Department of TransportAnnual Report 2013-14

Our PurposeTo provide safe, accessible, sustainable and efficient transport services and systems which promote economic prosperity and enhance the lifestyles of all Western Australians.

Our VisionTo be recognised as a leader in providing world-class transport services and solutions

Our ValuesClear Direction — We set clear direction and have the courage to follow through.Fresh Thinking — We welcome fresh thinking and better ways of working.Excellent Service — We work together to deliver excellent service. Great people — We make things happen through our great people.

Statement of compliance with the Financial Management Act 2006For the year ended 30 June 2014

To the MinisterHon. Dean Nalder MLAMinister for Transport

In accordance with Section 63 of the Financial Management Act 2006, I hereby submit for your information and presentation to Parliament the Annual Report of the Department of Transport for the financial year ended 30 June 2014.

The Annual Report has been prepared in accordance with the provisions of the Financial Management Act 2006 and fulfils the Department of Transport’s reporting obligations under the Public Sector Management Act 1994, the Disability Services Act 1993 and the Electoral Act 1907.

Reece WaldockDirector General – Transport

OverviewDirector General’s Foreword Transport remains a high priority for all Western Australians. It is not only at the top of the State Government’s agenda, but families and businesses too. Families who need to get to work, home and everywhere in between and businesses that rely on road, rail, air and sea to deliver billions of dollars in goods and services each year.

With this in mind, our challenge as the Department of Transport (DoT) is set – keep Western Australia’s people and freight moving – and I am proud to report that together with our portfolio partners, the Public Transport Authority (PTA) and Main Roads WA (MRWA), we did both this year.

As the State’s population continues to grow at the fastest rate in the nation, our performance in 2013/14 is not just crucial in improving the safety and efficiency of our transport network now, but ensuring it is well-placed to meet expected demand over the next twenty years.

The Moving People Network Plan for Perth and Peel Regions to 2031 and In Motion: A Public Transport Plan for Perth and Peel provide strategies to manage the movement of people in the Perth and Peel regions. A number of projects outlined in the plans are already underway, including the extension of the Joondalup Line to Butler, construction of a new underground bus station as part of Perth City Link and planning for the Forrestfield–Airport Link.

Strong population growth, more cars on the road and significant development in and around the CBD continues to cause congestion in the metropolitan area. As there is no single solution to congestion, a range of short and longer-term measures to manage congestion are being delivered across the Transport portfolio.

The Western Australian Bicycle Network Plan 2014-2031 provides a blueprint for metropolitan cycling facilities to encourage and support bicycle trips and, in turn, reduce congestion, particularly in and around the Perth CBD. The Right Move Perth smartphone app is also doing its bit to manage congestion by providing commuters with relevant real-time traffic information to help them plan their journeys.

Customer convenience and choice was a key focus in delivering driver and vehicle services to more than three million Western Australians this year. Our new website and DoTDirect suite of tools are making it easier for customers to manage all their licensing information and payments online.

We continued to improve the safety and accessibility of Perth’s taxi industry by successfully completing the $7.74 million Taxi Camera Surveillance Unit replacement project and commencing a trial of purpose-built taxis. The new state-wide occupational licensing system for taxi drivers was significantly progressed and will further improve service standards and security for passengers when it comes into effect in mid-2015.

Our maritime and aviation services also play an important part in keeping Western Australians moving and we are committed to developing world-class infrastructure to support this.

The Augusta Boat Harbour and Port Geographe coastal reconfiguration are expected to be completed on schedule in October 2014 and January 2015 respectively and we continue to invest in recreational boating facilities from Wyndham in the north to Esperance in the south. Safety on and around our waterways is paramount and I am pleased to see WA’s boating community providing valuable feedback on a number of aquatic use reviews around the State.

More than ever before, we are inviting the community and stakeholders to help us shape our transport system and services.

Throughout the year, we incorporated feedback from more than 60 submissions into the final Western Australian State Aviation Strategy which is being prepared for presentation to the State Government in the first half of 2014/15. The strategy is the first of its kind for WA and outlines the way forward for aviation infrastructure and airport governance to meet demand generated by high population and economic growth and increased resources industry activity.

As WA’s population and economy continues to grow strongly, so too does the scale of our freight task. The Western Australian Regional Freight Transport Network Plan is now firmly in place and the initiatives are being rolled out to ensure our regional transport network continues to perform effectively.

Four new regionally-focused port authorities are set to commence operations in 2014/15 and will improve efficiency, reduce red tape and maximise the capacity of WA’s ports.

To ensure our metropolitan freight network can handle at least double the current movements in the next twenty years, we are continuing to develop the Perth Freight Transport Network Plan. As people and freight directly compete for limited space on our roads, it is important for us to engage with road users and stakeholders on this plan throughout 2014/15.

Keeping WA moving is an evolving challenge, but I am confident that together with our portfolio partners we will continue to provide safe and efficient transport systems and services that meet the State’s social and economic needs well into the future.

Reece WaldockDirector General – Transport

Highlights

100% of the metropolitan taxi fleet fitted with camera surveillance units.

$34.6 million Augusta Boat Harbour on schedule to be completed in October 2014.

2 million online searches for practical driving assessment bookings through DoTDirect.

First State Aviation Strategy for WA finalised.

$54.2 million invested back into CBD transport initiatives from the Perth Parking Licensing Account.

Four new regionally-focused port authorities set to improve the efficiency and capacity of WA ports when they commence operation in 2014/15.

20-year blueprint for metropolitan and regional cycling facilities outlined in Western Australian Bicycle Network Plan.

25,000 Cockburn residents encouraged to swap their car trips for cycling, walking and public transport through the Your Move program.

30,000 commuters downloaded the Right Move Perth smartphone app.

WinnerPremier’s Award for Excellence in Public Sector Management for Esperance Clean-up and Recovery Project.

FinalistPremier’s Award for Excellence in Public Sector Management for the delivery of licensing services in remote WA.

1,000+ frontline staff refreshed their skills to provide excellent service to our customers.

Financial summaryDoT provides services to a range of customers and stakeholders, aggregated into the following high-level service categories:

Transport system and services development, planning, operation and regulation;

Motor vehicle and driver licensing services; and

Strategic transport policy and integrated planning integrated transport planning.

Gross expenses in 2013/14 totalled $374.63 million and the net cost of services, which takes into account operating revenue, was $167.84 million. The following charts illustrate gross expenses by service and expense categories.

DoT generates income from operating activities primarily in the areas of driver and vehicle services, management of coastal facilities, marine safety, parking levies in the Perth CBD and regulation of the taxi industry.

DoT managed a diverse physical asset base totalling $465.96 million to deliver its services. The chart below shows the distribution by asset class.

DoT’s equity at 30 June 2014 was $691.27 million.

DoT also administers functions where the revenue is taken directly to the Consolidated Fund or to other Government agencies. Total administered revenue from these functions totalled $1.88 billion in 2013/14, as illustrated below.

Operational structureThe Transport portfolioDoT is a key agency in the State Government’s Transport portfolio, integrating and enhancing coordination of the State’s transport operations, regulatory functions and policy development processes.

Throughout 2013/14, Reece Waldock concurrently held the positions of Director General of the Department of Transport, Chief Executive Officer of the PTA and Commissioner of MRWA.

The structure of the Transport portfolio is outlined in the Organisational Chart on page 13.

The Department of TransportDoT delivers its services through two divisions – Policy, Planning and Investment; and Transport Services.

Policy, Planning and Investment provides strategic transport policy, integrated transport planning solutions and coordinated investment decisions, in collaboration with key stakeholders, which assist in the development of a sustainable transport system for the movement of people and goods.

Transport Services leads and manages the delivery of a number of specialist transport services, including driver and vehicle services, coastal infrastructure, passenger services and marine and rail safety.

The core functions of each directorate that make up these divisions are outlined in the Organisational Chart on page 14.

Enabling legislationDoT was established on 1 July 2009, under the Public Sector Management Act 1994.

Responsible MinisterHon. Dean Nalder MLA, Minister for Transport.

Organisational structureTransport portfolio

Organisational structureDepartment of Transport

Corporate ExecutiveReece WaldockDirector General – TransportAppointed as the head of the State Government’s three Transport portfolio agencies in May 2010, Reece holds a unique leadership position within the WA public sector – as Director General of the Department of Transport, Commissioner of Main Roads WA and Chief Executive Officer of the Public Transport Authority.

In this role, Reece is responsible for setting the strategic direction of transport in the State, shaping the development of a number of major integrated transport plans and leading the implementation of some of WA’s most transformational capital projects.

With more than 35 years’ experience in strategic management, with particular expertise in organisational reform, his appointment as Director General – Transport was the culmination of a 20-year journey within various State Government transport agencies including 14 years as a CEO. Prior to his public sector career, Reece held a number of senior management roles with BHP Billiton.

Reece is also a Commissioner of the Western Australian Planning Commission, Lifeline WA board member and a Director of the Australian Urban Design Research Centre.

Sue McCarreyDeputy Director General – Policy, Planning and InvestmentSue was appointed to the position of Deputy Director General – Policy, Planning and Investment in May 2010. Since joining DoT, she has led a review of port authority governance and overseen metropolitan transport planning and the development of the State Aviation Strategy and the Regional Freight Transport Plan.

Sue was a member of the PTA Executive for eight years, most recently in the position of Executive Director – Safety and Strategic Development, and has also worked in a number of administration roles within the Department of Education, including policy development and review, strategic planning and Commonwealth-State relations.

Sue’s law degree and post-graduate qualifications in policy and administration provide her with expertise in government policy and administration, including legal frameworks and the mechanics of State Government. She is the current President of the Institute of Public Administration Australia WA.

Nina LyhneManaging Director – Transport ServicesNina joined DoT in January 2011 as the Managing Director – Transport Services. Nina holds a Bachelor of Arts degree in Psychology and has previously held the positions of WorkSafe Western Australia Commissioner and the Executive Director of the Office of Road Safety. Nina has worked in diverse roles across government agencies in sectors ranging from trade and commerce to community development and occupational safety and health.

In her role with DoT, Nina is responsible for the delivery of a wide range of transport-related services to the Western Australian community, including driver licensing, vehicle registration, personal on-demand transport including taxis, rail safety, marine safety, coastal infrastructure for small boats and regional services, and the provision of information technology, people and corporate services for DoT.

Richard BarrettDirector – Office of the Director GeneralRichard joined DoT in July 2010 as the Director – Office of the Director General. In this position, Richard leads the Office of the Director General and is responsible for the Communications, Ministerial and Government Business, and Governance and Audit branches within DoT.

With the Director General heading up the three Transport portfolio agencies – DoT, MRWA and PTA – Richard is also responsible for strategic communication, portfolio coordination, government relations, governance and strategic issues across the Transport portfolio.

Previously, Richard was Manager – Corporate Communications at the PTA, where he was responsible for strategic internal and external communications. This role included oversight of the communications effort for New MetroRail, the largest public infrastructure project ever undertaken in WA which culminated with the opening of the Mandurah Line.

Richard holds Bachelor of Commerce and Bachelor of Arts degrees and is a Fellow of Leadership Western Australia.

Fiona KnobelExecutive Director – People and Organisational DevelopmentFiona joined DoT as the Executive Director – People and Organisational Development in July 2011. She has more than 20 years’ experience in a range of human resources, change management and organisational development roles in both the public and private sectors.

Her expertise in aligning the people, performance and culture of organisations with financial and non-financial business results is well supported by a Master of Business degree and a Graduate Diploma from the Australian Institute of Company Directors.

In her role with DoT, Fiona leads the people and organisational development strategies that enable DoT to achieve its vision, mission and desired culture.

Graeme DoyleExecutive Director – Investment and Finance CoordinationGraeme joined DoT as the Executive Director – Investment and Finance Coordination in August 2011. He is a qualified CPA with more than 30 years’ experience in financial management across the Western Australian public sector. During this time, he has held senior roles at the Department of Treasury in whole-of-government budget management, fiscal strategy and financial policy.

Graeme also has experience as the Chief Financial Officer for the Department of the Attorney General and in leading corporate services for the Department of Corrective Services.

In his role with DoT, Graeme oversees the Investment and Finance Coordination directorate, which is responsible for developing Transport portfolio investment programs and the overall financial management of DoT.

Dennis O’ReillyExecutive Director – Corporate ServicesA public servant for over 20 years, Dennis returned to DoT as the Executive Director – Corporate Services in February 2012, following six-and-a-half years leading MRWA’s customer service transformation. Prior to his time at MRWA, Dennis headed up DoT’s Regional Services Business Unit.

In his current role, Dennis builds internal partnerships to provide quality services in the areas of accommodation and buildings, procurement and fleet, strategic information and technology, information and records management, as well as legal and legislative services. During his time with Corporate Services, Dennis has provided his team with a clear focus in respect to customer service, relationship-building, business improvement and innovation, and governance and accountability.

Dennis has overseen the implementation of a significant reform agenda over the last 12 months, resulting in Corporate Services’ partnering with business units to provide ‘best for business’  outcomes.

Michael OwenActing General Manager – Driver and Vehicle ServicesMichael was appointed Acting General Manager – Driver and Vehicle Services (DVS) in April 2014, following two successful years as Director of Customer Service Delivery for the business unit.

Before joining DoT, Michael enjoyed a successful business career in the private sector. He has held a number of senior executive roles, most recently as State Operations Manager for Western Australia at Australia Post.

Michael is responsible for overseeing matters relating to DVS and is leading a team dedicated to excellent customer service, safe drivers, safe vehicles and secure identities. Continuous improvement through innovative online customer service solutions has been a hallmark of Michael’s contribution.

In addition, Michael is responsible for the provision of information technology for DoT as well as providing infrastructure support under a Service Level Agreement to the departments of Planning, Lands and Regional Development.

Administered legislation On behalf of the Minister for Transport, DoT administers the following Acts:

Air Navigation Act 1937

Civil Aviation (Carriers’ Liability) Act 1961

Damage by Aircraft Act 1964

Harbours and Jetties Act 1928

Jetties Act 1926

Lights (Navigation Protection) Act 1938

Marine and Harbours Act 1981

Marine Navigational Aids Act 1973

Maritime Fees and Charges (Taxing) Act 1999

Motor Vehicle Drivers Instructors Act 1963

Owner-Drivers (Contracts and Disputes) Act 2007

Perth Parking Management Act 1999

Perth Parking Management (Consequential Provisions) Act 1999

Perth Parking Management (Taxing) Act 1999

Pilots’ Limitation of Liability Act 1962

Pollution of Waters By Oil and Noxious Substances Act 1987

Port Authorities Act 1999

Rail Safety Act 2010

Railway Discontinuance Act 2006

Railway Discontinuance Act (No. 2) 2006

Railway (Butler to Brighton) Act 2010

Railway (Tilley to Karara) Act 2010

Road Traffic Act 1974

Road Traffic (Administration) Act 2008

Road Traffic Amendment (Dangerous Driving) Act 2004

Road Traffic (Authorisation to Drive) Act 2008

Road Traffic (Vehicles) Act 2012

Road Traffic (Vehicle Licensing) (Taxing) Act 2001

Road Traffic (Vehicles) (Taxing) Act 2008

Sea-Carriage of Goods Act 1909

Shipping and Pilotage Act 1967

Taxi Act 1994

Trans-Continental Railway Act 1911

Transport Co-ordination Act 1966

Western Australian Marine Act 1982

Western Australian Marine (Sea Dumping) Act 1981

Wire and Wire Netting Act 1926

Western Australian Photo Card Act 2014

Other legislation affecting the functions and operation of DoT include:

State Records Act 2000

State Trading Concerns Act 1916

Criminal Code 1913

Electronic Transactions Act 2011

Evidence Act 1906

Financial Management Act 2006

Freedom of Information Act 1992

Limitation Act 2005

Public Sector Management Act 1994

Disability Services Act 1993

Equal Opportunity Act 1984

Industrial Relations Act 1979

Interpretation Act 1984

Library Board of Western Australia Act 1951

Minimum Conditions of Employment Act 1993

Native Title Act 1993 (Commonwealth)

Occupational Safety and Health Act 1984

Royal Commission (Custody of Records) Act 1992

State Supply Commission Act 1991

Performance management frameworkOutcome-based management framework Under an outcome-based management framework, DoT contributes to two of the State Government’s strategic goals:

State Government strategic goals DoT outcomes DoT services

Results-based service delivery Greater focus on achieving results in key service delivery areas for the benefit of all Western Australians.

1. An accessible and safe transport system.

1.Transport system and services development, planning, operation and regulation.

2. Vehicles and road users that meet established vehicle standards and driver competencies to deliver safe vehicles and safe drivers.

2. Driver and vehicle services.

State building – major projects Building strategic infrastructure that will create jobs and underpin Western Australia’s long-term economic development.

3. Integrated transport systems that facilitate economic development.

3. Strategic transport policy and integrated planning.

Changes to outcome-based management framework DoT sought and received approval for minor changes to its outcome-based management framework for 2013/14. The changes, reflected in the 2013/14 State Budget Papers, are detailed following.

Outcome oneDue to the introduction of the Marine Safety (Domestic Commercial Vessel) National Law Act 2012, all references to the Western Australian Marine Act 1982 have been deleted from the:

effectiveness key performance indicator – Rate of Reported Incidents (Accidents) on the Water per 100 Commercial Vessels Surveyed under the Western Australian Marine Act 1982; and

efficiency key performance indicator – Average Survey Cost per Commercial Vessel.

Outcome twoThe word ‘independent’ has been removed from the following effectiveness key performance indicators:

percentage of Vehicle Examinations Completed in accordance with the Australian Design Rules Assessed by Independent Audit; and

percentage of Driver Licences Issued that Comply with the Graduated Driver Training and Licensing System Assessed by Independent Audit.

Shared responsibilities with other agenciesMoving people and freightDoT works closely with portfolio partners the PTA and MRWA, as well as local, State and Commonwealth government agencies and private sector organisations, to deliver a range of transport planning, policy, infrastructure and service delivery projects aimed at moving people and freight.

DoT also works closely with WA’s eight port authorities, providing leadership in developing investment programs and strategies, supporting reforms and initiatives, and assisting ports to facilitate trade through the development of ports strategies.

The scope and status of these projects is detailed in the Report on Operations on page 26.

Supporting a safe and efficient transport system in the Indian Ocean TerritoriesDoT supports the delivery of a safe, efficient, effective and equitable transport system in the Indian Ocean Territories (IOT) – consisting of Christmas Island and the Cocos (Keeling) Islands – through a Service Delivery Agreement with the Commonwealth Government.

The arrangement aims for the IOT to achieve consistency, as far as practicable, with WA’s transport system through DoT providing advice, services and support as requested by the Commonwealth Government.

In June 2014, DoT staff visited the IOT to meet with key stakeholders on various operational matters, including vehicle licensing, practical driving assessments and other compliance services.

Throughout the year, DoT continued to meet regularly with Commonwealth Government staff to discuss any issues relating to the management of the agreement and received positive feedback on the level of advice and support provided. In particular, DoT has begun providing the IOT with assistance to transition the licensing service function, communications technology services and hardware from the Shire of Christmas Island to the IOT Administration. DoT is also progressing the automation of the production of all driver’s licence cards to ensure secure proof of identity.

Enhancing compliance coordination on WA’s waterwaysDoT’s Marine Safety Business Unit works in collaboration with the Western Australia Police, Swan River Trust, Rottnest Island Authority, the Department of Fisheries and the Department of Parks and Wildlife to increase education, compliance and enforcement of the Marine Act 1982 and associated legislation on WA’s waterways.

This collaborative approach enhances coordination and avoids duplication of patrol efforts throughout the year. This has resulted in a significant increase in patrols, ensuring improved compliance with the Marine Act 1982 and Navigable Waters Regulations 1958 by the recreational boating community.

The business unit also works in partnership with the Australian Maritime Safety Authority to deliver the National System for Domestic Commercial Vessels which establishes a safety framework for commercial vessels and seafarers.

