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