Annual
Report
2012-13
TABLE OF CONTENTS
3 LETTER TO THE MINISTER 32 PART TWO: DEVELOPING
ORGANISATIONAL CAPABILITY
4 CHIEF EXECUTIVE’S MESSAGE AND CULTURE
6 ABOUT VICROADS 40 PART THREE: CORPORATE
8 PART ONE: REPORT GOVERNANCE AND
ON OPERATIONS STRUCTURE
Operate and maintain the road 48 PART FOUR: MANDATORY
system to help our customers DISCLOSURES
travel easily and reliably
Develop the road system to 60 PART FIVE: FINANCIAL
improve connections between MANAGEMENT
places that are important 66 PART SIX: FINANCIAL
to our customers STATEMENTS
Improve road safety
Make the road system more 117 DISCLOSURE INDEX
environmentally sustainable
2
LETTER TO THE MINISTER ANNUAL REPORT
2012-13
The Hon Terry Mulder MP
Minister for Roads
Level 16
121 Exhibition Street
MELBOURNE VIC 3000
Dear Minister
VicRoads 2012-13 Annual Report
I have much pleasure in submitting to you, for your
presentation to Parliament, the annual report of the
Roads Corporation (VicRoads) for the period
1 July 2012 to 30 June 2013.
Yours sincerely
Gary Liddle
Chief Executive
3
CHIEF EXECUTIVE'S MESSAGE
As I reflect back on 2012-13, I have been immensely proud of our achievements
I appreciate that this has been over the past year as we continued to focus on
delivering a road system that is efficient, reliable,
one of the most challenging sustainable and integrated with the rest of the
years in the history of VicRoads. transport system.
We have faced a period of One of the highlights for me in 2012-13, was
significant change and undertaken the celebration of our Centenary. Whilst we
have gone through several transitions over the last
significant steps in implementing century, taking a moment to pause and look back
the plan for our future to assist at our legacy of achievement in the development
of Victoria’s prosperity and renowned liveability
us in becoming a highly agile and reminded me how far we have come as a State
adaptive organisation that puts over that period of time.
the customer at the centre of
Our Strategic Directions 2012-14 provided us with
everything we do and enables us the framework to understand where we should
to meet the challenges ahead. focus our initiatives to best serve the people
of Victoria. It assisted us in determining a new
organisational structure and to take a more holistic
approach to the overall transport system. Beyond
the restructure, we continued to operate our
business as usual and I am proud of the progress we
have made against achieving our strategic priorities.
Some of our achievements in 2012-13 include:
Being recognised by industry for innovations
related to road maintenance including leadership
in consistently achieving new retro reflectivity
standards aimed at making road lines more
visible at night, improving road safety and
providing support to national research involving
a trial of more environmentally friendly materials
for road sealing.
To ensure investments are effective, VicRoads
undertakes Post Completion Evaluation Reports
of its major investments. Such a report was
prepared for the M1 Upgrade project and it
confirmed a number of benefits including:
a significant reduction in the number of crashes
including fatalities, travel time improvement of
up to 10 minutes, an increase in traffic volumes,
reduced delays, and freight growth between
2 to 4 per cent per annum.
Continuing to maintain and deliver significant
improvement to the road network. VicRoads
delivered 100 per cent of its metropolitan
operations program and 93 per cent of its
regional operations program. A number of key
outer suburban road projects such as the Dingley
Arterial (Perry Road to Springvale Road) and
duplication of Plenty Road at South Morang were
completed. VicRoads also delivered a number
of Nation Building projects that included the
Anglesea Road to Princes Highway West section
of the Geelong Ring Road and the Goulburn
Valley Highway, Nagambie Bypass.
4
Collaborating with our road safety partners I want to sincerely thank our staff and stakeholders
(the Transport Accident Commission, Victoria across government, industry and the community
Police and Department of Justice) and other who have worked together during 2012-13 to ensure
stakeholders to develop future directions for we have delivered an efficient and sustainable road
road safety in Victoria. The Road Safety Strategy transport system. I want to especially commend our
and supporting Action Plan which seeks to staff who have continued to dedicate themselves
reduce fatalities and serious injuries by at to providing a world class quality road system,
least 30 per cent over the next ten years, including the registration of vehicles and licensing
was launched in March 2013. of drivers, during a time where our organisation
has gone through a significant transformation.
The National Heavy Vehicle Regulator Their efforts are what makes VicRoads a great
commenced limited operations in January 2013 place to work.
providing the National Heavy Vehicle Accreditation
Scheme (NHVAS) and Performance Based As we continue to implement change through
Standards (PBS) services. VicRoads recognises the VicRoads’ Plan for Our Future into 2013-14 I have
importance of this national reform and continues no doubt that we will be better equipped to address
to support it commencing full heavy vehicle the key challenges that we will face, our efforts
regulatory functions later in 2013. will be more integrated, efficient and proactive in
responding to the transport needs of the community
Undertaking trials of a number of environmentally and our people will be at the forefront of delivering
sustainable technologies such as LED street lights a great service to our customers.
and solar powered barriers that will significantly
reduce electricity consumption. Gary Liddle
Chief Executive
INVEST, VicRoads’ sustainability rating tool was
recognised as a finalist for the 2012 Banksia
Awards for leadership and innovation through
integrating sustainability principles in designing
and building infrastructure.
From a customer service perspective there have
been significant improvements in drive test
appointment wait times, customer waiting times
in Customer Service Centres, in the average speed
to answer a customer call in the Contact Centre
and in the back-log of medical review matters.
In the transition to our new structure, there has
been a strong emphasis on the collaborative
approach across our internal business functions.
This collaboration has also extended to our
external stakeholders where our planning activities
with other parts of government are focused on
integrated outcomes.
Working closely with the Department of Transport,
Planning and Local Infrastructure and central
agencies in the preparation and coordination
of 2013-14 state and federal budget submissions.
VicRoads also updated the Speed Zoning
Guidelines and developed ‘Moving More with
Less’, the high productivity freight vehicle policy
that allows longer vehicles to access our
freeway network.
ANNUAL REPORT
2012-13
5
ABOUT VICROADS
VicRoads is a Victorian statutory Functions
authority that was established
VicRoads’ functions are outlined in section 87 of
under the Transport Act 1983 and the Transport Integration Act 2010, which includes:
continued under the Transport
Integration Act 2010. With an planning for the road system as part of an
integrated transport system
annual expenditure of more than
$1.8 billion, it is subject to the constructing and maintaining roads and roadsides
general direction and control
of the Minister for Roads operating the road system by managing access
and controlling use
Purpose
leading the development and implementation
VicRoads’ purpose is to support economic of strategic and operational policies as well as
prosperity and liveability by shaping the plans to improve the safety of the road system
development and use of Victoria’s road system for all users
as an integral part of the overall transport system.
providing registration, licensing and accreditation
Objectives services for the transport system
VicRoads’ primary objectives are outlined in developing and implementing effective
section 86 of the Transport Integration Act 2010, environmental policies, strategies and
which includes: management systems
working with others to ensure that the road providing technical, project management,
system operates as part of an integrated transport consultancy and information services relating
system that seeks to meet the needs of all to the transport system
transport system users
providing and disseminating information
managing the road system in a way that to Victorians about the road system.
supports a sustainable Victoria, by encouraging
sustainable transport modes, and seeking to Powers
improve the environmental performance while
minimising adverse environmental impacts from VicRoads’ powers are outlined in sections 88 and
the road system 89 of the Transport Integration Act 2010. In general,
VicRoads has the power to act as necessary or
contributing to social wellbeing by providing convenient to achieve its object and functions.
access to opportunities and supporting liveable VicRoads also has powers under a number of other
communities acts and their associated regulations including:
promoting economic prosperity through efficient Accident Towing Services Act 2007
and reliable movement of persons and goods
EastLink Project Act 2004
working with others to reduce deaths and injuries
arising from road crashes. Melbourne CityLink Act 1995
Road Management Act 2004
Road Safety Act 1986.
6
Government priorities Reducing red-tape for business and making
regulations that are efficient, effective and
Government strategies and priorities that have transparent are also government priorities.
particular impact on VicRoads include: VicRoads administers a wide-range of these
regulations and contributes to regulatory
The Victorian Government has a strong economic reviews and reforms.
and fiscal strategy based on strengthening the
State’s finances, improving productivity growth, In delivering the Government’s transport priorities,
targeting spending to improve service delivery VicRoads’ staff work in partnership with federal, state
and investing in high quality infrastructure. and local government agencies, businesses, their
associations and communities. By working together
Road Safety Strategy 2013-2022: Developed by we enhance Victoria’s liveability and enhance
the road safety partners of VicRoads, the Transport opportunities for growth and prosperity.
Accident Commission, Victoria Police and the
Department of Justice. The strategy sets a target VicRoads’ strategic directions
to reduce fatalities and serious injuries by more
than 30 per cent. VicRoads develops three-year strategic directions
that describe the vision, purpose and objectives
Cycling into the Future 2013-2023: Victoria’s of our organisation and identifies what we need
Cycling Challenge: Six directions have been to focus on over a three-year period to achieve
developed to build Victoria’s understanding of them. Initiatives to support the strategic directions
cycling and the kind of trips Victorian cyclists are considered during VicRoads’ annual business
take, with the aim of increasing these trips and planning process, which is reflected in our annual
encouraging more people to considering bike corporate plan.
riding as an option.
VicRoads’ programs and projects have been
Metropolitan Planning Strategy and regional developed and delivered against the VicRoads
growth plans: To manage Melbourne’s growth Strategic Directions 2012-2014. Our main
and change, including links with regional Victoria. objectives are to:
National transport reforms: At a national level, operate and maintain the road system to help
VicRoads is contributing to reform initiatives for our customers travel easily and reliably
heavy vehicles that have been agreed by the
Council of Australian Governments. The reforms develop the road system to improve
aim to improve national road freight productivity connections between places that are important
and safety, reduce costs for freight operators and to our customers
find better ways to fund and price infrastructure
that supports efficient freight movement. improve road safety
National transport investment: The Nation Building make the road system more environmentally
Program provides funding to Victoria for a number sustainable.
of infrastructure improvement projects across
the Victorian transport system on a funding share
basis. VicRoads delivers major road projects in
Victoria under this program.
Victorian Government policy: The Sustainable
Government Initiative and the Better Services
Implementation Taskforce are reforming the
public sector and aim to provide services that
work best for all Victorians.
ANNUAL REPORT
2012-13
7
PART ONE:
REPORT ON
OPERATIONS 01
This section provides
information about
VicRoads’ performance
against VicRoads
Strategic Directions
Objective: VicRoads is committed to providing a road system PART ONE REPORT ON OPERATIONS
that allows our customers to travel easily and
Operate and maintain reliably. We have placed emphasis on understanding
the road system to help our customers’ needs and their expectations,
to better allocate road space and encourage travel
our customers travel behaviour that supports an efficient transport
easily and reliably system. Our priorities in 2012-13 have been to:
Better allocate road space and manage
it efficiently and reliably
Victoria’s roads are vital to our social and economic
prosperity as well as the liveability of our state.
