maritime Safety Output. Principal activities: maritime safety port pilotage vessel traffic management maritime services marine pollution prevention and response emergency management. Key achievements: Implementation of the Torres Strait Marine Safety Program to improve boating safety outcomes in the Torres Strait region (refer to page 65 Our performance KRA 2 KPI 10 for more information). Introduction of new legislative options to pursue the owners of derelict ships to effect their removals. Thirty-six vessels were removed at little or no cost to the government. A further 23 vessels are subject to current removal action (refer to pages 109–111 Environment report: Marine pollution for more information). Introduction of the Q–Ships online shipping information system on 18 March 2008, which provides industry with interactive access to accurate and up-to-date shipping movement information over the internet (refer to page 96 Marine safety report for more information). Implemented a Workforce Skills Alignment Scheme to renew the Maritime Safety Queensland workforce to improve workforce planning (refer to page 164 Statutory reports: Voluntary Early Retirement for more information). Significant consultation with the maritime industry and the community regarding the development of important maritime policy on a range of issues including boat-sharing, improving recreational boating safety and speed limits on Gold Coast waterways (refer to page 81 Our performance KRA 4 KPI 1 for further information). Future activities: Update the Maritime Safety Queensland Strategic Plan. Refocus the regional service delivery approach, placing a greater emphasis on our regulatory role through a staff consultation process and introducing a competency-based approach to the training and recruitment of regional service delivery staff. Continue to focus on the areas of highest priority as identified in the Maritime Safety Queensland risk profiling process. This will include minimising the possibility of trade ship grounding at key ports and of seafarers being lost at sea. TransLink TransLink aims to lead and deliver an integrated public transport system that is used and valued by the people of south east Queensland. General Manager Luke Franzmann BE, BEcon, GCAE (until 30 May 2008) As General Manager, Luke Franzmann was responsible for the planning and management of the TransLink public transport system in south east Queensland. Luke joined TransLink from Brisbane City Council where he was responsible for the development of the draft Transport Plan for Brisbane (2002–16) – Council’s integrated transport plan. Luke resigned from his position as General Manager (TransLink) on 30 May 2008. Mick McShea PSM (Acting General Manager from 1 June 2008) Mick took over from Luke Franzmann on 1 June 2008. Previously, Mick was consulting to Queensland Transport, assisting with the creation and establishment of the new TTA. Mick was also the inaugural General Manager of TransLink (2002–05), and was then appointed as Executive Manager, Strategy and Corporate Affairs, QR Limited in February 2005. He left QR Limited in June 2007. Mick has had over 24 years involvement in transport – particularly public transport – and has been responsible for significant reforms in the areas of funding, contracting and planning for public transport as well as the introduction of integrated ticketing. Principal activities: developing an integrated public transport system public transport network and system planning for south east Queensland busway development and management operator contract management (south east Queensland). Key achievements: Gazetting of the Transport Operations (TransLink Transit Authority) Act 2008 which established the TTA. The first TransLink Network Plan was released on 12 July 2007. The plan maps out public transport service and infrastructure requirements over the next ten years and outlines a four-year program for delivering the public transport network and infrastructure (refer to pages 39 and 42 Our performance KRA 1 KPI 1 and 2 and page 42 Our performance KRA 2 KPI 7 for more information). Infrastructure investment (not included within major project delivery) is included in the TransLink Station Upgrade Program, a $248 million investment in bus and rail station improvements to be delivered over five years as a rolling program. The MetTRIP Inter-modal Program has provided: new or upgraded bus-rail interchanges, increased capacity of park and ride facilities, improved pedestrian links and the provision of bike lockers. The TransLink go card was launched in February 2008 (refer to pages 52 and 57 Our performance KRA 2 KPI 3 and 6 for more information). Projects completed in 2007–08 included: Normanby pedestrian and cycle link operational in September 2007 Salisbury to Kuraby third rail track operational in March 2008 Inner Northern Busway sections 1 and 2 operational in May 2008 Citytrain rollingstock (16 x 3 car sets now in use) King George Square Cycle Centre operational in June 2008. Our organisation | Section 1 Future activities: From 1 July 2008 the TTA, an initiative of the Queensland Government, will be established. The TTA will operate independently of Queensland Transport. The TTA will continue working to improve and expand public transport across the TransLink network from Gympie North/Noosa to Coolangatta and west to Helidon. The benefits provided by the TTA include: a one-stop shop for public transport scheduling, customer needs and complaints one agency to oversee and coordinate the services provided by 17 different bus, train and ferry operators across south east Queensland. In 2008–09 the TTA will continue to develop new technologies designed to improve services and passenger information and oversee resources to ensure public transport infrastructure meets the demands of our growing population. Our offices profiled Infrastructure Program The major role of the Infrastructure Program office is to manage the development, implementation and reporting of Queensland Transport’s overall transport infrastructure program. The broad objective of the Infrastructure Program office is to ensure the department’s annual infrastructure program is delivered on time and within budget. Executive Director Neville Patterson BE (Civil), BEcon, MEng Sc, MIE Aust. Neville has successfully led the team in the management of Queensland Transport’s infrastructure program to deliver key programs. With major projects currently under construction (the largest number of public transport projects in the department’s history) this role has significantly contributed to the successful delivery of the overall Queensland Transport Program. Neville’s career has focused on transport infrastructure delivery, transport planning, and traffic engineering. Prior to his current role he was the Executive Director (Integrated Transport Planning) within the department. Principal activities: manage the development of Queensland Transport’s input into SEQIPP development of the overall Queensland Transport Infrastructure Program optimise and deliver of the integrated Queensland Transport Infrastructure Program for 2008–09 and beyond conduct project reviews on key projects to ensure compliance with Queensland Transport’s strategic objectives, on Q Governance Structure and Methodology and principles key reporting to the Deputy Premier, minister, director-general and deputy directors-general, and central agencies. Key achievements: Major contributor to SEQIPP which was released on 3 June 2008. The result was good financial and stakeholder outcomes and a solid forward program of transport infrastructure. (refer to page 53 Our performance KRA 2 KPI 4, page 77 Our performance KRA 3 KPI 4 for more information). Agreement from the Queensland Government to fund existing commitments sufficient to deliver all contracted transport commitments and additional rolling-stock contracts in SEQIPP. Conduct project reviews on key processes to identify risks. This will also ensure compliance with best practice governance frameworks, project methodology and management delivery. Reporting to the minister, senior management and central agencies has provided up-to-date information on a strategic and operational basis. This has enhanced decision making and has resulted in improved delivery of the program and better cost estimates for key projects. On 18 April 2008 the Director-General of Queensland Transport announced the business realignment of Queensland Transport with a creation of a new Transport Infrastructure division. Future activities: The Transport Infrastructure division is and will continue to be responsible for the management and delivery of the Queensland Transport Capital Program, transport infrastructure and strategic asset management. Future implementation of a risk management framework (refer to page 89 Our performance KRA 5 KPI 3 and page 131 Corporate governance report for more information). Transport Policy The Transport Policy office provides strategic advice to executive management and central agencies on key transport and whole-of-government policy issues. Director David Hourigan BBus As Director of the Transport Policy office, David has successfully coordinated and led Queensland Transport’s involvement in whole-of-government initiatives such as identifying and responding to key risks and opportunities facing government and the department’s contribution to national forums and initiatives such as COAG and the National Transport Policy. Before joining Queensland Transport, David held senior roles in the Department of the Premier and Cabinet and Business and Industry portfolios. Principal activities: Transport Policy office is responsible for directly supporting Queensland Transport’s Director-General and Deputy Directors-General by: Providing high level strategic advice to executive management and central agencies on key transport priorities across department and policy programs. Coordinating key national and state transport initiatives and enquiries (for example, COAG, Productivity Commission, and National Transport Policy). Improving policy capability across the department and supporting divisions in their policy development when required. Our organisation | Section 1 Key achievements: Leading Queensland Transport’s involvement in developing the whole-of-government Congestion Management Strategy (refer to page 39 Our performance KRA 1 KPI 1 for more information). Leading Queensland Transport’s involvement in national and state processes to develop and deliver initiatives to manage climate change (refer to page 41 Our performance KRA 1 KPI 1 and page 101 Environment report for more information). Leading Queensland Transport’s involvement in the National Transport Policy Reform process, including supporting the minister’s and director-general’s leadership of the safety and security stream of work (refer to page 40 Our performance KRA 1 KPI 1 for more information). Developing and delivering tailored policy training programs to further develop the policy skills and experience of Queensland Transport officers (refer to page 85 Our performance KRA 5 KPI 2 for more information). Coordinating Queensland Transport’s input into Infrastructure Australia’s National Infrastructure Audit, to influence the investment priorities for the Australian Government’s $20 billion Building Australia Fund. Future activities: The Transport Policy office will report directly to the Director-General from 1 July 2008. To meet Queensland’s commitments to develop the Australian Transport Council’s National Transport Policy and to progress the subsequent work programs to implementation Continued monitoring of Queensland Transport’s contribution to delivering the COAG reform agenda. Develop and implement policies and programs to support the transport sector in minimising its greenhouse gas emissions. Continue to implement strategies to improve policy capability within Queensland Transport. Continue to support executive management in anticipating and responding to emerging transport issues. 2 performance | Section 2 Our performance Queensland Transport Outputs Rail, Ports and Aviation Systems The Rail, Ports and Aviation Systems Output promotes better transport for Queensland through the coordination of transport policy, funding and investment initiatives relating to rail, port authorities, aviation and freight. This program facilitates appropriate, efficient roles for transport modes across Queensland through the use of costeffective transport logistics and management practices; purchases rail services; oversees rail safety regulation; and, provides financial assistance to rural and remote aviation services. The Output Objective is to provide efficient and effective rail, ports, freight and aviation systems and services. The Output contributes to the government outcome of a strong diversified economy. Integrated Transport Planning The Integrated Transport Planning Output delivers integrated solutions for transport infrastructure, systems and services to achieve sustainable transport outcomes. The Output Objective is to deliver integrated solutions for transport infrastructure, systems and services to achieve sustainable transport outcomes. The Output contributes to the government outcome of a strong diversified economy. Road Use Management The Road Use Management Output delivers policies, regulations, licensing, registration and accreditation systems and educational programs that promote and influence a safe, efficient, accessible and ecologically sustainable road transport system in ways that support the state’s economic development and the community’s quality of life. The Output also manages the legislation, revenue collection and penalties and sanctions related to road use. The Output Objective is to promote safer and sustainable use of the road transport system. The Output contributes to the government outcome of safe and secure communities. Maritime Safety The Maritime Safety Output fosters a safe and vibrant maritime community and industry in Queensland by managing and influencing the safety of vessels and their operation. The Output has as its prime focus, delivery of improved safety and environmental outcomes and support for state-wide economic development and improved quality of life. The Output Objective is to manage the safe and environmentally sustainable movement of vessels using Queensland’s waterways. The Output contributes to the government outcome of safe and secure communities. Public Transport Services The Public Transport Services Output improves the lives of Queenslanders by connecting them to people, opportunities and places by removing the barriers to access and mobility. It also aims to provide the community of Queensland with a high quality public transport system through the facilitation of services provided by private bus and ferry operators, Brisbane Transport, QR Limited, the taxi and limousine industries and remote and regional air service operators. The Output Objective is to provide efficient, effective and economically sustainable public and school transport systems and services. The Output contributes to the government outcome of a fair, socially cohesive and culturally vibrant society. International Trade Development As a result of Machinery-of-Government changes in October 2007, the International Trade Development Output was transferred to the Department from the Department of the Premier and Cabinet. The International Trade Developments Output identifies and develops international markets for Queensland’s goods and services and advances international alliances and partnerships with a range of countries, regions and overseas institutions. International Trade Development provides targeted market intelligence, advice and inmarket support to Queensland businesses, education and training providers, and Queensland Government agencies to capture international trade opportunities and strengthen the supply capability of Queensland’s exporters. The Output Objective is to support the continued growth of Queensland’s overseas exports, with an emphasis on knowledge-intensive exports. The Output contributes to the government outcome of a strong diversified economy. Note: Output Performance Tables can be found in the Appendices on pages 166–174. Key result areas 1 – Transport leadership Queensland Transport is committed to achieving better transport for Queensland – connecting people, places, goods and services to enhance economic, social and environmental well-being. Queensland’s transport system is extensive and complex and needs to be actively planned and managed in order to meet the diverse needs of the community, commerce and industry. The transport system in Queensland is a major part of the national transport system, and connects Queensland with the world. Queensland Transport is responsible for leading the development, planning and management of a long-term vision for transport in Queensland. The vision is supported by a comprehensive policy agenda which identifies strategic priorities and accountabilities. Queensland Transport recognises that it is only one of many stakeholders in Queensland’s transport system. The department’s role is to lead a coordinated effort that balances the competing demands on the system at local, state and federal levels. Good news story Maritime administration The Abu Dhabi Department of Transport has identified Maritime Safety Queensland as a leader in maritime administration in Australia and a preferred overseas government agency to partner with in an institutional cooperation agreement on maritime administration. Maritime Safety Queensland, Queensland Transport’s Rail, Ports and Freight division and the Abu Dhabi Department of Transport, with the assistance of Trade Queensland officers, have developed a technical arrangement for the exchange of maritime administration information, knowledge and expertise with respect to maritime regulatory oversight and port management. This agreement is a significant testament to Maritime Safety Queensland’s international reputation as a leading maritime administrator and regulatory authority. Key performance indicator 1. Evidence that Queensland Transport has established and articulated a long term vision and set of priorities for transport in Queensland. Clear, long-term future transport policy directions underpin investment and economic growth, and ensure better community outcomes from transport activities. Congestion Management Strategy Queensland Transport is serious about addressing traffic congestion in Queensland, particularly in the south east corner of the state where there is the greatest urban congestion. The department is contributing significantly to the development of a whole-of-government Congestion Management Strategy. This will tackle the social, economic and environmental impacts of congestion in south east Queensland. Queensland Transport’s contribution to the Congestion Management Strategy will: create capacity for growth by building new public transport infrastructure increase efficiency by working smarter to improve our existing public transport network improve land use and planning by using available land to make our journeys shorter and easier increase travel options by providing improved public transport, cycling and pedestrian services manage travel demand by changing the way people travel (for example, by encouraging people to walk, cycle and take public transport rather than drive). These initiatives build on the work Queensland Transport is already undertaking to manage congestion such as the expansion of the busway network; the cycle network program and the establishment of the TTA (refer to page 48 for more information). Draft Far North Queensland Regional Plan The draft Far North Queensland Regional Plan project started in January 2007 and will conclude in December 2009 with the objective of leading the development of the settlement pattern (the way villages, towns and cities are distributed on the landscape) and transport policies in the regional plan. To date, Queensland Transport has successfully delivered an upgraded transport model to support the Department of Infrastructure and Planning in determining the preferred settlement pattern and transport policies for inclusion in the draft plan. Consultation on the draft regional plan closes in August 2008. Through the regional plan, the community will gain greater access to goods and services by better integration of land use with the transport network. TransLink Network Plan The TransLink Network Plan, developed collaboratively with TransLink’s business partners and stakeholders, was released in July 2007. The plan was awarded the National Urban Planning Achievement Award from the Planning Institute Australia. This achievement comes on top of the award for Excellence in Transport Planning in the Queensland division of the Planning Institute Australia in November 2007 (refer to page 42 for more information). National Transport Policy The Australian Transport Council is a ministerial forum that provides an avenue for federal, state and territory governments to consult, coordinate, and integrate transport policy issues at a national level. The Council is chaired by the Federal Minister for Infrastructure, Transport, Regional Development and Local Government. Queensland’s representatives are the Minister for Transport, Trade, Employment and Industrial Relations, and the Minister for Main Roads and Local Government. The Council has commenced a program of reforms to improve the performance of Australia’s transport system. Known as the National Transport Policy, this program will reduce red tape and achieve a more consistent approach to guide both the supply of, and demand for, transport infrastructure and services by addressing challenges in: passenger and freight movement (including capacity constraints); urban congestion; emissions growth; safety and security; and labour skills and shortages. To progress the reform initiatives, nine Working Groups have been established with one jurisdiction taking the lead role for each group. The key priorities in the reform agenda are being driven by the Commonwealth-led Governance Working Group and are being progressed under the direction of COAG and the Australian Transport Council. The key aspects of the Governance Working Group are to consider proposals for a single national system for the regulation, registration and licensing of heavy vehicles; a national rail safety regulator and a national rail safety investigator; and a single national approach to maritime legislation. The Governance Working Group is also drawing up terms around the establishment of a National Road Safety Council. Queensland Transport is actively involved in each of these programs, including leading development of the package of heavy vehicle licensing reforms. Queensland also has responsibility for leading the Safety and Security work program. This Program includes developing best practice speed enforcement measures and a national best practice speed management strategy; establishing better linkages between road construction/management and safety; further developing the use of in-vehicle and roadside technology; and investigation of a national ‘stars on cars’ program to provide consumers with safety ratings on new light vehicles. Additionally, the Safety and Security Working Group has been tasked with the development of a package of railway level crossing safety initiatives, including undertaking a potential trial of low-cost level crossing treatments and other initiatives to improve level crossing safety. This working group also links the Transport Security Working Group, which maintains a work program of initiatives aimed at mitigating the risk of transport security incidents, to the National Transport Policy. The remaining seven working groups and lead jurisdictions are below. Queensland Transport and the Queensland Department of Main Roads support the work agenda of each group: economic framework for an efficient transportation marketplace – New South Wales infrastructure planning and investment – Victoria capacity constraints and supply chain performance – South Australia climate change, environment and energy – Western Australia urban congestion – Victoria strategic research and technology – Tasmania workforce planning and skills – Northern Territory. 2 Section | pe rformance Climate change Queensland Transport is developing a series of policies and initiatives to manage transport sector emissions in Queensland. These policies and initiatives will look at minimising the growth in the number of kilometres travelled by private vehicles, and improving the fuel efficiency of vehicles on the road, so that emissions are minimised for car trips. Queensland Transport is analysing the impacts, risks and opportunities resulting from the national Emissions Trading Scheme, which will commence in 2010. The department will participate in state and federal informationsharing processes to ensure the interests of the Queensland transport sector are represented and considered during the development of the Emissions Trading Scheme. More broadly, Queensland Transport is participating in a number of federal and state processes addressing climate change, including: supporting and informing the COAG Working Group on Climate Change and Water, and contributing to the development of the Climate Change, Environment and Energy priority as part of the Australian Transport Council’s National Transport Policy (refer to the Environment Report beginning on page 101 for more information). Key performance indicator 2. Evidence that Queensland Transport plays a critical role in leading transport planning in Queensland The delivery of long-term integrated transport system planning will provide sustainable outcomes for Queensland communities. Development applications During 2007–08, 900 development applications were assessed under the Integrated Planning Act 1997. Queensland Transport has powers under this legislation which enable it to assess and condition development applications under the Integrated Development Assessment System. This process ensures the state’s interest in public transport and corridor protection are considered by developers. One hundred per cent of applications were assessed within the required legislative timeframes which range from 30 to 60 days, with 20 per cent being approved within five days. The benefits for the community have included: developers providing bus stops and interchanges, land preserved for corridors (particularly at Springfield and Cairns), noise attenuation in buildings, courtesy bus services and security fencing along corridors. AusLink AusLink provides a planning framework and funding for the Australian Government’s investment in land transport infrastructure. Queensland Transport continues to advocate for improvements to the existing strategic transport network in Queensland through the development of proposals for funding support under AusLink. In conjunction with the Department of Main Roads, Queensland Transport has developed Queensland’s AusLink Network Forward Strategy which identifies AusLink project funding for the period 2009–10 to 2013–14. This includes over $1.8 billion in rail projects. | Section 2 The AusLink Network Forward Strategy is supported by six separate corridor strategies jointly undertaken by the Australian Government, Queensland Transport and the Department of Main Roads comprising: Brisbane–Cairns, Townsville–Mt Isa, Brisbane–Darwin, Melbourne–Brisbane, Sydney–Brisbane, and Brisbane urban corridors. The key priorities identified in those separate corridor strategies form the basis of the department’s proposal for funding submitted to the Australian Government. Further Auslink developments will be informed by the Australian Government’s establishment of Infrastructure Australia. The Australian Government has established Infrastructure Australia for a new, national approach to planning, funding and implementing the nation’s future infrastructure needs. A budget allocation of $20 million over four years has been provided to support the work of Infrastructure Australia. Infrastructure Australia will develop a strategic blueprint for our nation’s future infrastructure needs and—in partnership with the states, territories, local government and the private sector—facilitate its implementation. In the interim, Queensland Transport will continue to seek opportunities to actively influence strategic transport developments through ongoing participation in negotiations and discussions on transport infrastructure planning, prioritisation and funding. Planning policies for the TransLink Network Plan Planning policies have informed the development of the draft 2008 TransLink Network Plan and key stakeholder input has been secured throughout their development. The policies include topics such as information, access to the network (walking, cycling, bus feeder and park and ride), fares and ticketing, network and service design and infrastructure (vehicles and carriageway). Airport Link and Northern Busway (Windsor to Kedron) The state government established City North Infrastructure Pty Ltd (CNI) to procure the Airport Link and Northern Busway (Windsor to Kedron) with four state shareholders comprising: Queensland Transport, Departments of Main Roads and Infrastructure and Planning, and Queensland Treasury. The two linked projects form part of a total transport solution for Brisbane’s inner north. During 2007–08, Queensland Transport continued to influence the procurement of these projects by CNI to ensure integrated planning particularly in the areas of road and passenger transport. On 19 May 2008, the state government announced BrisConnections as the preferred bidder for both projects and the Airport Roundabout Upgrade. The Airport Link project will be delivered as a public private partnership at a cost of $3.4 billion funded through tolls with a state government contribution. BrisConnections will design and construct the Windsor to Kedron section of the Northern Busway, which the Queensland Government will fund, own and operate. Pre-construction of the $444 million busway (Windsor to Kedron) is due to commence in August 2008 with an anticipated completion date of late 2012. Two minutes with…. Name: Brad Hirn Job title: Senior Advisor Location: Brisbane Years with Queensland Transport: 10 years Before I worked with Queensland Transport: I undertook a two-year working holiday travelling around the world. During this period I gained valuable experience within a variety of cultures and work environments. Current roles and responsibilities: I am involved in the development and implementation of the South East Queensland Regional Freight Network Strategy. I also provide advice to optimise freight transport infrastructure investment, operations and inter-modal connectivity. I work with the Australian Government and others to develop and implement national initiatives, such as AusLink and inland rail, to improve transport coordination and development of the transport system. Best part of my job: Contributing to the development of the transport system in Queensland. Our performance Varsity Station Village Detailed planning started for the Varsity Station Village site which is on a 14-hectare government-owned site at the Gold Coast. The project applies the principles of transit oriented development which will produce a masterplanned community in association with the future Varsity Lakes rail station due to open in 2010. A ‘Village Vision’ for community consultation has been released and site master planning and negotiation of on-site road works and services has been completed. The master plan is due to be released in November 2008. The $23.7 million committed in funding for this project will result in the development of a new community that is accessible by train, bus and car. Port competition review The final report on the Review of Current Port Competition and Regulation in Queensland was released in December 2007 as part of COAG’s initiative to achieve a simpler and consistent national approach to economic regulation of significant infrastructure as defined by the Competition and Infrastructure Reform Agreement (CIRA). In the first instance, the CIRA notes that terms and conditions for third party access to services should be based on commercial agreements between access seekers and operators. In addition, with the introduction of price monitoring as a method of regulation, these changes reduce the burden associated with implementation of economic regulation and the regulatory risk faced by operators of infrastructure. The benefits include: removing regulatory impediments to competition and new entrants • delivering more effective and efficient regulatory oversight • removing unwarranted barriers to investment • improving pricing and investment signals to owners, investors and consumers to promote the more efficient use of resources within the economy. This review found that government ownership of the ports system assisted in ensuring ports take a broader focus and assist economic growth of regions. Recommendations from the review included giving consideration in the future to: • Ownership of strategic port land, where individual stakeholders need to work together to achieve the best outcomes for all participants. • Ensuring greater consistency in port planning, tender criteria and methods of reporting to ensure stakeholders are comfortable with transparency and accountability of a port authority’s operations. • Supply chain issues where all parties in a supply chain should cooperate to ensure efficiency in operation and maximum throughput is achieved. This approach needs to extend to the regulation of individual components of the supply chain, taking into consideration what will be the best outcomes for all participants. The outcome of the review is that the system for economic regulation in Queensland is currently robust enough to not require any changes. To date, customers are satisfied with commercial agreements which are negotiated with service providers. There is no need at this time to further regulate access arrangements or the economic objectives for any of the ports in Queensland. Our performance | Section 2 Coal infrastructure expansion In 2007–08, Queensland Transport continued its lead role in the development of strategies for the expansion and coordination of coal transport infrastructure in Queensland, including providing advice to shareholding ministers on major investment submissions by the rail and port GOCs, and liaison with the coal industry and key stakeholders. Queensland’s ports are administered by six port authorities principally operating under the provisions of the Government Owned Corporations Act 1993, the Transport Infrastructure Act 1994 and the Financial Administration and Audit Act 1977. Advising shareholding ministers on the activities and compliance of Queensland’s port authorities is a key responsibility of Queensland Transport. In February 2008, Queensland Transport published the report Coal Infrastructure in Queensland – Overview of Future Expansion; outlining Queensland’s planned coal transport infrastructure expansions out to 2020. This report provides vital information to Queensland’s coal industry and export customers about the current extent and timing of major coal transport infrastructure expansions. It demonstrates that Queensland has a proactive program under way to provide essential coal transport infrastructure in a timely manner to meet future demand. The report is available at: <www.transport.qld.com. au/Home/Industry/Multi_modal/Coal_transport_infrastructure/>. Taking a lead role also included briefing representatives from overseas energy departments and steelmakers on Queensland coal transport infrastructure expansions to promote opportunities for investment by large multinational corporations, resulting in increased exports, jobs and overall economic growth (refer to page 78 for more information on coal and mineral transport oversight). Rail and port environmental advice As steward of the rail and port system in Queensland, Queensland Transport places great importance on the environmental management of these vital networks, as well as endeavouring to ensure future transport needs are met on a sustainable basis. During 2007–08, departmental advice was provided on numerous rail and port environmental issues and key projects, as part of the state’s planning approval processes. These included: •QR Limited’s report to the Environmental Protection Agency which included an environmental evaluation of the fugitive coal dust emissions from trains in central Queensland. • A review of the Great Barrier Reef Marine Park Authority Intergovernmental Agreement 1979 (between the Australian and Queensland Governments). The Department of the Premier and Cabinet is the lead agency responsible for reviewing the agreement and Queensland Transport is one of the government agencies being consulted in this process. The review will continue throughout 2008–09 and Queensland Transport will work to secure the interests of trading ports, maritime safety and recreational boating. • Drafting terms of reference for the environmental impact statements for the Eagle Downs Coal Mine project, Integrated Isaac Plains Coal project, Grosvenor Coal Mine, Ellensfield Coal Mine project, Moura Link-Aldoga-Rail Project, Surat Basin Railway project and Aurukun Bauxite project. Providing commentary on these draft documents ensures that the impact of these projects on the Queensland rail and port network is known and examined before the works are approved by state agencies. • Commenting on the Jilalan rail yard upgrade and Wiggins Island Coal Terminal Environmental Impact Statement, identifying transport outcomes for Queensland. • Joining a multi-agency control group led by Biosecurity Queensland, a unit within the Department of Primary Industries and Fisheries, to support the government’s response to the discovery (in December 2007) of the Asian green mussel marine pest at Trinity Inlet, Cairns. Asian green mussels are a foreign marine pest, which have the potential to threaten native biodiversity, commercial fisheries and aquaculture industries. Transport Industry Workforce Advisory Group The Transport Industry Workforce Advisory Group was established to provide leadership and direction on skills and labour priorities for the transport and logistics industry. This group of executives from the industry was responsible for developing and endorsing the vision for the industry in Queensland: ‘A high functioning transport and logistics industry that attracts and retains the skills and labour required to deliver on current and future transport and logistics projects and services throughout Queensland.’ Three action priority areas were established for building long-term industry capability: people, profile, and partnerships. These priorities are disseminated to the transport and logistics industry through media publicity, industry journals, the Workforce Advisory Group, and a mailing list of more than 500 industry partners. As well, industry capability was established as an initiative of core business of the department to support and partner with industry on skills and labour priorities (refer to page 85 for more information) Key performance indicator 3. Evidence that Queensland Transport establishes and delivers a clear framework for transport planning in Queensland Clear planning frameworks provide security and stability to facilitate government policy development in other areas, as well as economic growth and private sector investment. Port authorities land use Under the provisions of S286 of the Transport Infrastructure Act 1994, the Minister for Transport must approve a port authority’s Land Use Plan or amendment to a land use plan. The minister approved the Port of Brisbane’s Land Use Plan on 31 January 2008. Planning principles for strategic port land contribute to the port authorities’ strategic outcomes and contribute to the Queensland Government’s income through leasing land to private entities for port-related purposes. Transport planning and coordination Amendments to the Transport Planning and Coordination Act 1994 were passed on 14 May 2008. These amendments provide the state with the power to dispose of remnant land acquired for transport or incidental purposes in a more timely and orderly fashion. This will allow the state to work closely with developers to ensure that future transport infrastructure projects, like busway stations, are integrated seamlessly integrated with their surrounding community. These amendments provide the state with the opportunity to pursue improved transport and urban design outcomes during public transport infrastructure planning. Two minutes with…. Name: Emma da Silva Job title: Principal Advisor (Emergency Management) Location: Brisbane Years with Queensland Transport: Two years Before I worked with Queensland Transport: I did counter-terrorism work with Queensland Police Service and was at the University of Queensland writing a doctorate about international relations and international terrorism. Current roles and responsibilities: I am responsible for coordinating disaster management preparedness, response and recovery arrangements for Queensland Transport. Best part of my job: The diversity of issues and people that I get to work within planning for effective disaster management. I work with a wide range of government officers to ensure that transport agencies are able to provide relevant transport solutions regardless of the hazard (from cyclones, floods, tsunami, bushfires, pandemic influenza to animal and plant diseases and catastrophic disaster). Transport Security (Counter-Terrorism) Bill 2008 Queensland Transport continued to provide leadership on surface transport security during 2007–08. During the year, the Transport Security (Counter-Terrorism) Bill 2008 was introduced into Queensland Parliament. The Bill will require surface transport operations (with an assessed elevated risk of terrorist threat or attack) to undertake a detailed risk assessment and develop and implement an appropriate risk management plan. Passage of the Bill and its implementation across a number of transport operations will be a key priority for 2008–09. Counter-terrorism reviews Queensland Transport completed counter-terrorism reviews of six major transport precincts. The reviews lead industry participants in conducting joint security assessments and the development and implementation of coordinated counter-terrorism plans, and establishing ongoing precinct coordination committees. Queensland Transport, in conjunction with Queensland Police Service and the Department of the Premier and Cabinet also completed a Maritime Security Review of the state’s 15 security-regulated ports. The findings from these reviews will be further adapted during 2008–09 for use by both smaller transport precincts, and, in cooperation with the Australian Government, for Queensland’s port precincts. Queensland’s precinct-based approach has generated interest nationally and internationally. Coordination and liaison Queensland Transport continued to work with transport operators to ensure they are informed and taking appropriate action in relation to counterterrorism. This includes, for example sharing information following the unsuccessful terrorist attacks in Glasgow and in London on 29 and 30 June 2007. The department also hosted the highly successful Queensland Government Transit Security and Infrastructure Design Conference and Short Course, and leads inter-agency coordination via its chairing of the Transport Security Policy Committee. Queensland Transport has also taken a major role in AustralianQueensland Government relations on surface transport security, as a key member of the Transport Security Working Group under the Australian Transport Council, and supporting the Inspector of Transport Security’s Inquiry into Intrastate Ferry Operations. Emergency management Queensland Transport works closely with lead agencies and transport operators to prepare and respond to disasters. During 2007–08 the Transport Disaster Management Plan was extensively revised. Queensland Transport was involved in several actions in 2007–08: • responding to the equine influenza outbreak in south east Queensland. During late August and early September 2007, transport inspectors assisted the Department of Primary Industries and Fisheries as well as Queensland Police Service in response to the equine influenza outbreak. Transport Inspectors intercepted 230 vehicles and reported 89 vehicles of interest • involvement in the responses to monsoonal flooding across a number of areas in Queensland in early 2008. Transport inspectors provided approximately 12,000 hours of flood relief effort in northern and central Queensland from January to March 2008. Transport inspectors worked on a rotating roster around the clock, seven days a week at 12 locations to assist the Department of Main Roads to prevent further destruction to roads. During this time transport inspectors intercepted 5,620 vehicles, rejected 166 vehicles which were above the restrictions and issued 241 infringements • leading the transport industry association briefings on pandemic awareness to promote pandemic-specific business continuity planning. 2 Section | Our performance 2 – System stewardship Queensland Transport’s stewardship role involves monitoring, guiding and shaping the whole transport system in Queensland. Queensland Transport influences the development and use of the transport system to ensure that it is safe, efficient, equitable and ecologically sustainable. Stewardship includes development of the policies that explicitly outline Queensland Transport’s direction in four key areas: scanning and monitoring the performance of the system; managing demand on the system; managing supply of infrastructure and services; and managing access to and use of the system. In addition, it includes development of the functional, modal and network plans that provide guidance to the operational planning associated with regulation, infrastructure and service provision. Good news story South East Queensland Infrastructure Plan and Program 2008–26 (SEQIPP) Queensland Transport worked collaboratively with other agencies on SEQIPP. SEQIPP outlines the Queensland Government’s program of infrastructure and major projects to support the South East Queensland Regional Plan 2005–26. The Plan includes projects covering transport, water, energy, health, education, vocational education and training, regional sport, and recreation, infrastructure for rural development, justice services, activity centres and transit-oriented development, community safety and industry development (refer to page 77 for more information). Investment identified in SEQIPP represents more than one-third of the state’s total investment in infrastructure. Total government investment identified in the 2007–08 plan is $107 billion until 2026 with $83.7 billion in funding allocated to road, rail and public transport projects (including investigations). There has been a 25 per cent increase in total transport funding which has arisen through: . the indexation of costs to 2008 dollars . inclusion of additional infrastructure projects due to emerging issues . rising construction costs . better cost estimates on planned projects through the review process . inclusion of projects arising from investigations. Project status and delivery timeframes are outlined in SEQIPP which can be accessed at: <www.dip. qld.com.au/resources/plan/SEQIPP/SEQIPP_full_document.pdf>. Key performance indicator 1. Management of congestion in urban areas Congestion Management Strategy The Queensland Government is developing a Congestion Management Strategy. The strategy aims to boost Queensland’s economy and minimise social and environmental impacts of congestion. In addition to developing the strategy, Queensland Transport has engaged urban congestion international expert, Professor George Hazel OBE. Professor Hazel will work on an ongoing basis with the Queensland Government to help combat congestion in south east Queensland. Professor Hazel has extensive experience in all aspects of transport, both urban and rural. He has specific expertise in strategic planning and policy development, integration of transport with other areas, balancing projects with economic, environmental and social objectives and innovative funding of transport infrastructure. During his work with the Queensland Government, Professor Hazel will: • meet with government agencies and key stakeholders to review implementation of the government’s Congestion Management Strategy • meet with the Premier and relevant ministers to advise on the latest international trends • conduct ‘think tanks’ with agencies and stakeholders on innovative approaches • meet with university groups and other key stakeholder groups • conduct seminars on the latest national and international research and practices in congestion management. Surveys monitoring human travel behaviour and transport system characteristics Queensland Transport, with cooperation from the Department of Main Roads, conducts surveys to monitor human travel behaviour and transport system characteristics that relate to congestion. • The South East Queensland Travel Survey collects travel behaviour information from about 2,000 households in south east Queensland each year. This provides figures for key behavioural characteristics such as mode share, trip rate and trip purpose. Such information enables the changes in travel behaviour of the population to be monitored and provides Queensland Transport and other government agency policy makers with an understanding of how best to respond to these changes. The survey began in 2003–04 and has a three-year cycle of surveys in Brisbane, the Sunshine Coast and the Gold Coast. The Sunshine Coast area was surveyed in 2007–08 and analysis of the data began in June 2008. The Gold Coast area was surveyed in early 2008 and preliminary data has been received. Data checking and cleansing are underway. 2 Section | Our performance • The Commercial Vehicle Traffic Generation Survey was conducted for the first time in 2007 and will be conducted each year. This survey provides traffic count information and other characteristics of industrial and commercial land use development types. This data is used to support strategic planning and provides significant input into the Brisbane Freight Movement Model currently under development for the Queensland Transport Modelling unit. Data collection and summary of the initial survey was completed in December 2007. The 2008 survey started collecting data in June 2008. TravelSmart TravelSmart is a range of voluntary behaviour change programs and general awareness campaigns undertaken by Queensland Transport to encourage people to use more sustainable forms of transport such as public transport, cycling and walking. The Brisbane North Communities Project is the largest single TravelSmart project ever undertaken, encompassing 74,500 households in an effort to encourage sustainable travel choices (the previous largest single project world-wide was 35,000 households). The project was funded by Queensland Transport, Brisbane City Council and the Australian Greenhouse Office and managed by Queensland Transport. The rate of active participants was 52 per cent which exceeded the world’s previous best take up rate of 48 per cent. The project reduced 114 million kilometres per year from private car travel among the participating households. These results equate to a 13 per cent reduction in vehicle kilometres travelled in private cars and a saving of 31,900 tonnes of greenhouse gas emissions per year. Further results showed: • 49 per cent increase in walking • 58 per cent increase in cycling • 22 per cent increase in public transport usage. Busways Brisbane’s Inner Northern Busway, incorporating the new King George Square Station and new bus platforms at Roma Street railway station, was opened for business on 19 May 2008. Thirty existing bus routes providing 1,600 services now operate on this new section of busway each weekday, reducing traffic congestion and trip times for commuters. The Transport Information Centre in King George Square Busway station, is the first of its kind in Australia. The centre provides information about walking, cycling and public transport services and gives residents and visitors smart travel options. Progress is continuing on the Eastern and Northern Busways and will give residents access to high-quality, fast and reliable public transport while taking cars off congested roads. The busways will cut travel times by almost half and absorb travel demand growth for many years. Our performance | Section 2 Key performance indicator 2. Passenger transport service levels across Queensland Public transport service levels impact on usage patterns and reflect the effectiveness of system management and planning. Initiatives such as qconnect and Kan-go ensure the public transport systems are effective, flexible and responsive to the needs of patrons. Passenger Transport Infrastructure Program In 2007–08, under the Passenger Transport Infrastructure Program, Queensland Transport finalised negotiations and executed binding agreements with 11 local governments at an estimated $2.9 million to fund bus stop and airport terminal upgrades to comply with the Disability Standards for Accessible Public Transport 2002 (a set of legally enforceable standards, authorised under the Commonwealth’s Disability Discrimination Act 1992). A further two councils have committed to signing agreements at an estimated $255,000. To date, Queensland Transport expenditure on capital works for regional bus stop compliance has been impacted for a number of reasons including: local government amalgamations; regional labour force shortages; shared funding constraints on Queensland Transport; insufficient local government agency funding allocations; and recent inclement weather in regional Queensland. Investment in passenger transport in regional Queensland Passenger transport investment in regional urban Queensland continued to increase in 2007–08. The service improvements achieved in regional urban Queensland have increased passenger demand to record highs. There were 11.45 million passenger trips on bus services in regional urban Queensland during 2007–08. The new qconnect Initiative for regional urban areas in Queensland will play a major future role in improving service levels. The qconnect Initiative provides improved public transport services, and greater connectivity and accessibility of services, throughout regional, rural and remote Queensland. qconnect is working with councils and private operators to improve the integration of services, making it easier for passengers to get to their destination. The qconnect branding is currently seen and will appear on: local and long-distance bus networks; infrastructure; wheelchair accessible taxis; timetables and the regulated air service network. The qconnect fares initiative is expected to produce a 25 per cent increase in patronage in some regional centres which will provide the impetus for further service improvements. The new qconnect Network Plan for regional centres will inform and guide future investment in regional networks. Kan-go Hervey Bay flexible transport solution There has been a 45 per cent increase in patronage in Hervey Bay since the introduction of Kan-go services in March 2007 (non-public-transport-users). The service has provided the community with increased access levels as the service operates door to door. Future developments for flexible transport in Queensland include trialling SMS and internet bookings. Please note: Kan-go Hervey Bay is discussed further under the heading Flexible Transport Services (KRA 2 KPI 7) on page 58. 2 Section | Our performance Regional Airport Development Scheme Queensland Transport provided $4.7 million in 2007–08 as part of the ongoing Regional Airport Development Scheme. The Scheme provides significant support for the operation of regional airlines along the Queensland Government’s regulated air network, with the provision of funding for runway reseals and extensions, construction of animal-proof fencing and installation of runway lighting. These airports are critical to connecting remote communities with larger regional centres. Since the Scheme’s inception, 140 projects have been funded at over $25 million. Under the Scheme, Queensland Transport provides grants to local governments to maintain and improve airport infrastructure. This funding ensures that regional and remote communities have access to essential business, cultural, medical, social and educational facilities all year-round, including emergency evacuation provided by the Royal Flying Doctor Service. During 2008–09, $3.46 million will be allocated toward airport infrastructure improvements at 16 locations, including Barcaldine, Burketown and Mornington Island. Long-distance bus services Queensland Transport provided $2.7 million for long-distance bus services to maintain and improve accessibility in 50 regional and remote communities in Queensland. Long-distance bus services connect regional and remote communities to essential medical and educational services, as well as other facilities in larger regional centres. Accessible taxis for Queensland initiative Since December 2007, at least 35 communities in regional and rural Queensland have, for the first time, access to wheelchair accessible taxi services. This has been facilitated by the Accessible Taxis for Queensland Initiative, which has seen over $2.07 million paid to taxi licence owners throughout regional Queensland to purchase a wheelchair accessible taxi. Queensland has Australia’s highest proportion of wheelchair accessible taxis with 16.4 per cent of the taxi fleet being wheelchair accessible. Contribution Agreement for XPT Services In October 2007, the former Director-General of Queensland Transport and the Chief Executive Officer of the Rail Corporation of New South Wales (RailCorp) signed a Transport Service Contribution Agreement supplementing the operational loss of the daily XPT service under the CountryLink brand between Sydney and Brisbane. The Agreement replaces a temporary Memorandum of Understanding (MoU), which was signed in 2006, and ensures continuity of the service for the period. The contribution amounting to $6.48 million (or 11.4 per cent) of the total operating loss (proportional track distance between Brisbane and the NSW border) of the service will be paid over three years (from 2007–08 to 2009–10). Our performance | Section 2 Key performance indicator 3. Public transport patronage in south east Queensland Changes in the patronage trend can reflect the impact of departmental programs, with a number of programs directed towards increasing public transport use. Increased use of public transport has a number of positive benefits especially in reducing road congestion and pollution. Public transport patronage trend information is useful in planning service and infrastructure delivery. Patronage Since the introduction of integrated ticketing in the TransLink area of operations in July 2004, passenger trips have increased by more than 37.8 per cent or 46.6 million trips. Passenger trips for 2007–08 have grown by 4.6 per cent over the previous year with a total of 169.9 million passenger trips for 2007–08. This represents 7.9 million more passenger trips than in 2006–07. With the increasing take-up of go cards, more patronage data will become available to TransLink for reporting purposes. This will assist TransLink to plan service improvements and infrastructure projects. Please note: TransLink go cards are discussed further under KRA 2 KPI 6 page 57. Figure 12 Number of passenger trips taken in the TransLink area of operations 2 Sect ion | Our performance Key performance indicator 4. Walking and cycling activity across Queensland Sustainable transport modes such as walking and cycling reduce congestion and pollution, as well as providing health and community benefits. Action Plan for Walking 2008–2010 The Action Plan for Walking 2008–2010 is currently being completed. It follows on from the implemented Action Plan for Pedestrians 2004–2006, but with a greater emphasis on measures to encourage walking for transport, health and social reasons. It is envisaged that the plan will increase the percentage mode of walking as a form of active transport. Indicators within the plan will be monitored by household travel surveys, road crash database results and customer satisfaction surveys. The plan is currently being finalised and it is anticipated that it will be released by 30 September 2008. Principal cycle network plans The Queensland Cycle Strategy 2003 required principal cycle network plans to be developed for Queensland to achieve the state’s target of increasing the proportion of cycling trips to 6 per cent by 2021. The following plans were progressed during 2007–08: • The South East Queensland Principal Cycle Network Plan released in November 2007 was developed in consultation with the Department of Main Roads, local government agencies, various community groups and cycle users across south east Queensland. The plan is updated annually with a major review every four years and is now the major strategic document guiding the development of the Cycle Network Program for the construction of a range of cycling paths under SEQIPP. The Plan is available on the Queensland Transport website: <www.transport.qld.com.au/Home/Projects_ and_initiatives/Plans/South_east_Queensland_ principal_cycle_network_plan/>. • In March 2007, Queensland Transport and the Department of Main Roads began developing the Far North Queensland Principal Cycle Network Plan. Feedback from local authorities and the public was considered when drafting the plan. The proposed cycle routes are now undergoing public consultation as part of the draft Far North Queensland Regional Plan. Once finalised in December 2008, the Plan will become a blueprint for the implementation of a safe and connected cycle network across far north Queensland. The Cycle Network Program SEQIPP provides $556 million over 20 years to 2026 to implement the regional cycle network in south east Queensland. The program delivers a range of cycling infrastructure including the development of new cycling pathways and lanes, bridges and underpasses, end-of-trip facilities, directional and route signage and improved lighting in south east Queensland. The South East Queensland Principal Cycle Network Plan is reviewed and updated every four years, and was last released in November 2007. In 2007–08, more than $13.2 million was committed for the delivery of 61 capital grant projects in partnership with local government agencies in south east Queensland, adding 93 kilometres to the cycle network. Some of the cycle network projects include: • Eenie Creek cycling and pedestrian bridge (opened on 12 March 2008), jointly funded by Queensland Transport and Noosa Shire Council, providing safe access over Eenie Creek Road, connecting residents and students to schools, shops and sporting facilities in the area • Development of the King George Square Cycle Centre (opened 2 June 2008). This was a partnership between Queensland Transport and Brisbane City Council to develop a world-class end-of-trip facility in the central business district. The centre provides bicycle parking and access to showers, lockers and other facilities for cyclists who commute daily. • Development of the Brassall Bikeway (due for completion November 2008) connecting the suburbs of Brassall and North Ipswich to the newly developed Riverlink and Ipswich City. The bikeway will make available a more direct route than the road network and has the potential to save cyclists travel time. It will encourage more walking and cycling trips to and from the Ipswich City Centre, and will integrate with Council’s pathway projects undertaken as part of the ‘River Heart’ project series, as well as those provided by the developer of the ‘Riverlink’ development. In total Queensland Transport has committed $29.11 million in funding through the Cycle Network Program. Funded projects comprise: • $15.5 million expended to construct the Normanby pedestrian and cycle link that opened on 30 September 2007. The link includes an elevated 4.1 metre wide shared pathway, a southern link to College Road, an underpass under College Road near the Normanby Five-Ways, fitted with closed circuit television monitored by Roma Street Parkland’s 24-hour security team. • $1.55 million towards the Green Road cycle and pedestrian underpass at Boronia Heights included in the Mt Lindesay Highway upgrade to improve access for communities either side of the highway. This is due for completion in October 2008. • $0.54 million committed towards a design and feasibility study for missing links in the south east freeway bikeway (Birdwood Road– Lewisham Street). • $3.45 million committed for the construction of the Nerang–Broadbeach Nerang-Southport and SouthportBurleigh cycleway. These projects will involve construction on-road cycle lanes, intersection upgrades for provision of dedicated cycle lanes and reconfiguration of intersections. • $12.47 million committed to deliver a cycleway over Ipswich Road as part of the construction the Boggo Road Busway/Eastern Busway. Section 1 is due for completion in June 2009. 2 Section | Our performance Key performance indicator 5. Outcomes of freight related investment Queensland’s population and economic growth have been steadily increasing over recent years and have created a greater demand for transport services and infrastructure. Forecasts envisage a substantial increase in non-bulk freight, with road freight expected to more than double between 2002 and 2020. Surat Basin Railway Queensland Transport has progressed initiatives for the development of the Surat Basin Railway, in conjunction with the Department of Infrastructure and Planning and Queensland Treasury. The private sector proposal for the Surat Basin Railway is to establish a new 210 kilometre rail line between Wandoan and Banana, connecting the existing QR Limited lines from Toowoomba/Miles/Wandoan to the Moura line from Banana to Gladstone. This railway will facilitate the opening up of an estimated 4 billion tonnes of coal in the Dawson Valley. In addition to this, the Surat Basin Railway has the potential to redirect existing coal traffic away from Brisbane to Gladstone, thereby freeing up critical rail capacity through Brisbane. The railway could also be connected at Toowoomba to a future inland rail to Melbourne. On 12 July 2007, the Queensland Government granted an exclusive mandate to the Surat Basin Railway joint venture to develop the project to financial close by mid-2010, with possible construction to be completed by 2013 at an estimated cost of more than $1 billion. Queensland Transport is providing ongoing technical advice and facilitation to assist the joint venture to progress the planning for the railway. Ports capital expansion During 2007–08, Queensland Transport continued to provide advice to shareholding ministers on the commercial and operational viability of significant port capital expansions. As a consequence of this advice, shareholding ministers were then able to approve the progression of projects with a greater assurance that the financial and operational risks of the project were being appropriately addressed by the state’s port authorities. Recent significant projects have included: • $24 million for the then Central Queensland Ports Authority (now the Gladstone Ports Corporation) to undertake capital dredging within Gladstone harbour necessary to support the construction of Fisherman’s Landing wharf’s Berth 1 as part of the stage 2 expansion of the Yarwun Alumina Plant. The dredging works covered dredging of the Berth 1 Pocket area, widening of the Berth 2 pocket area and dredging of the approaches to the berth 1 pocket. • Development of container Berths 11 and 12 at Fisherman Island by the Port of Brisbane Corporation. The Port of Brisbane Corporation will invest more than $530 million over five years in the new berths and associated terminals, which will increase Brisbane’s container-handling capacity by 25 per cent and take the number of dedicated container wharves at the port to nine. Berth 11 is expected to be operational by 2012 and Berth 12 in 2014. The Grain Harvest Management Scheme The Grain Harvest Management Scheme is designed to alleviate the uncertainties of accurately calculating the weights of vehicles after in-field loading of a bulk commodity such as grain, with its varying moisture contents and densities. The Scheme allows flexibility up to 10 per cent above the regulation gross vehicle mass. Queensland Transport, registered receivers (contracted transport companies) and AgForce Queensland are involved at various levels in the management, administration and operation of the scheme. Our performance | Section 2 In operation since 1997-98, the Scheme operated across the central and southern parts of the state with 1,630 participants in 2007–08 (up from 1,300 the previous year). Queensland Transport ensures that all participants meet on-road compliance within the flexibility of the scheme. There was an extremely high compliance rate with over 98 per cent of loads delivered by participants meeting mass requirements. There was also very little underloading by participants, meaning that the trucks were efficiently used and trips were minimised. Queensland Transport provides assistance (in partnership with Main Roads and AgForce Queensland) to registered receivers’ sites in order to educate their staff or discuss any issues associated with the Scheme so there is a consistent application. This allows improvement ideas to be discussed directly with Queensland Transport staff. More information regarding the Scheme may be obtained from AgForce Queensland (telephone (07) 3236 3100 or visit the website: <www.agforceqld.org.au/GHMSACCREDITATION.asp)>. Key performance indicator 6. The level of integration of public transport services in south east Queensland Integrating the public transport network and coordinating timetables are strategic priorities outlined in the TransLink Network Plan. The extent of integration across TransLink’s area of operations is an important element in customer perceptions of quality. Real Time Passenger Information System TransLink is conducting a procurement process to implement a Real-Time System that will track, monitor and provide information about buses, trains and ferries used in the TransLink network. The System will provide a capability for better use of all existing passenger transport infrastructure (including more efficient management of vehicular and ferry fleets) and reliable public transport information in south east Queensland. The system is a world-class, vehicle-to-depot computer network that will integrate the: electronic destination sign, interior signs, public address, engine management system, GPS, the driver radio and driver interfaces. It also has the potential to integrate with existing duress alarms, covert microphones and closed circuit television cameras to improve driver and traveller safety. 2 Section | Our performance Through provision of timely and accurate information traveller perceptions of safety and public transport reliability will be enhanced. Travellers will be able to use the system to access information at home, at stops, on board and through mobile devices to plan their use of various public transport modes, based on real and accurate timings. This will enable travellers to optimise their travel, even mid-journey. After funding has been approved, the System will initially be implemented on the Sunshine Coast. Inter-modal Access Program TransLink is working in partnership with QR Limited to deliver an Inter-Modal Access Program, which delivers improvements such as new or upgraded bus-rail interchanges, increasing capacity of park and ride facilities, improved pedestrian links and the provision of bike lockers. During 2007–08, railway stations, park and ride facilities and bus interchanges were upgraded at: Burpengary, Cannon Hill, Loganlea, Manly, Mitchelton, Narangba, Nudgee, and Petrie stations. go cards TransLink is leading the development of technologies to ensure public transport is easy to use. The go card was launched in February 2008, and is now operational across the network (in south east Queensland). The new electronic go card allows customers to travel seamlessly on TransLink services on buses, trains and ferries without the need to queue for a ticket or find cash. Customers simply touch the card on a card reader at the beginning and end of your journey and go card automatically calculates the fare. Customers with go cards are now able to travel seamlessly across the network from Gympie North in the Sunshine Coast to Coolangatta in the Gold Coast and west to Helidon with a single ticket. In addition, patrons can transfer across services at no extra cost while exploring new travel options. Key performance indicator 7. People’s accessibility to transport services and desired destinations Accessibility provides Queensland Transport with a key measure of its ongoing commitment to providing equitable access to transport for the whole community. The ability to access public transport is crucial for people in all parts of the state. For those with disabilities, as well as to their families and carers, accessibility means they are able to participate fully in community life. Corridor planning The final phase of the Ipswich-Springfield Corridor Realignment Study was completed in June 2008 at a total cost of $1.2 million, with $248,000 spent during 2007–08. The Study, which began in March 2007, undertook detailed corridor planning and an impact assessment study on a preferred public transport corridor from Ipswich to Springfield using heavy rail or busway from Ipswich central business district to Springfield via Yamanto, Ripley town centre, Swanbank, and Redbank Plains South. Extensive stakeholder engagement was sought with the general community, affected property owners, Ipswich City Council, and various state agencies participating throughout the study process. The Environmental Impact Study is currently being completed and will be submitted to Cabinet in the next financial year so it can make a decision about preserving the corridor. Land Use and Public Transport Accessibility Index (LUPTAI) Development continues on a software package to calculate a Land Use and Public Transport Accessibility Index that provides a measure of non-car accessibility between residential areas and key centres such as employment, medical, retail and social. It is user-friendly and delivers information in an easy to understand visual format. It will enable planners to maximise accessibility to public transport and services and reduce dependence on the private car. This will benefit the public by creating communities that are close to major services and activities which support active transport modes such as walking, cycling, as well as public transport. The software package was given a limited release in mid 2008 to selected organisations to trial. The final product is planned to be released in 2009. Since 2006, pilot studies have been undertaken for Gold Coast City, Ipswich City, Cairns Regional and Sunshine Coast Regional Councils. These pilots enable an evaluation of the index’s potential application across a diverse range of existing planning tools (such as strategic planning, place-based planning, public transport corridor assessments and public transport network planning) with an aim to deliver integrated transport and land use outcomes through a partnership approach between Queensland Government and local government agencies. TransLink Network Plan TransLink aims to make the public transport system in south east Queensland equitable and accessible for all. For this reason a strategic priority of the TransLink Network Plan is to fill the gaps in the network and to optimise the number of people who can access jobs, housing, education, health services and recreation opportunities by public transport. TransLink is now developing an updated TransLink Network Plan which will outline service and infrastructure improvements and provide a four year rolling program of improvements. The Plan is expected to be finalised and distributed in the second half of 2008. A copy of the Plan is available at <www.TransLink.qld.com.au/qt/TransLin.nsf/index/project_network>. Citytrain Stations Upgrade Program $12 million has been approved toward the Citytrain Stations Upgrade Program in 2008–09 to improve the safety and accessibility of train stations and services for all passengers. Stations being upgraded under the Program include: Alderley, Birkdale, Beerwah, Bethania, Bundamba, Brunswick Street, Chelmer, Corinda, Indooroopilly, Ipswich, Landsborough, Mitchelton, Milton, Narangba, Oxley, Petrie, Redbank and Strathpine. Flexible transport services Queensland Transport continues to monitor the use of flexible transport services as a means of improving accessibility and mobility for Queenslanders. Flexible bus services differ from regular urban bus services in that they pick up and drop off passengers at their front door. Flexible services under the ‘Kan-go’ brand are currently being trialled in Toowoomba and Hervey Bay. Continual monitoring of the service will establish the degree of its success and potential for operation into other regions. qconnect The introduction of the qconnect Initiative will improve the accessibility of public transport for regional Queensland residents. The roll-out of qconnect saw the introduction of revised fare zones making the public transport system in regional cities easier to understand and use. At the same time, a new fares system was introduced, which brought regional public transport fares into line with those charged in the TransLink area of operations. A high percentage of fares were reduced, making public transport fares more affordable for a greater number of Queenslanders. In addition, the community will benefit from the range of tickets now available in regional Queensland. Single, daily and weekly tickets will now be available to residents. 