TSV Strategic Plan 2016 – 2019 - Transport Safety...

TSV Strategic Plan 2016 – 2019 Transport Safety Victoria

January 2017

Transport Safety VictoriaTSV Strategic Plan 2016 – 2019

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TSV Strategic Plan 2016 – 2019

Contents Director’s note..............................................................................................................................................4

Who we are..................................................................................................................................................5

Our organisation................................................................................................................................5

Our Vision...........................................................................................................................................5

Our role..............................................................................................................................................5

Our approach.....................................................................................................................................6

Our Values..........................................................................................................................................7

Our Strategic Plan 2016-19...........................................................................................................................8

Long term outcomes..........................................................................................................................8

Three year outlook.............................................................................................................................9

Objectives, strategies and priorities.................................................................................................10

Objective 1: Victorians are aware of transport and boating safety and manage risk proactively.............................................................................................................................11

Objective 2: Duty holders understand their obligations and see safety as a benefit. Where they don’t comply we act......................................................................................................12

Objective 3: TSV effectively influences and implements transport safety policy............................14

Objective 4: Ensure the right people in the right jobs at the right time..........................................16

Achieving our outcomes.............................................................................................................................18

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Director’s noteI am very pleased to release the TSV Strategic Plan for 2016-19. Since my appointment as Safety Director I have been determined to see a Strategic Planning Framework developed to direct all our efforts at TSV.

It can be a difficult thing to develop a strategic framework that everyone - both within TSV and among industry stakeholders and the Victorian public - can use to quickly understand what it is we do and why it is important. I think we have achieved that with this Plan.

Everyone in TSV has readily pitched in and made sure that this is a practical and workable document. One that clearly explains why we exist; how we determine our priorities and allocate our efforts to the highest risk; and how we will measure our effectiveness.

The four key objectives neatly encapsulate our driving goals:

1. Victorians are aware of transport and boating safety and manage risk pro-actively.

2. Duty holders understand their obligations and see safety as a benefit. Where they do not comply we act.

3. TSV effectively influences and implements transport safety policy.

4. Ensure the right people in the right jobs at the right time.

Of course the 2016-2019 Plan is not the end of the process: each year, we get to do it all again. The critical importance of transport safety to every Victorian, the ever changing risk profile of the modes we regulate and the need to demonstrate our effectiveness means constant updates are required.

It is a privilege to work for TSV. Our organisation and our jobs have real and important meaning. We directly affect and benefit the lives of millions of people. I think we can take real pride in the fact that everyone of us is contributing to our vision of providing "Safe passenger transport and boating for all Victorians".

David HouriganDirector, Transport Safety

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Who we are

Our organisation Transport Safety Victoria (TSV) is headed by the Director, Transport Safety (the Safety Director), a statutory office established under Part 7 of the Transport Integration Act 2010 (Vic) (TIA). The Safety Director is appointed by the Governor in Council and reports to the Minister for Public Transport and the Minister for Ports. However, save for limited exceptions, the Safety Director is not subject to ministerial control.

The Safety Director’s primary object is to independently seek the highest transport standards that are reasonably practicable, consistent with the transport system vision and objectives set out in Part 2 of the TIA.

Although the Safety Director is independent, the office falls within the broader transport portfolio and is given critical resourcing and administrative support by the Department of Economic Development, Jobs, Transport and Resources (DEDJTR).

Our Vision “Safe passenger transport and boating for all Victorians”

Our roleA safe, efficient and accessible transport system is one of the keys to a liveable and prosperous Victorian community. Transport connects people with each other, with jobs and services, and with social and recreational activities like boating, yachting and other water sports.

The safety performance of Victoria’s transport system is comparatively good. However, rapid population growth and other social and economic changes will continue to increase the system’s exposure to risk.

Investing in transport safety regulation protects the public interest. Poor transport safety outcomes are a significant cost to the community, both in human and economic terms. Serious transport incidents can result in death and injury, robbing families of loved ones and individuals of the freedom to make the most of their lives. Incidents also cause disruption to the transport system’s efficiency and accessibility, preventing the community from connecting to the jobs, activities and markets they depend on.