As the appointed Hazard Management Agent under the State Emergency Management Regulations 1986 for Maritime Transport Emergencies and Marine Oil Pollution Emergencies, the business unit also works in collaboration with the Australian Maritime Safety Authority, Port Authorities, Department of Fire and Emergency Services, Department of Environment, Department of Parks and Wildlife, Swan River Trust, Rottnest Island Authority, Western Australia Police to ensure adequate prevention, preparation, response and recovery strategies are in place for these emergencies.

Providing a shared IT service In 2013/14, DoT continued to host and operate a shared IT infrastructure service for the Department of Planning, Department of Regional Development and Department of Lands. This arrangement is managed through Service Level Agreements and continues to realise economies of scale and cost neutrality for the State Government.

Agency performanceReport on operationsDoT’s role in achieving government goalsDoT supported the State Government’s goals of ‘results based service delivery’ and ‘State building – major projects’ in 2013/14 by striving to achieve and exceed three outcomes:

an accessible and safe transport system;

vehicles and road users that meet established vehicle standards and driver competencies to deliver safe vehicles and safe drivers; and

integrated transport systems that facilitate economic development.

To achieve these outcomes, DoT delivered three corresponding services: transport system and services development, planning, operation and regulation;

driver and vehicle services; and

strategic transport policy and integrated planning.

DoT’s success in delivering these services and, in turn, achieving desired outcomes and contributing to State Government goals are measured through key performance indicators.

This report on operations summarises DoT’s key performance indicators and details projects and programs that have significantly contributed to service delivery designed to meet the three outcomes.

Outcome one: An accessible and safe transport system

Key effectiveness indicators

2013/14target

2013/14actual Reasons for significant variance

Percentage of standard metropolitan (non multi-purpose) taxi jobs which were not covered – peak

1.00% 2.58%

A 6.4% decrease in peak demand occurred in the 2013/14 financial year, when compared with 2012/13. There may be a margin of error on this indicator due to events such as double-booking or booking a taxi and then hailing a different taxi.

Percentage of standard metropolitan (non multi-purpose) taxi jobs which were not covered – off peak

0.50% 0.88%

A 4.9% decrease in off peak demand occurred in the 2013/14 financial year, when compared with 2012/13. There may be a margin of error on this indicator due to events such as double-booking or booking a taxi and then hailing a different taxi.

Percentage by which the waiting time standard for metropolitan area taxis is met

91.00% 92.30%No significant variance noted this year between target and actual.

Percentage of time maritime infrastructure is fit for purpose when required

99.71% 99.07%No significant variance noted this year between target and actual.

Percentage of regional airports receiving scheduled regular public transport (RPT) air services

100% 96%

RPT air services to Leinster were ceased for a trial period on 4 November 2013 until 30 June 2014. Approval from the Minister for Transport was granted and stakeholders advised accordingly.

Rate of reported incidents (accidents) on the water per 100 commercial vessels surveyed

4.67 6.54

The percentage rate of incidents has increased in comparison to a decrease in vessel numbers. Domestic commercial vessels surveyed previously comprised mainly of fishing vessels. The ratio has now altered and the commercial vessel fleet predominantly consists of support vessels for the oil and gas industry with stricter incident reporting requirements.

Rate of reported incidents (accidents) on the water per 10,000 registered recreational vessels

9.16 10.56

The percentage of reported incidents has increased. This is despite the fact that there has been a decrease in the number of recreational vessels registered. The increase in the number of reported incidents has been influenced by DoT’s safety education campaigns, training and education programs which has resulted in increasing awareness of the general public of their responsibility in reporting incidents.

Number of serious rail accidents per million train kilometres

1.82 1.35

The data shows that the rate of Category A incidents is decreasing and indicates that the safety outcome is being met by rail transport operators and should assist user confidence that the rail system they use is safe.

Service one: Transport system and services development, planning, operation and regulation

Key efficiency indicators

2013/14target

2013/14actual Reasons for significant variance

Cost of regulation per taxi plate administered

$3,447.89

$3,301.32

A 4% decrease in 2013/14 when compared to target is due to an overall underspend of various taxi industry contracts, including taxi driver professional development, multi-purpose taxi standby vehicle, mobile taxi security patrol and taxi driver peer support.

The increase in 2013/14 when compared to 2012/13 is due to increase in cost for implementing Taxi Driver Licensing Act 2014.

Average cost per day per maritime infrastructure asset managed

$68.93 $76.34

The total cost to manage maritime infrastructure assets exceeded the 2013/14 published budget by $3.898m. This was primarily due to increased expenditure on dredging to address issues resulting from significant storm events; and for higher than budgeted depreciation following capitalisation of new infrastructure.

Average survey cost per commercial vessel $3,139 $3,514

Decrease in volumes has resulted in increased costs per unit. The National System – the Marine Safety (Domestic Commercial Vessel) National Law Act 2012 now applies to operations of the domestic commercial vessel fleet in all states. Significant reduction in number of surveyed vessels due to transfer of approximately 300 vessels previously surveyed under the Western Australian Marine Act 1982 to the Not Surveyed category under the National Law and has resulted in this variance.

Average cost per private recreational vessel registration $105.20 $98.34 The actual cost is lower than the target due to

vacancies not filled in 2013/14.

Cost to maintain marine pollution response preparedness per registered vessel

$19.35 $18.52

The actual cost is lower than the target due to vacancies not filled in 2013/14.

Average cost per household contacted under the

$143.59 $164.09 The 2013/14 target was based upon a reach of 10,000 households. A reach of 10,008

‘TravelSmart’ scheme

households was achieved in 2013/14.The target was exceeded due to an overspend related to project delivery cost due to unbudgeted leave entitlements.In 2012/13, no households were contacted. Instead, an expanded project was delivered with the Department and Sport and Recreation in 2013/14.

DoT plans, develops, operates and regulates a diverse range of transport systems and services to facilitate an accessible and safe transport system for all Western Australians. In 2013/14, DoT focused on key areas including:

regulation of WA’s on-demand transport industry, which includes taxi and omnibus drivers and vehicles;

regulation of WA’s intrastate air services;

planning and development of enhanced maritime infrastructure;

keeping people safe on and around WA’s waterways; and

encouraging people to change their travel behaviour to manage congestion.

Following are some of the key initiatives and services delivered by DoT in 2013/14 to provide Western Australians with accessible and safe transport systems.

Implementing the Taxi Action Plan DoT is responsible for implementing the Taxi Action Plan for Perth’s taxi industry. The action plan is a suite of initiatives designed to lift driver standards, increase taxi availability and improve safety for drivers and passengers.

Key initiatives progressed under the plan in 2013/14 include:

introduction of a new occupational licensing system for taxi drivers;

implementation of the CBD Taxi Rank Strategy;

completion of the Taxi Camera Surveillance Unit replacement project; and

increased compliance and enforcement.

Passage of legislation for a new occupational licensing system for taxi driversIn June 2014, DoT’s Taxi Driver Licensing Bill 2014 was passed by State Parliament, providing a new legislative framework aimed at improving service standards and security for passengers – the first real taxi reform in almost two decades.

The new licensing system strengthens driver identity security, improves complaints management and formalises compliance with regulations. It provides for a penalty point system, similar to driver demerit points, allowing taxi driver licences to be cancelled for repeated breaches. Other features of the licensing system include improved taxi driver entry standards, training and testing, a probationary period for new drivers and more secure driver identification.

DoT will commence transitioning current taxi drivers to the new system in early 2015, with full implementation expected by mid-2015.

Successful implementation of the CBD Taxi Rank StrategyAs a member of the CBD Taxi Rank Reference Group, DoT continued to work with the City of Perth, the Taxi Council of Western Australia and the Taxi Industry Forum of Western Australia to implement the CBD Taxi Rank Strategy.

The strategy, finalised in 2012, focuses on developing visible, accessible and safe taxi ranks that meet short, medium and long-term transport needs in the Perth CBD.

As part of the strategy, all low usage ranks were upgraded with more visible, passenger-friendly signage during 2013-14. A new multi-function pole design for high usage ranks was also piloted from March to June 2014. The multi-function pole features night-time illumination, a flashing LED sign that passengers can activate to assist them to hail a taxi and a street map indicating the location of the taxi rank. The pole can also be equipped with additional street lighting and CCTV cameras if required.

Following the successful trial, the CBD Taxi Rank Reference Group agreed to permanently install the multi-function poles at all high usage ranks in the CBD and the roll-out is expected to be completed by the end of 2014/15.

Completion of the Taxi Camera Surveillance Unit replacement projectThe third and final phase of DoT’s $7.74 million upgrade of Taxi Camera Surveillance Units to improve security for passengers and drivers was completed on schedule in January 2014. The entire Perth metropolitan taxi fleet has now been equipped with two internal and two external cameras featuring full in-cabin audio recording capabilities.

Throughout 2013/14, DoT continued to investigate the introduction of cameras in regional taxis.

Compliance activities to lift taxi industry standardsDoT’s on-road and investigations compliance team continued to ensure the highest taxi driver and vehicle standards were maintained during the year.

To further improve compliance and enforcement efforts, in 2013/14, DoT commenced a trial of tough tablet mobile devices which enable compliance officers to remotely check the licence status of any taxi, omnibus or driver on the road. Early indications show the use of the devices is reducing paperwork and allowing officers more time to engage with and educate taxi and omnibus drivers on their responsibilities.

London cabs on Perth streets in trial of purpose-built taxisIn September 2013, DoT commenced a trial of purpose-built taxis (PBTs) aimed at improving the safety, standards and accessibility of Perth taxis.

Manufacturers from around the world were invited to participate in the four-year trial and London Taxi Company’s TX4 was selected as the trial vehicle.

The iconic London taxi can carry up to five fare-paying passengers and features a safety screen for drivers and patrons. It also has a range of accessibility inclusions such as an induction hearing

loop, high-visibility markers for the visually impaired and swivel seats for passengers with mobility difficulties.

The first London taxi commenced operating in early December 2013. By 30 June 2014, this number had steadily grown to 81.

DoT appointed drivers through a performance-based expression of interest process. Drivers were offered a nominal lease rate in exchange for providing information on the operating and maintenance costs of their TX4 and making survey material available to passengers.At the end of the trial, the feedback from passengers, drivers and operators will be used by DoT to evaluate the advantages of PBTs compared to existing taxis. Preliminary feedback has indicated that the trial has been embraced by drivers and passengers who have enjoyed the safety, comfort and accessibility of PBTs.

DoT is now working with the Disability Services Commission (DSC) to develop a small-scale pilot program to assess the TX4’s ability to carry passengers in wheelchairs. DSC will assist DoT’s approved provider to train the TX4 drivers involved in the pilot. This program has the support and cooperation of the Insurance Commission of Western Australia.

Reviewing WA’s intrastate regulated Regular Public Transport air routesIn July 2013, DoT commenced a review of regulated Regular Public Transport (RPT) air routes in WA. The review aims to balance certainty of passenger air services to regional areas with flexibility to allow competition between operators to provide efficient services, without unnecessary restrictions. The review will determine the future regulatory approach to eight regional RPT routes when arrangements between the State Government and airlines servicing the routes expire in February 2016.

During July and August 2013, DoT distributed approximately 4,500 on-board passenger surveys across 50 flights on RPT routes between Perth and Albany, Carnarvon-Monkey Mia, Derby, Esperance, Exmouth, Leonora-Laverton, Meekatharra-Mount Magnet and Wiluna-Leinster to identify key users of RPT services and their satisfaction with costs, schedules and quality of flights.

Passenger feedback, together with statistical information and preliminary feedback from stakeholders in each region, informed the development of a position paper based on the regulatory approach recommended for each of the eight routes beyond 2016, as well as any appropriate risk management strategies.

The position paper also includes a review of DoT’s policy on regulating charter air services. The review aims to ensure that charter air services do not impact on the viability of RPT air services in WA as a matter of public interest, while also seeking to accommodate the needs of mining companies.

The position paper was endorsed by the State Government in June 2014 and is scheduled to be released for public comment. Following three months’ of further stakeholder and community consultation, DoT will present a summary report to the State Government for consideration.

Augusta Boat Harbour nearing completionIn 2013/14, DoT continued to manage construction of the $34.6 million Augusta Boat Harbour. Once completed the harbour will provide 2.8 hectares of much-needed sheltered water for recreational and commercial craft. In addition, five hectares of land will be available, which can be used for a range of tourism and commercial opportunities in the growing South West region.The project is progressing on schedule and will deliver:

two breakwaters to create a sheltered water area;

a four-lane boat-launching ramp with two boat-holding jetties;

40 boat pens to accommodate commercial, charter and recreational vessels;

a service wharf to allow larger commercial vessels to safely and efficiently transfer passengers and products;

parking for at least 160 vehicles with trailers and 80 cars;

fully-serviced land development lots for marine-related purposes; and

a landscaped jetty promenade area.

The southern and northern breakwaters, totalling 750m in length, were successfully completed in August 2013. Also during 2013/14, works on the boat pens and service wharf were 40 per cent completed and civil works (such as the construction of roads and car parks) were also substantially completed.

In April 2014, DoT awarded the fifth and final contract for the project to deliver the finishing touches to the harbour – including ablutions, promenade shelter, landscaping, paths and stone feature walls. Works commenced and are scheduled to be completed in October 2014, prior to the harbour’s expected official opening in November 2014.

Port Geographe coastal reconfiguration progressing on schedule In September 2013, construction of the $28.15 million project to reconfigure the coastal structures at Port Geographe commenced.

The long-awaited project, being managed by DoT and delivered in three stages, aims to address environmental and health issues by allowing sand and seagrass to bypass the coastal structures naturally.

In the initial stage, 150,000 cubic metres of accumulated seagrass wrack was successfully bypassed by December 2013. In addition, dredging works to establish the footprint for the construction of the breakwaters were completed in March 2014. Further dredging to deepen the navigation channel is on schedule to be completed in late July 2014.

The main component of the project – the construction of the reconfigured breakwaters – was completed ahead of schedule in June 2014. Early indications show these newly-established structures are reducing the build-up of seagrass wrack. DoT will continue to closely monitor the structures and adjacent beaches to assess ongoing performance.

During the final landscaping stage, Port Geographe will be transformed into an attractive and inviting recreation space featuring sheltered picnic areas, meeting places and a network of multi-purpose pathways. The contract for the works will be awarded in August 2014.

DoT expects the project, which has received widespread support from stakeholders and the Busselton community, to be completed on schedule in January 2015.

Delivering improvements to Hillarys Boat Harbour To meet its growing demand as a mixed-use marine, tourism and recreational facility, DoT continued to improve Hillarys Boat Harbour during 2013/14.

The $1.3 million expansion of the north-east car park was completed in December 2013. The extension provides an additional 65 parking bays, associated landscaping, a dual-use path and lighting improvements.

The $3.5 million replacement of the K and L jetties was also completed in June 2014. The fourth stage of the replacement program provides a new, modern floating pen system with increased facilities and improved safety.

Administering grants for the Recreational Boating Facilities Scheme On behalf of the State Government, DoT administers the Recreational Boating Facilities Scheme (RBFS). The aim of the scheme is to improve recreational boating infrastructure by providing grants to eligible authorities around the State.

Since 1998, the RBFS (which is funded directly from recreational boat registration fees and was supplemented by Royalties for Regions funding during grant rounds 16 to 19) has provided more than $36 million for 374 projects located from Wyndham in the north to Esperance in the south.

Examples of projects completed in 2013-14 include:

the upgrade of boat ramp facilities at Newtown Beach in Busselton;

construction of a floating jetty at Sandy Cove in South Yunderup; and

channel dredging at Bent Street boat ramp in Rockingham.

In June 2014, $5.8 million worth of round 19 RBFS grants for 28 projects throughout WA were announced.

Administering grants for the Coastal Adaptation and Protection program DoT administers the Coastal Adaptation and Protection grants program. The program is designed to preserve and enhance the Western Australian coastline by funding works that assist coastal managers to sustainably adapt to hazards.

Since 2005, more than $9 million has been allocated to 122 projects from Port Hedland in the north to Esperance in the south.

Examples of projects completed in 2013/14 include:

remedial works to the City Beach groyne;

coastal protection works at Locke Estate in Busselton;

risk assessment and adaption planning for Cockburn Sound;

development of a coastal adaption and protection strategy for Emu Point to Middleton Beach in Albany; and

coastal hazard risk management for Guilderton to Jurien Bay.

More than $1 million has been allocated to coastal protection projects across WA in the 2014/15 funding round.

Reviewing WA’s aquatic useTo promote the safe and sustainable use of Western Australian waterways, a state-wide review of aquatic use is being undertaken.

An aquatic use review for Bunbury was completed in December 2013. DoT received positive feedback from stakeholders and the community, particularly in relation to the re-opening of water ski areas in Koombana Bay.

DoT also commenced aquatic use reviews for Esperance and Augusta in early 2014 with the view to implement any changes ahead of the 2014/15 summer boating season.

Improving safety on Swan Canning Riverpark and Peel waterwaysAs part of the state-wide review of aquatic use, DoT introduced changes to improve safety on the Swan Canning Riverpark and Peel waterways in 2013/14.

Following extensive community consultation, changes to the Swan Canning Riverpark came into effect on 1 October 2013. The most significant change was reducing the speed limit from 12 knots to 8 knots in Mosman Bay, which is one of the busiest parts of the river. Other changes made to Swan Canning Riverpark include the redefining and clear marking of water ski areas at Dalkeith and Waylen Bay to stop enthusiasts skiing outside the boundary, and closing some waters to motorised vessels at Freshwater Bay and Rocky Bay to provide separate, safer areas for swimming.

New speed restrictions and navigational aid improvements were among the key changes introduced on Peel waterways on 3 December 2013. Reducing the speed limit from 8 knots to 5 knots in some areas has provided safer boating during peak times. Visibility at night has also been improved with the introduction of 21 new navigational aids.

Throughout 2014/15, DoT will continue to educate boat owners, skippers and other aquatic user groups on the changes and will closely monitor the effectiveness of the changes in improving safety.

Counting the success of Your Move program in the City of CockburnDuring 2013/14, the Your Move program assisted more than 25,000 people in the City of Cockburn to swap their car trips for more active travel modes (such as walking, cycling or catching public transport) and to increase their physical activity.

The free 12-month program improved transport and health outcomes by alleviating local travel congestion, optimising existing bicycle and public transport capital investments, and increasing walking and cycling.

Thirty thousand households in the City of Cockburn were invited to participate, with a focus on attracting those in the suburbs surrounding Cockburn Central train station and the Mandurah Line.

Of these, 10,000 households, together with a number of local schools and workplaces, signed on to change their travel behaviour.

Through the program:

more than 10,000 personalised information packs with travel maps and SmartRider pre-paid travel cards were distributed;

more than 28,000 phone coaching sessions were conducted and follow-up letters sent;

10 Connecting Schools grants were awarded locally for bike sheds, path upgrades and signage;

RAC conducted 40 bike education and 10 bike maintenance sessions;

HBF conducted 144 fitness sessions;

more than 12,000 gym passes and almost 1,000 local bike shop vouchers were distributed; and

a strong online community was established through an interactive website and social media presence.

As a result, more than 60 per cent of participants set themselves an active transport plan to walk, cycle or catch public transport to a chosen destination. Similarly, 15 schools and five workplaces committed to DoT’s TravelSmart programs, completing activities at school and developing travel plans for their workplace.

The program – delivered by DoT in partnership with Department of Sport and Recreation, the PTA and the City of Cockburn, and supported by RAC and HBF – is due to conclude in July 2014. The success of Your Move will not only help the City of Cockburn sustain positive transport and health outcomes into the future, but has also provided a blueprint for future delivery of active transport initiatives in other areas.

Encouraging active transport through Healthier Workplace WA Since 2012, DoT has delivered the active travel component of the State Government’s Healthier Workplace WA program by supporting workplaces to reduce their car trips and enabling staff to use active, sustainable transport options more often.

In 2013/14, DoT developed tailored travel plans for 13 individual workplaces and two workplace clusters in Cockburn Central and the Maylands Town Centre. These plans outline practical actions for employers to take so that employees can change their travel behaviour – such as providing a workplace access map, improving end-of-trip facilities and offering incentives.

