• Introduction
• Operating environment
• Measuring our performance
  • Program 1.1—Infrastructure Investment
  • Program 2.1—Surface Transport
  • Program 2.2—Road Safety
  • Program 2.3—Air Transport
  • Program 3.1—Regional Development
  • Program 3.2—Local Government
  • Program 3.3—Cities
  • Program 4.1—Services to territories
• Capability
• Risk management
• Planning and reporting framework

• Previous Corporate Plans

Introduction

It's my pleasure to introduce the Department of Infrastructure, Transport, Cities and Regional Development 2019–20 Corporate Plan. The plan outlines the environment we work in, the results we will deliver, and how we will build our organisational capability over the next four years.

This year, the plan features the department's new vision: Great Cities. Strong Regions. Connecting Australians. The vision brings together our purposes and values under a mission that reflects the programs we deliver for the government.

In delivering our programs, we acknowledge the Traditional Custodians of this country and their enduring connection to the land and waters. This underpins our vision. We are committed to empowering and supporting Aboriginal and Torres Strait Islander peoples through our work and actions.

Great cities are achieved through partnerships between government and local communities that help create jobs and drive economic growth. We support strong regions across Australia by building the sustainability, capacity and diversity of local economies through partnerships, reforms, and financial assistance. We connect Australians by supporting a transport system that is efficient, sustainable, competitive and safe. We advise the government about the delivery of infrastructure that supports economic growth and productivity to enhance connections.

Our Infrastructure Group will contribute to the deliver of a number of major projects in 2019-20, including the $9.3 billion Melbourne to Brisbane Inland Rail project, the $5.3 billion Western Sydney International (Nancy-Bird Walton) Airport, and the government's 10 year $100 billion infrastructure plan for Australia. Our delivery of the government's infrastructure plan is helping people get home sooner and more safely.

The Transport Group continues to support infrastructure developments for major airports and regional airports, ensure the supply of safe road vehicles into the Australian market and work with states and territories to prepare for the introduction of new transport technologies. The establishment of the Office of Road Safety demonstrates the government's commitment to improving road safety across Australia.

Our Regional and Territories Group delivers projects and services to support people and communities in regional and remote Australia. Helping to deliver the government's response to the drought, implementing regional deals and ensuring continuity of service delivery on Norfolk Island, the Indian Ocean Territories and Jervis Bay Territory are priorities in 2019-20. The delivery of the regional, local government and territories programs provide people in regional and remote communities with access to vital services and opportunities.

The programs delivered by the department support economic and social sustainability in communities across Australia. This contributes to Australia's implementation of the United Nation's Sustainable Development Goals for road safety, infrastructure investment, cities, surface transport, and air transport.

This plan will guide the department's performance over the year ahead. Our capability priorities for leadership, risk and diversity are supported by our values. We aim to be influential, professional, respectful and dynamic. These elements provide the foundation to grow our capability and successfully deliver government priorities for Great Cities. Strong Regions. Connecting Australians.

Dr Steven Kennedy PSM
Secretary

Operating environment

Strategic priorities

Consistent with our vision: Great Cities. Strong Regions. Connecting Australians, the department's strategic priorities for 2019–20 are to:

• help deliver the government's transport infrastructure commitments to make people's journey to work and home—and the movement of freight—faster, safer and easier
• grow and connect our regions and territories through better infrastructure and services that meets the needs of local communities
• make our cities more liveable—and boost economic growth—through high quality City Deals, better urban infrastructure, and better planning and management
• build water infrastructure to support the growth of regional Australia

We pursue our vision through our purposes, outcomes and budget programs:

Trends in our operating environment

Our work is influenced by major forces shaping Australia's economic and social environment including:

Australia's growing population and changing economy
Recent rapid population growth in the biggest cities—at times higher than expected—has stretched the capacity of Australia's public infrastructure. Timely investments and well-managed planning is critical to unlock the benefits of population growth across Australia's cities and regions.

Technological disruption
Technology is key to innovation and productivity improvement across our economy. The infrastructure and transport sectors are no exception. Advances in technology are making transport and our cities safer, cleaner and more efficient, but generate new or unexpected policy issues.

