TSV Strategic Plan 2016 –
2019
Transport Safety Victoria
January 2017
Transport Safety Victoria
TSV Strategic Plan 2016 – 2019
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TSV Strategic Plan 2016 – 2019
Contents
Director’s note ..............................................................................................................................................4
Who we are ...................................................................................................................................................5
Our organisation .................................................................................................................................5
Our Vision ...........................................................................................................................................5
Our role...............................................................................................................................................5
Our approach......................................................................................................................................6
Our Values ..........................................................................................................................................7
Our Strategic Plan 2016-19 ...........................................................................................................................8
Long term outcomes ..........................................................................................................................8
Three year outlook .............................................................................................................................9
Objectives, strategies and priorities .................................................................................................10
Objective 1: Victorians are aware of transport and boating safety and manage risk
proactively. ............................................................................................................................11
Objective 2: Duty holders understand their obligations and see safety as a benefit. Where
they don’t comply we act. .....................................................................................................12
Objective 3: TSV effectively influences and implements transport safety policy. ...........................14
Objective 4: Ensure the right people in the right jobs at the right time. .........................................16
Achieving our outcomes..............................................................................................................................18
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TSV Strategic Plan 2016 – 2019
Director’s note
I am very pleased to release the TSV Strategic Plan for 2016-19. Since my appointment as Safety
Director I have been determined to see a Strategic Planning Framework developed to direct all
our efforts at TSV.
It can be a difficult thing to develop a strategic framework that everyone - both within TSV and
among industry stakeholders and the Victorian public - can use to quickly understand what it is
we do and why it is important. I think we have achieved that with this Plan.
Everyone in TSV has readily pitched in and made sure that this is a practical and workable
document. One that clearly explains why we exist; how we determine our priorities and allocate
our efforts to the highest risk; and how we will measure our effectiveness.
The four key objectives neatly encapsulate our driving goals:
1. Victorians are aware of transport and boating safety and manage risk pro-actively.
2. Duty holders understand their obligations and see safety as a benefit. Where they do
not comply we act.
3. TSV effectively influences and implements transport safety policy.
4. Ensure the right people in the right jobs at the right time.
Of course the 2016-2019 Plan is not the end of the process: each year, we get to do it all again.
The critical importance of transport safety to every Victorian, the ever changing risk profile of
the modes we regulate and the need to demonstrate our effectiveness means constant updates
are required.
It is a privilege to work for TSV. Our organisation and our jobs have real and important meaning.
We directly affect and benefit the lives of millions of people. I think we can take real pride in the
fact that everyone of us is contributing to our vision of providing "Safe passenger transport and
boating for all Victorians".
David Hourigan
Director, Transport Safety
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TSV Strategic Plan 2016 – 2019
Who we are
Our organisation
Transport Safety Victoria (TSV) is headed by the Director, Transport Safety (the Safety
Director), a statutory office established under Part 7 of the Transport Integration Act 2010
(Vic) (TIA). The Safety Director is appointed by the Governor in Council and reports to the
Minister for Public Transport and the Minister for Ports. However, save for limited
exceptions, the Safety Director is not subject to ministerial control.
The Safety Director’s primary object is to independently seek the highest transport
standards that are reasonably practicable, consistent with the transport system vision and
objectives set out in Part 2 of the TIA.
Although the Safety Director is independent, the office falls within the broader transport
portfolio and is given critical resourcing and administrative support by the Department of
Economic Development, Jobs, Transport and Resources (DEDJTR).
Our Vision
“Safe passenger transport and boating for all Victorians”
Our role
A safe, efficient and accessible transport system is one of the keys to a liveable and
prosperous Victorian community. Transport connects people with each other, with jobs and
services, and with social and recreational activities like boating, yachting and other water
sports.
The safety performance of Victoria’s transport system is comparatively good. However,
rapid population growth and other social and economic changes will continue to increase
the system’s exposure to risk.
Investing in transport safety regulation protects the public interest. Poor transport safety
outcomes are a significant cost to the community, both in human and economic terms.
Serious transport incidents can result in death and injury, robbing families of loved ones and
individuals of the freedom to make the most of their lives. Incidents also cause disruption to
the transport system’s efficiency and accessibility, preventing the community from
connecting to the jobs, activities and markets they depend on.
As an independent regulator, TSV provides assurance that safety risks are being managed
effectively, helping maintain public confidence in the transport system. We achieve this by:

Promoting awareness of and informing and educating on transport and maritime
safety issues.