DoT’s involvement in Healthier Workplace WA has successfully contributed to congestion management and increased physical activity. DoT will continue to contribute to the Department of Health-funded program during 2014/15.

Outcome two: Vehicles and road users that meet established vehicle standards and driver competencies to deliver safe vehicles and safe drivers

Key effectiveness indicators

2013/14target

2013/14actual Reasons for significant variance

Percentage of vehicle examinations completed in accordance with the Australian Design Rules assessed by audit (safe vehicles)

100% 85%

Customer documentation associated with the vehicle examination via the electronic Vehicle Inspection System at Approved Inspection Stations (AIS) has resulted in a process which relies on customers and AIS providers returning the source documentation.

The number of AIS providers increased in 2013/14 and without the source documentation the result of the vehicle examination cannot be verified and has resulted in a decline for this indicator.

DVS has identified an online solution to replace the customer documentation which will be implemented in 2015/16. In the interim, DVS is reviewing the current policy with the view of retaining all documentation at the AIS for monthly return from the AIS provider to DVS direct.

Percentage of driver licences issued that comply with the Graduated Driver Training and Licensing system assessed by audit (safe drivers)

100% 87%

Audit has observed that due to the limitation of documents an applicant can submit to meet proof of identity (POI) requirements for categories C (evidence of operating in the Australian community) and D (evidence of residential address), DVS Centre’s and Agents have approved documents outside of the POI policy requirements introduced in September 2011. This has required on-going staff and public education.

As part of ongoing improvement, the department updated its POI policy in April 2013 and July 2014 to increase the documents that an applicant can produce to comply with these POI category requirements. As a result, this indicator is expected to show improvement in 2014/15.

Service two: Driver and vehicle services

Key efficiency indicators

2013/14target

2013/14actual Reasons for significant variance

Average cost per vehicle and driver transaction

$16.69 $17.35 No significant variance noted this year between target and actual.

Average cost per vehicle inspection $86.05 $111.82

The variance is primarily due to inspection volumes being 18% less than estimated due to a slowdown in the State economy, particularly in the mining industry. Complicating the situation further is that commission costs exceed budget as the number of inspections performed in the metropolitan area continues to shift from DVS to AIS operators.

This indicator reflects the combined costs for two different service models operated simultaneously by the DoT to ensure services adequately meet demand.

To meet inspection demand in both regional WA and in the metropolitan area, DVS has contracted AIS, to perform inspections on its behalf.

DVS provides administrative support including training and also undertakes regular compliance audits of AIS operations.

DVS pays each AIS a per inspection commission set at the same rate as the legislated inspection fee collected from the public. As a consequence, the performance of the inspection by each AIS is cost neutral to DoT. This commission is effectively a return of revenue to AIS and was $2.7 million higher than budgeted in the key performance indicators calculations.

The cost of providing the administrative and compliance functions for AIS operations is $27.12 per inspection which DVS has commenced recovering from the AIS (only in the metropolitan area since 2012).

Average cost per driver assessment

$93.29 $108.35 The variance is due to additional resources transferred to enhance compliance, driver education and safety activities across the state combined with a 10% fall in the number of driver assessments performed (compared to anticipated target) primarily arising from the changed mining operations which have impacted the demand for

driver licences, particularly heavy vehicle classes.

Percentage of driver’s licence cards issued within 21 days of completed application

100% 100% No significant variance noted this year between target and actual.

As WA’s population grew at the fastest rate in the nation, so too did demand for driver and vehicle services. In 2013/14, DoT remained focused on improving the delivery of these services to better meet the needs of the growing community. This was achieved through key initiatives including:

launching the new DoT website and DoTDirect;

opening the Cannington Driver and Vehicle Services (DVS) Centre;

introducing a Knowledge Management System and e-learning toolkit for customer service staff;

expanding the approved inspection station network;

the successful trial of a new partner service delivery model for heavy vehicle practical driving assessments (PDAs) in the Bunbury/Busselton area; and

developing an enhanced driver’s licence and new photo card identification for Western Australians.

How we delivered driver and vehicle services in 2013/14: 1.1 million customers assisted at our nine metropolitan DVS Centres;

510,000 customers assisted at our nine regional one-stop shops;

13,281 customers assisted in remote WA;

1.7 million calls taken at our Customer Contact Centre with an 87 per cent answer rate;

3.7 million online transactions conducted;

149,833 vehicle examinations conducted; and

129,964 practical driving assessments conducted.

Following are some of the key initiatives and services delivered by DoT in 2013/14 to achieve the desired outcome of vehicles and road users that meet established vehicle standards, and driver competencies that provide for safe vehicles and safe drivers in Western Australia.

Increasing customer convenience and choice through DoTDirectIn July 2013, DoT launched a new website and DoTDirect suite of online tools to put customers in the driver’s seat when managing their licensing. The improved design and functionality of the website makes it easier for customers to instantly access the information they need and provides 24/7 secure access to a range of popular personal licensing transactions.

The mobile device-friendly DoTDirect service was enhanced in May 2014 with the establishment of individual log-in accounts. These accounts enable customers to manage information and payments relating to their personal vehicle and driver’s licences in one place.

DoT customers have embraced this additional service delivery channel as a convenient alternative to completing licensing transactions in person or over the phone. This uptake is reflected by improvements in online participation during 2013/14, including: online payments (BPay and credit card) increasing by 7.7 per cent;

vehicle and driver’s licence status enquiries increasing by 35 per cent and 46 per cent respectively;

online demerit point enquiries increasing by 26.2 per cent;

change of address notifications increasing by 18.6 per cent; and

temporary vehicle movement permits increasing by 6.5 per cent.

These increases in online transactions correlated with a reduction in call volumes to the Customer Contact Centre, which freed up telephone consultants to assist customers with more complex transactions. The online booking system for PDAs delivered the most significant benefit to Customer Contact Centre efficiencies, with more than two million online searches and 60,000 bookings by customers in 2013/14 corresponding with almost 100,000 fewer calls to the centre.

DoT plans to build on the success of DoTDirect in 2014/15 by enabling customers to complete vehicle transfers online from October 2014. With more than 700,000 vehicle transactions performed in person or by phone each year, online vehicle transfers are expected to further improve customer convenience and choice.

In addition, DoT will progress plans to make DoTDirect accounts available to organisations and vehicle dealers.

Expanding driver and vehicle services with new Cannington centre In October 2013, DoT opened a new DVS Centre at Cannington to accommodate demand in the growing southern suburbs. The Cannington DVS Centre replaced the ageing Welshpool facility for counter services and PDAs, and offered customers a new standard in service through ample parking, more counters and a dedicated driver assessment reception. Also – in a first for DoT customers – the Cannington DVS Centre offers free Wi-Fi internet access to allow customers to use mobile devices for licensing transactions.

The success of the Cannington DVS Centre service standard improvements will be replicated at the new Mirrabooka DVS Centre. This north-eastern suburbs centre, which will replace the current Morley site, is in the fit-out phase and is expected to open in September 2014. It will feature free Wi-Fi access, a more spacious customer service area, better vehicle access and more parking. It is also conveniently located close to public transport.

Improving customer service consistency with the Knowledge Management SystemDVS staff provided advice to more than 3.3 million customers in 2013/14. With expected increases in customer numbers and the complexity of transactions, the ongoing challenge for DoT is ensuring customers receive timely, accurate information every time they pick up the phone or walk into any of the 18 DVS centres and regional one-stop shops throughout WA.

In 2013/14, DoT worked to overcome this challenge by developing an online Knowledge Management System (KMS) – a central repository of licensing information, legislation and business rules that DoT staff can access anywhere, anytime.

The user-friendly system has the ability to scrutinise the accuracy and source of all information, as well as assign an owner and review schedule to ensure information remains up-to-date.

Since its release in February 2014, the KMS has delivered a range of benefits to both DoT staff and customers.

With faster access to accurate information, DoT staff are more confident in providing the right advice, first time, every time – reducing the average transaction time. The consistency of this advice has also been improved because all DoT staff now have access to the same information, regardless of their location.

As well as improving a customer’s overall experience, the KMS has provided DoT with valuable audit and training information. The transparency of the system enables DoT to identify and mitigate risks associated with non-compliant business practices and highlights any knowledge gaps to be addressed.

Upskilling staff through a new e-learning toolkit As well as ensuring DVS staff have the information they need at their fingertips through the KMS, DoT introduced an e-learning toolkit to ensure staff technical and customer service skills are up-to-date all year round.

The e-learning toolkit provides DoT and service partner provider staff throughout WA with convenient access to five interactive online training courses. With more than 1,000 participants to date, the e-learning toolkit has not only empowered staff to deliver excellent customer service, but saved time and money for everyone involved.

Before the toolkit was launched in August 2013, DoT staff regularly travelled to regional and remote areas of WA to deliver face-to-face training. Conversely, training participants were also required to travel to Perth at times. Both of these options were costly in terms of time and money.

In the past it was difficult for customer service staff to participate in group training sessions without reducing service levels. The need to constantly maintain service levels in line with customer demand meant that the very staff who needed to regularly refresh and refine their customer service skills were not receiving the formal training they required.

Through e-learning, staff members can now access practical training materials whenever and wherever they need. This, together with existing on-the-job and face-to-face training, will continue to provide the skills and expertise staff need to assist customers.

Tailoring remote licensing services to meet customer needsDoT continued to deliver a wide range of driver and vehicle licensing services to remote communities in the Kimberley, Pilbara and Goldfields regions through the Remote Licensing Service in 2013/14.

The mobile service aims to overcome barriers, such as limited access to licensing services and appropriate vehicles for training and testing, which make it difficult for many people in remote WA to obtain a driver’s licence.

Throughout the financial year, the four regionally-based teams:

issued, re-issued, transferred or renewed a total of 547 driver’s licences;

delivered 469 learner’s permit theory tests, including verbal tests;

conducted 434 PDAs; and

issued 187 Learner Guide and Log Books.

The provision of alternative learner’s permit theory testing methods allowed customers to overcome literacy and numeracy barriers while ensuring competency standards were met. DoT continued to engage private organisations and Aboriginal corporations to assist in the delivery of this flexible assessment method in 2013/14, with 894 tests successfully completed across 12 metropolitan and regional locations.In November 2013, DoT was named as a finalist in the Premier’s Awards for Excellence in Public Sector Management for the delivery of licensing services in remote WA. DoT was highly commended in the Improving Aboriginal Outcomes category, acknowledging that a valid driver’s licence is one of the major factors in closing the gap on Aboriginal disadvantage, particularly for employment outcomes.

Meeting growing demands for vehicle examinations with additional services Throughout the financial year, DoT continued to expand its Approved Inspection Station (AIS) network to meet growing community and industry demand for vehicle examinations. Following a rigorous selection process, 18 new outlets brought the number of stations in the metropolitan AIS network to 35; while the regional AIS network expanded to 226 stations with the addition of 13 new outlets.

DoT also introduced an additional mobile AIS service to assist with on-site annual bus examinations in the metropolitan area, bringing the total number of mobile units to three. These mobile operations provide great flexibility and more convenient access to inspection services for bus companies and motor vehicle dealers.

These service partnerships were strategically implemented to both offer customers and dealers more convenient access to vehicle examinations, and ensure service levels were maintained following the closure of the ageing Vehicle Examination Centres (VECs) at Midland in November 2013 and Warwick in June 2014.

The expansion of the AIS network, together with the introduction of a new pre-booking system, successfully reduced customer wait times at DoT’s three remaining metropolitan VECs throughout the year.

Customer convenience was also enhanced across the AIS network following the completion of the Vehicle Inspection System roll-out. The system allows inspectors to submit inspection details and issue certificates of inspection more efficiently, saving customers time.

The vehicle inspection system was also instrumental in allowing DoT to audit the entire network. With almost 60 per cent of all light vehicle examinations being undertaken by AIS and this figure expected to increase, DoT remained focused on strengthening compliance and audit activities in 2013/14 to ensure the highest standards of safety and service.

The Governance and Compliance Services Unit conducted planned and/or unplanned audits of 100 per cent of stations within the metropolitan and regional AIS network in 2013/14, with all new stations subjected to additional audits to ensure achievement of desired outcomes.

DoT plans to further improve audit and compliance efficiency by implementing an advanced predictive analysis system with the capability to identify trends, potential non-compliance issues and other safety-related anomalies.

Trialling a new partner service delivery model for heavy vehicle PDAsIn 2012/13, DoT received a number of serious safety concerns from members of the community and the local government regarding the high volume of heavy vehicle PDAs being conducted in the Bunbury CBD.

DoT immediately responded to these concerns by temporarily conducting these assessments in a light industrial area on the periphery of Bunbury, and acknowledged the need for a viable long-term solution to keep heavy vehicle PDAs out of the CBD.

From May to November 2013, DoT commenced a six-month trial of the use of a registered training organisation (RTO) to conduct heavy vehicle PDAs outside of the CBD. As part of the trial, PDAs for customers applying for heavy rigid and heavy combination driver’s licences in Bunbury and Busselton could be conducted by a DoT-appointed RTO or a DoT assessor.

DoT provided comprehensive training and held monthly meetings with each RTO participating in the trial to ensure a strong understanding of DoT’s assessment and safety standards, identify further training needs and assess service delivery improvements.

The trial concluded in November 2013 and was reviewed both independently and by DoT to determine if the new service delivery model would meet the ongoing needs of DoT staff and customers and the wider community.

The review of the trial found key benefits. The number of heavy vehicle PDAs conducted by DoT assessors in the Bunbury CBD was

reduced from 1018 in the corresponding 2012 period to just 28 during the trial period – mitigating community and local government safety concerns.

DoT was able to reallocate resources from heavy vehicle PDAs to conduct 29 per cent more entry-level car (C class) PDAs – equating to 651 more C class assessments than during the comparable period in 2012.

The partnership resulted in a more flexible, convenient and responsive service and DoT maintained control over compliance and standards via rigorous contract conditions. These include mandating the delivery of key competency units and physical and desktop audits of both instructors and assessors from the RTO to ensure each heavy vehicle class licence applicant has the skills and capabilities for safe operation of their heavy vehicle.

Customers had more choice and convenience for undertaking heavy vehicle PDAs.

As a result of the trial’s success, in May 2014 the Minister for Transport announced that this service delivery model would be rolled out state-wide.

The tender process to seek a suitable RTO is expected to be completed in 2014. Once the new service delivery model is fully operational state-wide, it is anticipated that overall availability of driver assessors will increase by about 10 per cent.

Developing an enhanced driver’s licence and new photo card identification During 2013/14, DoT developed a more secure driver’s licence and new photo card with the same level of identification integrity. The new licence and photo card, which replaces the proof of age card as a superior form of photo identification, will be made available to Western Australians aged 16 years and older, from 1 July 2014.

The photo card was developed in response to the challenge for non-drivers and those who do not hold a passport to be able to provide photographic identification to prove their identity. Both identification cards include international best-practice covert and overt security features to reduce the risk of fraud.

Outcome three: Integrated transport systems that facilitate economic development

Key effectiveness indicators

2013/14target

2013/14actual Reasons for significant variance

Percentage of containerised freight transported via rail in relation to total metropolitan container movements to and from Fremantle Port

16.00% 13.6%

The rail industry’s market share declined in the first six months of 2013/14 (down to 12.2%) due to the road industry’s short term road freight pricing strategy to maintain market share in a subdued economy (which resulted in a reduced demand for trucks in the north, and a larger number serving the metropolitan area). In the last six months of 2013/14, trade has improved and Twenty foot Equivalent Units moved by rail has again experienced steady growth, resulting in rail’s market share increasing again and averaging 13.6% for the year. This is 2.4% less than the 16% rail target for 2013/14.

Service three: Strategic transport policy and integrated planning

Key efficiency indicators

2013/14target

2013/14actual Reasons for significant variance

Average cost per policy hour for strategic transport policy development

$106.55 $86.49

The decrease in the cost per policy hour was due to:Coastal Infrastructure costs for 2013/14 were due to the restructure of the Business Unit, budgets were realigned to better reflect business needs and activities. Budgets originally earmarked for policy related professional services were redirected to projects associated with planning, project delivery and dredging management, particularly to assist with dredging and sand bypassing works required to address issues resulting from significant storm events.Policy costs for 2013/14 were decreased within the Policy, Planning and Investment Division. This is primarily due to a reduction in costs within the Transport Policy and Systems Directorate due to reduced resource requirements.

Average cost per planning hour for integrated transport

$108.37 $104.64 No significant variance noted this year between target and actual.

planning development

Plans to keep WA movingAs the lead agency in the Transport portfolio for policy, planning and investment, DoT develops strategic transport policies and integrated transport plans to keep people and freight moving throughout Western Australia – now and into the future.

During 2013/14, DoT progressed six transport plans of State significance to various stages, from development to implementation as shown below. These plans inform WA’s transport policy and infrastructure decisions over the next two decades to ensure metropolitan and regional networks meet expected demand and continue to grow the State’s economy.

Following is further information on these plans and the initiatives being delivered under each; as well as other strategic policy, planning and infrastructure projects for integrated transport systems that facilitate economic development.

Finalising the Public Transport Plan for Perth and Peel In 2013/14, DoT continued to refine In Motion: A Public Transport Plan for Perth and Peel for submission to the State Government for consideration. Refinements were made to ensure that the plan took into account other relevant transport and urban planning strategies, as well as updated forecasts for patronage demand and government commitments. The final plan provides a vision for the greater metropolitan public transport network and clearly outlines the infrastructure projects required. The infrastructure will be delivered in two stages.

Stage one details relatively short-term projects that will be required within the next decade to transform travel patterns and meet demand. With the population expected to reach 2.7 million by 2031, stage two projects include necessary expansions to the network to meet the needs of a busy city in a sustainable way.

Work has already begun across the Transport portfolio on a number of stage one projects, including:

implementing priority projects identified in the Bus Priority Program, such as the newly-completed bus lanes on Beaufort and William streets;

extending the Joondalup Line from Clarkson to Butler, scheduled for completion in September 2014;

constructing a new underground bus station as part of the Perth City Link project, scheduled for completion in 2016;

planning and development of the Forrestfield–Airport Link project; and

planning and development of the first stage of the MAX Light Rail project.

DoT, together with portfolio partners the PTA and MRWA, will continue to progress these projects in 2014-15 and beyond.

Drafting the Moving People Network Plan for Perth and Peel for public feedback In June 2014, DoT completed the draft Moving People Network Plan for the Perth and Peel Regions to 2031. The plan provides a strategic approach to managing the ongoing challenge of congestion.

Just as there is no one solution to congestion, but rather a suite of measures to mitigate the impacts, the plan is based on five key outcomes:

1. investing in public transport;

2. optimising road network efficiency;

3. expanding the road network;

4. demand management; and

5. future planning and integration.

To achieve these outcomes, the plan outlines a range of transport-related initiatives to be implemented. Some of these initiatives have already begun, including the TransPriority scoping work and a transport modelling review.

The plan will be submitted to the State Government for consideration in early 2014/15 and DoT expects it to be endorsed and released for public consultation in the first half of 2014/15. Following this, DoT will review stakeholder and community feedback in order to finalise the plan.

Releasing the Western Australian Bicycle Network PlanIn March 2014, the State Government released the Western Australian Bicycle Network Plan 2014-2031 (WABN Plan). The final plan builds on the 2012-21 draft for consultation version and provides a blueprint for metropolitan and regional cycle facilities during the next two decades.

A growing number of people cycling to work and for leisure necessitated a longer-term strategy to be developed to meet current and future demand for convenient and safe cycling routes, as well as end-of-trip facilities.

The WABN Plan maintains a continued focus on building the principal shared path (PSP) network along freeway and railway corridors, prioritising those within a 15km radius of the Perth CBD. A thorough review of the local bicycle routes network will also ensure that all metropolitan suburbs are well connected to activity and specialised centres.

Regional cities will benefit from medium to long-term planning for cycling facilities and increased funding through the Regional Bicycle Network grants program. Among key recommendations of the WABN Plan implemented during 2013/14 with oversight from DoT and the WABN implementation group were the following five initiatives.