Allocating adequate space on roads to transport
people, move goods efficiently, deliver services,
support utilities, host shopping precincts and
interact with community activities requires trade-offs
and balancing of objectives.
Our cities have grown beyond the point where
the simple provision of roads with coordinated traffic
signals can serve all of the many users adequately.
In response to this, SmartRoads assigns clear
operational priority to different road users at
different times of the day, in consultation with
communities. This award-winning approach has
been acknowledged by the Victorian Auditor -
General’s report Managing Traffic Congestion.
More than 350 project and site proposals have
been evaluated using the SmartRoads approach
including rail grade separations, freeway upgrades,
major developments, road duplication, tram and
bus route upgrades and pedestrian and bicycle
improvement projects.
The continued implementation of the SmartRoads
approach will mean changes in nature of travel
for road users – with walking, cycling and public
transport being considered as increasingly important
transport modes.
New technologies are making this task easier;
adjusting speed limits at different times of the day,
adjusting parking times and managing lane use
on freeways. It also provides earlier and improved
advice to travellers on the road and via the web.
ANNUAL REPORT
2012-13
9
Encourage changes to travel behaviour Maintain assets to service levels that
that support an efficient transport system meet customer needs
An integrated transport system supports practical VicRoads’ maintenance activities aim to minimise
choices in travel modes to suit the travel needs transport costs, improve road safety and ensure that
of individuals and companies. VicRoads has an we can secure maximum benefit for our community
important role to support road based transport from road system investments.
including trams, buses, cycling and walking.
Weather conditions in the last year have caused
Our planning policies are geared to encourage increases in potholes and degradation of pavements,
non-motorised methods of travelling as they are beyond the levels experienced during the prolonged
the most environmentally sustainable, support drought. The response has been to prioritise
liveability, and are the least expensive to use and resources to address critical safety maintenance,
maintain. ensuring safe and reliable travel.
In December 2012, the Government released the Improve emergency response and recovery
new Cycling Strategy 2012-2013. Objectives of the
Strategy include, reducing safety risks, encouraging VicRoads plays a vital role in the response to and
more people to take up cycling and better targeted recovery from large scale emergencies. A key
investments in the bicycle network. A number of aspect of this is the provision of information
cycling infrastructure projects commenced in on road closures and conditions via the web
2012-13 as part of major road projects. These and out on the road system.
include the Dingly Bypass and upgrades to Stud
Road, Bayswater, High Street Road in Wantirna Roadside management includes bushfire prevention
South and the Narre Warren - Cranbourne Road measures, with VicRoads working alongside other
in Narre Warren. agencies and emergency services to support
effective responses for protecting life and property.
The Traffic Monitor publication provides information
on the performance of the network each year.
Passenger vehicle occupancy is a particular challenge
to manage, as car occupancy has been decreasing.
For more information visit vicroads.vic.gov.au
Since 2001 Victoria’s road network has enabled
a 15 per cent increase in the vehicle kilometres
travelled (VKT) in support of a 17 per cent increase
in population and a 32 per cent increase in the
Gross State Product (GSP).
10
Key Performance Indicators PART ONE REPORT ON OPERATIONS
The following four performance indicators reflect
some aspects of the operational performance of
the arterial road network and VicRoad’s role in
supporting this.
Fig 1. Travel time variability
30.0%
25.0%
20.0%
15.0%
10.0%
5.0%
0.0%
2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12
AM Peak PM Peak Off Peak
The last year saw increases in average traffic delay The travel time variability in the morning peak
and travel time variability across the state. This has shown a slight overall decrease in variability.
correlates with an increasing number of people Variability during the afternoon/evening peak
using our network. We have been holding travel is increasing slightly, while off peak is relatively
times relatively constant, however we recognise unchanged.
that there is more work to be done to achieve our
objective of improving the road system. The number of registered vehicles in Victoria and
the total vehicle kilometres travelled in Melbourne
Fig 2. Person throughput in Melbourne have increased during this same period.
inner area
2,000
1,800
People Kilometres Travelled (x1000)
1,600
1,400
1,200
1,000
800 AM PEAK PM PEAK
21,300 20,200
600 Bus 118,300 124,100
Tram
400 Bus Vehicles 1,628,500 1,691,600
Tram
200 Vehicles
0
AM Peak PM Peak
Person throughput measure reflect how efficiently ANNUAL REPORT
the road system supports movement of people 2012-13
through the inner Melbourne metropolitan area.
11
Table 1. Percentage of cracked pavement
Metropolitan TARGET 2012-13 ACTUAL 2012-13 ACTUAL 2011-12 ACTUAL 2010-11
Regional 7.2% 7.6% 8.0% 6.5%
8.2% 7.4% 7.5% 7.0%
This measure reflects the percentage of the road
network exhibiting cracked and/or ‘distressed’
pavement (a potential for potholes).
Regional pavements are reflecting similar condition
to last year, better than what was targeted for
2012-13. Metropolitan pavements have shown an
improved condition from 2011-12, but still higher
than had been targeted.
Table 2. Freeway incident response
YEAR TOTAL NUMBER OF ATTENDANCE PERFORMANCE CLEARANCE PERFORMANCE
INCIDENTS ATTENDED NUMBER OF INCIDENTS NUMBER OF INCIDENTS
ATTENDED WITHIN CLEARED WITHIN
BY THE INCIDENT
RESPONSE SERVICE 15 MINUTES – TARGET 80% 15 MINUTES – TARGET 50%
2009 5846 73.6% 56.8%
2010 8374 72.6% 51.9%
2011 9072 71.3% 47.8%
2012 8249 70.9% 46.6%
Since 2009, the numbers of freeway incidents
VicRoads responds to has increased significantly
with related traffic growth and some delay. Over
that period, incident attendance and clearance
rates have dropped just below targets.
12
Highlights Bicycle and pedestrian upgrades PART ONE REPORT ON OPERATIONS
Some highlights of the year in operating the VicRoads delivered 39 projects in the Meeting
network include: Our Transport Challenges (MOTC) Program
to improve pedestrian and bicycle access across
Intelligent transport systems and managed the road network.
motorways on M1 and M80
Bridge Road Easy Access tram stops
The first section of the M80 managed motorway
between Sydney Road and Calder Freeway was Construction works of two pairs of Easy Access
completed in 2012-13. Planning work is now Stops (EAS) on Bridge Road between Church Street
underway to extend the Monash managed and Punt Road was completed in March 2013. These
motorway to Warrigal Road. works will improve accessibility for tram passengers,
by providing level access from the kerb to the tram
Trials and investigations into motorcycle door whilst maintaining the traffic carrying capability
and bike use of bus lanes of the road.
VicRoads completed a trial, allowing motorcycles Tram Route 96 Corridor Development
and motor-scooters to use the southbound bus
lane on Hoddle Street in mid 2012. The observations Route 96 Corridor Development aims to improve
from the trial indicated that motorcyclists have access and reliability for the tram network. Planning
a strong preference for using the bus lane, that is underway for a range of improvements on
they obtained a median travel time saving of Nicholson Street between Victoria Parade, Carlton
90 seconds, and that they did not delay buses. and Blyth Street, East Brunswick. Improvements will
A review of bicycles using bus lanes has also include tram priority at key intersections, upgrade of
been undertaken, which is currently under review. tram stops and relocating or removing tram stops.
The findings of these studies will be used to
inform development of a policy on other Melbourne Bike Share scheme
modes of transport using bus lanes.
The Melbourne Bike Share scheme is an initiative
Broader access for High Productivity to promote alternative modes of transport in the
Freight Vehicles inner city and support the use of both cost and
energy efficient transport for Victorian road system
Our ‘Moving More with Less’ policy was launched users. In March 2013, the Hon. Terry Mulder MP,
in April 2013. This new policy allows for longer High Minister for Roads announced a three month free
Productivity Freight Vehicles (HPFV’s) to use more helmet trial, which resulted in a monthly increase
of the road network to transport goods to of casual bike use by 10-15 per cent compared to
consumers, with the aim of reducing freight costs previous years.
and lowering the number of trucks on Victorian
roads. Under the policy, 30 metre HPFV’s are
allowed to operate on the Monash Freeway,
CityLink, EastLink, the Ring Road and the West
Gate Freeway. In regional Victoria, HPFV’s up to
36.5 metres in length are able to transport goods
from the Port of Melbourne via the West Gate
Freeway to Princes Highway West to Geelong; the
Western Freeway to Ballarat; the Calder Freeway
to Bendigo; the Hume Freeway to Wodonga; and
the Westernport Highway to the Port of Hastings.
Accompanying safety measures have been imposed
to ensure the continued safety of all road users.
ANNUAL REPORT
2012-13
13
VicRoads explores new ways to minimise Hazard management works
whole of life asset maintenance costs
VicRoads delivered works to prevent landslides
In 2012-13, VicRoads instigated and supported a on the arterial road network. Remedial works were
number of innovations in the maintenance industry also performed in response to natural disasters in
through our commercial business Sprayline Road the Otway Ranges, South Gippsland and the Great
Services (SRS) including: Alpine Road. VicRoads also installed a remote
monitoring system at the Victorian Comprehensive
new retro reflectivity standards aimed at making Cancer Centre after ground movements were
road lines more visible at night to improve road observed during road construction.
safety, which received a commendation from the
Road Marking Industry Association of Australia There are also a range of ongoing programs
for our leadership. and activities which are fundamental to operating
the road system properly. These include:
a trial of a more environmentally friendly binder
additive for road sealing called ‘Talex’ (tall pitch pavement maintenance
oil from paper making process), which received a
commendation from the ARRB Group for support structural maintenance and rehabilitation
provided to Austroads national research.
roadside maintenance
trials of several premium cold mix products for
pavement pothole repairs across a number of electrical maintenance (street lighting, traffic
locations. Results indicate that they are more cost signals and intelligent transport systems)
effective than traditional repairs over the longer
term, as most trial repairs have remained in good registration and licensing services
condition for 12 months, whereas traditional
treatments required rework within 2 to 3 months. traffic management services, providing
information to customers that helps them make
trialling the use of new data recording systems informed travel decisions, as well as monitoring
to help VicRoads develop its Asset Maintenance the traffic flow to respond to hazards and
Management System. minimise disruption to road users.
14
Objective: Upgrade roads to tackle congestion PART ONE REPORT ON OPERATIONS
Develop the road system to As Victoria’s population continues to grow, some
improve connections between level of road congestion is inevitable. While much
places that are important of our effort to manage congestion involves
to our customers improving how existing roads operate, we also
continue to upgrade roads to increase capacity.
VicRoads plays a crucial role in shaping the Congestion reducing projects include significant
future of the Victorian economy and society upgrades to the Monash (M1) and Western Ring
through developing a road system that allows Road (M80) freeways and initial planning for the
businesses and people to connect with each East-West Link. To maximise capacity, managed
other in a reliable way. motorway technologies are being included as part
of any major developments.
