2019–20 Corporate Plan

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cover image of corporate plan 2019-2020

2019–20 Corporate Plan
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Introduction

It's my pleasure to introduce the Department of Infrastructure, Transport, Cities and Regional Development 2019–20 Corporate Plan. The plan outlines the environment we work in, the results we will deliver, and how we will build our organisational capability over the next four years.

This year, the plan features the department's new vision: Great Cities. Strong Regions. Connecting Australians. The vision brings together our purposes and values under a mission that reflects the programs we deliver for the government.

In delivering our programs, we acknowledge the Traditional Custodians of this country and their enduring connection to the land and waters. This underpins our vision. We are committed to empowering and supporting Aboriginal and Torres Strait Islander peoples through our work and actions.

Great cities are achieved through partnerships between government and local communities that help create jobs and drive economic growth. We support strong regions across Australia by building the sustainability, capacity and diversity of local economies through partnerships, reforms, and financial assistance. We connect Australians by supporting a transport system that is efficient, sustainable, competitive and safe. We advise the government about the delivery of infrastructure that supports economic growth and productivity to enhance connections.

Our Infrastructure Group will contribute to the deliver of a number of major projects in 2019-20, including the $9.3 billion Melbourne to Brisbane Inland Rail project, the $5.3 billion Western Sydney International (Nancy-Bird Walton) Airport, and the government's 10 year $100 billion infrastructure plan for Australia. Our delivery of the government's infrastructure plan is helping people get home sooner and more safely.

The Transport Group continues to support infrastructure developments for major airports and regional airports, ensure the supply of safe road vehicles into the Australian market and work with states and territories to prepare for the introduction of new transport technologies. The establishment of the Office of Road Safety demonstrates the government's commitment to improving road safety across Australia.

Our Regional and Territories Group delivers projects and services to support people and communities in regional and remote Australia. Helping to deliver the government's response to the drought, implementing regional deals and ensuring continuity of service delivery on Norfolk Island, the Indian Ocean Territories and Jervis Bay Territory are priorities in 2019-20. The delivery of the regional, local government and territories programs provide people in regional and remote communities with access to vital services and opportunities.

The programs delivered by the department support economic and social sustainability in communities across Australia. This contributes to Australia's implementation of the United Nation's Sustainable Development Goals for road safety, infrastructure investment, cities, surface transport, and air transport.

This plan will guide the department's performance over the year ahead. Our capability priorities for leadership, risk and diversity are supported by our values. We aim to be influential, professional, respectful and dynamic. These elements provide the foundation to grow our capability and successfully deliver government priorities for Great Cities. Strong Regions. Connecting Australians.

Dr Steven Kennedy PSM
Secretary

Operating environment

Strategic priorities

Consistent with our vision: Great Cities. Strong Regions. Connecting Australians, the department's strategic priorities for 2019–20 are to:

  • help deliver the government's transport infrastructure commitments to make people's journey to work and home—and the movement of freight—faster, safer and easier
  • grow and connect our regions and territories through better infrastructure and services that meets the needs of local communities
  • make our cities more liveable—and boost economic growth—through high quality City Deals, better urban infrastructure, and better planning and management
  • build water infrastructure to support the growth of regional Australia

We pursue our vision through our purposes, outcomes and budget programs:

Trends in our operating environment

Our work is influenced by major forces shaping Australia's economic and social environment including:

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Measuring our performance

Good performance information demonstrates the extent to which the department is meeting its purposes through the activities we undertake.

The department continues to evolve the approach we take to monitoring and reporting on the performance of our programs and delivery of outcomes. We set ambitious targets to reflect the department's purpose and to show how programs the department delivers contribute to outcomes for the Australian community now and into the future.

Success measures

There are two types of measures in our program performance framework:

  • Project impact measures: these measure the direct impact of our projects and activities. For example, there is a direct link between the department's work to liberalise air services arrangements and the opportunities available to Australian airlines in international aviation markets.
  • Whole-of-community measures: these measures focus on the Australian community outcomes we work to influence through our programs. Our programs contribute to the benefits we measure but there are a greater number of factors at play in the delivery of these results. For example, a number of factors beyond the department's control influence the volume of freight. The department's activities support safe and efficient freight transport through our transport and infrastructure programs. These measures are marked with whole of government measure throughout the tables.

Both types of success measures outline how our programs contribute to Great Cities. Strong Regions. Connecting Australians.

Activities

OUTCOME 1 Improved infrastructure across Australia through investment in and coordination of transport and other infrastructure

Supporting economic growth through transport

Increasing transport access

Making travel safer

Supporting regional development, local communities and cities

Environment

Great cities and strong regions require effective infrastructure to connect Australians. Population growth is driving changing infrastructure needs in our major cities. The spatial distribution of population and economic growth are also changing many of our regions. Our Infrastructure Investment Program optimises the impact of public investment in infrastructure and supports growth and productivity.

Several of our divisions contribute to improving infrastructure across Australia by facilitating investment that supports efficiency, access and safety of Australia's land transport infrastructure. This strengthens the Australian economy by improving the connectivity of communities and freight, helping to deliver jobs, improve living standards, and building opportunities across Australia.

Program 1.1—Infrastructure Investment

The Infrastructure Investment Program contributes to Outcome 1. It supports economic growth, makes travel safer, increases transport access and supports regional development.