2 Section | Our performance Online practice road rules test The online practice road rules test was made available to the public on 1 July 2007 with the aim of contributing to road safety by improving the overall understanding of road rules within Queensland’s communities. Customers are provided with randomly generated road rules tests so they can practise their road rules and improve their knowledge before taking their written driver licence tests. The test provides a random selection of 10 give way and 20 road rules questions one could be asked when applying for a driver licence. There are also five random questions for those applying for a motorbike licence and 10 random questions for those applying for a heavy vehicle licence. The interactive program is accessible via the Queensland Transport website: <www.service. transport.qld.com.au/rrtexternal/SelectExam.jsp> and complements the study material contained in the Your Keys to Driving in Queensland publication (a book that contains essential information about the Queensland driver licensing system, and road rules which can be accessed via the following web link: <www.transport.qld.com.au/Home/Licensing/Learn_ to_drive/Your_keys_to_driving_in_queensland/Your_keys_to_driving_in_queensland>. Since its public release, the practice road rules test has received an average of 2,800 hits per day. During the July 2007 to March 2008 period, approximately 769,000 people accessed the test. Approximately 59 per cent of people who started the test also completed it. Traveltrain stations – Disability Discrimination Act 1992 compliance Since 2002, over $15.7 million has been committed to the upgrade program for Traveltrain stations for Disability Discrimination Act 1992 compliance with the north coast, great northern and central-western lines largely complete (Traveltrain is a division of QR Limited). The south-western line is scheduled for completion by the end of 2008. Station lighting upgrades state-wide will be completed in 2008–09. for a total estimated cost of $5.6 million. These works will assist people with a disability to access and use facilities at stations. Taxi Subsidy Scheme Queensland Transport administers the Taxi Subsidy Scheme, which improves the mobility and quality of life for Queenslanders with disabilities by providing improved access to taxis. The scheme provides a subsidy of 50 per cent of the value of the trip to a maximum of $25. Eligible individuals are able to apply to become members of the Scheme. In 2007–08 over 2 million taxi journeys were made by the 48,000 members of the scheme. Key performance indicator 8. The proportion of public transport services that are accessible to people who are less physically able or who have a disability Queensland Transport is committed to providing equitable access to people with physical disabilities and so measure the proportion of public transport services available to this segment of the community. Disability access programs Queensland Transport has invested $225.47 million to date (refer to figure 13 below) toward upgrading QR Limited rolling-stock and station infrastructure in south east Queensland to improve access for all passengers, including people with disabilities. Figure 13 Disability access programs Figure 13 Disability access programs- continued 2 Section | Our performance TransLink accessibility TransLink is committed to ensuring that customers with a disability or reduced mobility have easy access to public transport and aims to have 100 per cent of the bus fleet accessible by low-floor or ramp facilities by the end of 2016. By the end of 2007–08 almost half (46 per cent) of the fleet used for service was already accessible by low-floor facilities or ramps. Low-floor accessible buses are in service in approximately 50 per cent of regional centres. Busway station facilities have also been designed to provide lifts, ramps, paths and tunnels to local areas, tactile ground surfaces for the sight impaired and hearing augmentation for the hearing impaired. Our performance | Section 2 Key performance indicator 9. Transport fatalities and injuries User safety is a vital component of sound system stewardship. Transport deaths and trauma have major social and economic impacts on the community. Additional information on safety performance, initiatives, achievements and outcomes across all modes is provided in the safety report on pages 89–98. Rail fatalities In 2007–08 Queensland had six rail-related fatalities (excluding suicides): two were track workers, two were trespassers, and the other two fatalities occurred at level crossings. This compares to four fatalities in 2006–07 and 11 in 2005–06. Marine fatalities During the 2007 calendar year there were 13 fatalities resulting from marine incidents*. This was four fewer than in the previous year but in line with the previous four-year average of 12 fatalities per year. Further information can be obtained from the Marine Incident Annual Report on Maritime Safety Queensland’s website at <http://www.msq.qld.gov.au> and from pages 94–98 of the Marine Safety Report. Road fatalities During the 2007 calendar year there were 360 fatalities resulting from road incidents*. This is a significant road safety issue in Queensland. During 2007, there were 75 motorbike fatalities representing 21 per cent of all fatalities on the state’s roads (refer to the Road Safety report on pages 90–93 for more information). In contrast to the 2007 calendar year result, the road fatality rate for the 2007–08 financial year has reduced to 7.85 fatalities per 100,000 population. This is indicative of the reduced road toll in the first half of 2008 compared to the same period in 2007. Figure 14 Marine fatalities 2 Section | Our *Note: Marine and road fatalities are recorded across calendar years. Road safety programs During 2007–08, Queensland Transport in partnership with Department of Justice and Attorney-General, Department of the Premier and Cabinet, Queensland Treasury and Queensland Police Service, successfully implemented a program of initiatives aimed at improving road safety and reducing road fatalities. These initiatives included: • Graduated licensing system • Young drivers are twice as likely to be involved in fatal crashes as drivers aged 25–59. In 2007, 80 young people died on Queensland roads. On 1 July 2007, a new graduated licensing system was introduced for young drivers under 25 years of age. New requirements are: . mandatory 100 hours recorded logbook driving experience for learners . two-phase P1 and P2 provisional licence system [a red plate for P1 for one year and green plate for P2 for two years] . high-powered vehicle restrictions for provisional licence holders . peer passenger restrictions for P2 drivers (can only carry one passenger aged under 21) between 11pm and 5am . motorbike learners must hold a car provisional licence for 12 months before applying for their motorbike learner licence . learner and provisional drivers under the age of 25 are banned from using a mobile phone in a vehicle and this includes the hands-free function • From 1 July 2008, Queensland P1 licence holders will need to pass an online hazard perception test before they are able to upgrade to either a [P2] or open driver licence • Drug driving • In partnership with the Queensland Police Service, introduced saliva based Random Roadside Drug Test from 1 December 2007 to address the serious nature of drug driving offences. Random Roadside Drug Testing now enables police officers to request a saliva sample at the roadside for the purpose of testing for drugs • Vehicle impoundment • In partnership with the Queensland Police Service introduced a trial of impounding vehicles for recidivist offenders in southern and north coast police regions from 1 July 2007 • Fixed speed camera program • As part of the Camera Detected Offence Program two fixed speed cameras started operating in Brisbane on 14 December 2007 (Bruce Highway, Burpengary and Main Street, Kangaroo Point). A third camera started operating on the Pacific Motorway, Tarragindi on 22 February 2008 • Heavy vehicle restrictions • Introduced heavy vehicle restrictions on the Brisbane urban corridor including the automation of infringement processing using automated number plate recognition technology • Cumulative disqualifications • The Cumulative Disqualifications Initiative was implemented in May 2008 to tackle repeat drug and alcohol offenders • Special Hardship Orders • A special hardship order replaced the existing driver licence suspension appeal process on 29 October 2007. A licence holder who has had their licence suspended as a result of either an accumulation of demerit points or a speeding offence can apply to a court for an special hardship order. This allows the licence holder to continue to drive under certain circumstances. Previously, no restricted use conditions applied • Motorbike safety • Queensland Transport launched a comprehensive marketing campaign in the second quarter of 2008 targeted at both riders and motorists to improve motorbike safety • Queensland Transport implemented reforms to the Q-RIDE licensing system in 2007. Q-RIDE is a competency-based training and assessment program designed to equip motorbike learners with the competencies they need to apply for a motorbike licence • These introduced improved standards for registered service providers, new compliance plans to ensure the consistent delivery of training and strengthened auditing including the introduction of a new penalty infringement process in December 2007 • Reforms to the medical conditions reporting • Changes to legislation were introduced in June 2008 that required drivers to inform Queensland Transport of any medical condition that may affect their ability to drive safely. These changes are known as ‘Jet’s Law’ in commemoration of Jet Rowland, a small boy who was killed in a road crash caused by a driver with a known epilepsy condition • Drivers can no longer wait until it is time to renew their driver licence to report a long-term or permanent medical condition that adversely affects their ability to drive safely. As soon as the condition develops, or as soon as there is an adverse change to an existing condition, the driver needs to take steps to inform Queensland Transport. In the future Queensland Transport will take the following actions: • Intelligent Access Program • Introduce satellite monitoring of heavy vehicles operating under higher mass limits to ensure they do not deviate from approved access routes, through an Intelligent Access Program. This program provides heavy vehicles with improved access to the Australian road network in return for monitoring compliance with specific access conditions. This is done using telematics – a way of monitoring a vehicle using global positioning. This is a national program developed in partnership with all Australian road agencies. • Motorbike safety • Continue the three year phased implementation of motorbike safety initiatives Refer to page 91 – the Road Safety Report for more information. Driver Reviver Program The Driver Reviver Program was established in Queensland in 1990 as a community-based road safety initiative of Queensland Transport and Queensland Police Service. By encouraging drivers to stop and revive, driver reviver sites play an important role in promoting safer driving habits amongst long-distance drivers and help motorists to get to their destinations safely. Section | Our performance The program is operated by around 1,600 volunteers and an average of 182,000 people visit one of 35 sites in Queensland each year. Driver Reviver sites are located at rest areas, parks and other suitable locations. The program operates annually during school holidays and public holiday periods. Maintenance of the sites is funded by Queensland Transport’s community road safety action fund. Operation Safe Driver Holiday Operation ‘Safe Driver Holiday’ is a safety initiative of Queensland Transport. The objective of the operation is to improve road safety by targeting unsafe private and commercial vehicles with a gross vehicle mass of less than 4.5 tonnes. This on-road activity takes place one week before holiday periods to proactively improve road and vehicle safety for the travelling public. Safe Drive Holiday was conducted across the state in December 2007. In total, 4,745 vehicles were intercepted and 745 (or 15.7 per cent) vehicles were found to be defective. The most common defect was bald tyres. Due to the success of the operation and positive feedback from the community the operation will be repeated over the next 12 months. Key performance indicator 10. Community confidence in the safety and security of the transport system Community perceptions about the safety and security of the transport system can influence their choice of travel modes. Improving confidence in the system, including the public transport components, will encourage smarter travel choices and provide greater benefits to Queensland. Rail safety The Rail safety achievements for 2007–08 include: • Investigations in accordance with section 216 of the Transport Infrastructure Act 1994 (refer to Rail Safety Report on pages 89–90 for more information) • Completed 35 rail safety audits, as well as inspections of accredited railway operators and railway managers operating in Queensland. Also participated in four national rail safety audits • Assessed applications for accreditation from seven railways seeking to operate in Queensland. Each railway’s operating risks were examined and its competence and capacity to manage those risks was determined by reference to its safety management system. Thirty railway operators and managers are now accredited to operate in Queensland. Marine safety Improving boating safety in the Torres Strait The Torres Strait Marine Safety Program commenced in 2006 as a Blueprint for the Bush initiative. Over four years this program will receive $2.7 million in funding to improve safety outcomes in the Torres Strait by: • reducing the incidence of lost seafarers through training, improved maintenance of vessels and trip planning • increasing the potential for survival of lost seafarers through the improved carriage of safety equipment and distress signals • increasing community and industry commitment to safety by enhancing the boating safety culture in the region. This initiative is being implemented in partnership with the Australian Maritime Safety Authority and with the support of the Torres Strait Regional Authority, Tropical North Queensland Institute of TAFE, Education Queensland and local government agencies in the region. A census of vessels in the region was completed in early 2008. The census, which was the first of its kind, inspected more than 1,700 vessels for seaworthiness across the 21 communities in this remote region. The census revealed there are more vessels than expected throughout the islands. In addition there is possibly one vessel per three to four people, compared to the statewide average of one vessel per 20 people. Data gathered from the census is being analysed to gain a detailed understanding of vessel quality in the region, the extent to which safety equipment is carried and the ways vessels are used in the region. This information will be used to tailor activities to improve safety outcomes. Indigenous Driver Licensing Program The Indigenous Driver Licensing Program aims to reduce unlicensed driving and the potential legal, social and actual costs to Aboriginal and Torres Strait Islander people, their families and communities. The program is delivered by a dedicated mobile driver licensing unit based in Cairns which takes Queensland Transport’s licence testing service out to communities. This is supported by a community information program to make learning about road rules and responsible driving more accessible to new drivers. The program works in with communities to address issues of road safety and licensing for Aboriginal and Torres Strait Islander people. Since the beginning of 2008, the team has provided services to: Lockhart River, Pormpuraaw, Hopevale, Wujal Wujal, Napranum, Woorabinda, Mapoon, Aurukun, Napranum, Yorke Island, Yarrabah, Mossman Gorge, Thursday Island and Hope Vale. School Crossing Supervisor Scheme Queensland Transport aims to employ an additional 45 school crossing supervisors over three years (2007–08 to 2009–10). In 2007–08, 15 new supervisors were employed at a cost of $180,000. An additional 30 supervisors will be employed during 2008–09 and 2009–10 (15 each year). Two minutes with…. Name: Lois Brett Job title: School Crossing Supervisor Location: St Aidan’s, Corinda (Brisbane) Years with Queensland Transport: 18 years Before I worked with Queensland Transport: I was not employed. Current roles and responsibilities: I am responsible for ensuring the safety of the children, parents and teachers crossing roads at the school and in doing so teach them road safety. Best part of my job: I really enjoy seeing the kids each day and have a little chat where possible. I have seen some girls go from grade one (and now prep) through to grade 12 with some becoming teachers at the school. I get a kick out of teachers using my crossing and putting into action the road safety rules I taught them years ago, which they are now teaching the young girls in their care. I enjoy talking to the parents and grandparents picking up children at the school. It’s nice to be called by my name by the regulars I see daily. I also love helping out at the tuckshop from time to time and doing what I can to help. I would recommend a crossing supervisor job to anyone! The last 18 years I have spent as a crossing supervisor at St Aidan’s have been the best. Our performance In addition, since 2004–05, over $7 million in funding has been allocated to the School Crossing Supervisor Program each year. Since the scheme began no child has died on a supervised crossing. SchoolBUS Upgrade Scheme SchoolBUS is a financial assistance scheme for school bus operators contracted to Queensland Transport. The main objective of the Scheme is to accelerate the introduction of roll-over compliant buses into the contracted Queensland school bus fleet, by helping contractors purchase: new buses; used buses that are less than five years old; used buses over five years but less than 10 years old with more than 30 passenger seats; ADR68/00 seats (lap/sash seat belts); and air-conditioning. SteepBUS is a component of SchoolBUS and is a financial assistance scheme to assist contracted school bus operators who operate school services on long, steep and very steep roads on which it is designated that standing passengers cannot be carried. These contractors are required to: comply with Australian Design Rule (ADR) 59/00 – Roll-over strength; have ADR 69/00 seats fitted; and have a suitable power-train retarder fitted (for example, driveline retarders, and engine brakes, but not exhaust brakes). SchoolBUS and SteepBUS have replaced about 365 older school buses (amounting to $32 million) since 2002– 03 with newer buses with improved safety features. In 2007–08, $9.9 million was provided through the SchoolBUS and SteepBUS programs. As a result of SchoolBUS, students going to and from school are now travelling in buses with the highest safety construction standards in the world. Another 65 buses are in the process of being approved by Queensland Transport for delivery in 2008–09. The 2008–09 budget for the SchoolBUS Program is $11.3 million. We are currently experiencing an unprecedented demand for buses across Australia, which is creating supply challenges. However, Queensland Transport has established key contacts with the bus manufacturing and importing industries to help address this issue. Figure 15 School crossing supervisor program Our performance | Section 2 Heavy vehicle inspections Queensland Transport operates a heavy vehicle inspection scheme that conducts programmed annual and biannual inspections on heavy vehicles and passenger service vehicles. Annual and bi-annual inspections are conducted at a variety of sites across the state. Compliance inspections contribute to the on-road safety of heavy vehicles and potentially reduce injuries and fatalities by checking the mechanical and vehicle safety of passenger transport and heavy vehicles through programmed vehicle inspections. Specific activities (such as random intermediate maintenance audits) were undertaken against higher-risk operators to try and modify their behaviour. During 2007–08, 69,620 programmed inspections were conducted with a pass rate of 57.71 per cent (this figure includes failures for minor defects and cosmetic issues). The total number of hours dedicated to compliance onroad activities during 2007–08 was 60,742 hours. Queensland Transport inspectors have significantly increased their focus on speed limiting devices on heavy vehicles. This focus includes a greater effort during programmed and non-programmed heavy vehicle inspections in the use of the speed limiting tampering diagnostic tool. The speed limiter tampering diagnostic tool is a standard tool that compliance staff use as part of their on-road activities. Over 95 per cent of vehicles inspected complied with the speed limiter requirements. A detailed analysis of speeding convictions is being undertaken which will be used to: • target repeat or serious offenders by other measures (for example audits) • issue defect notices against heavy vehicle drivers convicted of speeding. During 2007–08, operations were conducted at major events in the country and tourist areas (such as airports and the Gold Coast) in urban areas. A total of 8,369 hours were dedicated to passenger transport activities during 2007–08 by transport inspectors. 2 Section | Our performance Operation Austrans Operation Austrans is a national operation aimed at monitoring and encouraging compliance across the transport industry, through coordinated and strategic deployment of transport and police services. The operation is a standard part of the on-road enforcement activity. In March and May 2008 a joint operation with Queensland Police Service was successfully undertaken and the activity saw 5,775 vehicles intercepted, with 167 penalty infringement notices and defect notices issued. Public transport security TransLink provides a range of security initiatives including: • South East and Inner Northern Busways are monitored 24 hours a day from 357 cameras and closed circuit television • busway safety officers patrol stations to ensure passenger safety and respond to incidents • NightLink bus services are provided with security guards and drop off customers on demand along the route where it is safe to do so • over 2,000 closed circuit television cameras have been installed on all Citytrain rolling stock and approximately 3,550 closed circuit television cameras operate at 120 Citytrain stations across the network • Queensland Police Service provides a railway squad headquartered at Roma Street station with other operational centres at Petrie, Manly, Beenleigh and Redbank stations • private security officers ensure the safety of customers on guardian Citytrain services after 7pm each day. Taxi security camera roll-out Queensland Transport has funded the roll-out and installation of security cameras across the Queensland taxi fleet. All but a small number of the approximately 3,100 taxis across the state will have cameras, data storage and download facilities installed by the end of 2008. The installation of security cameras in the Queensland taxi fleets will mean improved safety for drivers and passengers. Our performance | Section 2 Key performance indicator 11. Environmental impacts of passenger and freight transport Measuring air pollution and greenhouse gas emissions, and monitoring marine pollution and response initiatives, provides an indication of how effective transport-related environmental strategies are in managing the impact of the transport system on the environment. Air quality impact projects Queensland Transport collaborated with the Queensland University of Technology (QUT) and other partners on a number of Australian Research Council-funded projects and QUT-Queensland Transport grant projects designed to fill information gaps on the air quality impacts of transport on human health. During 2007–08, Queensland Transport contributed $120,000 to the research projects listed in figure 16. When completed, the research may contribute to the development of emission and ambient air quality standards and provide planning guidance about the location of sensitive land uses near major transport corridors. Figure 16 Research projects Aircare Aircare is a vehicle emissions action plan – a key project of the South East Queensland Integrated Regional Transport Plan. Aircare aims to reduce motor vehicle air pollution by looking at transport challenges facing the region over the next 25 years. The plan also includes the Smoky Vehicle Program and the On-road Vehicle Emissions Random Testing. The plan is published on the Queensland Transport website <http://www.transport.qld.com.au/Home/Projects_and_initiatives/Plans/Integrated_transport_plans/South_east_ql d_integrated_regional_transport_plan/>. TransLink’s Bus Replacement Program TransLink’s Bus Replacement Program is replacing older buses with new buses that meet or exceed existing emission, fuel consumption and noise level standards. Old vehicles are being replaced with either Euro 4 or Euro 5 emission standard vehicles. Brisbane Transport supply compressed natural gas buses that have emission levels equal to or better than current Euro 4 or 5. Older vehicles are replaced at 25 years for school and 20 years for urban usage. During 2007–08, 63 vehicles of Euro 4 standard or better were supplied. It is anticipated that a further 75 vehicles will be replaced in 2008–09 (refer to the Environment report on page 105 for more information). 2 Section | Our performance Marine pollution The incidence and severity of ship-sourced marine pollution was steady over 2007–08 (see figure 17). Analysis of 60 reported oil spills in 2007–08 showed that: • 33 per cent of spills occurred within ports • 60 per cent of spills occurred in Queensland coastal waters outside ports • 7 per cent of spills occurred outside of Queensland coastal waters but within Australia’s territorial sea • 74 per cent of reported spills were of less than 5 litres • 77 per cent were spills of either diesel or other light oil. Figure 17 Reported oil spill incidents Refer to the Marine Pollution component of the Environment report on page 109 for more information. | Section 2 3 – Service and infrastructure delivery Through its interactions with industry and the community, Queensland Transport gains a better understanding of their needs which in turn helps with timely and efficient responses. In line with the policies and strategies developed as part of its stewardship role, Queensland Transport delivers or operates services and infrastructure. Sometimes Queensland Transport chooses to deliver and operate services and infrastructure itself and, at other times, manages others to do so. It aims to ensure that the delivery and operation of such services and infrastructure are delivered and operated efficiently and to an agreed standard. Customer focus is important, and Queensland Transport aims to deliver and operate services and infrastructure in an economically and ecologically sustainable manner. 2 Section | Our per Good news story Evidence of Identity Document Verification process In April 2004 Queensland Transport implemented the national Evidence of Identity (EOI) guidelines. These guidelines were strengthened with the implementation of the Evidence of Identity Document Verification process (EOI/DV) on 29 October 2007. EOI/DV process enables Queensland Transport to capture the details of EOI documentation provided by customers, so that operators are able to identify false or incorrect documents. The new process provides an electronic duplicate match against recorded category A documents (such as birth certificates and passports) and complements the existing process to ensure authenticity. Where possible, documents are also electronically verified with the external issuing authority. To communicate EOI/DV’s implementation, Queensland Transport contacted approximately 800 dealerships throughout the state. This helped dealers to educate their staff in preparation for the new EOI processes. Courtesy letters were also sent to industry licence/accreditation holders and a targeted group of customers reminding them to bring the appropriate EOI documents when the time comes to renew their product. The new process has strengthened EOI procedures and systems increasing the integrity of Queensland Transport’s products and the likelihood of detecting customer identity fraud at the point of application. These measures have also reduced Queensland Transport’s risk of internal fraud when collecting evidence of a customer’s identity. It has also minimised the department’s exposure to litigation arising from the use of license and/or registration products obtained by fraudulent means. Key performance indicator 1. Community satisfaction with public transport services Attracting passengers and increasing the number of trips made on public transport will help reduce congestion and its associated pollution on the roads. Each year Queensland Transport measures community satisfaction with public transport services. The research specifically measures and monitors community satisfaction levels with public transport services on buses, trains, ferries and taxis against performance indicators set out in the strategic plan. The key indicators are: • customer satisfaction with the transport system • customer perceptions of personal safety and security. The research is conducted by way of a random telephone call to participants who are residents of Queensland aged 16 years and older. Survey participants include existing and infrequent users of bus, train, ferry and taxi services. Existing transport users are those who normally use the service in a four-week period. Infrequent users are those who use the service less often than once a month, but more often than once a year. Research results provide Queensland Transport with benchmarks and ongoing tracking of performance indicators. These help determine community satisfaction against numerous criteria such as trip time, trip frequency/timeliness, operator/driver knowledge, convenience and comfort, and security and customer information. Results indicate that the overall satisfaction of frequent users has reduced slightly over the last four calendar years (refer to figure 18). Figure 18 Public transport performance Section 2 Customer perceptions of personal safety/security Customer perceptions about their personal safety and security whilst travelling by bus, taxi, train and ferry have remained constant over the past four calendar years (2004–07). Results indicate that there was a decrease in customer perceptions of personal safety and security when travelling by train during 2005, however this rating has improved over the past two years (refer to figure 19). Figure 19 Customer satisfaction – safety and security of the transport system – existing and infrequent users Key performance indicator 2. Customer satisfaction with the quality of Queensland Transport’s customer services Satisfaction is a barometer of customer experience and perception and is widely accepted as an indicator of service delivery effectiveness. Queensland Transport commissions AC Neilsen Ltd to conduct ongoing surveys of customer satisfaction for its services throughout Queensland. Customer satisfaction surveys The customer satisfaction survey (Channel Management Research Monitor) involves contacting 800 Queensland Transport customers and conducting a survey into degrees of satisfaction with key services channels for Queensland Transport including: customer service centres, call centres, internet, mail and agents. The quality of customer service provided at customer service centres on a scale of 1 to 10 rated at 7.4 for the last five years. The Queensland Transport website continues to be the highest-performing channel on a scale of 1 to 10 with a score of 8.7, showing an increase of 0.4 from the mean score of 8.3 recorded during 2006–07. Customer service delivery Queensland Transport has a network of: offices, customer service centres, customer call centres, Queensland Government agency program offices, Queensland Police offices located in rural remote areas, motor dealers, and clerks of the court and Australia Post (limited services). Services are also provided through itinerant sites located in far northern remote Indigenous/Torres Strait communities. An itinerant site is a location where Queensland Transport officers provide on-site transactional services including knowledge and driver testing. Each of the service channels has a customer service target. Q-matic is the customer queue management system used in customer service centres. The department’s service target for average waiting times in customer service centres is set at 10 minutes. The state-wide Q-matic average waiting time in customer service centres for 2007–08 was 10 minutes 31 seconds (refer to page 11 Key trends, Average length of queue times in customer service centres). Queensland Transport’s customer call centre target is answering 80 per cent of customers’ phone enquiries within a three-minute timeframe. This was exceeded in the 2007–08 period, with a result of 85.9 per cent of customer’s enquiries answered within three minutes. The state-wide target waiting time for practical driving tests is 20 days. The average lead time for driving assessments for 2007–08 was 12 working days for a C and CA class licence and 15 days for a heavy vehicle licences. With the introduction of the Young Drivers Initiative in July 2007, there was a significant increase in new learner driver licence holders recorded in the licensing system. A number of strategies were implemented to manage the increased demand for driver assessments including: staff recruitment, Saturday testing and cross-training of customer service staff and driver examiners to meet customer demand. Queensland Transport delivers a range of products and services through electronic channels including BPay (phone and internet) and interactive voice response (phone). These electronic service delivery channels provide flexible and easy access to services for customers and the community. A growing number of clients are choosing to access the department’s services via electronic channels. During 2007–08, 44 per cent (2.64 million) of transactions were made using electronic self-service methods compared to 42 per cent (2.68 million) during 2006–07. Two minutes with…. Name: Saira St George Job title: Manager (Customer Service Centre) Emerald Location: Emerald Years with Queensland Transport: nine years Before I worked with Queensland Transport: I worked as a photo lab technician. Current roles and responsibilities: I am responsible for the day-to-day operation of the Emerald Customer Service Centre. My role includes human resource and financial management functions to ensure the efficient and effective delivery of services. Best part of my job: In the Central Highlands area, it is no secret that coal and mining-related industry is responsible for the bulk of employment and production activities. This adds a different dimension to the role of Queensland Transport in the area compared to the department’s role on the coast or in a metropolitan area. In the years I have been here in Emerald, I have been faced with new challenges and intriguing situations provided by mining vehicles, procedures and personnel. At times it requires creative thinking and precise knowledge of policy which keeps life interesting for all of us involved here! With the announcement knowledge of policy which keeps life interesting for all of us involved here! With the announcement that new mines will be opened at Clermont and extensions planned for the Kestrel Mine, there is no doubt that the mining industry and Queensland Transport have a steady future relationship here in the Bowen Basin. Our performance | Section 2 In 2007–08, 50 per cent of all driver licence practical test bookings were made online. That is, 96,826 people chose to book their test online instead of using more traditional methods. This is an increase of 9 per cent compared to 2006–07, and an increase of 32 per cent from 2005–06. Additionally, 22 per cent of all open driver licence renewals were conducted online. While customers currently experience an average wait time of 10 minutes 31 seconds in customer service centres, this wait time would be more than double without the range of products and services currently available via electronic channels. Boating licensing The percentage of marine commercial licensing applications and marine commercial registration applications responded to within statutory requirements was 91 per cent and 90 per cent respectively. In 2007–08, Maritime Safety Queensland conducted a commercial marine industry survey to help the agency to gauge the effectiveness of communication between the agency and the marine industry. The survey was circulated as an insert to the September–December 2007 issue of Maritime Safety Queensland’s Seascape, as well as through various industry associations across the state and for download from their website. The feedback received is being used to ensure that Maritime Safety Queensland is providing industry with the types of information it wants, when, and in the way it would like to receive it. Figure 20 Percentage of transactions associated with registration and licensing responded to within statutory requirements Key performance indicator 3. The cost of delivery of Queensland Transport’s customer transactions Population increases and the introduction of new products and services have led to increases in the number of customer transactions delivered by Queensland Transport. Through improved and streamlined service delivery methods and transaction growth, the direct cost per delivery of a registration renewal (average across all delivery channels) reduced from $5.82 per transaction in 2005–06 to $5.79 per transaction in 2006–07. The estimated cost per transaction in 2007–08 was $5.15. Key performance indicator 4. Efficiency and effectiveness of the delivery of transport capital infrastructure projects Queensland Transport needs to ensure its capital infrastructure projects are delivered efficiently and effectively to ensure the government is achieving value for money. South East Queensland Infrastructure Plan and Program 2008–26 (SEQIPP) As part of the Queensland Government’s longer-term strategy to improve transport infrastructure across south east Queensland, SEQIPP has committed funding for several major public transport infrastructure projects outlined in the TransLink Network Plan. The planning and delivery of the following major projects will be led by Queensland Transport, with staged delivery from 2008 to 2026: • Northern Busway (Royal C hildren’s Hospital to Kedron) – under construction with expected completion 2009 • Eastern Busway (Buranda to Main Avenue) – project approved and is in procurement phase • South East Busway extension to Springwood – planning underway • Gold Coast Rapid Transit Project – planning underway. Estimated funding of $1.67 billion. • Gold Coast Bus Priority/High Occupancy Vehicle Program – (bus lanes on Gold Coast Highway and transit lanes on Frank Street and Smith Street) under construction • Petrie to Redcliffe multi-modal corridor – planning underway • Coast Connect: Caloundra to Maroochydore quality bus corridor – planning underway • Boggo Road Busway (Princess Alexandra Hospital to Eleanor Schonell Bridge) – under construction with expected completion in 2009. Estimated cost $226 million • Eastern Busway (Princess Alexandra Hospital to Buranda) – under construction with expected completion 2012 • Robina to Varsity Lakes rail extension – under construction • Corinda to Darra track upgrade – under construction • Caboolture to Beerburrum track upgrade – under construction • Milton and Albion railway station developments – Brisbane City Council approved the development application in April 2008. To support SEQIPP, the department leads a number of significant transport investigations and studies to plan new transport corridors and capacity improvements and delivery of major transport infrastructure projects. Some of the major transport investigations underway are: • Western Brisbane transport investigation • Increased rail capacity in inner Brisbane • Mt Lindesay to Beaudesert strategic transport network. Projects completed in 2007–08: • Normanby pedestrian and cycle link – operational September 2007 • Inner Northern Busway sections 1 and 2 – operational in May 2008 • Citytrain rolling stock, 16 x three car sets now in use • King George Square Cycle Centre – operational in June 2008 • completion of the Robina transport hub, a special event bus station to provide efficient public transport access to the new stadium by Gold Coast commuters • Salisbury-Kuraby project – provided a third track for the section (approximately 9.3 kilometres) as well as new station buildings at Coopers Plains, Banoon, Runcorn, and Fruitgrove and upgrades to stations at Sunnybank, Altandi and Kuraby. The project cost approximately $255.7 million. • Mitchelton-Keperra project – provided duplication of the existing single track for the section (approximately 2.5 kilometres) and upgrades to Grovely and Oxford Park stations. The project cost approximately $46.4 million. Coal and mineral transport oversight Queensland Transport has a leading role in the development of strategies for the expansion and coordination of coal transport infrastructure in Queensland, including providing advice to shareholding ministers on major investment submissions by the rail and port GOCs and liaison with the coal industry and key stakeholders. In 2007–08, Queensland Transport played a key facilitation and advisory role in the following achievements of the Coal Transport Investment Program: • Started the Goonyella-Abbot Point Rail Expansion Project. • Expanded the Abbot Point coal terminal from 15 to 21 million tonnes per annum. A further expansion from 21 to 25 million tonnes per annum has begun. • Completed development of the third rail loop at the Dalrymple Bay coal terminal (approximate cost $106.5 million). • Commissioned the third rail spur at the Callemondah marshalling yards (approximate cost $40.5 million), and the Coppebella rail yard (approximate cost $27.5 million). • Completed the 28 million tonne per annum expansion of RG Tanna coal terminal at Gladstone, increasing capacity to 68 million tonnes per annum. • Supported the Gladstone Ports Corporation to undertake a feasibility study for the new Wiggins Island coal terminal to the north of Calliope River and adjacent to the RG Tanna coal terminal at the port of Gladstone. The total capital cost is currently estimated in excess of $3.8 billion. Maritime infrastructure The Palm Island community depends on a number of transport modes for links to the mainland for emergency services as well as the provision of goods and supplies. The community uses a ferry service as its main form of travel and the majority of goods brought onto the islands are delivered by barge. A $6.9 million refurbishment of the jetty, widening of the barge ramp and dredging of the entrance channel was funded over five years from 2007–08. Queensland Transport completed a number of projects in relation to new and upgraded boat ramps, and replacement of mooring dolphins across Queensland in 2007–08. These included: • a new boat ramp at the Lockhart River remote community and widening of existing ramps in Cairns (Yorkeys Knob and Barron River boat ramps) • a new pontoon in Townsville (at the Barnicle Street boat ramp) and a replacement pontoon in Cairns (at the Tingira Street boat ramp) • upgrade of the Palm Island barge ramp • replacement of the mooring dolphins at Darnley, Kubin, Warraber, Hammond and Yam in the Torres Strait. Queensland Transport coordinated the delivery of a 30 metres long and 2.6 metres wide pontoon at Boyne Island. The new pontoon improves the operational efficiency of the current two-lane boat ramp. Queensland Transport’s Central Region Planning oversaw the installation of Commonwealth Disability Discrimination Act (1992) compliant measures, including hand railings and tactile mats at Rosslyn Bay in Yeppoon and Derby Street jetty in Rockhampton. Future maritime projects for 2008–2010 include: • installation of mooring dolphins at St Pauls, Badu, Mabuiag, Boigu, Saibai, Yorke, Coconut, Duan and Stephen Islands • repairs to the barge ramp at Coconut Island • a new pontoon to Stephen Island • resealing of airstrips to begin in 2009–10. 