As an independent regulator, TSV provides assurance that safety risks are being managed effectively, helping maintain public confidence in the transport system. We achieve this by:

Promoting awareness of and informing and educating on transport and maritime safety issues.

Licensing, registering and accrediting operators and other industry participants.

Monitoring operators’ systems for managing safety risks.

Enforcing and ensuring compliance with transport safety legislation.

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Providing advice and recommendations to government on transport safety legislation.

Our approachThe aim of our regulatory work is to ensure that safety is considered and managed effectively by everyone involved in transport and boating in Victoria every day. In part, this is achieved through compliance with regulatory obligations. Accordingly, we place a strong focus on facilitating voluntary compliance, by clearly and simply explaining to duty holders what we expect from them. This minimises the compliance burden on responsible operators and allows us to focus on new and emerging risks and the small minority of operators who do not voluntarily comply.

However, ensuring safety requires more than compliance. It requires continuously asking “is this safe?”, not just “is this legal?” We seek to ensure that this question is integrated into the systems, processes and behaviours of everyone involved in transport and boating. Ultimately, our regulatory strategy is aimed at embedding a culture of proactive and effective safety management in transport and boating in Victoria.

This approach is based on recognition that:

The whole community has an interest in the safety of the transport system.

A partnership approach is the key to effective transport safety management.

While we can assist, transport system managers, operators and users will often be best

placed to identify hazards and manage risk.

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Our Values

Responsiveness

Provide frank, impartial and timely advice to the government

Provide high quality services to the Victorian community

Identify and promote best practice

Integrity

Being honest, open and transparent in my dealings

Use powers responsibly

Report improper conduct

Avoid any real or apparent conflicts of interest

Strive to earn and sustain public trust of a high level

Impartiality

Make decisions and provide advice on merit and without bias, favouritism or self-interest

Act fairly by objectively considering all relevant facts and fair criteria

Implement government policies and programs equitably

Accountability

Work to clear objectives in a transparent manner

Accept responsibility for my decisions and actions

Seek to achieve best use of resources

Submit to appropriate scrutiny

Respect

Treat colleagues, other public officials, Victorian community members fairly and objectively

Ensure freedom from discrimination, harassment and bullying

Use the views of colleagues, other public officials, Victorian community members to improve outcomes on an ongoing basis

Leadership Demonstrate leadership by actively implementing, promoting and supporting the agreed values and supporting behaviours

Human rights

Make decisions and provide advice consistent with human rights

Actively implement, promote and support human rights

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Our Strategic Plan 2016-19This plan will guide our work for the next three years. It sets out our target long term outcomes and the objectives, strategies, priorities and actions we will undertake to achieve those outcomes. Our strategic plan is supported by branch level action plans and business unit work programs, which set out key deliverables and performance indicators, all of which are updated annually.

Long term outcomes TSV’s strategic plan aims to achieve four long term outcomes. The four outcomes encompass all components of the use of transport in Victoria, including the individuals who use transport, the vehicles and equipment that the individuals use, the behaviours and systems behind the operation of those vehicles and the physical world that the vehicles travel in. Improved safety across these components will deliver on TSV’s vision.

The four outcomes are outlined below.

We will achieve these outcomes by implementing the strategies outlined in this strategic plan. The strategies and their respective priorities and actions are outlined over the

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following pages. At the end of this document, we outline how the strategies align with these outcomes.

Three year outlookVictoria’s transport system and marine environment face challenges in both the short and longer terms.

The task of our transport system is growing, increasing its risk exposure. Population growth, aging, inner urban densification and the transition to a service economy are just some of the drivers of pressure on the network. Managing increased patronage safely will require strategic planning and prioritisation, and the vigilance of all stakeholders. Government has also responded to increasing demand with a number of major infrastructure projects that will help the system grow. However, these projects bring risks of their own, which require strong stewardship and independent safety assurance.

In our maritime environment, increasing use, competing demands and resourcing constraints are creating pressure on TSV and other stakeholders, in particular the many waterway managers appointed under the Marine Safety Act 2010. The 2014 Auditor General’s audit of recreational maritime safety highlighted the need for increased investment, greater coordination and expanded regulatory effort to ensure that risks to safety on Victorian waterways are being managed effectively. TSV has responded by increasing its focus on waterway safety and this will remain a key priority for the life of this plan. Similarly, significant growth in the use of non-powered craft, in particular paddle craft, has demanded greater regulatory oversight and this will remain a major focus.

