CORPORATE PLAN 2016-2019
INFRASTRUCTURE IS FUNDAMENTALLY IMPORTANT TO HOW WE LIVE OUR LIVES
Message from the Chair and the Chief Executive Officer Infrastructure is fundamental to how we live our daily lives. It is essential to our health and wellbeing, our education, how we commute to work or school, power our homes, communicate, grow our communities and protect our environment. In Victoria, the need for infrastructure and the demands being placed on it are growing and will only continue to increase with population growth, climate change and an unpredictable global economy. JIM MILLER CHAIR This increasing demand and pressure means it is more critical than ever to plan and make decisions about how we build, use, maintain and fund infrastructure now to ensure the liveability and sustainability of Victoria for the future. The establishment of Infrastructure Victoria in late 2015 represents an unprecedented opportunity to address these long term challenges and infrastructure needs of our state in a transparent, considered and evidence-based way. As an independent authority, we play a key role in identifying and prioritising Victoria s infrastructure needs, working with the community and stakeholders to build consensus about well-planned and high-quality infrastructure projects. MICHEL MASSON CEO In 2016 our key focus is working with the community and stakeholders to develop Victoria s first ever 30-year infrastructure strategy, looking holistically at nine sectors and both publicly and privately owned infrastructure throughout the state. Consistent with the Infrastructure Victoria Act 2015, we are also fulfilling our role of undertaking research and providing advice on infrastructure matters. This Corporate Plan 2016-19 provides an important strategic framework for our work, defining our purpose and values, our key objectives and priority activities. It will guide our work and culture as we seek to improve the social, economic and environmental outcomes of infrastructure for all Victorians. Victoria is already a great place to live, work and do business. With independent, long-term infrastructure planning we see an even better future. We thank you for your interest and support and look forward to working together for a better Victoria. 3
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Contents Message from the Chair and the Chief Executive Officer 3 Our Purpose 6 Who We Are 7 Scope of this Corporate Plan 8 What does success look like? 9 GOAL 1 Build a strategy that influences consistent and effective infrastructure planning for Victoria 10 GOAL 2 Improve community engagement and trust in infrastructure planning 11 GOAL 3 Grow community and stakeholder knowledge 12 GOAL 4 Provide expert advice on specific infrastructure matters and support the development of sectoral infrastructure strategies 15 Values, Culture and Capability 17 Stakeholders 21 Risk oversight and management 22 5
Our Purpose Infrastructure Victoria s objective is to provide independent and expert advice about Victoria s current and future infrastructure needs and priorities to support improved social, economic and environmental outcomes for the State. Infrastructure Victoria will transform the way infrastructure planning is undertaken in Victoria. We aim to ensure long-term infrastructure planning is thoughtful, evidence-based, consultative and transparent. We promote rigorous and transparent decision-making and work with the community and stakeholders to build consensus about well-planned and high-quality infrastructure projects. Infrastructure Victoria aims to: BE AN INDEPENDENT VOICE AT ALL TIMES HAVE THE CONFIDENCE OF THE VICTORIAN PARLIAMENT AND COMMUNITY BE A TRUSTED ADVISER TO THE GOVERNMENT 6 Infrastructure Victoria Corporate Plan
INFRASTRUCTURE VICTORIA IS AN INDEPENDENT ADVISORY BODY, WHICH BEGAN OPERATING ON 1 OCTOBER 2015 UNDER THE INFRASTRUCTURE VICTORIA ACT 2015. Who We Are We have three main functions: Preparing a 30-year infrastructure strategy for Victoria, to be refreshed every 3-5 years. Providing written advice to government on specific infrastructure matters when requested. Publishing original research on infrastructure related issues. Infrastructure Victoria will also support the development of sectoral infrastructure plans by government departments and agencies when requested. Infrastructure Victoria does not directly oversee or fund infrastructure projects. We are an advisory body producing strategies, advice and research for the Victorian community. This Corporate Plan sets out Infrastructure Victoria s key priorities and activities, along with our strategic agenda and the directions we will take over the next four years to achieve our purpose. 7
THIS PLAN SETS OUT OUR STRATEGIC FRAMEWORK INCLUDING OUR VISION, VALUES AND GOALS. IT WILL GUIDE THE STEPS WE TAKE OVER THE NEXT FOUR YEARS TO ACHIEVE OUR OBJECTIVES UNDER THE INFRASTRUCTURE VICTORIA ACT 2015. The Corporate Plan outlines the strategic context in which we work, our resources and how we will position ourselves to help ensure that Victoria is well-placed to gain the economic, social and environmental benefits that can be provided by infrastructure. Scope of this Corporate Plan Why is a Corporate Plan needed? This plan sets out objectives and measures so that we can clearly monitor our progress and achievements. It aims to be a motivating document that guides our work and helps establish an organisation that is collaborative, open and accountable. IV VISION CONTINUOUS IMPROVEMENT CORPORATE PLAN BUDGET AND ANNUAL REPORT OUTPUTS 8 Infrastructure Victoria Corporate Plan