2 Section | Our performance 4 – Effective relationships Queensland Transport conducts stakeholder relationships in accordance with engaging Queenslanders, the government’s community engagement framework. It uses a combination of information sharing, consultation and active participation to engage in inclusive and collaborative processes with the Department of Main Roads, the community, industry, research organisations and other government agencies within Queensland and nationally. In so doing, stakeholders contribute to innovative transport solutions that meet the economic, social and environmental needs of Queensland. Queensland Transport promotes local, interstate and international transport stakeholder cooperation to increase harmonisation in policy, regulations, standards, operating practices and use of transport technologies. Good news story Young drivers Community consultation, engagement and participation are important in establishing new policies and legislation which address emerging community needs. The Service Delivery and Performance Commission recognised Queensland Transport’s Land Transport and Safety division for their timely delivery of the new graduated licensing system for young and novice drivers in July 2007. This program of work was based on comprehensive research and a review of road safety initiatives to reduce the number of crashes involving young and novice drivers. Queensland Transport, in partnership with Queensland Police Service and the Royal Automobile Club of Queensland, led 14 community consultations throughout the state. There was overwhelming interest from the community including 13,000 downloads of the discussion paper, more than 20,000 hits on the dedicated website, approximately 2,000 submissions were received and 550 people attended community forums across Queensland. With an eleven-month timeframe to implementation, Queensland Transport consulted with the community state-wide to develop extensive policy; primary and subordinate legislation for cabinet consideration; major system design and improvements; training and communication; administrative and logistical work; and the design, production and distribution of multimedia kits and the 100–hour learner logbooks. Key performance indicator 1. Evidence that Queensland Transport shares information with stakeholders, consults with them, and provides relevant opportunities to participate in the achievement of transport outcomes Queensland Transport ensures that relevant stakeholders including state agencies, local government and appropriate community and business interest groups are included in a wide range of areas such as corridor planning, land use visioning, and rail, marine and road safety projects. Community engagement for projects Stakeholder engagement activities, such as open days, surveys, market research, newsletters and community liaison groups, were undertaken for projects during the year including: • Varsity Station Village Transit-Oriented Development • Draft Far North Queensland Regional Plan • Ipswich to Springfield Corridor Realignment Study • West Brisbane Transport Network investigation • Australia Trade Coast Precinct Study • South East Queensland Principle Cycle Network Plan • Sun Tran stage 2 • Cleveland Rail Station concept study • Nundah Station planning • Design workshops for Buranda and Southbank bus/railway stations • Sunshine Coast transport planning • Caboolture–Beerburrum rail duplication • Robina–Varsity Lakes rail extension • Corinda–Darra rail upgrade • Beerwah Rail Crossing Project • Salisbury–Kuraby third track • Mitchelton–Keperra rail duplication • Springfield–Darra transport corridor (combined road and rail works) • Southern Freight Rail Corridor Study • Landsborough–Nambour Rail Corridor Study • Thallon–Dirranbandi rail line planning • Draft rail safety legislation • Queensland Road Safety Committee contributed to the development of the 2008–09 Queensland Road Safety Action Plan and consulted on issues identified in the Motorbike Safety in Queensland Consultation Paper. All these community and stakeholder engagement activities provide Queensland Transport with the necessary feedback to assist with making the right decisions for transport planning, policy development and provision of services. Transport and logistics industry Queensland Transport has established numerous partnerships with the transport and logistics industry that have facilitated the achievement of industry outcomes addressing skills and labour shortages. These include: • Partnership with the Transport Industry Workforce Advisory Group, which facilitates the sharing of information between government and industry, and allows Queensland Transport to consult with industry representatives on initiatives before implementation. • Development and implementation of attraction and retention strategies such as industry champions of best practice people management; the ‘Adopt a School’ programs; transport and logistics branding; targeted strategies for young people, women and older workers; resources for industry use; and considerable promotion in newspapers, industry publications, journals and online. • Production of an electronic newsletter which is distributed to contacts across the industry in Queensland as well as nationally. This assists with the dissemination of information across industry sectors. • 500 partnerships with stakeholders to develop and implement initiatives and facilitate the sharing of information between and within industry sectors through regular communication. • Partnership with Department of Education, Employment, Training and the Arts implementing the Skilling Queenslanders for Work Initiative which targets people who encounter barriers when entering the workforce. Marine and commercial fishing industry In 2007–08, Maritime Safety Queensland undertook significant consultation with the marine industry, commercial fishers and broader boating community regarding policy development and implementation across a range of issues. These included: • approximately 12,000 person hours dedicated to maritime education activity • extensive consultation with commercial fishers and their peak industry associations regarding new national commercial vessel safety equipment requirements. As a result of this consultation, a special exemption has been granted to assist the industry in transitioning to the new requirements • trialling a number of initiatives to improve the early detection, response and recovery of fishing ship crew in the event of a person overboard or vessel roll-over • participation in joint coastal patrols with the Australian Customs Service and Great Barrier Reef Marine Park Authority • releasing discussion papers on a broad range of contemporary boating safety issues including: • compulsory wearing of personal floatation devices while engaging in high risk activities • new marine licences for operators of large recreational vessels • unlicensed operation of powered recreational vessels, safety equipment requirements for personal watercraft • control of defective vessels • reviewing speed limits on Gold Coast waterways • promoting safe boating at regional shows, boat shows and other events • started an inland waterways education initiative which assists local authorities to audit boating facilities for the safe operation of recreational craft and signage upgrades. The area covered in 2007–08 was Townsville to Mt Isa and south to Longreach and Emerald • assistance to Noosa Shire Council in preparing Queensland’s first ‘Marine Zone’ application for control of on-water activities for amenity purposes. The code and management system seeks to ensure that in the face of increasing on-water traffic, the Noosa River’s values are well protected and conserved • Cairns regional office held its first Boating Safety Day in November 2007 and approximately 1,600 members of the public attended. Community events – free travel initiatives In 2007–08, TransLink created special offers for public transport users including: • free travel during school holidays to Gold Coast theme parks. The offer was used by over 10,000 members of the public (an increase of 2,000 from the previous year) • free travel from Suncorp Stadium on Brisbane Broncos game nights. This service resulted in 100,000 trips over the season. This is an increase of 17 per cent from the previous season and is expected to continue to grow. Our performance | Section 2 Gold Coast waterways Queensland Transport collaborated with the Environmental Protection Agency on the Moreton Bay Marine Park Zoning Plan review. The current plan was implemented in 2007 and is due to expire in September 2008. The department provided representation on the Stakeholder Reference Group and coordinated an interdepartmental meeting of regional officers to highlight the effects of overlapping jurisdictions. Memoranda of Understanding with Queensland universities Since 2005, Queensland Transport, the Department of Main Roads, QR Limited, Queensland University of Technology and the University of Queensland have a Memorandum of Understanding (MoU) which allows them to improve the capabilities of each organisation by sharing expertise, knowledge and resources. The MoU enables direct support of the Chair in Transport, Queensland University of Technology, and the Centre for Transport Strategy at the University of Queensland, to promote best practice in transport education and research in Queensland. In July 2007, Queensland Transport entered into a similar MoU with Griffith University’s Urban Research Program. As well as fostering world-class research and development, the MoUs aim to develop appropriately skilled professionals for Queensland’s transport sector, by designing and offering transport education opportunities for staff at each of the agencies. In 2007–08 the key research priorities for the MoUs are: • Transport sustainability – transport options to improve sustainability, including public transport, active transport, traffic management systems, balancing infrastructure and policy initiatives, and alternative fuels. • Freight – the increasing freight task, road and rail freight infrastructure pricing, determinants of freight mode choice, heavy vehicle and supply chain management, and inter-modal transport. • Capability – assisting to develop capability in critical areas. • System performance – strategic transport information and planning, including data collection and analysis, travel management and trends, evaluation frameworks and system efficiency. • Operations and safety – transport information technology systems, safety linkages, traffic and incident management, asset management practices and other transport safety measures. Engagement with passenger transport industries Queensland Transport’s Passenger Transport division engages with the peak passenger transport industry bodies on a quarterly basis through the Strategic Planning Committees. These forums encourage an improved understanding of the strategic issues affecting industries regulated by the Passenger Transport division of the department. Queensland Transport is dedicated to building collaborative relationships with the passenger transport industries. 2 Section | Our performance 5 – Capable organisation Queensland Transport aims to be a highly capable organisation that rewards performance, creativity and innovation. The department fosters a supportive environment for our staff, free from prejudice, harassment and discrimination—an environment which enables every employee fair access to information and input into decision making. Queensland Transport is committed to transparency and accountability, the implementation of sound governance processes and compliance with legislative provisions and government policy. Our systems and processes are designed to assist and encourage us to achieve these goals. By developing and aligning our people, processes and systems to meet our current and future business needs, we are able to support the delivery of a varied transport system for all patrons. Good news story Awards Bruce Wilson, the former Director-General of Queensland Transport (from 1996 to 2008) was awarded a Member of the Order of Australia on 9 June 2008. The Order of Australia is the highest recognition for outstanding achievements and service of their fellow Australian citizens. Bruce received the award for service to transport planning, infrastructure development and reform, and to land management policy, particularly in Queensland, and through contributions to advisory bodies. Captain John Watkinson was recognised in the Australia Day 2008 Honours List and was awarded a Public Service Medal for outstanding public service to the maritime industry and maritime safety. Key performance indicator 1. Queensland Transport staff satisfaction and corporate health Queensland Public Agency Staff Survey Queensland Transport has been gathering measures of staff satisfaction and corporate health through the Queensland Public Agency Staff Survey (QPASS) every two years since 1997. The most recent survey was conducted in July and August 2007, marking 10 years since the inception of the survey in Queensland Transport. The 2007 survey results showed continued improvement across the department. As a result of this survey, departmental initiatives such as the Middle Management Development Program and Corporate Induction have been sustained and the Effective Feedback Skills Program has been introduced. Additionally, each division and agency has continued to invest in strategies tailor-made to their individual needs and QPASS profiles. Queensland Transport continues to be actively committed to providing a supportive workplace which better enables employees to apply their capabilities to the achievement of the vision of ‘providing better transport for Queensland.’ Figure 21 QPASS Survey Section | Our performance Key performance indicator 2. The capability of Queensland Transport people. People within Queensland Transport have a wide range of skills and abilities, which enable them to perform their duties. Queensland Transport strives to engage and improve the skills of its people so that the department can achieve its vision of ‘better transport for Queensland.’ Awards and commendations In 2007, Queensland Transport won the twelfth Annual Lloyd’s List DCN Australia Shipping and Transport Awards – Industry Skills Development Award. This is a national industry award open to private and public sector organisations. Queensland Transport’s Industry Capability Initiative was recognised for outstanding industry skills development, and was nominated by the Queensland transport and logistics industry. Maritime Safety Queensland was commended for its handling of a shipping emergency at the Port of Hay Point in February 2008. Mackay-based marine pilots intervened to assist a drifting ship (MV Devprayag) that had broken its moorings and posed a danger to critical port infrastructure. The operation was conducted in high winds and the relocation of the ship took six hours of challenging close-quarters manoeuvring. The calm professionalism of the pilots and tug masters who assisted was recognised in a letter from the BMA General Manager Ports thanking Maritime Safety Queensland for their efforts. ‘The incident was serious and placed our coal terminal at significant risk. Your skill and experience greatly contributed to the successful relocation of the MV Devprayag without injury to personnel or damage to…property’. Russell Grech, BMA General Manager, Ports Graduate Program The Queensland Transport Graduate Program provides graduates with an extensive learning and development program, a mentor, the opportunity to network across the department and the Queensland public service as well as rotations through a variety of projects and areas. Over the past 18 months courses such as Public Sector Writing, Policy Writing, Project Management, Accountability and Ethics and Journey into Leadership have provided graduates with the opportunity to rapidly acquire and develop knowledge and skills to work in government. Over the past 18 months, the 2007 graduates have played a key role in contributing to a number of Queensland Transport’s key initiatives such as: • Queensland Young Drivers Initiative • State Government Congestion Management Strategy • Busway and corridor planning • TransLink Station Upgrade Program • go card integrated ticketing system • qconnect • transport and environmental protection legislation and policies. Our performance | Section 2 Graduates have also had the opportunity to network with graduates from other government departments and receive presentations from the Premier, the Public Service Commissioner and other inspirational people such as Dr James Bradfield Moody (panel member of the ABC television show The New Inventors and member of the Young Global Leaders’ Climate Change Initiative). When the graduates began the program in January 2007, they hoped to find themselves in an organisation where the people are friendly and supportive, the work environment is enjoyable; and they had the opportunity to progress their careers and use their skills and knowledge for a fulfilling purpose. Feedback from the graduates has indicated that the department has fulfilled their expectations. In May 2008 the department advertised 39 positions for the 2009 Graduate Program and received over 1,300 applications. Customer service training Queensland Transport provided customer service staff with training to multi-skill and to improve their knowledge of significant policy, legislation, and technical changes. Training has led to a broader knowledge base within customer service delivery and a more responsive and efficient service delivery. This has enabled customer service centres to meet the changing demands of their business. To ensure that the training was delivered effectively a number of different strategies were adopted including increased use of computer-based learning programs to reduce the high cost of face-to-face delivery. To further support staff, ‘change champions’ were introduced to guide and assist staff responsible for the implementation and delivery of new initiatives. Change champions are responsible for responding to questions at the local level and if necessary taking any questions or issues to the project manager. Applied Policy Skills Program The Applied Policy Skills Program was developed in 2005 to address gaps in policy skills development in Queensland Transport and provide a path of study and activities for staff wishing to improve their policy skills. The five-day Program focuses on the policy cycle and Queensland Transport specific policy processes. In 2007–08, 40 officers attended some component of the core program and approximately 200 staff attended one of the Program’s lunchbox sessions or master classes. An accredited version of the Program has now been developed which will provide participants with an Advanced Diploma of Government qualification. On 6 May 2008, 20 departmental staff started the advanced diploma course, and a further 18 staff have registered their interest in attending the next course (pending the outcome of the evaluation of the pilot course). Two minutes with…. Name: Jean-Pierre Lake Job title: Acting Operations Manager (Call Centre) Location: Spring Hill, Brisbane Years with Queensland Transport: three and a half years. Before I worked with Queensland Transport: I spent 12 years working in hotels in several areas of Australia and the United Kingdom. Current roles and responsibilities: I oversee the operation of the Queensland Transport Call Centre which has sites in both Brisbane and Emerald. The call centre answers calls from customers right across Queensland on a range of topics including licensing and registration. I am also involved in planning and implementation of new initiatives and how the call centre plays a part in supporting these projects. Section Our job: Working Best part| of myperformance with a wide variety of team members from different backgrounds and together providing Vessel traffic service operator quality timely information regarding their licensing and registration needs. And, the residents of Queensland with training Maritime Safety Queensland uses apeople I work with along the way.training its vessel traffic service operators. In being able to have a laugh with the competency-based approach to 2007–08, Maritime Safety Queensland’s Certificate III training received accreditation under the International Association of Lighthouse and Aids to Navigation Authorities standard. Business excellence Key components of TransLink’s vision are to be an operationally excellent organisation, a trusted organisation and a place people want to be. The adoption of the Business Excellence Framework is assisting TransLink to realise this vision. The selfassessment conducted in 2005 identified a number of opportunities for improvement. The 2007–08 initiatives to address these opportunities have continued to be implemented. An example is TransLink’s process management project which has assisted in clarifying how people, teams and systems come together to achieve desired results. Participating in a corporate workforce planning pilot has allowed TransLink to identify and address strategic resource requirements and workforce challenges. TransLink has developed a People Strategy which takes a TransLink-wide approach to people management and aligns our people priorities with our vision of being the best public transport system in Australia. Furthermore, the strategy describes the kind of employer TransLink wants to be and helps the organisation to respond to a number of challenges the organisation faces such as current skill shortages, work/life balance needs of employees and an increasingly mobile workforce. The strategy has been developed in close consultation with staff, members of the TransLink Values Committee and management. A key part of the People Strategy involved a prioritised program of work for 2007–08 – the TransLink People Action Plan. TransLink Senior Management Capability framework Throughout 2007–08 TransLink continued to invest in initiatives to build strong teams and leadership capability at all levels, from administrative support to senior management. TransLink developed a Senior Management Capability Framework to share the core management and leadership behaviours expected of our senior managers in the workplace, ensuring alignment with our strategic business needs. TransLink also developed the TransLink Management Forum as a catalyst for people’s capability development. This takes place on six dedicated days throughout the year. Learning and development occurs in an active learning environment by tackling challenges, issues and relevant case studies to generate ‘real’ ideas for possible solutions. These initiatives have helped to reinforce TransLink’s values of collaboration and getting things done. A focus has been on improving communication flows throughout the organisation, across teams and between levels. Along with strategies for better managing data and information, TransLink’s intranet is a valued tool assisting staff to share knowledge and find information they need to get the job done. TransLink recognises that its people are the essence of organisational capability and has an active Values Committee in place to drive the ongoing work required in strengthening the TransLink values to maintain a positive organisational culture and to ensure TransLink remains a place people want to be. The general manager is a permanent member of the Values Committee and the annual values survey gathers valuable evidence to inform organisational culture initiatives. Key performance indicator 3. The effectiveness of Queensland Transport governance systems for accountability and performance Queensland Transport continues to improve governance systems and processes to meet the mandatory requirements for the complex, dynamic and changing environment in which the department operates. Complaints management The Queensland Transport complaints management policy and procedures were revised in accordance with the Office of Public Service Commissioner (OPSC) Directive 13/06 and the guiding principles in AS ISO 1002–2006 Customer Satisfaction – Guidelines for Complaints Handling in Organisations, published on 5 April 2006. A compliments and complaints form was introduced to the Queensland Transport website: <http://www.transport.qld.com.au>. Complaint trends and significant issues are reported quarterly to the Queensland Transport executive. Several other projects were undertaken to improve Queensland Transport governance systems including: •A major review of the department’s strategic plan was commenced in 2008. This will result in a new corporate plan that reflects and responds to changes in the transport system and the department’s operating environment since the last major review in 2004. It will also result in a stronger alignment between strategic planning and business planning across the department. The major review is expected to be finalised in late 2008. • A draft Strategic Performance Management Framework was developed in 2008 to provide enhanced accountability and transparency of the department’s performance and governance arrangements. It also improves organisational understanding of the relationship between planning and reporting. The framework is part of our commitment to continuous improvement and effective corporate governance. • Corporate performance measurement and reporting was improved in 2007–08 by several initiatives including: • enhanced quarterly performance reporting to senior executives • a review of Output performance measures (to be undertaken in a phased approach over two years) • an enhancement of the department’s central repository of key facts (referred to as the ‘Key Facts Repository’) • the commencement of a review of performance reporting. Refer to page 130 in the Corporate governance report for more information. Queensland’s passenger transport task A performance management framework is being developed for Queensland’s passenger transport task. An implementation strategy has been developed for the wide scope of the framework and involves: interactive learning, testing, and innovation. The project has focused on the need for an organisational development approach to business planning and performance management, with supporting development in performance improvement and change management. The first three stages of the process have been completed successfully and stage four will progress in July 2008. Risk management framework Queensland Transport is committed to a proactive approach to risk management in all departmental activities. In 2008 the department continues to advance the implementation of an integrated risk management framework, in alignment with whole-of-government outcomes. Risk management continues to be integrated into the department’s business planning policy and procedures. Risk register reporting will be based on divisional, office and agency business plans and the objectives contained in the Queensland Transport Corporate Plan 2008–12. The Queensland Transport Risk Management Framework Organisational Policy and Guidelines have been developed. A change management strategy, and communication plan have been developed to assist with implementation of the Risk Management Framework and Organisational Policy in 2008. The department is formalising the implementation of divisional, office and agency risk registers and the department’s Strategic Risk Register. This is occurring concurrently with the 2008 major review of the Strategic Plan, and development of divisional, office and agency 2008–09 business plans. In 2008, the Queensland Transport Audit Committee’s charter was amended to formally recognise risk management and is now known as the department’s Audit and Risk Committee. In December 2007, the Risk Management Reference Group, representing all divisions, offices and agencies was established to support the Audit and Risk Committee. The department continues to integrate the Risk Management Framework and the draft Strategic Performance Management Framework including corporate planning, resource allocation and reporting. Refer to page 127 in the Corporate governance report for more information. OnQ project management OnQ is the transport portfolio’s project management framework and provides the direction and guidance for effective management and delivery of projects across the portfolio. The OnQ project management framework promotes a culture that incorporates: •communication between project stakeholders • solutions that maximise stakeholder satisfaction • an understanding of Queensland Transport’s objectives and each sub-project’s role in achieving corporate goals • identification and appropriate management of risks • planning of the total project life-cycle before committing resources • improved reliability in estimating costs and benefits • a team approach to problem solving • a focus on reviewing and improving processes. In 2007–08 the content of the Department of Main Roads and Queensland Transport OnQ Methodology intranet site was updated to deliver: • improved useability of the OnQ intranet site and documentation • improved awareness and usage of OnQ across the department • improved scalability with the application of OnQ to different types of projects. Performance reports Safety report Safety and security on rail, road and water remain high priorities for Queensland Transport. The department continues to implement programs to ensure Queensland has positive safety performance. Rail safety Queensland Transport’s Rail Safety Unit regulates rail safety in Queensland pursuant to a co-regulatory framework. This unit’s role involves rail operator accreditation, auditing, significant incident investigation, and other related regulatory activities that improve the safe rail operations on, and around, the network. Our performance | Section 2 Queensland has a strong rail safety record over the last seven years with a 40 per cent decrease in rail related fatalities. Queensland’s rail fatality record over this period remains lower than the Australian average despite an increase in rail fatalities (excluding suicides) in 2005 and 2006. Queensland’s per capita rail fatality rate is generally lower than the national per capita rail fatality rate (this is illustrated in figure 22). It is significantly lower than states with similar levels of rail activity (New South Wales, Victoria and Western Australia). The majority of fatalities over the last seven years involved trespassers on the network (43 per cent) and crashes at level crossings (34 per cent). Figure 22 Rail fatalities per 100,000 population (excluding suicides) (Data Source: <www.atsb.com.au/rail/statistics.aspx>; Australian Bureau of Statistics and Queensland Transport Rail Safety Unit) During 2007–08, Queensland Transport’s Rail Safety Unit conducted investigations into the following incidents: • the near-miss incident at Peak Downs on 20 July 2007 (the Unit also monitored QR Limited’s completion of the recommendations from the investigation report) • the rail crash that fatally injured two track workers at Mindi on 7 December 2007 • the level crossing incident at Baining on the Darling Downs on 6 June 2008. Road safety In recent years, the Queensland road toll has generally been half that of 30 years ago. This is despite significant increases in population, the increasing number of vehicles on our roads and strong economic growth. While this reduction in the road toll is a considerable improvement, road trauma continues to be a major social, economic and public health problem for Queensland and the nation as a whole. Road crashes in Queensland cost an estimated $3.5 billion per year and cause immeasurable pain and sorrow to the victims, families and friends involved. Road-related fatalities continue to rank with cancer, heart disease and suicide as the leading cause of premature death. Our performance Road safety in Queensland is guided by the Queensland Road Safety Strategy 2004–11 and biennial action plans. This coordinated approach to road safety delivers a range of road safety initiatives encompassing the three ‘E’s of road safety – engineering, education and enforcement. The Queensland Road Safety Strategy 2004–11 sets a target for the Queensland road toll of no more than 5.6 fatalities per 100,000 population by 2011, in line with the target contained in the National Road Safety Strategy 2001-10. The road fatality rate for the 2007–08 is 7.85 fatalities per 100,000 population, which is 11.4 per cent lower than 2006–07 rate of 8.86. The road fatality rate of 7.85 fatalities per 100,000 population for Queensland is the second lowest road fatality rate recorded for a financial year since records began in 1952. While this trend is an improvement, the Queensland Government acknowledges that substantial road safety gains still need to be made to achieve the desired target by 2011. This challenge, however, is not unique to Queensland, with many states in Australia experiencing increases in road toll in recent years. Figure 23 Road fatalities per 100,000 population, Queensland and rest of Australia, 1990–07 Key partners with Queensland Transport in reducing the road toll include those from the transport industry and affiliated bodies, including, the Royal Automobile Club of Queensland and the Queensland Trucking Association; the community (through input from public submissions); academia including the Centre for Accident Research and Road Safety; government agencies including Queensland Police Service, Departments of Main Roads and Emergency Services; and through committees and groups, such as the Queensland Road Safety Committee, Road Freight Industry Council and Motorbike Safety Working Group. Queensland Transport will continue to work closely with these key partners in 2008–09 to deliver road safety initiatives. Queensland Transport held the 2006 Queensland Road Safety Summit in response to Queensland’s unacceptable increase in road toll. The summit brought together key road safety experts, community groups and other stakeholders who considered research evidence and expert opinion with a view to develop road safety initiatives that could help reduce the road toll. The Summit resulted in many initiatives focusing on young drivers and riders, older road users, impaired road users (alcohol, drugs, and fatigue), speed, motorbikes, road environment and vehicle technology. Our performance During 2007–08, Queensland Transport has continued to implement road safety initiatives resulting from the summit, along with a range of additional measures to address road safety. Initiatives introduced include: •July 2007 – trial o f vehicle impoundment for drivers who have more than one drink driving offence or are driving while disqualified, unlicensed, unregistered or driving illegally modified vehicles in southern and north coast regions. • July 2007 – the young driver safety package creating a new graduated licensing system for young people under 25 years of age began. The new system introduced • mandatory 100 hours recorded logbook driving experience for learners • a two-phase P1 and P2 provisional licence system (a red plate for P1 for one year and green plate for P2 for two years) • high powered vehicle restrictions for provisional licence holders • peer passenger restrictions for P1 drivers (can only carry one passenger aged under 21) from 11pm to 5am • the requirement for motorbike learners to hold a car provisional licence for 12 months prior to applying for a motorbike learner licence • a ban on the use of a mobile phone, including the hands-free function, for learner and provisional drivers under the age of 25 • the introduction of legislation to set blood alcohol content limits for all supervisors of drivers with a learner licence. • October 2007 – special hardship orders were introduced that allow a driver with a suspended licence to continue to drive on that licence under restricted circumstances. • October 2007 – Queensland Parliament passed new compliance and enforcement legislation which clarified responsibilities of those in the transport chain in relation to fatigue management and mass and loading requirements, and strengthened investigative powers of enforcement officers in these matters. • December 2007 – introduced saliva based random roadside drug testing scheme to complement the Random Breath Testing program. • December 2007 – started a trial of fixed speed cameras in three locations selected on the basis of crash history. • April 2008 – Queensland Transport released the consultation paper Motorbike Safety in Queensland consultation paper and submissions closed on 30 May 2008. Responses to the consultation paper will help to develop a range of initiatives, including the development of a motorbike safety strategy, to improve motorbike safety for all riders. • May 2008 – cumulative disqualifications were implemented to address repeat drug and alcohol offenders. Drivers who commit repeat drug and alcohol offences now serve their disqualifications one after the other, rather than serving them all at the same time. • May 2008 – Queensland Parliament passed new national heavy vehicle driver fatigue laws for heavy vehicle drivers which reflect scientific research about the effects of fatigue on safety. Queensland Transport will continue to implement major road safety initiatives during 2008–09, including: • July 2008 – implementing phase one of a three-year package of motorbike safety initiatives including removal of the provision to progress immediately to an unrestricted rider licence following initial Q-RIDE training; introduction of a minimum pillion passenger age (eight years); and the introduction of in-person, on-the-spot, without-notice audits of Q-RIDE training. (The next stage will see the development of a motorcycle safety strategy which will include the development of a power-to-weight provision for learner and novice riders, as well as other initiatives which will arise from the wide consultation process currently being undertaken). • July 2008 – introducing a hazard perception test into the graduated licensing system. The hazard perception test is to be taken by P1 licence holders as a prerequisite for progression to a P2 licence. The hazard perception test is a computer-based internet-delivered test which measures a driver’s ability to recognise and appropriately respond to potentially dangerous situations while driving. • Investigating the roles and responsibilities of health professionals under the current medical conditions reporting system in Queensland. A receipt notification process will be introduced so that health professionals can follow up with patients who have not advised the department of their medical condition. Health professionals can also choose to contact the department directly about their patient’s condition. •Continuing the process o f working with Queensland Police Service and other key partners to introduce digital technology into the Speed Camera Program. • Implementing the Intelligent Access Program in Queensland. This voluntary program provides heavy vehicles with access to the national road network provided their compliance with specific access conditions through the use of vehicle telematics. • New heavy vehicle fatigue management laws based on national model legislation are expected to be implemented in Queensland in 2008, coinciding with the nationwide implementation of similar laws. The next two-yearly Queensland Road Safety Action Plan is nearing finalisation and work is currently underway on the development of the next Road Safety Strategy. Initiatives contained in these documents, combined with existing road safety activities that have a proven track record in reducing road trauma, will further reinforce the Queensland Government’s commitment to improving road safety. Road safety programs Queensland Transport continued to operate road safety programs during 2007–08, including: • Safe Walking and Pedalling Program which reviewed footpaths, bicycle paths and infrastructure that students use within a 3.2 kilometres radius of schools. • Skipper Program which encourages people to plan ahead and work out how they will get home safely after a night out. The Program is about safe driving and making sure the skipper and their friends and family get home safely. Queensland Transport has received strong support for the Program from Queensland Police Service; Department of Tourism; Fair Trading and Wine Industry Development; Liquour Licensing; Queensland Health, recording artists, actors and athletes against drink driving. An evaluation of the program began in June 2007 with a draft report in May 2008. The final evaluation will be completed in 2008–09. Early indications seem favourable and in support of the Program continuing. • Heavy Vehicle Driver Fatigue reform package was approved by the Australian Transport Council. It is anticipated the package will be implemented in September 2008. Marine safety Queensland boasts a sound marine safety record when compared with the rest of Australia and this is reflected in the downward, positive trend in the marine incident fatality rate per million of population over the last 30 years. Australian Bureau of Statistics (ABS 2006) data, enabled a comparison of marine incident fatality trends. Indications are that marine incident fatalities per million of population in Queensland continue to trend in line with or marginally below the overall Australian marine fatality trend. The overall positive trend has been achieved against a backdrop of burgeoning growth in the level of boat ownership throughout Queensland. Two minutes with…. Name: Mark Kerle. My preferred name is ‘Curley’. Job title: Manager Road Safety Location: Regional Office at Stones Corner Years with Queensland Transport: 16 years Before I worked with Queensland Transport: I worked for 12 years with the Queensland Police Service before seeing the light and transferring across to Queensland Transport. Prior to that I was a refrigeration mechanic. Current roles and responsibilities: I coordinate, lead and manage the delivery of road safety products and services within south east Queensland-South region. I coordinate input to the development of community road safety and school environment road safety policies, products and services. Best part of my job: Knowing that ‘we’ collectively do make a difference every day when: parents recognise that their children will be safe at our supervised children’s crossings; working with our colleagues in other agencies and the community to address road trauma such as motorcycle injuries and fatalities, school environments and alcohol related issues; and working with a great team of like minded staff who also want to make that same difference of reducing road trauma. Marine safety implementation programs The Marine Safety Implementation Program 2007–08 details a program of projects, policies and financial provisions for implementing marine safety strategies to improve the safety of vessels and their operation and the safety of vessel movements. These initiatives and actions respond to strategies drawn from the Maritime Safety Queensland Strategic Plan that have been developed to improve achievement of relevant safety outcomes. The program highlighted key actions and performance targets for significant marine safety initiatives for implementation in 2007–08 and beyond. Regional and branch operational plans outline more specifically the tasks and resources required for initiative and action implementation. Priority risks addressed in 2007–08 included: • trade vessel grounding in a channel – Brisbane, Gladstone, Townsville • seafarers lost at sea – Torres Strait • fire onboard commercial passenger vessels – Mackay (Whitsundays), Cairns • seafarers lost at sea: commercial fishers vessel capsize/person overboard – Cairns, Brisbane, Gladstone and Mackay. 