Licensing, registering and accrediting operators and other industry participants.

Monitoring operators’ systems for managing safety risks.

Enforcing and ensuring compliance with transport safety legislation.
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TSV Strategic Plan 2016 – 2019

Providing advice and recommendations to government on transport safety
legislation.
Our approach
The aim of our regulatory work is to ensure that safety is considered and managed
effectively by everyone involved in transport and boating in Victoria every day. In part, this
is achieved through compliance with regulatory obligations. Accordingly, we place a strong
focus on facilitating voluntary compliance, by clearly and simply explaining to duty holders
what we expect from them. This minimises the compliance burden on responsible operators
and allows us to focus on new and emerging risks and the small minority of operators who
do not voluntarily comply.
However, ensuring safety requires more than compliance. It requires continuously asking “is
this safe?”, not just “is this legal?” We seek to ensure that this question is integrated into
the systems, processes and behaviours of everyone involved in transport and boating.
Ultimately, our regulatory strategy is aimed at embedding a culture of proactive and
effective safety management in transport and boating in Victoria.
This approach is based on recognition that:
The whole community has an interest in the safety of the transport system.
A partnership approach is the key to effective transport safety management.
While we can assist, transport system managers, operators and users will often be best
placed to identify hazards and manage risk.
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TSV Strategic Plan 2016 – 2019
Our Values
Provide frank, impartial and timely advice to the government
Responsiveness
Provide high quality services to the Victorian community
Identify and promote best practice
Being honest, open and transparent in my dealings
Use powers responsibly
Integrity
Report improper conduct
Avoid any real or apparent conflicts of interest
Strive to earn and sustain public trust of a high level
Make decisions and provide advice on merit and without bias,
favouritism or self-interest
Impartiality
Act fairly by objectively considering all relevant facts and fair criteria
Implement government policies and programs equitably
Work to clear objectives in a transparent manner
Accountability
Accept responsibility for my decisions and actions
Seek to achieve best use of resources
Submit to appropriate scrutiny
Treat colleagues, other public officials, Victorian community members
fairly and objectively
Respect
Ensure freedom from discrimination, harassment and bullying
Use the views of colleagues, other public officials, Victorian community
members to improve outcomes on an ongoing basis
Leadership
Human rights
Demonstrate leadership by actively implementing, promoting and
supporting the agreed values and supporting behaviours
Make decisions and provide advice consistent with human rights
Actively implement, promote and support human rights
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TSV Strategic Plan 2016 – 2019
Our Strategic Plan 2016-19
This plan will guide our work for the next three years. It sets out our target long term outcomes
and the objectives, strategies, priorities and actions we will undertake to achieve those
outcomes. Our strategic plan is supported by branch level action plans and business unit work
programs, which set out key deliverables and performance indicators, all of which are updated
annually.
Long term outcomes
TSV’s strategic plan aims to achieve four long term outcomes. The four outcomes
encompass all components of the use of transport in Victoria, including the individuals who
use transport, the vehicles and equipment that the individuals use, the behaviours and
systems behind the operation of those vehicles and the physical world that the vehicles
travel in. Improved safety across these components will deliver on TSV’s vision.
The four outcomes are outlined below.
We will achieve these outcomes by implementing the strategies outlined in this strategic
plan. The strategies and their respective priorities and actions are outlined over the
following pages. At the end of this document, we outline how the strategies align with these
outcomes.
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TSV Strategic Plan 2016 – 2019
Three year outlook
Victoria’s transport system and marine environment face challenges in both the short and
longer terms.
The task of our transport system is growing, increasing its risk exposure. Population growth,
aging, inner urban densification and the transition to a service economy are just some of the
drivers of pressure on the network. Managing increased patronage safely will require
strategic planning and prioritisation, and the vigilance of all stakeholders. Government has
also responded to increasing demand with a number of major infrastructure projects that
will help the system grow. However, these projects bring risks of their own, which require
strong stewardship and independent safety assurance.
In our maritime environment, increasing use, competing demands and resourcing
constraints are creating pressure on TSV and other stakeholders, in particular the many
waterway managers appointed under the Marine Safety Act 2010. The 2014 Auditor
General’s audit of recreational maritime safety highlighted the need for increased investment,
greater coordination and expanded regulatory effort to ensure that risks to safety on Victorian
waterways are being managed effectively. TSV has responded by increasing its focus on
waterway safety and this will remain a key priority for the life of this plan. Similarly, significant
growth in the use of non-powered craft, in particular paddle craft, has demanded greater
regulatory oversight and this will remain a major focus.
TSV will also continue to play a key role in the ongoing implementation of the national rail and
commercial maritime safety regulatory schemes. As the primary delegate agency for both
schemes, TSV delivers operational regulatory services on behalf of the Office of the National Rail
Safety Regulator (ONRSR) and the Australian Maritime Safety Authority (AMSA) respectively. It is
anticipated that both schemes will transition to direct service delivery in coming years and much
of this will occur over the life of this plan. TSV will continue to support ONRSR and AMSA and
seek to ensure continual safety improvement in Victoria’s rail and commercial maritime sectors.
Technological developments will have a significant impact on society, government and the
transport system in coming years and offers crucial opportunities to agencies like TSV.
Expanding, refining and targeting safety messaging through ICT has the potential to deliver
enhanced ‘value add’ in terms of driving behaviour change. Similarly, building data gathering
and analysis capability has the potential to more finely focus on risk and improve the
effectiveness and efficiency of regulatory intervention. At the same time, driverless vehicles,
vessels and rolling stock will present both opportunities and challenges for TSV. Long standing
risk around human error may be reduced, but new risks will emerge.
These combined forces will require us to be analytical, responsive and agile in our regulatory
work. Given the resourcing environment all agencies operate in, we will need to plan and
prioritise carefully to ensure we are working on the right problems in the right way and
achieving results that support our long term outcomes.
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TSV Strategic Plan 2016 – 2019
Objectives, strategies and priorities
To support achievement of our long term outcomes, this plan is built on four strategic
objectives, each of which is supported by strategies, priorities and actions:
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TSV Strategic Plan 2016 – 2019
Objective 1: Victorians are aware of transport and
boating safety and manage risk proactively.
Strategy 1.1 Raise community awareness of transport and boating
safety and educate transport users and boaters about better ways to
manage safety risks
Priority: Establish an understanding of the level of community awareness of
transport safety risks by:

Undertaking research into the level of community awareness of safety

Developing communication strategies to raise community awareness
Priority: Educate transport users and boaters about better ways to manage safety
risks by:

Educating boaters about how to best prepare for boating trips and remain safe when
boating

Raising awareness about how to remain safe on public transport and safe on the water
Priority: Drive safer behaviour by:

Developing and implementing innovative approaches to educating boaters and transport
users
Measures and milestones

Victorians are aware
of transport and
boating safety and
manage risk
proactively
Baseline community awareness
ascertained
Measurable improvement in
transport and boating safety
and the management of risks
by duty holders

Downward trend over 5 year
average in the incidents that
relate to targeted
campaigns/areas

Implementation of Boating
Information Integration Project
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TSV Strategic Plan 2016 – 2019
Objective 2: Duty holders understand their obligations
and see safety as a benefit. Where they don’t comply
we act.
Strategy 2.1 Drive greater voluntary compliance across the transport
and maritime sectors
Priority: Ensure duty holders understand their regulatory obligations by:

Developing and maintaining compliance standards

Developing and disseminating guidance material to duty holders, prioritising high risk
activities and sectors
Priority: Assist duty holders to comply with their regulatory obligations by:

Providing targeted compliance advice on emerging risks

Undertaking safety and compliance audits across all modes

Promoting continuous improvement in safety management
Strategy 2.2 Focus regulatory effort on risk
Priority: Target compliance and enforcement to high risk duty holders by:

Undertaking systemic analysis across all transport modes to identify and assess risks to
safety

Using risk analysis to inform the design of compliance activities

Delivering risk-based compliance and enforcement programs

Ensuring effective regulatory oversight of large, complex or high risk transport
operations

Targeting enforcement action to breaches in high or emerging risk sectors
Strategy 2.3 Partner to achieve improved safety outcomes
Priority: Co-ordinate safety priorities with partners by:



Maintaining relationships with current partners and identifying new partners with
shared interests in safety
Establishing frameworks to agree mutual safety priorities
Supporting partners to achieve mutual safety outcomes
Priority: Leverage external capacity and capability by:

Identifying and engaging with potential regulatory service delivery partners

Establishing agreements to support external regulatory service delivery

Building the competence and capacity of service delivery partners
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TSV Strategic Plan 2016 – 2019
Measures and milestones
Duty holders
understand their
obligations and see
safety as a benefit.
Where they don’t
comply we act.

