The Future Direction ofTransport for WA

Engineers Australia16 August, 2010

Reece WaldockDirector General Transport

WA Context – Transport Challenges

Economic Growth

Population Pressures

Economic Growth – Iron Ore

The Pilbara-Port Hedland Port Authority

Economic Growth WA - Ports

• Iron Ore• Oakajee

• Mt Anketell

• Cape Preston

• Port Hedland

• Gas• Ashburton North

• Kimberley LNG Precinct

• Port/Transport Challenges• Planning• Approvals• Development/Governance• Access/Allocation• Rail/other access corridors

Share of National Freight Task

Growth at twice the rateof population growth

Source: Aust Logistics Council Dispelling the Myths May 2007

“Across the world, cities face many transport issues. Typically, they include growing traffic

congestion, pollution, greater car dependency, buses caught up in city congestion and aging

transport infrastructure. This, in turn, reduces urban quality of life, has an impact on people’s

health and impedes economic growth.”

MVA (2005) World Cities Research

Our City

• 2.2 million population 2031• 3.5 million population 2050• 0.9 billion/A congestion cost 2005• Congestion cost double 2020

State Transport Infrastructure Priorities

• Efficient ports and associated land transport systems

• Developing our rail and road networks so that freight can be moved efficiently

• Transforming our city to increase public transport capacity and making better use of existing transport infrastructure, including the road network

New Transport Portfolio Priorities

• Coordinated approach to transport policy development and implementation

• Integrated State-wide transport planning• Integrated decision-making• Coordinated approach to identifying transport

priorities and securing investment to support the State’s transport needs

• Lead agency for integrated transport planning, proposals and projects

Achieving the Vision - A New StructureTransport portfolio Organisational Structure

Achieving the Vision - A New Structure Policy Planning and Investment

Achieving the Vision

• To ensure that clear strategic direction is provided for transport in WA, the Transport portfolio will prepare a State Integrated Transport Strategy that will be centred around:• Transport Policy Framework• Integrated Regional Transport Plan• Integrated Metropolitan and Peel Transport

Plan

A State Integrated Transport Plan

Benefits

• The Government can deliver an effective, modern transport system to meet the future needs of Western Australia

• Shared objectives across the Transport portfolio will ensure that all agencies activities are complementary and aimed at delivering a common vision

• The ability to coordinate delivery of major multi-modal transport projects

• Improved service delivery in operational transport areas• Pre-requisite for Commonwealth funding – COAG, 1A,

Resources infrastructure fund

Strategic/Multi-Modal Projects

• Fremantle Port Inner Port• Fremantle Port Outer Port• Oakajee Port• Grainlines• Port Hedland Port Expansion

Case Study

High Street Widening

• Main Roads WA• Department of Transport

Transport Portfolio Organisational Structure – Why?

Three agencies – One CEO

Portfolio Accountabilities and Responsibility

DevelopPolicy

Develop IntegratedTransport Strategy

Determine TransportResponse

ManageProgram

Deliver Service Outcomes to Customers

Deputy DG –Policy,

Planning & Investment

Managing Director -

Transport Services

Managing Director –

Main Roads

Managing Director –

Public Transport Authority

Ag

en

cie

s

Responsible

Engaged

Informed

Portfolio/ State wide

Agency/ single mode

Engaged Engaged

Engaged

Engaged

Engaged

Engaged Engaged

Engaged

Engaged & Informed

Develop State-wide Transport Strategy, priorities, goals and strategic vision making f rameworks

Develop policy programs linked to priorities

Assess transport needs of dif ferent customer groups

Develop multi-mode solutions to address current and future gaps

Def ine performance levels for optimisation of existing inf rastructure

Develop operational responses to transport plan

Maintain asset base*

Deliver new assets*

Implement strategic policy programs**

Provide transport and licensing services

Provide information

Manage relationships with customers

De

pa

rtm

en

t of Tra

nsp

ort

ResponsibleResponsible Responsible**for Portfolio

program delivery

Responsible Responsible** for own program

delivery

Responsible

Responsible

Responsible

Responsible

Responsible

Responsible*for own assets

** for own program delivery

Responsible*for own assets

** for own program delivery

Director General -

TransportAccountable Accountable Accountable Accountable Accountable

Accountable: The position that is ultimately the accountable authority, including holding the yes / no authority and power of veto.

Engaged: The position that is engaged by the responsible entity to assist in performing the function.

Responsible: The position that manages and is responsible for performing the day to day activities of the function.

Informed: The position that should be informed of a planned decision or action.

DevelopPolicy

Develop IntegratedTransport Strategy

Determine TransportResponse

ManageProgram

Deliver ServiceOutcomes to

Customers

Transport Portfolio Organisational Structure

Rationale• Single point accountability• Drive change agenda• Whole of Portfolio approach

Threats• Potential loss of strong positive agency

culture/image/identity

Ports?

Lead agency / Leadership

Governance / effectiveness

Boundaries / Coverage

Other Considerations

• Career opportunities

• Wider experience

• Focus on strengths- MRWA – Infrastructure delivery

• Best of the best

Questions?

The Future Direction ofTransport for WA

Engineers Australia16 August, 2010

Reece WaldockDirector General Transport