Australians benefit from infrastructure investment through projects, programs and policies that:

  • support economic growth by improving transport efficiency and sustainability
  • connect people, communities, businesses and markets by improving transport access
  • make travel safer by improving transport infrastructure
  • support regional and community development by improving standards of living and building community capability

Over the forward years of this plan, we will:

  • manage the government's infrastructure investment programs to deliver efficiency-enhancing road and rail projects in partnership with state, territory and local governments
  • develop options and provide policy advice to optimise the impact of infrastructure investment, including potential priority projects, funding and financing, and land transport market reforms
  • enhance connections with and between regional communities and economies by investing in transformative transport infrastructure
Key activities2019–202020–212021–222022–23
Manage the Infrastructure Investment Program, including by implementing:
  • road and rail commitments through the 2019–20 Budget
  • the government's land transport sub-programs—Roads to Recovery, Black Spot, Bridges Renewal and the Heavy Vehicle Safety and Productivity
  • concessional loan agreements
active
active
active
active
Oversee implementation of the Indigenous Employment and Supplier-Use Infrastructure Framework established under the new National Partnership Agreement on Land Transport Infrastructure Projects
active
active
active
active
Provide strategic advice to government on infrastructure policy issues including:
  • detailed project reviews and advice on implementation options for land transport projects
  • managing governance arrangements for Roads of Strategic Importance, the Urban Congestion Fund and Major Business Case Fund
  • implementing the government's role as an informed investor to ensure value for money
  • managing governance arrangements for Infrastructure Australia, the Infrastructure Project Financing Agency and the National Faster Rail Agency
active
active
active
Work in partnership with state and territory governments and industry to implement heavy vehicle road reform and investigate pathways towards full market reform
active
active
active
active
Undertake cost estimation, assurance and compliance reviews to improve transport infrastructure decision-making and delivery through sound management in partnership with the jurisdictions
active
active
active
active
Oversee delivery of inland rail
active
active
active
active
Oversee business cases to consider the development of intermodal terminals in Melbourne and Brisbane to support inland rail services
active
Oversee development of feasibility studies and strategic business cases for Inland Rail Interface Improvement Program
active
active
Shareholder oversight of the Australian Rail Track Corporation
active
active
active
active
Establish the National Faster Rail Agency
active
Work with the Victorian Government to oversee delivery of the Melbourne Airport Rail Link detailed business case and project
active
active
active
active
Progress national rail policy reform to ensure efficient and effective rail investments and markets
active
active
active
active
Oversee construction of the Moorebank Intermodal Terminal
active
active
active
Work with the New South Wales Government to oversee delivery of the first stage of the North South Rail Link project
active
active
active
active
Success measures
What will be measured?Target
2019–202020–21 and beyond
whole of government measure

1. Volume of freight

Departmental contribution

1.1 Effective administration of investment in road infrastructure
1.2 Effective administration of investment in rail infrastructure
1.3 The percentage of road projects with government funding of $100 million or more that have been subject to a business case assessment (target 100%)
1.4 The percentage of rail projects with government funding of $100 million or more that have been subject to a business case assessment (target 100%)

Increased 10 year rolling average
Source: BITRE Australian Infrastructure Yearbook
Methodology: BITRE data analysis

2. Expected travel time savings arising from road projects in the Infrastructure Investment Program receiving $400 million or more in Australian Government funding

Departmental contribution

2.1 Effective administration of investment in road infrastructure
2.2 The percentage of road projects with government funding of $400 million or more that have been subject to a business case assessment (target 100%)

Reduced travel times
Source: Project proposal and post-completion reports
Methodology: Time savings to be measured as the total expected time savings benefits (AUD) of projects carried out in the financial year
whole of government measure

3. Number of road fatalities

Departmental contribution

3.1 Effective administration of investment in road infrastructure
3.2 The percentage of road vehicle standards which are harmonised with international standards (>90% harmonised with international standards)

1,016 or fewer fatalities
New targets to be set as part of the next National Road Safety Strategy
Source: BITRE Australian Road Deaths database
Methodology: BITRE data analysis
whole of government measure

4. Serious injuries due to road crashes

Departmental contribution

4.1 Effective administration of investment in road infrastructure
4.2 The percentage of road vehicle standards which are harmonised with international standards (>90% harmonised with international standards)

Establish a baseline Reduced relative to 2019–20 baseline
Source: departmental records
Methodology: the department will establish baseline indicators in consultation with states and territories in 2019–20
whole of government measure

5. Number of rail fatalities

Departmental contribution

5.1 Effective administration of investment in rail infrastructure Rail fatalities reduce, relative to 2017–18 baseline

Rail fatalities reduce, relative to 2017–18 baseline Rail fatalities continue to reduce over time Rail fatalities continue to reduce over time
Source: Office of the National Rail Safety Regulator (ONRSR)
Methodology: BITRE analysis of ONRSR data

6. Number of jobs supported over the life of projects, from infrastructure investment projects underway during the financial year (based on proponent reported data)

Departmental contribution

6.1 Effective administration of investment in road infrastructure
6.2 Effective administration of investment in rail infrastructure
6.3 Effective administration of investment through the regional development program

Finalising improved processes for proponent reported data to demonstrate jobs supported through infrastructure investment projects Jobs continue to be generated by infrastructure investment projects
Source: project proponents' proposal reports and other relevant information
Methodology: departmental data analysis

Note: Target for increased community understanding of road funding issues that was published in the 2019-20 Portfolio Budget Statements has been removed. The department is currently reviewing the suitability of the target and will present a revised approach to measuring program impact for 2020–21

OUTCOME 2 An efficient, sustainable, competitive, safe and secure transport system for all transport users through regulation, financial assistance and safety investigations

Supporting economic growth through transport

Making travel safer

Increasing transport access

Supporting regional development, local communities and cities

Environment

Outcome 2 supports connecting Australians to different transport modes with a transport system that is efficient, sustainable, competitive, safe and productive. The transport programs are central to connecting Australians to their jobs, communities and essential services. We work to facilitate increased access and reduce the number and severity of safety incidents across all transport modes by managing the government's infrastructure investment, surface transport and air transport budget programs.

Program 2.1 Surface Transport, Program 2.2 Road Safety, and Program 2.3 Air Transport contribute to Outcome 2. They benefit all Australians by delivering an efficient, sustainable, competitive and safe transport system for all transport users through regulation, financial assistance and safety investigations that deliver on four of the department's five purposes.

