Queensland Government - Annual Report 2016–17 · 2017-12-15 · 22 Department of Transport and...

22 23Department of Transport and Main Roads // Annual Report 2016–17 Department of Transport and Main Roads // Annual Report 2016–17

OUR PERFORMANCE

ContentsIntrod

uctionO

bjective 1

Ob

jective 2O

bjective 3

Ob

jective 4O

bjective 5

Governance

FinancialsA

ppend

ices

Objective 1–5Our performance against each objective below including 2016–17 highlights:

// Customer-centric services that deliver a quality customer experience

// An integrated transport network that supports economic prosperity and is sustainable into the future

// Safety and regulatory services that improve community safety and efficiency

// A sustainable, cost-effective transport network accessible to everyone

// An integrated passenger transport network that allows fair access to all

CUSTOMER-CENTRIC SERVICES THAT DELIVER A QUALITY CUSTOMER EXPERIENCE

OBJECTIVE1 ContentsIntrod

uctionO

bjective 1

Ob

jective 2O

bjective 3

Ob

jective 4O

bjective 5

Governance

FinancialsA

ppend

ices


OBJECTIVEO

UR

high

light

s

// Strategies1.1 Shape deliverables and services

with a customer focus

1.2 Deliver solutions that embrace the future and create value for customers

1.3 Communicate effectively and meaningfully with customers

// Performance areas• Customer experience improves

In 2016–17, we delivered innovative new services for customers, making their interactions with us more streamlined and improving how we serve our customers. Some of our achievements are listed below.

I M P R O V I N G H O W W E S E R V E O U R C U S T O M E R S

Received accreditation and are now a Certified Customer Service organisation (see page 26).

C U S T O M E R E X P E R I E N C E

Held more than 140 focus groups using the Customer Experience Lab to explore ways of working that place the customer at the centre of how TMR does business (see page 26).

O N L I N E S E R V I C E S

Made more services available online or via an app – 50 and counting (see page 29).

L I V E C H AT

Our call centre launched a Live Chat service pilot on the TMR and qld.gov.au websites in December 2016 (see page 30).

M O D E R N I S I N G T H E W R I T T E N R O A D R U L E S T E S T

Developing an online booking and assessment program to replace the written roads rules test (see page 31).

S O C I A L M E D I A

Social media has been a significant focus for TMR this year, resulting in a dramatic increase in followers, impressions and engagement (see page 32).

ContentsIntrod

uctionO

bjective 1

Ob

jective 2O

bjective 3

Ob

jective 4O

bjective 5

Governance

FinancialsA

ppend

ices


We shape our services with a customer focus

Serving our customers is a key priority for us. Interacting with thousands of customers daily provides us with many challenges and also many opportunities to innovate, utilise new technologies and strive to reach best practice standards.

Deliver customer-centric cultural change program

The TMR Customer First Program has introduced customer‑centric ways of working across the entire department and promotes a shared understanding of what it means to be ‘Customer First’ at TMR. The Customer Experience Transformation Program has identified and developed a strategy that continues to build a customer-driven department, a highly engaged leadership team and motivated workforce at TMR. A cross functional network of Customer First Champions allows people, systems and processes to provide ‘voice of the customer’ information that directly informs and impacts our customers’ expectations first time, every time.

Embed customer experience approach in TMR

The department has a specialist Customer Experience (CE) unit to provide customer research and design consultancy support.

Assisting us in accessing the voice of the customer, the unit has supported a number of teams across the department with advice and guidance, developing research briefs and procuring external research, supporting project teams with research and design expertise and collaborating to make TMR a fully customer‑centric business.

The team has developed a set of robust Whole‑of‑TMR personas (see glossary page 233) that represent archetypal customer characteristics, needs and expectations of Queensland’s transport and infrastructure products and services. These personas enable business units and staff across TMR to establish a shared understanding of the diversity of our customers at a broad level.

The personas encompass citizens, organisations, community and government and provide a valuable foundation for considering the full range of customer touch points across the department’s functions in a way that reflects the goals that customers are pursuing and transcends any of the particular products or services involved.

Communicating our customer experience vision

The CE unit is focused on aiding the department with understanding customer needs whilst enabling us to meet these needs. The marketing and communication strategy builds on this to inform on progress and achievements associated with the Customer Experience Transformation Program.

The strategy is focussed on departmental collaboration designed to grow and develop customer experience specific skills such as journey mapping, customer research and project support that integrates the voice of the customer.