Our priorities in 2012-13 have been to:
Upgrade the road system to support
Plan effective transport solutions for freight productivity
future residential and commercial
developments in metropolitan Melbourne VicRoads is heavily involved in the national heavy
and regional Victoria vehicle reforms which aim to improve productivity
within the heavy vehicle industry. The Heavy Vehicle
In order to meet the challenges of future transport Safety and Productivity program is a Nation Building
demand with both an increasing population and program to improve safety and productivity for
greater variability in how our road system is used, heavy vehicle operations across Australia. The
we need to plan for accessible and effective road Government’s Moving More with Less policy,
links. VicRoads works with other agencies such launched in April 2013 will improve the efficiency
as the Growth Areas Authority, Public Transport of freight movement by providing a network of
Victoria, and Places Victoria to prepare infrastructure selected freeways and highways across metropolitan
plans which support growing suburbs and the needs Melbourne and regional Victoria. Transport Solutions
of new businesses in new developments. is the Government’s regional freight initiative that
provides a targeted suite of projects to reduce
bottlenecks and improve transport flows in key
regional areas. It was developed in collaboration
with local government and industry.
ANNUAL REPORT
2012-13
15
Key Performance Indicators
Fig 1. Average delay
0.90
0.80
0.70
min/km 0.60
0.50
0.40
0.30
2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12
AM Peak PM Peak Off Peak
Average traffic delay has increased during morning Overall, average delay in travel time across the road
peak, afternoon/evening peak and off peak periods system has increased across all travel time periods.
over the last decade. The rate of increase differs
for the three time periods, with the fastest rate of
increase during the afternoon peak period.
Fig 2. Freight density
800
Tonnes/lane/hour 600
400
200
0 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
2002
Freeways Arterials
The last year saw an increase in the density of
freight on freeways and a decline on arterials,
indicating that industry is electing to reduce use
of arterials to move freight. There has been relative
consistency in freight network delay, though it
should be noted that there is an overall reduction
in freight movement that correlates with a decline
in overall economic activity.
16
Table 1. Freight delay 2009-10 2010-11 2011-12 PART ONE REPORT ON OPERATIONS
FINANCIAL YEAR FINANCIAL YEAR FINANCIAL YEAR
TIME OF DAY
0.71 0.64 0.72
Delay - DLY AM Peak 0.56 0.58 0.58
(min/km) PM Peak 0.34 0.35 0.35
Off Peak
All Day 0.48 0.47 0.49
Fig 3. Freight delay
0.80 AM Peak PM Peak
0.70
0.60
0.50
0.40
0.30
0.20
0.10
0.00
O Peak All Day
2009-10 Financial Year 2010-11 Financial Year 2011-12 Financial Year
The average freight delay results show that whilst
there is variation in freight delay across the day,
it remains relatively consistent across the financial
years reported. This is despite the increase in total
vehicle kilometres travelled in Melbourne.
ANNUAL REPORT
2012-13
17
Highlights Planning and construction of the
Dingley Corridor
The following highlights reflect our commitment
to providing better development of the road system. The 3.5 kilometre Springvale Road to Perry Road
section of the Dingley Corridor was opened to
Development of the Government’s traffic in December 2012. This new link is now
Metropolitan Planning Strategy and carrying about 30,000 vehicles per day, reducing
Regional Growth Plans congestion along nearby arterial roads, particularly
the sections of Cheltenham Road, Perry Road and
The Department of Transport Planning and Local Springvale Road.
Infrastructure is leading the development of a
Metropolitan Planning Strategy (MPS) to manage Planning activities for the next section of the Dingley
Melbourne’s growth and change, including links Corridor are well under way. It will be 6.4 kilometres
with regional Victoria. in length between Warrigal Road Oakleigh South
and Westall Road, Springvale. Construction works
This will outline urban planning directions to ensure on this section are scheduled to commence in 2014.
that the valued aspects of Melbourne are protected This section will link the previously constructed
while allowing for future needs. sections of the Dingley Corridor and improve
connections between the Dandenong Activity
Throughout 2012-13 VicRoads participated in an Area and Moorabbin.
Inter-Departmental Committee overseeing the
development of the MPS. VicRoads was part of Planning and preconstruction work on
a team from across the transport portfolio that Ballarat West Link Road
shaped the transport elements of the MPS.
Planning and preconstruction work for Ballarat
Delivery of the Outer Suburban West Link Road is under way and will support
Road Program employment creation in the Ballarat community.
Construction for this 4.2 kilometre section
VicRoads delivered construction works for a number is scheduled to be completed by the end of
of outer suburban road projects, including: November 2014. It will involve a single carriageway
with two traffic lanes, a roundabout, single span
Dingley Arterial between Perry Road to Springvale overpass of the Ballarat-Ararat railway and major
Road culverts at Winter Swamp.
Palmers Road rail overpass at Williams Landing Melbourne Airport Link to the Outer
Metropolitan Ring Transport Corridor (OMR)
Plenty Road duplication at South Morang and Bulla Bypass
duplication works on Clyde Road at Berwick Planning for the Bulla Bypass and Melbourne
and Hallam Road Airport Link (linking the Tullamarine Freeway with
the Outer Metropolitan Ring) is well under way. The
Hampton Park upgrade works, which Bulla Bypass will link the Sunbury growth areas to
commenced in 2012-13, remain in progress. Melbourne’s north and Melbourne’s Airport business
precinct. Melbourne Airport Link will join the
Construction works are progressing to upgrade northern industrial areas to the south.
Hallam Road as part of the Hallam Road
Carriageway Duplication – Pound Road to Ormond
Road. This will deliver a fully divided road for 2.5
kilometres between Pound Road and Ormond Road
in Hampton Park. The project is expected to be
completed in 2014.
18
M1 Upgrade evaluation Travel times: Travel times on the eastern side PART ONE REPORT ON OPERATIONS
of the city have shown an improvement, with
The M1 Upgrade involved construction works on the AM peak inbound travel times reducing by
75 kilometres of the Monash and Westgate Freeways 33 per cent. On the western side of the city,
between 2007 and mid 2011 to improve congestion, travel times inbound in the AM and PM peaks have
safety and reduce bottlenecks. The works included increased 9 per cent and PM peak outbound times
undertaking capacity improvements as well as have reduced by 5 per cent. The Monash Freeway
implementing electronic freeway management between Toorak Road and Heatherton Road has
systems (FMS) along sections of the corridor. experienced the greatest improvement with a
10 minute decrease (35 per cent faster) in both
The Post Completion Evaluation is conducted directions during both AM and PM peak times.
a year following the completion of the upgrade,
and reports whether the expected benefits have Network efficiency: Traffic volumes have increased
been realised. Benefits realised include: by up to 7 per cent per annum in both directions
following the completion of the upgrade. Delays
Road safety: The average number of crashes per have reduced by up to 70 per cent in some areas,
year on the M1 has reduced by 12 per cent since however they have increased between the west
upgrade construction was completed. There has end of the M1 and city inbound direction during
been a 19 per cent decrease in the number of the AM and PM peaks by more than 25 per cent
fatalities and 12 per cent reduction in the number of and 43 per cent respectively.
serious crashes. The average crash rate per vehicle
kilometres travelled has also reduced by 23 per cent. Increased commercial and industrial activity:
Freight has grown between 2 to 4 per cent per
annum since the completion of the M1 Upgrade,
which is in line with freight flow forecasts. Travel
time variation has also reduced by 20 per cent
in the peak direction following completion of
the upgrade.
ANNUAL REPORT
2012-13
19
Nation Building projects Princes Highway East duplication –
Traralgon to Sale: The 4 kilometre section
VicRoads delivered the following Nation between Wurruk and Sale was opened to traffic in
Building projects in partnership with the June 2013. Construction for the section between
Federal Government. Stammers Road and Minniedale Road, Traralgon East
commenced in July 2013, with completion forecast
Geelong Ring Road: Construction works on for late 2014.
Geelong Ring Road section 4B, Anglesea Road
to Princes Highway West was completed and Princes Highway West duplication: Waurn Ponds
opened for traffic in February 2013. to Winchelsea and Winchelsea to Colac: Planning
and preconstruction activities between Winchelsea
Goulburn Valley Highway, Nagambie Bypass: and Colac have commenced.
The 17 kilometre Nagambie Bypass upgrade of
the Goulburn Valley Highway was opened to Western Highway duplication –
traffic at the end of April 2013. This highway is a Ballarat to Stawell: The new carriageway for the
vital transport route from the Goulburn Valley to 8 kilometre section (1A) from Ballarat to Burrumbeet
Melbourne and also forms part of the national was opened on 31 January 2013. A 2.9 kilometre
highway link between Melbourne and Brisbane. section (1C), east of Beaufort was completed in
March 2013. Significant construction works were
M80 Upgrade: Construction works on the M80 Ring undertaken on the 23 kilometre section (1B), from
Road Upgrade are well underway. The 10.7 kilometre Burrumbeet to east of Beaufort and planning works
section between the Calder Freeway and Sydney from Beaufort to Ararat (Section 2) and Ararat to
Road was completed in May 2013. The Western Stawell continue.
Highway to Sunshine Avenue component
is expected to be completed by December 2013 Western Highway upgrade and Stawell
and the Edgars Road to Plenty Road section is to South Australian border: The Western Highway
forecast for completion by December 2014. is the principal road link for interstate travel between
Victoria and South Australia. Current upgrade
works are on schedule and due to be completed
by June 2014.
20
Improvements to arterial Rest Area upgrades: As part of the Commonwealth PART ONE REPORT ON OPERATIONS
roads Heavy Vehicle Safety and Productivity Program,
upgrades to rest areas at Bentons Hill, Chiltern
Projects in the planning and construction stage Park, Mokoan and Reef Hill have been completed.
improving arterial roads include: Construction works on the two remaining sites has
been brought forward from next year’s program.
Koo Wee Rup Bypass: The Koo Wee Rup Bypass
will provide a new 3.4 kilometre two lane arterial There are also a range of ongoing programs and
road link between Koo Wee Rup Road and the South activities which are fundamental to maintaining
Gippsland Highway. Construction is expected to an efficient road system. These include the
begin in late 2013 and is scheduled for completion development of the High Productivity Freight Policy
by the end of 2015. and working with the Growth Areas Authority
and local governments to develop policies and
Ballarat-Buninyong Road upgrade: Capacity guidelines to support growth areas.
improvement works at the Mt. Clear roundabout
are ongoing, with northbound capacity
improvements now being realised. Works to
widen the roundabout for southbound traffic will
commence in the next financial year. Planning
and design for works in the Olympic Avenue
– Damascus College area is ongoing, with
commencement scheduled in early 2014.
ANNUAL REPORT
2012-13
21
Objective: Build safety into road design,
road operations and vehicles with
Improve Road Safety a focus on integrating these elements
VicRoads is committed to ensuring all users on VicRoads implements major infrastructure
Victoria’s roads arrive at their destination safely. programs to address high risk safety issues
VicRoads has partnered with the Transport Accident across the road network.