2 Section | Our performance Maritime Safety Queensland takes a proactive approach to engaging industry in improving outcomes relating to the safety of vessels and their operation. Key examples are: •Fire onboard a commercial passenger vessel was identified as a priority risk in 2007–08. This risk can be intensified when a vessel is manned by new or inexperienced crew who are unfamiliar with the procedures and dynamics of fire evaluation. A DVD was produced as an introductory tool for new crew of commercial passenger vessels which outlines what to expect in the event of an onboard fire and the basic roles and responsibilities of crew. The DVD has not been designed to replace mandatory shipboard safety training (required to be completed after six months of service), rather it supports commercial operators in their crew induction and will highlight the need for continued education and training in safe marine operations. Officers from Maritime Safety Queensland also worked with the maritime industry in the Whitsundays area to develop a crew induction workbook for use by commercial vessel owners and operators. These training tools will be distributed to commercial operators across Queensland in 2008. • Adoption of a proactive risk-based approach to vessel safety. An example of this is the improved operational monitoring of class 1 (major passenger carrying) vessels in the Townsville region. This approach has applied a risk assessment to commercial vessels to categorise vessel risk levels, facilitating a monitoring focus on medium—high risk vessels which includes at-sea operational audits with operators and reporting recommendations for operational and document upgrades for these vessels. • A series of electrical safety audits were conducted to support regional compliance monitoring of electrical systems on commercial and fishing vessels. These electrical safety audits were augmented by awareness sessions for industry and electrical stakeholders. • Development of a series of competency-based, model assessment tools which are consistent with the latest national marine licence training package. During 2007–08, the agency worked closely with commercial boat owners and operators and commercial licence training providers to encourage the take-up of the new assessment tools and to promote the new onboard approach to licence training and assessment. The agency’s commercial licence training and assessment objective is to ensure that crews are competent and that training and assessment through the commercial marine industry in Queensland is undertaken in a consistent manner and to a quality standard. Our performance | Section 2 Queensland Transport, through Maritime Safety Queensland, remains committed to the continued improvement of vessel traffic management (VTM). VTM includes all the activities that improve the safe movement of vessels (coastal and those operating within Queensland ports) and encompasses physical aids to navigation, vessel traffic services, spatial and information services and supporting documentation relating to the safe movement of vessels. Achievements in improving the outcomes relating to the safety of vessel movements in 2007–08 are outlined below: •Marine pilots were provided to 14,910 ship movements in 2007–08. This is an increase of 8.3 per cent over movements in 2006–07. These movements involved two significant pilotage incidents. This represents an incident rate of 99.97 per cent safe movements, meeting the target of 99.8 per cent for the service. • Upgrade of helicopter transfer services to a modern light twin-engine aircraft. This is a significant milestone in the improvement in the safety of marine pilot transfers. Helicopter transfers can now take place at night and in poor weather conditions. More than 50 boats sank, or were partially destroyed, in the devastating storm of 12 February 2008 which affected Airlie Beach, Mackay, Bowen, Giru and Yeppoon. Twenty-eight marine incident forms reported vessels which were either destroyed or damaged. A hydrographic survey of the buoy mooring area at Airlie Beach using side-scan sonar found no hazards. The mooring holders in the Abel Point Marina were contacted to ascertain the dimensions of their mooring tackle to gain a better understanding of circumstances behind the incidents. The knowledge gained was shared with all mooring holders to promote a safe environment for future mooring holders. Vessels 10 metres or greater operating within the Gladstone pilotage area are now required to report their movements to the local vessel traffic service (VTS). This applies to boats leaving, moving or entering the pilotage area. With both small and big ship movements increasing, this safety measure has been introduced to ensure a greater degree of separation between different sized vessels in ship navigation areas. In 2007–08, 3,436 buoy moorings were registered with Maritime Safety Queensland. A review of the management of these buoy moorings has begun and will be completed in 2008. Other initiatives in 2007–08 to improve the safety of vessel movement included: • extending the coverage of the marine coastal distress radio network to the regions of the Whitsunday Islands, Mackay, Weipa and Thursday Island • implementing a new online ship information and planning system (Q-ships) to improve ship scheduling activities in Queensland ports. Q-ships went live on 18 March 2008 and will provide industry with interactive access to shipping movement information over the internet • installing ship automatic identification system sensors in Weipa, Mackay and Brisbane to detect and track ship movements and improve situational awareness of vessel movements • reviewing and updating the port procedure manuals for significant Queensland ports to enable the statewide delivery of a consistent service to stakeholders • adopting e-Navigation technology for the departure of deep draught ships from Hay Point • installing the dynamic under keel clearance system at Weipa. 2 Section | Our performance Port closures The Port of Brisbane reported closures on three occasions, (each lasting less than a day) due to periods of adverse weather and sea conditions that made operation of the pilot boat unsafe. The port of Hay Point also reported several closures in the reporting period due to periods of adverse weather and sea conditions. This port is an open sea port which is subject to ocean sea swells. A berth warning system alerts when ships are surging at the berth. The ports of Weipa and Karumba were closed once during the reporting period over the weekend of 5–6 January 2008 under the cyclone contingency plan during Tropical Cyclone Helen. Maritime Safety Queensland conducted a post-cyclone survey at Weipa within 24 hours of the storm, permitting the harbour master to re-open the port within 48 hours. Marine safety prosecutions and compliance The prosecution of marine safety offences continues to be an important way to advance marine safety outcomes in Queensland waters. Other methods include: •administrative actions which cancel, suspend or amend authorities such as licences and registrations • written directions, which advise requirements about the operation of ships • marine infringement notices for minor contraventions of marine safety legislation • formal non-compliance letters, which identify contraventions and set out the required standard of behaviour. During 2007–08, there were nine successful prosecutions for offences under the Transport Operations (Marine Safety) Act 1994. The successful prosecutions resulted in the courts imposing $22,750 in fines. Queensland Police Service and the Queensland Boating and Fisheries Patrol also pursued a number of successful prosecutions for offences under the Transport Operations (Marine Safety) Act 1994. Five marine licences were disqualified by a court of law for breaches of the Transport Operations (Marine Safety) Act 1994 and the Transport Operations (Road Use Management) Act 1995. A further nine licences and registrations were either cancelled or suspended as a result of show cause action. Board of Inquiry – Wunma In March 2007, a Board of Inquiry was announced into a marine incident that occurred in the Gulf of Carpentaria in February 2007. This incident involved the vessel Wunma which took on water in heavy weather caused by Tropical Cyclone Nelson and was evacuated by its crew. At the conclusion of its inquiry, the board presented the Honourable John Mickel MP, Minister for Transport, Trade, Employment and Industrial Relations, with a comprehensive report into the circumstances surrounding the incident, including the board’s findings. The board made recommendations to the owner of the ship, the operator of the ship and Maritime Safety Queensland to ensure the safe operation of the ship Wunma and that similar marine incidents do not occur. Our performance | Section 2 Maritime Safety Queensland has since established a project to examine and monitor the implementation of the recommendations of the Wunma Board of Inquiry and make regular reports on their progress. A summary of recommendations and implementation progress is available on the Maritime Safety Queensland website: <http://www.msq.qld.com.au>. Camera Detected Offence Program report The Camera Detected Offence Program comprises the Red Light Camera Program, the Mobile Speed Camera Program and the Fixed Speed Camera Program. All programs are jointly managed by Queensland Transport and Queensland Police Service. The philosophy of the Mobile Speed Camera Program is general deterrence. That is, to create a perception in the community that those motorists exceeding the speed limit anywhere, anytime, will be caught. The general deterrent effect of speed cameras is fundamentally related to the unpredictability of their locations. The program works on an overt operating procedure, including placement of visible road signs that indicate speed cameras are in use: strict criteria for approval of speed camera sites, the random deployment of speed cameras using a computerised scheduling process and the use of marked vehicles. Mobile speed cameras are only operated at sites which have been approved according to strict selection criteria. Crash history is the primary criterion used to identify sites. Other factors taken into account when identifying potential speed camera sites include areas of high-risk speeding behaviour which have been checked and referred to the relevant committee for approval and consideration of workplace health and safety issues for road workers. Fixed speed cameras were introduced in Queensland in December 2007. Fixed speed cameras complement the general deterrence offered by existing speed enforcement methods by delivering strong localised speed deterrence at locations with a significant risk of crashes. Fixed speed cameras achieve this by operating round the clock at a specific location – they can also be used at locations that are difficult or unsafe to enforce using other methods. Accordingly, fixed speed cameras are a valuable supplement to existing enforcement methods and make a contribution to road safety in Queensland. Red light camera sites are selected based on a combination of criteria including crash history, physical constraints and geographic distribution of locations. The distribution of fines from camera detected offences (speed and red light) is governed by the Transport Operations (Road Use Management) Act 1995. Under this Act all money collected for camera detected offences in excess of administrative and operational costs of collection must be used to fund road safety education and awareness projects, road accident injury rehabilitation programs and safety improvements to state-controlled roads. 2 Section | Our performance Administration of the Act is the responsibility of the Minister for Transport, Trade, Employment and Industrial Relations. To comply with the Act, revenue collected from camera detected offences is monitored separately from consolidated revenue. The first allocation of revenue goes to departments involved in program delivery to cover administrative and operational costs. Departments currently involved in program delivery are Queensland Transport, Queensland Police Service, and Department of Justice and Attorney-General. Figure 24 Camera detected offence program financial overview 2007–08Our performance | Section 2 Figure 25 Average number of vehicles monitored per speed camera notice issued* Figures 25 and 27 show the average numbers of vehicles that were monitored for every camera notice that was issued between January 2005 and December 2007. Figure 26 Speed camera penalty brackets* *Data supplied by Queensland Police Service *Penalty bracket is vehicle exceeding the speed limit by this amount. 2 Section | Our performance Figure 27 Average number of vehicles per red light camera notice issued* Community attitudes The following results from recent research^ indicate that the community regards speeding as a dangerous and unacceptable behaviour. Of those drivers surveyed: •88 per cent agreed with the statement ‘I think that speeding is a major contributor to crashes’ • 85 per cent agreed with the statement ‘it’s time the community took a stand against speeding’ • 62 per cent agreed with the statement ‘speed cameras help reduce the road toll’ • 61 per cent agreed with the statement ‘no matter what, I always drive under the speed limit’ • 54 per cent feel that speeding is as dangerous as drink driving. ^Each year Queensland Transport commissions a Road Safety Attitudes Tracking Study by an independent market research company, Marketing and Communications Research. The most recent survey (June 2008) asked transport-related questions of a sample of 400 Queensland drivers. A number of the questions were specific to the Speed Camera Program. Environment report Queensland Transport provides transport-related data to inform the development of relevant whole-of-government programs and strategies including national and state transport-related environmental initiatives. Climate change and greenhouse gas emissions Managing climate change and protecting the environment are key Queensland Government priorities. Climate change is caused by an increasing amount of greenhouse gases in our atmosphere from the burning of fossil fuels. Queensland Transport is actively working to minimise the transport sector’s greenhouse gas emissions. Carbon emissions Queensland Transport is committed to the Queensland Government’s strategies, Environmental Protection (Waste Management) Policy 2000 and ClimateSmart 2050, which aim to reduce the government’s carbon footprint. Six gases have been identified under the Kyoto Protocol as the main gases that need to be accounted for. These gases are— carbon dioxide, hydrofluorocarbons, methane, nitrous oxides, perfluorocarbons and sulphur hexafluoride. As part of standard emission accounting practices these gases are reported as carbon dioxide equivalent emissions (CO2-e). The Queensland Government is developing whole-of-government systems to standardise reporting on carbon emissions (measured in carbon dioxide [CO2] equivalents). The basis for this reporting is consistent with national and international standards including definitions outlined in the AS Standard ISO 14064 and the Australian Government’s National Greenhouse Accounts Factors workbook, as detailed below: Scope 1 Emissions are emissions that occur from sources that are owned or controlled by the company (for example, emissions from departmental controlled vehicles, diesel generators, gas boilers etc) Emissions are classed as indirect emissions solely from the generation and consumption of purchased electricity or steam or heating/cooling). Scope 2 emissions are physically produced by the burning of fuels (coal, natural gas, etc.) at the power station or facilities not controlled by the organisation Emissions are the result of actions of a company, but occur from sources not owned or controlled by the company. Their inclusion should be based on their relevance to the operations of the organisation. Scope 2 Scope 3 More broadly, scope 3 emissions can include: •employee business travel (in vehicles or aircraft not owned or owned by the reporting organisation) • employees commuting to and from work • extraction, production and transport of purchased fuels consumed • extraction, production and transport of other purchased materials or goods • generation of electricity that is consumed in a transport and delivery system (reported by end user) • out-sourced activities • transportation of products, materials and waste. In 2007–08 all Queensland Government agencies are reporting on the carbon emissions from: • vehicles • purchased electricity • domestic and international air travel on commercial airlines. The Queensland Government is committed to continuing to improve data collection methods and reporting carbon emissions in line with national and international standards. While the best available data has been used, in some instances estimates have been reported due to the limitation of data collection systems, for example in government-owned buildings where there are multiple tenants and the electricity usage cannot be attributed to a single agency, the Department of Public Works calculates the electricity usage by tenanted agencies based on the squared metres leased. The following table outlines Queensland Transport’s carbon emissions during 2007–08. Figure 28 Carbon emissions Section | Our performance 1. Fuels – QFleet vehicles The 2007–08 vehicle CO2 emissions figure represents the estimated cumulative emissions for the period 1 July 2007 to 30 June 2008. It takes into account progressive changes in the size and composition of the fleet during the 12 months, including vehicle replacement. The figure is derived for each fleet vehicle leased using: the lease package details ( • time and kilometres) • CO2 emissions data from testing in accordance with Australian Design Rules for emissions and fuel consumption labelling. Data provided by QFleet reflect CO2 emissions and not CO2 equivalent, and these calculations also exclude any secondary or indirect emissions. the building and light the common areas of a building forms part of the carbon emissions for individual tenants. This 45 per cent has been added to known electricity consumption for private sector leased accommodation. 5. Electricity – major workplaces These figures are based on actuals from current available records of electricity accounts received by the Department of Public Works, applicable for the period 1 July 2007 to 30 June 2008. On full-year leases, where full-year records were not available, data has been apportioned/extrapolated to provide an estimate of full year usage. Where leases are less than 12 months old the data relates to the actual period the lease was in place. The data provided is solely for leases where the Department of Public Works pays either the landlord or supply authority directly in the first instance and then on charges the client departments. The data does not include leases where the department’s are responsible directly for the payment of electricity accounts direct to the supply authority. 2. Fuels – agency owned vehicles Fuels used by agency owned and/or specialised vehicles including maritime safety vessels and back up generators. 3. Electricity – government owned premises These figures are based on actuals from current available records of electricity accounts received by the Department of Public Works, applicable for the period 1 July 2007 to 30 June 2008. All electricity consumption has been converted to carbon emissions using a combined Scope 2 and Scope 3 conversion factor of 1.04 kg CO2-e/kWh as recommended in the Australian Government’s National Greenhouse Accounts Factors workbook. 6. International and domestic air travel Air travel includes all recorded air travel booked under arrangements managed by the Queensland Government Chief Procurement Office for: international t • ravel on all airlines • domestic air travel on both the mainline ‘trunk’ carriers (Qantas and Virgin Blue) • travel on smaller, regional carriers for the period 1 July 2007 to 30 June 2008. The Queensland Government Chief Procurement Office calculates the number of passengers per sector for domestic (Qantas, Qantaslink, Jetstar and Virgin Blue) for the period 10 December 2007 to 30 June 2008. This information is then passed on to the respective airline for calculation of carbon emissions. For regional and international air travel for 2007–08 and domestic air travel as defined above for the period 1 July to 9 December 2007 the following methodology is used: Our performance | Section 2 4. Electricity – premises leased from the private sector These figures are based on actuals from current available records of electricity accounts received by the Department of Public Works, applicable for the period 1 July 2007 to 30 June 2008 on full-year leases. Where full-year records were not available, data has been apportioned/ extrapolated to provide an estimate of full-year usage. Where leases are less than 12 months old the data relates to the actual period the lease was in place. Based on historical data, tenant energy consumption equates to approximately 55 per cent of total building energy use. The remaining 45 per cent used to aircondition • From data provided by each airline, agency or travel management company Queensland Government Chief Procurement Office calculates the kilometres flown. The kilometre figure is divided by 100 and multiplied by an industry average number of litres of fuel burnt per passenger per 100 kilometres. A factor of five has been used for regional, international and domestic travel. 7. Hire car The hire car vehicle emissions show only emissions for AVIS vehicles booked through the Queensland Government Chief Procurement Office. 2 Section | Our performance Queensland’s transport sector greenhouse gas emissions profile Transport is the fourth largest greenhouse gas contributor in Queensland, comprising approximately 10.8 per cent of total emissions (or 18.5 million tonnes carbon dioxide [CO2] equivalent). Of this, road transport accounts for the majority of emissions (85.8 per cent or 15.9 million tonnes CO2- equivalent), as shown in the figure below, with passenger cars contributing to nearly half of the road transport sectors emissions. Figure 29 Queensland Transport sector – GHG emissions (CO2-e) in 2006 Source: Australian Greenhouse Emission Information System 2006 Key challenges to reducing transport sector greenhouse gas emissions With Queensland’s economic and population growth expected to continue, a key challenge is to deliver additional transport capacity without exacerbating greenhouse gas emissions. Queensland Transport is working to: •Encourage sustainable transport choices (such as public transport, walking and cycling) • Public transport patronage has increased by 30 per cent in south east Queensland since 2004. However, the majority of growth has been on weekdays during peak periods. At other times, public transport remains under-utilised. In 2007–08 Queensland Transport spent $900 million on services under the TransLink Network Plan. • Reduce emissions from public transport • during 2007–08 TransLink continued to roll out the Bus Replacement Program which mandates compliance with Euro emission standards. A total of 89 new buses were replaced in the TransLink fleet in 2007–08. TransLink is also investigating high passenger capacity vehicles (bi-articulated ‘superbuses’) for a potential trial and depending on the outcome, possible procurement. ‘Superbuses’ will need to have passenger capacities in excess of 100 and up to 200 and demonstrate a very high level of environmental performance, especially with regard to emissions reduction technology • Queensland Transport contributed to the Queensland Government sponsorship of the seventeenth World Hydrogen Energy Conference, held in Brisbane in June 2008. The conference covered a wide range of issues including the use of hydrogen as a transport energy source road transport Our • Implementing the South East Queensland Cycle Network Plan including: . expanding walking . $556 million investment between 2005 and 2026 on cycling facilities, cycling infrastructure including the development of new cycling pathways and lanes, bridges and underpasses and endof-trip facilities . $235 million investment in south east Queensland integrated regional cycle network between 2005 and 2026 • TravelSmart™ Queensland – investing $22.6 million over four years to expand the TravelSmart program, making it Australia’s largest TravelSmart program. TravelSmart encourages people to walk, cycle and take public transport instead of driving. Previous TravelSmart pilots have demonstrated a reduction in the distance travelled by people in cars by at least 10 per cent and a reduction in transport related greenhouse gas emissions by approximately 32,000 tonnes per year within the pilot area. • Better integrate transport into land use and planning • Integrated regional plans and their supporting transport plans (such as the South East Queensland Regional Plan, which Queensland Transport is contributing to, and the South East Queensland Integrated Regional Transport Plan) are important tools to ensure that transport is integrated into Queensland communities and developments are planned in ways which reduce the need to travel and/or promote sustainable travel choices • Supporting higher density development centred around transit nodes by working with the Department of Infrastructure and Planning and the Urban Land Development Authority on initiatives to promote residential, employment and activity areas designed to maximise the efficient use of land through high levels of access to public transport, walking and cycling incorporating a mix of uses and housing types (including affordable housing). Adapting transport infrastructure and services to climate change Given the likely impacts of climate change, existing transport infrastructure in higher risk areas will need to be made more resilient where possible and may need to be complemented with alternative modes and access routes. Detailed planning is underway to facilitate these adaptations. For example, the next South East Queensland Integrated Regional Transport Plan (SEQ IRTP) (a joint project with the Department of Main Roads) is a 25–year plan to ensure the transport system supports government’s plans for accommodating the region’s projected population and employment growth. It will be informed by modelling and other investigations to better understand the implications of regional growth and other emerging issues, including climate change impacts in south east Queensland. Reducing noxious vehicle emissions Maintaining good air quality is a challenge where there are significant concentrations of transport or industrial (commercial) activity. In Queensland, the greatest contribution to air pollutants from transport occurs in urban environments such as in south east Queensland. These transport emissions come from activities including private motor vehicles, freight movement (including road, rail, air and sea), public transport (including buses, trains and ferries), aviation and the use of recreational boats. However, private motor vehicles remain the main source of transport emissions. Over the past 15 years, trends indicate a gradual decline in the levels of most transport-related noxious air pollutants. This is primarily due to implementing new vehicle emission and fuel quality standards and other Queensland Transport-led programs. Queensland Transport’s target is to further reduce total noxious motor vehicle emissions in south east Queensland from the 2000 benchmark levels by 17 per cent by 2011. 2 Section | Our performance During 2007–08, Queensland Transport continued to address the problem of noxious vehicle emissions by actioning key programs such as the AirCare Program to achieve emission reduction objectives by: •supporting new lower polluting fuels for urban passenger and freight transport • operating the Smoky Vehicle Program • supporting improved vehicle tuning and maintenance • operating the On-road Vehicle Emission Random Testing Program • contributing to national reviews of vehicle emission and fuel quality standards • supporting the increased use of public transport, cycling and walking. Existing and proposed vehicle controls are expected to reduce overall motor vehicle emissions of some air pollutants (sulphur dioxide [SO2], particulate matter [PM10], nitrogen oxide [NOx], volatile organic compounds [VOC], and carbon monoxide [CO]) in south east Queensland until 2011, despite the increasing number of motor vehicles and increasing levels of travel. figure 30 shows the expected emission reductions per person during the period 2000–11 as a result of these technologies. Figure 30 Projected reductions in noxious emissions from motor vehicles in south east Queensland, 2000–11 r performance | Section 2 New vehicles with advanced vehicle emission technologies combined with improved fuel quality standards will produce significantly less emissions for each kilometre travelled. New Australian design rules for heavy duty vehicles, with tighter emission limits, were introduced from January 2008. New Australian design rules will be introduced in July 2008 for light vehicles. As more of these vehicles replace older vehicles in the current fleet overall emissions are expected to reduce in the next few years, as shown in figure 30. However, Queensland Transport and other states are involved in ongoing work on future vehicle emission and fuel quality standards, including standards for alternative fuels, to alleviate the future impacts of increasing vehicle travel on air pollution and greenhouse gas emissions. Environmental reporting Queensland Transport regularly provides transport-related data to inform the development of relevant whole-ofgovernment programs and strategies including national and state transport-related environmental initiatives. Key activities during 2007–08 included: • completion of transport section of Queensland’s 2007 State of the Environment report • Queensland implementation and reporting against the National Environmental Protection (Diesel Vehicle Emissions) Measure • review of environmental assessments of major transport projects. Reducing energy consumption Queensland Transport is committed to the net reduction of energy consumption in its building portfolio, in accordance with the Queensland Government’s Strategic Energy Efficiency Policy for Government Buildings (SEEP). This policy sets the following mandated energy consumption reduction targets for government office buildings, using 2005–06 consumption as the comparative baseline: • five per cent by 2010 • twenty per cent by 2015. The government has committed to all owned office buildings being carbon neutral by 2020. Queensland Transport is preparing a Strategic Energy Management Plan, which outlines how the mandated energy reduction targets will be achieved within the timeframes for Queensland Transport buildings. It is a corporate-level plan for the entire departmental building portfolio, and has been prepared based on guidelines supplied by the Department of Public Works. It outlines measures which the department will adopt to comply with SEEP. It is expected that this initial plan will be developed and modified to suit future requirements and changes within the departmental building portfolio. The Government Energy Management Strategy (GEMS) is a whole-of-government energy efficiency initiative. While its primary focus is energy use, it is also tackling water consumption. GEMS seeks to improve government agencies’ use of energy and water, producing financial and environmental benefits. All Queensland Transport projects for new office accommodation and major maintenance work have incorporated GEMS recommendations. Communications to departmental staff through email and posters displayed in work areas are periodically used to encourage efficient use of electricity. The messages include practical examples such as turning off lights, computers and other electrical items at the end of the working day. Air-conditioning in all department offices is automatically switched off at the end of the day and solar film is applied to external windows wherever possible to reduce heat load. Queensland Transport has a responsibility to promote efficient water use in its buildings. Queensland Transport has conducted water audits by licensed plumbers of all departmental premises in the Queensland Water Commission level 6 water restriction area. The aim of the audit process was to identify work required to ensure compliance with the water restrictions and to identify other water savings opportunities. Using information from the audit, a scope of works was developed and carried out to achieve this aim. 2 Section | Our performance Waste management Queensland Transport recognises the need to embrace waste management as part of its overall commitment to managing its environmental impacts. The department’s Waste Management Strategy has been developed to assist in meeting this aim. Queensland Transport’s Waste Management Strategy identifies the current and predicted types and amounts of departmental waste. The waste management hierarchy lists waste management practices in preferred order of adoption: waste avoidance; waste reuse; waste recycling; energy recovery from waste; and waste disposal. The Waste Management Strategy will apply to the department’s planning, regulatory and operational activities, and will also support waste management strategies produced by other agencies and government owned corporations within the transport portfolio. Following are the objectives the department hopes to achieve: 1. Promote waste management as an endorsed work practice. 2. Encourage more efficient and effective use of resources in the workplace with reference to the waste management hierarchy. 3. Incorporate waste management practices in the planning and development of the built environment. 4. Work towards improved waste management practices in partnership with other agencies and stakeholders. 5. Encourage better contractual agreements that reflect efficient and effective waste management practices. 6. Optimise staff involvement in waste management. Marine Pollution Prevention and Response Program The Marine Pollution Prevention and Response Program 2007–08 details the program of projects, policies and financial provisions for implementing marine pollution strategies across Queensland. This is done by planning and implementation which improve the safety of the environment through the prevention of marine pollution. These initiatives and actions respond to strategies drawn from the Maritime Safety Queensland Strategic Plan that have been developed to achieve relevant marine environment outcomes. The program highlighted significant actions and performance targets aimed at improving marine pollution prevention and pollution response in 2007–08 and beyond. Regional and branch operational plans outline more specifically the tasks and resources required for initiative and action implementation. Two minutes with… Name: Gavin Ruffell Job title: Senior Maritime Operations Officer Location: Townsville Years Queensland Transport: 17 years Before I worked with Queensland Transport: I was employed with a cruise boat company as a deckhand. Current roles and responsibilities: I am responsible for the installation and maintenance of aids to navigation and Marine Pollution (Oil Spill) Response expanding from Cardwell to Cape Gloucester (Northern end Whitsundays) Best part of my job: The variety of work that I encounter on a day-to-day basis. Every day working on the water is different. Working with a close group of staff and crew also makes work life a lot easier. Our performance | Section 2 As leader and coordinator of the Queensland National Plan State Committee on marine pollution, Maritime Safety Queensland is responsible for responding to marine pollution incidents in Queensland’s waters. In order to ensure an effective response capacity in 2007–08, 10,581 person hours were spent preparing for pollution incidents, including: • coordinating and delivering training and exercises for pollution response managers, administrative staff and operations personnel (refer to figure 31) • conducting a review of all policies, procedures and standards relating to pollution prevention and response operations • conducting regular oil spill response exercises across the state • revising the Queensland Coastal Contingency Action Plan and contingency planning arrangements for the Torres Strait region • conducting an audit of first-strike response capability and the storage and maintenance of specialised pollution response equipment in all Queensland ports. Figure 31 Oil spill training courses conducted As a result of this approach 100 per cent of all marine pollution incidents in 2007–08 were responded to in accordance with world best practice standards. On 22 January 2008, an oil spill response team from the Mackay, Gladstone and Brisbane regions successfully removed more than 7,000 litres of oil, paint and pollutants from a derelict ship moored near Airlie Beach. The pollutants onboard the Ossa, a long-line fishing boat built in the 1960s, posed a serious threat to the local marine environment. 