INFRASTRUCTURE VICTORIA HAS A UNIQUE OPPORTUNITY TO INFLUENCE INFRASTRUCTURE PLANNING IN VICTORIA. WE WANT TO MAKE THE MOST OF THIS OPPORTUNITY BY BEING AN INFLUENTIAL, COLLABORATIVE AND EVIDENCE-BASED ORGANISATION. What does success look like? We have set ourselves the following goals. 1. Build a strategy that influences consistent and effective infrastructure planning for Victoria Infrastructure Victoria will develop a long-term infrastructure strategy that influences policy and investment discussions. 2. Improve community engagement and trust in infrastructure planning Build trust within the community and with stakeholders, constantly demonstrating Infrastructure Victoria s independence, acting openly and transparently and consistently providing impartial and timely advice. 3. Grow community and stakeholder knowledge Deliver informed research on infrastructure matters which promotes best practice in infrastructure planning considerations and ensure that information about infrastructure issues and opportunities is readily available and accessible. 4. Deliver expert advice on specific infrastructure matters and support the development of sectoral infrastructure strategies when requested Better inform the government of the day on specific infrastructure matters and assist government departments in their development of sector specific strategies. The following pages describe in more detail IV strategies and outcomes, and what we will be doing to achieve these goals. We will demonstrate our progress against a variety of performance measures based on stakeholder satisfaction, engagement rates, timeliness, quality and stakeholder support. 9
IV s vision for the 30 year infrastructure strategy is that by 2046, we see a Victoria where everyone can access good jobs, education and services regardless of where they live, where communities are held together by strong bonds, where industries and businesses thrive, and where the environment is valued and protected. GOAL 1 BUILD A STRATEGY THAT INFLUENCES CONSISTENT AND EFFECTIVE INFRASTRUCTURE PLANNING FOR VICTORIA Goal BUILD A STRATEGY THAT INFLUENCES CONSISTENT AND EFFECTIVE INFRASTRUCTURE PLANNING FOR VICTORIA A quality 30 year infrastructure strategy that is influential Outcomes A plan that enables achievement of social, economic and environmental objectives Consult and collaborate Drive improved outcomes Integrate land use and infrastructure planning Draw on compelling evidence Consider non-build solutions first Strategies Promote responsible funding and financing Be open to change Publish an options paper in May 2016 Publish a draft strategy in September 2016 What we ll do Transmit to Parliament and publish a final 30 year strategy in December 2016 Publish technical papers laying out the evidence base for strategy 10 Infrastructure Victoria Corporate Plan
Improving community engagement allows all Victorians to have a say and be confident in the outcomes of infrastructure planning. We aim to build trust within the community and with stakeholders, constantly demonstrate independence, act openly and transparently and consistently provide impartial and timely advice. GOAL 2 IMPROVE COMMUNITY ENGAGEMENT AND TRUST IN INFRASTRUCTURE PLANNING Goal IMPROVE COMMUNITY ENGAGEMENT AND TRUST IN INFRASTRUCTURE PLANNING Multiple opportunities for participation and consultation by government, members of parliament, community members, business, public sector and academia Outcomes People s participation spurs innovation and ownership A growing reputation as an organisation that is open, listens and acts Increase and improve opportunities for the community and stakeholders to engage with us and participate in our work Improve community understanding of infrastructure matters by increasing the availability and accessibility of information and advice Provide multiple opportunities for involvement and utilise technology to gain community feedback Strategies Be open, honest and accountable by reporting back to the community on the outcomes of engagement and how input has been used Develop and implement an Infrastructure Victoria communications strategy Run dedicated consultation programs to support our work. Use innovative consultation approaches and multiple communications channels Host and attend meetings, briefings and conferences to promote Infrastructure Victoria s work What we ll do Be available and honest in our interactions with stakeholders and the community, and in traditional and social media. Publish the outcomes of consultation 11
A good conversation about infrastructure means understanding the issues, the barriers and the possibilities. Delivering an informed research program that promotes best practice infrastructure planning and funding will help to grow community and stakeholder knowledge, which is critical to help build consensus on infrastructure priorities. GOAL 3 GROW COMMUNITY AND STAKEHOLDER KNOWLEDGE Goal GROW COMMUNITY AND STAKEHOLDER KNOWLEDGE Promote best practice through research papers on matters such as the planning, valuation and funding of infrastructure Outcomes Research informs parliament, governments, industry, key stakeholders and the community Lead expert research on particular infrastructure issues and needs Actively engage in identifying and proposing strategic reform to infrastructure funding and financing and measuring infrastructure benefits and costs Strategies Explore social and environmental issues that may affect infrastructure projects Publish multiple research papers that are focused on improving the quality and understanding of infrastructure Use a range of platforms to educate stakeholders and the community on infrastructure issues and ensure all communications material is developed to suit the audience What we ll do Ensure our language is clear and simple so that our work is accessible to as many people as possible 12 Infrastructure Victoria Corporate Plan