Commission, Victoria Police, the Department of
Justice and other stakeholder groups to achieve In March 2013, the Government announced
this vision. In 2012-13 the Victorian Government a $1 billion investment in safer roads as part
announced the Road Safety Strategy 2013-22, which of Victoria’s new ten year Road Safety Strategy.
aims to reduce fatalities and serious injuries by more The Traffic Accident Commission funded Safer
than 30 per cent. Roads Infrastructure Program (SRIP) and National
Blackspot Programs provide infrastructure
Our priorities in 2012-13 have been to: treatments to sites across the road network
to reduce the impact of crashes.
Improve when and how people and vehicles
are granted access to the road network VicRoads is also a leader in road safety engineering
with a particular emphasis on building safety into the
Using the road system is a privilege not a right. design of our roads including speed limits, signage
This is an important road safety message that and road condition.
implies granting access to the road system comes
with certain responsibilities that are shared by all The Heavy Vehicle Safety and Productivity Program
customers to ensure that everyone arrives at their is a Nation Building Program to improve safety
destination safely. and productivity for heavy vehicle operations
across Australia.
VicRoads manages a number of programs to
improve the community’s understanding of their Assist people to take responsibility
responsibilities, with a particular emphasis on novice for making safe choices
drivers and vulnerable road users. Our registration
and licensing system continues to serve as an Taking responsibility for making safe choices
important entry point, in permitting both vehicles is an ongoing commitment that all road users
and people access to the road system, by ensuring must share. VicRoads manages specific programs
that they maintain vehicle safety standards and around road user behaviour that aim to educate
are equipped with the necessary driving skills. Our the population of the importance of making
RandL program is a significant upgrade of the safe choices. The Learn 2 Drive and Keys Please
registration and licensing system, which will Programs are youth targeted programs emphasising
help us support the growing demand for road the importance of young people achieving a
system access. minimum of 120 hours experience. The programs
provide support for those people without access
to driving instructors or supervisors, and education
for young people in schools across the state.
22
Key Performance Indicators PART ONE REPORT ON OPERATIONS
Fig 1. Crashes involving 18-25 year old persons
10
8
6
4
2
0
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
Serious casualty crashes per 10,000 registered vehicles Serious casualty crashes per 10,000 licence holders
The number of serious casualty crashes per 10,000
registered vehicles and per 10,000 licences held has
been declining since 2007. The Road Safety Strategy
2013-22 aims to further reduce these numbers
resulting in safer roads for all Victorians.
Fig 2. ANCAP Trends – Vehicle models
100%
75%
50%
25%
0 2000-04 2008 2009-10 2011
Before
2000
5 stars 4 stars 3 stars or less Year published by ANCAP
Australasian New Car Assessment Program ANNUAL REPORT
trends – vehicle models 2012-13
The number of five star safety vehicles among
the vehicles tested by the Australasian New Car
Assessment Program (ANCAP) is increasing. Before
2000 there were none, however in 2000-04, they
made up 14 per cent of new vehicles for sale. By
2009-10, they made up the majority of new vehicles
for sale, at 62 per cent. This measure shows that
vehicles available for sale today are safer than they
were before 2000.
23
Table 1. Estimated crash reductions from Safer Road Infrastructure Programs
EVALUATION SAFER ROAD % CASUALTY CRASH % SERIOUS CASUALTY
INFRASTRUCTURE PROGRAM REDUCTIONS CRASH REDUCTIONS
1 Safer Road Infrastructure Program 1 24% 31%
2 Safer Road Infrastructure Program 2 33% 44%
To be determined in 2013-14
3 Safer Road Infrastructure Program 3 31%
A ‘serious casualty crash’ is a crash in which the A ‘casualty crash’ is a crash in which a road user
most seriously injured road user was killed within received an injury of any severity (i.e. a fatal crash,
30 days due to the crash or transported/admitted serious injury crash or other injury crash).
to hospital as a result of the crash (i.e. a fatal crash
or a serious injury crash).
Fig 3. Metropolitan Speed Zone Surveys
The 85th percentile of traffic speeds under different
speed limits have decreased over time, although
they remain above posted speed limits. With lower
speed limits, the reduction trend is taking longer,
whilst the 85th percentile speeds for the 80km/h
zone is marginally above the limit.
90
85
80
Speed (km/hr 75
70
65
60
55
May May May May May May May May May May May May May May May May May
Nov Nov Nov Nov Nov Nov Nov Nov Nov Nov Nov Nov Nov Nov Nov Nov Nov
1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
Year/Month
85th %ile in 80km/h sites 85th %ile in 70km/h sites 85th %ile in 60km/h sites
24
Customer service performance measures In addition to the above, the average time PART ONE REPORT ON OPERATIONS
to action a medical case file where a driver’s fitness
Significant improvement in staff productivity to drive is being assessed, has been reduced from
and quality of service in Customer Services under 15 days to 72 hours which is a boost for road safety
VicRoads Registration and Licensing division has outcomes and customer experience. Customers
resulted in improvement across all key service rated their satisfaction with their overall customer
delivery areas. A drive test appointment is now experience provided by VicRoads Customer Services
provided on average within three weeks which at 90 per cent in 2012-13 against an aggressive
is down from five weeks two years ago. Customers 85 per cent target. Importantly the improvements
now wait less than ten minutes on average for across multiple fronts were delivered under budget.
counter service and telephone calls are being
answered within the four minute target most The Registration and Licensing division is embarking
of the time. on a modernisation and innovation program that
will further improve the services it offers customers.
Table 2. Customer service performance measures
Overall Satisfaction TARGET 2010-11 2011-12 2012-13
Efficient services 90% 89% 90%
85% of customers satisfied with registration 69% 71% 77%
and licensing services 49% 36% 36%
4.8 4.3 3.0
80% of customers served within 10 minutes 296 233 205
80% of telephone calls answered within
30 seconds1
Customer waiting for drive test appointment no
longer than 4 weeks
The average speed to answer customer calls no
longer than 240 seconds
1 The 2012-13 actual is lower than target due to the call demand exceeding the VicRoads call centre capacity. The measure is
being superseded in 2013-14 by the Average Speed of Answer, which reflects the average time taken to answer a call.
ANNUAL REPORT
2012-13
25
Highlights Delivery of the young driver Graduated
Licence System (GLS)
Some highlights in improving road safety include:
The continuation of Victoria’s Graduated
Launch of the Road Safety Action Plan Licensing System in 2012-13 provided a structured
introduction to driving. It helped new drivers to
VicRoads worked with our road safety partners be safer by preparing them for solo driving through
(the Transport Accident Commission, Victoria Police an extended learning period; testing learner
and Department of Justice) and consulted widely readiness to drive independently; protecting
with stakeholders to develop the future direction for probationary drivers from high risk situations;
road safety in Victoria. In March 2013 the Victorian and motivating probationary drivers to drive more
Government released Victoria’s Road Safety Strategy safely. Preliminary evaluation of the Graduated
2013-22 and Victoria’s Road Safety Action Plan Licensing System to date indicates a 23 per cent
2013-16. The Strategy sets a target to reduce reduction in young driver casualty crashes and
fatalities and serious injuries by more than 30 31 per cent reduction in young driver fatal and
per cent over the next ten years. The Action Plan serious injury crashes.
outlines specific infrastructure, speed, road user
behaviour and vehicle safety initiatives that will be Redevelopment of the VicRoads
implemented over the next four years in pursuit of Registration and Licensing System (RandL)
these targets.
Following the re-mobilisation of the RandL project
Consistent with an increased focus on serious injury in early 2012, work recommenced on
in the Strategy, VicRoads made a submission to the RandL system business requirements validation
the Parliamentary Road Safety Committee Inquiry and detailed design. Whilst this design work
into Serious Injury. This submission provided input was progressing, the core RandL system build
on potential ways to improve our understanding commenced. Consultation with key registration
of the cost of serious injuries and approaches to as well as licensing internal and external
reducing injury related road trauma. It also dealt with stakeholders continued throughout the detailed
a commitment in the Strategy to establish a new design process. Change management and planning
measure for the most severe injuries. for deployment RandL has commenced.
Road Safety Act review Establishment of National Heavy
Vehicle Regulator
The 2012-13 financial year marked the completion
of the Road Safety Act review. Two Bills are currently The new National Heavy Vehicle Regulator
underway to implement the outcomes of the commenced limited operations in January 2013
review. These are the Road Legislation Amendment providing National Heavy Vehicle Accreditation
(Use and Disclosure of Information and Other Scheme (NHVAS) and Performance Based Standards
Matters) Bill 2013 (tabled in Parliament) and the Road (PBS) services. In February 2013, a new heavy
Safety Amendment Bill. Output from the review is vehicle national law and national regulations were
also informing the development of alcohol interlock developed and hosted in Queensland. The Standing
legislation. Council on Transport and Infrastructure (SCOTI)
resolution in May 2013 agreed that the National
Implementation of driver licensing Heavy Vehicle Regulator would undertake all
initiatives identified in the Community regulatory function by 1 September 2013, subject
Sentencing Reform Package to proclamation of enabling legislation by all states
and territories. Victoria’s enabling legislation received
The Victorian Government’s Community Sentencing Royal Assent in June 2013. Extensive work to
Reform project aimed to replace the variety prepare for the operational commencement of the
of community sentencing orders with a single National Heavy Vehicle Regulator will continue
Community Correction Order, and to give courts into the 2013-14 financial year.
wider sentencing powers. One of these court
powers will be a new ability to impose driver
licensing sanctions for non-driving offences. The
driver licensing sanction reforms are contained in
the Road Safety and Sentencing Acts Amendment
Bill 2013, which was introduced to Parliament on
12 June 2013. Under the Bill, driving disqualifications
for serious driving offences and the new driving bans
for non-driving offences will be treated consistently.
26
Access for High Productivity Freight Safe driving course for hoon offenders PART ONE REPORT ON OPERATIONS
Vehicles to support increased productivity
in on road freight From 20 February 2013, drivers and riders detected
for high level speeding, loss of traction or street
The ‘Moving More with Less’ policy was launched racing offences have their vehicles impounded
during 2012-13. This new policy allows for longer or immobilized. They are then convicted in court
High Productivity Freight Vehicles to use more of and must complete a VicRoads Safe Driving
the road network to transport goods to consumers, Program if they have not done so before. VicRoads
with the aim of reducing freight costs and lowering has appointed six providers to deliver this group
the number of trucks on Victorian roads. Longer behaviour change program across Victoria, with
vehicles have access to high-quality sections of 2,500 participants per year expected.
freeways and some highways. Accompanying
safety measures have been imposed to ensure the Current initiatives
continued safety of all road users.