2 Section | Our performance The importance of preparing for pollution response and maintaining the agency’s marine pollution response capacity were also emphasised and tested during the groundings of the Indonesian sail training vessel KRI Arung Sumadera two miles north of Rainbow Beach, the loaded Panamax-sized bulk ship SS Endeavour River and the loaded coal ship Grain Harvester (both these ship groundings occurred in Gladstone Harbour). Marine pollution prosecutions and compliance The Transport Operations (Marine Pollution) Regulation 1995 was remade to keep abreast of changes to applicable international conventions, domestic legislation and advances in technology. The changes facilitate better understanding of user requirements and will produce a better compliance outcome for Queensland Transport. The remade legislation is due to commence in September 2008. A scheduled audit of 58 declared ships in the Gold Coast region was completed in January 2008 to ensure compliance with the sewage regulation. Forty-one compliance notices were issued giving vessels three months to achieve compliance. The prosecution of marine pollution offences remains an important intervention to ensure Queensland continues to enjoy clean and unpolluted waterways. During 2007–08, there were six prosecutions for offences against the Transport Operations (Marine Pollution) Act 1995 were successful. In 2007–08, Queensland courts imposed fines and costs of more than $73,000 for offences against the Transport Operations (Marine Pollution) Act 1995. One discharge prosecution involved a thirty-metre fishing ship Fifeshire in Karumba. During transfer operations two separate incidents occurred where a total of 250 litres of oil were discharged into coastal waters. The owners were convicted and fined $35,000, plus analysis costs of $1,400. The ship’s engineer was fined $7,000. Significantly, the first prosecution for a discharge of pollution from a recreational ship was successfully pursued with the owner of Sandfly who was prosecuted for discharging an unknown quantity of oil into the coastal waters of Mooloolaba. The owner was convicted and fined $1,000 plus costs. Our performance | Section 2 Derelict and abandoned vessels The development of new legislation under the Transport Operations (Marine Safety) Act 1994 and the Transport Operations (Marine Pollution) Act 1995 enabled Maritime Safety Queensland to pursue the owners of derelict ships to effect their removal from Queensland waters. Since the introduction of the legislative changes, 47 derelict vessels have been removed from Queensland waters, at little or no cost to the government. Of these 36 were removed in 2007–08. A further 23 are currently subject to removal action. The owner of the derelict tug Ascension was subject to an enforceable undertaking which enabled Maritime Safety Queensland to successfully secure Commonwealth environmental approvals and support from eleven state and federal agencies for a sea dumping permit. This enabled a joint Maritime Safety Queensland, Royal Australian Air Force and Royal Australian Navy project to dispose of the Ascension in a military targeting exercise on 3 May 2008 and to avoid an estimated $500,000 in ship-breaking costs. Through a district court order, consent was obtained to remove and destroy a 39 metre ex-long liner anchored near Airlie Beach. The owner of the ship was prosecuted for failing to have insurance for the ship to cover the cost of clean-up of a pollution discharge or the removal of the ship. The owner was fined $17,500. The owner of the ship EOK Green was also prosecuted for failing to have insurance to cover the cost of clean-up of a pollution discharge or the removal of the ship and was convicted and fined $18,500. 2 Section | Our performance TravelSafe Committee recommendations progress report The Parliamentary TravelSafe Committee was appointed by the 52nd Legislative Assembly of Queensland to monitor, investigate and report on all aspects of road safety and public transport in Queensland. In 2007–08, the committee conducted four inquiries into road safety issues covering drink driving, motorbike safety, train driver fatigue and low speed run-overs of children. Queensland Transport is the lead agency for coordinating whole-of-government responses to the committee’s inquiries. The committee made 46 recommendations of which 42 were supported. Queensland Transport is currently undertaking a range of actions to implement recommendations made by the committee. •Following recommendations made by the committee in relation to drink driving, new laws were introduced to impound the vehicles of repeat offenders. • In 2008, Queensland Transport released the Motorbike Safety Strategy-Consultation Paper targeting the safety of motorbike riders, one of Queensland’s most at risk road user groups. Following community consultation the department will develop a Motorbike Safety Strategy. • In response to concerns of train driver fatigue, the committee investigated the road safety implications of the introduction of 12–hour shifts and QR Limited completed a safety case for the revised roster system. • Following a request from the Premier, the committee investigated deaths and injuries to children from low speed run-overs and recommended: • introduction of guidelines to promote the separation of driveways from play areas • funding of research into causal factors and preventative strategies for reducing driveway crashes • distribution of educational brochures to all new parents of babies born in Queensland • a requirement to seek federal support for amendments to vehicle design to allow more rearward visibility. Refer to the table in Appendices, Implementation of recommendations arising from TravelSafe Reports Numbers 46-50 outlining Queensland Transport’s progress of the recommendations from TravelSafe Reports Numbers 46-50. Our performance | Section 2 Trade Queensland report Output delivered: International Trade Development •Trade Queensland supports the 2008 Queensland Government priority of ‘Building on Economic Success’ by delivering on the objective to work with industry to diversify and expand market access, export and trade opportunities. As the Queensland Government’s lead agency for driving international trade in the state, Trade Queensland is committed to building recognition of Queensland’s export capabilities, improving access to key markets and expanding the state’s knowledge-intensive exports through a range of targeted services across Queensland and overseas. A network of export advisers and staff in Queensland and 13 Trade Queensland overseas offices provide market information, practical export advice and assistance to Queensland businesses. Trade Queensland also supports Smart State priority sectors and facilitates business introductions through industry-focused overseas trade missions, inbound trade delegations and Queensland export events. Achievements In 2007–08, Trade Queensland continued to lead and implement the whole-of-government export strategy, Driving Export Growth for Queensland: 2006–2011. During the 2007 calendar year, its first year of implementation, 97 per cent of the export strategy’s 226 initiatives were started, of which 14 per cent were completed. The export strategy includes two main quantitative targets: • In 2006–071, knowledge-intensive exports reached $4.3 billion. The upward-revised target, in line with a 30 per cent increase over five years, is to reach $4.9 billion in the value of knowledge-intensive exports by 2011. • 314 new exporters since the commencement of the strategy. The target is for a combined total of 600 new exporters and subsequent export deals by 2011. In 2007–08 Trade Queensland’s 22 strategic export projects and services provided by the overseas network have contributed in assisting businesses to achieve more than $521 million in reported export sales. 1 Final 2007–08 knowledge-intensive export data will be available from the Australian Bureau of Statistics in November 2008. The Export Strategy and Trade Queensland are guided by three strategic objectives: 1. Driving smart exports – Trade Queensland assists the export growth of knowledge-intensive products and services through sector-specific initiatives. Education and training • In 2007–08, the target of the Export of Education and Training Services Queensland Strategy was exceeded, with the Queensland education and training export earnings growing by 10.6 per cent to reach $1.614 billion. The industry was assisted with a range of publications, such as the Homestay Guide for families hosting students, and Study Queensland marketing materials translated into various languages. International development business • Assisted key Queensland agencies, institutions and organisations to secure international development business contracts valued at more than $138 million in markets including Indonesia, Iraq, Papua New Guinea and Pacific Island countries. This included assistance to the Sunshine Coast Institute of TAFE to secure a $76.9 million contract with AusAID to establish the Australia-Pacific Technical College in Samoa, Fiji and Papua New Guinea and to develop curriculum for the three campuses. Marine • Supported growth in marine exports to China, including a strong Queensland marine industry presence at the China International Boat Show in Shanghai in April 2008 which has resulted in sales of $3.3 million in 2007–08. Mining equipment, technology and services • Supported the mining equipment, technology and services sector in various export endeavours including 34 Queensland businesses over a two-year period under the Trade Queensland Latin America Mining Initiative. This initiative resulted in more than $52.5 million in export sales of mining equipment, technologies and services over the life of the project. • Thiess Pty Ltd was also assisted over a four-year period to secure two contracts with a value of $1 billion over 20 years to develop and operate an open-cut coal mine north-west of Kolkata, India. Creative industries/multi-media/electronic games • Assisted Queensland creative industries companies and individual artists involved in music, design, fashion and urban art to achieve $1.5 million in export sales in the Americas, Europe, China, South Korea, Japan and the Middle East. • Through export assistance and access to Queensland Government facilities at international trade shows, a Queensland electronic games developer secured $2 million in export deals in the US market. • Supported a multimedia company which secured its first advertisement deal for mainstream television in Japan. Indigenous arts • Contributed significantly to the overall growth of the Queensland Indigenous arts industry as evidenced in the increased number of artworks by Queensland artists that have been acquired for major public collections domestically and internationally and in gaining recognition and inclusion in awards and major national and international art shows; generating direct sales of approximately $248,000 in 2007–08. • Assisted up to 100 Indigenous artists and supported 10 new projects in 2007–08 under the Arts Partnership program. • Supported the participation of Queensland Indigenous artists in major international festivals such as the 2008 Biennale of Sydney: International Festival of Contemporary Art, and the Dreaming Festival 2008; and the production of major publications on Gordon Bennett and the Mornington and Bentinck Island artists, and a high-end tribute portfolio for the late Vincent Serico. • Achieved exposure of prominent Queensland Indigenous artists at major international exhibitions in the Netherlands, Italy, Belgium, France, United Kingdom, United States of America and the United Arab Emirates. The recorded attendance at sponsored state, national and international exhibitions and events was more than 150,000 people. Sports business • Consolidated relationships with regional development agencies from the north of England to assist Queensland companies to form partnerships and pursue business opportunities arising from the London 2012 Olympic Games. • Assisted Queensland companies through the India Sports Infrastructure Project which included the staging of a successful Sports Infrastructure Forum hosted by Anna Bligh MP, Premier of Queensland during her trade mission to India in April 2008. • As a result, one Queensland sport infrastructure supplier has secured a roof construction contract for the 2010 Commonwealth Games stadium in Delhi and also for a FIFA World Cup 2010 stadium in the Republic of South Africa with a combined value of $33.8 million. Manufacturing • Supported an innovative Queensland company to supply a Hong Kong-based power corporation with its worldleading technology to reduce fine particle emissions from coal-fired power stations. • Assisted a company to launch its innovative container loading and unloading technology in Japan through an exclusive distributor deal with a large Japanese transport company. 2. Driving the Queensland brand internationally – Trade Queensland improved access to export markets in Asia, the Americas, Europe, the Middle East and emerging markets for Queensland businesses through market development initiatives. International network In 2007–08, Trade Queensland continued to support Queensland’s exporting through its overseas network by: • appointing two new Trade and Investment Commissioners to represent Queensland in the Americas and Europe; and four new Trade Queensland Special Representatives to build high-level trade relationships in China, Vietnam, India, Japan, the Republic of Korea, the Philippines, Singapore, Malaysia, Indonesia, Thailand and the Middle East. • engaging and supporting four International Business Cadets for 2008 in Trade Queensland offices in Guangzhou and Shanghai (China), Seoul (South Korea) and Tokyo (Japan). • opening a temporary Trade Queensland office in Beijing, China to support Queensland businesses leading up to and during the Beijing 2008 Olympic Games. Strategies Several export strategies were developed including: • the whole-of-government export strategies for China, India and the Middle East. • the Queensland Russia: Towards 2010 strategy to support a range of industry sectors in entering the Russian market. Queensland companies achieved sales in Russia of $31 million. Trade missions and exhibitions Trade Queensland organised and managed a number of the Premier’s and ministerial missions including: • Two trade missions by the Premier accompanied by 162 representatives from more than 82 organisations. The first was to China, Japan and India and focussed on developing relationships with some of Queensland’s key trade and investment partners, particularly in the resources and infrastructure sectors. The Premier’s second trade mission was to the United States of America and focused on the annual BIO Conference in San Diego, and also targeted a range of trade and investment opportunities in New York, Nevada and California. • Two trade missions by the Minister for Trade. The first was to Southern China, Vietnam and Singapore and focused on developing government to- government relationships and assisting export outcomes for the education and training, energy and marine industries. The minister also led a marine-focussed trade mission to the Republic of Korea for the Korea International Boat Show and to drive trade and investment initiatives under Queensland’s Sister-State Agreement with Gyeonggi Province. On this mission the minister was accompanied by 16 representatives from 15 Queensland companies. • A trade mission to the United States of America by the Deputy Premier to represent Queensland at the annual G’Day USA events in Los Angeles and New York. • Trade Queensland also hosted a number of inbound trade delegations and events, including a 28-person government and business delegation from Minas Gerais, Brazil, resulting in a signed Joint Declaration as intent to strengthen cooperation between the two states in 2008–09; and a Russia Australia Business Forum involving more than 130 Russian business and government leaders. • Trade Queensland managed 24 outbound trade missions, some including attendance at trade exhibitions, with participation from over 176 Queensland companies and organisations to build relationships, improve access to markets and generate international trade • Sectors involved included mining, marine, construction and development, aviation, education and training and creative industries • Target markets included China, the Middle East, India, the Republic of Korea, Latin America, South Africa, United States of America, Indonesia, Thailand, Vietnam and Europe. Section | Our performance Through these trade missions Trade Queensland assisted companies to achieve a range of outcomes, including: • A trade mission to the China Coal and Mining Expo in Beijing in November 2007 involved 22 Queensland companies and has yielded exports of $41.6 million to date • The Sunshine Coast-based company Cooee Products won the prestigious BHP Billiton Mining Technology and Services Award presented at the Australian ExpoMin 2008 function in Chile • Following their participation in the Trade Queensland BIG 5 construction and infrastructure trade mission to the Middle East in November 2007, four Queensland companies have made exports sales totalling $197,000 • An education and training mission to Chile resulted in the successful negotiation of up to 40 vocational education and training scholarships for Queensland in 2008 • Designers George Wu and Gina Kim represented Queensland at 2008 G’Day USA and now have United States fashion agents and ongoing orders for their fashion designs • Musicians attending Musexpo in Los Angeles, United States of America, secured a number of Queensland record labels, bands and artists licensing deals, synchronisation deals for film, TV and advertising and tour and festivals performances • Trade Queensland facilitated performances by Queensland musicians Southern Cross Soloists and Nik Phillips at the Guangdong International Tourism and Cultural Festival in China, which resulted in Nik Phillips securing a three-year licensing agreement with a major Chinese record label. 3. Exporters in the driving seat – Trade Queensland increased the export capabilities of Queensland businesses through business and skills development initiatives and programs. Exporter development programs Through the export advisory network and in partnership with trade allies, Trade Queensland delivered a range of export and business skills development programs to Queensland industry including: • 59 Getting Export Smart workshops to more than 200 businesses across the state, which included workshops such as Preparing for Export, Export Marketing, Getting it There & Getting Paid and E-business for Export • A full series of eight high-level Export Master Classes for more experienced exporters on Intellectual Property Protection and International Contract Negotiation in conjunction with Clayton Utz and delivery of a second round on Brand Management for Export in conjunction with Evolve Brand Design • Six Mentoring for Export panel meetings in conjunction with the Department of Tourism, Regional Development and Industry, to assist experienced exporters to find solutions for high-level strategic issues, so they can move forward in their export businesses. • Developed a new Joint Export Projects program to encourage regionally based export advisers and their clients to participate in overseas trade missions. • Responded to over 500 general trade enquiries through the Trade Queensland export hotline. • Delivered specific business development initiatives for the education and training industry including: • Grant funding to five educational organisations for eight projects; support for the development of marketing tools; in-market activities and professional development programs, including cross-cultural training • Possibilities for students to take up outward mobility and scholarship opportunities to improve connections and relationships with other countries. Exporter development events •In conjunction with Department of Tourism, Regional Development and Industry regional centres hosted six ‘Global Connect’ networking events attended by more than 600 clients across the state. • Showcased Queensland’s thriving export sector and highlighted the services and resources the government provides to exporters by coordinating the Queensland Government’s Export Week 2007 in October 2007. The various export week activities included the 2007 Export Showcase, the Celebrating the Success of Queensland’s Emerging Exporters lunch, the Premier of Queensland 2007 Export Awards and regional visits by the Queensland Trade and Investment Commissioners. • Managed the Premier of Queensland’s 2007 Export Awards and held the Celebrating International Education and Training Showcase Awards 2007. Future directions for Trade Queensland Continue to lead the implementation of the whole-of-government export strategy Driving Export Growth for Queensland: 2006‑ 2011 to increase the number of Queensland exporters and the value of knowledge-intensive Queensland exports. Continue to actively engage with target industries to increase their export capability and build their prospects for improved overseas market success. Continue to implement strategic export projects to drive international trade in Queensland’s knowledge-intensive products and services to priority markets including the fast-growing markets of India, China, the Middle East, Latin America and Russia, while maintaining productive partnerships with established markets such as Japan, the Republic of Korea, the European Union and the United States of America. Continue implementing the Export of Education and Training Services Queensland Strategy under the guidance and direction of the Queensland Education and Training Industry Board and through collaboration with industry. Continue to promote export by Queensland Indigenous artists focusing predominantly on the priority markets of Europe and the United States of America, as well as developing interest in the Middle East. Focus on the next stages of export skills development for business and industry such as Export Master Classes and Mentoring for Export and continue to stimulate regional involvement in international trade by promoting the Joint Export Projects and state-wide exporter networking events. Two minutes with…. Name: Nussara Smith Job title: Director Overseas Market Development Asia Branch, Trade Queensland Location: Brisbane Years with Queensland Transport: One year I moved to Queensland Transport when the Trade Portfolio was transferred from Department of the Premier and Cabinet as a result of machinery-of-government changes in September last year (2007). I have over 16 years’ experience in the Trade portfolio and have managed all key areas of the Trade portfolio including heading up an overseas office as a Trade Commissioner. Current roles and responsibilities: Leading the Overseas Market Development-Asia Branch to deliver export outcomes for Queensland. Best part of my job: Working in an international environment with highly professional and dedicated people in Trade Queensland and being able to support Queensland’s innovative exporters to enter overseas markets. Our performance | Section 2 Managing our business Internal Audit Report Figure 32 Internal Audit stakeholders Structure and reporting arrangements As a key corporate governance function of the department, Internal Audit is part of Corporate Office and the Director (Internal Audit) has an administrative relationship with the Executive Director (Corporate Office). Aside from this organisational arrangement, Internal Audit retains an independent and direct reporting relationship with the Director-General. In addition, the Director (Internal Audit) reports regularly to the Audit and Risk Committee, which advises and reviews the work of the Internal Audit branch. Audit charter Internal Audit is a key component of Queensland Transport’s corporate governance, with a central role in maintaining and improving financial management practices within the department. It does this by: • identifying operational deficiencies • working with management and staff to improve decision making • assessing the adequacy of controls in business areas • identifying and bringing a broad range of issues to management attention, including matters of key management and administration risk, performance, efficiency and economy • monitoring remedial actions. Section | Managing our business Key outputs – their relationship with strategic objectives and corporate governance Internal Audit’s key outputs in 2007–08 were aligned with, and contributed to, the strategic key result area: capable organisation. Each group of audit activities focused on enhancing the corporate governance framework, and specifically the effectiveness of Queensland Transport’s governance systems for accountability and performance: Figure 33 Audit outputs Figure 34 Audits and other outputs Other achievements for 2007–08 Figure 35 Audit achievements Profile of the unit – qualifications and experience Figure 36 Audit staff experience Future challenges • Assisting the department to manage the risks and impacts on accountabilities from the Shared Service Initiative. • Working with Internal Audit of the Shared Service Agency to avoid duplication of work, share information about processes and establish protocols for accessing departmental information held by the shared service providers. Obtain assurance about the overall internal control structure over transactions processed by the Shared Service Agency. • Educating management and staff about internal controls by marketing our services and continuing to develop and assist in the implementation of self-audit/ control self-assessment tools. • Continue to provide and implement strategies to prevent fraud and misconduct. • Assisting significant change agenda initiatives • Improving internal systems to best practice and benchmarking standards. • Identifying opportunities for cost savings and potential revenue opportunities. • Continuing to develop our staff, and strengthen our information systems auditing capability. • Developing the performance management review function across the department. The Audit and Risk Committee The Audit and Risk Committee acts as a source of advice to the director-general and as a board of review for the Internal Audit function. Its key responsibilities are: • assess and contribute to the audit processes related to the identification of the Department’s risks and threats relative to the environment in which it operates • evaluate the quality of the internal audit function and facilitate the practical discharge of the Internal Audit function, particularly in respect of planning, monitoring and reporting. This includes assessing whether the annual audit plan is appropriate in terms of audit coverage • assess and improve the Department’s corporate governance, including its systems of internal control, the Internal Audit function and risk management processes • evaluate whether there are appropriate processes in place for the agency’s financial and operational reporting. During 2007–08 the committee reviewed its role and charter and formally recognised and reaffirmed its contribution to effective risk management in Queensland Transport. In doing so, the committee acknowledged its role to ensure: • management has in place a current and comprehensive risk management framework and associated procedures for effective identification and management of risk • a sound and effective approach exists to develop and apply a strategic risk management framework • systems and processes f or risk management meet the requirements of the Financial Management Standards 1997 and are in accordance with the contemporary standards of risk management • effective business continuity planning and critical incident management planning, including disaster recovery plans, are in place and are tested periodically. During 2007–08 the committee met six times and considered reports on a range of audit and risk-related matters, including: • Internal Audit annual and three-year plans and progress reports • Internal Audit reports and outcomes, and the adequacy of management responses • the Queensland Audit Office Client Services Plan • matters raised in Queensland Audit Office reports and the adequacy of management responses • the department’s draft financial statements for 2006–07 prior to their issue to Queensland Audit Office, as well as a high-level review of the statements prior to their signing by the director-general • the Risk Management Framework, policies, procedures and updates on the status of risk management activities • currency of the Financial Management Policy Manual • progress reports on misconduct matters and corruption prevention activities • annual Goods and Services Tax and Fringe Benefits Tax reports. The committee provided regular reports to the director-general. Figure 37 Audit and Risk Committee members *Committee member as at 30 June 2008 | Managing our business External member applicants are assessed against criteria established by the committee, and designed to bring independent expertise to the committee decision making process and complement the skills and experience of departmental members. Three of the six current members hold formal company director qualifications. A Queensland Audit Office representative and the Director (Finance) attended by invitation all six meetings during 2007–08. The committee undertook self-assessment and sought feedback from stakeholders during 2007–08 and reported its performance to the director-general. Corporate governance report Queensland Transport’s corporate governance framework provides the mechanism for the department to improve corporate performance and satisfy legislative, government and community expectations. It supports the leadership of the department and ensures rational and transparent decision making and clear accountability for actions. The framework has the foundations of leadership, ethics, culture and stakeholder relationships. These form the pillars of performance and conformance. Queensland Transport’s governance framework aims to focus the department on: • ensuring our statutory responsibilities are met • the effective and efficient management of its performance • improving service delivery through continuous improvement • integrating risk management practices and processes • ensuring appropriate accountability and authority. Roles and accountabilities The department’s Director-General is accountable to the Minister for Transport, Trade, Employment and Industrial Relations and the Premier of Queensland for the efficient, effective and financially responsible performance of the department. The Director-General along with the Deputy Directors-General strategically direct the department’s endeavours to support the Queensland Government outcomes. The Director-General leads the department to achieve organisational outputs, while also influencing the wider national transport agenda. Principal governance structures in the form of executive committees that support the Director-General to achieve this are detailed in figure 38. Figure 38 Queensland Transport committees Figure 38 Queensland Transport committees continued From July 2008, a Board of Management for Queensland Transport comprising the DirectorGeneral, two Deputy Directors-General and the Executive Director (Corporate) will be in place to strengthen the department’s governance. This new board will act as the primary decision making forum for Queensland Transport, enabling clear and timely decision making on strategic issues while enhancing levels of internal transparency. The following sub-committees will support the Board of Management and will meet regularly throughout the 2008– 09 financial year: • Transport Leadership Team • Audit and Risk • Human Resources • Accommodation • Service Delivery, Efficiency and Reform • Information and Communication Technology • Finance • Capital Works • Reputation and Image. External conformance External conformance mechanisms are the statutory and other requirements with which the department must comply. They protect the department and our people in the performance of their roles. These include: • producing the department’s Annual Report as its main accountability tool • reporting to Queensland Treasury on all Outputs outlined in the Agency Service Delivery Statements (previously Ministerial Portfolio Statement) • providing open and transparent government through Freedom of Information services • developing and implementing policies for GOCs in conjunction with Queensland Treasury, which clearly set out expectations and priorities on a strategic and commercial basis in a competitive environment, whilst achieving key transport outcomes • other legislative and statutory requirements, as per the legislative responsibilities listed on pages 133–134. Managing our business | Section 3 Internal conformance The department’s internal conformance mechanisms are the policies, procedures and structures established for running the day-to-day business of the department to deliver our outputs and achieve our outcomes. These include monitoring of performance and risk management, along with audit reporting. See the Internal Audit Report on page 122. Monitoring performance The department has in place a number of organisational performance systems (financial and non-financial) to monitor the organisation’s effectiveness in the pursuit of our objectives. The Strategic Plan focuses on key result areas. The department’s performance is measured against strategic performance indicators which are linked to strategies and specific deliverables funded through the output implementation plan. In this way the budget is directly linked to the Strategic Plan. A comprehensive Strategic Planning Management System (SPMS) is in place to ensure the alignment of strategic, output and business plans. It includes quarterly reporting requirements to track progress and performance. The following performance reports are provided to the Strategic Policy Committee: • Monthly Major Initiatives Progress Report • Quarterly Output Performance Report • Quarterly Complaints Management Report • Quarterly Workforce Profile Report • Monthly Financial Report • Fortnightly Infrastructure Report The department has been conducting a major review of its strategic plan to assist in the development of the department’s 2008–12 corporate plan. This plan will have a more goal-oriented approach to improve performance and planning across the department and demonstrates our commitment to enhancing performance reporting within the Queensland Transport Annual Report. The Strategic Performance Management Framework is being developed as an important tool to ensure the department is focused on effectively delivering services. The department has started a review to ascertain the range, type and purpose of performance reporting. It will streamline performance reporting across the department. Complaints management The department is committed to managing complaints in an accountable, transparent, timely and meaningful way, following the complaints management principles of: • ensuring complaints can be lodged without fear of retribution • protecting confidentiality and privacy of those making complaints • fair, objective and professional assessment of complaints • timely resolution of complaints • the application of natural justice • lodgement of complaints without charge • clear accountability for complaints handling • adopting a customer-focussed approach, integrating complaints information into business improvement processes. A quarterly Complaints Management Report identifies any trends, significant issues and potential improvements within the department. More information regarding the department’s Complaints Management Policy and an online compliments and complaints form can be found at <http://www.transport.qld.com.au> Refer to page 88 for more information. 3 Section | Managing our business Opportunity and risk management The department is formalising and implementing divisional and agency risk registers and the department’s Strategic Risk Register, in parallel with the major review of the Strategic Plan. Integration between the department’s Risk Management Framework and the draft Strategic Performance Management Framework including corporate planning, resource allocation and reporting continues to advance. Risk management continues to be integrated into the department’s Business Planning Policy and Procedures. Risk register reporting will be based on the department’s corporate plan. Refer to page 89 for more information. Business technology planning Queensland Transport utilises an Information Communication and Technology (ICT) Planning methodology to ensure that departmental ICT strategies are developed in line with departmental business planning. The methodology focuses on the department’s information resources, business processes and business systems. Linking information and technology strategies to departmental business plans assists the department to make more informed decisions about information and technology investments. The department demonstrates its commitment to Queensland Government’s Information Standards by using business technology planning to ensure alignment of ICT with the department’s business needs and to maximise the value of investment decisions. Two minutes with…. Name: Melina Cowie Job title: Business Systems Officer Location: Spring Hill, Brisbane Years with Queensland Transport: Six months Before I worked with Queensland Transport: I worked in the private sector for a telecommunications company. I assisted in the management and resolution of voice and data faults for businesses, government departments and wholesalers. Current roles and responsibilities: Assisting staff in Queensland Transport and the Department of Main Roads to ensure that any issues experienced with the desktop and computer environment are resolved quickly and satisfactorily for the individual and department. Best part of my job: The satisfaction of resolving issues quickly to ensure that all things IT run smoothly and effectively, whilst working with a team of brilliant people. Managing our business | Section 3 Statement of affairs Freedom of information Queensland Transport is required, under Section 18 of the Freedom of Information Act 1992 (FOI Act) to provide a statement of affairs of the agency. Although the main statement is set out here, other information required by the FOI Act can be found on the Queensland Transport website. Types of documents held Queensland Transport is a diverse department in which a large number of documents and records are held in a range of locations throughout the state. Most corporate documents are held in files, either paper or electronic. These files are created for specific subjects or projects based on the department’s functions and activities. Queensland Transport creates or receives the following document and record types: • briefing notes, memoranda and internal departmental correspondence • correspondence to and from the department or the minister • tenders, agreements and contract documents • plans and drawings for projects • reports, submissions, discussion papers • project documentation • policy and strategy documents • agendas and minutes of departmental committees • file notes, diaries, notebooks • audio/visual records • email, mail and facsimiles. How do I access Queensland Transport documents? Freedom of information procedures While Queensland Transport provides a wide variety of information to the community about its activities, the FOI Act provides the public with a formal means of accessing departmental documents, subject to specific exemptions. If access is required to specific documents and they are unable to be obtained through normal dealings with Queensland Transport, access may be available via the FOI Act. How do I make an application? A formal application requesting access to documents under the FOI Act may be made on the FOI application form or simply by letter. A copy of the form is available at <www.support.transport.qld.com.au/qt/formsdat.nsf/qtformsbycat>. All applications must be in writing and: • state an address to which correspondence is to be sent • identify the type of documents sought, providing as much information as possible about the documents • indicate which area of the department, if known, may hold the documents. Applicants are requested to provide proof of identity when making application for documents concerning their personal affairs. Are there any costs associated with the application? All applications to access documents that do not concern the applicant’s personal affairs are subject to a $38.00 application fee (as at 1 September 2008). Processing and photocopying charges may also apply. There is no charge for processing applications relating to the applicant’s personal affairs. If you are not sure if any fees and charges are applicable to your application, or would like to be supplied with a copy of the FOI application form, please contact the FOI and Privacy Unit on 07 3306 7108 or via email <firstname.lastname@example.org> All applications whether for access to, or amendment of, personal affairs documents should be forwarded to the Manager FOI and Privacy Unit, Queensland Transport, GPO Box 1549, Brisbane Qld 4001. 