Expanding the PSP networkMRWA awarded $8.9 million worth of capital works contracts for four priority PSPs across Perth in 2013-14:

1. $3.1 million to upgrade Thelma Street–Mill Point Road path along the Kwinana Freeway, to be completed in September 2014;

2. $500,000 to construct a new path from Scandrett Way–London Way along the Kwinana Freeway, completed in July 2014;

3. $3.1 million to extend the path from Bassendean–Success train stations along the Midland Line, scheduled for completion in December 2014; and

4. $2.2 million to construct a new path from Erindale–Balcatta roads along the Mitchell Freeway, scheduled for completion in December 2014.

New projects that reached the concept design stage during 2013/14 with the PSPs scheduled for construction between 2014-16 include:

Guildford train station–Morrison Road along the Midland Line;

Loch Street–Shenton Park train station along the Fremantle Line; and

Karrinyup–Erindale roads, along the Mitchell Freeway.

DoT will continue to oversee the expansion and monitor use of the PSP network during 2014/15.

Improving cycling infrastructure through Perth and Regional Bicycle Network grantsDoT administers the Perth and Regional Bicycle Network grants programs. These grants support local government authorities to build cycling infrastructure and develop bike plans.

In 2013/14, 27 projects covering 10.7km of shared path and 1.6km of on-road infrastructure were completed through $1.3 million in Perth Bicycle Network grants. A further 26 projects were awarded a share of $1.33 million in the 2014/15 program to deliver 8.7km of shared path and 2.9km of on-road infrastructure.

A total of 39 projects covering 21km of shared path infrastructure and 3.5km of on-road infrastructure were completed through $2.7 million in Regional Bicycle Network grants. A further 24 projects were awarded a share of $1.33 million in the 2014/15 program to deliver 8.8km of shared path infrastructure.

Encouraging short trip cycling with new programsThe Connecting Schools program and Connecting Stations pilot program were rolled out in 2013/14.These two new WABN programs aim to encourage cycling for short trips and assist in reducing congestion and parking pressures while benefitting community health.

Connecting Schools improved bicycle access and end-of-trip facilities through 14 projects completed at 11 schools around the State. For the first time, $100,000 in funding for these improvements was available through the Perth and regional bicycle network grants programs. DoT also delivered tailored behaviour change initiatives at each school to promote the new facilities to students.

The Connecting Stations program was successfully piloted at Cockburn and Greenwood stations to determine the infrastructure improvements required to make them more accessible for cyclists within a 3km radius. The approach and findings of the pilot will be used in 2014/15 to develop a connectivity review program for other stations.

End-of-trip survey underwayWith commuter cycling to and from the Perth CBD increasing every year, DoT is undertaking a survey to ensure the end-of-trip (EOT) facilities available can support growing demand. The survey is expected to be completed by October 2014 and will inform the development of an EOT strategy in 2014/15 to address the primary EOT needs in the Perth CBD.

Cycle counting and monitoring strategy underwayTo assess the efficacy of WABN initiatives, DoT began developing a cycle counting and monitoring strategy in 2013/14 to accurately measure cycling growth and traffic during the next decade. The strategy is expected to be completed in the third quarter of 2014/15 with implementation to commence shortly after.

Meanwhile, cyclist monitoring is based on fixed bicycle counters at various points across the bike network, with DoT adding a further six counting stations during 2013/14, bringing the total to 34 stations.

Tackling congestion with technology – Right Move PerthA series of major transformational infrastructure projects such as Perth City Link and Elizabeth Quay, as well as other CBD upgrades, have caused some disruption in metropolitan Perth. Coupled with the highest population growth in Australia, congestion pressures are beginning to show on the metropolitan transport network.

A free smartphone app – Right Move Perth – was launched in January 2014 to assist Perth commuters ‘know before you go’ when moving through metropolitan Perth. The app provides real-time information on traffic, congestion, roadworks, events and incidents.

Drawing directly from the MRWA and PTA ‘disruptions feeds’, Right Move Perth provides real-time information on conditions that can impact a commuter’s journey in metropolitan Perth.

Right Move Perth is proving an essential tool for all commuters – with more than 30,000 app downloads.

The app was developed for iOS (Apple) and Android mobile devices in six months by harnessing data already available through the PTA and MRWA, but not previously accessible by the public. In project managing the app, DoT kept the focus on ensuring it was simple and easy to use for people on the go.

Additional features in staged building phases will include parking data drawn from the City of Perth to allow motorists to check car park capacities before they travel to the city.

Meeting demand with Perth Freight Transport Network PlanPerth’s rapid population growth has not only placed increased pressure on moving people, but also moving freight – as both compete for limited road space. To keep up with demand for interstate and international goods, major freight nodes at Fremantle Port’s Inner and Outer Harbour facilities and the Kewdale/Forrestfield rail terminals will need to handle at least double the current freight movements in the next 20 years.

To allow the network to cope with this growth, DoT continued to develop the Perth Freight Transport Network Plan during 2013/14. The plan, formerly known as the Metropolitan Freight and Intermodal Network Plan, focuses on five key areas:

1. a strategy for metropolitan-wide road freight network development that defines strategic freight corridors of the future, including the heavy vehicle access regime and road investment priorities, to support network capacity to 2031;

2. integrated infrastructure and non-infrastructure solutions to move more of Perth’s future freight task by rail;

3. planning and investment priorities to increase the capacity, geographic reach and viability of Perth’s intermodal terminal network;

4. metropolitan port growth plans, including transition arrangements for Fremantle inner and outer harbours; and

5. integrated land use and transport planning measures to protect freight transport infrastructure and manage freight impacts on the community.

All five aspects of the plan were progressed throughout the year.

DoT will submit a draft plan to the State Government for consideration in the first quarter of 2014/15. If endorsed by the State Government, DoT will undertake consultation with stakeholders and the wider community throughout 2014/15.

DoT will also continue developing a submission to the Western Australian Planning Commission on measures to strengthen protection of the rail and road network from urban encroachment and planning for intermodal terminal facilities at Latitude 32 and Bullsbrook.

Implementing the Western Australian Regional Freight Transport Network PlanThe Western Australian Freight Transport Network Plan, released in May 2013, articulates the State Government’s planning, policy and project priorities to ensure the regional transport network continues to perform effectively.

DoT is leading the implementation of the plan and, in 2013/14, established governance and program management systems to ensure projects delivered by other agencies and external providers are regularly monitored and evaluated. The arrangements also support further investment planning by allowing DoT to identify areas where additional project support or influence could enable more effective network delivery.

The data gathered through these systems is currently being collated and DoT intends to publish an annual report card in late 2014 detailing the progress of projects being delivered under the plan.

Providing input for National Land Freight Strategy maps DoT continued throughout 2013/14 to provide input for the development of maps of key freight routes as part of the Commonwealth Government’s National Land Freight Strategy. This strategy aims to improve the efficiency of freight movements across infrastructure networks, minimise the negative impacts associated with such freight movements and influence policy decisions.

The mapping of key freight routes, precincts and terminals for freight in each jurisdiction will assist government and industry to focus on the measures needed to protect, develop and move freight.

The Transport portfolio identified and provided the necessary information for the urban and regional maps of WA to be included in the strategy and DoT coordinated comment across the portfolio on various iterations of the maps.

Finalising WA’s first State Aviation Strategy Perth Airport and major regional airports have experienced rapid growth in passenger and aircraft movements during the past decade as a result of resources industry activity and high levels of economic and population growth. This has placed extraordinary demands on the development of airport infrastructure around the State and has led to widespread delays and congestion.

To address this, DoT and key government agencies and industry organisations have developed the first Western Australian State Aviation Strategy to:

support the economic and social development of WA through the provision of safe, affordable, efficient and effective aviation services and infrastructure; and

provide a sound framework for policy-setting and future planning and investment in Western Australian international and domestic air services and airport infrastructure.

The draft strategy was released by the State Government for public comment in September 2013. More than 60 submissions from stakeholders and the wider community were made to DoT during the three-month public consultation period.

DoT incorporated this feedback into the final strategy, scheduled for completion and submission to the State Government for consideration in the first half of 2014/15.

Boosting air services and safety with the Regional Airports Development SchemeIn 2013/14, DoT continued to administer the Regional Airports Development Scheme (RADS). The scheme is designed to improve Western Australian air services and safety by providing financial assistance for infrastructure to eligible owners or leaseholders of regional airports that can be accessed by the public.

A total of 17 projects with a combined project value of $7 million, including $3.8 million in Royalties for Regions funding, were completed in 2013/14. Projects included the development of runways, improving airport terminals, facilities and grounds and the completion of planning studies.

A further 37 projects with a combined project value of $15.3 million, including $8.1 million in Royalties for Regions funding, will be progressed in 2014/15.

The 2015/17 funding round is set to close in September 2014. Following this, DoT will provide recommendations to the Minister for Transport on the applications received.

Completed feasibility study marked Portlink milestonePortLink is a large-scale nation-building project to create a more robust State freight network and open up the Goldfields-Esperance, Pilbara and Mid West regions to development opportunities.

The project, led by DoT and supported by the Department of Regional Development, centres on:

a feasibility study for an Intermodal Freight Terminal in Kalgoorlie and associated freight logistics arrangements;

planning for new road and railway alignments around the Kalgoorlie–Boulder city centre;

investigations to seal the Wiluna–Meekatharra road; and

planning for new road and/or railway corridors, connecting the resource-rich Yilgarn area and the Mid West and Pilbara regions, to export ports.

After extensive consultation with industry, the City of Kalgoorlie-Boulder and the wider community, DoT completed a feasibility study in 2013/14. The study found a new Intermodal Freight Terminal in Kalgoorlie was not commercially viable in the short to medium-term and recommended expansion of the existing Aurizon West Kalgoorlie terminal as the preferred option.

The project’s steering committee endorsed the expansion of the Aurizon West Kalgoorlie terminal in December 2013 and the complementary heavy vehicle bypass and rail realignment corridors in June 2014. Since then, DoT’s discussions with Aurizon regarding the longer-term planning of the terminal have confirmed the availability of ample room for expansion at the existing open-access terminal. A concept engineering design and cost estimate for the heavy vehicle bypass and rail realignment is expected to be finalised in 2014/15.

Investigations into sealing the Wiluna–Meekatharra Road were progressed by MRWA throughout the year and cost estimates are expected to be completed by the middle of 2014/15.

A planning study to investigate potential new road and/or rail links between the Goldfields-Esperance region and the Mid West reached procurement stage and is scheduled to be undertaken in 2014/15.

Merging WA ports for a strategic regional focus and improved corporate governance To facilitate the amalgamations, in 2013/14, DoT commenced drafting the necessary amendments to legislation which are being progressed in two tranches. The first tranche – the Ports Legislations Amendment Act 2014 to establish the four new regional ports authorities – was passed by State Parliament in May 2014. Despite the late passage of the Act, which was expected in December 2013 to provide for a six-month transition period, the Kimberley, Pilbara and Mid West ports authorities are on schedule to commence operations on 1 July 2014. An independent review of the readiness of the regional ports authorities to commence operation following the legislative delay recommended a short delay in the commencement date of the Southern Ports Authority to ensure a smooth transition.

DoT is on schedule to complete the second tranche legislative amendments for passage through State Parliament by mid-2015. These amendments deal with the anticipated transfer of the Shipping and Pilotage Act 1967 ports, currently oversighted by DoT, to the new Port Authorities Act 1999 and oversighted by the regional ports authorities from 2015/16.

In conjunction with the Department of State Development, DoT has reviewed State Agreements and contractual obligations with the affected ports and will commence extensive consultation with operators and stakeholders in 2014/15 to ensure a smooth transition to the new arrangements.

These mergers are expected to improve corporate governance and increase the capacity of regional ports authorities to meet the challenges of increased shipping movements and port trade.

Preparing for port divestment as part of State asset salesIn May 2014, the State Government announced its intention to pursue an orderly program of asset sales, including Fremantle Port Authority’s Kwinana Bulk Terminal and Port Hedland Port Authority’s Utah Point Multi-User Bulk Export Facility. DoT responded by undertaking preliminary divestment analysis in collaboration with affected port authorities and other stakeholders, and will continue this work in 2014/15 in anticipation of a final ports facilities divestment decision from the State Government.

Announcing the Esperance Port Multi-User Iron Ore Facility preferred proponent Throughout 2013/14, DoT continued to assist the Esperance Port Authority to engage a private proponent to design, fund and operate the Multi-User Iron Ore Facility project to increase the port’s capacity to export iron ore from the Yilgarn region to China.

In early 2013/14, the Esperance Port Authority issued a request for proposal and announced Yilgarn Esperance Solution Limited (Yes Ltd) as the preferred developer in May 2014. Before commencing construction, Yes Ltd will develop detailed engineering designs and negotiate the binding contracts with relevant mining companies necessary to underwrite development of the new port infrastructure.

Kewdale Intermodal Rail Supply Chain project nearing completion Both components of the State and Commonwealth-funded Kewdale Intermodal Rail Supply Chain project are expected to be completed in mid-2014. The $31 million extension of the North Quay Rail Terminal, being delivered by Fremantle Port Authority on behalf of DoT, includes the extension of rail sidings at the Inner Harbour from 400m to 690m, to allow trains to be loaded and unloaded without being split up and shunted.

The $6 million Spearwood Loop project, being delivered by portfolio partner the PTA, involves the replacement of 850m of narrow-gauge track with dual-gauge track and installation of new sleepers and turnouts, to provide a rail passing loop for trains on a long stretch of single track between Fremantle and Kewdale.

Both components of the project will greatly improve port and supply chain efficiencies and ensure the longevity of the Inner Harbour.

The strategic assessment to determine a preferred location for overflow container facilities in the Outer Harbour has been completed by the Western Australian Planning Commission and a formal decision is expected from the State Government in 2014/15.

Defining the project plan for MAX Light Rail A draft business case for the MAX Light Rail project, as the preferred option for high-capacity transport in Perth’s central northern corridor and CBD, was submitted to Infrastructure Australia by DoT in September 2013.

DoT’s business case included a rapid cost-benefit analysis and justification of light rail compared to either bus rapid transit or the ‘do minimum’ option of expanding the existing network. In December 2013, Infrastructure Australia approved the development of a ‘real potential’ business case outlining how the MAX Light Rail project would be delivered, including operational and functional requirements, detailed costings and preliminary design concepts.

Soon after, the State Government announced the deferral of the MAX Light Rail project for three years. DoT began developing the ‘real potential’ business case (or Project Definition Plan) in line with the revised project timeframes, which schedule the commencement of procurement from mid-2017, construction in 2019, and the first services by late-2022.

The Project Definition Plan, completed by DoT in June 2014, developed the preferred light rail option into a fully-costed proposal ready for funding approval and going to market. The MAX project has now transitioned to the PTA for its re-commencement in 2016/17.

Investing $54.2 million from Perth Parking Licensing Account in transport initiatives DoT continued to administer the Perth Parking Licensing Account (PPLA) during 2013/14 to invest revenue from the Perth Parking Levy in transport initiatives in the Perth Parking Management Area.

A total of $54.2 million was expended from the PPLA this financial year for the following projects and services across the Transport portfolio:

provision of the Central Area Transit (CAT) service, including the introduction of the new Green CAT, seven new CAT buses and a one-year trial of new diesel-hybrid engine technology for CAT buses;

provision of the Free Transit Zone;

provision of the Incident Response Service;

expansion of the Traffic Operations Centre;

completion of the design of on-road cycle lanes on Barrack Street to be constructed in 2014/15;

implementation of traffic light parallel walk phases at 13 intersections; and

implementation of roundabout metering at the Point Lewis Rotary.

This figure also included contributions towards the construction of the Perth Busport and priority bus lanes in William Street (between St Georges Terrace and Wellington Street) and Beaufort Street (between Roe and Brisbane streets).

The CAT service and the Free Transit Zone will continue to be funded through the PPLA, and a three-year CAT bus renewal program is set to commence from 2015/16.

Progressing legislation for national transport reforms During 2013/14, DoT continued to participate extensively in the working groups and project boards developing and implementing the legislation required to support the national transport reforms initiated by the Council of Australian Governments. The reforms include the development of national systems for:

rail safety;

commercial vessel safety; and

heavy vehicle reform.

DoT also reviewed the State’s Owner-Drivers (Contracts and Disputes) Act 2007.

National law for rail safetyThe National Rail Safety Regulator commenced operation in January 2013. In May 2014, DoT completed drafting the Rail Safety National Law (WA) Bill 2014 to enact mirror legislation to introduce the Rail Safety National Law in Western Australia. DoT anticipates the Bill to be passed by State Parliament in the second quarter of 2014/15 and for WA to commence operations under the Office of the National Rail Safety Regulator in 2014/15.

National law for commercial vessel safetyThe national law governing commercial vessel safety came into effect in July 2013. Throughout 2013/14, DoT continued drafting the Marine Safety (Domestic Commercial Vessel National Law Application) Bill 2014 to enact the national law in WA, while simultaneously progressing amendments to the Western Australian Marine Act 1982 and other Acts to ensure the seamless regulation of vessels under the new national law and those remaining under WA’s jurisdiction. In the meantime, DoT is continuing to deliver the national system in WA as a formal Delegate of the National Regulator.

Heavy vehicle reform In 2013/14, DoT continued to contribute timely policy advice to the heavy vehicle charging and investment reform project – a proposed market-based integration of charging and investment arrangements.

Heavy vehicle operators in WA pay for the costs of regulatory compliance through existing registration fee arrangements. Despite WA not being a signatory to the National Heavy Vehicle Regulator (NHVR), DoT and MRWA have worked with the NHVR since it commenced operations in January 2013 to ensure efficient heavy vehicle regulation for WA operators, including those who operate interstate under the Intergovernmental Agreement.

In February 2014, the National Transport Commission proposed a new schedule of national heavy vehicle charges. As part of a transition plan to implement a new national schedule of charges that are appropriate for WA’s heavy vehicle fleet, freight task and road conditions by 2016, the State Government announced a 1.3 per cent annual fee increase.

Review of the Owner-Drivers (Contracts and Disputes) Act The Owner-Drivers (Contracts and Disputes) Act 2007, which regulates the business relationship between owner-drivers of heavy freight vehicles and their customers, came into effect on 1 August 2008. One requirement of the Act was that it be reviewed and evaluated after five years of operation. A review and evaluation of the operations of the Road Freight Transport Industry Council (the Council) and Road Freight Transport Industry Tribunal (the Tribunal) is also required.

DoT conducted this review in 2013/14, and found that:

industry felt the Act was enhancing the safety and sustainability of the road transport industry and that the industry supports its continuation;

the Act helped to establish fair and reasonable pay rates for owner-drivers and assisted in the resolution of disputes that arise between owner-drivers and those that hire them; and

the Act, the Council and the Tribunal were all meeting their requirements.

DoT’s review of the Act was tabled in Parliament in June 2014 and has been published on DoT’s website.As well as meeting the legislative requirement, the review will serve to ensure WA is well positioned to meet any changes to the national Road Safety Remuneration Act 2012 that could stem from the national transport review, due for completion in 2014.

Actual results versus budget targets The following table provides a comparison of the financial targets and outcomes against criteria included in the Resource Agreement between the Chief Executive Officer, the Minister for Transport and the Treasurer.

2013-14target$’000

2013-14actual$’000

Variation$’000

Total cost of services 367,922 374,627 6,705 Note 1

Net cost of services 157,366 167,844 10,478 Note 2

Total equity 722,971 691,272 31,699 Note 3

Net increase/(decrease) in cash held (16,951) (14,846) 2,105 Note 4

Approved full time equivalent (FTE) 1,433 1,441 20 Note 5

NotesThese notes should be read in conjunction with the Explanatory Statement to the Financial Statements on page 114.

Note 1: Total costs of servicesGovernment approved additional expenditure to finalise project development and planning for the MAX Light Rail project.

Note 2: Net cost of servicesIn addition to higher expenditure for MAX Light Rail, revenue from fees and charges was below budget due to lower volumes.

Note 3: Total equityThe equity variance is due to below budget operating surpluses for both the 2012/13 and 2013/14 financial years and lower than budget asset investment in 2013/14.