Customer service accreditation

As part of the Customer Experience Transformation Program, the department sought accreditation against the ICSS which is administered in Australia by the Customer Service Institute of Australia (CSIA). This allowed us to benchmark our quality of customer service and engagement against companies and other government agencies across Australia.

We received accreditation in February 2017 and are now a Certified Customer Service organisation. We will seek recertification in 2018 where we will be required to show that we have actioned any recommendations suggested by the CSIA as they relate to the ICSS. Continued certification against the standard will remain a key focus for us.

Toowong Customer Service Centre.

ContentsIntrod

uctionO

bjective 1

Ob

jective 2O

bjective 3

Ob

jective 4O

bjective 5

Governance

FinancialsA

ppend

ices


Customer Experience Lab

The Customer Experience Lab (The Lab) is a flagship initiative for the department and demonstrates our continuing commitment to our customers. It is a modern, well equipped and digitally supported physical space in the Brisbane CBD dedicated to addressing customer problems and developing solutions for customer needs, expectations, and aspirations.

The Lab has been host to many varied projects and activities throughout the past year including:

• eLearner Driver customer research

• journey mapping workshops

• cross government collaboration

• usability testing of the QLDTraffic mobile app.

Since opening in May 2016, more than 140 groups have used The Lab to explore ways of working that place the customer at the centre of how TMR does business. The Lab has been an invaluable resource and a catalyst for influencing how we think about solving problems and the benefits of involving their customers and end‑users. The Lab is available for whole‑of‑government use, the principal criteria for access being that intended activities aim to address customer problems, facilitate collaboration across the sector and that customer research insights are shared.

Customer focus groups

The Lab provides a creative, innovative environment where staff can co-design and co-create products, services and infrastructure with customers. The Lab is the perfect space to hold customer focus groups including journey mapping exercises and usability testing. In 2016–17, these interactive customer activities was held an average of once a month. To illustrate the benefits of this approach, the two projects listed below benefitted from customer focus group-related engagement activities.

• Engineering and Technology’s Traffic and Travel Information Team identified a need to review the existing 13 19 40 phone service and the associated Interactive Voice Response (IVR) program. As part of this project, the team sought to understand what the experience was like for customers using the service and, in turn, identify opportunities to improve it. The results of this customer research will be used to build improvements into the redesigned 13 19 40 phone service.

• TransLink has mapped the end‑to‑end public transport customer journey to understand the moments that matter and identify any customer pain points. A range of quantitative customer insights were collated from this initial research and using these as sign-posts, co-design sessions were conducted with customers in The Lab. These insights are being actively used to continue to improve the customer experience on passenger transport.

On two occasions throughout the year the facility was made available to run focus group activities to address customer problems in the broader customer experience context across the sector.

An example of one of these inter-agency collaborations includes the State Penalties Enforcement Registry (SPER) correspondence review:

• We assisted SPER with testing customer correspondence. The testing aimed to develop a deeper understanding of customer needs and expectations in relation to letters SPER sends to customers. The review of customer correspondence is part of a wider move to improve customer experience, increase debt recovery and reduce escalation in penalties.

• Based on issuing volume and customer impact, SPER identified multiple correspondence to test for usability in ten individual interviews. These interviews were facilitated by the CE unit and were designed to capture a range of individual responses to correspondence scenarios. The CE unit then facilitated two focus groups to tap into influences on customer responses that go beyond correspondence, particularly cultural and social influences. As a result of the research conducted by TMR, the correspondence is being redesigned to provide additional clarity in the information provided and enhance the layout.

Importantly, the findings of this customer insight will contribute to improved debt recovery across agencies, including the customer experience with the TMR fines and escalation process.

Customer service enhancements

A 10 Year Roadmap has been developed that outlines our vision for the future of government customer services, by putting the customer at the centre of everything we do. The roadmap outlines the steps we will take to achieve our vision and uses customer insights, research and segmentation to inform the future of our products, services and channels.

In order to meet the objectives outlined in the Roadmap, a number of new enhancements have been introduced in our Customer Service Centres (CSC) to help improve the customer experience.

Counter improvements

Removal of glass from the service counters allows customers to interact directly with staff, creating a more comfortable, welcoming and friendly service environment.

