Corporate Plan 2012-2017 June 2013 (Issue 2) Corporate Plan 2012-2017 June 2013 (Issue 2) 1
Contents Chief Executive s Message... 3 s Corporate Plan... 5 Our Ambition... 10 1. Planning the Transport System of the Future... 13 2. Maintaining Transport Assets... 15 3. Improving Transport Services and Operations... 16 4. Growing the Transport System... 18 5. Planning the Transport System of the Future... 19 Our Corporate Framework... 21 Corporate Plan 2012-2017 June 2013 (Issue 2) 2
Chief Executive s Message Peter Rowley, Chief Executive Officer State Transit operates as a service provider in the transport cluster managed by Transport for NSW. This Corporate Plan has been designed to align and complement the strategic directions and transport programs of the Transport for NSW Corporate Plan 2012-17 Connections. State Transit carries its 80 year history with great pride. We have carried our customers to their destinations over these many decades as Sydney and Newcastle have evolved into complex major cities with all the benefits and challenges that urban growth brings. State Transit holds four Sydney Metropolitan Bus Service Contracts (SMBSC) and one Outer Metropolitan Bus System Contract (OMBSC) in Newcastle with Transport for NSW. State Transit is responsible for providing the services to the specifications prescribed in these contracts. It is State Transit s objective to consistently meet all specified performance measures. State Transit faces challenges in meeting its objectives of being a successful business. State Transit collaborates with Transport for NSW in delivering transport initiatives and the NSW Long Term Transport Master Plan. NSW 2021: A Plan to Make NSW Number One sets clear priorities and targets to deliver on community priorities. The priorities in NSW 2021 on which State Transit will assist Transport for NSW as lead agency are: Goal 7 Reduce travel times for (private and public transport) o Increase in the frequency of services as evidenced by revised public transport timetables o Number of services that meet scheduled travel times Goal 8 Grow patronage on public transport by making it a more attractive choice o Percentage of timetabled bus services in the Sydney area which commenced their trip on time o Proportion of peak hour journeys by public transport across various regions o Proportion of journeys to work in the Sydney Metropolitan Region Goal 9 Improve customer experience with public transport services o Customer Scorecard measures under development o Percentage of public transport services with accessible and accurate real time traveller information. We in State Transit have entered a new era with a clear direction for the integration of services from the NSW Government and Transport for NSW. State Transit sits within the Transport Corporate Plan 2012-2017 June 2013 (Issue 2) 3
cluster. We will continue to work collaboratively with Transport for NSW to enhance services for our customers and deliver on the NSW Government s long-term plans for transport in NSW. State Transit prides itself on the quality of the service that it provides to communities in Sydney and Newcastle, continually working to fulfil our purpose of providing safe, comfortable and efficient services. We operate thousands of services 24 hours a day reflecting the needs of a major metropolis. State Transit has also prided itself on its efficiency and cost effectiveness as an operator, but we now face significant competitive pressures to further improve our cost effectiveness. In the current complexities of the world economic environment, State Transit recognises the need for change to meet the economic and financial challenges facing all governments. State Transit welcomes this opportunity to build our efficiency to ensure that the community receives the best possible service at the right price. State Transit has always aimed at ensuring that our customer experience is as good as it can be. The next five years presents the opportunity to further improve the delivery of our service standards with better targeted and more easily accessible information on services. The Public Transport Information and Priority System (PTIPS) has great potential to better meet the service needs of all our customers across our contract regions in Sydney and Newcastle. The Network Control Centre uses the PTIPS system to monitor and manage the delivery of services at all times of day but most importantly during the morning and afternoon peak periods. We are now able to directly intervene when a service is running early to ensure that it gets back on time with the timetable. I feel that State Transit can be successful in meeting this major challenge of competition from the private sector because I know that I have the commitment of all the fine people working here in State Transit. State Transit has always aspired to be the best and we proved in the Sydney Olympics and on many occasions since, that we can be the best. With the reforms outlined in this Corporate Plan for the next five years, State Transit will continue to deliver its high standards of service well into the future. Corporate Plan 2012-2017 June 2013 (Issue 2) 4