Environmental pressures
Water security, biodiversity, climate change and air quality shape the design and delivery of our projects and policies. We focus on ensuring that public infrastructure is appropriately resilient to these pressures. The department is also supporting steps towards lower carbon emissions in the transport sector, including through a national electric vehicle strategy and by promoting greater use of rail.

Trust in institutions
Public confidence in large institutions has been declining, and some Australians feel the pressure of economic insecurity and uncertainty about the future. Shared trust and respect is key to effective community engagement and to delivering government programs and policies. The department promotes social cohesion through regional grants and City Deals that better connect regions, and improve livability and economic growth in cities and regional areas.

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Measuring our performance

Good performance information demonstrates the extent to which the department is meeting its purposes through the activities we undertake.

The department continues to evolve the approach we take to monitoring and reporting on the performance of our programs and delivery of outcomes. We set ambitious targets to reflect the department's purpose and to show how programs the department delivers contribute to outcomes for the Australian community now and into the future.

Success measures

There are two types of measures in our program performance framework:

• Project impact measures: these measure the direct impact of our projects and activities. For example, there is a direct link between the department's work to liberalise air services arrangements and the opportunities available to Australian airlines in international aviation markets.
• Whole-of-community measures: these measures focus on the Australian community outcomes we work to influence through our programs. Our programs contribute to the benefits we measure but there are a greater number of factors at play in the delivery of these results. For example, a number of factors beyond the department's control influence the volume of freight. The department's activities support safe and efficient freight transport through our transport and infrastructure programs. These measures are marked with throughout the tables.

Both types of success measures outline how our programs contribute to Great Cities. Strong Regions. Connecting Australians.

Activities

OUTCOME 1 Improved infrastructure across Australia through investment in and coordination of transport and other infrastructure

Environment

Great cities and strong regions require effective infrastructure to connect Australians. Population growth is driving changing infrastructure needs in our major cities. The spatial distribution of population and economic growth are also changing many of our regions. Our Infrastructure Investment Program optimises the impact of public investment in infrastructure and supports growth and productivity.

Several of our divisions contribute to improving infrastructure across Australia by facilitating investment that supports efficiency, access and safety of Australia's land transport infrastructure. This strengthens the Australian economy by improving the connectivity of communities and freight, helping to deliver jobs, improve living standards, and building opportunities across Australia.

Program 1.1—Infrastructure Investment

The Infrastructure Investment Program contributes to Outcome 1. It supports economic growth, makes travel safer, increases transport access and supports regional development.

Australians benefit from infrastructure investment through projects, programs and policies that:

• support economic growth by improving transport efficiency and sustainability
• connect people, communities, businesses and markets by improving transport access
• make travel safer by improving transport infrastructure
• support regional and community development by improving standards of living and building community capability

Key activities	2019–20	2020–21	2021–22	2022–23
Manage the Infrastructure Investment Program, including by implementing: road and rail commitments through the 2019–20 Budget the government's land transport sub-programs—Roads to Recovery, Black Spot, Bridges Renewal and the Heavy Vehicle Safety and Productivity concessional loan agreements	active	active	active	active
Oversee implementation of the Indigenous Employment and Supplier-Use Infrastructure Framework established under the new National Partnership Agreement on Land Transport Infrastructure Projects	active	active	active	active
Provide strategic advice to government on infrastructure policy issues including: detailed project reviews and advice on implementation options for land transport projects managing governance arrangements for Roads of Strategic Importance, the Urban Congestion Fund and Major Business Case Fund implementing the government's role as an informed investor to ensure value for money managing governance arrangements for Infrastructure Australia, the Infrastructure Project Financing Agency and the National Faster Rail Agency	active	active	active
Work in partnership with state and territory governments and industry to implement heavy vehicle road reform and investigate pathways towards full market reform	active	active	active	active
Undertake cost estimation, assurance and compliance reviews to improve transport infrastructure decision-making and delivery through sound management in partnership with the jurisdictions	active	active	active	active
Oversee delivery of inland rail	active	active	active	active
Oversee business cases to consider the development of intermodal terminals in Melbourne and Brisbane to support inland rail services	active
Oversee development of feasibility studies and strategic business cases for Inland Rail Interface Improvement Program	active	active
Shareholder oversight of the Australian Rail Track Corporation	active	active	active	active
Establish the National Faster Rail Agency	active
Work with the Victorian Government to oversee delivery of the Melbourne Airport Rail Link detailed business case and project	active	active	active	active
Progress national rail policy reform to ensure efficient and effective rail investments and markets	active	active	active	active
Oversee construction of the Moorebank Intermodal Terminal	active	active	active
Work with the New South Wales Government to oversee delivery of the first stage of the North South Rail Link project	active	active	active	active