ContentsIntrod

uctionO

bjective 1

Ob

jective 2O

bjective 3

Ob

jective 4O

bjective 5

Governance

FinancialsA

ppend

ices


Uniforms

Customer facing staff have been issued with mandatory uniforms. The introduction of such branding shows we are invested in our customers’ experience by providing a professional image that the customer readily recognises.

Refurbishment

Extensive refurbishment of the CSC located at Garbutt was completed in November 2016 to improve the fit out of the centre and make it more accessible to all customers. The new centre has a modern feel, a relaxed atmosphere and a warm friendly environment with staff able to serve customers more efficiently and create a positive experience for all.

Driver Assessment Centre

Trialling a new way to deliver light vehicle driver assessments began in December 2016 with the introduction of the Carseldine Driver Assessment Centre (DAC), situated next to the Carseldine Customer Service Centre (532 Beams Road, Carseldine).

The Carseldine DAC is a contemporary centre which is an open, inviting space with modular furniture and lots of new features including:

• dedicated space customer waiting areas with tea and coffee

• Wi-fi throughout the centre that can be accessed by customers

• counters for driver licence issuing

• Driving Examiner work spaces

• a self‑service kiosk (computer and printer)

• road safety educational material (brochures, banner and mural)

• work space for driver trainers and customer associates

• a ‘selfie’ driver licence stand where the successful driver can take a photograph celebrating their milestone.

Evaluation activities based upon customer feedback, staff feedback and operational data will be undertaken after a trial period to inform decisions on future centres across south east Queensland.

Service centre acknowledgement plaques

In May 2017, the department introduced Aboriginal and Torres Strait Islander Acknowledgement Plaques and stickers in our CSCs and offices, with the first being launched at the Logan centre.

The initiative is a part of our recognition of National Reconciliation Week’s (27 May to 3 June) two major milestones in 2017: 50 years since the 1967 Referendum and 25 years since the historic Mabo decision.

The artwork featured on the plaques, ‘Travelling’, was designed by Indigenous creative company Gilimbaa and represents a road map of Queensland. The artwork has also been featured on uniforms for CSC staff and TMR pull‑up banners.

Over 60 plaques have been installed in TMR CSCs, buildings and offices.

Acknowledgement plaques have been placed at CSCs as part of Reconciliation Week.

ContentsIntrod

uctionO

bjective 1

Ob

jective 2O

bjective 3

Ob

jective 4O

bjective 5

Governance

FinancialsA

ppend

ices


We deliver solutions that embrace the future and create value for customers

Customer service is continually evolving as new channels become available, particularly in the online environment. Below are some of the areas we are investigating and introducing to help serve our customers better now and into the future.

Electronic services for customers

In addition to the Customer Service Centre enhancements, TMR have made improvements for our customers using self‑service channels (online services, BPay, direct debit, phone).

There are now over 50 online services available. New and improved services in 2016–17 include:

• ability to elect for electronic correspondence to receive notices and reminders via email (launched June 2016, over 112,000 customers subscribed in 2016–17 with over 256,000 emails sent)

• registration online service and electronic app which allows the customer to check more information about their registration online (over 15 million checks in 2016–17)

• electronic logbook for learners to record and submit their 100 driving hours electronically (launched May 2016, 54,800 downloads in 2016–17)

• direct debit registrations allowing customers to sign‑up to pay, which includes the choice of shorter three month terms (with 74,822 registrations subscribed in 2016–17 compared to 45,216 in 2015–16).

Other new services launched in 2016–17 include services for motorcycle learners and trainers that allow customers to upgrade their motorcycle licence online and also check eligibility to undertake a QRide course and find an approved inspection station. Customers can now also apply for a disability parking permit online and choose their security level for access to online services.

Customer satisfaction with TMR’s website remains high, achieving eight (out of ten) in the April 2017 round of customer satisfaction surveys.

In comparison to customer experience with other service providers, TMR’s performance ranks among the highest at 8.2 (for all service channels), as compared to the following (out of 10); respondent’s city council (8.1), insurance companies (7.9), Australia Post (7.7) and banks (7.6). The city council relates specifically to the council area the respondent lives in.

0

5000000

10000000

15000000

20000000

2016–172015–162014–152013–142012–132011–122010–112009–10

• Non-assisted• Assisted

Data sources: Data Analysis Reporting Centre (Research, Planning and Performance, Customer Services Branch)

Notes: From the 2012–13 Financial year onwards, the data has been refined to include transactions for which a customer interacts with Transport and Main Roads. Prior to this date, the data includes ancillary and system generated transactions which aren’t a true representation of customer interactions.