Note 4: Net increase/(decrease) in cash heldThe net decrease in cash held is largely in accordance with budget, affected mostly by the timing of receipts and payments for operating activities. The signed Resource Agreement inadvertently omitted a budgeted cash transfer of $34.3 million to the PTA. The actual cash transfer was in accordance with the budget.

Note 5: Approved FTEThe lower average actual paid FTE level was mainly achieved through voluntary severances.

Significant issues impacting the agencyEconomicThe Perth metropolitan area is forecast to have a population of 2.7 million by 2031, and potentially 3.5 million by 2050. The long north-south axis of the city and the significant concentration of employment, major institutions and services in the inner city area, already result in large commuting flows in the morning and afternoon peak periods. This is putting significant pressures on the north-south freeway/railway spine which provides a backbone to the city’s transport network. There are also significant traffic demands from motorists and freight vehicles on the Reid, Roe and Tonkin highways to access major industrial areas, Fremantle Port and Perth Airport.

DoT is finalising a number of plans to improve the movement of people and freight around the metropolitan area. These plans include the Moving People Network Plan for Perth and Peel Regions to 2031, In Motion: A Public Transport Plan for Perth and Peel and the Perth Freight Transport Network Plan. Work has also commenced on assessing long-term structural additions to the city’s transport network to tie in with land use to support expected population growth.

Active transport, particularly cycling, needs to be continually promoted as a viable alternative form of transport over short distances. The Western Australian Bicycle Network Plan 2014-2031 will guide the continued delivery of cycling infrastructure to better meet the growing demand for convenient, safe cycling routes and end-of-trip facilities. The plan also aligns with current State Government urban planning policy and directions.

Cycling trips to and from the CBD have averaged 12 per cent annual growth in recent years. With this trend expected to continue for many years to come, there will be a continued focus on building principal shared paths along freeways and railway lines, prioritising those within a 15km radius of the CBD.

Western Australian ports continue to be under pressure to meet demand for infrastructure and export capacity allocations. Legislative changes to affect the amalgamation of seven port authorities into four regional port authorities will take effect from 1 July 2014 for the Kimberley, Pilbara and Mid West ports authorities. Further legislative changes will be made to allow certain marine functions of the ports under the Shipping and Pilotage Act 1967 to be transferred to the new regional port authorities in 2015.

Air services are vital in connecting WA’s widely dispersed towns, settlements and mine sites. The final Western Australian State Aviation Strategy, to ensure aviation continues to support the State’s economic and social development, is expected to be released in 2014/15.

There has been a rapid increase in demand for coastal infrastructure in WA. DoT has made significant progress in addressing this with the construction of a new boat harbour at Augusta and increased boating infrastructure at Exmouth. The Augusta Boat Harbour is scheduled for completion in October 2014 and will provide the sheltered water and land needed for safe boating access to the ocean waters of the region. A further upgrade to the Exmouth Boat Harbour is planned for 2014/15, subject to State Government approval. The upgrades will support the development of marine tourism and recreational activities, and enhance business opportunities associated with the resources sector.

Social DoT faces an ongoing need for initiatives to enhance customer convenience and choice when accessing driver and vehicle services. Initiatives planned for 2014/15 to meet this need include:

new customer-focused Mirrabooka DVS Centre to replace the Morley DVS Centre;

further expansion of partner services to increase customer choice and convenience, including the continuation of metropolitan Authorised Inspection Stations and extended over-the-counter services in Australia Post outlets;

state-wide implementation of a new service delivery model that allows registered training organisations to conduct heavy vehicle practical driving assessments;

an identity access management solution to enable further expansion of the online self-service functions of DoTDirect has been developed (the first phase of the DoTDirect project was completed in December 2013); and

further expansion of online self-service functions including phase two of DoTDirect which will allow organisations and motor vehicle dealers to register an account and perform vehicle transfers online.

The safety and security of taxi drivers and their passengers is a priority for the State Government. DoT continues to address this issue through the Taxi Action Plan. In 2014/15, DoT will implement the Taxi Driver Licensing Bill 2014 to provide greater flexibility for setting entry and ongoing professional development standards. The State Government has committed a total of $4.9 million to implementing this Bill and to introduce new systems to improve the regulation of taxi drivers in WA.

EnvironmentalCoastal protection continues to impact on DoT, particularly following significant storm events in 2013 when coastal managers, mainly local governments, drew on the expertise and resources of DoT to assist with addressing these issues.

Seagrass accumulation and beach erosion at Port Geographe has been an issue for a number of years. The State Government has provided $28.15 million to reconfigure the coastal structures at Port Geographe and the project is on schedule to be completed in January 2015. In addition to addressing environmental issues, the project will improve amenity and the viability of the currently stalled Port Geographe development.

Disclosures and legal compliance Independent Auditor’s ReportTo the Parliament of Western Australia

Department of Transport,

Report on the Financial Statements I have audited the accounts and financial statements of the Department of Transport.

The financial statements comprise the Statement of Financial Position as at 30 June 2014, the Statement of Comprehensive Income, Statement of Changes in Equity, Statement of Cash Flows, Schedule of Income and Expenses by Service, Schedule of Assets and Liabilities by Service, and Summary of Consolidated Account Appropriations and Income Estimates for the year then ended, and Notes comprising a summary of significant accounting policies and other explanatory information, including Administered transactions and balances.

Director General’s Responsibility for the financial statements The Director General is responsible for keeping proper accounts, and the preparation and fair presentation of the financial statements in accordance with Australian Accounting Standards and the Treasurer’s Instructions, and for such internal control as the Director General determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

Auditor’s Responsibility As required by the Auditor General Act 2006, my responsibility is to express an opinion on the financial statements based on my audit. The audit was conducted in accordance with Australian Auditing Standards. Those Standards require compliance with relevant ethical requirements relating to audit engagements and that the audit be planned and performed to obtain reasonable assurance about whether the financial statements are free from material misstatement.

An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial statements. The procedures selected depend on the auditor’s judgement, including the assessment of the risks of material misstatement of the financial statements, whether due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the Department’s preparation and fair presentation of the financial statements in order to design audit procedures that are appropriate in the circumstances. An audit also includes evaluating the appropriateness of the accounting policies used and the reasonableness of accounting estimates made by the Director General, as well as evaluating the overall presentation of the financial statements.

I believe that the audit evidence obtained is sufficient and appropriate to provide a basis for my audit opinion.

Opinion In my opinion, the financial statements are based on proper accounts and present fairly, in all material respects, the financial position of the Department of Transport at 30 June 2014 and its financial performance and cash flows for the year then ended. They are in accordance with Australian Accounting Standards and the Treasurer’s Instructions.

Report on Controls I have audited the controls exercised by the Department of Transport during the year ended 30 June 2014.

Controls exercised by the Department of Transport are those policies and procedures established by the Director General to ensure that the receipt, expenditure and investment of money, the acquisition and disposal of property, and the incurring of liabilities have been in accordance with legislative provisions.

Director General’s Responsibility for  Controls The Director General is responsible for maintaining an adequate system of internal control to ensure that the receipt, expenditure and investment of money, the acquisition and disposal of public and other property, and the incurring of liabilities are in accordance with the Financial Management Act 2006 and the Treasurer’s Instructions, and other relevant written law.

Auditor’s Responsibility As required by the Auditor General Act 2006, my responsibility is to express an opinion on the controls exercised by the Department of Transport based on my audit conducted in accordance with Australian Auditing and Assurance Standards.

An audit involves performing procedures to obtain audit evidence about the adequacy of controls to ensure that the Department complies with the legislative provisions. The procedures selected depend on the auditor’s judgement and include an evaluation of the design and implementation of relevant controls.

I believe that the audit evidence obtained is sufficient and appropriate to provide a basis for my audit opinion.

Opinion In my opinion, the controls exercised by the Department of Transport are sufficiently adequate to provide reasonable assurance that the receipt, expenditure and investment of money, the acquisition and disposal of property, and the incurring of liabilities have been in accordance with legislative provisions during the year ended 30  June 2014.

Report on the Key Performance Indicators I have audited the key performance indicators of the Department of Transport for the year ended 30  June 2014.

The key performance indicators are the key effectiveness indicators and the key efficiency indicators that provide information on outcome achievement and service provision.

Director General’s Responsibility for the Key Performance Indicators The Director General is responsible for the preparation and fair presentation of the key performance indicators in accordance with the Financial Management Act 2006 and the Treasurer’s Instructions and for such controls as the Director General determines necessary to ensure that the key performance indicators fairly represent indicated performance.

Auditor’s Responsibility As required by the Auditor General Act 2006, my responsibility is to express an opinion on the key performance indicators based on my audit conducted in accordance with Australian Auditing and Assurance Standards.

An audit involves performing procedures to obtain audit evidence about the key performance indicators. The procedures selected depend on the auditor’s judgement, including the assessment of the risks of material misstatement of the key performance indicators. In making these risk assessments the auditor considers internal control relevant to the Director General’s preparation and fair presentation of the key performance indicators in order to design audit procedures that are appropriate in the circumstances. An  audit also includes evaluating the relevance and appropriateness of the key performance indicators for measuring the extent of outcome achievement and service provision.

I believe that the audit evidence obtained is sufficient and appropriate to provide a basis for my audit opinion.

Opinion In my opinion, the key performance indicators of the Department of Transport are relevant and appropriate to assist users to assess the Department’s performance and fairly represent indicated performance for the year ended 30 June 2014.

Independence In conducting this audit, I have complied with the independence requirements of the Auditor General Act 2006 and Australian Auditing and Assurance Standards, and other relevant ethical requirements.

Matters Relating to the Electronic Publication of the Audited Financial Statements and Key Performance Indicators This auditor’s report relates to the financial statements and key performance indicators of the Department of Transport for the year ended 30 June 2014 included on the Department’s website. The Department’s management is responsible for the integrity of the Department’s website. This  audit does not provide assurance on the integrity of the Department’s website. The auditor’s report refers only to the financial statements and key performance indicators described above. It does not provide an opinion on any other information which may have been hyperlinked to/from these financial statements or key performance indicators. If users of the financial statements and key performance indicators are concerned with the inherent risks arising from publication on a website, they are advised to refer to the hard copy of the audited financial statements and key performance indicators to confirm the information contained in this website version of the financial statements and key performance indicators.

Colin MurphyAuditor General

For Western AustraliaPerth, Western Australia

8 September 2014

Certification of financial statements For the year ended 30 June 2014The accompanying financial statements of the Department of Transport have been prepared in compliance with the provisions of the Financial Management Act 2006 from proper accounts and records to present fairly the financial transactions for the financial year ended 30 June 2014 and the financial position as at 30 June 2014.

At the date of signing we are not aware of any circumstances which would render the particulars included in the financial statements misleading or  inaccurate.

Kathryn MartinChief Finance Officer3 September 2014

Reece WaldockAccountable Authority3 September 2014

Certification of key performance indicatorsFor the year ended 30 June 2014I hereby certify that the performance indicators are based on proper records, are relevant and appropriate for assisting users to assess the Department of Transport’s performance and fairly represent the performance of the Department for the financial year ended 30 June 2014.

Reece WaldockDirector General3 September 2014

Key performance indicators For the year ended 30 June 2014The transport function is integral to business and commerce and is important for social interaction and connecting communities. DoT’s focus is on strategic transport policy and planning, regulation, and the delivery of safe and sustainable transport services and programs. This includes the licensing of drivers, vehicles and vessels, developing and planning infrastructure, and setting and ensuring service and safety standards across the range of public and commercial transport systems in WA.

Together with its portfolio partners, DoT has the expertise to deliver the high quality and integrated transport policy, services and plans needed to connect a complex, inter-related economic and social network. DoT connects people with goods and services through an intricate system of roads, railways, airports, ports and waterways, and keeps people safe within those networks through an integrated approach to planning, licensing, education and compliance strategies.

The breadth and diversity of DoT’s functions and services mean that DoT contributes to two of the Government’s strategic goals outlined below.

Government strategic goals DoT outcomes DoT services

Results based service deliveryGreater focus on achieving results in key service delivery areas for the benefit of all Western Australians.

1. An accessible and safe transport  system

1. Transport system and services development, planning, operation and regulation

2. Vehicles and road users that meet established vehicle standards and driver competencies to deliver safe vehicles and safe  drivers

2. Driver and vehicle services

State building – major projectsBuilding strategic infrastructure that will create jobs and underpin Western Australia’s long-term economic development.

3. Integrated transport systems that facilitate economic development

3. Strategic transport policy and integrated planning

Outcome one: An accessible and safe transport systemDoT’s responsibility for the accessibility and safety of the transport system derives from the Transport Co-ordination Act 1966 (the Act). The Act confers on DoT the responsibility for coordinating and planning the transport system and enabling accessibility and safety considerations.

There are varying degrees of accessibility and safety across the agency for the different modes of transport. For example, the Marine Safety Business Unit provides regulation, education, training and compliance monitoring in regards to safety of marine vessels, whereas accessibility to marine related infrastructure and waterways is the responsibility of the Coastal Infrastructure Business Unit.

Rail safety is managed by the Office of Rail Safety which is charged with administering the Rail Safety Act 2010 in WA and nationally as part of a national approach to rail safety regulation. It does this by ensuring railway owners and operators comply with regulatory standards to construct, operate and maintain railways. Accessibility to railways is the responsibility of the owners and operators.

Accessibility to taxis is the responsibility of the Passenger Services Business Unit whereby they are responsible for ensuring an adequate taxi service is being provided to the public of WA. Safety in taxis in regards to vehicles and drivers is the responsibility of Driver and Vehicle Services in its role in administering the Road Traffic Act 1974 and is covered under outcome two of the Department’s outcome structure – “Vehicles and road users that meet established vehicle

standards and driver competencies to deliver safe vehicles and safe drivers”. Safety for taxi operators and passengers not related to use on the road is the responsibility of the WA Police in its community safety role.

Accessibility to regular public transport air services is the responsibility of DoT’s Transport Policy and Systems Directorate which ensures an adequate air service is provided to key regional communities throughout the State. Aviation safety is controlled through the Commonwealth Government’s Civil Aviation Safety Authority. DoT ensures all aircraft that carry passengers for regular public transport or charter purposes within WA are licensed  annually.

The effectiveness indicators below measure transport system accessibility and safety for DoT:

Accessibility Percentage of standard metropolitan (non-multi-purpose) taxi jobs which were not  covered –

peak;

Percentage of standard metropolitan (non-multi-purpose) taxi jobs which were not  covered – off peak;

Percentage by which the waiting time standard, for Metropolitan Area taxis is met;

Percentage of Time Maritime Infrastructure is Fit for Purpose when required; and

Percentage of Regional Airports Receiving Scheduled Regular Public Transport.

Safety Rate of Reported Incidents (Accidents) on the Water per 100 Commercial Vessels Surveyed;

Rate of Reported Incidents (Accidents) on the Water per 10,000 Registered Recreational Vessels; and

Rate of Serious Accidents per Million Train Kilometres.

Effectiveness key performance indicatorsPercentage of standard metropolitan (non multi-purpose) taxi jobs which were not covered – peakDoT is responsible for regulation of the Perth Metropolitan Taxi Industry via the administration of the Taxi Act 1994.

Following the 1999 National Competition Policy Review of the Perth Metropolitan Taxi Industry, the then Department for Planning and Infrastructure (DPI) introduced performance standards for the industry. Performance standards have been in place since 1 July 2000 to ensure that the public receives acceptable levels of service. The taxi industry is required to meet these performance standards. An independent external consultant analyses taxi industry data, sourced from the Taxi Dispatch Service (TDS) providers, and reports on taxi demand and industry viability trends as well as the performance of the taxi industry against the industry standards on a monthly and quarterly   basis.

This assessment gives DoT the ability to provide the Minister for Transport with evidence-based policy recommendations and therefore directly assists the regulatory function of the Department.

The key performance indicator (KPI) of taxi jobs not covered – Peak (JNC - Peak) is the percentage of total jobs going unserviced in the peak period (Friday and Saturday nights from 5pm to 6am).

Until the 2012/13 financial year the peak and off peak JNC was reported as a single KPI.

The total number of jobs not covered in all hours was divided by the total number of phone orders advertised to taxi drivers. This did not allow evaluation of the sharp differences in service delivery in different times of the week. Since the 2012/13 financial year peak and off peak periods have been reported separately. Trends from this indicator assist with determining supply and demand requirements for the industry and provide rationale for determining whether there is a requirement to release additional taxi   plates.

Industry performance is assessed by obtaining and analysing data from the two major TDS providers in the metropolitan area. Of these, both the number of customer telephone orders placed on and advertised through the taxi company dispatch system and the number of jobs not covered against these orders during peak periods  are recorded.

2010/11 actual

2011/12 actual

2012/13 actual

2013/14 target

2013/14 actual

Reasons for significant  variance

Percentage of standard metropolitan (non multi-purpose) taxi jobs which were not covered – peak

3.08% 4.53% 4.75% 1.00% 2.58% A 6.4% decrease in peak demand occurred in the 2013/14 financial year, when compared with 2012/13. There may be a margin of error on this KPI due to events such as double-booking or booking a taxi and then hailing a different taxi.

Percentage of standard metropolitan (non multi-purpose) taxi jobs which were not covered – off peakDoT is responsible for regulation of the Perth Metropolitan Taxi Industry via the administration of the Taxi Act 1994.

Following the 1999 National Competition Policy Review of the Perth Metropolitan Taxi Industry, the then Department for Planning and Infrastructure (DPI) introduced performance standards for the industry. Performance standards have been in place since 1 July 2000 to ensure that the public receives acceptable levels of service. The taxi industry is required to meet these performance standards. An independent external consultant analyses taxi industry data, sourced from the Taxi Dispatch Service (TDS) providers, and reports on taxi demand and industry viability trends as well as the performance of the taxi industry against the industry standards on a monthly and quarterly   basis.

This assessment gives DoT the ability to provide the Minister for Transport with evidence-based policy recommendations and therefore directly assists the regulatory function of the Department.

The KPI of taxi jobs not covered – off peak (JNC – off peak) is the percentage of total jobs going unserviced in the off-peak period (all times with the exception of the peak period which is Friday and Saturday night, 5pm to 6am).

Until the 2012/13 financial year the peak and off peak JNC was reported as a single KPI.

The total number of jobs not covered in all hours was divided by the total number of phone orders advertised to taxi drivers. This did not allow evaluation of the sharp differences in service delivery in different times of the week. Since the 2012/13 financial year peak and off peak periods have been reported separately.

Trends from this indicator assist with determining supply and demand requirements for the industry and provide rationale for determining whether there is a requirement to release additional taxi   plates.

Industry performance is assessed by obtaining and analysing data from the two major TDS providers in the metropolitan area. Of these, both the number of customer telephone orders placed on and advertised through the taxi company dispatch system and the number of jobs not covered against these orders during the off peak period are recorded.

2010/11 actual

2011/12 actual

2012/13 actual

2013/14 target

2013/14 actual

Reasons for significant  variance

Percentage of standard metropolitan (non-multi-purpose) taxi jobs which were not covered – off  peak

1.07% 1.65% 1.67% 0.50% 0.88% A 4.9% decrease in off peak demand occurred in the 2013/14 financial year, when compared with 2012/13. There may be a margin of error on this KPI due to events such as double-booking or booking a taxi and then hailing a different taxi.

Percentage by which the waiting time standard, for metropolitan area taxis is  metDoT is responsible for regulation of the Perth Metropolitan Taxi Industry via the administration of the Taxi Act 1994.

Following the 1999 National Competition Policy Review of the Perth Metropolitan Taxi Industry, the then DPI introduced performance standards for the industry. Performance standards have been in place since 1 July 2000. The taxi industry is required to meet these performance standards.

An independent external consultant analyses taxi industry data, sourced from the TDS providers, and reports on taxi demand and industry viability trends as well as the performance of the taxi industry against the industry standards on a monthly and quarterly basis.

This assessment gives DoT the ability to provide the Minister for Transport with evidence-based policy recommendations and therefore directly assists the regulatory function of the Department.