Success measures

What will be measured?	Target
	2019–20	2020–21 and beyond
1. Volume of freight Departmental contribution 1.1 Effective administration of investment in road infrastructure 1.2 Effective administration of investment in rail infrastructure 1.3 The percentage of road projects with government funding of $100 million or more that have been subject to a business case assessment (target 100%) 1.4 The percentage of rail projects with government funding of $100 million or more that have been subject to a business case assessment (target 100%)	Increased 10 year rolling average
Source: BITRE Australian Infrastructure Yearbook Methodology: BITRE data analysis
2. Expected travel time savings arising from road projects in the Infrastructure Investment Program receiving $400 million or more in Australian Government funding Departmental contribution 2.1 Effective administration of investment in road infrastructure 2.2 The percentage of road projects with government funding of $400 million or more that have been subject to a business case assessment (target 100%)	Reduced travel times
Source: Project proposal and post-completion reports Methodology: Time savings to be measured as the total expected time savings benefits (AUD) of projects carried out in the financial year
3. Number of road fatalities Departmental contribution 3.1 Effective administration of investment in road infrastructure 3.2 The percentage of road vehicle standards which are harmonised with international standards (>90% harmonised with international standards)	1,016 or fewer fatalities New targets to be set as part of the next National Road Safety Strategy
Source: BITRE Australian Road Deaths database Methodology: BITRE data analysis
4. Serious injuries due to road crashes Departmental contribution 4.1 Effective administration of investment in road infrastructure 4.2 The percentage of road vehicle standards which are harmonised with international standards (>90% harmonised with international standards)	Establish a baseline	Reduced relative to 2019–20 baseline
Source: departmental records Methodology: the department will establish baseline indicators in consultation with states and territories in 2019–20
5. Number of rail fatalities Departmental contribution 5.1 Effective administration of investment in rail infrastructure Rail fatalities reduce, relative to 2017–18 baseline	Rail fatalities reduce, relative to 2017–18 baseline Rail fatalities continue to reduce over time	Rail fatalities continue to reduce over time
Source: Office of the National Rail Safety Regulator (ONRSR) Methodology: BITRE analysis of ONRSR data
6. Number of jobs supported over the life of projects, from infrastructure investment projects underway during the financial year (based on proponent reported data) Departmental contribution 6.1 Effective administration of investment in road infrastructure 6.2 Effective administration of investment in rail infrastructure 6.3 Effective administration of investment through the regional development program	Finalising improved processes for proponent reported data to demonstrate jobs supported through infrastructure investment projects	Jobs continue to be generated by infrastructure investment projects
Source: project proponents' proposal reports and other relevant information Methodology: departmental data analysis

Note: Target for increased community understanding of road funding issues that was published in the 2019-20 Portfolio Budget Statements has been removed. The department is currently reviewing the suitability of the target and will present a revised approach to measuring program impact for 2020–21

OUTCOME 2 An efficient, sustainable, competitive, safe and secure transport system for all transport users through regulation, financial assistance and safety investigations

Environment

Outcome 2 supports connecting Australians to different transport modes with a transport system that is efficient, sustainable, competitive, safe and productive. The transport programs are central to connecting Australians to their jobs, communities and essential services. We work to facilitate increased access and reduce the number and severity of safety incidents across all transport modes by managing the government's infrastructure investment, surface transport and air transport budget programs.