Figure 4: Customer service transactions – assisted versus non-assisted demonstrates the steady uptake of online services and supports the business need to continue to develop and improve our online services using customer insights.

ContentsIntrod

uctionO

bjective 1

Ob

jective 2O

bjective 3

Ob

jective 4O

bjective 5

Governance

FinancialsA

ppend

ices


Pepper the robot helps out in Customer Service Centres

In an exciting step for TMR, SoftBank Robotics’ humanoid robot ‘Pepper’ commenced working alongside our colleagues in the Elizabeth Street, Brisbane City CSC. This was the first opportunity to interact with a humanoid robot for many of our customers. This service will be introduced into the Chermside CSC in July 2017.

Pepper joined the team as part of a larger Queensland Government initiative to advance Queensland’s robotics capabilities through a two-year Proof of Concept (POC) activity in partnership with ST Solutions Australia, a subsidiary of SoftBank Corp. The initiative aims to explore the potential for humanoid robotics in customer service and education, and increase research and development in this field within the state. The partnership offers Queensland an exciting and unique opportunity to position itself as a leader in innovative commercial collaborations and industry development, and create a strong business ecosystem to secure jobs of the future in this emerging field.

TMR has developed applications for Pepper. The first, the concierge application, helps customers prepare for their transaction. Pepper will provide advice on the correct forms, the evidence of identification requirements and other items they may need to take to a counter in order to seamlessly conduct their business with our staff. The second application, the feedback application, seeks feedback from customers about their experience in the centre to help improve future services.

TMR puts our customer first and continually look for innovative ways to enhance our customer’s experience. Piloting this technology now will allow us to play a key role in shaping the direction for adoption and integration of robotic technology within our future workplaces and communities.

‘Pepper’ is a trademark of SoftBank Robotics. Image © SoftBank Robotics

Live chat service pilot

We launched a ‘live chat’ service pilot on the TMR and qld.gov.au websites in December 2016. The pilot allows a customer on our website to live chat online with a customer service staff member on a select number of services and information pages offered on the websites. These services have been identified through analytics on customer behaviour where difficulty in completing online transactions is being experienced.

During the pilot, live chat was accessible on the following services offered on our website between 7am to 5pm and 6pm to 9pm on weekdays:

• Authentication

• Drivers licence transactions (including change of address, paying a fine and demerit point enquiries)

• Enrolling in direct debit

• Renewing registration.

Disability Parking Permits Scheme

TMR continues to administer the Disability Parking Permit Scheme in Queensland. The scheme assists people with severe mobility impairment to retain independence by making it easier to access vital services, visit friends and family, seek work or education. As at 30 June 2017, there were approximately 158,900 parking permits in use in Queensland.

Local governments and the Queensland Police Service provide a vital role in the ongoing enforcement of disability parking spaces.

In late June 2017, we also launched a new online service for disability parking permit applications to provide eligible customers or their carers with more choice and convenience when applying for, reapplying for or replacing a disability parking permit. Customers can still opt to complete an application form and lodge it by post or at one of our TMR customer service centres if preferred.

For more information visit: www.qld.gov.au/disability/out-and-about/parking-permits

ContentsIntrod

uctionO

bjective 1

Ob

jective 2O

bjective 3

Ob

jective 4O

bjective 5

Governance

FinancialsA

ppend

ices


Modernise written road rules test

We are developing an innovative online learning and assessment program to replace the written road rules test that has been in place for decades. The new program has the potential to make Queensland roads safer by improving learning outcomes for young drivers, who are one of Queensland’s most at risk road user groups.

Over the last 12 months, TMR has been collaborating with a Queensland-based e-learning development company to design the course. Ongoing feedback from users has been sought to ensure we develop a program that is robust, effective and that learners can relate to. Consideration of a pilot will occur in the second half of 2017.

TMR Albert app

In February 2017, we partnered with the Commonwealth Bank of Australia to launch the TMR app for the Albert EFTPOS device. The mobile payment device provides our State Boat Harbour customers the option for convenient, cashless transactions with the same stringent security standards as card payment terminals.

Albert is able to process casual boat mooring fees, landing fees, maintenance berths and provide customers with an email receipt.

Following heavy damage sustained to a local Maritime Safety Queensland (MSQ) office during Ex-Tropical Cyclone Debbie, the Albert app was loaded with MSQ products and deployed to assist with business operations.