Program 2.1—Surface Transport

The surface transport program supports economic growth, makes travel safer and increases transport access. It delivers programs, policies and regulation for efficient, sustainable, safer and better-connected road, rail and maritime sectors.
Australians benefit from surface transport programs, policies and regulations that:

  • improve travel safety and minimise the number and severity of incidents in the road, rail and maritime sectors
  • support economic growth by improving transport efficiency and sustainability
  • connect people, communities, businesses and markets by improving transport access

Over the forward years of this plan, we will:

  • provide analysis and policy advice on:
    • national road, rail and maritime operations, safety and productivity
    • licencing and registration arrangements for heavy vehicles and maritime operators
    • coastal shipping regulation, the Tasmanian transport schemes, Part X of the Competition and Consumer Act 2010, and the Shipping Reform (Tax Incentives) Act 2012
    • access to public transport for people with a disability
  • influence global developments in the transport sector through international forums
  • encourage the trial and adoption of new technologies which improve efficiency, sustainability and safety, including automated and connected vehicles
  • maintain the regulatory framework for an efficient, environmentally sustainable surface transport system that can meet projected growth and support the freight supply chain
Key activities2019–202020–212021–222022–23
Progress the review of noxious emissions standards for light and heavy vehicles
active
Progress implementation of the maritime greenhouse gas reduction strategy at the International Maritime Organization
active
active
active
active
Implement a national infrastructure data collection and dissemination plan to improve the way data is collected, shared and used to guide decision making
active
active
active
active
Provide Commonwealth leadership across governments, industry and the research and development community to prepare for commercial launch of future transport technologies in Australia, and ensure they are deployed safely and legally
active
active
active
Complete the third review of the Disability Standards for Accessible Public Transport 2002 (to be completed 2019–20) and progress modernisation of these standards
active
active
active
active
Implement the National Freight and Supply Chain Strategy and Action Plan
active
active
active
Design a national freight data hub—including arrangements for data collection, protection, dissemination and hosting—and a freight data exchange pilot to allow real-time access to freight data
active
active
active
Success measures
What will be measured?Target
2019–202020–21 and beyond
whole of government measure

7. Volume of freight

Departmental contribution

7.1 Effective administration of investment in road infrastructure
7.2 Effective administration of investment in rail infrastructure
7.3 Delivery of the National Freight and Supply Chain Strategy and Action Plan
7.4 Funding assistance provided to shippers through the Tasmanian Freight Equalisation Scheme

Increased 10 year rolling average
Source: BITRE Australian Infrastructure Yearbook
Methodology: BITRE data analysis
whole of government measure

8. Transport CO2 equivalent emissions (a)

Departmental contribution

8.1 Bilateral and multilateral engagements with identified states (and international forums) to encourage technical, operational and economic measures for reducing global emissions
8.2 Agreement and implementation of international arrangements to address emissions from international aviation
8.3 Provide advice and implement current government climate change policies with regard to the surface transport sector

Decreased 10 year rolling average
Source: BITRE Australian Infrastructure Yearbook
Methodology: BITRE data analysis
whole of government measure

9. Number of road fatalities

Departmental contribution

9.1 Effective administration of investment in road infrastructure
9.2 The percentage of road vehicle standards which are harmonised with international standards (>90% harmonised with international standards)
9.3 Provide national leadership through the Council of Australian
Governments Transport and Infrastructure Council
9.4 Through the Office of Road Safety, administer road safety programs targeting priority areas in Australia's road safety agenda, towards a target of zero deaths on our roads by 2050

New targets to be set as part of the next National Road Safety Strategy
Source: BITRE Australian Road Deaths database
Methodology: BITRE data analysis
whole of government measure

10. Serious injuries due to road crashes

Departmental contribution

10.1 Effective administration of investment in road infrastructure
10.2 The percentage of road vehicle standards which are harmonised with international standards (>90% harmonised with international standards)
10.3 Provide national leadership through the Council of Australian Governments' Transport and Infrastructure Council

Establish a baseline Reduced relative to 2019–20 baseline
Source: departmental records
Methodology: The department will establish baseline indicators in consultation with states and territories in 2019–20
whole of government measure

11. Number of rail fatalities

Departmental contribution

11.1 Effective administration of investment in rail infrastructure

Rail fatalities reduce, relative to 2017–18 baseline Decreased 10 year rolling average
Source: Office of the National Rail Safety Regulator (ONRSR)
Methodology: BITRE analysis of ONRSR data
whole of government measure

12. Number of maritime fatalities

Departmental contribution

12.1 Effective administration of maritime safety legislation

Towards zero in 2019–20 Towards zero
Source: Australian Transport Safety Bureau (ATSB 2017, Maritime Occurrence Database)
Methodology: BITRE analysis of ATSB data

(a) Measurement considers CO2 equivalent emissions across the domestic transport sector including road vehicles, rail (excluding electric), domestic maritime and domestic aviation.

Program 2.2—Road Safety

The road safety program makes travel safer by coordinating a national strategic approach to improving road safety, and working to make vehicles safer for all road users. This program is linked to Program 1.1 Infrastructure Investment and Program 2.1 Surface Transport. Together these programs deliver road safety outcomes and a national strategic approach to improving road safety, and work to make vehicles safer for all road users.

Australians benefit from road safety programs as they make travel safer by:

  • coordinating a national strategic approach to road safety
  • working to make vehicles safer for all road users
  • supporting economic growth by improving transport efficiency and sustainability
  • connecting people, communities, businesses and markets through better transport access

Over the forward years of this plan, we will:

  • develop, manage and deliver the government's new and existing road safety programs, through the Office of Road Safety, including the Road Safety Awareness and Enablers Fund, the Road Safety Innovation Fund, and keys2drive
  • work closely with state, territory and local governments through the Council of Australian Governments' Transport and Infrastructure Council and other stakeholders lead development of a new National Road Safety Strategy to commence from 2021
  • represent Australia at international road safety forums
  • maintain the regulatory framework for supply of safe vehicles to the Australian market, including maintaining a proportionate, risk-based policy approach to vehicle safety systems
Key activities2019–202020–212021–222022–23
Establish the Office of Road Safety and progress development of the next National Road Safety Strategy to achieve a target of zero deaths on our roads by 2050
active
active
active
active
Lead coordination actions to reduce national road trauma and develop policy advice to embed the Safe System approach in government programs
active
active
active
active
Develop, manage and deliver the government's road safety programs
active
active
active
active
Continue to coordinate delivery arrangements for the National Road Safety Strategy 2011–2020 and the National Road Safety Action Plan 2018–2020
active
active
Finalise the Australian Government's response to the National Road Safety Strategy 2011–2020 inquiry
active
Maintain the regulatory framework for supply of safe vehicles to the Australian market
active
active
active
active
Implement the Road Vehicle Standards Act 2018
active
active
active
active
Success measures
What will be measured?Target
2019–202020–21 and beyond

whole of government measure

13. Number of road fatalities

Departmental contribution

13.1 Effective administration of investment in road infrastructure
13.2 The percentage of road vehicle standards which are harmonised with international standards (>90% harmonised with international standards)
13.3 Coordinate the National Road Safety Action Plan 2018–2020 through the Council of Australian Governments' Transport and Infrastructure Council
13.4 Through the Office of Road Safety, administer road safety programs targeting priority areas in Australia's road safety agenda towards a target of zero deaths on our roads by 2050

1,016 or fewer fatalities New targets to be set as part of the next National Road Safety Strategy
Source: BITRE Australian Road Deaths Database
Methodology: BITRE data analysis

whole of government measure

14. Serious injuries due to road crashes

Departmental contribution

14.1 Effective administration of investment in road infrastructure
14.2 The percentage of road vehicle standards which are harmonised with international standards (>90% harmonised with international standards)
14.3 Coordinate the National Road Safety Action Plan 2018–2020 through the Council of Australian Governments' Transport and Infrastructure Council

Establish a baseline Reduced relative to 2019–20 baseline
Source: departmental records
Methodology: the department will establish baseline indicators in consultation with states and territories in 2019–20
Program 2.3—Air Transport

The air transport program makes travel safer, supports economic growth and increases transport access by ensuring the aviation industry operates within a clear and robust safety, planning and environmental regulatory framework.

Australians benefit from air transport programs that make travel safer by ensuring the aviation industry:

  • operates within a clear and robust safety, planning and environmental regulatory framework
  • supports economic growth by improving transport efficiency and sustainability
  • connects people, communities, businesses and markets by improving transport access

By delivering on these purposes, the air transport program contributes to the outcome of an efficient, sustainable, competitive and safe transport system for all transport users.

Over the forward years of this plan, we will:

  • manage the government's air transport programs, including:
    • overseeing development of the Western Sydney International (Nancy-Bird Walton) Airport
    • maintaining a leading role in the International Civil Aviation Organization (ICAO)
    • developing and implementing capacity building programs with our neighbouring economies
  • develop options and provide policy advice on promoting safe air transport
  • support investment in aviation infrastructure including regional airports
  • work with our portfolio agencies to maintain the regulatory framework for a competitive, sustainable, safe international and domestic air transport system
  • influence global developments in the air transport sector through international forums
Key activities2019–202020–212021–222022–23
Lead preparations for the 2019 ICAO General Assembly
active
Work closely with stakeholders to finalise land acquisitions and manage broader implications of Melbourne Airport's Third Runway development program
active
active
Engage with the National Airports Safeguarding Advisory Group to progress key elements of the National Airports Safeguarding Framework to ensure safety of both aviation operations and communities near airports
active
active
active
active
Contribute to whole-of-government activities to address per and poly-fluoroalkyl substances (PFAS) contamination, and support management of PFAS at federally-leased airports and other sites
active
active
active
active
Provide capacity building assistance to Indonesia and Papua New Guinea to improve transport safety and security outcomes
active
active
active
active
Participate in the development of ICAO's carbon offsetting and reduction scheme for international aviation. This includes by overseeing the scheme's implementation in Australia and supporting measures taken by Australia's international airlines and regional partners in their implementation
active
active
active
active
Continue to pursue more liberalised bilateral air services arrangements focusing on countries where there are capacity constraints
active
active
active
active
Progress the Western Sydney International (Nancy-Bird Walton) Airport, and Western Sydney City Deal and related developments
active
active
active
active
Administer funding under the Regional Airports Program to undertake essential works, promoting aviation safety and access for communities
active
active
active
active
Success measures
What will be measured?Target
2019–202020–21 and beyond
whole of government measure

15. Volume of freight

Departmental contribution

15.1 Effective administration of investment in air transport infrastructure
15.2 Administration of regulatory and policy arrangements for airports is proportionate and risk based

Increased 10 year rolling average
Source: BITRE Australian Infrastructure Yearbook
Methodology: BITRE data analysis
whole of government measure

16. Transport CO2 equivalent emissions (a)

Departmental contribution

16.1 Bilateral and multilateral engagements with identified states (and international forums) to encourage technical, operational and economic measures for reducing global emissions
16.2 Agreement and implementation of international arrangements to address emissions from international aviation

Decreased 10 year rolling average
Source: BITRE Australian Infrastructure Yearbook
Methodology: BITRE data analysis

17. Passenger movements, aviation sector

Departmental contribution

17.1 Increased capacity as a result of major airport development plans processed
17.2 Air services agreements negotiated
17.3 Administration of regulatory and policy arrangements for airports is proportionate and risk based

Increased 10 year rolling average
Source: BITRE domestic and international aviation statistics
Methodology: BITRE data analysis
whole of government measure

18. Number of aviation fatalities

Departmental contribution

18.1 Updated Australian Airspace Policy Statement in place
18.2 Aviation policy recommendations by the Australian Transport Safety Bureau (ATSB) are actioned
18.3 Administration of regulatory and policy arrangements for airports is proportionate and risk based

10 year average to 2018 is <33.6 fatalities="" td=""> Decreased 10 year rolling average
Source: ATSB Aviation Occurrence Statistics Report
Methodology: BITRE analysis of ATSB data

19. Level of aviation capacity (passenger and freight) available to major city airports under Australia's air services arrangements