Program 2.1 Surface Transport, Program 2.2 Road Safety, and Program 2.3 Air Transport contribute to Outcome 2. They benefit all Australians by delivering an efficient, sustainable, competitive and safe transport system for all transport users through regulation, financial assistance and safety investigations that deliver on four of the department's five purposes.

Program 2.1—Surface Transport

The surface transport program supports economic growth, makes travel safer and increases transport access. It delivers programs, policies and regulation for efficient, sustainable, safer and better-connected road, rail and maritime sectors.
Australians benefit from surface transport programs, policies and regulations that:

• improve travel safety and minimise the number and severity of incidents in the road, rail and maritime sectors
• support economic growth by improving transport efficiency and sustainability
• connect people, communities, businesses and markets by improving transport access

Key activities	2019–20	2020–21	2021–22	2022–23
Progress the review of noxious emissions standards for light and heavy vehicles	active
Progress implementation of the maritime greenhouse gas reduction strategy at the International Maritime Organization	active	active	active	active
Implement a national infrastructure data collection and dissemination plan to improve the way data is collected, shared and used to guide decision making	active	active	active	active
Provide Commonwealth leadership across governments, industry and the research and development community to prepare for commercial launch of future transport technologies in Australia, and ensure they are deployed safely and legally	active	active	active
Complete the third review of the Disability Standards for Accessible Public Transport 2002 (to be completed 2019–20) and progress modernisation of these standards	active	active	active	active
Implement the National Freight and Supply Chain Strategy and Action Plan	active	active	active
Design a national freight data hub—including arrangements for data collection, protection, dissemination and hosting—and a freight data exchange pilot to allow real-time access to freight data	active	active	active

Success measures

What will be measured?	Target
	2019–20	2020–21 and beyond
7. Volume of freight Departmental contribution 7.1 Effective administration of investment in road infrastructure 7.2 Effective administration of investment in rail infrastructure 7.3 Delivery of the National Freight and Supply Chain Strategy and Action Plan 7.4 Funding assistance provided to shippers through the Tasmanian Freight Equalisation Scheme	Increased 10 year rolling average
Source: BITRE Australian Infrastructure Yearbook Methodology: BITRE data analysis
8. Transport CO2 equivalent emissions (a) Departmental contribution 8.1 Bilateral and multilateral engagements with identified states (and international forums) to encourage technical, operational and economic measures for reducing global emissions 8.2 Agreement and implementation of international arrangements to address emissions from international aviation 8.3 Provide advice and implement current government climate change policies with regard to the surface transport sector	Decreased 10 year rolling average
Source: BITRE Australian Infrastructure Yearbook Methodology: BITRE data analysis
9. Number of road fatalities Departmental contribution 9.1 Effective administration of investment in road infrastructure 9.2 The percentage of road vehicle standards which are harmonised with international standards (>90% harmonised with international standards) 9.3 Provide national leadership through the Council of Australian Governments Transport and Infrastructure Council 9.4 Through the Office of Road Safety, administer road safety programs targeting priority areas in Australia's road safety agenda, towards a target of zero deaths on our roads by 2050	New targets to be set as part of the next National Road Safety Strategy
Source: BITRE Australian Road Deaths database Methodology: BITRE data analysis
10. Serious injuries due to road crashes Departmental contribution 10.1 Effective administration of investment in road infrastructure 10.2 The percentage of road vehicle standards which are harmonised with international standards (>90% harmonised with international standards) 10.3 Provide national leadership through the Council of Australian Governments' Transport and Infrastructure Council	Establish a baseline	Reduced relative to 2019–20 baseline
Source: departmental records Methodology: The department will establish baseline indicators in consultation with states and territories in 2019–20
11. Number of rail fatalities Departmental contribution 11.1 Effective administration of investment in rail infrastructure	Rail fatalities reduce, relative to 2017–18 baseline	Decreased 10 year rolling average
Source: Office of the National Rail Safety Regulator (ONRSR) Methodology: BITRE analysis of ONRSR data
12. Number of maritime fatalities Departmental contribution 12.1 Effective administration of maritime safety legislation	Towards zero in 2019–20	Towards zero
Source: Australian Transport Safety Bureau (ATSB 2017, Maritime Occurrence Database) Methodology: BITRE analysis of ATSB data

(a) Measurement considers CO₂ equivalent emissions across the domestic transport sector including road vehicles, rail (excluding electric), domestic maritime and domestic aviation.