IV is well positioned to advise on a variety of issues relating to Infrastructure. An ability to focus with expert skills and an independent view on particular major projects, reforms or issues like asset management is key to the organisations purpose. PLANNED RESEARCH PUBLICATIONS 2016 VALUE CAPTURE VALUING SOCIAL & ENVIRONMENTAL IMPACTS TRANSPORT NETWORK PRICING REAL OPTIONS NETWORK EFFECTS VALUING SOCIAL & ENVIRONMENTAL IMPACTS NETWORK EFFECTS VALUING SOCIAL & ENVIRONMENTAL IMPACT REFERENCE CLASS FORECASTING 2017 13
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Providing expert advice better informs the government of the day on specific infrastructure matters and assists government departments in their development of sector specific strategies. GOAL 4 PROVIDE EXPERT ADVICE ON SPECIFIC INFRASTRUCTURE MATTERS AND SUPPORT THE DEVELOPMENT OF SECTORAL INFRASTRUCTURE STRATEGIES WHEN REQUESTED Goal PROVIDE EXPERT ADVICE ON SPECIFIC INFRASTRUCTURE MATTERS AND SUPPORT THE DEVELOPMENT OF SECTORAL INFRASTRUCTURE STRATEGIES WHEN REQUESTED Advice informs the Government in developing its 5-year infrastructure plan in response to IV s 30-year infrastructure strategy Advice informs the Government on the issues and options of specific infrastructure matters and inputs to state budgets. Outcomes Advice informs the alignment of sectoral infrastructure strategies with those of IV and the Government Lead expert advice on particular infrastructure matters Strategies Support development of and review the Government s 5-year infrastructure plan Pursue excellence and coordination of infrastructure policy and strategy Provide expert advice on options for Victoria s second container port by the second quarter of 2017 Deliver high quality advice to the Government within agreed timelines What we ll do Liaise with public sector bodies and entities, providing advice and support on developing sectoral infrastructure strategies 15
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Values, Culture and Capability Values Through our values we aim to build and retain confidence within the community in our ability to deliver our objectives. INDEPENDENCE We exercise our independence with integrity. It provides us freedom to challenge, consider new ideas and create consensus. INFLUENCE We aim to change the culture of infrastructure decision making. We build trust and influence through excellent, evidence-based advice. INNOVATION We are bold, creative and open to change and new ideas. We look around the world for ways to make Victoria a better place to live. OPENNESS We say what we mean. We are accountable and transparent. We expose our evidence and thinking to scrutiny. PARTNERSHIP We value understanding the needs, interests and preferences of the community. We share information and respond to feedback. We collaborate with colleagues and stakeholders. PEOPLE We succeed through our people. Our culture esteems teamwork and welcomes diversity. Our people are valued, supported and challenged. Culture At IV, culture is essential to delivering on our goals. As an organisation we display three behaviours: CARE: look at what really matters and is significant to our community; support colleagues COLLABORATION: listen to the community; share skills and talents within our team and with others COURAGE: take on the tough issues and make an impact 17
Capability Our capacity to achieve our goals is dependent on our leadership, people, governance and systems. We seek leaders who demonstrate attributes that align with our values. Our executives foster a culture that allows our staff to take appropriate risks. Our team comprises people from a variety of backgrounds across professions, education, gender and experience. Our workforce model is based on a strong in-house capability with a recognition that collaboration with consultants, universities and key stakeholders is also critical. Infrastructure Victoria is managed within four groups: Advisory, Strategy, Communications and Operations. To ensure ongoing collaboration and the use of our team s expert skills and knowledge, a culture of cross-functional teams is instilled within Infrastructure Victoria, ensuring staff remain flexible in their roles and open to working across different work streams. INFRASTRUCTURE VICTORIA BOARD Jim Miller Chair Maria Wilton Deputy Chair Ann Sherry Margaret Gardner Chris Eccles David Martine Adam Fennessy INFRASTRUCTURE VICTORIA CEO Michel Masson SPECIAL ADVISER Brendan Flynn DIRECTOR, STRATEGY Adele McCarthy DIRECTOR, COMMUNICATIONS Jane Wharton & Joanne Davie DIRECTOR, ADVISORY Lynda Rogers EXECUTIVE DIRECTOR & GENERAL COUNSEL Jonathan Spear 18 Infrastructure Victoria Corporate Plan