s Corporate Plan The Corporate Plan supports the Transport for NSW Corporate Plan and the New South Wales Government s Plan, NSW 2021. This Corporate Plan has been designed to align with and complement the Transport for NSW Corporate Plan 2012-17 Connections. The Corporate Plan communicates to our stakeholders and the community our vision for bus transport and how we will service the needs of the community safely and efficiently. It guides our service delivery, priority setting, resource allocation and policy focus for the next five years. It explains how our services will be developed and implemented, where we will focus our efforts and what the community can expect from us. Purpose STA core purpose which supports NSW 2021 Four KRAs Four business key result areas Actions The key actions we will take under each KRA Initiatives Specific initiatives under each action to achieve KRAs and purpose How we will measure ourselves through KPIs with Targets The fundamental things we measure to track whether we are achieving the KRAs Future State - where we want to get to in this KRA Corporate Plan 2012-2017 June 2013 (Issue 2) 5
Our Business Who we are We are the largest and most modern bus operator in Australia and we manage one of the largest bus networks in the world. Our services are designed to meet the needs of our community and to provide safe and reliable travel to work, schools, universities and TAFE, shopping, entertainment, hospitals and to visit family and friends. We provide services to more than 206 million passengers every year through a bus fleet totalling more than 2,100 buses. We perform thousands of hours of maintenance per year to maintain our performance and safety levels. Every working day, State Transit operates more than 16,000 services, across more than 310 routes and carrying more than 640,000 passengers safely to their destination or to another transport service. Our customers are transported 95 million kilometres every year and are serviced by more than 5,000 employees. We were established under the Transport Administration Act 1988 and operate, as do all NSW bus operators, within the regulatory framework of the Passenger Transport Act 1990 (as amended). We are contracted by Transport for NSW to provide public transport services in Sydney and Newcastle, under four Sydney Metropolitan Bus Service Contracts (SMBSC) and one Outer Metropolitan Bus System Contract (OMBSC) in Newcastle. Note: Western Sydney Buses transferred from State Transit operation in October 2013. Corporate Plan 2012-2017 June 2013 (Issue 2) 6
Service Delivery - Summary of role Corporate Support Summary of role State Transit operates in five regions (Eastern, Northern, Southern, Western and Newcastle). Regional activities encompass traffic and service management, safety, finance and administration, and executive management of depots in the Region. Depot activities focus more on the day-to-day operation of the business, to implement the approved service plan in line with the SMBSC and OMBSC and other statutory or regulatory requirements. To support the regions and manage the wider business, the other divisions in State Transit are: Finance & Administrative Services Finance & Administrative Services manages and develops a diverse range of corporate services including finance, information technology, contracts and tenders and business systems and provides expert advice on policies, strategies, plans and business systems. Northern Region (SMBSC Region 8) Service delivery area: Sydney s lower North Shore, the Northern Beaches and the CBD. Depot locations: North Sydney, Mona Vale and Brookvale. Additional GM responsibility: the Network Control Centre. Southern Region (SMBSC Region 6) Service delivery area: Sydney s Inner-West and the CBD. Depot locations: Leichhardt, Burwood, Kingsgrove and Tempe. Additional GM responsibility: Metrobus routes. Eastern Region (SMBSC Region 9) Service delivery area: Sydney s Eastern Suburbs and the CBD. Depot locations: Waverley, Randwick and Port Botany. Additional GM responsibility: Special Event coordination. Western Region (SMBSC Region 7) Service delivery area: Sydney s North Western suburbs from Parramatta and Ryde to the CBD, and the Upper North Shore to the CBD. Depot locations: Willoughby and Ryde. Additional GM responsibility: Scheduling across all Sydney regions. Newcastle (OMBSC Region 5) Service delivery area: Newcastle region (includes the Newcastle Stockton Ferry service). Depot locations: Hamilton and Belmont People & Bus Systems People & Bus Systems is responsible for providing leadership in human resource management, organisational change, learning and development, employee relations, workforce change, culture and equity, recruitment and employee services. People and Bus Systems scope also includes management of the SMBSC & OMBSC. Fleet Operations & Infrastructure Fleet Operations & Infrastructure manages the bus maintenance program, bus fleet systems, provides bus engineering advice and oversees the management of major infrastructure projects. Safety, Assurance & Communications The Safety & Assurance Division leads, manages, and oversees: State Transit s corporate governance functions including corporate planning, risk and assurance, internal audit, environment management, fraud and corruption prevention, quality, parliamentary support; ETS project management; State Transit s customer information, communications and media programs; and State Transit s Safety Management System to ensure the development of all strategic safety policies, plans, systems, and processes at State Transit. The Safety Division emphasises safety of employees, passengers, pedestrians and road users. Corporate Plan 2012-2017 June 2013 (Issue 2) 7