A range of programs are being delivered to
Improve policies and procedures for improve road safety in Victoria. Some of these
managing the conversion of licences are listed below.
for overseas drivers residing in Australia
P Drivers Project
New regulations are being introduced to improve
road safety outcomes and the knowledge and The P Drivers Project is one of the largest and most
driving experience of overseas drivers. complex scientific research studies undertaken into
young driver behaviour change. The project seeks
Develop improved conditional registration to reduce the number of crashes through promoting
arrangements for non-standard vehicles safe driver behaviour for newly licensed P Drivers
aged between 18-21 in Victoria and 17-22 in New
The conditional registration review project has South Wales. A total of 22,694 newly licensed
examined the issues associated with vehicles P Drivers were recruited for the project to the
subject to conditional registration. It has developed end of the 2012-13 financial year.
a standardised set of conditions that will simplify
current registration processes, improve adherence L2P – learner driver mentor program
to conditions by vehicle operators and improve
enforcement and road safety outcomes. Through funding from the Transport Accident
Commission, VicRoads has supported 59 local
Targeting run-off-road and intersection government and community based organisations
crashes through the Safer Roads across Victoria to provide supervised on-road
Infrastructure Program and Blackspot driving experience to learner drivers who have
Program difficulty accessing a car and/or supervising driver.
Participants are now collectively accruing over
In 2012-13, VicRoads continued development and 13,000 driving hours per quarter, and L2P has helped
implementation of the Safer Roads Infrastructure ensure that close to 1,800 young people receive
Program to address run-off-road and intersection supervised driving practice.
crashes. The year saw the completion of 91 projects
with expenditure of $76 million. In addition to this, Keys Please
32 new intersection projects valued at $13.3 million
and 10 new run off road treatments valued at $13.7 Keys Please is an in-school session for Year 10
million were approved. students offering information, strategies and
practical ideas about how to use the learner driver
Implementation of the Speed Limit Review period to help them become safer drivers. 550 Keys
recommendations Please sessions were delivered to 45,500 students
in 440 schools during the 2012-13 financial year.
During 2012-13, the Victorian Speed Limit
Review was launched following significant public ANNUAL REPORT
consultation. The Year 1 outcomes (of the four year 2012-13
program) were implemented, including simplifying
speed limits at locations nominated by community
and stakeholders, and developing 40km/h Speed
Zone guidelines to improve safety for pedestrians.
27
Objective: Protect and enhance the natural
environment and cultural heritage
Make the road system more
environmentally sustainable Protecting the biodiversity of Victoria’s native plants
and animals is a high priority, as is finding ways to
VicRoads takes its environmental responsibility conserve our natural resources. Protecting places
seriously and is committed to ensuring it minimises of cultural importance through working with our
pollution and the impact on natural resources. Aboriginal and non-Aboriginal stakeholders also
VicRoads understands that by making the road continues to be a key priority.
system more environmentally sustainable it will
contribute to dealing with challenges such as Some key activities include the development
climate change, now and into the future. Our of environmental mapping and integration with
priorities in 2012-13 have been to: spatial information systems to support flora and
fauna assessments. Other initiatives include
Manage the road system to help reduce the development Fauna Sensitive Road Design
Victoria’s carbon emission Guidelines which aim to advise the design of
structures to promote fauna movement.
The transport system has a large carbon footprint,
so sustainability is a core consideration of all our Adapt the management of the road network
activities – from constructing and operating roads, to a changing climate
to the way we deliver our services. VicRoads has
continued to plan, manage and develop the road The increased frequency of extreme weather events,
system to help reduce Victoria’s carbon emissions such as severe flooding and intense bushfires,
and minimise the impact on the environment. has impacted on Victoria’s road infrastructure. In
response VicRoads has initiated as assessment of
Initiatives in this space include trials of new lighting climate change impacts on assets, including the
technologies and materials, installation of solar mapping of impacts such as sea level rise over the
powered barriers on the M80 and the development road network. Work has also begun on utilising
of a renewable energy roadmap. Video conferencing this information in developing a climate change
has increased both internally (at VicRoads sites) adaptation plan.
and externally to reduce the impact of travel as
well as costs.
VicRoads continues its
close working relationship
with Aboriginal communities
to deliver positive cultural
heritage outcomes
28
Key Performance Indicators PART ONE REPORT ON OPERATIONS
Fig 1. Increase in CO2 emissions copared
with increase in vehicle kilometres travelled
(VKT)
The relationship between the change in emissions
and vehicle kilometres travelled is comparable.
The aim is for CO2 emissions to increase at a rate
less than the rate of increase at vehicle kilometres
travelled (VKT).
Emissions growth has oscillated below or at travel
growth since 2004.
8.00%
6.00%
4.00%
2.00%
0.00%
-2.00%
1994 1996 1998 2000 2002 2004 2006 2008 2010 2012
Emissions (gigi) % change VKT (billion kms) % change
ANNUAL REPORT
2012-13
29
Table 1. Permitted vegetation removal versus vegetation offsets purchased
FINANCIAL VEGETATION TYPE PERMITTED VEGETATION RATIO
YEAR VEGETATION OFFSETS PURCHASED
1:3.5
2009-10 Habitat Hectares REMOVED 10.24 1:1.7
2010-11 Large Old Trees 136 1:0.9
2011-12 Habitat Hectares 2.90 1:1.8
2012-13 Large Old Trees 15.62 1:22.5
Habitat Hectares 78 452 1:6.0
Large Old Trees 1:7.9
Habitat Hectares 17.99 52.40 1:6.2
Large Old Trees 1021
254 26.96
618
2.32
171
3.4
100
VicRoads ensures that it meets the 3-step approach under the Native Vegetation Management Framework
which specifies that native vegetation impacts should firstly be avoided and then minimised. If clearing
must occur, clearing must be offset. Our habitat hectare offsets purchased relative to what was removed
substantially decreased from last financial year whereas the number of old tree offsets purchased, to those
removed, has remained unchanged.
Table 2. Cultural heritage indicator
METRO METRO NORTHERN NORTH SOUTH WESTERN EASTERN
SOUTH WEST
NORTH EASTERN
EAST 3 30
WEST
5
Baseline Pre 2012-13 7 24
2012-13 03 00 1 10
Net increase over the
base year 5 10 244 44
Total signs, structures,
installations
Cultural heritage signs, installations or structures
aim to interpret both Aboriginal and non-Aboriginal
cultural heritage to reveal the meaning and
significance of places in ways which are memorable
and enriching. An increase in these initiatives across
VicRoads aspires to increase the awareness of road
users on the cultural significance of the land they
are travelling through.
30
Highlights Investigate the potential use of recycled PART ONE REPORT ON OPERATIONS
materials and/or low emission material
Some highlights of the year in developing for road construction
the network include the following:
VicRoads concluded a trial of warm mix asphalt
VicRoads recognised for sustainability on the Old Hume Highway in Campbellfield.
The results of this trial and other warm mix asphalt
VicRoads was recognised as a finalist for the 2012 trials have demonstrated that the technology should
‘Banksia Awards Built Environment – Harmonious be accepted for road construction. A specification
Manmade Landscape’ category. INVEST, VicRoads’ for material has been developed which has allowed
sustainability rating tool, was considered for its it to be adopted in VicRoads asphalt works.
leadership and innovation through integrating
sustainability principles in designing and building Working with Aboriginal stakeholders
infrastructure of the future.
VicRoads continues its close working relationship
LED street lighting trials with Aboriginal stakeholders to deliver positive
cultural heritage outcomes. ‘Welcome to Country’
Initial indications on LED lighting is that electricity signs recognise the traditional Aboriginal owners
consumption is reduced by approximately 40 per of our land, which have been installed at two sites
cent. They have been installed in two locations; on the road network.
Sunshine Avenue in Keilor Downs and at an
intersection at the new Nagambie Bypass. Action on climate change
Renewable energy roadmap Assessment on the impacts of climate change on
the road network has been initiated by VicRoads.
This seeks to guide cost effective development This includes mapping the projected climate change
of renewable energy technology across the road impacts, such as potential sea level rise over the
network, highlighting the value of renewable road network. We have commenced work to utilise
electricity generation at locations that cannot be this information in developing a climate change
cost effectively connected to the electricity grid. adaptation and mitigation plan.
Solar powered barrier on the M80 Implementation of the new Fauna Sensitive
Road Design Guidelines
Initial construction of a solar powered barrier on
the M80 Ring Road in Sunshine commenced in the VicRoads developed the Fauna Sensitive Road
2012-13 financial year. This will supply power into Design Guidelines which will assist VicRoads staff
the electricity grid when energy demand is high and in designing, constructing and maintaining
offset part of the electricity that VicRoads draws out structures that promote the movement of wildlife
of the grid at night for street lights. across roads. These guidelines are in response
to ongoing stakeholder concerns and fauna
Trial the use of sustainability attributes killed on the road network.
within tender documentation
Innovative low noise pavement trial
A methodology to assess the sustainability attributes
of road project tender submissions was trialled. VicRoads commenced a long term trial to assess
Its intention is to enable the sustainability benefits a range of low noise road surfaces. This trial is the
of proposed materials and sustainable technologies second in the world to test open graded asphalt
to be evaluated, while also providing value for with surface grinding to provide even greater noise
money within the procurement process. reduction than normal.
Review of INVEST
We initiated a review and update of INVEST, so
that sustainability principles can influence planning
decisions and assessment of project options.
ANNUAL REPORT
2012-13
31
PART TWO: 02
DEVELOPING
ORGANISATIONAL
CAPABILITY AND
CULTURE
Workforce Planning Plan for Our Future PART TWO DEVELOPING ORGANISATIONAL CAPABILITY AND CULTURE
VicRoads is transforming We’ve taken some important steps so far, which
under the Plan for Our provide a strong platform for change. We have:
Future into a more efficient clarified our directions and defined expectations
and effective road service and objectives to be achieved
provider, that puts our
customers at the core of established a new organisation structure that
everything we do helps us align structures, systems and processes
to reduce duplication, achieving greater efficiency
and focus on strategies
revised organisational governance structures
to lead strategic thinking, planning and policy
development, risk management, development
of people and systems, financial and business
management. This helps ensure that we
operate to the highest standards and in meeting
expectations of Government and our community
initiated business improvements to help bring
about early change and meet our goals of
improved customer service, better aligned
systems and processes, as well as more efficient
and responsive service delivery
clarified accountabilities and reporting lines for
staff and introduced more opportunities to share
and implement new ideas.
Recruitment and retention
In 2012-13, VicRoads managed staff reductions
that were required as part of the Victorian
Sustainable Government Initiative, which was
announced on 15 December 2011. Reductions
have been achieved through natural attrition,
voluntary departure packages and redundancy
packages throughout the financial year.
Changes to VicRoads’ organisation structure have
resulted in a centralised recruitment function.
This has resulted in opportunities to streamline
processes, minimise bureaucracy and investigate
enhanced technical solutions. The centralised
recruitment solution has proved successful in
managing staff placement decisions to meet the
new organisation structure in accordance with
obligations in the VicRoads Enterprise Agreement.