Our Albert app also underwent internal trials for self‑service registration payments at Customer Service Centres in April 2017.

Design Thinking Week

We held our inaugural Design Thinking Week from 5–9 June 2017. The aim of the week was to promote design thinking as a creative, customer-centric approach to problem identification and innovative solution design, with the theme being ‘Change the way you think to change the way you work’.

The Design Thinking Week closely aligns with the department’s ‘Customer First’ Program (see page 26).

Natural Disaster Assistance Package

Following Ex-TC Debbie and associated rainfall and flooding in 2017, the department activated its Natural Disaster Assistance Package (NDAP).

The NDAP provides assistance for Queenslanders impacted by Ex-TC Debbie by waiving some fees for a number of TMR

products such as driver licences and identity cards, registration, industry authority cards, disability parking permits, books of certificates of inspection and heavy vehicle work diaries.

The NDAP is available to TMR customers located within an area where the Personal Hardship Assistance Scheme has been activated for a natural disaster under the National Disaster Relief and Recovery Arrangements, or the State Disaster Recovery Arrangements.

Between 30 March and 6 June 2017, TMR provided vehicle registration concessions to 54,001 customers impacted by a natural disaster.

For more information visit: www.tmr.qld.gov.au/Community-and-environment/Community-engagement/Natural-disaster-and‑drought‑assistance

New regional services outlets

Queensland Police Service (QPS) stations throughout regional Queensland do a great job providing driver licensing services to Queenslanders. TMR is working in partnership with the Department of Justice and Attorney-General (DJAG) to relieve 21 QPS stations from delivering over 13,900 licensing transactions each year. Licensing services for these communities will now be extended and made available to customers during standard business hours.

When this was piloted in Ayr and Ingham, average wait times for licensing dropped by over 15 minutes and QPS reported massive improvements to station environments. As part of this initiative, Childers, Toogoolawah, Oakey, Moranbah, Chinchilla and Tully courthouse outlets have started delivering licensing services. Work continues on the remaining sites.

Childers and Toogoolawah were delivered in December 2016, Moranbah and Oakey in February 2017, Chinchilla in March 2017 and Tully in April 2017.

Over 200 participants were involved in the five events, including:

• digital advocate session (problem framing and solving with design thinking)

• industry expert and academia presentation and panel

• full-day workshop

• an online Yammer (see glossary page 233) campaign (#flearning)

• an interactive session introducing agile sprints and prototyping.

ContentsIntrod

uctionO

bjective 1

Ob

jective 2O

bjective 3

Ob

jective 4O

bjective 5

Governance

FinancialsA

ppend

ices


Communicate effectively and meaningfully with customers

TMR’s customer focus is highlighted by our strategic objective to create a customer‑centric culture that meets our customers’ needs first time, every time. To deliver on this promise, our customers’ needs are continually reviewed and service delivery touchpoints improved. Many customer-driven initiatives have been progressed this year and are outlined in this section.

Indigenous Partnerships and the Government Champion Program

As the central point of contact in TMR, Government Partnerships develops and co‑ordinates input to inform the development of key Indigenous strategies and policies being progressed by government.

We continue to provide policy and stakeholder support for the Director‑General in his role as Government Champion for the Woorabinda community. TMR has been an active participant in progressing community priorities and helping to address barriers to effective service delivery.

For more information visit: www.tmr.qld.gov.au/Community-and‑environment/Indigenous‑programs

Austroads/World Road Association

TMR continued its active involvement in Austroads (see glossary page 230), the peak organisation of Australasian road transport and traffic agencies. Our Director-General was elected Chair of the Austroads Board in July 2016 for a two-year term.

The work undertaken with other jurisdictions in Austroads’ work programs ensures knowledge sharing and increased consistency across Australasian road transport agencies.

TMR representatives played an active role in the publication of numerous research reports and technical guides which are in high demand by road authorities and industry.

The Director‑General is the Australian First Delegate to the World Road Association where he contributes to valuable international cooperation on road transport matters, contributing to the transfer of road transport sector knowledge and expertise globally.

Customer focussed digital engagement

Social media has been a significant focus this year, with a recent social media audit in May 2017 describing TMR’s Facebook performance as ‘phenomenal’, showing that Facebook impressions (see glossary page 231) have increased by 166 per cent year over year and Facebook engagement (see glossary page 230) has increased by 675 per cent year over year.