Our Achievements State Transit s major achievements and performance highlights over the past year include: The average age of fleet is now 10 years with 92% of the fleet now being airconditioned and 80% of the fleet being wheelchair accessible. While on-time running remains a significant challenge in the high traffic areas within which Sydney Buses operates, the delivery of timetabled trips remains very high with 99.8% of trips provided. The Network Control Centre is established to directly manage the reliability of services on the road using the PTIPS system. Information at bus stops throughout the Sydney Buses network is being upgraded with new maps and expanded connection and Prepay information. New apps with real time bus information, using the PTIPS Global Positioning System, is fully operational providing information on the location of buses and estimated arrival times at each stop on a customer s journey. State Transit s greenhouse gas emissions per kilometre of services provided fell by 0.13% in 2011/12. State Transit now is using the new 7 litre buses with the smaller more efficient engine contributing to enhanced fuel and emissions efficiency. Safety Management System State Transit has successfully passed all audits by WorkCover and has retained its status as a self insurer. Workplace safety has made considerable progress under the Safety Management System. State Transit s annual Workplace Lost Time Injury Frequency Rate has fallen to 5.8, the lowest on record. Corporate Plan 2012-2017 June 2013 (Issue 2) 8
Our Challenges State Transit faces the greatest challenges of its corporate life over the next five years. The NSW Government has recently introduced a competitive tendering regime for all of the contract regions operated by the private bus sector in Sydney. The Minister for Transport has stated that State Transit needs to become more efficient and to improve services to its customers. State Transit continues to implement a major reform program to meet these objectives of greater efficiency while improving services. State Transit is removing all non-essential cost from the organisation and consequently faces the challenge of doing more with less to ensure that the quality of its services is not diminished but in fact improved. State Transit operates in the highest density parts of Sydney and as a result faces daily challenges to the reliability of its services. There are limits to what State Transit s mitigations can do in the face of unpredictable factors that are outside its control such as traffic accidents or other issues affecting the smooth flow of traffic. At the same time, State Transit works closely with Transport for NSW and Roads and Maritime Services on programs to expand bus priority measures to enhance the reliability of bus services on the major corridors. Our challenges include: Improving our customers experience and service quality Integrating our services within the overall transport networks in Sydney and Newcastle Meeting performance measures to secure second and further terms of our operating contracts Working in partnership with Transport for NSW in designing our operating network of bus routes and timetables that are simple to understand, frequent, direct, reliable and accessible and aligned to the broader transport network Meeting the changing needs of the local communities with rapidly changing travel patterns and demands Increasing our productivity and cost optimisation to ensure that State Transit remains competitive Operating in high density parts of Sydney in both peak and off peak periods. Supporting and working with Transport for NSW to ensure success of the transport cluster and to manage expectations of stakeholders Maintaining the safety of staff, customers and road users Corporate Plan 2012-2017 June 2013 (Issue 2) 9
Our Ambition Responding to the major reforms in transport currently underway in Sydney and Newcastle, State Transit will continue to invest in its people and systems and rise to the challenge. State Transit s ambition is to work in a truly effective partnership with Transport for NSW to enable us to be the leader on performance, customer experience, safety and the skills and responsiveness of our staff and culture. Our Vision To be the industry leader for bus transport in Australia State Transit is a service provider in the Transport cluster in New South Wales. Our team is highly experienced and skilled in effective service delivery. Our customers have high expectations of us and rightly so. We will work with Transport for NSW in building a better experience for our customers. Our Purpose To meet the growing bus travel needs of the community, safely and efficiently At State Transit our purpose is to deliver reliable, safe, clean and integrated services in the Sydney and Newcastle transport networks that meet the needs of our customers in a sustainable way. Corporate Plan 2012-2017 June 2013 (Issue 2) 10