Program 2.2—Road Safety

The road safety program makes travel safer by coordinating a national strategic approach to improving road safety, and working to make vehicles safer for all road users. This program is linked to Program 1.1 Infrastructure Investment and Program 2.1 Surface Transport. Together these programs deliver road safety outcomes and a national strategic approach to improving road safety, and work to make vehicles safer for all road users.

Australians benefit from road safety programs as they make travel safer by:

• coordinating a national strategic approach to road safety
• working to make vehicles safer for all road users
• supporting economic growth by improving transport efficiency and sustainability
• connecting people, communities, businesses and markets through better transport access

Key activities	2019–20	2020–21	2021–22	2022–23
Establish the Office of Road Safety and progress development of the next National Road Safety Strategy to achieve a target of zero deaths on our roads by 2050	active	active	active	active
Lead coordination actions to reduce national road trauma and develop policy advice to embed the Safe System approach in government programs	active	active	active	active
Develop, manage and deliver the government's road safety programs	active	active	active	active
Continue to coordinate delivery arrangements for the National Road Safety Strategy 2011–2020 and the National Road Safety Action Plan 2018–2020	active	active
Finalise the Australian Government's response to the National Road Safety Strategy 2011–2020 inquiry	active
Maintain the regulatory framework for supply of safe vehicles to the Australian market	active	active	active	active
Implement the Road Vehicle Standards Act 2018	active	active	active	active

Success measures

What will be measured?	Target
	2019–20	2020–21 and beyond
13. Number of road fatalities Departmental contribution 13.1 Effective administration of investment in road infrastructure 13.2 The percentage of road vehicle standards which are harmonised with international standards (>90% harmonised with international standards) 13.3 Coordinate the National Road Safety Action Plan 2018–2020 through the Council of Australian Governments' Transport and Infrastructure Council 13.4 Through the Office of Road Safety, administer road safety programs targeting priority areas in Australia's road safety agenda towards a target of zero deaths on our roads by 2050	1,016 or fewer fatalities	New targets to be set as part of the next National Road Safety Strategy
Source: BITRE Australian Road Deaths Database Methodology: BITRE data analysis
14. Serious injuries due to road crashes Departmental contribution 14.1 Effective administration of investment in road infrastructure 14.2 The percentage of road vehicle standards which are harmonised with international standards (>90% harmonised with international standards) 14.3 Coordinate the National Road Safety Action Plan 2018–2020 through the Council of Australian Governments' Transport and Infrastructure Council	Establish a baseline	Reduced relative to 2019–20 baseline
Source: departmental records Methodology: the department will establish baseline indicators in consultation with states and territories in 2019–20

Program 2.3—Air Transport

The air transport program makes travel safer, supports economic growth and increases transport access by ensuring the aviation industry operates within a clear and robust safety, planning and environmental regulatory framework.

Australians benefit from air transport programs that make travel safer by ensuring the aviation industry:

• operates within a clear and robust safety, planning and environmental regulatory framework
• supports economic growth by improving transport efficiency and sustainability
• connects people, communities, businesses and markets by improving transport access

By delivering on these purposes, the air transport program contributes to the outcome of an efficient, sustainable, competitive and safe transport system for all transport users.