Departmental contribution

19.1 Increased capacity as a result of airport major development plans processed
19.2 The proportion of increased capacity negotiated in respective air services arrangements

Increased compared to previous year
Source: department records on air services arrangements, including the Register of Available Capacity Methodology: departmental data analysis

20. Level of aviation capacity (passenger and freight) available in international aviation markets under Australia's air services arrangements

Departmental contribution

20.1 Air services agreements negotiated

Increased compared to previous year
Source: departmental records on air services arrangements, including the Register of Available Capacity Methodology: departmental data analysis

21. Opportunities available to Australian airlines in international Increased compared to previous year aviation markets

Departmental contribution

21.1 Air services agreements negotiated

Increased compared to previous year
Source: departmental records on air services arrangements, including the Register of Available Capacity Methodology: departmental data analysis

22. Number of remote communities that receive support from the department for aerodrome infrastructure projects and air services

Departmental contribution

22.1 Funding assistance provided to airlines serving remote communities through the Airservices Australia enroute charges payment scheme

Increased compared to previous year
Source: monthly reports from each airline contracted to provide designated services
Methodology: department data analysis

23. Improved access to aviation services for Western Sydney

Departmental contribution

23.1 Effective administration of project deed and associated agreements
23.2 Effective administration and implementation of Airport Plan Conditions

Planning and delivery is consistent with the Western Sydney Airport Plan
Source: Western Sydney Airport Plan, the project deed, and department reports
Methodology: department data analysis

(a) Measurement considers CO2 equivalent emissions across the domestic transport sector including road vehicles, rail (excluding electric), domestic maritime and domestic aviation.

OUTCOME 3 Strengthening the sustainability, capacity and diversity of our cities and regional economies including through facilitating local partnerships between all levels of government and local communities; through reforms that stimulate economic growth; and providing grants and financial assistance

Supporting regional development, local communities and cities

Environment

Great cities and strong regions depend on government, business and the Australian community working together. We facilitate partnerships between government and local communities that help create jobs, drive economic growth and build stronger regional communities.

The drivers of wellbeing in our regions and cities are highly complex; our regions are diverse and changes to the national economy can affect individual regions in different ways. We share this responsibility with state, territory and local governments and other local stakeholders, and we work closely with them to achieve this purpose.

Program 3.1 Regional Development, Program 3.2 Local Government and Program 3.3 Cities contribute to Outcome 3 and provide benefits to people in regional areas. They help strengthen the sustainability, capacity and diversity of our cities and regional economies through partnerships, reforms, and through grants and financial assistance that deliver on one of our five purposes.

Program 3.1—Regional Development

This program benefits Australians in regional areas by supporting regional economic growth and builds stronger local communities through:

  • regionally focused stakeholder consultation and engagement
  • research
  • policy development
  • program delivery activities to create jobs, drive regional economic growth and build stronger regional communities

Over the forward years of this plan, we will:

  • manage the government's regional development programs to deliver projects which support the economic growth and liveability of regions
  • provide policy advice on developing regional Australia, including more resilient local economies
Key activities2019–202020–212021–222022–23
Lead the development of a regional policy framework
active
active
active
active
Build a stronger evidence base to support Australian Government investment in regions
active
active
active
active
Deliver the 2020 Regional Ministerial Budget Statement and subsequent annual Regional Ministerial Budget Statements
active
active
active
active
Deliver on the government's 2019 election commitments which are funded through programs administered by the department
active
active
active
active
Deliver Round 4 of the Building Better Regions Fund, and Round 5 of the Stronger Communities Program
active
active
active
active
Relocate the department's Regional Programs Branch to Orange as part of the government's commitment to decentralisation
active
Deliver water infrastructure commitments, including the $1.3 billion National Water Infrastructure Development Fund and $2 billion National Water Infrastructure Loan Facility, and manage arrangements for the Regional Investment Corporation to deliver water loans
active
active
active
active
Support whole-of-government drought efforts and outreach activities, including delivery of the department's drought related programs
active
active
active
active
Implement the Barkly Regional Deal
active
active
active
active
Success measures
What will be measured?Target
2019–202020–21 and beyond
whole of government measure

24. Number of employed persons outside capital cities

Departmental contribution

24.1 Effective administration of investment through the regional development programs
24.2 The number of public sector jobs outside central Sydney, central Melbourne and Canberra
24.3 Maximise effectiveness of Regional Development Australia committees

Increased compared to previous year
Source: ABS 2017, Labour Force, Australia, Detailed Electronic Delivery, Cat. No. 6291.0.55.001 Methodology: BITRE analysis of data
whole of government measure

25. Real disposable income for low and middle income households outside capital cities

Departmental contribution

25.1 Effective administration of investment through the regional development program
25.2 Maximise the effectiveness of Regional Development Australia committees operating throughout Australia

Increased from 2015–16 to 2017–18 Increased compared to previous report (data is released every two years)
Source: data published every two years in ABS Cat. No. 6523.0—Household Income and Wealth Australia Methodology: BITRE analysis of data

26. Regional investment supports jobs and regional growth

Departmental contribution

26.1 Effective administration of investment through the regional development programs
26.2 Regional Development Australia committees assist applicants to develop project proposals which include processes for measuring and reporting on project outcomes

Demonstrated positive impact on jobs and regional growth
Source: applicant information about expected and actual job impacts of funded projects
Rolling monitoring and evaluation activities for specific regional programs as agreed in an annual program
Methodology: department data analysis

27. Partnerships with all levels of government and the private sector
to deliver regional development outcomes

Departmental contribution

27.1 The department will develop and maintain stakeholder links to deliver regional development programs more effectively
27.2 We will maximise the effectiveness of Regional Development Australia committees operating throughout Australia
27.3 We will embed partnerships in the regional deals model and use these to deliver regional deals in the three pilot regions

Partnerships developed and maintained to underpin regional development programs and policies
Source: annual business plans and performance reports from Regional Development Australia committees, department assessments of committee plans and reports, records of performance discussions, action plans to address under performance and stakeholder feedback
Methodology: departmental data analysis

28. Increase in water available (ML) through water infrastructure projects funded

Departmental contribution

28.1 Management of National Water Infrastructure Development Fund
28.2 Management of National Water Infrastructure Loans Facility

Available water for use is increased
Source: data from water infrastructure projects funded
Methodology: departmental data analysis
Program 3.2—Local Government

The local government program supports regional development and local communities by delivering policy advice to the government. Financial assistance is also provided to local governments to strengthen their capacity and better support local communities.