Our Values Our staff recognise that values are owned at a personal level, they influence how we work together as a team so that we achieve excellent results for our customers and other stakeholders. We expect all of us at State Transit to strive each day at work to demonstrate these values, which are consistent with the values of Transport NSW. The Transport for NSW and State Transit values are listed here, including the specific behaviours for State Transit: TfNSW Values State Transit Behaviours Customer Focus We place the customer at the centre of everything we do. Integrity We take responsibility and communicate openly. Collaboration We value each other and create better outcomes by working together. Solutions We deliver sustainable and innovative solutions to NSW s transport needs. Safety We prioritise safety for our people and our customers. Customer-centered We exist because we serve customers the customer is all. We know our job We know what is expected of us and we build our skills to meet our customers needs. Pride We take pride in maintaining the high standard of service provided to our customers over the long history of our services in Sydney and Newcastle We communicate Communicating well is vital to making sure everyone knows what our aims are. Co-operation We work together helping each other to meet our challenges every day. Think ahead and act We plan and act ahead to solve our customers needs. Safety is our highest priority Do it right first time We do not take shortcuts. We do the job right the first time. Corporate Plan 2012-2017 June 2013 (Issue 2) 11
Our key results areas To achieve our Vision and Purpose, State Transit has designed a corporate planning framework that aligns with the strategic directions of Transport for NSW and accommodates our responsibilities for: Our targets and priorities aligned under the strategic directions in Connections the Transport for NSW Corporate Plan The requirements of Transport for NSW for the delivery of Bus services under its Sydney Metropolitan Bus Service Contracts and Outer Metropolitan Bus System Contract The targets and objectives of the NSW 2021 Plan Working together with Transport for NSW as an operating agency in the Transport cluster Delivering our obligations for Workplace safety as a self insurer with WorkCover NSW Ensuring the safe delivery of transport services for all passengers and staff The framework of the State Transit Corporate Plan has been designed around five key strategic themes or Key Result Areas. These are our key areas of effort to achieve our Vision and Purpose. 1. Planning the Transport System of the Future - Improving our efficiency and service delivery 2. Maintaining Transport Assets - 3. Improving Transport Services and Operations Maintaining and improving the condition and long term value of our transport assets - Improving the transport experience of our customers 4. Growing the Transport System - Growing public transport patronage 5. Developing the Transport Business of the Future - Improving our productivity and service quality through our people Corporate Plan 2012-2017 June 2013 (Issue 2) 12
1. Planning the Transport System of the Future Our aim: State Transit operates in the most complex environment of any bus operator in Australia providing thousands of services every day with the highest patronage and in the busiest traffic zones, operating 24 hours a day on the major corridors with the highest standards of customer service. We must adapt the operation of our business to meet the ever-changing needs of the communities who rely upon our services. Using our extensive experience, we must manage the impact of increasing patronage and the demand for new and improved services. State Transit continues with a major reform program to ensure that it can be competitive in its operational performance in a future competitive environment. State Transit is also accountable for its business performance to Transport for NSW under the existing Sydney Metropolitan Bus Service Contracts (SMBSC) and the Outer Metropolitan Bus System Contract (OMBSC). These contracts are competitive and to retain them State Transit must comply with mandated standards of performance (operational and non-operational). It is State Transit s objective to consistently meet all specified performance measures. Strategies 2012-2017 1.1 Improve the efficiency of our operating networks in Sydney and Newcastle as a key competent of the Reform Program. 1.2 Consistently comply with the requirements of our service contracts with Transport for NSW. 1.3 To ensure State Transit can be competitive in a competitive environment, design and implement the Reform Program. 1.4 Plan and manage the engagement with our stakeholders. Key actions: Network efficiency a. Deliver our Scheduling and Rostering programs to achieve the most efficient and cost effective allocation of services across our network 24 hours a day. b. Deliver our Scheduling program to achieve effective timetables based on the evidencebased needs of our customers. c. Work collaboratively with Transport for NSW on planning our network of routes to deliver connected services to our customers. d. Work collaboratively with Transport for NSW on planning our services to meet the evidencebased needs of our customers. Operational productivity a. Manage our scheduling program to deliver improved in-service hours and in-service kilometres productivity. Corporate Plan 2012-2017 June 2013 (Issue 2) 13