During the year, TMR’s Facebook page increased its followers (or ‘likes’) by 194 per cent and achieved 31,349,375 impressions.

TMR’s contact centre monitors Facebook from 8am to 9pm AEST (excluding weekends and public holidays in Brisbane) and during the year received a total of 3492 customer enquiries with an average response rate of approximately 97 per cent.

TMR’s LinkedIn page has increased in both followers and engagement over the past year. Far more than just a platform for advertising jobs, LinkedIn offers us the opportunity to promote TMR as a sought-after employer for talented professionals who are united in their drive to make a difference for Queensland. It is a channel for engaging with members of the transport industry, and sharing stories of the diverse individuals and projects that are making our vision a reality.

Social media is becoming an increasingly important communication channel during severe weather events and crises, where there is a potential loss of power and where misinformation or a lack of information is more likely to lead to accident or injury.

During Tropical Cyclone Debbie, TMR’s social media assets became a critical source of information for many Queenslanders. TMR was widely shared on Facebook and Twitter and dispensed valuable communication to keep the public apprised of unfolding events (see page 18).

The Sensis annual social media report states nearly 80 per cent of Australians now use social media.

Data source: www.sensis.com.au/about/our‑reports/sensis‑social‑media‑report

ContentsIntrod

uctionO

bjective 1

Ob

jective 2O

bjective 3

Ob

jective 4O

bjective 5

Governance

FinancialsA

ppend

ices


QLDTraffic app

Changing the branding of our traffic and travel information services from 13 19 40 to QLDTraffic was only one element of a major IT initiative, the Next Generation Travel and Traffic Information (TTI). This project enabled the replacement of the 131940.qld.gov.au road condition website – which included a newly developed customer focussed website, supporting mobile application and sophisticated new back-end system to improve data accuracy for our state-wide traffic service

Following customer feedback, we decided to change the name from 131940 (website) to something more meaningful for our customers – QLDTraffic (website). The tag line ‘Check. Plan. Go with QLDTraffic’ was developed to help increase customer recognition of the service.

The Next Generation TTI project saw the introduction of the new QLDTraffic website, mobile app and new Twitter handles. The QLDTraffic app was developed in response to continuing growth in smartphone access to traffic and travel information through the QLDTraffic website and its predecessor, 131940.qld.gov.au.

The new QLDTraffic app and website provides our customers with journey planning services and an interactive map detailing where incidents are on Queensland roads. Customers can now plan their journey by address or landmark and select their preferred route and transport mode from multiple options, as well as view estimated arrival times.

The new sophisticated back-end system – Event Publishing System (EPS) – will provide efficiencies through new functions and a more intuitive interface for operators. For our customers, this means more accurate and timely travel and traffic information. Working with local government agencies and external stakeholders, EPS creates a more reliable single point of truth for traffic information across Queensland. With a statewide operational span, the new system even allows operators to lend a hand to other districts during critical events such as natural disasters, improving information relay to our customers.

QLDTraffic’s website features include:

• easier filtering of traffic information – a customer can select an event type such as crash, flooding, roadworks (see glossary page 232) or hazard, or pick a date to see future planned events

• ability to view the latest images from available traffic camera feeds using images of the road network

• using ‘Map View’ to display nearby public transport stops and accessing service status information for TransLink services

• ability to view points of interest such as rest areas and dump points

• displaying alerts and warning messages about incidents impacting a particular road, area or region.

Figures 5 and 6 (next page) demonstrate how calls to 13 14 90 or app/website visits peak during incidents.

QLDTraffic smartphone app features:

• save your favourite route and receive notifications for traffic events

• see how long it will take to drive from A to B

• view and select alternative routes

• select your mode of transport (car and public transport)

• receive notifications about important traffic events on your route

• view traffic camera feeds to see what’s happening on the roads.

New QLDTraffic Twitter handles:

• @QLDTrafficMetro (Metropolitan Brisbane)

• @QLDTrafficNCSC (Sunshine Coast and Gold Coast)

• @QLDTrafficDDSW (Darling Downs and South West Queensland)

• @QLDTrafficMWFWB (Mackay, Whitsunday, Fitzroy and Wide Bay Burnett)

• @QLDTrafficCWNW (Central and North West Queensland)

• @QLDTrafficFNNQ (Far North and North Queensland)

Check. Plan. Go by visiting QLDTraffic.qld.gov.au, downloading the app, phoning 13 14 90 or following us on Twitter.