In addition to JNC, taxi performance is measured by determining the average time a customer has to wait for a taxi following a booking, during both peak and off peak times, and then comparing the result against the relevant performance standards. To calculate this measure the wait times for taxis requested as soon as possible (ASAP) have been measured during both peak and off peak times and bookings that meet the performance standard determined and presented as a percentage against all ASAP bookings.

Trends from this indicator assists with determining supply versus demand requirements for the industry and provides rationale for determining whether there is a requirement to release additional taxi plates.

Industry performance is assessed by obtaining and analysing data from the two major TDS providers in the metropolitan area. Waiting time information is available from the TDS systems and measured as the difference between when the customer first requested the taxi and when the driver turned on their meter to start the job.

2010/11 actual

2011/12 actual

2012/13 actual

2013/14 target

2013/14 actual

Reasons for significant  variance

Percentage by which the waiting time standard for metropolitan area taxis is met

91.9% 91.5% 91.7% 91.0% 92.30% N/A

No significant variance noted this year between target and actual, and actual 2013 and actual 2014.

Percentage of time maritime infrastructure is fit for purpose when requiredDoT is responsible for the planning, creation, enhancement and management of new and existing land and water based maritime facilities for small craft throughout WA.

DoT manages and maintains a variety of maritime infrastructure assets, including jetties, wharves, boat launching facilities, pens and moorings at approximately 50 discrete locations throughout the state, to service the fishing and commercial maritime industries and the recreational boating needs of Western Australians.

In addition to this, DoT maintains associated navigational aids which are strategically placed in water and onshore to ensure that the boating community can safely transit through waterways. It also maintains the navigable waters at its managed maritime facilities as well as at a small number of other locations, including two commercial ports, throughout the state by providing access via dredged channels.

The facilities and their purpose vary for each location and the associated management and maintenance plans vary accordingly.

A consistently high percentage of availability will confirm that maritime infrastructure is being appropriately maintained and is accessible to the boating industries and the public of WA.

2010/11 actual

2011/12 actual

2012/13 actual

2013/14 target

2013/14 actual

Reasons for significant  variance

Percentage of time maritime infrastructure is fit for purpose when required

99.73% 99.76% 99.53% 99.71% 99.07% N/A

No significant variance noted this year between target and actual, and actual 2013 and actual 2014.

Percentage of regional airports receiving scheduled regular public transport (RPT) air  servicesDoT provides advice on a range of aviation issues. It provides grants to support the development of airport infrastructure through the Regional Airports Development Scheme and regulates intrastate air services to ensure that key WA regional communities receive sustainable regular public transport (RPT) air services.

Under the Transport Co-ordination Act 1966, all aircraft that carry passengers for regular public transport or charter purposes within WA are required to be licensed annually. In addition, the Minister for Transport has powers to apply conditions to aircraft licences to determine where they may fly in WA. Where there are insufficient passenger numbers to support competition to a key regional centre, the State Government protects the service by offering it through a public tender process, so that a limited number of airlines may service it.

The objective is that communities in WA with populations of more than 500 are located within a 250km radius of an airport accessible by a safe road which provides two or more weekly RPT air services or have access to other forms of public transport.

In 2013/14, of the 25 key regional centres receiving scheduled RPT air services, 11 were open to full competition and 14 are protected through various arrangements with or without a Government   subsidy.

To ensure that charter operations do not undermine the RPT service, charter operators are limited by a condition on their aircraft licence to providing one return flight per client per week to an RPT airport in WA. Approval from the Minister for Transport is required to provide additional charter services over RPT air routes.

The licensing arrangements and deeds for the protected and subsidised services are monitored through monthly statistics and meetings with the airlines to ensure that the outcome of the regional centres having a sustainable RPT service is  achieved.

A reduction in the percentage of key regional centres being serviced by RPT air services or other forms of public transport would indicate that services to remote communities are not being  maintained.

2010/11 actual

2011/12 actual

2012/13 actual

2013/14 target

2013/14 actual

Reasons for significant  variance

Percentage of regional airports receiving scheduled regular public transport air services

96% 100% 96% 100% 96% RPT air services to Leinster were ceased for a trial period on 4 November 2013 until 30 June 2014. Approval from the Minister for Transport was granted and stakeholders advised accordingly.

Rate of reported incidents (accidents) on the water per 100 commercial vessels surveyedThe Commercial Vessel Safety Branch (CVS) is a delegate to the National System for Domestic Commercial Vessel Safety under the auspice of the Marine Safety (Domestic Commercial Vessel) National Law Act 2012. With the National Regulator, CVS ensures all commercial vessels in WA are subject to survey to certify they meet minimum standards for construction and equipment safety before they are allowed to  operate.

A commercial vessel must hold a current certificate to show that it meets national and international construction standards to continue to operate. All accidents or incidents that result in serious injury or death, or cause damage to the vessel rendering it unseaworthy or unsafe must be reported. An incident (accident) is defined as any commercial vessel which is involved in a collision that sustains:

(a) casualty;

(b) damage affecting her seaworthiness or efficiency, either in hull or in any part of the boilers and machinery; or

(c) causes the loss or damage to any other vessel, or where by reason of a casualty happening to, or on board a commercial vessel, loss of life or serious injury to any person ensues.

It is a requirement under the National Law for people to report any accident or incident involving a domestic commercial vessel.

The information for this indicator is derived from the Department’s commercial vessel database and the marine incidents database, and is calculated by dividing the number of incidents by the number of commercial vessels holding current survey certificates (expressed as a rate per hundred vessels).

2010/11 actual

2011/12 actual

2012/13 actual

2013/14 target

2013/14 actual

Reasons for significant  variance

Rate of reported incidents (accidents) on the water per 100 commercial vessels surveyed

5.95 4.97 4.82 4.67 6.54 The percentage rate of incidents has increased in comparison to a decrease in vessel numbers. Domestic commercial vessels surveyed previously comprised mainly of fishing vessels. The ratio has now altered and the commercial vessel fleet predominantly consists of support vessels for the oil and gas industry with stricter incident reporting requirements.

Rate of reported incidents (accidents) on the water per 10,000 registered recreational  vesselsWA’s temperate climate and unique marine environment entice an estimated 250,000 people to make recreational use of the state’s waterways each year.

DoT takes a lead role in ensuring the safety of the state’s mariners through:

setting standards for recreational vessels and registering only those that meet legislative requirements;

requiring recreational mariners to meet basic safety competencies through the recreational skipper’s tickets (compulsory from 1 April  2008);

maintaining marine charts and signs to promote safe navigation and warn of hazards;

responding to oil spills and other pollutants;

maintaining navigational aids (navaids); and

educating and informing mariners on marine safety matters.

Under the Navigable Waters Regulations 1958, all vessels that have a motor or have the capacity to have a motor fitted, must be registered to operate on navigable waters in WA. In addition, it is a requirement under the Western Australian Marine Act 1982 for people to report any accident or incident that results in serious injury or death, or the vessel being damaged enough to make it unseaworthy or unsafe.

The data for this indicator is taken from the Department’s recreational vessel registration database and the marine incidents database, and is calculated by dividing the number of incidents by the number of registered recreational vessels (expressed as a rate per ten thousand vessels). A reduction in the rate of incidents per registered recreational vessel indicates that the safety outcome is being met in relation to recreational  boating.

2010/11 actual

2011/12 actual

2012/13 actual

2013/14 target

2013/14 actual

Reasons for significant  variance

Rate of reported incidents (accidents) on the water per 10,000 registered recreational vessels

12.52 10.69 9.48 9.16 10.56 The percentage of reported incidents has increased. This is despite the fact that there has been a decrease in the number of recreational vessels registered. The increase in the number of reported incidents has been influenced by DoT’s safety education campaigns, training and education programs which has resulted in increasing awareness of the general public of their responsibility in reporting incidents.

Rate of serious rail accidents per million train kilometresThrough administration of the Rail Safety Act 2010 (the Act), DoT is responsible for promoting the safety of the rail transport system. In this regulatory scheme, where railway managers are accountable for rail safety, the Office of Rail  Safety:

accredits rail transport operators to construct, operate and maintain railways where they have met requirements in the Act, including demonstrating the competence and capacity to manage risks to safety associated with railway operations and to implement their proposed safety management systems; and

monitors performance of accredited railways to ensure they are complying with the terms of their accreditation and their approved safety management system and to achieve continuous development and improvement in railway safety.

A ‘serious’ rail accident is one consistent with a Category A ‘notifiable occurrence’ as set out in the Rail Safety Regulations 2011. That is:

an accident or incident that causes the death, serious injury or significant property damage;

a running line derailment;

a running line collision between rolling stock;

a collision at a road or pedestrian level crossing between rolling stock and either a road vehicle or a person;

a fire or explosion on or in a rail infrastructure or rolling stock that affects the safety or railway operations or that endangers one or more  people;

a suspected terrorist attack or threat of attack;  or

any accident or incident that is likely to generate intense public interest or concern.

A train kilometre is a unit of measure representing the movement of a train over one kilometre.

A reduction in the rate of occurrences would indicate that the safety outcome is being met on rail transport and gives users reasonable confidence that the rail system they use is safe.

The result is economic growth and development through the promotion of rail as a safe form of transport connecting commuters and goods to the desired destination for business or personal purposes. Social and economic growth benefits are also accrued through avoiding the high costs associated with rail accidents.

2010/11 actual.

2011/12 actual

2012/13 actual

2013/14 target

2013/14 actual

Reasons for significant  variance

Rate of serious rail accidents per million train kilometres

1.82 1.82 1.66 1.82 1.35 The data shows that the rate of Category A incidents is decreasing and indicates that the safety outcome is being met by rail transport operators and should assist user confidence that the rail system they use is safe.

Efficiency key performance indicatorsService one: Transport system and services development, planning, operation and  regulationTransport system and services development, planning, operation and regulation are designed to improve accessibility and safety of the transport system for all Western Australians.

This service contributes to the Government’s Framework for Strategic Management Goal – Results Based Service Delivery through:

integration between and within transport modes;

managing heavy vehicle freight movement to major industrial and intermodal sites;

increasing accessibility to a reasonable level of transport services for all individuals, businesses and communities;

encouraging sustainable choices through programs, such as TravelSmart and cycling promotions;

provision and management of infrastructure, including small craft facilities and marine navigation aids, to maintain safe and accessible transport operations;

setting competencies/standards and monitoring compliance for operators, vehicles and vessels in the taxi, omnibus and maritime industries;

developing policies, standards and guidelines for rail safety regulation, accrediting rail owners and rail operators in accordance with relevant standards, and ensuring rail owners and operators comply with the terms of their accreditation;

developing and implementing policies and strategies to facilitate safe navigation and safe use of the state’s waterways;

maintaining effective contingency response strategies and mechanisms to combat marine transport emergencies and marine environmental pollution incidents;

safe jetties through licensing;

marine and transport related data collection, analysis and dissemination; and

provision of cartographic information services.

The key efficiency performance indicators used to measure this performance are detailed below:

Cost of regulation per taxi plate administeredReasons for significant varianceA 4% decrease in 2013/14 when compared to target is due to an overall underspend of various taxi industry contracts, including taxi driver professional development, multi-purpose taxi standby vehicle, mobile taxi security patrol and taxi driver peer support.

The increase in 2013/14 when compared to 2012/13 is due to increase in cost for implementing Taxi Driver Licensing Act 2014.

Average cost per day per maritime infrastructure asset managedReasons for significant varianceThe total cost to manage maritime infrastructure assets exceeded the 2013/14 published budget by $3.898 million. This was primarily due to increased expenditure on dredging to address issues resulting from significant storm events; and for higher than budgeted depreciation following capitalisation of new infrastructure.

Average survey cost per commercial vesselReasons for significant varianceDecrease in volumes has resulted in increased costs per unit. The National System – the Marine Safety (Domestic Commercial Vessel) National Law Act 2012 now applies to operations of the domestic commercial vessel fleet in all states. Significant reduction in number of surveyed vessels due to transfer of approximately 300 vessels previously surveyed under the Western Australian Marine Act 1982 to the Not Surveyed category under the National Law and has resulted in this variance.

Average cost per private vessel recreational registrationReasons for significant varianceThe actual cost is lower than the target due to vacancies not filled in 2013/14.

Cost to maintain marine pollution response preparedness per registered vesselReasons for significant varianceThe actual cost is lower than the target due to vacancies not filled in 2013/14.

Average cost per household contacted under the ‘TravelSmart’ schemeReasons for significant varianceThe 2013/14 target was based upon a reach of 10,000 households. A reach of 10,008 households was achieved in 2013/14.

The target was exceeded due to an overspend related to project delivery cost due to unbudgeted leave entitlements.

*In 2012/13, no households were contacted. Instead, an expanded project was delivered with the Department of Sport and Recreation in 2013/14.

Outcome two:Vehicles and road users that meet established vehicle standards and driver competencies to deliver safe vehicles and safe driversThe Road Traffic Act 1974 confers on DoT through Driver and Vehicle Services (DVS), the responsibility for licensing the state’s drivers and registering vehicles. Drivers must demonstrate that they are competent to drive a vehicle through complying with the requirements of Section 16 of the Road Traffic (Authorisation To Drive) Regulations 2008. Vehicles must be registered before they may lawfully be used on the road. Road Traffic (Vehicle Standards) Rules 2002 details the specific requirements for examination against the Australian Design Rules which allow a vehicle to be deemed roadworthy.

DoT measures its effectiveness in meeting this outcome through measuring:

The percentage of vehicle examinations completed in accordance with the Australian Design Rules assessed by audit; and

The percentage of driver licences issued that comply with the Graduated Driver Training and Licensing System assessed by audit.

Effectiveness key performance indicatorsPercentage of vehicle examinations completed in accordance with the Australian Design Rules assessed by auditThe Road Traffic Act 1974 confers on DoT responsibility for licensing the state’s vehicles. Vehicles must be licensed before they may lawfully be used on the road. Registration is conferred only where a vehicle is deemed roadworthy (passed examination).

This indicator measures the extent to which vehicle examinations are conducted according to processes designed to establish levels of roadworthiness pursuant to the provisions of the Road Traffic Act 1974 and related regulations.

The Road Traffic (Vehicle Standards) Rules 2002 detail specific requirements for vehicles, including dimensions, braking, lighting and emissions – all of which must conform to the Australian Design Rules (as at the date of manufacture of the vehicle). DoT’s Vehicle Examiners and Authorised Inspection Station personnel are registered motor vehicle mechanics and trained to examine vehicles in accordance with the Australian Design Rules.

The Motor Vehicle ‘Certificate of Inspection’ form (MR1) is used to record details of the vehicle examination.

2010/11 actual.

2011/12 actual

2012/13 actual

2013/14 target

2013/14 actual

Reasons for significant  variance

Percentage of vehicle examinations completed in accordance with the Australian Design Rules assessed by audit (safe vehicles)

99.75% 99.25% 87.75% 100% 85% Customer documentation associated with the vehicle examination via the electronic Vehicle Inspection System at Approved Inspection Stations (AIS) has resulted in a process which relies on customers and AIS providers returning the source documentation.The number of AIS providers increased in 2013/14 and without the source documentation the result of the vehicle examination cannot be verified and has resulted in a decline for this indicator.DVS has identified an online solution to replace the customer documentation which will be implemented in 2015/16. In the interim, DVS is reviewing the current policy with the view of retaining all documentation at the AIS for monthly return from the AIS provider to DVS direct.

Percentage of driver licences issued that comply with the Graduated Driver Training and Licensing system (GDTLS) assessed by auditThe Road Traffic Act 1974 confers on DoT responsibility for licensing the state’s drivers. Section 16 of the Road Traffic (Authorisation to Drive) Regulations 2008 details the requirements prescribed under section 42 of the Act. Drivers must demonstrate that they are competent to drive a vehicle through passing theoretical and practical tests, completing the prescribed hours of supervised driving and passing a computerised hazard perception test.

This indicator measures the extent to which licensing of drivers is conducted according to processes designed to establish levels of competence pursuant to the provisions of the Road Traffic Act 1974 and related regulations.

2010/11 actual.

2011/12 actual

2012/13 actual

2013/14 target

2013/14 actual

Reasons for significant  variance

Percentage of driver licences that comply with the Graduated Driver Training and Licensing system as assessed by audit (safe drivers)

84.5% 82.0% 87.5% 100% 87% Audit has observed that due to the limitation of documents an applicant can submit to meet proof of identity (POI) requirements for categories C (evidence of operating in the Australian community) and D (evidence of residential address), DVS Centre’s and Agents have approved documents outside of the POI policy requirements introduced in September 2011. This has required on-going staff and public education.As part of ongoing improvement, the department updated its POI policy in April 2013 and July 2014 to increase the documents that an applicant can produce to comply

with these POI category requirements. As a result, this indicator is expected to show improvement in 2014/15.

Efficiency key performance indicatorsService two: Driver and vehicle servicesThe Road Traffic Act 1974 confers on DoT responsibility for licensing the state’s drivers and registering vehicles. Drivers must demonstrate that they are competent to drive a vehicle through passing theoretical and practical tests, completing the prescribed hours of supervised driving and passing a computerised hazard perception test.

Vehicles must be registered before they may lawfully be used on the road. Registration is conferred only where a vehicle is roadworthy.

This service contributes to the Government’s Results Based Service Delivery of ‘Greater focus on achieving results in key service delivery areas for the benefit of all Western Australians’, through:

setting motor vehicle standards in accordance with national and State Government requirements, examining motor vehicles for compliance with those standards and registering and transferring compliant motor vehicles;

setting standards and requirements within government policies for the issue of a licence to drive on roads;

assessing driver competency, issuing and renewing driver licences in accordance with national and state government requirements and driver competency standards;

maintaining a database of registered vehicles and drivers, and managing vehicle identification numbers, to support the enforcement of road traffic and other relevant laws;

collecting revenue for vehicle and driver licensing on behalf of other government agencies; and,

informing and educating road users about driver licensing, vehicle registration and related requirements.

The key efficiency performance indicators used to measure this performance are:

Average cost per vehicle and driver transactionReasons for significant varianceN/A

Average cost per vehicle inspectionReasons for significant varianceThe variance is primarily due to inspection volumes being 18% less than estimated due to a slowdown in the State economy, particularly in the mining industry. Complicating the situation further is that commission costs exceed budget as the number of inspections performed in the metropolitan area continues to shift from DVS to AIS operators.

This KPI reflects the combined costs for two different service models operated simultaneously by DoT to ensure services adequately meet demand.

To meet inspection demand in both regional WA and in the metropolitan area, DVS has contracted AIS, to perform inspections on its behalf.

DVS provides administrative support including training and also undertakes regular compliance audits of AIS operations.

DVS pays each AIS a per inspection commission set at the same rate as the legislated inspection fee collected from the public. As a consequence, the performance of the inspection by each AIS is cost neutral to DoT. This commission is effectively a return of revenue to AIS and was $2.7 million higher than budgeted in the KPI calculations.

The cost of providing the administrative and compliance functions for AIS operations is $27.12 per inspection which DVS has commenced recovering from the AIS (only in the metropolitan area since 2012).

Average cost per driver assessment

Reasons for significant varianceThe variance is due to additional resources transferred to enhance compliance, driver education and safety activities across the state combined with a 10% fall in the number of driver assessments performed (compared to anticipated target) primarily arising from the changed mining operations which have impacted the demand for driver licences, particularly heavy vehicle classes.

Percentage of driver’s licence cards issued within 21 days of completed application Reasons for significant varianceN/A

Outcome three: Integrated transport systems that facilitate economic developmentThe transport function is integral to business and commerce and important for social interaction and connecting communities. Therefore a major focus of DoT is on strategic transport policy and planning across the range of public and commercial transport systems that service WA.

DoT, through its Policy, Planning and Investment Division, develops, integrates and regulates the State’s transport systems and infrastructure.

DoT determines, through its policy and planning role, the location of major transport routes and infrastructure, their suitability for a range of transport services and how each integrates into the broader transport system for boats, trains, planes and vehicles.

DoT measures its effectiveness in meeting this outcome through measuring:

Percentage of containerised freight transported via rail in relation to total metropolitan container movements to and from Fremantle port.