ANNUAL REPORT
2012-13
33
Graduate program Staff surveys
VicRoads’ Graduate Program remains a key VicRoads conducts a number of surveys to inform
element of our workforce planning strategy. We its efforts in attraction and retention, including:
have maintained a strong presence at all Victorian
university campus career fairs, on national and surveying employees within their first six months
international university career websites and at to establish how closely their expectations
employment expositions. In 2012-13, VicRoads of working at VicRoads matches their actual
recruited 5 engineering graduates from more experience, and understand how the recruitment
than 1,900 applicants. and induction processes can be improved
We have a strong cohort of existing graduates surveying employees leaving VicRoads, through
rotating within our business areas, having maintained an online confidential survey to discover why
strong graduate retention rates compared with they are leaving. Results are used to improve staff
national road agencies and the private sector. Over management practices.
the past three years 95 per cent of our graduates
have stayed with VicRoads, with figures dropping Diversity
to only 84 per cent over the past five years.
VicRoads has a culturally diverse workforce,
Working with students which continues to reflect the cultural diversity
within the broader Victorian community. VicRoads
VicRoads positions itself to attract future employees is committed to maintaining a supportive work
at key points in career planning through a variety environment, free from discrimination and
of methods, including: harassment in all areas of employment and
the provision of services.
‘Gap year’ program: This offers full time
employment for twelve months to VCE students We have recently been recognised by the Australia
who have been accepted into engineering at Human Resources Institute (AHRI) with a national
university and have decided to defer study, award for age diversity in the workplace, recognising
enabling work experience to be gained in programs catering for entry level employees to
their chosen field those transitioning to retirement through flexible
working options, access to which is embedded
Vacation employment program: Undergraduate in our enterprise agreement.
students are provided with an opportunity to
experience paid work with VicRoads during VicRoads has also been recognised as a Corporate
university semester breaks. In 2012-13, five Champion by the Australian Industry Group (AIG)
students were employed over the summer and the Department of Employment, Education &
semester break Workplace Relations (DEEWR), for ageing workforce
initiatives and programs.
Secondary school work experience program:
In 2012-13, a number of school students Our Schools Initiatives have been recognised
participated in work experience at different through an award presented by the Hon. Simon
work locations in offices across Victoria Crean for partnerships with secondary schools.
VicRoads partners with school principals and
Industry Based Learning (IBL): This provides teachers in delivering special programs, involving
opportunities for tertiary students requiring work VicRoads graduates to assist students in making
experience as part of their degree. In 2012-13, the connection between subject choice and career
two IBL engineering placements were supported. options with the possibility of considering
a university education.
34
Indigenous employment Building capability PART TWO DEVELOPING ORGANISATIONAL CAPABILITY AND CULTURE
Indigenous employment is a key element of Leadership and management capability
VicRoads’ workforce diversity and is underpinned
by VicRoads’ Indigenous Employment Strategy. VicRoads aims to develop effective leaders, with
VicRoads’ Indigenous employment target of one the following five programs offering a range of
per cent is aligned to targets in Karreeta Yirramboi pathways:
Victorian Aboriginal Public Sector Employment and
Career Development Action Plan 2010–15. REaL (Road to Executive Leadership): This is
A Karreeta Yirramboi employer toolkit was launched an invitation-only program aimed at identifying
in May 2012 by the State Services Authority, and and building the skills of potential executive talent.
contains a best practice case study of VicRoads’ There are 72 active members of the program
corporate Indigenous Cultural Awareness Training. and 33 active alumni members. During 2012-13,
participants attended events such as master-
Indigenous staff currently comprises 0.6 per cent classes, workshops, speaker series and breakfast
of the total work force, and enjoys a high retention and lunch briefings. They can also access formal
rate. Under the Victorian Government’s Youth coaching and one-to-one development, via 360
Employment Scheme, three Indigenous trainees degree feedback.
were employed during 2012–13, undertaking
certificates in Business, and Conservation and Leading the Business: This program is operated
Land Management, working in Kew, Geelong in partnership with Mt Eliza Business School.
and Traralgon. It provides intensive and challenging development
for senior managers who are responsible for
VicRoads helps improve the Year 12 completion complex and critical functions and workgroups
rate for Indigenous students in Victoria through the throughout the organisation. Twenty-one leaders
VicRoads Indigenous Secondary School Scholarship completed this program in 2012-13.
Program. A secondary scholarship is provided to
Indigenous students currently studying Years 10 to Taking the Lead: This program is for experienced
12. Eight new secondary school scholarships were leaders in operational roles, targeting their
awarded at the start of 2013, taking the current development in becoming more operationally
number of recipients to 26. Since the inception of effective and influential. Best practice learning
the program in 2007, 34 recipients of the secondary methodology ensures participants experience
scholarships have completed Year 12. both structured learning, group coaching and
mentoring programs over seven months. Each
program has a maximum of 22 participants, and
42 leaders completed the program in 2012-13.
Stepping Up: This program aims to support new
leaders in their first six months of leadership. The
program introduces participants to the challenges
and opportunities of leadership, and provides
them with coaching and self awareness exercises
to enhance their ability to succeed. A total of
57 leaders participated in this program in 2012-13.
Leading Self: 69 staff developed their
understanding of leadership, completing a
one-day program to learn about leadership
concepts, as part of their career development.
ANNUAL REPORT
2012-13
35
Technical capability Roads Academy program development:
190 self-paced learning modules have been
VicRoads has a range of initiatives to support and developed. These modules aim to address skills
improve technical capability, including the following: development and the understanding of technical
and non-technical expertise required to support
Technical Capability Assessment Program effective business operations across all divisions.
(TeCaP): Provides VicRoads with vital information
on the technical capability profile of over 2,500 Cadetship Accelerated Skills Development
employees. This information allows managers Program: A trial of 20 modules from the Roads
and employees to ensure that their technical Academy self paced learning were conducted
development is targeting the current and future using the skill assessments to measure the
needs of the organisation. The program also effectiveness of the modules.
permits consolidated Workforce Capability
Assessments to be made at the organisational, Kerry Burke Scholarship: This provides up to
division, business area and work group levels. $25,000 to a VicRoads’ employee to undertake
Skill stocktakes have been used to support Plan training or conduct research into a technical field
for Our Future throughout this year. that will directly benefit VicRoads. Mathew Hall
received the 2013 scholarship. His research will
Chartered Engineers Program: Enables study efficient use and increase of arterial road
recently graduated engineers or those with capacity to improve transport productivity.
only a few years of work experience to be
awarded chartered status. Julie Van Dort, Manager Portfolio Property,
was the recipient of the scholarship in 2012
Technical Training Program (F2F): Addressing and it provided the opportunity to visit transport
priority capability gaps within VicRoads, local agencies in the United Kingdom (UK) and the
government and consultants by providing Netherlands as well as study regulation at the
technical knowledge and awareness of London School of Economics and Political
VicRoads’ latest standards, policies and technical Science (LSE).
information. Due to its popularity, VicRoads’
Technical Consulting area increased its course This gave VicRoads an appreciation of the
delivery from 46 courses in 2010-11 to 67 growing problems with congestion and funding
courses 2011-12, and 91 courses in 2012-13. that the UK and Netherlands face in building and
maintaining transport infrastructure, similar to
Roads Academy: This is a program for the Victoria’s. The key benefits for VicRoads from
external recognition of capabilities. It involves this work were to better understand:
sourcing cost effective (neutral) funding from the
Victorian and Australian Governments, aimed at the scale, speed and complexity of change is
increasing the skill sets of existing employees. the biggest challenge for government
Nineteen members of road services were awarded
Certificate III in Construction, 22 employees government can be more responsive to change
received the Diploma of Project Management and achieve outcomes by removing, reducing
and a further 20 staff are about to commence and managing risks
the Leader as Coach Program (Certificate IV in
Frontline Management). All programs are delivered government can be more innovative by using
on-the-job with the application of industry a collective approach to decision making
competency standards and performance criteria.
The approach also requires pre-mapping of achieving innovative outcomes and ‘adding
program objectives and competency standards value’ requires partnerships with the community
with TeCaP capability inventories, to ensure
the best fit with strengthening VicRoads VicRoads can maximise the value of the road
business capability. network by seeing the community as active
asset holders, rather than as passive consumers.
VicRoads is using these principles to reduce costs
and create value in VicRoads property assets to
achieve better outcomes for all Victorians.
36
Change capability programs Queen’s Birthday Honours in Victorian PART TWO DEVELOPING ORGANISATIONAL CAPABILITY AND CULTURE
Public Service Medal
a change framework has been developed and
broad support for the utilisation of consistent Andrew Wall – Director Network Policy and
methodology, tools and templates has been Standards. For outstanding public service to
established. Victoria’s road network through the development
of the SmartRoads program.
training and workshops have been conducted
to facilitate the application of a framework Antonietta Cavallo – Manager Driver Performance.
to build capability around sponsoring, leading For outstanding public service in developing and
and adapting to change in order to refocus implementing the Graduated Licensing Scheme
on team performance, effectiveness and for novice and young drivers.
the desired culture.
Women in business
development and initiation of processes and
workshops to ensure the Plan for Our Future VicRoads’ female staff constitutes 35 per cent
objectives are aligned at all levels of the of its total workforce, however only 38 per cent
organisation, with consistent understanding of this figure are at VRO 4 level or above. This
of how they need to be embedded into concentration of females in the lower classifications
everyday operations. arises partly as a result of the number of females
working in VRO 2 Customer Service roles and
Strengthening our culture relatively low numbers of females in engineering
roles. We recognised that women in VicRoads may
The outcomes we achieve and how our customers benefit from the ability to share their experiences
experience VicRoads depends on a high-performing and hear from senior VicRoads women sharing
culture. A number of cultural development projects insights into their career paths. From this, two
have commenced to promote behaviours that workshops were held in the second half of the
are aligned with key elements of VicRoads’ culture – financial year to support women in VicRoads in
innovation, customer service, accountability seeking appropriate development and support from
and teamwork. their business areas. This activity builds on
the portfolio work commenced as part of the
Reward and recognition program ‘Women Leading Transport’ initiative in previous
years, concentrating on opportunities for VicRoads
Employee reward and recognition continues to to ensure that female staff are supported in striving
be an essential component of VicRoads’ corporate to be their best.
culture. In 2011, revisions to the Extended Service
Recognition Policy introduced a new element Senior Leader Visits program
of recognition for employees reaching five years
of service. The annual program of Senior Leader Visits involves
members of our Strategic Leadership Team visiting
In 2012, the Outstanding Performer Awards staff in all business areas throughout the state,
commenced its second year. With three ceremonies providing employees with a chance to engage with
held to date, these awards recognise individuals and discuss corporate and local issues as well as
and teams that have gone above and beyond the initiatives which may include safety and continuous
regular requirements of their role and demonstrated improvement ideas.
outstanding performance in an aspect of VicRoads’
culture and business performance. In 2012-13,
11 individuals and 8 teams were recognised for
their outstanding efforts.