3 Section | Managing our business Freedom of information statistics The most common types of applications received by Queensland Transport involve requests for access to documents relating to road works and major construction projects. Figure 39 Freedom of information statistics Privacy In September 2001, the Queensland Government introduced a privacy scheme within the public sector. The scheme ensures public sector agencies such as Queensland Transport respect the personal information they collect on members of the public and their employees. Queensland Transport is committed to our clients’ privacy and complies with the 11 Information Privacy Principles as detailed in the Queensland Transport Privacy Plan. A copy of the plan is available on the Queensland Transport website. The plan provides members of the community and employees with a better understanding of the department’s privacy responsibilities. For general privacy enquiries, our privacy contact officer may be contacted by telephone on (07) 3306 7104 or via email: <email@example.com>. However, should you believe Queensland Transport, or a member of its staff is in breach of any of the information privacy principles regarding the collection, access, storage, use or disclosure of your personal information, you may lodge a written complaint with the department’s privacy contact officer at the following address below: The Privacy Contact Officer Queensland Transport GPO Box 1549 Brisbane Qld 4001 Legislation administered by the Director-General Agent-General for Queensland Act 1975 Air Navigation Act 1937 Australian Shipping Commission Authorization Act 1977 Brisbane River Tidal Lands Improvement Act 1927 Central Queensland Coal Associates Agreement Act 1968 (Schedule parts IV-IVC) Century Zinc Project Act 1997 (ss 5(2) – (7), 11, 12, 13, 21) Civil Aviation (Carriers’ Liability) Act 1964 Maritime Safety Queensland Act 2002 Queensland Nickel Agreement Act 1970 (Schedule parts IV-V) State Transport Act 1938 State Transport (People Movers) Act 1989 Thiess Peabody Mitsui Coal Pty. Ltd. Agreements Act 1965 Tow Truck Act 1973 Transport Infrastructure Act 19941 Transport Operations (Marine Pollution) Act 1995 Transport Operations (Marine Safety) Act 1994 Transport Operations (Passenger Transport) Act 1994 Transport Operations (Road Use Management) Act 1995 Transport Operations (TransLink Transit Authority) Act 2008 Transport Planning and Coordination Act 19942 Transport (South Bank Corporation Area Land) Act 1999 For a comprehensive listing of all legislation administered by the Department of Transport, reference should be made to Current Annotations prepared by the Office of the Queensland Parliamentary Counsel at www.legislation.qld.com.au/Leg_Info/anno_current.htm and published by GOPRINT. Chapter 6 of the Transport Infrastructure Act 1994 deals exclusively with road transport infrastructure, including franchised roads, provisions which are administered by the Director-General, Department of Main Roads. 1 Provisions of the Transport Infrastructure Act 1994 and the Transport Planning and Coordination Act 1994 are generic to the functions and responsibilities of Directors-General of Transport and Main Roads and are administered jointly. 2 Managing our business | Section 3 Legislation passed 2007–08 Queensland Transport has an extensive legislation program, with responsibility for a large number of Acts and Regulations. Transport legislation affects the lives of almost every Queenslander, ensuring safe use of vehicles and vessels, effective management of passenger transport and protection of the marine environment. Our department’s extensive legislation program requires constant review to ensure a safe and sustainable transport future for Queensland. Significant legislation changes in 2007–08 include: • The Transport Legislation Amendment Act 2007 (No. 43 of 2007) was assented to on 25 October 2007. The Act contained amendments aimed at improving the management of compliance and enforcement for heavy vehicles and also made various improvements to other transport legislation. This Act amended the: • Maritime and Other Legislation Amendment Act 2006 • Transport Infrastructure Act 1994 • Transport Operations (Marine Pollution) Act 1995 • Transport Operations (Marine Safety) Act 1994 • Transport Operations (Passenger Transport) Act 1994 • Transport Operations (Road Use Management)Act 1995 • Transport Planning and Coordination Act 1994. • The Transport Legislation Amendment Act 2008 (No 2 of 2008) was assented to on 12 May 2008. This Act amended the Transport Operations (Marine Pollution)Act 1995 to include miscellaneous amendments for consistency with the International Convention for the Prevention of Pollution from Ships, 1973. The Act also amended the Transport Operations (Marine Safety) Act 1994 to provide for an owner or master of a ship to produce safety equipment when required to do so by a shipping inspector. • The Transport Legislation Amendment Act 2008 No. 31 of 2008) was assented to on 21 May 2008. The Act contained amendments supporting a national approach to heavy vehicle fatigue management and to clarify land acquisition processes for transport related infrastructure. The Act also amended the following legislation to clarify its application or intent: • Maritime Safety Queensland Act 2002 • Transport Infrastructure Act 1994 • Transport Legislation and Another Act Amendment Act 2007 • Transport Operations (Marine Pollution) Act 1995 • Transport Operations (Marine Safety) Act 1994 • Transport Operations (Passenger Transport) Act 1994 • Transport Operations (Road Use Management)Act 1995 • Transport Planning and Coordination Act 1994 • the National Rail Corporation (Agreement) Act 1991was repealed. • The Transport Operations (TransLink Transit Authority) Act 2008 (No.32 of 2008) was assented toon 21 May 2008. The Act established the TransLink Transit Authority and amended a number of Acts to support the establishment of the Authority: • Public Service Act 1996 • Transport Infrastructure Act 1994 • Transport Operations (Passenger Transport) Act 1994 • Transport Operations (Road Use Management)Act 1995 • Transport Planning and Coordination Act 1994. Managing our business | Section 3 Our people people | Section 4 Full-time equivalents by division/agency Figure 40 details the total number of full- time equivalents by division/agency as at 20 June 2008 and reflects the organisation structure post-creation of the Transport Infrastructure division. Figure 40 Full-time equivalents by division/agency Women’s initiatives Queensland Transport is actively committed to providing opportunities for women in the workplace and this commitment is reflected in our Equal Employment Opportunity Management Plan 2006– 2009. The plan reflects the priority goals contained in the Women in the Smart State Directions Statement 2003–2008 and ensures that the department moves towards employment equity in a planned way. Figure 41 Female employees by administrative classification Note: these figures exclude casual employees. Achievements: • 15.9 per cent of Queensland Transport employees (excluding casual employees) participating in flexible work arrangements • Promotion of department’s Flexible Work Arrangements Policy cited as a reason to stay with Queensland Transport by 68 per cent, and work/life balance by 58 per cent, of female respondents in the 2007 Queensland Public Agency Staff Survey • Equal Employment Opportunity target group of ‘Women in middle and upper management’ (AO6-AO8, SO/SES and salary equivalent) has increased by 22.2 per cent from 2006–07 to 2007–08 • 50 per cent of graduates recruited for the 2008 Graduate Program were women • 75 per cent of staff completing Certified Agreement Training were women • 44 per cent of attendees participating in the Queensland Transport Middle Management Development Program during 2007–08 were women • Seven Women into Leadership scholarships were awarded in 2008 (calendar year), an increase from five scholarships in 2007 (calendar year) • Sponsored a Smart Women Smart State Awards in ‘Post-Graduate Engineering Student’ category • Participation in ‘Women in Technology’ and ‘Women in Engineering’ events and forums • 100 per cent of National Indigenous Cadetship Program participants are women • 42.8 per cent of Education to Employment Scheme participants were female • Promoted International Women’s Day including hosting a corporate event. Equal employment opportunity Queensland Transport is committed to improving equal employment opportunities and continues to implement new strategies as part of the department’s Equal Employment Opportunity Management Plan 2006–09. Achievements for 2007–08 include: • Partnered with the Queensland Government Department of Employment and Industrial Relations and the Australian Government Department of Education, Employment and Industrial Relations to fund and develop the Aboriginal and Torres Strait Islander Transition to Sustained Employment Initiative to provide training and permanent job placement for young Indigenous people • Sponsored four cadetships under the National Indigenous Cadetship Scheme • Sponsored 14 scholarships under the Education-to-Employment Scholarship Program • Designed and developed on-line cross-cultural awareness training module. The module aims to assist employee understanding of cross-cultural factors when interacting with people from culturally and linguistically diverse backgrounds • Achieved an 80 per cent response rate for the 2008 Equal Employment Opportunity Census, an 8.2 per cent increase from 2006–07 • Establishment of a whole-of-government equity and diversity community practice. The practice is a network group that seeks to share and discuss experiences and initiatives for improving workplace diversity across government owned corporations and within Queensland Transport. The practice was initiated by Queensland Transport in 2008 • Developed procedures for Workplace Harassment Prevention and Management and Sexual Harassment Prevention and Management • Participation in National Aborigines and Islanders Day Observance Committee (NAIDOC) Week and Disability Action Week events • Participation in the Multicultural Festival at Roma Street Parklands on 14 October 2007 • Maritime Safety Queensland supported Croc Festival 2007 on Thursday Island by providing boating safety awareness activities. The Festival encourages young Indigenous and non-Indigenous Australians to stay at school longer and attend classes regularly, to lead fit and healthy lifestyles and to work towards future career and life goals. Human resource policy initiatives The Human Resource Policy Framework, established in 2005–06, has ensured a consistent approach to the development and review of policies, procedures, forms, toolkits and guides through the use of templates for documentation and plain English principles. Employees and managers are able to easily access the latest information about human resource requirements through the intranet site, the HR Reference Centre. Significant areas of policy development in 2007–08 include: • recruitment and selection • Code of Conduct • performance management and improvement • conflict of interest • criminal history checks (including Blue Card) • managing criminal charges and convictions • working hours • professional officer and technical officer progression • sexual harassment. Workplace health and safety Queensland Transport continues to place a significant focus on the safety, health and well-being of staff and clients. This strategic approach is reflected in the workers’ compensation summary below. Figure 42 Queensland Transport’s workers’ compensation summary Strategic corporate initiatives for the department include: • Safer and Healthier Workplaces External Audit-Diagnostic systems management audit of Queensland Transport workplaces • purchase of software and subscriptions • CHEMALERT-Chemical Risk Management • NSCA–National Safety Council of Australia • release of new workplace health and safety procedures • monthly executive workplace health and safety and injury management performance indicators reporting • early intervention program to assist staff with psychological issues • continued support for confidential Employee Assistance Services • fully subsidised flu vaccinations for all Queensland Transport staff (that is, 1,330 voluntary vaccinations) • senior executive health assessments • Employee Health Survey 2007 (Wesley Corporate Health) • review Queensland Transport Workplace Health and Safety, and Rehabilitation Policy Statements • staff wellness coordination. Corporate learning programs Queensland Transport delivers a wide range of corporate training to its staff. Divisions and agencies also deliver function-specific training. Face-to-face learning programs delivered Figure 43 Face-to-face learning programs delivered Our people | Section 4 Online learning programs delivered Figure 44 Online learning programs delivered 2007 Industrial relations During 2007–08 Queensland Transport achieved the following industrial relations outcomes: • No industrial disputes. • Resolved a schedule of 32 issues raised by transport inspectors and their union. • Agency Consultative Committee has been reviewed and renamed the Queensland Transport Consultative Committee. • Amendments passed by the Industrial Relations Commission to section 21 of Schedule 3 of the Award relating to amendments in Transport Inspector and Driving Examiner hours of work and shift rostering arrangements. | Our people people | Section 4 Appendices Queensland Transport Annual Report 2007–08 146 Statutory reports Code of conduct review 2007–08 As part of Queensland Transport’s commitment to continually enhancing its quality work environment, a review of its existing Code of Conduct recently took place. The revised Code of Conduct has been approved by the minister and will be launched 1 July 2008 together with a series of awareness sessions and communications to all Queensland Transport employees. The new Code of Conduct will play a key role in shaping Queensland Transport’s future by guiding employees to make the right choices. Expenditure on consultancies Queensland Purchasing categorises a service provider as a ‘consultant’ for the purpose of Queensland Government reporting if all of the following elements are present: • Provides their expert knowledge to analyse information, draw conclusions and make recommendations in the form of a written report or an intellectual product for future action which the department must then decide upon or take a certain course of action. • The nature of the output is not necessarily predictable, but tends to be open-ended and is more complex, for example a range of recommendations which a department must consider. • Develops a new concept or process and where the department requires critical judgement to consider the recommended course of action. • Engaged for a fixed period of time at an agreed rate of payment. • Work which is not directly supervised by the department. Expenditure on consultancies for 2007–08 amounted to $8,397,117.39 and is categorised in figure 45. Figure 45 Consultancy expenditure Marine Board report The Marine Board of Queensland is an advisory board under the Transport Operations (Marine Safety) Act 1994. The Board advises the Minister for Transport, the Chief Executive of Queensland Transport and the General Manager of Maritime Safety Queensland on significant issues affecting the maritime industry. The Board is comprised of six members who represent a broad cross-section of the maritime industry. Each member brings extensive knowledge of, and experience in, the industry. The Chair is Col McKenzie (marine tourism and diving sectors). Members are Mike Bartlett (shipping and transport), Liz Hay (ship builders), Maria Dwyer (marine insurance), Mick Carr (maritime unions and shipping) and Robin Hansen (fishing industry). The Marine Board met six times during 2007–08 and attended four marine industry forums hosted by Maritime Safety Queensland. The total remuneration paid to the Marine Board was $20,254.82. During 2007–08 the Marine Board considered and provided advice on the following significant issues: • National standard for commercial vessels • Wunma Board of Inquiry findings • Release of the Boat Share Paper for public comment • Release of the Recreational Boating Discussion Paper for public comment • National Maritime Safety Reform Agenda. Appendices Overseas travel – Queensland Transport (excluding Trade Queensland) For period 1 July 2007–30 June 2008 Figure 46 Overseas travel Overseas travel – Queensland Transport (excluding Trade Queensland) For period 1 July 2007–30 June 2008 Figure 46 Overseas travel continued Overseas travel – Trade Queensland For period 23 September 2007 –30 June 2008 Figure 46 Overseas travel continued Overseas travel – Trade Queensland For period 23 September 2007 –30 June 2008 Figure 46 Overseas travel continued Overseas travel – Trade Queensland For period 23 September 2007 –30 June 2008 Figure 46 Overseas travel continued Overseas travel – Trade Queensland For period 23 September 2007 –30 June 2008 Figure 46 Overseas travel continued Overseas travel – Trade Queensland For period 23 September 2007 –30 June 2008 Figure 46 Overseas travel continued Overseas travel – Trade Queensland For period 23 September 2007 –30 June 2008 Figure 46 Overseas travel continued Overseas travel – Trade Queensland For period 23 September 2007 –30 June 2008 Figure 46 Overseas travel continued Figure 47 Percentage of women on boards *Chairperson is a woman Public sector ethics Queensland Transport’s key document for ethics matters is the departmental Code of Conduct. A review of the Code was completed and approved by the minister in 2008. The Code promotes the five principles outlined in the Public Sector Ethics Act 1994: • respect for the l aw and system of government • respect for persons • integrity • diligence • economy and efficiency. Training in the revised code is being rolled out across the department. Training includes face-to face workshops train-the-trainer training, workshops for senior decision makers and online through the department’s LearnZone facility. In addition, support material will be included in the department’s HR Reference Centre, and will be available to all staff. Further ethics training is undertaken through two programs Working in Government (WIG) and Managing in Government (MIG), focusing on employees’ and managers’ responsibilities under the Code of Conduct, the Public Sector Ethics Act 1994 and other legislation related to public sector employment. The programs explore the accountabilities which are specific to public sector employment: workplace behaviours such as bullying and harassment, official misconduct, appropriate use of electronic devices and internet usage. They are interactive and draw on case studies and practical exercise relevant to the department and the Scrutiny, Ensure compliance, Leadership, Fair (SELF) Test, which is the ethical decision making model developed specifically for the department. Working in Government training is also delivered by on-line training through LearnZone. To date, 800 staff have completed this on-line course. WIG and MIG are currently under review to ensure the case studies are recent and relevant, to ensure it reflects the recently approved Code and to broaden the mode of delivery to include a Train-the-Trainer Program to equip business unit managers with this skill-set. The department’s commitment to ethical behaviour and increasing staff awareness as to their accountabilities through training is also supported through induction training and senior management forums. Since the inception of the WIG and MIG programs, a total of 2,710 staff across all levels, divisions and regions have now been trained. A module on ethics has been included in the Queensland Transport Applied Policy Skills Training and Development Program to reinforce the need for responsive and accountable policy development and implementation. To raise the awareness of ethical standards, a range of activities is conducted throughout the department. These include: • implementation of actions as part of the Fraud and Corruption Prevention Strategy • liaison with the Crime and Misconduct Commission (CMC) • assisting the business to assess its corruption risks and develop preventative plans • provision of advice by the departmental whistleblower contact officer on request • contribution and learning as an active member of the Queensland Public Sector Ethics Network, Corruption Prevention Network Queensland and the Queensland Government Corporate Governance Collaborative • continuing participation as a case study agency in the national research project Whistling While They Work. This project is coordinated in Queensland by Griffith University and sponsors include the CMC, the Ombudsman and the Office of the Public Service Commissioner. The department’s policies, practices and procedures will be benchmarked both against other Queensland agencies and nationally, and will be provided with feedback from departmental whistleblowers. The program has strict confidentiality provisions to protect participating whistleblowers. Queensland Transport has developed and implemented a range of corruption prevention policies and procedures since 1998. A consultant has been engaged to undertake a review to ensure these are current, appropriate and compatible with the CMC guide on fraud and corruption prevention. Queensland Transport governance supported transport infrastructure Queensland Transport adheres to the Transport Infrastructure Act 1994 and standards which ensures the government is delivering value for money for resources applied to the construction, maintenance and operation of transport infrastructure. The Transport Infrastructure Act 1994 in terms of the annual report states the obligations for government supported transport infrastructure as: • the construction, maintenance and operation of all government supported transport infrastructure for which the chief executive is responsible is carried out in accordance with standards published by the chief executive that are designed to achieve efficiency, affordable quality and cost effectiveness • construction, maintenance or operation is carried out in a way that: • takes into account national and international benchmarks and international best practice • promotes, within overall transport objectives, the safe transport of persons and goods • encourages efficient and competitive behaviour in the construction and maintenance of transport infrastructure • contracts that are let for the construction, maintenance or operation of transport infrastructure are designed in a way that encourages efficient performance by the contractor. Queensland Transport ensures the construction and maintenance of transport infrastructure is efficient and competitive by: • guaranteeing that the outputs from each project will deliver outcomes consistent with whole-of-government and departmental policy, procurement procedures and strategic objectives • managing opportunities and risks • making the best use of resources. In compliance with the Transport Infrastructure Act 1994 Section 9 Queensland Transport infrastructure projects are listed in figure 48. Appendices Figure 48 Queensland Transport infrastructure and investigations projects 2007–08 Appendices Figure 48 Queensland Transport infrastructure and investigations projects 2007–08 continued Maintenance of Rail and Bus infrastructure Once delivered, rail infrastructure is managed and maintained by QR Limited on behalf of Queensland Transport under the Train Services Contract which is administered by the Rail, Ports and Freight division and the TTA. When constructed, Brisbane’s busways are managed and maintained by the Metropolitan District Office of the Department of Main Roads through a MoU. These arrangements will continue throughout 2008–09. Boating Infrastructure Capital and Maintenance Program In 2007–08, Queensland Transport spent approximately $28 million on new and upgraded boating facilities and related services under the Boating Infrastructure Capital and Maintenance Program. This included $9.5 million on new and upgraded recreational boating facilities; $10 million on Maritime Safety Queensland services (navigation aids, boating safety, and pollution education and enforcement) and $3 million on dredging. The Boating Infrastructure Capital and Maintenance Program funds new and upgraded recreational boating facilities to improve community access to recreational boating. The program was developed in conjunction with local government agencies, port authorities and Marine Queensland (who represent the marine industry sector). Under the program, Queensland Transport funds the construction and ongoing structural maintenance of a facility; the Department of Main Roads coordinates the construction and project delivery phases; and the local managing authority provides the land based infrastructure such as car and trailer parking, manages the operations at, and maintains, the facility. Queensland Transport owns approximately $310 million of assets which assist boating throughout the state. These assets include: • 263 boat ramps • 66 landings ( jetties and pontoons) • 2 barge ramps • 5 state-managed boat harbours including commercial land, public car-trailer parking, breakwaters and revetments • 33 channels • Other land and infrastructure including facilities at Nelly Bay harbour (Magnetic Island), the Gold Coast seaway and sand bypass system, and three quarries. Recordkeeping Queensland Transport continues to develop strategies and activities supporting the implementation of the Queensland Information Standards IS31, IS40 and IS41 under the Public Records Act 2002. Major initiatives which have been introduced during 2007–08 include: • Ongoing commitment to provide a state-wide education program to ensure a consistency in knowledge transfer in recordkeeping principles, practices and systems through awareness and online education programs, formal seminars and advisory services. • Developing and implementing the Management of Inactive Procedures to ensure the department meets all recordkeeping requirements under IS31. • Development of new retention and disposal schedules for Queensland Transport, Maritime Safety Queensland and TransLink. • Ongoing development of the department’s business classification scheme to ensure the changes to Queensland Transport business are accurately reflected in the department’s official recordkeeping systems. • Ongoing monitoring of recordkeeping requirements through the department’s recordkeeping compliance checklist to identify gaps and education needs for compliance with the Queensland Recordkeeping Standards. • Ongoing business support to encourage the usage of the department’s official recordkeeping systems to further foster an information and recordkeeping culture. • Adoption of the mandatory element requirements of the Queensland Recordkeeping Metadata Standard into the department’s recordkeeping and business systems. Ongoing involvement with whole-of-government initiatives such as the development of the Queensland Recordkeeping Metadata Standard with Queensland State Archives and the whole-of-government secondary storage services with Queensland Government Chief Procurement Office. Appendices Reporting arrangements The following boards and statutory authorities report to the Minister: Figure 49 Reporting arrangements Appendices Shared Service Initiative The Shared Service Initiative is a whole-of-government approach to corporate service delivery. The vision is partnering in corporate services to support and connect government. Shared services are underpinned by standardising business processes, consolidating technology and pooling resources and expertise. Under the shared service model, government agencies joined together to share corporate services and resources through shared service providers (SSPs). The SSPs service their existing customer agencies through operating level agreements. In 2007–2008 Queensland Treasury led the refinement of the whole-of-government model for shared service delivery and provided policy and program management for the Shared Service Initiative. From 21 September 2007 the Shared Service Agency (SSA) was transferred from Queensland Treasury to the Department of Public Works through a machinery-of-government change. The SSA now services a number of departments, agencies and other entities across government. For more information on the SSA refer to the Department of Public Works Annual Report. SSPs for Queensland Health (Queensland Health Shared Service Partner) and the Department of Education, Training and the Arts (Corporate and Professional Services and the Corporate Administration Agency) and Parliamentary Services continue to operate under their existing hosts. Shared Service Agency provides transactional functions in the areas of finance, procurement, human resources, documents and records management, property and facilities management and information services to Queensland Transport. During 2006–07 the Department of Public Works hosted Shared Service Agency as a separate entity, and will report on its activities in its annual report. Voluntary early retirement (VER) The following figures identify the VER, retrenchment and deployment activities within the department from 1 July 2007 to 30 June 2008. Maritime Safety Queensland introduced a Workforce Skills Alignment Scheme during 2006–07. This scheme was approved by the Australian Taxation Office and was part of an overall strategy to refresh and renew the agency’s workforce. Final departure figures for 2007–08 as a result of this agency-specific initiative were: Number of VERs accepted Total monetary value of VERs accepted over Number of employees deployed *Includes incentive and severance payments 18 $1.34 million* Nil Standard VERs in Queensland Transport not offered under the Maritime Safety Queensland Workforce Skills Alignment Scheme: Number of VERs accepted Total monetary value of VERs accepted Appendices 5 $258,013 Whistleblower disclosure statistics In accordance with the requirements of sections 29(3) and 30(2) of the Whistleblower Protection Act 1994, the following are statistics on disclosures made to the department during the 12 month period ending 30 June 2008. Figure 50 Whistleblower disclosure statistics *Includes disclosures made in prior reporting periods and substantially verified in this reporting period. Appendices 2007–08 Output performance measure tables Figure 51 Output: Rail, Ports & Aviation Systems Notes: 1 Includes standard gauge line which runs between Acacia Ridge and the Queensland/New South Wales border and is used by freight services. 2. Includes QR Limited corridors. 3. In 2004–05, all privately owned airports were excluded from total, including those owned by mining companies and other private operators. 4. Periodic reviews of strategic port land is undertaken by government owned port corporations as required by Section 284 of the Transport Infrastructure Act 1994. These plans are initiated by the government owned port corporations and must be prepared at least every eight years. In some years, while there is consultation on plans being developed, there may be no plans submitted for coordinated government input. 5. Decline in patronage numbers since 2003–04 is likely to be due to increased number of low fare airline services and an increased tendency for domestic tourists to self-drive. Patronage numbers in 2007–08 appear to have stablised. The 2007–08 result exceeded the target due to a number of significant marketing initiatives undertaken by QR Limited during the second half of the financial year. 6. In 2005–06, Queensland had 11 rail related fatalities (excluding suicides). 7. In 2004–05, the Tilt Train derailment caused a large number of hospitalised casualties. 8. The target for 2007–08 represents approximately four hospitalised casualties, however there were 15. 9. For the years 2004–05, 2005–06 and 2006–07 an increase in level crossing occurrences was influenced by significant increase in population and road usage. In 2007–08 there were only 15 level crossing occurrences in Queensland. 10. This measure will be discontinued in 2008–09. 11. Includes costs involved in managing the transport service contracts for Traveltrain, regional freight, below rail and standard gauge. 2007–08 Output performance measure tables Figure 52 Output: Integrated Transport Planning Notes: 1. Discontinued measure. 2. New performance measures from 2007–08. 2007–08 Output performance measure tables Figure 53 Output: Road Use Management Notes to figure 53: 1. Due to the introduction of new reporting systems by the Queensland Police Service in 2006, data on hospitalisations for 2007–08 is not yet available. Data sets are expected to be updated and available in 2008–09. 2. Discontinued measure. 3. The number of hours represent a small percentage of the total compliance effort per year and are subject to fluctuations when there are other competing priorities. In 2007–08 the hours were less than planned because of major unplanned commitments that had to be provided in support of flood relief and the Equine Influenza. 4. Data source is the Australian Greenhouse Office. The most recent greenhouse emissions data available is from 2005. 5. Measure will be discontinued from 2008–09. 6. Only two of 31 original reforms from the first and second reform packages have not been implemented. One is being withdrawn and one awaits input from the National Transport Commission. Two of 11 third package reforms are yet to be completed and are subject to ongoing development prior to implementation. 7. The average wait time in customer service centres across the state is slightly higher than the target of 10 minutes due to factors including an increase in population growth and associated transactions, particularly in the south east corner, and an upsurge in licensing activity generated by the Young Driver Project initiated by the government on 1 July 2007. 8. In April 2004 Queensland Transport introduced the National Evidence of Identity Standard requirements which applied to new and existing customers. This resulted in an increase in customer wait times with staff having to explain the new requirements, and many customers having to return to centres with full evidentiary requirements. Appendices 2007–08 Output performance measure tables Figure 54 Output: Maritime Safety Notes to figure 54: 1. The number of commercial registrations has declined as a result of the Commonwealth’s buy-back of commercial fishing licences. 2. Changes to the legislative requirements for recreational ship master licences, implemented from 1 January 2006, resulted in a significant increase in the number of new licences issued in the months leading up to the new year. The number of recreational licences issued annually has since moved back in line with recent historical trends. 3. Legislative changes to licence requirements and Australian Government safety initiatives account for annual variations in the number of commercial licence transactions. The 2003–04 results were inflated by a number of state and Australian Government initiatives. The 2007–08 result reflects the number of commercial licence applications received for processing, rather than the total number of licence-related transactions, as in previous years. 4. Compliance activity person hours now include commercial and recreational vessel activities. 5. The number of trained personnel was constant over many years. An increased demand for the provision of training services is reflected in the 2007–08 result. 6. The measure will be discontinued in 2008–09. 7. The number of hours training in 2006–07 was reduced due to personnel and equipment being sent to Newcastle, New South Wales or on standby due to the grounding of the Pasha Bulker. 8. ‘Proportion of time international standards for Aids to Navigation are met’ is a more effective measure of performance. 9. The majority of buoy mooring areas in Queensland are near or at capacity. As a result, there are no significant changes expected in the number of registered buoy moorings in Queensland. 10. All responses are in accordance with world’s best practice and as such, this result has always been reported as 100 per cent. 11. The increase in the non-conformance incidence rate is largely attributable to Maritime Safety Queensland’s shift to a risk-based compliance monitoring program which specifically targets vessels with a history of high non-conformance. While this approach is proving effective in improving safety outcomes, the number of non-conformance instances is likely to remain high in the foreseeable future, as the standard of a small number of commercial operations is lifted to the required level. 12. ‘Non-compliance instances’ is a more effective measure. 13. The increase in the non-conformance incident rate from 2004–05 to 2005–06 is largely attributable to Maritime Safety Queensland’s shift to a risk based compliance monitoring program which specifically targets vessels with a history of non-conformance. The reduction in detected noncompliances in 2007–08 was due to a change in compliance strategy, using profiles of vessels at greater risk. This has resulted in fewer detected breaches but delivers enhanced safety outcomes. 14. The arbitrary nature of when licence and registration applications are lodged causes fluctuations in the volume of licences and registrations that require processing throughout the year. At times of high demand, it may not be possible in the short term for staff to assess the applications and issue the licence or registration certificate within statutory requirements. 15. Measure discontinued from 2008–09 due to limited contribution to assessing effectiveness of the provision of services. New measures covering the safety of vessel movements in ports and REEF Vessel Tracking System (REEF VTS) areas are more relevant to evaluation of performance. 16. The cost per movement in the Ship Reporting System (SRS) has increased as a result of a higher rate of movements within the areas monitored and enhancements made to the SRS. 17. Significant increases in the number of ships visiting Queensland ports have resulted in unavoidable cost increases in services including port pilotage, pollution preparedness and vessel traffic management. These cost increases are offset by growth in the revenue collected from the shipping industry through pilotage and conservancy fees. Appendices 2007–08 Output performance measure tables Figure 55 Output: Public Transport Services Figure 55 Output: Public Transport Services continued Appendices Notes: 1. Operator accreditation and driver authorisations can be renewed for periods from one to five years. 