b. Manage our scheduling performance to achieve balanced schedules and rosters to optimise productivity for our bus operators. c. Work collaboratively with Transport for NSW on the implementation and development of the Corporate and Shared Services reform program to optimise productivity for administrative functions. d. Design and implement our corporate structures and programs to ensure that State Transit can operate efficiently in a competitive environment while meeting our responsibilities and accountabilities as a government agency. e. Design, implement and refine our ICT business systems to support our operational needs while optimising our corporate overheads. f. Work collaboratively with Transport for NSW on the rollout and implementation of the new Opal Electronic Ticketing System. Contract compliance a. Maintain our effective business systems and Risk Management Program to ensure consistent compliance with the Operator Accreditation standards under the Passenger Transport Act. b. Comply with our SMBSC and OMBSC contract conditions supported by our Internal Control Framework and Risk Management Program. Stakeholder engagement a. Work collaboratively with Transport for NSW to build a culture of customer-centred service delivery. b. Engage effectively with the Unions covering State Transit employees to ensure that our reform programs can be fully implemented to deliver cost effective services in a competitive environment. c. Engage with the road agencies to ensure that our reliability, safety and operational outcomes can be achieved. d. Engage with our government regulators to ensure that State Transit maintains its culture of performance and compliance with government policies and programs. Performance Focus Areas: Bus Service Efficiency Productivity Improvements Legislative, Contractual and Standards Compliance Corporate Plan 2012-2017 June 2013 (Issue 2) 14
2. Maintaining Transport Assets Our aim: State Transit s current fleet of more than 2,100 buses operate more than 16,000 services a day, travelling more than 95 million kilometres every year, from 14 depots across Sydney and Newcastle. In travelling such distances, these assets inevitably require ongoing maintenance because of the significant amounts of wear and tear on buses, engines and fittings, and because they are critical for the ongoing delivery of our services. State Transit will work to improve the way we manage our assets, and we will work to improve the way we plan and deliver our maintenance programs so that we can continue to provide our services reliably and safely for our customers. Strategies 2012-2017 2.1 Improve productivity and efficiency in operational, maintenance and corporate areas of the State Transit as key component of the Reform Program. Key actions: Asset maintenance a. Design and operate our Maintenance programs to increase our maintenance productivity to meet the challenges of our operating environment. b. Manage our bus fleet maintenance and depot maintenance programs to support the reliable delivery of bus services to our customers. Performance Focus Areas: Efficiency of Maintenance Programs Corporate Plan 2012-2017 June 2013 (Issue 2) 15
3. Improving Transport Services and Operations Our aim: State Transit prides itself on the quality of the service that it provides and we continually work to improve our services and operations. State Transit s aim is to improve our customers experience of travelling on our services, from when their journey starts when they decide to travel on our service and continuing until they safely alight our bus at their required destination. Their experience includes how and where they access information about our services, safely using our buses and the help they receive from our staff. Their experience therefore comprises much more than the time spent riding on a bus. State Transit is committed to ensuring that the safety of our customers is always at the forefront of service delivery. Our environmental goal is to minimise the impact of our operations on the environment, achieve compliance with all environmental obligations, promote bus travel as a sustainable transport option for the community, and manage our operations so that they are both sustainable and adaptable to climate change. Strategies 2012-2017 3.1 Reduce travel times by reducing the difference between scheduled and actual public transport travel times (NSW 2021 target). 3.2 Improve customer experience with transport services and the satisfaction of our customers with our services by enhancing the quality of our services. 3.3 Ensure the safety of our customers on board our services. 3.4 Ensure the safety of other road users. 3.5 Ensure the environmental sustainability of our services. Key actions: Service reliability a. Expand systems which give priority to buses at traffic lights In partnership with Transport for NSW and RMS, State Transit will identify locations for bus priority systems that will provide the greatest benefit in high traffic areas (NSW 2021 action). b. Manage our services in real-time through our Network Control Centre using PTIPS and by working in partnership with the Transport Management Centre. Customer satisfaction a. Customer Information Provide effective and complete information on services at all bus stops, through our websites and other channels and on board our buses. b. Customer Information Work collaboratively with Transport for NSW and RMS in providing real-time information to our customers through the PTIPS Next Bus SMS facility and the Passenger Information Display initiative. c. Customer Information Work collaboratively with Transport for NSW and the Transport Management Centre on providing disruption messaging. Corporate Plan 2012-2017 June 2013 (Issue 2) 16