Measureable
improvement in duty
holder

understanding and
compliance with
transport safety and
boating acts
Downward trend in non-compliance over 5
year average
Upward trend in safety maturity of duty
holders over 5 year average
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TSV Strategic Plan 2016 – 2019
Objective 3: TSV effectively influences and implements
transport safety policy.
Strategy 3.1 Engage with stakeholders
Priority: Develop and implement an organisational stakeholder engagement
framework by:

Developing a TSV-wide framework for stakeholder engagement and management

Identifying priority stakeholders for engagement

Implementing engagement framework
Strategy 3.2 Become an intelligence hub
Priority: Gather and share more information by:

Working with key stakeholders to capture and analyse more data sources

Developing and implementing a research strategy to inform regulatory policy

Promoting intelligence, data and research sharing among partners
Strategy 3.3 Establish strategic leadership in transport safety
Priority: Proactively contribute to transport safety regulatory reform by:

Building an evidence base for identifying regulatory reform opportunities

Developing evidence-based policy proposals for regulatory reform
Priority: Promote our safety achievements

Building our profile as a centre for regulatory excellence and as a best practice safety
regulator

Highlighting the increasing safety outcomes of our work
Strategy 3.4 Effectively implement government policy
Priority: Support national transport reform by:

Supporting transition to national domestic commercial vessel and rail safety schemes
Priority: Support whole of government policy and initiatives by:

Implementing Marine Search and Rescue (MSAR) reforms

Supporting the establishment of Service Victoria

Supporting red tape reduction initiatives

Minimising regulatory burden
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TSV Strategic Plan 2016 – 2019
Priority: Implement transport portfolio policy and initiatives by:

Fulfilling marine casualty response responsibilities

Improving Marine Distress Emergency Monitoring Service (MDEMS)

Fulfilling waterway management responsibilities
Measures and milestones

TSV effectively
influences and
implements transport
safety policy
Stakeholder engagement
framework implemented
Measurable improvement 
in stakeholder engagement 
and impact on transport
safety policy
Publication of Annual Safety Report
Implementation of national
domestic commercial vessel and
rail safety schemes

Timely advice to government on
strategic transport safety issues
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TSV Strategic Plan 2016 – 2019
Objective 4: Ensure the right people in the right jobs at
the right time.
Strategy 4.1 Ensure resources are allocated to optimise regulatory
outcomes
Priority: Adopt best practice strategic planning processes by:

Developing a revised strategic planning framework

Implementing revised strategic planning framework

Evaluating strategic planning framework
Priority: Drive organisational transformation by:

Developing and implementing an organisational transformation and communication
strategy

Aligning staff performance planning process with strategic planning framework
Priority: Measure, monitor and manage organisational performance by:

Setting outcomes based performance measures

Establishing an evaluation framework to assess the effectiveness of regulatory actions

Reporting organisational performance and achievement against targets
Strategy 4.2 Build our capability
Priority: Build and improve the capability and engagement of staff by:

Assessing our existing capability and training needs

Building our internal capability

Developing a five-year workforce plan
Strategy 4.3 Improve our systems and processes
Priority: Implement enhanced digital technologies and mobile platforms by:

Upgrading ICT systems

Expanding in-field mobile platform use
Priority: Strengthen core systems and processes to support employees by:

Enhancing and extending TSV Governance framework

Maintaining and improving TSV’s operational policies and procedures framework

Reviewing Transport Safety Officer (TSO) training program
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TSV Strategic Plan 2016 – 2019
Measures and milestones

Right people,
right jobs, right
time
Significant improvement in
service delivery, including
operational performance,
stakeholder experience and
contribution to TSV objectives
Delivery of corporate plan and branch
plans for 2017 – 18 consistent with the
strategic and corporate planning
framework, process and timing

All staff training delivered in accordance
with training plan

ICT projects delivered on time, within
budget and with quality outcomes
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TSV Strategic Plan 2016 – 2019
Achieving our outcomes
Strategies
Safe people
Safe boats,
Safe behaviours
buses, trains and
and systems
trams
Safe
environment and
infrastructure
Raise community
awareness of
transport and
boating safety
and educate
transport users
and boaters about
better ways to
manage safety
risks



Drive greater
voluntary
compliance across
the transport and
maritime sectors



Focus regulatory
effort on risk







Partner to achieve
improved safety
outcomes
Engage with
stakeholders




Become an
intelligence hub




Establish strategic
leadership in
transport safety


Effectively
implement
government
policy



Ensure resources
are allocated to
optimise
regulatory
outcomes




Build our
capability




Improve our
systems and
processes




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