Key activities	2019–20	2020–21	2021–22	2022–23
Lead preparations for the 2019 ICAO General Assembly	active
Work closely with stakeholders to finalise land acquisitions and manage broader implications of Melbourne Airport's Third Runway development program	active	active
Engage with the National Airports Safeguarding Advisory Group to progress key elements of the National Airports Safeguarding Framework to ensure safety of both aviation operations and communities near airports	active	active	active	active
Contribute to whole-of-government activities to address per and poly-fluoroalkyl substances (PFAS) contamination, and support management of PFAS at federally-leased airports and other sites	active	active	active	active
Provide capacity building assistance to Indonesia and Papua New Guinea to improve transport safety and security outcomes	active	active	active	active
Participate in the development of ICAO's carbon offsetting and reduction scheme for international aviation. This includes by overseeing the scheme's implementation in Australia and supporting measures taken by Australia's international airlines and regional partners in their implementation	active	active	active	active
Continue to pursue more liberalised bilateral air services arrangements focusing on countries where there are capacity constraints	active	active	active	active
Progress the Western Sydney International (Nancy-Bird Walton) Airport, and Western Sydney City Deal and related developments	active	active	active	active
Administer funding under the Regional Airports Program to undertake essential works, promoting aviation safety and access for communities	active	active	active	active

Success measures

What will be measured?	Target
	2019–20	2020–21 and beyond
15. Volume of freight Departmental contribution 15.1 Effective administration of investment in air transport infrastructure 15.2 Administration of regulatory and policy arrangements for airports is proportionate and risk based	Increased 10 year rolling average
Source: BITRE Australian Infrastructure Yearbook Methodology: BITRE data analysis
16. Transport CO2 equivalent emissions (a) Departmental contribution 16.1 Bilateral and multilateral engagements with identified states (and international forums) to encourage technical, operational and economic measures for reducing global emissions 16.2 Agreement and implementation of international arrangements to address emissions from international aviation	Decreased 10 year rolling average
Source: BITRE Australian Infrastructure Yearbook Methodology: BITRE data analysis
17. Passenger movements, aviation sector Departmental contribution 17.1 Increased capacity as a result of major airport development plans processed 17.2 Air services agreements negotiated 17.3 Administration of regulatory and policy arrangements for airports is proportionate and risk based	Increased 10 year rolling average
Source: BITRE domestic and international aviation statistics Methodology: BITRE data analysis
18. Number of aviation fatalities Departmental contribution 18.1 Updated Australian Airspace Policy Statement in place 18.2 Aviation policy recommendations by the Australian Transport Safety Bureau (ATSB) are actioned 18.3 Administration of regulatory and policy arrangements for airports is proportionate and risk based	10 year average to 2018 is <33.6 fatalities="" td="">	Decreased 10 year rolling average
Source: ATSB Aviation Occurrence Statistics Report Methodology: BITRE analysis of ATSB data
19. Level of aviation capacity (passenger and freight) available to major city airports under Australia's air services arrangements Departmental contribution 19.1 Increased capacity as a result of airport major development plans processed 19.2 The proportion of increased capacity negotiated in respective air services arrangements	Increased compared to previous year
Source: department records on air services arrangements, including the Register of Available Capacity Methodology: departmental data analysis
20. Level of aviation capacity (passenger and freight) available in international aviation markets under Australia's air services arrangements Departmental contribution 20.1 Air services agreements negotiated	Increased compared to previous year
Source: departmental records on air services arrangements, including the Register of Available Capacity Methodology: departmental data analysis
21. Opportunities available to Australian airlines in international Increased compared to previous year aviation markets Departmental contribution 21.1 Air services agreements negotiated	Increased compared to previous year
Source: departmental records on air services arrangements, including the Register of Available Capacity Methodology: departmental data analysis
22. Number of remote communities that receive support from the department for aerodrome infrastructure projects and air services Departmental contribution 22.1 Funding assistance provided to airlines serving remote communities through the Airservices Australia enroute charges payment scheme	Increased compared to previous year
Source: monthly reports from each airline contracted to provide designated services Methodology: department data analysis
23. Improved access to aviation services for Western Sydney Departmental contribution 23.1 Effective administration of project deed and associated agreements 23.2 Effective administration and implementation of Airport Plan Conditions	Planning and delivery is consistent with the Western Sydney Airport Plan
Source: Western Sydney Airport Plan, the project deed, and department reports Methodology: department data analysis

(a) Measurement considers CO₂ equivalent emissions across the domestic transport sector including road vehicles, rail (excluding electric), domestic maritime and domestic aviation.