Australians, wherever they live, benefit from local programs that support service delivery. By providing policy advice and financial assistance, the Commonwealth strengthens local government and helps it better support its communities. Through this support, the Local Government Program helps strengthen the sustainability, capacity and diversity of our cities and towns, and boosts local economies.

Over the forward years of this plan, we will:

  • manage local government programs including the Financial Assistance Grants program and the National Awards for Local Government
  • provide policy advice on local government
Key activities2019–202020–212021–222022–23
Deliver the Financial Assistance Grants program in accordance with the Local Government (Financial Assistance) Act 1995, and improve understanding of sustainability impacts on local government
active
active
active
active
Success measures
What will be measured?Target
2019–202020–21 and beyond

29. Financial assistance is provided to support equitable levels of services by local government bodies

Departmental contribution

29.1 Management of funding provided through the Financial Assistance Grant program for local government bodies

Financial assistance is provided in accordance with the Local Government (Financial Assistance) Act 1995
Source: departmental records
Methodology: annual ANAO audit
Program 3.3—Cities

The cities program provides programs and policy to increase the productivity, accessibility and liveability of our cities, big and small.

Australians in our cities benefit from programs that support productivity, accessibility and liveability. By delivering on this purpose, the Cities Program helps strengthen the sustainability, capacity and diversity of our cities and regional economies.

Over the forward years of this plan, we will:

  • provide informed, consistent and influential advice to key stakeholders, including Ministers, on the government's cities agenda
  • continue to deliver the government's cities agenda by:
    • bringing together three levels of government, the community and private sector to create place based partnerships, which focus on aligning planning, investment and governance to accelerate growth and job creation, stimulate urban renewal and drive economic reforms
    • delivering the Government's Smart Cities and Suburbs Program
    • monitoring the performance of Australian cities through the National Cities Performance Framework
Key activities2019–202020–212021–222022–23
Develop, implement and review City Deals
active
active
active
active
Lead development on cities policy, incuding sustainability
active
active
active
active
Contribute to whole-of-government activities including the Sustainable Development Goals and the Indigenous Advancement Strategy
active
active
active
active
Deliver, monitor and evaluate the Smart Cities and Suburbs Program and advise on smart cities policy
active
Success measures
What will be measured?Target
2019–202020–21 and beyond
whole of government measure

30. Improved liveability and increased Productivity in Australia's cities

Departmental contribution

30.1 City deals are negotiated and implemented, which leverage existing and new Government investments in cities to deliver a shared vision
30.2 Develop and implement the Australian Government's cities policy
30.3 Effective administration of the Smart Cities and Suburbs Program

Improvement in National Cities Performance Framework indicators for liveability and productivity Improvement in indicators over time
Source: National Cities Performance Framework and information from City Deals progress reporting
Methodology: departmental data analysis
whole of government measure

31. Improved access to jobs and reduced congestion in Australia's cities

Departmental contribution

31.1 City deals are negotiated and implemented which leverage existing and new Government investments in cities to deliver a shared vision
31.2 Develop and implement the Australian Government's cities policy
31.3 Effective administration of the Smart Cities and Suburbs Program

Improvement in National Cities Performance Framework indicators for access to jobs and reduced congestion Improvement in indicators over time
Source: National Cities Performance Framework and information from City Deals progress reporting
Methodology: departmental data analysis

OUTCOME 4 Good governance in the Australian territories through the maintenance and improvement of the overarching legislative framework for self-governing territories, and laws and services for non-self-governing territories

Providing good governance in the territories

Environment

The territories program supports residents of territories to be connected to services and ensures they are strong regions. Good governance in the territories also relies on the commitment, contributions and efforts of a large number of stakeholders. We share this responsibility with other government entities, state and local governments, service providers and local stakeholders. We work closely with these groups to achieve this purpose.

Program 4.1—Services to territories

This program provides good governance in all Australian territories, including the self-governing Australian Capital Territory (ACT) and Northern Territory, and non-self-governing Indian Ocean Territories, Norfolk Island, and the Jervis Bay Territory by maintaining and improving the overarching legislative framework. In addition it provides direct services, laws and infrastructure to the Indian Ocean Territories, Norfolk Island and Jervis Bay Territory.

The program contributes to Outcome 4 and supports the department's purpose ‘providing good governance in the territories.’

People living and working in Australian territories benefit from good governance arrangements, including fit for purpose legislative frameworks. Those living in the Indian Ocean Territories, Norfolk Island and the Jervis Bay Territory benefit from services, laws and infrastructure which are delivered directly under the program.

Over the forward years of this plan, we will:

  • continue to manage government services to territories, in particular to deliver essential services and infrastructure in the Indian Ocean Territories, Norfolk Island and the Jervis Bay Territory
  • develop options and provide policy advice on supporting Australia's territories, including:
    • oversight of the government's interest in the ACT and Northern Territory
    • maintaining service delivery, governance and legal frameworks to the Indian Ocean Territories,
      Norfolk Island and the Jervis Bay Territory
    • supporting economic growth and diversity in the external territories
  • maintain assets to ensure the continued delivery of essential services, including an asset management framework to support effective and efficient maintenance, repair and replacement
Key activities2019–202020–212021–222022–23
Support the continued delivery of state type services in Norfolk Island and implement long-term service delivery arrangements with the Norfolk Island community and service delivery partners
active
active
active
active
Support economic growth and diversity in the external territories and the Jervis Bay Territory
active
active
active
active
Support the delivery of high quality health services to the Indian Ocean Territories through the development and implementation of a Five Year Strategic Plan for the Indian Ocean Territories Health Service
active
active
Deliver the Christmas Island Strategic Assessment, including a heritage management plan
active
active
Develop an asset management system which delivers an adequate and well maintained asset base, and supports delivery of essential services to communities
active
active
active
active
Establish the necessary legislative and administrative arrangements to ensure effective oversight of the Norfolk Island Regional Council election in September 2020
active
active
Continue to review service delivery arrangements for the Jervis Bay Territory with a view to establishing more specific service delivery agreements for state government-type services
active
active
What will be measured?Target
2019–202020–21 and beyond