TSV will also continue to play a key role in the ongoing implementation of the national rail and commercial maritime safety regulatory schemes. As the primary delegate agency for both schemes, TSV delivers operational regulatory services on behalf of the Office of the National Rail Safety Regulator (ONRSR) and the Australian Maritime Safety Authority (AMSA) respectively. It is anticipated that both schemes will transition to direct service delivery in coming years and much of this will occur over the life of this plan. TSV will continue to support ONRSR and AMSA and seek to ensure continual safety improvement in Victoria’s rail and commercial maritime sectors.

Technological developments will have a significant impact on society, government and the transport system in coming years and offers crucial opportunities to agencies like TSV. Expanding, refining and targeting safety messaging through ICT has the potential to deliver enhanced ‘value add’ in terms of driving behaviour change. Similarly, building data gathering and analysis capability has the potential to more finely focus on risk and improve the effectiveness and efficiency of regulatory intervention. At the same time, driverless vehicles, vessels and rolling stock will present both opportunities and challenges for TSV. Long standing risk around human error may be reduced, but new risks will emerge.

These combined forces will require us to be analytical, responsive and agile in our regulatory work. Given the resourcing environment all agencies operate in, we will need to plan and prioritise carefully to ensure we are working on the right problems in the right way and achieving results that support our long term outcomes.

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Objectives, strategies and prioritiesTo support achievement of our long term outcomes, this plan is built on four strategic objectives, each of which is supported by strategies, priorities and actions:

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Strategy 1.1 Raise community awareness of transport and boating safety and educate transport users and boaters about better ways to manage safety risks

Priority: Establish an understanding of the level of community awareness of transport safety risks by:

Undertaking research into the level of community awareness of safety

Developing communication strategies to raise community awareness

Priority: Educate transport users and boaters about better ways to manage safety risks by:

Educating boaters about how to best prepare for boating trips and remain safe when boating

Raising awareness about how to remain safe on public transport and safe on the water

Priority: Drive safer behaviour by: Developing and implementing innovative approaches to educating boaters and transport

users

Measures and milestones

Victorians are aware of transport and boating safety and manage risk proactively

Measurable improvement in transport and boating safety and the management of risks by duty holders

Baseline community awareness

ascertained

Downward trend over 5 year

average in the incidents that

relate to targeted

campaigns/areas

Implementation of Boating

Information Integration Project

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Objective 1: Victorians are aware of transport and boating safety and manage risk proactively.


Strategy 2.1 Drive greater voluntary compliance across the transport and maritime sectors

Priority: Ensure duty holders understand their regulatory obligations by: Developing and maintaining compliance standards

Developing and disseminating guidance material to duty holders, prioritising high risk activities and sectors

Priority: Assist duty holders to comply with their regulatory obligations by: Providing targeted compliance advice on emerging risks

Undertaking safety and compliance audits across all modes

Promoting continuous improvement in safety management

Strategy 2.2 Focus regulatory effort on risk

Priority: Target compliance and enforcement to high risk duty holders by: Undertaking systemic analysis across all transport modes to identify and assess risks to

safety

Using risk analysis to inform the design of compliance activities

Delivering risk-based compliance and enforcement programs

Ensuring effective regulatory oversight of large, complex or high risk transport operations

Targeting enforcement action to breaches in high or emerging risk sectors

Strategy 2.3 Partner to achieve improved safety outcomes

Priority: Co-ordinate safety priorities with partners by: Maintaining relationships with current partners and identifying new partners with

shared interests in safety

Establishing frameworks to agree mutual safety priorities

Supporting partners to achieve mutual safety outcomes

Priority: Leverage external capacity and capability by: Identifying and engaging with potential regulatory service delivery partners

Establishing agreements to support external regulatory service delivery

Building the competence and capacity of service delivery partners

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Objective 2: Duty holders understand their obligations and see safety as a benefit. Where they don’t comply we act.