d. Customer Information Work collaboratively with Transport for NSW on delivering improved way finding at our major interchanges and in city centres. e. Clean Provide clean buses and clean seats to meet the accepted service community standard as determined by Transport for NSW. f. Comfortable Acquire and maintain buses that meet the service standards for comfort for air-conditioning, seat spacing and overall capacity (standing and seating). g. Convenient Work in collaboration with Transport for NSW on designing the bus network to ensure that communities have convenient access to services 7 days a week and on major corridors 24 hours a day. h. Convenient Work in collaboration with Transport for NSW on the allocation of service levels of frequency and capacity to meet the needs of communities based on rigorous research and community consultation. i. Connectivity Work collaboratively with Transport for NSW on ensuring that the bus network and bus timetabling effectively integrates with the overall transport network with train and ferry services. j. Disabled access Provide services that meet the needs of our passengers with disabilities in accordance with the requirements of the Disability Standard (DDA). k. Disabled access Support and work with Transport for NSW in the implementation of the Transport for NSW Disability Action Plan 2012 2017. l. Customer feedback Respond actively to customer complaints received through the 131500 system. m. Prepay Work collaboratively with Transport for NSW on the maintenance and refinement of the Prepay services program across the Sydney Buses network to ensure that customers know where to buy their tickets and what ticket to buy. n. Multicultural Policies and Services Plan Support and work with Transport for NSW in the implementation of the TfNSW Multicultural Policies and Services Plan On-board safety a. Deliver our Safety Management System to manage the on-board safety and security of our customers. Operational safety a. Deliver our Safety Management System to mitigate the risks of other road users. Environmental management a. Reduce our Greenhouse gas footprint and enhance our resilience to climate change. b. Maximise energy efficiency and energy conservation opportunities. c. Manage our resources to conserve materials, recover recyclables and minimise waste. d. Prevent and control pollution and meet all environmental compliance obligations. e. Protect our environmental heritage and biodiversity. f. Contribute to liveable communities by providing a cost effective and sustainable transport option to the car. g. Enhance our corporate sustainability through the application of the principles of Sustainable Development in our planning and decision making processes. Performance Focus Areas: Increasing customer satisfaction Improved reliability of services Provision of safe and accessible services Reducing carbon emissions from State Transit services Corporate Plan 2012-2017 June 2013 (Issue 2) 17
4. Growing the Transport System Our aim: State Transit aims to focus additional effort on improving our customers experience to achieve increased patronage and increased customer satisfaction. State Transit operates within a rapidly changing NSW community and we must ensure that our people and our organisation structure are best suited to meet the demands for our services. Importantly, our organisation must operate sustainably over the longer term and to do this we must build the capability of our staff. We now operate as a service deliverer for Transport for NSW which is focused on managing an integrated transport system. We are adapting quickly and effectively to new reporting relationships and changing accountabilities. Strategies 2012-2017 4.1 Grow patronage on public transport by consistently meeting reliability targets of running 95% of Sydney Buses on time across the network (NSW 2021 target) 4.2 Grow public transport usage. Key actions: Growth a. Work collaboratively with Transport for NSW to support the increase in the share of commuter trips made by public transport. State Transit will contribute to the delivery of this action by Transport for NSW (NSW 2021 action). b. Work in partnership with Transport for NSW on building patronage in off-peak periods (10am to 2pm weekdays, after 7pm at night and on weekends). c. Expanding the bus fleet and fleet capacity to support the strategic directions for Transport for NSW and to support the State Plan modal shift targets (NSW 2021 action). d. Deliver bus procurement projects on time and on budget under our capital works program. e. Collaborate with Transport for NSW to ensure that Depot capacity is expanded to match bus fleet capacity expansion to meet NSW 2021 modal shift targets. Performance Focus Areas: Work collaboratively with Transport for NSW to build capacity and grow the public transport system Corporate Plan 2012-2017 June 2013 (Issue 2) 18
5. Developing the Transport System of the Future Our aim: State Transit operates within a rapidly changing NSW community and we must ensure that our people and our organisation structure are best suited to meet the demands for our services. Importantly, our organisation must operate sustainably over the longer term and to do this we must build the capability of our staff. We now operate as a service deliverer for Transport for NSW which is focused on managing an integrated transport system. We are adapting quickly and effectively to new reporting relationships and changing accountabilities. Safety of our staff is always our first and foremost responsibility. State Transit s ultimate goal is that there are no injuries to our staff, and at trend of reduced injuries and harm will be achieved by focusing our efforts on safety and security. Strategies 2012-2017 5.1 Optimise our cost structures as a key component of our Reform Program. 5.2 State Transit and Transport for NSW to continue to develop interfaces to enhance our partnership to deliver quality transport outcomes 5.3 Plan and manage our staff resources to ensure the cost-effective delivery of our services and our competitiveness. 