32. Communities in the external territories and Jervis Bay Territory have comparable services and essential infrastructure to mainland Australia

Departmental contribution

32.1 Service delivery arrangements and contracts in place for Norfolk Island
32.2 Service delivery arrangements and contracts in place for the Indian Ocean Territories
32.3 Service Delivery arrangements and contracts in place for the Jervis Bay Territory

Service delivery arrangements and contracts deliver comparable services and essential infrastructure to mainland Australia
Source: reporting by service providers
Methodology: analysis of reporting from service providers

33. Legal and governance frameworks in the external territories and Jervis Bay Territory are appropriate for the protection and wellbeing of the communities

Departmental contribution

33.1 Legislation is administered to provide for applied law powers and functions in the external territories and the Jervis Bay Territory

Legal and governance frameworks comparable to mainland Australia
Source: review of state-type frameworks and advice from state service providers
Methodology: analysis of state level framework and advice

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Capability

Our vision highlights our commitment to developing the department's workforce

Our people are central to achieving our vision.
We invest in, trust and care about our people.
We create a fulfilling, flexible and supportive workplace that helps our people achieve their goals.
We invest in the tools, systems and training our people need to do their jobs.

Throughout 2019–20 we'll work to embed this vision across the department. We will achieve this through three priority strategies:

Leadership

Leadership, at all levels, is central to our capability.

For 2019-20, we will strengthen senior leadership capability by ensuring we embrace, are ready for, and effectively manage organisational change. This includes building middle manager capability and ensuring entry-level capability development programs support our future leadership pipeline. This will empower our people to engage collaboratively and respond to emerging opportunities

Risk culture and awareness

A positive risk culture promotes an open and proactive approach to managing risk.

We will define and promote the department's risk appetite through guidance and training, and establish an internal risk network to connect staff and encourage positive risk behaviours. This will be supported by ensuring risk management is part of our core skills. To enable this we will embed risk management principles in performance agreements, governance committees and Secretary's Awards.

Workforce diversity and inclusion

The department is building a culture that is inclusive of diversity and fosters positive engagement.

We are committed to leveraging workforce diversity. This means we recognise and respect the value of human differences, provide leadership that supports and embraces these differences and work to create an environment where all abilities and experiences can be harnessed.

Our capability is supported by our values

We aspire to be:

Influential
  • We seek to understand the needs and experiences of our partners and those affected by our work
  • We seek out and work well with others, using our networks to shape debate and deliver better outcomes
  • Our advice is sought after and valued, inside and outside of government
Dynamic
  • We are energetic, enthusiastic and strive to improve the way we work
  • We are prepared to take risks, reward
    innovation and learn from our mistakes
Professional
  • We are experts and respected in our fields
  • We take a view on the best outcome, now
    and into the future
  • We work hard to deliver high quality
    products and get the job done
Respectful
  • We value all people equally
  • We are inclusive and value diversity
  • We always act with honesty and integrity

Capability development

The department will focus on the following capabilities to support our leadership, risk and workforce diversity strategies.

CapabilityFocus
ICT
  • ICT systems support data, information and status reports to meet external stakeholder needs
  • platforms continue to evolve to support collaboration and mobility
  • territories offices have a better connected environment
Data and research
  • data-driven decisions inform policy design and implementation, and program delivery
  • research shapes evidence-based policy advice
Policy development
  • an improved framework is achieved—underpinned by best practice tools and processes—to increase participation, embed contestability, and facilitate timely, robust and influential policy advice
Workforce planning
  • operational workforce plans ensure we identify and manage succession planning, talent and critical roles
  • effective leadership is a focus at all levels
  • mobility is improved across the department to address retention issues
Public engagement
  • community engagement informs program design and delivery

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Risk management

The department engages with risk in our operating environment to deliver programs that are innovative, efficient and dynamic. A positive risk culture promotes an open and proactive approach to managing risks.

The department's risk appetite statement is:

We recognise it is not possible, or necessarily desirable, to eliminate all of the risks inherent in our work. Accepting some degree of risk in our business practices promotes efficiency and innovation. The department is willing to accept higher levels of risk when the potential benefits outweigh the negative consequences of risks. In doing so, we must be able to demonstrate we have made informed, evidence and risk based decisions.

The department has developed risk appetite and tolerance levels to manage categories of risks. Risk appetite and tolerance statements assist us in our decision making and help us determine the approach to controlling risks and prioritising resources.

Risk categories and sub-categoriesAppetite/Tolerance levelAppetite/Tolerance statement
LowModHigh
12345
People Workforce
risk

The department is committed to building a capable, professional and responsive workforce which enables the department to deliver on its priorities. We have moderate appetite for risks to the department's skills, knowledge and expertise.

We have a low tolerance for ongoing staff underperformance.