Check QLDTraffic when planning your next journey.

ContentsIntrod

uctionO

bjective 1

Ob

jective 2O

bjective 3

Ob

jective 4O

bjective 5

Governance

FinancialsA

ppend

ices


Figure 5 and Figure 6 graphs both demonstrate how calls and website traffic peak during times of critical events.

Figure 5: Calls to 131940 phone hotline by month/year

• FY 12—13 • FY 13—14 • FY 14—15 • FY 15—16 • FY 16—17• FY 11—12• FY 10—11

0

50000

100000

150000

200000

250000

June

May

Apr

il

Mar

ch

Febr

uary

Janu

ary

Dec

embe

r

Nov

embe

r

Oct

ober

Sept

embe

r

Aug

ust

July

Figure 6: Visits to 131940 and QLDTraffic website/app by month/year

• FY 12—13 • FY 13—14 • FY 14—15 • FY 15—16 • FY 16—17• FY 11—12

0

300000

600000

900000

1200000

1500000

June

May

Apr

il

Mar

ch

Febr

uary

Janu

ary

Dec

embe

r

Nov

embe

r

Oct

ober

Sept

embe

r

Aug

ust

July

ContentsIntrod

uctionO

bjective 1

Ob

jective 2O

bjective 3

Ob

jective 4O

bjective 5

Governance

FinancialsA

ppend

ices


2018 Commonwealth Games preparation Road upgrades

Significant progress has been made on the $160.7 million road network upgrades for the 2018 Commonwealth Games being held on the Gold Coast (GC2018), with 75 per cent of the package completed. Delivering these projects ensures Gold Coast motorists benefit sooner from the improvements with three of the six projects already completed.

A new signalised intersection, completed three months ahead of schedule, has removed traffic queues for up to 45,000 motorists daily through the Ross Street and Ashmore Road intersection.

An extra westbound lane is now open to traffic on Nerang ‑ Broadbeach Road near Bermuda Street and the Kumbari Avenue intersection now has a free-left acceleration lane to Smith Street to improve traffic flows around the Athletes’ Village in Parkwood.

Southport-Burleigh Road (North) was completed in June 2017. The southern section was opened to traffic in October 2016, while the final (Central) section of the eight kilometre upgrade, which includes the Australian-first Continuous Flow Intersection, is on track to finish by late 2017.

Widening Olsen Avenue is expected to be complete by September 2017, and the final project in the package, upgrading the Gooding Drive roundabout, started in May 2017 and is expected to be completed by late 2017.

Commonwealth Games security preparation

TMR partnered with Queensland Police Service, Gold Coast 2018 Commonwealth Games Corporation (GOLDOC), local councils and other stakeholders in planning counter-terrorism security provisions for the 2018 Commonwealth Games. Key locations were assessed using the Queensland Comparative Risk Assessment Methodology (QCRAM).

The department provides members to the Security Executive Steering Committee (SESC) and chairs and secretariats the Transport Safety and Security Working Group (TSSWG) (a subordinate working group to the SESC).

The TSSWG membership includes federal, state and local government agency representatives and is responsible for the coordination of a safe and secure Games.

Commonwealth Games passenger transport network planning

We are working towards creating a transport system that runs smoothly for Gold Coast residents and businesses during the 2018 Commonwealth Games. We are in the mobilisation phase of transport operations for the Games and the team is growing rapidly.

The program addresses:

• passenger transport service planning

• enhancing and strengthening transport coordination across roads and public transport

• delivering a network of new temporary park ‘n’ ride (see glossary page 231) facilities

• improving the road network

• informing the public about changes on the network

• developing detailed plans for how transport networks, services and management systems will operate during the Games.

For more information visit: blog.tmr.qld.gov.au/blog/2016/12/21/tmr-2018-gold-coast-commonwealth-games-program-team-expands-mobilisation

Artist’s impression of the Gold Coast during the Commonwealth Games.

ContentsIntrod

uctionO

bjective 1

Ob

jective 2O

bjective 3

Ob

jective 4O

bjective 5

Governance

FinancialsA

ppend

ices


Queensland Government - Annual Report 2016–17 · 2017-12-15 · 22 Department of Transport and...

Documents

Transcript of Queensland Government - Annual Report 2016–17 · 2017-12-15 · 22 Department of Transport and...