5.4 Retain and build skills and capability in operational and corporate areas. 5.5 Ensure employee safety in the workplace. Key actions: Cost optimisation a. Design, implement and refine our operations management structures and programs to reduce our operating costs to ensure that State Transit can operate in a competitive environment. b. Deliver our reform program to reduce the costs of components of our operational overheads to ensure that State Transit can operate in a competitive environment. c. Deliver our reform program to reduce the cost of our corporate overheads to ensure that State Transit can operate in a competitive environment while meeting our responsibilities and accountabilities as a government agency. d. Work collaboratively with Transport for NSW on the implementation and development of the Corporate and Shared Services reform program to ensure that the costs of transactions and administration are kept to a minimum. e. Design and refine our customer information programs in collaboration with Transport for NSW to ensure the most cost effective outcome. f. Operational overtime is managed to ensure the most cost effective outcome. Corporate Plan 2012-2017 June 2013 (Issue 2) 19
g. Maintenance overtime is managed to ensure the most effective outcome. h. Deliver our reform program to ensure our business systems and ICT costs are optimised. Workforce planning and management a. Maintain our operational staff levels through our recruitment programs. b. Maintain the effective management of our staff absenteeism rates to ensure the cost effective delivery of services. c. Work as a team using our corporate values to achieve the implementation of the State Transit Reform program. Training and development a. Deliver our operational Training and Development programs to ensure that customer service standards are achieved. b. Deliver our operational Training and Development programs to ensure that our cost optimisation outcomes are achieved. c. Deliver our corporate Training and Development programs to ensure that customer service standards and our cost optimisation outcomes are achieved. Operating Partnership with Transport for NSW a. Work collaboratively on developing all aspects of the operating partnership and interfaces with Transport for NSW. b. Collaborate with Transport for NSW to engage with our Shared Services providers to ensure a strong and effective working relationship. c. Develop our Statement of Business Intent as required by Treasury ensuring alignment with the Transport for NSW s Statement of Expectation for State Transit. Workplace safety a. Deliver our Safety Management System to ensure the effective mitigation of all workplace safety risks. b. Train our staff to ensure they understand and meet all requirements of our Safety Management System. Performance Focus Areas: Deliver reforms and operational improvements to increase cost efficiencies Develop operational and corporate staff to increase customer service objectives Ensure safety management requirements understood and undertaken by all staff Corporate Plan 2012-2017 June 2013 (Issue 2) 20
Our Corporate Framework Our Corporate Framework outlines the strategies to achieve improved bus transport outcomes for the people of NSW. The strategies are the key to how we run our business. Successful delivery of our strategies underpins everything we do, from implementing business reforms to setting corporate and individual performance measures. Our strategies are known to Transport for NSW, and complement the results that it seeks to achieve. Together we are focussed on achieving better transport outcomes. This is our contribution, as part of the transport cluster, to the social and economic prosperity of NSW. State Transit has aligned its key strategies to the corporate framework as set out in Connections, the Transport for New South Wales Corporate Plan 2012-2017. The framework is an expression of what we deliver to achieve our purpose. It reflects the fact that our customers are at the centre of everything we do. Customer Travel Asset Access Environment Safety Business The customer is at the centre of everything we do. The door-to-door movement of people is efficient and reliable. Our fixed and mobile infrastructure meets acceptable standards. The accessibility of our services is aligned to the needs of the community. The impact of our operations on the environment is minimised. The safety and security of our services is maximised. Effective governance is in place to deliver our Results. The table below shows the alignment between our key strategies as identified in this Corporate Plan and the corporate framework. It expresses the level of impact that our work will have on the outcomes we and Transport for NSW deliver. Corporate Plan 2012-2017 June 2013 (Issue 2) 21
Themes Strategies 1.1 Network Efficiency 1. Planning the Transport System of the Future 1.2 Operational Productivity 1.3 Contract Compliance 1.4 Stakeholder Engagement 2. Maintaining Transport Assets 2.1 Asset Maintenance 3.1 Service Reliability 3. Improving Transport Services and Operations 3.2 Customer Satisfaction 3.3 On-Board Safety 3.4 Operational Safety 3.5 Environmental Management 4. Growing the Transport System 4.1 Growth 5. Developing the Transport Business of the Future 5.1 Cost Optimisation 5.2 Workforce Planning and Management 5.3 Training and Development 5.4 Operating Partnership with Transport for NSW 5.5 Workplace Safety High Impact Medium Impact Low Impact Corporate Plan 2012-2017 June 2013 (Issue 2) 22