Percentage of containerised freight transported via rail in relation to total metropolitan container movements to and from Fremantle PortTransporting containers by rail to and from the Fremantle Inner Harbour results in avoided truck movements on port roads, thereby reducing road congestion, noise, accidents and emissions.

To encourage short haul rail transport to the Fremantle Inner Harbour, the State Government has subsidised containers transported by rail since 2007.

DoT pays the subsidy to Intermodal Link Services (ILS) the operator of the North Quay Rail Terminal service. ILS then passes it on to the client through a reduction of the rail price, which contributes to making the rail freight service cost competitive with road freight services.

Over time the rail subsidy has reduced from $50 per Twenty foot Equivalent Unit (TEU) container to $40 per TEU. However, it was again increased to $50 per TEU from 1 January 2014, to accommodate significant, unforeseen cost increases in rail services which would have been too costly for the rail service operator to absorb. This amount will gradually reduce as rail volumes grow and rail establishes itself in the market. The subsidy is currently in place until 2016/17.

The effectiveness and performance of the subsidy is measured as the percentage of all containers on rail, compared to containers transported by road to and from Fremantle Inner Harbour.

Although rail volumes experienced strong growth following the introduction of the subsidy in 2007, the global financial downturn resulted in a contraction of the number of containers moved by rail from a peak of nearly 16 per cent, to 10.9 per cent in 2009/10. Growth in the number of rail containers has since recovered, averaging 13.6 per cent in 2013/14.

There are short to medium term fluctuations with respect the number of rail containers due to general economic conditions and commercial decisions and the current slowdown in economic activity is impacting on the rail service. However, total container trade through the port, including rail volumes, are expected to continue to grow over the long term. The State Government has a

long term aspirational target of transporting 30 per cent of the total number of containers through Fremantle Inner Harbour by rail.

2010/11 actual.

2011/12 actual

2012/13 actual

2013/14 target

2013/14 actual

Reasons for significant  variance

Percentage of containerised freight transported via rail in relation to total metropolitan container movements to and from Fremantle Port

11.5% 13.4% 13.8% 16.0% 13.6% The rail industry’s market share declined in the first six months of 2013/14 (down to 12.2%) due to the road industry’s short term road freight pricing strategy to maintain market share in a subdued economy (which resulted in a reduced demand for trucks in the north, and a larger number serving the metropolitan area). In the last six months of 2013/14, trade has improved and TEUs moved by rail has again experienced steady growth, resulting in rail’s market share increasing again and averaging 13.6% for the year. This is 2.4% less than the 16% rail target for 2013/14.

Efficiency key performance indicatorsService three: Strategic transport policy and integrated planningThis service contributes to the Government’s Framework for the Strategic Management goal ‘State building – major projects’ by providing leadership for strategic management, development and protection of economic transport nodes and networks through:

the provision of an integrated transport policy framework to guide Government and the private sector in decision making;

the provision and coordination of integrated state-wide transport policy including those of national significance and those involving multi-modal solutions;

ensuring the transport policy framework supports cost effective transport systems and services.

developing an agreed state-wide Integrated Transport Strategy;

undertaking state wide capital investment planning, evaluation and prioritisation;

integrated planning for major transport system projects;

development of funding principles and pricing signals to ensure appropriate development and use of transport assets;

improving freight access to key terminals, improving freight flows and increasing competitiveness through reduced costs;

reducing the costs associated with road trauma by enhancing the accessibility and safety of public transport systems;

providing for the efficient distribution of goods and services to business and the community;

ensuring flexibility to meet the demands of a changing economy and market environments; and

enabling commuter access to industrial centres and to the services and goods they require.

The key efficiency performance indicators used to measure this performance are:

Average cost per policy hour for strategic transport policy developmentReasons for significant varianceThe decrease in the cost per policy hour was due to:

Coastal Infrastructure costs for 2013/14 were due to the restructure of the Business Unit, budgets were realigned to better reflect business needs and activities. Budgets originally earmarked for policy related professional services were redirected to projects associated with planning, project delivery and dredging management, particularly to assist with dredging and sand bypassing works required to address issues resulting from significant storm events.

Policy costs for 2013/14 were decreased within the Policy, Planning and Investment Division. This is primarily due to a reduction in costs within the Transport Policy and Systems Directorate due to reduced resource requirements.

Average cost per planning hour for integrated transport planning developmentReasons for significant varianceN/A

Ministerial directivesNo ministerial directives were received during the financial year.

Other financial disclosuresPricing policies of services providedDoT reviews fees and charges annually to reflect, where legally permissible, full cost recovery in the provision of services, pursuant to the departmental policy for costing and pricing.

The following gazettes contain variations to DoT’s fees and charges for the 2013/14 financial year:

Western Australian Government GazetteNo. 84 dated 31 May 2013;

Western Australian Government GazetteNo. 89 dated 17 June 2013;

Western Australian Government GazetteNo. 108 dated 28 June 2013; and

Western Australian Government GazetteNo. 110 dated 28 June 2013.

Major capital projectsMajor capital projects are those over $5 million.

Capital projects incomplete

Project nameExpected year of completion

Estimated cost to complete

Estimated total cost of project

$’000 $’000

Augusta Boat Harbour 2014/15 7,722 34,600

Port Geographe Coastal Reconfiguration

2014/15 7,698 28,150

Employment and industrial relationsFull-time equivalents (FTE) and headcount, as at 30 June 2014:

Status Headcount* FTE*

Permanent full-time 1,127 1,127.00

Permanent part-time 192 119.65

Temporary full-time 158 158.00

Temporary part-time 25 16.64

Senior Executive Service 20 20.00

Total 1,522 1,441.29

*Headcount and FTE numbers include both paid and unpaid employees.

During 2013/14, there was continuing industrial action in regards to DoT’s implementation of new partnership arrangements related to practical driver assessments with registered training organisations. There was also industrial action associated with public sector wages negotiations.

Freedom of informationDoT’s Freedom of Information (FOI) Unit is the initial contact point for members of the public, applicants, third parties, the Office of the Information Commissioner and other public sector agencies for all FOI-related matters.

FOI statistics for 2013/14, compared with previous years, are listed below.

FOI applicationNumber 2011/12

Number 2012/13

Number 2013/14

Total received 149 178 219

Internal reviews 8 2 10

External reviews 3 1 2

Transferred to another agency 4 5 15

The increase in the number of applications received may be attributed to the number of projects of high public interest that the Department has been managing.Under the Freedom of Information Act 1992, DoT is required to respond to FOI applications within 45 days of receipt, unless an extension is granted. The average time to process applications during 2013/14 was 16.5 days.

Customer feedback DoT’s Complaints Handling Policy provides a flexible approach allowing complaints to be made in person, by phone, fax, online or in writing.

Complaints Handling Procedures provide guidelines for implementing the policy in line with the Australian Standard on Complaints Handling (AS ISO 10002-2006).

Complaints are managed through DoT’s Customer Feedback System (CFS). The CFS records compliments, complaints, general feedback and requests for information. Customer feedback may relate to access to information, service standards and facilities (including fees, fines and costs) or the legislation, regulations and standards that DoT administers.

Feedback statistics for 2013/14, compared with previous years, are shown below.

Feedback typeNumber received2011/12

Number received2012/13

Number received2013/14

Complaints 1,161 1,426 2,060

Compliments, feedback and requests for information

931 1,407 1,700

Total 2,092 2,833 3,760

Overall, there has been a steady increase of customer interaction through the feedback system. Increases in both complaints and compliments were registered, while DoT’s largest directorate, Driver and Vehicle Services, accounted for 89 per cent of the total feedback received.

Investing in our great peopleTraining delivered in line with Learning and Development Plan 2013-2017DoT’s People and Organisational Development directorate continued to implement the Learning and Development Plan 2013-2017 to ensure we have the right people, with the right skills, to achieve our strategic objectives.

In 2013/14, there has been a focus on improving local induction training programs across DoT. These local training programs were supplemented by e-learning modules and corporate induction sessions.

There was a continued focus on getting the Performance Management System ‘basics’ right with the implementation of our Performance Partnership Program (PPP) across the business areas. This focus was supported by PPP training for managers in how to set a simple, meaningful and relevant Individual Performance Plan, conduct regular performance reviews and also how to manage performance issues. Managers continue to receive training to enable them to feel confident and competent in effectively leading and managing their employees, in line with the Code of Conduct and the desired culture of DoT.

Throughout 2013/14, more than 1,300 DoT staff participated in key courses outlined in the plan to improve their customer service, people management and career development skills.

Customer service Participants

Customer Service Skills 402

Effective Telephone Techniques 380

Managing Difficult Customer Interactions 252

People management

People Managers Program 40

Performance Partnership Program 132

Recruitment and Selection Skills 75

Career development

Job Application and Interview Skills 83

Developing our leaders and people managers DoT recognises the importance of developing leadership capability at all levels of the agency. In 2013/14 a high priority was placed on developing the people management competencies of our frontline leaders.

People Managers Program Through the new People Managers Program, 40 first-time and entry-level managers were equipped with practical skills to build and lead high-performing teams.

The 12-month program is specifically tailored to DoT’s operations so participants can apply their new skills and knowledge in their everyday roles.

People managers take part in four hands-on workshops and undertake a range of assessment activities, with successful completion earning them a nationally-accredited Certificate IV in Frontline Management.

The program has been well-received by people managers and their teams and is set to continue until mid-2016.

Ongoing development for managersDoT ensured all new managers and team leaders were aware of their organisational responsibilities through the introduction of a Managers Induction session. Held every two months, this half-day session is a timely opportunity for staff who have recently assumed management responsibilities to familiarise themselves with DoT’s expectations, policies and systems in relation to people management, financial management and procurement. An online Managers Guide has also been introduced to provide a convenient single point of reference to the policies, procedures and tools for managers.

As well as assisting first-time and entry-level people managers, DoT continued to support established managers by providing a range of sessions that addressed specific skills areas, including recruitment and selection, managing performance, occupational safety and health, managing budgets, procurement processes, and HR administration.

Ongoing development for executive leaders To develop the next generation of executives, DoT actively encouraged senior managers to take part in a range of external leadership development programs throughout 2013/14. Six senior managers participated in the Public Sector Management Program and five enrolled in programs offered by Leadership Western Australia. A further six DoT managers were also engaged in leadership programs conducted by portfolio partner MRWA.

Employment opportunities for young peopleDoT strongly supports youth employment and provides traineeships for young people and school-based students, as well as work experience placements.

In July 2013, DoT welcomed two new customer service officers to the team as part of the Public Sector Aboriginal Traineeship Program. Both officers successfully completed their traineeships and accepted positions with DoT. In 2014/15, DoT will continue to participate in the program, with a trainee set to commence in August 2014 and three other placements pending approval from the Public Sector Commission.

DoT recruited a school-based trainee in February 2013. Since then, the trainee has continued to work towards a Certificate II in Government and is due to complete the program at the end of 2014.

In addition to supporting Aboriginal and school-based trainees, DoT provided 22 work experience placements across the metropolitan business units in 2013/14.

Scholarship program builds priority skills The scholarship program demonstrates DoT’s commitment to ongoing learning for staff by supporting employees to undertake relevant formal study. The program aims to encourage employees to enrol in studies that are identified as being of high priority in enabling DoT to achieve its business objectives. In 2014, 16 scholarships were awarded to recipients from business areas across the agency.

Creating a workplace where people want to belongOur cultural development journey continues Throughout the year, DoT continued to embed the core values of Clear Direction, Fresh Thinking, Excellent Service and Great People across the agency through a number of cultural development activities.

The activities are aimed at bringing these values – which represent who we are, what we do and how we want to work – to life at DoT.

In mid-2013, a cross-organisational team developed a number of practical tools to assist people managers to embrace and encourage Fresh Thinking and better ways of working in their teams.

Following the success in embedding Fresh Thinking across the agency, a team commenced developing tools and resources to start to embed the value of Clear Direction across DoT.

As our cultural development journey continues in 2014/15, similar activities will focus on embedding our values of Excellent Service and Great People.

Fresh Think Tank encourages new ways of workingDoT demonstrated the commitment to Fresh Thinking by introducing the first online innovation forum – the Fresh Think Tank – in May 2014.

The Fresh Think Tank provides DoT staff with new opportunities for sharing ideas that can improve the way we do business and also allows them to view, rate and comment on their colleagues’ ideas. All ideas, big and small, are then reviewed to identify those that can be further developed and implemented.

Key in DoT’s decision to introduce the Fresh Think Tank was recognising that our frontline customer service officers, based all over the State, often have the best ideas to improve service delivery, but little time to document or discuss them given they are so focused on providing excellent service to our customers.

The Fresh Think Tank has been well received by staff, with more than 200 business improvement ideas submitted already. DoT will continue to welcome ideas and strategically assess and implement those that add value to our business in 2014/15.

Health initiatives enhance staff wellbeingDoT offered a range of health promotion initiatives to enhance the wellbeing of staff in 2013/14. The initiatives, delivered through the Wellness Program, included subsidised fitness classes, flu vaccinations and Lunch and Learn sessions covering topics such as stress management, mental health awareness and healthy eating.

Exceptional employees recognised through Radar AwardsFor the second year, the Radar Awards recognised exceptional employees living DoT’s values and contributing to our strategic goals.

Moving towards a more culturally diverse and aware workforceDoT continues to implement strategies outlined in the Reconciliation Action Plan 2012-2016 to move towards a more culturally diverse and aware workforce, and to conduct business in ways that promote relationships with all Aboriginal and Torres Strait Islander peoples.

Key achievements in 2013/14 include:

the continued success of our Remote Licensing Service;

introducing online training courses for new and existing staff aimed at increasing awareness and understanding of the needs of Aboriginal and Torres Islander peoples and other ethnic groups; and

participating in the Public Sector Aboriginal Traineeship Program.

Governance disclosuresContracts with senior officersDuring 2013/14, other than normal contracts for employment of services, no senior officers or firms of which senior officers are members, or entities in which senior officers have substantial interests, had any interests in existing or proposed contracts with DoT.

Board and committee remunerationRemuneration received during the 2013/14 financial year by members of DoT’s boards and committees, as defined in the Premier’s Circular 2010/02 – State Government Boards and Committees, is detailed below.

Taxi Industry Board

Position NameType of remuneration

Period of membership

Gross/actual remuneration

Chair Barry Mackinnon

Annual salary including superannuation

1 July-31 December 2013 $8,959.22

Deputy Chair

Gregory Martin

Annual salary including superannuation

1 July-31 December 2013 $7,644.62

Member Anthony Carter

Annual salary including superannuation

1 July-31 December 2013 $5,780.01

Member Kevin Foley Annual salary including superannuation

1 July-31 December 2013 $5,780.01

Member Debbie Karasinski

Annual salary including superannuation

1 July-31 December 2013 $5,780.01

Member Stephen Scott

Annual salary including superannuation

1 July-31 December 2013 $5,780.01

Total $39,723.88

Other legal requirementsAct of Grace paymentsDoT did not make any Act of Grace payments in 2013/14.

Advertising As required under section 175ZE of the Electoral Act 1907, the following statement relates to advertising expenditure, which includes creative development, media placement, market research, polling and direct mail.

Advertising agency

Adcorp Australia Limited $1,016

Cooch Creative Pty Ltd $14,080

Rare creativethinking $2,593

$17,689

Media advertising – non-campaign

Adcorp Australia Limited $180,579

Media advertising – campaign

Carat Australia Media Services Pty Ltd* $299,915

Mitchell and Partners Australia Pty Ltd $1,101

$481,595

Market research Nil

Polling Nil

Direct mail Nil

Total $499,284

*This amount includes media placement associated with the DoTDirect and PlatesWA advertising campaigns.

Disability Access and Inclusion Plan DoT is committed to providing services to WA’s diverse community in a fair and non-discriminatory manner. DoT continually strives to provide all Western Australians with improved access to services that best meet their needs.

This commitment is demonstrated in the Disability Access and Inclusion Plan (DAIP) 2013-17, which identifies a number of key strategies to address the needs of people with disabilities.

DoT aims to achieve the outcomes defined in the DAIP.

People with disability have the same opportunities as others to access the services of, and any events organised by, DoT.

People with disability have the same opportunities as others to access the buildings and other facilities of DoT.

People with disability receive information from DoT in a format that will enable them to access the information as readily as others are able to access it.

People with disability receive the same level and quality of service from the staff of DoT as others receive from the staff of DoT.

People with disability have the same opportunities as others to make complaints to DoT.

People with disability have the same opportunities as others to participate in any public consultation by DoT.

People with disability have the same opportunity as others to access employment opportunities with DoT.

DoT’s internal DAIP Reference Group is responsible for the ongoing monitoring and implementation of the strategies identified in the plan.

Key achievements in 2013/14 towards improving access and inclusion for people with disability, their families and carers included:

organising events, forums and consultations that were accessible to people with disability;

continuing to ensure the accessibility of all buildings and facilities, taking into account the needs of people with disabilities;

continuing to ensure that public information is available in alternative formats upon request and that publications advertise this availability;

updating the DoT website to ensure it conforms to Web Content Accessibility Guidelines 2.0 and improving accessibility to online services and information;

ensuring all documents relating to recruitment are inclusive for people with disability;

modifying the feedback and complaints system to ensure feedback related to access and inclusion is captured, categorised and recorded separately for the review and action of the DAIP Reference Group;

modifying the complaints process to ensure it is accessible for people with disability;

including a direct contact number on the website that enables customers to report or discuss access and inclusion issues more conveniently;

providing material and information relating to disability access and inclusion at staff inductions to raise awareness; and

encouraging staff to submit ideas, comments or suggestions to improve accessibility through the Fresh Think Tank.

Compliance with Public Sector Standards and ethical codesDoT is committed to fostering a culture of ethical behaviour and ensuring the highest standards of probity and accountability in all interactions. As public servants, DoT’s employees are ultimately working for the people of WA, who expect them to act with integrity and to look after their interests. This places DoT in a position of trust, requiring standards of ethical behaviour that reflect community expectations.

During 2013/14, DoT continued to review the human resource management policies and procedures to ensure they meet legislative and governance responsibilities with regard to managing people. The Performance Partnership Program Policy and Procedures were amended to provide clear direction for both managers and staff. In addition, formal Performance Management Policy and Procedures were developed to further assist people managers to manage the performance of team members not meeting expectations.

DoT continued to make the Accountable and Ethical Decision Making online training program available to staff throughout 2013/14, with over 95 per cent of employees having completed the program.

Compliance issuesFour breach of standard claims relating to the Employment Standard were received in 2013/14.

Two of the claims were considered and dismissed by the Public Sector Commissioner and the other two were withdrawn by the claimants.

In 2013/14, 12 cases of non-compliance with the Code of Ethics/Code of Conduct were reported, seven of which resulted in disciplinary investigations.

Better recordkeepingDoT is committed to best practice recordkeeping to ensure compliance with the State Records Act 2000 (the Act). The following information is provided in accordance with the State Records Commission Standard 2, Principle 6.

Efficiency and effectiveness of DoT’s recordkeeping systemsAll DoT staff use the Objective electronic document and records management system. As part of the ongoing program to transition to full electronic recordkeeping, DoT is continuing to implement and consolidate digitization and electronic distribution of hard copy correspondence.

An Internal Customer Satisfaction Survey was completed in November 2013. The results showed that 98 per cent of the respondents were either satisfied or very satisfied with the services provided by Information and Records Management support services.

Recordkeeping training and induction programsThe Online Recordkeeping Awareness Training Course is mandatory for all staff. The course covers roles and responsibilities in regard to recordkeeping and compliance with the Recordkeeping Plan. There are currently 1,623 DoT staff, including contractors, enrolled and 1,469 (91 per cent) have completed the course.

Training assessment is integrated into the course and feedback from staff is reviewed and responded to. Content for the program is reviewed regularly to ensure it reflects current operational and administrative practices and processes.

An Objective online training course is also available for all new staff and as a resource for existing staff. Individual and group Objective training is available and provided as required. In 2013/14, training focused on strengthening the use of Objective with intensive training provided to workgroups as required.