Work Health and Safety
risk
The department is committed to providing a safe workplace for all employees, visitors and contractors that is free, where reasonably practicable, from physical or psychological harm. We will maintain a proactive focus on mitigating risks and we will not tolerate death or serious injury when all preventable actions have been taken.
Governance Integrity and fraud
risk
The department recognises that there is a risk of fraud and corruption within our activities. We have a very low appetite for unethical behaviour and we will not tolerate fraud or corruption. We will take all reasonable steps to prevent, detect and respond to fraud.
Legal / compliance
risk
The department is committed to a high level of compliance with relevant legislation, regulation, best practice as well as internal policies and governance requirements. We have low risk appetite where we have taken all reasonable steps to understand the legislative environment that we operate in. We will not tolerate deliberate or purposeful violations of legislative or regulatory requirements. We have moderate tolerance for non-compliance with internal policies and procedures.
Financial and resources
risk
he department is committed to managing public resources efficiently, effectively, economically and ethically. We have a low risk appetite related to financial management. We have very low tolerance for systemic control failures or breakdowns and unexplained variances to administered finances.
Information, systems and security
risk
The department invests in processes, systems and technology to enable the department to achieve its purposes and objectives in an effective and efficient manner. We have low risk appetite related to security risks, information management processes and systems to support business requirements.

We have a very low tolerance for practices that result in damage to property/assets resulting in critical business failure, unmanageable information security breaches, encourage loss or unauthorised disclosure of sensitive information, or system unavailability beyond the agreed disaster recovery/business continuity recovery times.
Performance / Delivery Policy
development and advice
risk
The department engages with risk in order to take innovative approaches to policy development. We take risks commensurate with the complexity and uncertainty of the problem. We develop policy and provide advice based on evidence, data and research.

We have high risk appetite related to identifying, proposing and deploying innovative approaches or new ideas that support the achievement of our purposes, where we have appropriately scoped issues, consulted and adequately considered the associated risks and benefits.
Business outcomes (program, project, service delivery)
risk
The department is committed to delivering high quality business outcomes and we aim to improve outcomes through ongoing monitoring of performance and evaluation. The department has moderate risk appetite in the pursuit of innovation in achievement of business outcomes, where reasonable steps have been taken to implement effective governance arrangements.
Regulatory
risk
The department is committed to maintaining effective and efficient regulatory frameworks that are fit for purpose, proportionate to risk, and continuous improvement. We use a risk based approach to monitoring and compliance activities. We have moderate appetite for regulatory risks and we have low tolerance for systemic non-compliance.
Operations
risk
The department is committed to providing good legal and governance frameworks, comparable services to mainland Australia, and essential infrastructure for the territories. We have a moderate risk appetite for service delivery and we have low tolerance for risks to community wellbeing.
Reputation Ministers
risk
The department is committed to upholding our reputation and providing professional, impartial and reliable policy advice to our Ministers and their offices. We have very low tolerance for reputational damage resulting from the provision of inaccurate, partial or poorly timed advice.
Stakeholders
risk
Our relationships with stakeholders support our policy development and achievement of our purposes and objectives. We have moderate risk appetite for reputational damage arising from policy differences where we have engaged openly and robustly in a professional manner.
Other government (local, state, territory, federal)
risk
We recognise that acting for the Australian Government we may differ with the interests for other government entities and the states and territories. We will engage with respect and courtesy, but robustly, while maintaining the integrity of our relationships. We have moderate risk appetite for reputational damage arising from policy differences where we have engaged openly and robustly in a professional manner.

All employees—at every level and on every day—are responsible for identifying, assessing, reporting and managing risk. The department's enterprise risks and the way we manage them are set out below:

Enterprise risksManagement strategies
A workforce unable to meet the emerging needs of the government and community The executive board aligns people and resources with areas of greatest priority by implementing the strategic workforce plan.
Program outcomes not aligned with policy objectives The executive and the performance and assurance committee monitor program alignment with government policy. Our business plans link policy objectives with program outcomes and include corresponding performance measures.
Failure of service delivery or programs We engage with our external and internal stakeholders and delivery partners. We invest in our people, our systems and our processes to ensure our programs are robust and effective.
Failure to be an effective regulator The department has transparent processes and documentation to inform regulated organisations of their obligations, and to monitor compliance.
Failure to align and steer policy direction, and to communicate objectives, benefits and progress We maintain close engagement with our Ministers and key external stakeholders to ensure outputs align with government priorities.
Failure to effectively engage with key stakeholders The department engages regularly with key stakeholders—including ministers, Commonwealth, state and territory agencies and industry stakeholders—to deliver government priorities.
Integrity of staff is compromised resulting in complex unethical and or illegal practices Relevant policies, procedures and Accountable Authority Instructions are periodically reviewed. Our fraud control plan and fraud risk assessments are reviewed and updated twice a year or when significant changes occur. Fraud and ethical awareness training is mandated for all staff.
Our activities cause death or serious injury Policies are regularly updated and performance plans include mandatory work health and safety deliverables. We maintain regular engagement with health and safety representatives through the department's work health and safety committee and address issues promptly. Work health and safety training is mandated for all staff.

Planning and reporting framework

Our internal and external planning and reporting activities provide information on our resourcing, operations and performance which support the achievement of our outcomes and purposes. The relationship between these activities is illustrated in the diagram below. The framework allows us to set out what we plan to do at the beginning of the year and what we have achieved by the end of the year, but also to think longer-term and plan for the future.

Compliance with the Public Governance, Performance and Accountability Rule 2014

ItemTopicMatters to be included
1 Introduction The following:
  1. a statement that the plan is prepared for paragraph 35(1)(b) of the Act
  2. the reporting period for which the plan is prepared
  3. the reporting periods covered by the plan
2 Purposes The purposes of the entity
3 Environment The environment in which the entity will operate for each reporting period covered by the plan
4 Performamce For each reporting period covered by the plan, a summary of:
  1. how the entity will achieve the entity's purposes
  2. how any subsidiary of the entity will contribute to achieving the entity's purposes
  3. how the entity's performance will be measured and assessed in achieving the entity's purposes, including any measures, targets and assessments that will be used to measure and assess the entity's performance for the purposes of preparing the entity's annual performance statements under section 16F
5 Capability The key strategies and plans that the entity will implement in each reporting period covered by the plan to achieve the entity's purposes
6 Risk oversight and management A summary of the risk oversight and management systems of the entity for each reporting period covered by the plan (including any measures that will be implemented to ensure compliance with the finance law)

our vision

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Last Updated: 24 September, 2019