ANNUAL REPORT
2012-13
37
Safe and healthy workplaces VicRoads Strategic Leadership Team implemented
important initiatives which demonstrate their
Providing safe workplaces commitment to health and safety. Health and safety
issues now appear first on the agenda for its regular
VicRoads’ work health safety and welfare policies corporate meetings, and members of the Strategic
and practices aim to ensure that all staff remain safe Leadership Team include health and safety as part of
and healthy at work. To build on this commitment, the Senior Leader Visits program across all business
the Work Health Safety and Welfare team provides areas of VicRoads.
training and expert advice to managers, team
leaders and employees on all aspects of health and
safety, well-being and injury management, whether
at work or not.
WorkCover performance
Table 1. VicRoads’ standard WorkCover performance
No. of standard claims 2008-09 2009-10 2010-11 2011-12 2012-13
No. of lost time claims 38 35 52 47 33
Fatality claims 29 26 45 40 24
0 0 0 0 0
Source – CGU Workers Compensation (Vic) Ltd. Data as at 5/7/2013.
38
Fig 1. Standard WorkCover claim numbers July 2008 – June 2013 PART TWO DEVELOPING ORGANISATIONAL CAPABILITY AND CULTURE
60
50
40
No. of claims 30
20
10
0 09/10 10/11 11/12 12/13
08/09 Standard claims
The number of standard Workcover claims reduced Supporting health and wellbeing
by 30 per cent in 2012-13 compared with 2011-12.
VicRoads remains committed to achieving further VicRoads’ health and wellbeing program aims to
reductions in work-related injuries and illness, encourage employees to adopt a healthier lifestyle,
particularly through setting stretch targets and to prevent illness or injury, and to maximise their
implementing initiatives aimed at sound safety energy levels for work and personal life. As part of
practices and behaviours through a strong safety the program, VicRoads maintains a dedicated health
culture. and wellbeing intranet page which provides a variety
of resources to employees.
In 2012-13, the following number of employees
completed Work Health Safety and Welfare training During 2012-13, health and wellbeing programs
programs: offered to employees included:
1,424 completed online safety awareness training influenza vaccinations
566 completed OH&S for managers mental health awareness sessions
120 completed procurement management subsidised opportunities to participate in
(six courses) community health activities
41 completed worksite OH&S performance four groups awarded sponsored health and
training wellbeing initiatives
45 completed identification of drug and alcohol ‘Activate Health’ sessions
impairment training.
‘Biggest Improver’ fitness programs
ANNUAL REPORT
WorkSafe Work Health checks across 16 work 2012-13
locations.
Staff and their family members are also
supported with:
school holiday programs, providing subsidised
child care for two weeks during each school
holiday period in the Kew and Sunshine offices
Employee Assistance Program (EAP), providing
employees and their immediate family members
access to free, confidential counselling to help
address work and family related issues.
39
PART THREE: 03
CORPORATE
GOVERNANCE
AND STRUCTURE
Statutory framework Governance structure PART THREE CORPORATE GOVERNANCE AND STRUCTURE
VicRoads is the registered VicRoads’ Chief Executive is accountable to the
business name of the Roads Minister for Roads, reporting through the Secretary
of the Department of Transport, Planning and
Corporation, which was Local Infrastructure. VicRoads works closely with
established in the Transport the Department of Transport Planning and Local
Infrastructure to ensure that its policy development
Act 1983 and continued in and planning activities reflect a collaborative,
the Transport Integration portfolio-wide approach. VicRoads provides
regular reports to the Department of Transport
Act 2010. The Governor in Planning and Local Infrastructure on its finances,
Council appoints the Chief capital expenditure and outputs, and the Chief
Executive who is responsible Executive attends monthly Portfolio Leadership
for managing the functions Team meetings.
of the Roads Corporation Some of the key structures and processes that
consistent with its objective in contribute to the effective governance of VicRoads
are outlined below.
the Transport Integration Act
Strategic Leadership Team: Comprises the
Chief Executive, Chief Financial Officer, Chief
Operating Officer and the Executive Directors
of Strategy and Planning, Policy and Programs,
Corporate Services and Commercial Enterprises,
and Business Development. It supports the Chief
Executive to deliver the Roads Corporation’s
functions, as defined under the Transport
Integration Act. Specifically, it sets and adapts
VicRoads’ vision, strategic objectives and priorities,
while ensuring that the organisation complies
with robust governance processes in providing
effective leadership.
Management Committee: Comprises the
Chief Operating Officer, the Chief Financial
Officer, and the Executive Directors of Policy
and Programs, Regional Operations, Metropolitan
Operations, Registration and Licensing
and Commercial Enterprises, and Business
Development. The Management Committee
overseas development and resource allocation,
and monitors the delivery progress of the annual
VicRoads Program. It also monitors the delivery
progress and financial performance of VicRoads.
ANNUAL REPORT
2012-13
41
Project Review Committee: Comprises the VicRoads complies with the Code of Conduct for
Executive Directors of Policy and Programs, Victorian Public Sector Employees. The code is
Strategy and Planning, Regional Operations, explained to new staff in the induction process
Metropolitan Operations and the Director, and all new staff must complete an e-learning
Technical Services. It oversees VicRoads’ input module on the code. All staff must also complete
to internal and external proposals, including e-learning modules on the Victorian Charter of
the planning and development of road projects Human Rights, equal opportunity and information
and road improvement programs with an privacy every two years. VicRoads has policies
estimated cost greater than $10 million; planning and procedures on its intranet which address
studies with an estimated cost greater than employment and conduct principles. Topics
$3 million; and projects considered to involve include equal opportunity and anti-discrimination;
contentious matters. merit-based recruitment and selection;
maintaining a harassment-free work environment;
Information Management and Technology managing poor behaviour; gifts, benefits and
Board: Comprises most Executive Directors and hospitality; and responsible use of the registration
ensures the governance and strategic alignment and licensing system.
of investment decisions regarding VicRoads’
Information Management and Technology Risk Committee: Comprises the Chief Finance
environment. The last meeting was held in Officer, the Chief Operating Officer, the General
October 2012. Counsel, and the Executive General Managers of
Information Management and Technology, People
Information Access and Technology Committee: Services and Communications, and Stakeholder
Comprises the Executive Directors of Corporate Engagement. It assists the Strategic Leadership
Services, Strategy and Planning and Policy and Team to identify and manage strategic risks,
Programs, Executive General Manager Information implementing and monitoring risk management
Management and Technology and external processes and frameworks that anticipate
representative Chris Gillies. It provides strategic and mitigate risks to VicRoads ability to meet
leadership to the organisation in its use and Government priorities, VicRoads objectives and
management of information and investment and community expectations.
management of information technology. The
Information Management and Technology Board VicRoads maintains a risk management system
was replaced with the Information Access and to systematically identify, manage and minimise
Technology Committee in late 2012. risks that are inherent in its day-to-day business
operations, the delivery of its programs and
People Services Committee: Comprises the projects and its management of the road network.
Chief Operating Officer, the Chief Financial
Officer, the Executive Directors of Corporate Audit Committee: Comprises five independent
Services, Registration and Licensing, and Regional members (Tony Darvall – Chair, Murray Jones,
Operations, and the Executive General Manager, Gregory Larsen, Carol Pagnon and Bob
People Services. It reviews, monitors and supports McDonald) and one member from VicRoads
corporate culture, ensures the wellbeing and (Peter Mitchem). It assists the Chief Executive
ongoing capability of VicRoads’ people and the to fulfil his responsibilities for financial reporting,
effectiveness of people related corporate services. internal control, risk management and compliance
with laws, regulations and ethics.
VicRoads outsources its internal audit function
to PricewaterhouseCoopers. Internal audit assists
management to control risks, monitor compliance
with policies and procedures and improve the
efficiency and effectiveness of internal control
systems. The results of audits are reported to
the Audit Committee and VicRoads’ senior
management. The Victorian Auditor-General’s
Office inspects and audits the financial position
of VicRoads and reports annually on the outcome
of the audit.
42
VicRoads Risk Management VicRoads Insurance PART ONE REPORT ON OPERATIONS
Attestation 2012-13 Attestation 2012-13
I, Gary Liddle certify that VicRoads has risk I, Gary Liddle certify that the VicRoads has complied
management processes in place consistent with the Ministerial Direction 4.5.5.1 Insurance.
with the Risk Management Standard AS/NZ ISO
31000:2009 and an internal control system is Gary Liddle
in place that enables the executive to understand, Chief Executive
manage and control risk satisfactorily.
VicRoads’ risk profile has been critically reviewed
within the last 12 months. The effectiveness of
VicRoads’ risk management practices will continue
to be reviewed and enhanced.
VicRoads’ Audit Committee has confirmed this
assurance.
Gary Liddle
Chief Executive
ANNUAL REPORT
2012-13
43
Corporate structure Policy and Programs is responsible for:
VicRoads has six divisions as shown on the the translation of the broad strategic directions
organisation chart on page 47. The functions into priority based investment programs and
of each division are summarised below. projects
Gary Liddle, Chief Executive of VicRoads, was developing and implementing effective policies
appointed in March 2007 and oversees all functions to improve the operation of the road network and
and operations for VicRoads. His role also entails delivery of services
national representation in his participation as
board member of Austroads and Chairman of facilitating consistency, capability development
the Australian Chapter of the Road Engineering and knowledge sharing in the design, construction
Association of Asia and Australasia (REAAA). and maintenance of road infrastructure
VicRoads’ divisions encouraging the use of sustainable transport
modes in assisting customers to take responsibility
Strategy and Planning is responsible for: for making choices in all aspects of using the road
network.
supporting the Strategic Leadership Team to
establish and realise the corporate vision and Robert Freemantle, Executive Director, Policy
strategic directions as well as adapt it in response and Programs, was appointed to the role in
to changes in our ‘operating environment’ October 2012.
identifying and coordinating the functional Commercial Enterprises and Business
strategies (i.e. road safety, network & assets and Development is responsible for:
environmental) required to achieve objectives
identifying commercial and business opportunities
monitoring organisational achievement and which can be embedded across the organisation
performance against the objectives and strategies
to inform strategic decision making seeking international business opportunities,
assessing their benefits, risks and commercial
anticipating, investigating and preparing advice viability for VicRoads
in response to emerging challenges and help set
the agenda for the Strategic Leadership Team providing specialist expertise to the Operations
division and compete on the open market for
establishing a corporate planning cycle that asset improvement, surfacing and line marking
supports the organisation to prepare the policies, services on the arterial road network
programs and projects necessary for developing
and operating in accordance with the vision and assessing all property holdings for commercial
strategic direction use or disposal
leading development and implementation of rationalising the property portfolio to ensure
initiatives, promoting innovation and strong efficient management and reduce costs
customer focus. Fostering and maintaining strong associated with holding properties for future road
relationships with key stakeholders to understand construction
their perspectives and manage expectations at
a strategic level providing end to end concept development,
design, manufacturing, marketing and sales for
shaping national reform opportunities and reflect the custom plates business.
the future capability needs in the development
of our people. Peter Mitchem, Executive Director, Commercial
Enterprises and Business Development was
David Shelton, Executive Director, Strategy and appointed to the role in October 2012.