Infrastructure Victoria will focus on building capability and resources with a focus on the following areas: Promoting excellence and a high performing culture Infrastructure Victoria aims to attract, engage, develop and retain highly skilled staff to fulfil its responsibilities and meet its goals. Developing confident and productive stakeholder engagement Infrastructure Victoria aims to develop on going relationships with a variety of stakeholders including members of parliament, government agencies, businesses, academics, public sector and not-for-profit organisations, industry experts and local communities. Encouraging diversity and flexibility Creating a diverse and inclusive organisation is critical to the success of Infrastructure Victoria. Continuously reviewing the experience and capability of our workforce will allow broader perspectives and mean our team better reflects the community. Recruitment practices are important to ensure the diversity of the organisation, as is a willingness to support flexible work arrangements. The IV team s diversity and expertise is demonstrated in many areas, including: SECTOR KNOWLEDGE SPECIALIST SKILLS GENERALIST CAPABILITIES Water Environmental Energy Justice Transport Education Social Policy Health Engineering Modelling Technical Infrastructure Knowledge Infrastructure Pricing Transport Analyst Funding and Financing Legal Commercial Cost Benefit Analysis Planning Economics Governance Analytical Management Leadership Research Domestic and International experience Communications Strategy Planning Project Management Policy 19
INFRASTRUCTURE VICTORIA WILL BRING THE COMMUNITY, BUSINESS AND GOVERNMENT INTO ITS CONVERSATION 20 Infrastructure Victoria Corporate Plan
Key to Infrastructure Victoria a success is an open collaboration with a variety of stakeholders. We know that working together will deliver the best outcomes. Stakeholders Our most important stakeholder is the Victorian community. They are the reason for our work, an important contributor to it and the beneficiaries of it. Everything we do has the community top of mind. We also work closely with government stakeholders, including members of the Victorian Parliament, all Victorian Ministers, Victorian Government departments and agencies, Local Governments, the Commonwealth Government and infrastructure advisory bodies in other jurisdictions. Our other key stakeholders include industry bodies, businesses, the public and private sectors, policy institutes and universities. We seek to engage with stakeholders frequently, openly and positively. 21
For Infrastructure Victoria, good governance ensures our organisation is running efficiently and is accountable for its actions. This will be actioned through reviewing the implementation of our systems, policies and procedures and improving our decision making and risk management. Risk oversight and management As a statutory authority, Infrastructure Victoria must fulfil its legislative requirements under the Infrastructure Victoria Act 2015 and Financial Management Act 1994. Implementing effective risk management within the organisation not only meets these obligations but also ensures that the organisations strategic objectives are able to be met. The culture within Infrastructure Victoria promotes risk management activities and the taking of appropriate risks to meet our goals. To ensure this, Infrastructure Victoria has embedded risk management into its policies, procedures and workflow systems. To support this Corporate Plan a risk management framework has been developed, further ensuring the objectives of Infrastructure Victoria are able to be achieved. The framework includes a detailed process to ensure risks are identified and analysed across all business areas. It allows for risks to be continually monitored and reported on in a timely and effective manner. Responsibility for risk management is led by Infrastructure Victoria s Audit and Risk Committee. This committee acts on behalf and assists the Infrastructure Victoria Board in fulfilling its oversight responsibilities in respect of the organisations risk management practices, internal controls and governance processes. Risk management is promoted as a core responsibility for all staff of all levels. Infrastructure Victoria will review its risk management framework annually and implement identified gaps and improvements to ensure the framework constantly reflects the business needs and is relevant to the business priorities. 22 Infrastructure Victoria Corporate Plan
This publication may be of assistance to you, but the State of Victoria and its employees do not guarantee that the publication is without flaw of any kind or is wholly appropriate for your particular purposes and therefore disclaims all liability for any error, loss or other consequence that may arise from you relying on any information in this publication. You should seek appropriately qualified advice before making any decisions regarding your particular project. Printed by Infrastructure Victoria August 2016 Copyright State of Victoria 2016 Except for any logos, emblems, trademarks, figures and photography this document is made available under the terms of the Creative Commons Attribution 3.0 Australia licence. It is a condition of this Creative Commons Attribution 3.0 licence that you must give credit to the original author, who is Infrastructure Victoria. This document is also available in PDF and accessible Word format at yoursay.infrastructurevictoria.com.au.