Duty holders understand their obligations and see safety as a benefit. Where they don’t comply we act.

Measureable improvement in duty holder understanding and compliance with transport safety and boating acts

Downward trend in non-compliance over 5

year average

Upward trend in safety maturity of duty

holders over 5 year average

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Strategy 3.1 Engage with stakeholders

Priority: Develop and implement an organisational stakeholder engagement framework by:

Developing a TSV-wide framework for stakeholder engagement and management

Identifying priority stakeholders for engagement

Implementing engagement framework

Strategy 3.2 Become an intelligence hub

Priority: Gather and share more information by: Working with key stakeholders to capture and analyse more data sources

Developing and implementing a research strategy to inform regulatory policy

Promoting intelligence, data and research sharing among partners

Strategy 3.3 Establish strategic leadership in transport safety

Priority: Proactively contribute to transport safety regulatory reform by: Building an evidence base for identifying regulatory reform opportunities

Developing evidence-based policy proposals for regulatory reform

Priority: Promote our safety achievements Building our profile as a centre for regulatory excellence and as a best practice safety

regulator

Highlighting the increasing safety outcomes of our work

Strategy 3.4 Effectively implement government policy

Priority: Support national transport reform by: Supporting transition to national domestic commercial vessel and rail safety schemes

Priority: Support whole of government policy and initiatives by: Implementing Marine Search and Rescue (MSAR) reforms

Supporting the establishment of Service Victoria

Supporting red tape reduction initiatives

Minimising regulatory burden

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Objective 3: TSV effectively influences and implements transport safety policy.


Priority: Implement transport portfolio policy and initiatives by: Fulfilling marine casualty response responsibilities

Improving Marine Distress Emergency Monitoring Service (MDEMS)

Fulfilling waterway management responsibilities


TSV effectively influences and implements transport safety policy

Measurable improvement in stakeholder engagement and impact on transport safety policy

Stakeholder engagement

framework implemented

Publication of Annual Safety Report

Implementation of national

domestic commercial vessel and

rail safety schemes

Timely advice to government on

strategic transport safety issues

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Strategy 4.1 Ensure resources are allocated to optimise regulatory outcomes

Priority: Adopt best practice strategic planning processes by: Developing a revised strategic planning framework

Implementing revised strategic planning framework

Evaluating strategic planning framework

Priority: Drive organisational transformation by: Developing and implementing an organisational transformation and communication

strategy

Aligning staff performance planning process with strategic planning framework

Priority: Measure, monitor and manage organisational performance by: Setting outcomes based performance measures

Establishing an evaluation framework to assess the effectiveness of regulatory actions

Reporting organisational performance and achievement against targets

Strategy 4.2 Build our capability

Priority: Build and improve the capability and engagement of staff by: Assessing our existing capability and training needs

Building our internal capability

Developing a five-year workforce plan

Strategy 4.3 Improve our systems and processes

Priority: Implement enhanced digital technologies and mobile platforms by: Upgrading ICT systems

Expanding in-field mobile platform use

Priority: Strengthen core systems and processes to support employees by: Enhancing and extending TSV Governance framework

Maintaining and improving TSV’s operational policies and procedures framework

Reviewing Transport Safety Officer (TSO) training program

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Objective 4: Ensure the right people in the right jobs at the right time.



Right people, right jobs, right time

Significant improvement in service delivery, including operational performance, stakeholder experience and contribution to TSV objectives

Delivery of corporate plan and branch

plans for 2017 – 18 consistent with the

strategic and corporate planning

framework, process and timing

All staff training delivered in accordance

with training plan

ICT projects delivered on time, within

budget and with quality outcomes

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Achieving our outcomes

Strategies Safe peopleSafe boats, buses, trains and trams

Safe behaviours and systems

Safe environment and infrastructure

Raise community awareness of transport and boating safety and educate transport users and boaters about better ways to manage safety risks

Drive greater voluntary compliance across the transport and maritime sectors

Focus regulatory effort on risk Partner to achieve improved safety outcomes

Engage with stakeholders Become an intelligence hub Establish strategic leadership in transport safety

Effectively implement government policy

Ensure resources are allocated to optimise regulatory outcomes

Build our capability Improve our systems and processes

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