Planning and Road Safety Coordinator, was
appointed to the role in October 2012. Corporate Services is responsible for providing core
support functions to our business in order to ensure
we effectively deliver for our customers.
Jaida Nicholson, Executive Director, Corporate
Services, was appointed to the role in October 2012.
44
It is divided into three sub divisions, as follows: Finance and Risk is responsible for: PART THREE CORPORATE GOVERNANCE AND STRUCTURE
People Services is responsible for: payroll services including processing and
reporting, time and attendance records,
recruitment of our people through a variety termination calculations and the management
of channels including merit-based selection, of executive officer contracts
the graduate program, indigenous and
diversity programs and human resource policy developing financial accounting policies and
development procedures and a financial management
framework in line with the Financial Management
workplace occupational health and safety Act and applicable Australian Accounting
including compliance, preventive measures and Standards
post-incident support services
financial processing services including
promoting organisational development and accounts payable, accounts receivable, debtor
learning management, purchasing card transactions,
asset valuation, depreciation and physical asset
workplace relations, including compliance and stocktakes
enterprise agreements.
managing business operations including facilities,
Judith Pettitt, Executive General Manager, People fleet management, purchasing and supply
Services, was appointed to the role in October 2012.
delivering internal and external financial reporting,
Information Management and Technology is budget management and forecast management
responsible for:
management of VicRoads’ banking and cash flow
providing support services including the
provision of infrastructure devices and provision managing business planning, providing specialised
of maintenance and support services for key advice to clients relating to policy interpretation
business applications and financial management
delivering IM&T change projects and managing audit and compliance monitoring, conducted
VicRoads IM&T assets internally and managed through external audit
providers
developing IM&T strategies to improve business
outcomes and IM&T governance and security. management of the organisation’s Risk and
Assurance program
Susan Sly, Executive General Manger, Information
Management and Technology was appointed to the legal services including strategic and operational
role in October 2012. advice and managing FOI and information privacy
Communications and Stakeholder Engagement is procurement and contract management
responsible for: services including specifications and contract
documentation.
providing ministerial and stakeholder engagement
through strategic communications advice and Mark Dale, Chief Financial Officer, was appointed to
media relations, taking advantage of a vast array the role in October 2012.
of media channels including traditional and social
media forms
developing marketing campaigns and brand
management through graphic and online
communications.
Paul Matthews, Executive General Manager,
Communications and Stakeholder Engagement,
was appointed to the role in June 2013.
ANNUAL REPORT
2012-13
45
Operations brings together those parts of the Technical Services is responsible for:
business that are interacting with our customers
in maintaining and operating the road network providing service support to delivery areas
and managing access to, and the use of the on technical aspects of asset condition,
road network. project development and verification during
implementation
Peter Todd was appointed as the Chief Operating
Officer in May 2013. maintaining technical standards and the technical
capability of the organisation
The division is divided into a number of sub
divisions, they are: acquiring land reserved for new or upgraded road
and bridge projects.
Metropolitan and Rural Operations is
responsible for: Agnelo Duarte, Director Technical Services, was
appointed to the role in October 2012.
planning, developing, delivering and maintaining
road, roadside and bridge infrastructure Registration and Licensing is responsible for:
monitoring the condition of the network, providing frontline services to our customers to
identifying gaps and deficiencies enable access to and use of the road network
within the regulatory framework.
heavy vehicle enforcement
Peter Welling, Executive Director, Registration and
planning, developing and delivering major Licensing, was appointed to the role in March 2013.
transport-related infrastructure.
Commercial Roads is responsible for:
George Mavroyeni, Executive Director, was
appointed to the role in October 2012. managing Victoria’s privately operated road
contracts
Operations Services is responsible for:
undertaking the administration of relevant Public
coordinating the delivery of asset and Private Partnerships (PPP)
improvement works as defined by the Policy &
Programs division, including prioritising works the relationship with private road operators and,
within the specified program as well as monitoring to some extent, their financiers and contractors.
and reporting
Vanya Kumar, Director, Commercial Roads, was
managing and coordinating the delivery of state- appointed to the role in August 2010.
wide projects
actively working with delivery areas to identify the
best mechanisms for implementing improvements
to processes and practices.
Gerry George, Director Operation Services, was
appointed to the role in October 2012.
46
VICROADS
ORGANISATION STRUCTURE
AUGUST 2013
Gary Liddle
Chief Executive
DAVID SHELTON Aidan McGann PETER
TODD
EXECUTIVE DIRECTOR Corporate Strategy CHIEF
OPERATING
STRATEGY & PLANNING Julian Lyngcoln OFFICER
ROAD SAFETY
Road Safety Strategy GERRY GEORGE
COORDINATOR DIRECTOR
Anita Curnow OPERATION SERVICES
Network Strategy & Planning
Helen Murphy
Environmental Strategy
ROBERT James Holgate STEVE BROWN William Tieppo
FREEMANTLE Director EXECUTIVE DIRECTOR Regional Director
EXECUTIVE DIRECTOR Vehicle & Road Use Policy REGIONAL OPERATIONS South Western
POLICY & PROGRAMS
Andrew Wall Ewen Nevett
Director Regional Director
Network Policy & Standards Western
Vince Punaro Mal Kersting
Director Regional Director
Network Programs Northern
JAIDA NICHOLSON Judith Pettitt Bryan Sherritt
EXECUTIVE DIRECTOR Executive GM Regional Director
CORPORATE SERVICES People Services North Eastern
Susan Sly Sebastian Motta
Executive GM Regional Director
Info Management & Technology Eastern
Paul Matthews Tony Hedley
Executive GM Communications Project Director
& Stakeholder Engagement Geelong Ring Rd
MARK DALE Vacant Michael McCarthy
CHIEF FINANCIAL General Counsel Project Director
OFFICER Western Hwy Projects
Wayne Mitchell
Director Charlie Broadhurst
Management Accounting Project Director
South East Projects
Rodd Baker
Director Richard Bell
Risk & Assurance Director
Regulatory Services
Liz Davenport
Director GEORGE Patricia Liew
Corporate Accounting MAVROYENI Regional Director
EXECUTIVE DIRECTOR Metro North West
Bill Darvidis METROPOLITAN Vacant
Director OPERATIONS Regional Director
Statewide Finance & Business Services Metro South East
JOHN Director Business Andrew Williams
CUNNINGHAM Development Project Director
EXECUTIVE DIRECTOR Metro Projects
COMMERCIAL Adrian Tofful Trevor Boyd
ENTERPRISES & Director Director M80 Upgrade
BUSINESS DEV’T Sprayline Road Services
Frank De Santis
Project Director
Eastern Projects
Dean Zabrieszach
Director
Road Operations
PETER WELLING Chris McNally
EXECUTIVE DIRECTOR Director
REGISTRATION & R&L Practice & Standards
LICENSING
Glen Madeira
AGNELO DUARTE Director
DIRECTOR Customer Services
TECHNICAL SERVICES
Barbara Flett
Director R&L Services
VACANT ANNUAL REPORT
DIRECTOR 2012-13
COMMERCIAL ROADS
47
PART FOUR:
MANDATORY
DISCLOSURES 04
Responsiveness to A more comprehensive outline of VicRoads’ PART FOUR MANDATORY DISCLOSURES
community areas involvement for the following groups is outlined
in Part Two of the Annual Report:
VicRoads contributes
to the promotion of women (page 37)
improved outcomes for young people (page 34)
cultural diversity, women,
indigenous affairs (page 35).
young people and
Indigenous affairs In 2012-13, initiatives to support customers
from culturally and linguistically diverse (CALD)
communities included:
providing eight ‘Common Road Rules’
informational videos in five languages on
VicRoads’ YouTube channel site, to assist
motorists in becoming familiar and
comfortable with common road rules
providing three fact sheets on common
registration and licensing transactions in
16 languages, to provide important and useful
information to CALD customers on common
transactions – these explain evidence of identity,
the process of buying and registering a car and
steps to get a Victorian driver’s licence
providing the learner permit knowledge test
in 13 languages, other than English
providing learner permit (computer licence test)
and licence (drive test) applicants with interpreters
upon request, with approximately 18,500
interpreter assisted tests undertaken
recognising 27 countries that have similar driver
licence and testing standards for the purpose
of gaining a Victorian driver licence
offering telephone interpreting services through
VicRoads Contact Centre, in excess of 100
languages other than English, through the
Translating and Interpreting Service National
and Victorian Interpreter and Translating Service.
ANNUAL REPORT
2012-13
49
Disability services Freedom of information (FOI)
In 2012-13, VicRoads undertook the following FOI decisions
activities that supported people with a disability: In 2012-13, VicRoads received 474 FOI requests.
Decisions were made as follows:
upgraded 43 sites with audio-tactile pedestrian
push buttons and tactile ground surface indicators Table 1.
(providing safer walking surfaces), to assist people
with impaired mobility to access the road system Access granted in full 154
and public transport services
Access granted in part 203
ensured that new works undertaken by VicRoads Access denied 20
affecting tram or bus stops and pedestrian In process 64
crossings result in Disability Discrimination Act Transferred to another agency 2
compliant facilities Request withdrawn by applicant 2
No document exists/No document located 23
worked with other Australian jurisdictions and key Dealt with outside FOI 1
stakeholders, including the Municipal Association Other/No response from applicant 5
of Victoria, and the Departments of Transport, TOTAL
Planning and Local Infrastructure, and Human 474
Services, to identify options to implement the new
Australian Disability Parking Scheme. VicRoads Officers
Compliance with the Carers Recognition Principal Officer:
Act 2012 Gary Liddle, Chief Executive
VicRoads policies support carers to balance work How to access documents
and their role of carer. Carers leave is specifically
included in our Enterprise Agreement as are a A request for access to documents under the
number of flexible working conditions to support Freedom of Information Act must:
those staff with carers responsibilities. Managers
are encouraged to support staff in accessing these be in writing
flexible working policies where possible which may
include such arrangements as scheduling regular be accompanied by a $25.70 application fee or
meetings at a time a carer can attend. evidence of hardship (for example, copy of a
social security card, evidence of unemployment,
Clause 76 of our Enterprise Agreement is devoted or evidence of receipt of social security payments)
to the management of carers leave and the policy
regarding the right to request flexible work is provide such information as is reasonably
available on our intranet. necessary to enable the documents to be
identified.
Freedom of Information requests should be
sent to:
Ms Franca Chick
Manager Freedom of Information and
Information Privacy
VicRoads
Level 5, 60 Denmark Street
KEW VIC 3101
50
The words you are searching are inside this book. To get more targeted content, please make full-text search by clicking here.
VicRoads Annual Report 2013-14
Discover the best professional documents and content resources in AnyFlip Document Base.
Search