2. The sale of limousine licences is experiencing consistent annual growth. 3. The overall school population has risen, partly due to the introduction of the prep year in 2007. This has resulted in an increase in the number of children assisted although the percentage assisted remains unchanged. 4. Measure will be discontinued in 2008–09. 5. Increases in vehicle kilometres as services implemented to increase the capacity on a number of peak-hour routes where high demand experienced. 6. The addition of new qconnect services resulted in a higher than anticipated result for 2007–08. 7. Kilometres travelled to deliver the timetabled services in regional urban bus networks. 8. It is difficult to determine actual Driver Authorisation numbers from year to year due to variances in patterns of Driver Authorisation take up and Driver Authorisation renewal requirements. 9. Measure established in 2004–05. 10. Target is based on number of flights per week per route multiplied by number of weeks in a year (52). Actual figure equals the total number of flights. These details are provided by the relevant airlines. 11. Surveying relating to Ferry passenger satisfaction commenced in 2004–05. 12. Measure will be discontinued from 2008–09. 13. Unscheduled train cancellations increased in 2007–08 and continue to be closely monitored through TransLink QR Limited Contract Managers. 14. Timetable changes have been implemented to assist with on time running performance. Results for on time running will continue to be closely monitored by TransLink QR Limited Contract Managers. 15. Reflect impact of costs (including fuel and wages) on operator expenses as well as expansion costs required to meet increased demand for services. 16. This measure is an estimate of the ratio of overhead costs to the total payments under the School Transport Assistance Scheme. 17. Final 2007–08 whole-of-cost transaction costs not available at time of report finalisation. 2007–08 Output performance measure tables Figure 56 Output: International Trade Development Notes: 1. The 2007–08 Actual result reflects the TradeStart program (funded jointly with Austrade) now targeting sustainable export activity rather than specifically targeting the number of firms converted from non-exporters to exporters. This measure is to be discontinued from 2008–09. 2. Due to a change in demand by Queensland exporters, Trade Queensland is increasing its focus on outbound and inbound trade initiatives and decreasing its focus on exporter development initiatives. 3. Trade initiatives have increased to reflect more in-bound missions to Queensland. 4. The collation methodology changed in 2007–08 to reflect the export sales which Trade Queensland has assisted client firms to achieve (as reported through their export impact statements) rather than by an annual survey of client firms. Appendices Publications Integrated Transport Planning Western Brisbane Transport Network Investigation Suite of seven information sheets available at public displays • Transport network Improvements • Northern options • North West options • South west options • Western Bypass options • Rail options • Active transport options • Drug Driving and Roadside Testing – Fact sheet 2007 • Noisy Vehicles and Hooning – Fact sheet October 2007 • Medical Condition Reporting – Fact sheet October 2007 • Penalties Review – Fact sheet October 2007 • Speeding and Enforcing Speed Limits – Fact sheet October 2007 • Fixed Speed Cameras – Fact sheet December 2007 postcard • Mining fact sheet (also in Spanish) • The Premier of Queensland’s Export Awards 2007 Applicant directory • The Premier of Queensland’s Export Awards 2008 Guidelines • The Premier of Queensland’s Export Awards 2008 How to complete an application guide • Queensland Indigenous Arts Marketing and Export Agency – postcards (five designs) • Queensland Construction and Infrastructure Services: Delhi 2010 Commonwealth Games directory • Suite of creative industries export company – fact sheets • Global Navigation Satellite System (GNSS) – directory • Music Made in Queensland – CD music directory • Current Trade Issues – Vol 1 No. 1 – 4 • 2008 Queensland Indigenous Arts Marketing and Export Agency – calendar • Queensland Equine Industry: Overview (English and Korean) • Queensland Equine Industry: Thoroughbreds – brochure • Queensland Latin America Mining Initiative – brochure • Various trade mission export company capability – booklets (i.e. Korea International Boat Show 2008, Mumbai International Boat Show 2008) • Queensland takes the complexity out of forensic accounting – brochure • Study Queensland flyers promoting Education and Training, Aviation, Biotechnology, Creative Industries, Engineering, Health, Mining, Tourism and Hospitality in English and also translated into Arabic, Chinese, Japanese, Vietnamese, Russian, Spanish, Portuguese and Indonesian • Study Queensland Schools Sector – flyer in English and Vietnamese • A Guide to Queensland Universities (in English, Portuguese and Chinese) Reports • Queensland Road Safety Action Plan 2006–2007 • Queensland Road Safety Strategy 2004–2011 • Motorbike Safety in Queensland – Consultation Paper • Rail Safety Investigation QT2027 – Near Miss with Track Maintenance Workers Train EG53 • Rail Safety Investigation QT2140 – Double Rail Fatality Track Machine MMA59 Mindi, Queensland Varsity Station Village • Newsletter 2, September 2007 • Village Vision November 2007 • Newsletter 3, April 2008 South East Queensland Principal Cycle Network plan • November 2007 Draft Far North Queensland Principal Cycle Network plan • May 2008 Queensland Transport’s Interests in Planning Schemes 4 (QTIPS4) Planning for movement networks (Queensland Transport, as a state agency, has areas of interest in the preparation and review of planning schemes. This document is to influence the preparation and review of planning schemes to provide movement networks in Greenfield or major infill sites that encourage highly inter-connected street networks that support public transport provision and encourage walking and cycling.) Rail, Ports and Freight • Review of Current Port Competition and Regulation in Queensland – Discussion Paper (published September 2007) • Review of Current Port Competition and Regulation in Queensland – Final Report December 2007 (published April 2008) • Queensland Ports Trade Statistics Report 2007–for the 5 years ending 30 June 2007 (published November 2007) • Coal Infrastructure in Queensland – Overview of Future Expansion (published February 2008) Land Transport and Safety Brochures/handbooks • Conditional Registration – Don’t Risk it Register it! – Brochure • Driver Licensing Safe4Life – Brochure • Restrictions – High-powered and Performance Vehicle Restrictions for Young Drivers – Brochure • Driving in Queensland Safe4Life The Essential Driving Companion – Brochure • Motorbike Safety in Queensland – Think Before you Hit the Road – Brochure • Your Keys to Driving in Queensland No.10 • Safe Driving in Queensland – Learner Driver Kit Edition 1 • Safe Driving in Queensland – Provisional 1 Handbook Edition 1 • Safe Driving in Queensland – Provisional 2 Handbook Edition 1 Trade Queensland • Driving Export Growth for Queensland: 2006–2011 (full and summary documents) • Queensland: Exporting to the World – brochure (English, simple Chinese, traditional Chinese, Japanese) • Export assistance for Queensland business – brochure • China Export Strategy Queensland China: World Expo 2010 and beyond • Queensland Education and Training International – fact sheet • Queensland Indigenous Arts Marketing and Export Agency – fact sheet • Global business today for tomorrow – brochure • Why Queensland – brochure (in coordination with the Department of the Premier and Cabinet and the Department of Tourism, Regional Development and Industry) • Getting Export Smart suite – includes brochure and registration, posters, flyers and email marketing) • Export Advisory Service – brochure • Export Advisory Service – Appendices Fact sheets • Hazard Perception Test – Fact sheet Version 2.2 • Road Safety Public Education – Fact sheet October 2007 • Defensive or Advanced Driver Training for Young Drivers – Fact sheet October 2007 • Drink Driving – Fact Sheet October 2007 • Driver Distraction and Mobile Phone Use – Fact sheet 2007 Publications supported by Queensland Indigenous Arts Marketing and Export Agency during 2007–2008 Butler, Sally. Our Way: Contemporary Aboriginal Art from Lockhart River, University of Queensland Press, St Lucia, 2007. Gallery Gabrielle Pizzi, Puulway, Wik and Kugu Totems, Contemporary Australian Sculpture from Aurukun – exhibition catalogue, 2007. Lockhart River Art and Cultural Centre Incorporated, Dall’ Australia, Contemporary Indigenous Art of the Lockhart River Art Gang – exhibition catalogue, Italy, 2007. National Gallery of Victoria, Gordon Bennett, published by the Council of Trustees of the National Gallery of Victoria – major publication, 2007. KickArts Contemporary Arts, Ailan Currents, Contemporary printmaking from the Torres Strait – exhibition catalogue, 2007. Institute of Modern Art, Richard Bell: Positivity – major publication, 2007. National Gallery of Australia, National Indigenous Art Triennial ’07: Culture Warriors – exhibition catalogue, 2007. Heide Museum of Modern Art, Power and Beauty: Indigenous Art Now – exhibition catalogue, 2007. Woomera Aboriginal Corporation, Mornington Island Arts and Craft, The Heart of Everything: the art and artists of Mornington and Bentinck Islands – exhibition catalogue, 2008, published by McCulloch and McCulloch Australian Art Books. • BoatSafe Workbook • Commercial and Fishing Ships Diary and Logbook* • Commercial and Fishing Ships Operating Documents* • Official Tide Tables and Boating Safety Guide 2008 • Small Ships Manual *These documents can be downloaded free of charge from the Maritime Safety Queensland website <http://www.msq.qld.com.au> • Don’t Expire – EPIRB and flare expiry • Ride Smart • Torres Strait Safety Map – Are you carrying enough fuel to get you home? TransLink Brochures: • Connecting you to public transport information • Customer feedback forms • Tickets and fares guide (Get onboard) • TransLink Strategic Direction 2007–2011 • TransLink translated brochures – Connecting you to public transport information • The wheels are in motion: about Brisbane’s busway network • TransLink smart card • Inner City Bus Stop relocation publications • Brisbane CBD bus stop map • Queensland Rail Guidelines for Travelling Citytrain • Queensland Rail Citytrain Off-Peak Discovery Guide A-Z • NightLink Pocket Pal • Gold Coast Tourist – 700 series • High Frequency – 700 Series local • Indy Public Transport Guide • Educational – Children’s Safety Poster • Public Transport Laws • Travel for Seniors • Your Guide to Bus Stops Charts • Moreton Bay – Manly to Mooloolaba* • Nerang River to Couran • Couran to Redland Bay • Redland Bay to Cabbage Tree Creek* • Great Sandy Strait (South) • Great Sandy Strait (North) • Gladstone • The Narrows • Cairns – Trinity Bay *These charts were revised in 2008. Non-saleable publications • BoatSafe Torres Strait Regional Training Manual • Great Barrier Reef and Torres Strait Vessel Traffic Service User Manual • Guide to Recreational Boating and Fishing in Queensland • Marine Incidents in Queensland, 2007 • Marine Information Bulletins • Marine Pollution Prevention and Response Program 2007–08 • Marine Safety Implementation Program 2007–08 • Maritime Safety Queensland Strategic Plan 2004–08 • Notices to Mariners • Seascape • Torres Strait Safety Pocket Guide (written in Torres Strait Creole) Electronic Trade Alert e-newsletter <http://www.export.qld.com.au/> Trade Queensland website <http://www.export.qld.com.au/> Queensland Indigenous Arts Marketing and Export Agency website <www.indigenousarts. qld.com.au> Queensland Education and Training International website <www.studyqueensland.qld. com.au> Queensland Education and Training International e-newsletter (which is distributed by email) Guide to Providing Homestay in Queensland, Number 2, November 2007 <www.Premiers.qld.com. au/Key_activities_information_ and_services/International_ students/> Queensland Education and Training International Grants Program Guidelines and Application Form, February 2008 (was available on the internet, however program has now ceased and it is been removed) Timetables: • Queensland Rail Citytrain – Beenleigh Line, Doomben Line, Shorncliffe Line, Sunshine Coast Line, Caboolture Line, Ferny Grove Line, Ipswich Line, Cleveland Line, Gold Coast Line • Brisbane Transport – Brisbane North, Brisbane West, Brisbane Central, Brisbane East, Brisbane South • Brisbane Bus Lines • Kangaroo Bus Lines • Bribie Island Coaches • Thompson Bus Services • Caboolture Bus Lines • Hornibrook Bus Lines • Logan City Bus Services • Park Ridge Transit • Mt Gravatt Bus Service • Veolia Transport • Sunbus • Surfside Buslines • Westside Bus Company • Brisbane City Council CityCat • Brisbane City Council CityFerry – Inner City and Cross River Brochures • Bar Crossings can be Dangerous • Buoys, Markers and Beacons • Don’t go overboard overloading your boat (Capacity Label Brochure) • Licensing, Registration and Safety Equipment • Maritime Pollution – Garbage • Maritime Pollution – Oil/ Chemical • Marine Radio • Marine Safety – Collision rules • Maritime Safety – Freshwater boating • Maritime Safety – Water Skiing • Ride Smart PWC Brochure • Vessel Waste Management – What kind of waterways do we want? Maritime Safety Queensland Saleable publications Beacon • to Beach Directory 2008 Education stickers • Capacity labels Appendices Committees/advisory groups associated with Queensland Transport In accordance with Section 18(f) of the Freedom of Information Act 1992, the department is required to publish a list of all boards, councils, committees and other bodies constituted by two or more persons that (i) are a part of, or that have been established for the purpose of advising, the agency; and (ii) whose meetings are open to the public or the minutes of whose meetings are available for public inspection. This list is provided below: Figure 57 Figure 57 continued Figure 57 continued Figure 57 continued Figure 57 continued Appendices Rail safety 2007–08 external forums Figure 58 Appendices Implementation of recommendations arising from TravelSafe Reports 4650 TravelSafe report number 46 – getting tough on drink drivers Report tabled in parliament: 21 October 2006 Ministerial response: 15 June 2007 Recommendations and progress Figure 59 Figure 59 continued Appendices TravelSafe report number 47 – report on the inquiry into the QRIDE Report tabled in parliament: 25 June 2007 Ministerial response: 24 December 2007 Recommendations and progress Figure 60 Figure 60 continued ppendices Figure 60 continued Recommendations that have not been progressed or completed Figure 61 Appendices TravelSafe report number 48 – report on the road safety implications of mandatory 12 hour shifts for Jilalan train crew Report tabled in parliament: 10 August 2007 Ministerial response: 1 October 2007 Recommendations and progress Figure 62 TravelSafe report number 49 – TravelSafe Committee Annual Report 2006–07 Report tabled in parliament: 10 August 2007 No ministerial response required. A copy of the TravelSafe Committee Annual Report 2006–07 is available at the Queensland Parliament website: <http://www.parliament.qld.com.au/view/committees/TSAFE.asp?SubArea=reports>. Appendices TravelSafe report number 50 – investigation into child deaths and injuries from low speed vehicle run-overs Report tabled in parliament: 6 September 2007 Ministerial response: 6 March 2008 Recommendations and progress Figure 63 Figure 63 continued Passenger transport payments for 2007–08 Figure 64 ppendices School transport operator payments 2007–08 School transport operator payments for the period 1 July 2007 to 30 June 2008: Figure 65 School transport operator payments 2007–08 School transport operator payments for the period 1 July 2007 to 30 June 2008: Figure 65 continued School transport operator payments 2007–08 School transport operator payments for the period 1 July 2007 to 30 June 2008: Figure 65 continued School transport operator payments 2007–08 School transport operator payments for the period 1 July 2007 to 30 June 2008: Figure 65 continued School transport operator payments 2007–08 School transport operator payments for the period 1 July 2007 to 30 June 2008: Figure 65 continued School transport operator payments 2007–08 School transport operator payments for the period 1 July 2007 to 30 June 2008: Figure 65 continued School transport operator payments 2007–08 School transport operator payments for the period 1 July 2007 to 30 June 2008: Figure 65 continued School transport operator payments 2007–08 School transport operator payments for the period 1 July 2007 to 30 June 2008: Figure 65 continued School transport operator payments 2007–08 School transport operator payments for the period 1 July 2007 to 30 June 2008: Figure 65 continued School transport operator payments 2007–08 School transport operator payments for the period 1 July 2007 to 30 June 2008: Figure 65 continued Appendices TransLink bus contract payments 2007–08 Bus and ferry operators for scheduled Public Transport Services for the period 1 July 2007 to 30 June 2008 Figure 66 Notes: 1. Included in BT payment 2. Included in Clark’s payment 3. Included in Hornibrook payment 4. Included in Connex (Veolia) payment Customer service centre locations Appendices Brisbane – Call Centre 400 Boundary Street Spring Hill Telephone: 13 23 80 Emerald – Call Centre 83 Esmond Street Emerald Telephone: 13 23 80 Atherton (LRM) Shop 2 13B Herberton Road Atherton Telephone: 13 23 80 Barcaldine (LRM) 74 Ash Street Barcaldine Telephone: (07) 4651 2700 Beaudesert (QGAP) 9 William Street Beaudesert Telephone: 13 23 80 Beenleigh (LRM) 24 Kent Street Beenleigh Telephone: 13 23 80 Biloela (QGAP) 60 Kariboe Street Biloela Telephone: (07) 4992 8700 Blackwater (LRM) Town Centre Blain Street Blackwater Telephone: (07) 4986 1001 Bowen (LRM) 6 Herbert Street Bowen Telephone: 13 23 80 Brisbane City (LRM) 229 Elizabeth Street Brisbane Telephone: 13 23 80 Bundaberg (LRM) 14 Production Street West Bundaberg Telephone: 13 23 80 Bundall (LRM) 30 Upton Street Bundall Telephone: 13 23 80 Burleigh Heads (LRM) Shop 66-68 Burleigh Town Market Place Reedy Creek Road Burleigh Heads Telephone: 13 23 80 Burleigh Waters Telephone: 13 23 80 Caboolture (LRM) Cnr Aerodrome and Piper Streets Caboolture Telephone: 13 23 80 Cairns (LRM) Cnr Owen Close and Kenny Street Cairns Telephone: 13 23 80 Caloundra (LRM) 54 Canberra Terrace Caloundra Telephone: 13 23 80 Cannonvale (QGAP) Ground Floor 11 Island Drive Cannonvale Telephone: (07) 4948 2981 Charleville (LRM) 98 Galatea Street Charleville Telephone: (07) 4656 8400 Charters Towers (LRM) 26—30 Hodgkinson Street Charters Towers Telephone: 13 23 80 Chermside (LRM) 766 Gympie Road Chermside Telephone: 13 23 80 Cleveland (LRM) Bloomfield Street and Ross Court Cleveland Telephone: 13 23 80 Cloncurry (LRM) 16-22 Ramsay Street Cloncurry Telephone: 13 23 80 Dalby (LRM) 20 Cunningham Street Dalby Telephone: (07) 4660 6500 Darra (MVIC) Argyle Parade Darra Telephone: (07) 3710 4500 Emerald (LRM) 83 Esmond Street Emerald Telephone: (07) 4983 8749 Goondiwindi Telephone: (07) 4677 7200 Greenslopes (LRM) Greenslopes Shopping Mall 700 Logan Road Greenslopes Telephone: 13 23 80 Gympie (LRM) 44 Duke Street Gympie Telephone: 13 23 80 Gympie (MVIC) Oak Street Gympie Telephone: (07) 5451 9214 Helensvale (LRM) Shop 9AB, 12 Sir Overall Drive Helensvale Telephone: 13 23 80 Hervey Bay (LRM) 50–54 Main Street Pialba Telephone: 13 23 80 Inglewood (QGAP) 25 Albert Street Inglewood Telephone: (07) 4652 1310 Innisfail (LRM) 12–14 Clifford Road Innisfail Telephone: 13 23 80 Ipswich (LRM) Colvin Street North Ipswich Telephone: 13 23 80 Kingaroy (LRM) Artie Kerr Building 130 Kingaroy Street Kingaroy Telephone: (07) 4162 6800 Logan (LRM) + (MVIC) 43-45 Jacaranda Avenue Logan Central Telephone: 13 23 80 Longreach (LRM) 14 Wonga Street Longreach Telephone: (07) 4652 8200 Burleigh Waters (LRM) Burleigh Home Space Cnr Bermuda St and Santa Maria Court Gladstone (LRM) Cnr Dawson H’way and Paterson Street Gladstone Telephone: 13 23 80 Goondiwindi (LRM) 6 Brisbane Street Macgregor (LRM) Kessels Court 567 Kessels Road Macgregor Telephone: 13 23 80 Mackay (LRM) Cnr Endeavour and Industrial Streets Mackay Telephone: 13 23 80 Mareeba (LRM) 147 Walsh Street Mareeba Telephone: 13 23 80 Maroochydore (LRM) Kelly Court Maroochydore Telephone: 13 23 80 14 Primrose Street Sherwood Telephone: 13 23 80 Southport (LRM) Cnr Nerang – Southport Rd and Wardoo St Southport Telephone: 13 23 80 Spring Hill (LRM) 477 Boundary Street Spring Hill Telephone: 13 23 80 Stanthorpe (QGAP) 51 Marsh Street Stanthorpe Telephone: (07) 4681 4965 Stradbroke Island (LRM) 5 Bellow Road Dunwich Telephone: 13 23 80 Strathpine (LRM) 43 Bells Pocket Road Strathpine Telephone: 13 23 80 Tewantin (LRM) 8 Sidoni Street Tewantin Telephone: 13 23 80 Texas (QGAP) 32 Cadell Street Texas Telephone: (07) 4853 1251 Thursday Island (M) Victoria Parade Thursday Island Telephone: (07) 4069 1405 Toowoomba City (LRM) Cnr Clopton and Phillip Streets Toowoomba Telephone: 13 23 80 Toowoomba Harristown (LRM) Cnr Yaldwyn and Warwick Streets Toowoomba Telephone: 13 23 80 Telephone: (07) 4660 2700 Winton (QGAP) Ground Floor Winton Courthouse 59 Vindex Street Winton Telephone: (07) 4657 1536 Wynnum (LRM) 139 Tingal Road Wynnum Telephone: 13 23 80 Zillmere (LRM) Pineapple Street Zillmere Telephone: 13 23 80 Zillmere (MVIC) Pineapple Street Zillmere Telephone: 13 23 90 Legend L Driver licensing R Motor vehicle registration M Recreational and commercial vessel registration and licensing MVIC Motor vehicle inspection centre QGAP Queensland Government Agency Program Office Appendices Maryborough (LRM) Bright Street Maryborough Telephone: (07) 4121 8300 Maryborough (MVIC) Bright Street Maryborough Telephone: (07) 4121 8319 Mount Isa (LRM) Building 2 – Isa Square Simpson Street Mount Isa Telephone: 13 23 80 Moura (QGAP) Cnr Marshall and Shirley Streets Moura Telephone: (07) 4997 2244 Nambour (LRM) Cnr Coronation Avenue and Stanley Street Nambour Telephone: 13 23 80 Proserpine (LRM) 55 Main Street Proserpine Telephone: (07) 4945 2099 Redbank Select Service Centre Shop 221, Level 2 Redbank Plaza Shopping Centre 1 Collingwood Drive Redbank Telephone: 13 23 80 Redcliffe (LRM) Cnr Beach and Bingle Streets Kippa-Ring Telephone: 13 23 80 Rockhampton (LRM) 31 Knight Street North Rockhampton Telephone: 13 23 80 Contact information Queensland Transport Contact information/customer service Postal address Queensland Transport GPO Box 1412 Brisbane Qld 4001 Telephone: 13 23 80 Website: <http://www.transport.qld.com.a u> Rockhampton (MVIC) 31 Knight Street North Rockhampton Telephone: (07) 4931 1536 Roma (LRM) 56-58 Gregory Street Roma Telephone: (07) 4622 9556 Rosalie (LRM) 109 Beck St (Cnr Boys St) Paddington Telephone: 13 23 80 Sherwood (LRM) Toowoomba Harristown (MVIC) Cnr Yaldwyn and Warwick Streets Toowoomba Telephone: 13 23 90 Townsville City (LRM) 146 Wills Street Townsville Telephone: 13 23 80 Townsville Garbutt (LRM) 21–35 Leyland Street Garbutt Telephone: 13 23 80 Warwick (LRM) 51 Victoria Street Warwick Queensland Transport Offices Appendices Brisbane Metropolitan Offices Capital Hill 85 George Street Brisbane GPO Box 1549 Brisbane Qld 4001 Telephone: (07) 3253 4700 Cromwell House 200 Mary Street Brisbane GPO Box 213 Brisbane Qld 4001 Telephone: (07) 3253 4700 Mineral House 41 George Street Brisbane GPO Box 2595 Brisbane Qld 4001 Telephone: (07) 3253 4700 Spring Hill Office Complex 477 Boundary Street Spring Hill GPO Box 1412 Brisbane Qld 4001 Telephone: (07) 3253 4700 Transport House 230 Brunswick Street Fortitude Valley PO Box 673 Fortitude Valley Qld 4006 Telephone: (07) 3253 4700 T-Central 420 George Street Brisbane GPO Box 50 Brisbane Qld 4001 Telephone :(07) 3167 4000 MacArthur Avenue East Pinkenba Qld 4005 Telephone: (07) 3860 3500 Facsimile: (07) 3860 3571 Regional Harbour Master (Gladstone) Floor 2, Centrepoint Building 136 Goondoon Street, Gladstone PO Box 123 Gladstone Qld 4680 Telephone: (07) 4973 1200 Facsimile: (07) 4972 5520 Regional Harbour Master (Mackay) Ground Floor, 14 Discovery Lane Mount Pleasant North Mackay PO Box 10085 Mt Pleasant Qld 4740 Telephone: (07) 4944 3700 Facsimile: (07) 4944 3790 Regional Harbour Master (Townsville) Ground Floor, 60 Ross Street South Townsville GPO Box 1921 Townsville Qld 4810 Telephone: (07) 4726 3400 Facsimile: (07) 4721 2028 Regional Harbour Master (Cairns) Floor 1, 64-66 Tingira Street Portsmith PO Box 1787 Cairns Qld 4870 Telephone: (07) 4052 7400 Facsimile: (07) 4035 1127 Regional Manager (Gold Coast) Ground Floor, 40-44 Seaworld Drive Main Beach PO Box 107 Southport Qld 4125 Telephone: (07) 5539 7300 Facsimile: (07) 5539 7388 Airlie Beach PO Box 717 Airlie Beach Qld 4802 Telephone: (07) 4946 2200 Facsimile: (07) 4946 2233 Weipa* 1 Iraci Avenue, Weipa PO Box 489 Weipa Qld 4874 Telephone: (07) 4069 7165 Facsimile: (07) 4069 9695 Karumba* Lot 75 Yappar Street, Karumba PO Box 224 Karumba Qld 4891 Telephone: (07) 4745 9281 Facsimile: (07) 4745 9631 Thursday Island* Hastings Street, Thursday Island PO Box 109 Thursday Island Qld 4875 Telephone: (07) 4069 1351 Facsimile: (07) 4069 2190 *Note: office does not sell publications Regional Offices South East Region 400 Boundary Street Spring Hill GPO Box 1412 Brisbane Qld 4001 Telephone: (07) 3834 2812 Facsimile: (07) 3834 5500 Southern Region Cnr Phillip and Clopton Streets PO Box 645 Toowoomba Qld 4350 Telephone: (07) 4639 0821 Facsimile: (07) 4639 0843 Maritime Safety Queensland Regional Offices Sunshine Coast Old Pilot Station Parkyn Road Mooloolaba PO Box 1094 Mooloolaba Qld 4557 Telephone: (07) 5477 8425 Facsimile: (07) 5444 6697 Bundaberg Floor 2, 46 Quay Street Bundaberg PO Box 476 Bundaberg Qld 4670 Telephone: (07) 4131 8500 Facsimile: (07) 4131 8550 Hervey Bay Buccaneer Avenue Hervey Bay Qld 4655 Telephone: (07) 4194 9600 Facsimile: (07) 4194 9650 Whitsundays 384 Shute Harbour Road Central Region 31 Knight Street North Rockhampton Qld 4701 PO Box 5096 Central Qld Mail Centre Qld 4702 Telephone: (07) 4931 1654 Facsimile: (07) 4922 5481 Northern Region 146 Wills Street PO Box 1293 Townsville Qld 4810 Telephone: (07) 4720 7200 Facsimile: (07) 4720 7327 Regional Harbour Masters Regional Harbour Master (Brisbane) Floor 1, Pinkenba Operations Base Trade Queensland offices Export Hotline: 1300 363 711 (8.30am – 4.30pm Monday to Friday) Telephone: +61 7 3224 4035 (8.30am – 4.30pm Monday to Friday) email: <firstname.lastname@example.org> Postal address: Export Advisory Unit Trade Queensland GPO Box 1412 Brisbane Qld 4001 International offices Trade Queensland has 13 offices located in key overseas export and investment attraction markets for Queensland. Appendices China office – Beijing Trade Queensland c/- Room 3709–3710 CITIC Square 1168 Nanjing West Road Jingan Shanghai 200041 China China office – Guangzhou Trade Queensland Unit 1303 North Tower World Trade Centre 371-375 Huanshi East Road Guangzhou China China office – Shanghai Trade Queensland Room 3709–3710 CITIC Square 1168 Nanjing West Road Jingan Shanghai 200041 China Europe office – London Trade Queensland Queensland House 392 Strand London WC2R OLZ United Kingdom Hong Kong and Southern China office – Hong Kong Trade Queensland Room 2506 Floor 25 Harbour Centre 25 Harbour Road Wanchai Hong Kong SAR Kangnam-gu Seoul 135-080 Korea India office – Bangalore Trade Queensland Unit 106 Embassy Square 148 Infantry Road Bangalore 560 001 India Indonesia office – Jakarta Trade Queensland Suite 2903 Gedung BRI II Jln. Jend. Sudirman No. 44-46 Jakarta 10210 Indonesia Saudi Arabia office – Riyadh Trade Queensland PO Box 286737 Riyadh 11323 Kingdom of Saudi Arabia Taiwan office – Taipei Trade Queensland Suite 3202 Floor 32 International Trade Building 333 Keelung Road Section 1 Taipei 110 Taiwan The Americas office – Los Angeles Trade Queensland Suite 2360 350 S Grand Avenue Los Angeles CA 90071 United States of America United Arab Emirates office – Abu Dhabi Trade Queensland Level 8 Office 801 Lulu Centre Building Salam Street Abu Dhabi United Arab Emirates Japan office – Tokyo Trade Queensland Suite 1303 Yurakucho Denki Building North Wing 7-1 Yuraku-cho 1-Chome Chiyoda-ku Tokyo 100–0006 Japan Korea office – Seoul Trade Queensland Gangnam Finance Centre Floor 16 737 Yeoksam-dong Appendices Index of annual report compliance Our annual report is prepared in accordance with the Financial Administration and Audit Act 1977, Financial Management Standard 1997 and other Queensland Government requirements. Figure 67 Financial legislative requirements The Financial Administration and Audit Act 1977 requires the annual report to contain: information required by the appropriate minister to enable the minister to assess the efficiency, effectiveness and economy of the department information required under the financial management standard a copy of the general purpose financial statements prepared for the financial year, together with the related certificates and auditor-general’s report Financial Management Standard 1997 requirements: goals, functions, acts outputs of the agency location of the principal office and regional offices organisational structure review of performance overseas travel consultancies agency operations proposed forward operations information about efficiency and effectiveness in carrying out operations performance information systems availability of report throughout Pages Other requirements Whistle Blowers Protection Act 1994 Pages 165 Public Sector Ethics Act 1994 158 see below Contained in Volume 2 summary of financial data remuneration of agency’s executives 8 Contained in Volume 2 148 125 109 102 139 164 164 Throughout 162 132-133 18–32, 36– 37, 133–134 6-7 206-207 15-17 38-89 149-155 148 throughout Throughout Throughout 130 i cost of boards and committees audit and risk committee waste management carbon emissions women’s initiatives voluntary early retirement shared service initiative community engagement record keeping statement of affairs A complete compliance table is available on the Queensland Transport website. Glossary ATC Australian Transport Council ATQ Accessible Taxis for Queensland BPAY Bill Pay CAMCOS Caboolture and Maroochydore Corridor Study CBD Central Business District CHEMAlert Chemical risk management CIRA Competition and Infrastructure Reform Agreement CMC Crime and Misconduct Commission CNI City North Infrastructure Pty Ltd CO Carbon monoxide CO2 Carbon dioxide CO2-e Carbon dioxide equivalent emissions COAG Council of Australian Governments CSA Control Self Assessment DV Documentation verification EOI Evidence of identity EPIRB Emergency position indication radar beacon Euro 2/3,4/5 European emissions standards FOI Act Freedom of Information Act 1992 GEMS Government Energy Management Strategy GOC Government Owned Corporation, for example, Ports Corporations GST Goods and Services Tax ICT Information and Communication Technology IVR Interactive Voice Response KPI Key performance indicator KRA Key result area LRM Licensing (Driver Licensing), Registration (Motor Vehicle) and Boat Registration and Licensing MIG Managing in Government MoU Memorandum of Understanding MPS Ministerial Portfolio Statement MVIC Motor Vehicle Inspection Centre NOx Nitrogen oxide NQDL New Queensland Driver licence NSCA National Safety Council of Australia PM10 Particulate Matters QGAP Queensland Government Agent Program QPASS Queensland Public Agency Satisfaction Survey QR Queensland Rail Q–Ships Queensland’s online ship information and planning system QUT Queensland University of Technology RACQ Royal Automobile Club of Queensland SchoolBUS School bus upgrade scheme SEEP Strategic Energy Efficiency Policy for Government Buildings SELF Decision making framework: Scrutiny, Ensure compliance, Leadership, Fair SEQIPP South East Queensland Infrastructure Plan and Program 2008–26 SEQRP South East Queensland Regional Plan SES Senior Executive Service SHO Special Hardship Order SO2 Sulphur dioxide SPMS Strategic Planning Management System TLT Transport Leadership Team TTA TransLink Transit Authority VOC Volatile Organic Compounds VTM Vessal traffic management WIG Working in Government *Please note: acronyms appear in full followed by an abbreviation in brackets at the beginning of each section. Appendices Index Abandoned Vessels 112 Aboriginal and Torres Strait Islander People 66, 177 A C Neilsen 74 Accessible Taxis for Queensland (ATQ) Initiative 51 Accessing documents 132 Airport Link 6, 42 Air quality 70, 106 Air services 5, 7, 172 Airport 3, 5, 6, 23, 42, 50, 51, 163, 166 Audits and other outputs 124 AusLink 41, 42 Awards 83, 85, 118, 139 Boards and statutory authorities 158, 163, 177 Board of Inquiry 97, 98 Boat ramps 78, 162 Boating infrastructure 23, 161, 162 Business excellence 19, 87 Business technology planning 20, 131 Busways 6, 16, 49, 69, 162 Climate change 4, 32, 40, 41, 70, 86, 101, 106 Coal 7, 17, 25, 44, 55, 75, 78, 85, 102, 111, 115, 117, 133 Congestion 6, 17, 32, 39, 40, 48, 49, 52, 53, 73, 85 Commercial fishing 81, 171 Community satisfaction 73 Complaints management 2, 18, 19, 88, 130 Consultancies 148, 208 Contact information 206 Costs 4, 9, 48, 66, 89, 98, 99, 111, 112, 123, 132, 141, 166, 173, 183, 184, 187 Counter-terrorism 7, 18, 45, 46 Cumulative disqualifications 22, 63, 92 Customer service 6, 11, 19, 20, 24, 26, 27, 74, 75, 76, 86, 123, 168, 169, 184, 204, 206 Customer service centre locations 204, 206 Cycle Network program 39, 53, 54 Derelict vessels 112 Disability access 9, 60, 177 Document verification 72 Drug driving 2, 7, 63, 175 Driver reviver 26, 64, 65 Emissions: Carbon20, 102, 103, 104, 105, 107, 108, 208, 209 Greenhouse gas 23, 32, 49, 70, 101, 105, 106, 108, 168 Vehicle 70, 104, 106, 107, 108, 168 Evidence of identity 72, 169 Export 25, 27, 37, 44, 114, 115, 116, 117, 118, 151, 152, 154, 155, 156, 158, 174, 175, 176, 207 Fatalities: Marine 62, 93, 212 Rail 62, 90, 166, 212 Road 11, 62, 63, 91, 168, 212 Fixed speed camera 2, 7, 22, 63, 92, 98, 175 Free travel 81, 210 Freedom of Information Act 1992 132, 177, 209 go card 2, 8, 9, 29, 52, 57, 85 Gold Coast waterways 28, 81, 82 Graduate program 2, 18, 85, 86, 139 Graduated Licensing System 63, 79, 92 Grain harvest management 55 Heavy vehicles 22, 40, 64, 68, 93, 134, 150 Indigenous Driver Licensing Program 2, 6, 66, 177 Intelligent Access Program 22, 64, 93 Kan-go 23, 50 Learning programs 86, 142, 143, 144 Legislation 133, 134 Locations 204, 205 Logbooks 80 Long-distance bus 5, 23, 50, 51, 172, 192 Marine pollution 28, 70, 71, 109, 110, 111, 112, 133, 134, 170 Medical condition reporting 22, 64, 92, 175 Memorandum of Understanding 51, 82, 209 Motorbike safety 64, 80, 91, 92, 113, 175, 178, 185, 186, 187 National Transport Policy 2, 31, 32, 40, 41 Oil spills 71 Operation Austrans 69 Operation Safe Driver Holiday 65 Overseas travel 149 Patronage 2, 7, 8, 10, 23, 50, 52, 105, 166 Payments: Air192 Bus – scheduled services192 – long distance192 Ferry192 School193 TransLink203 Ports 3, 5, 25, 36, 43, 44, 46, 55, 71, 78, 85, 96, 110, 163, 171, 175 Port closures 97 Practice road rules test 59 Privacy 132, 133 Prosecutions 97, 111 Publications 175 qconnect 23, 50, 58 Q-Matic 75 Q-RIDE 22, 64, 92, 178, 185, 186, 187, 188 Q-Ships 96 Real Time Passenger Information System 56 Record keeping 162 Risk management 18, 31, 46, 89, 123, 125, 126, 131, 142 Safety: Marine93 Rail89 Road90 SchoolBUS 67 School crossing supervisors 26, 66, 67, 168 Security 4, 7, 18, 19, 22, 24, 40, 41, 46, 65, 69, 73, 74, 75, 126, 129, 144, 149, 150 SEQIPP 25, 30, 31, 47, 48, 53, 77 Special hardship order 22, 63, 92 Speed cameras 2, 7, 22, 63, 92, 93, 98, 100, 168, 175 Staff survey 84, 139 Stakeholders 7, 38, 39, 43, 44, 48, 78, 79, 80, 81, 91, 109, 122, 167 Station upgrades 60 SteepBUS 67 Surat Basin Railway 2, 7, 44, 55 Torres Strait Marine Safety Program 2, 7, 28, 65 Trade missions 27, 114, 116, 117 Training 37, 64, 65, 86, 87, 92, 95, 110, 114, 117, 118, 139, 140, 142, 158, 175, 176, 185, 186, 187, 188 TransLink Network Plan 2, 9, 29, 39, 42, 56, 58, 77, 105, 161 TransLink Transit Authority 16, 29, 134 Transport infrastructure 16, 36, 39, 40, 41, 42, 44, 45, 48, 50, 56, 77, 78, 106, 126, 129, 133, 159, 160, 161 Transport Industry Workforce Advisory Group 45, 80 TravelSafe Committee 113, 189 TravelSmart™ 23, 49, 106 Taxi subsidy scheme 10, 59, 172 Varsity Station Village 43 Vehicle impoundment 63, 92, 183 VER 28, 164 Walking 6, 7, 24, 42, 49, 53, 54, 58, 93, 105, 106, 107, 175 Waste management 102, 109, 176 Wheelchair accessible 23, 50 Women’s initiatives 139 Wunma 97, 98, 148 Appendices Figures 1 Departmental five year overview 8 2 Departmental Income for year ended 30 June 2008 8 3 Annual expenditure by Outputs 9 4 Non-current asset split as at 30 June 2008 9 5 Number of passenger trips taken in the TransLink area of operations 10 6 Number of passenger trips taken by bus (in regional urban areas) 10 7 Number of passenger trips taken in taxis (under the Taxi Subsidy Scheme) 10 8 Customer service 11 9 Road fatalities per 100,000 population 11 10 Organisation structure 2008 15 11 Organisation structure July 2008 17 12 Number of passenger trips taken in the TransLink area of operations 52 13 Disability access programs 60 14 Marine fatalities 62 15 School crossing supervisor program 67 16 Research projects 70 17 Reported oil spill incidents 71 18 Public transport performance 73 19 Safety and security of the transport system 74 20 Percentage of transactions associated with registrating and licensing responded to within statutory requirements 76 21 QPASS survey 84 22 Rail fatalities per 100,000 population (excluding suicides) 90 23 Road fatalities per 100,000 population, Queensland and rest of Australia, 1990–07 91 24 Camera Detected Offence Program financial overview 2007–08 99 25 Average number of vehicles per mobile speed camera notice issued 100 26 Speed camera penalty brackets 100 27 Average number of vehicles per red light camera notice issued 101 28 Carbon emissions 103 29 Queensland transport sector – GHG emissions (CO2-e) in 2006 105 30 Projected reductions in noxious emissions from motor vehicles in south east Queensland, 2000–11. 107 31 Oil spill training courses conducted 110 32 Internal Audit stakeholders 122 33 Audit outputs 123 34 Audit and other outputs 124 35 Audit achievements 124 36 Audit staff experience 125 37 Audit and Risk Committee members 126 38 Queensland Transport committees 128–129 39 Freedom of information statistics 133 40 Full-time equivalents by division/agency 138 41 Female employees by administrative classification 139 42 Queensland Transport’s workers’ compensation summary 141 43 Face-to-face learning programs delivered 143 44 Online learning programs delivered 144 45 Consultancy expenditure 148 46 Overseas travel 149–157 47 Percentage of women on boards 158 48 Queensland Transport infrastructure and investigations projects 2007–08 160–161 49 Reporting arrangements 163 50 Whistleblower disclosure statistics 165 51 Output: Rail, Ports & Aviation Systems 166 52 Output: Integrated Transport Planning 167 53 Output: Road Use Management 168–169 54 Output: Maritime Safety 170–171 55 Output: Public Transport Services 172–173 56 Output: International Trade Development 174 57 Committees/advisory groups associated with Queensland Transport 177–181 58 Rail safety 2007–08 external forums 182 59 TravelSafe report number 46 – getting tough on drink drivers – Recommendations and progress 183–184 60 TravelSafe report number 47 – report on the inquiry into the Q-RIDE – Recommendations and progress 185–187 61 Recommendations that have not been progressed or completed 188 62 TravelSafe report number 48 – report on the road safety implications of mandatory 12 hour shifts for Jilalan train crew 189 63 TraveSafe report number 50 – investigation into child deaths and injuries from low speed vehicles run-overs 190–191 64 Passenger transport payments for 2007–08 192 65 School transport operator payments for 2007–08 193–202 66 TransLink bus contract payments 2007–08 203 67 Index of annual report compliance 208 We value your feedback Queensland Transport is committed to open and accountable governance and would welcome any feedback you may have about this report. 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