DoT’s employee induction program includes recordkeeping and the use of Objective and addresses employees’ roles and responsibilities in creating, managing and maintaining government records.

Training effectivenessThe results of the Internal Customer Satisfaction Survey indicate that the training and support services provided to employees are highly valued and effective.

The benefit of intensive Objective training is reflected in the use of Objective expanding throughout the agency. The increasing take-up of electronic recordkeeping is evidenced by the number of corporate documents stored in Objective increasing by more than 60 per cent in 12 months.

Government policy requirementsSubstantive equalityDoT is committed to providing services to WA’s diverse community in a fair and non-discriminatory manner. In order to achieve this, the cultural diversity of the people with whom DoT interacts must be recognised and catered for appropriately.

By delivering the actions outlined in the Substantive Equality Implementation Plan 2013-15, DoT continued to raise awareness of substantive equality amongst staff. During the year, the elimination of barriers to equality in existing services, policies and practices continued to be a priority, with a focus on breaking down barriers to obtaining a driver’s licence.

In doing this, DoT worked closely with the Equal Opportunity Commission and the Office of Multicultural Interests.

Raising staff awareness DoT raised awareness of substantive equality amongst staff by:

launching two new e-learning programs to assist staff to work more effectively with people from culturally diverse backgrounds;

including substantive equality information in employee inductions; and

appointing Substantive Equality Champions in each business area to promote the Substantive Equality policy.

Catering for culturally and linguistically diverse customers DoT worked towards removing barriers to obtaining a driver’s licence by using and promoting the State Government’s Culturally and Linguistically Diverse (CaLD) program.

Key achievements included:

continuing engagement and participation with the CaLD community through the CaLD Driver Licensing Reference Group;

providing CaLD customers with access to translated licensing videos and fact sheets on the DoT website; and

providing information on how to obtain a WA driver’s licence at the CaLD Career Options Day in August 2013.

DoT also participated in the Western Australian CaLD Across Government Network to promote and further equality-driven services for all customers.

Reaching remote customersThe Remote Licensing Service continued to provide licensing services to customers in remote locations across the State.

Since the creation of the service, Remote Licensing teams have undertaken over 430 visits to 118 individual locations to consult with communities and deliver services they previously had limited access to.

In November 2013, DoT was recognised as a finalist in the Improving Aboriginal Outcomes category of Premier’s Awards for Excellence in Public Sector Management for the delivery of these services.

Engaging with private organisations to deliver theory testingA number of private organisations and Aboriginal corporations continued to be engaged by DoT to provide learner’s permit theory testing as part of the driver education program.

This allows candidates who may face cultural, language or geographical barriers to sit the theory test in a less intimidating environment. Over 3,300 customers have successfully completed theory tests through this channel since 2008.

Contributing to Austroads’ Learning to Drive KitDoT contributes to the Austroads National Indigenous Licensing Working Group. In 2013/14, the group developed a Learning to Drive Kit for Aboriginal people seeking to obtain a driver’s licence. The kit includes handbooks for learner drivers with simplified terminology and pictures to assist people with literacy and language barriers, and also provides resources for facilitators.

Delivering the Driver Training and Licensing Funding Scheme pilotThe Commonwealth Government-funded Driver Training and Licensing Funding Scheme (DTLFS) trial was delivered in three indigenous communities in remote WA.

The 12-month pilot program was developed to break down barriers that inhibit indigenous people living in remote WA from obtaining a driver’s licence. Successful results were achieved in Jigalong, Noonkanbah and Halls Creek.

Engaging with the community To assist customers with licensing matters, DoT attended a number of community open days.

At the open days, organised by the Department of the Attorney General (DotAG) and attended by other government agencies, DoT staff helped to resolve customer issues.

DoT is working with DotAG to ensure the continued success of the initiative.

SustainabilityThe Transport portfolio recognises the need to develop and deploy an integrated approach to sustainability. Throughout 2013/14, a collaborative project team representing DoT, the PTA and MRWA developed a Portfolio Sustainability Policy statement and strategy.

In November 2013, the Portfolio Governance Council approved the policy statement and strategy, which outlines the portfolio’s commitment to delivering a sustainable and integrated transport system that supports economic prosperity and social equality, and protects the natural environment and cultural heritage.

A key element of the strategy involves the roll-out of collaborative programs across the Transport portfolio. The three agencies will continue to identify and develop projects aimed at facilitating sustainable work practices across the portfolio under each of these programs.

During the year, DoT also developed an Environmental Management Policy and Guidelines, which were approved in October 2013. The policy and guidelines are aligned to and complement the Portfolio Sustainability Policy and are aimed at ensuring operational activities are managed in a sustainable manner. Separate guidelines were also developed to ensure office-based functions and procurement activities are managed in a sustainable manner.

Audit and Risk Management Committee The Audit and Risk Management Committee (ARMC) plays a key role in fulfilling DoT’s corporate governance and monitoring responsibilities in relation to reporting, internal control structure, risk management systems, external audit and internal audit functions.

The committee is made up of the following members:

Director General (Chair of the committee);

Deputy Director General – Policy Planning and Investment;

Managing Director – Transport Services;

Director – Office of the Director General;

MRWA Executive Director – Finance and Commercial Services; and

KPMG, the contracted internal auditor.

The committee also contains two ex-officio members:

Executive Director – Investment and Finance Coordination (Chief Finance Officer); and

Manager – Governance and Audit (Office of the Director General).

A representative from the Office of the Auditor General also attends meetings as an independent observer.

The committee met four times in 2013/14.

Internal audit During 2013/14, internal audits were carried out on:

practical driving assessments;

coastal infrastructure project and program management;

major projects management;

regional housing lease management;

grants administration;

Perth Parking Fund;

leave management; and

Driver and Vehicle Services centres.

The audits were conducted by DoT’s contracted internal auditors, KPMG, in accordance with the Financial Management Act 2006 and Institute of Internal Auditors International Standards for the Professional Practice of Internal Auditing.

Recommendations derived from the internal audits are managed and monitored through the Audit Recommendation Management System. The implementation status of these recommendations is reported to the ARMC on a quarterly basis.

Risk managementDoT’s comprehensive risk management process meets the requirements of Treasurer’s Instruction 825 and the Public Sector Commissioner’s Circular 2009/19: Risk Management and Business Continuity Planning, and is aligned to the international standard AS/NZS ISO 31000:2009 Risk Management – Principles and Guidelines.

The Risk Management Policy, Procedures and Guidelines support a proactive approach to risk management by requiring all employees to apply appropriate and effective risk management practices.

The RiskBase system is used to record, monitor and manage DoT’s risk information.

The ARMC provides oversight for risk management across DoT. Risks rated as high and extreme are reported on a quarterly basis while medium risks are reported bi-annually.

Occupational safety, health and injury managementIn accordance with the Public Sector Commissioner’s Circular 2009-11: Code of Practice: Occupational Safety and Health in the Western Australian Public Sector, DoT complies with the requirements of the Occupational Safety and Health Act 1984, the Workers’ Compensation and Injury Management Act 1981 and the Code of Practice: Occupational Safety and Health in the Western Australian Public Sector 2007.

Our commitment DoT recognises the value of its employees and is committed to preventing injury and illness by providing a safe and healthy work environment. The success of occupational health and safety (OHS) and injury management (IM) activities is reliant upon the active participation and cooperation of all staff. DoT’s OHS commitment is designed to raise awareness of safety and health obligations and to promote safer work practices.

This commitment is strongly supported by the Corporate Executive. DoT’s OHS Policy has been endorsed by the Director General and the Corporate OHS and Wellbeing Management Committee was established on the Director General’s behalf. The committee is accountable for the management of OHS and wellbeing within DoT, responsible for identifying and implementing initiatives, and charged with making recommendations on policy and strategy to the Corporate Executive.

In the event that a workplace injury occurs, DoT has an established IM program which details the steps taken to assist injured employees to return to work as soon as medically appropriate. The procedure ensures that IM intervention occurs promptly and effectively, so that injured employees can remain at work or return to work at the earliest appropriate time. DoT’s IM procedure is compliant with the requirements of the Workers’ Compensation and Injury Management Act 1981 and the Workers’ Compensation Code of Practice (Injury Management) 2005.

Both DoT’s OHS and IM systems are available to staff on the intranet. OHS and IM information is widely communicated as part of training sessions designed for new employees and managers/supervisors.

OHS information is also communicated through various OHS sub-committees. Due to the variation in roles and functions of DoT’s business units, as well as the different physical locations, there are three sub-committees chaired by a relevant Executive Director or General Manager: the Marine House and Regional Services OHS Sub-committee; the Driver and Vehicles Services and Passenger Services OHS Sub-committee; and the 140 William Street OHS Sub-committee.

Key achievements A number of key OHS and IM achievements were made in 2013/14.

Continued focus on training, with 86 per cent of managers trained in their OHS and IM responsibilities and 95 per cent of safety and health representatives completing a mandatory five-day training course tailored to DoT’s OHS policies, procedures and guidelines.

Ergonomic information sessions conducted at major DoT sites and sessions focusing on vehicle ergonomics conducted in all regional offices.

Successful delivery of DoT’s Wellbeing program, which provides all DoT staff with access to subsidised fitness classes, flu vaccinations and Lunch and Learn information sessions.

Quarterly workplace inspections conducted at all DoT sites. These more regular inspections, as well as a more user-friendly Workplace Inspection Checklist, ensure the effectiveness of the hazard management process.

Successful review of office layout, furniture, emergency procedures, risk assessments and first aid requirements for DoT’s new Cannington DVS Centre.

Successful ongoing implementation of the Management of Customer Aggression Policy and Guidelines, which provide staff with a consistent step-by-step approach to managing difficult

and aggressive customers. To complement this, frontline staff attend a one-day Managing Difficult Customer Interactions training session.

Ongoing implementation of the Asbestos Management Plan.

Development of the Working in Remote Areas Policy and Procedures to ensure staff travelling to remote areas are provided with the right vehicles, equipment and systems to enable asafe working environment.

Consultation mechanismsAll DoT staff are committed to improved and effective consultation in the workplace. Consultation provides employees with an opportunity to participate fully in decisions which impact their work lives. The establishment of an appropriate forum for consultation has resulted in better decision-making, with shared decisions leading to more effective implementation.

DoT’s three OHS sub-committees, comprised of safety and health representatives and managers, are focused on the continuous improvement of OHS performance. The sub-committees meet every three months to discuss matters relating to workplace issues that affect the health and welfare of employees. Both the agenda and meeting minutes for each of these meetings, as well as those of the Corporate OHS and Wellbeing Committee meetings, are displayed on dedicated OHS noticeboards across all DoT sites.

The safety and health representatives, in consultation with managers, are responsible for updating the noticeboards accordingly. The effectiveness of the various OHS sub-committee meetings is measured by attendance rates, which form part of the key performance indicators reported back to the Corporate Executive.

During the year, DoT discussed and resolved issues raised by employees, reviewed accident and incident forms to ensure that hazards were addressed to eliminate or reduce future issues, discussed injury trends and identified preventative measures that promote a safe working environment.

Compliance with the injury management requirements of the Workers’ Compensation and Injury Management Act 1981As at 30 June 2014, DoT had 27 open workers’ compensation claims. Only two of the claimants were certified unfit, with the remainder on Return to Work programs. All but one of the time-loss claims throughout the year returned to work within 13 weeks of their injury.

DoT has a dedicated Workers’ Compensation and IM Consultant who manages both the workers’ compensation claims and non-work related IM issues. DoT has a strong focus on early intervention and return to work strategies. Managers and supervisors are trained in the importance of good injury management and return to work, promoting a supportive, productive and positive workplace.

OHS system assessment and resultsAn OSH management system audit of the Passenger Services Business Unit was undertaken in May 2014. The audit was conducted by an accredited auditor from the Department of Planning using the WorkSafe Plan Audit Tool. The findings of this audit provided positive findings and indicated areas for improvement. The recommendations for improvement have been detailed in an action plan with responsibilities and target dates set for completion.

The audit found that DoT provides a generally safe working environment. A number of positive findings were identified.

There was strong evidence to show management’s support of safety, health and wellbeing within DoT.

The bi-monthly Welcome to DoT Day induction sessions include a one-hour OHS induction session.

Each DoT workplace has an OHS Safety Folder containing site-specific OHS documentation including policies, procedures, training matrixes and emergency plans.

DoT supports employees’ flexible working arrangements, including working part-time, purchasing leave and flexi-time. Working from home is also promoted where possible. All staff working from home undergo a home-based ergonomic assessment.

The Working in Remote Areas Policy and Procedure was developed and endorsed by the Corporate OHS and Wellbeing Management Committee. This policy and procedure provides both managers and staff with the tools and advice needed to travel to WA locations.

Robust processes are in place for managing first aid. All first aid kits are regularly inspected and stocked accordingly, and all staff members providing first aid are adequately trained.

Workplace inspections are conducted bi-monthly, with all hazards identified and managed accordingly in consultation with staff.

All staff are provided with the necessary personal protective equipment to safely undertake their duties.

All managers and supervisors have completed the necessary OHS and IM for Managers training session.

All staff have received both manual tasks and ergonomics training.

The audit identified some areas for improvement and made a number of recommendations.

Develop an OSH Risk Register including common public sector hazards as described in the Code of Practice: Occupational Safety and Health in the Western Australian Public Sector 2007 (bullying, violence/aggression, manual handling, working alone, organisational changes, inadequate physical working environment, inadequate workstations, inadequate work organisation).

Develop a Contractor Management Policy and Procedure for managing contactors who visit the agency’s sites.

Develop and deliver OHS training for all DoT staff in addition to the existing OHS induction session for new employees.

Develop a Corporate OHS Management System to ensure consistency across all DoT business units.

Align local site-specific OHS activities with the corporate requirements.

Include OHS responsibilities in individual job descriptions.

Many of these recommendations for improvement are being addressed. Most significantly, DoT developed the Corporate OHS Management System in 2013/14 and is currently seeking feedback on the system from staff before the expected roll-out in December 2014.

Our performanceDoT’s OHS and IM performance in 2013/14 is demonstrated in the table below.

OHS and IM performance 2013/14

Measure

Results against target

2012/13(1) 2013/14 Target Result

Number of fatalities 0 0 0 (zero) Target achieved

Lost time injury (LTI) and/or disease incidence rate

1.22 1.52(2) 0 or 10% reduction

Target not achieved (there was a slight increase, compared to 2012/13, in the number of LTI claims)

LTI and/or disease severity rate

5.55 4.55(3) 0 or 10% reduction

Target not achieved

Percentage of injured workers returned to work within 13 weeks

94.44% 95.45%(4) Actual percentage result

95.45% achieved

Percentage of injured workers returned to work within 26 weeks

100% 95.45%(5) Actual percentage result

95.45% achieved

Percentage of managers trained in occupational safety, health and injury management responsibilities

81% 86%(6) Greater than or equal to 80%

Target achieved

Notes:1. The results are sourced from DoT’s Annual Report 2012/13.2. There were 18 lost time injury claims lodged in 2012/13, while the number of full-time equivalents in

2012/13 was 1,475.35. However, there were 22 lost time injury claims in 2013/14, while the full-time equivalents in 2013/14 were 1,441.29.

3. There was one workers’ compensation claim lodged in 2013/14 with 60 days or more lost from work. There were a total of 22 LTI claims in 2013/14.

4. 21 of the 22 workers’ compensation claims with registered LTIs were returned to work within 13 weeks.5. All, but one workers’ compensation claim with registered LTIs was returned to work within 26 weeks.6. The training for managers and supervisors relates to their OHS and IM responsibilities. In 2013/14, DoT

successfully trained 86 per cent of managers.

Office locations Current as at 30 June 2014

METROPOLITAN OFFICESHead Office140 William StreetPERTH WA 6000 Phone: 08 6551 6000

Driver and Vehicle ServicesPublic Transport CentreWest ParadeEAST PERTH WA 6004Phone: 13 11 56

Passenger Services20 Brown StreetEAST PERTH WA 6004Phone: 1300 660 147

Coastal Infrastructure and Marine SafetyMarine House1 Essex StreetFREMANTLE WA 6160Phone: 08 9216 8999

Fremantle Fishing Boat Harbour (Marine Operations Centre)14 Capo D’Orlando DriveFREMANTLE WA 6160Phone: 08 9431 1000

Hillarys (Coastal Infrastructure)86 Southside DriveHILLARYS WA 6025Phone: 08 9448 7544

REGIONAL OFFICESKIMBERLEYBroome (one-stop shop)9 Napier TerraceBROOME WA 6725Phone: 08 9192 0200 Facsimile: 08 9193 5651

Kununurra (one-stop shop)Cnr Messmate Way and Bandicoot DriveKUNUNURRA WA 6743Phone: 08 9168 3298Facsimile: 08 9168 3287

PILBARAKarratha (one-stop shop)3-5 Welcome RoadKARRATHA WA 6714Phone: 08 9185 6100Facsimile: 08 9143 1288

GASCOYNECarnarvon (one-stop shop)Carnarvon Boat HarbourBoat Harbour RoadCARNARVON WA 6701Phone: 08 9941 6800Facsimile: 08 9941 1067

Exmouth (one-stop shop)21 Maidstone CrescentEXMOUTH WA 6707Phone: 08 9947 8200Facsimile: 08 9949 2078

MID WESTGeraldton (one-stop shop)65 Chapman Road GERALDTON WA 6530Phone: 08 9956 0111Facsimile: 08 9956 0130

Esperance (regional services)53 The EsplanadeESPERANCE WA 6450Phone: 08 9076 2100Facsimile: 08 9071 6892

Kalgoorlie (one-stop shop)Unit 4, 35 Brookman StreetKALGOORLIE WA 6430Phone: 08 9022 5999Facsimile: 08 9091 6288

SOUTH WESTBunbury (one-stop shop)24 Wellington StreetBUNBURY WA 6230Phone: 08 9792 6666Facsimile: 08 9792 6600

Busselton (regional services)Shop 15, Busselton Boulevard Shopping CentreBUSSELTON WA 6280Phone: 08 9753 0550Facsimile: 08 9754 7230

GREAT SOUTHERNAlbany (one-stop shop)178 Stirling TerraceALBANY WA 6330Phone: 08 9892 7333Facsimile: 08 9842 1079

METROPOLITAN DRIVER AND VEHICLE SERVICES CENTRES AND VEHICLE EXAMINATION CENTRESCannington (Driver and Vehicle Services)18C, 1480 Albany HighwayCANNINGTON WA 6107

Joondalup (Driver and Vehicle Services)65 Boas AvenueJOONDALUP WA 6027

Kelmscott (Driver and Vehicle Services and Vehicle Examination Centre)34 Gillam DriveKELMSCOTT WA 6111

Mandurah (Driver and Vehicle Services)Cnr Pinjarra Road and Ranceby AvenueMANDURAH WA 6210

Midland (Driver and Vehicle Services)Shop T053Midland Gate Shopping CentreCnr Cale Street and Great Eastern HwyMIDLAND WA 6056

Morley (Driver and Vehicle Services)63 Russell StreetMORLEY WA 6024

Osborne Park (Vehicle Examination Centre)34 Howe StreetOSBORNE PARK WA 6017

Rockingham (Driver and Vehicle Services)37 McNicholl StreetROCKINGHAM WA 6168

Welshpool (Vehicle Examination Centre)21 Murray Road South WELSHPOOL WA 6106

West Perth (Driver and Vehicle Services)Suite 42-44, 102 Railway Parade Cnr Troode Street and Plaistowe Mews WEST PERTH WA 6005

Willagee (Driver and Vehicle Services)Cnr Stock Road and Leach HighwayWILLAGEE WA 6156

Other ways to contact usIf you have a hearing or speech impairment, contact the National Relay Service* on 13 36 77 or Speak and Listen 1300 555 727 and ask to be connected to any of the numbers listed above.

If you require the services of an interpreter, contact the Translating and Interpreting Service* on 13 14 50 and ask to be connected to DoT on (08) 6551 6000.

* These services are available for DoT customers Monday to Friday between 8am and 5pm.For more information please visit: www.transport.wa.gov.au/aboutus