OUTCOME 3 Strengthening the sustainability, capacity and diversity of our cities and regional economies including through facilitating local partnerships between all levels of government and local communities; through reforms that stimulate economic growth; and providing grants and financial assistance

Environment

Great cities and strong regions depend on government, business and the Australian community working together. We facilitate partnerships between government and local communities that help create jobs, drive economic growth and build stronger regional communities.

The drivers of wellbeing in our regions and cities are highly complex; our regions are diverse and changes to the national economy can affect individual regions in different ways. We share this responsibility with state, territory and local governments and other local stakeholders, and we work closely with them to achieve this purpose.

Program 3.1 Regional Development, Program 3.2 Local Government and Program 3.3 Cities contribute to Outcome 3 and provide benefits to people in regional areas. They help strengthen the sustainability, capacity and diversity of our cities and regional economies through partnerships, reforms, and through grants and financial assistance that deliver on one of our five purposes.

Program 3.1—Regional Development

This program benefits Australians in regional areas by supporting regional economic growth and builds stronger local communities through:

• regionally focused stakeholder consultation and engagement
• research
• policy development
• program delivery activities to create jobs, drive regional economic growth and build stronger regional communities

Key activities	2019–20	2020–21	2021–22	2022–23
Lead the development of a regional policy framework	active	active	active	active
Build a stronger evidence base to support Australian Government investment in regions	active	active	active	active
Deliver the 2020 Regional Ministerial Budget Statement and subsequent annual Regional Ministerial Budget Statements	active	active	active	active
Deliver on the government's 2019 election commitments which are funded through programs administered by the department	active	active	active	active
Deliver Round 4 of the Building Better Regions Fund, and Round 5 of the Stronger Communities Program	active	active	active	active
Relocate the department's Regional Programs Branch to Orange as part of the government's commitment to decentralisation	active
Deliver water infrastructure commitments, including the $1.3 billion National Water Infrastructure Development Fund and $2 billion National Water Infrastructure Loan Facility, and manage arrangements for the Regional Investment Corporation to deliver water loans	active	active	active	active
Support whole-of-government drought efforts and outreach activities, including delivery of the department's drought related programs	active	active	active	active
Implement the Barkly Regional Deal	active	active	active	active

Success measures

What will be measured?	Target
	2019–20	2020–21 and beyond
24. Number of employed persons outside capital cities Departmental contribution 24.1 Effective administration of investment through the regional development programs 24.2 The number of public sector jobs outside central Sydney, central Melbourne and Canberra 24.3 Maximise effectiveness of Regional Development Australia committees	Increased compared to previous year
Source: ABS 2017, Labour Force, Australia, Detailed Electronic Delivery, Cat. No. 6291.0.55.001 Methodology: BITRE analysis of data
25. Real disposable income for low and middle income households outside capital cities Departmental contribution 25.1 Effective administration of investment through the regional development program 25.2 Maximise the effectiveness of Regional Development Australia committees operating throughout Australia	Increased from 2015–16 to 2017–18	Increased compared to previous report (data is released every two years)
Source: data published every two years in ABS Cat. No. 6523.0—Household Income and Wealth Australia Methodology: BITRE analysis of data
26. Regional investment supports jobs and regional growth Departmental contribution 26.1 Effective administration of investment through the regional development programs 26.2 Regional Development Australia committees assist applicants to develop project proposals which include processes for measuring and reporting on project outcomes	Demonstrated positive impact on jobs and regional growth
Source: applicant information about expected and actual job impacts of funded projects Rolling monitoring and evaluation activities for specific regional programs as agreed in an annual program Methodology: department data analysis
27. Partnerships with all levels of government and the private sector to deliver regional development outcomes Departmental contribution 27.1 The department will develop and maintain stakeholder links to deliver regional development programs more effectively 27.2 We will maximise the effectiveness of Regional Development Australia committees operating throughout Australia 27.3 We will embed partnerships in the regional deals model and use these to deliver regional deals in the three pilot regions	Partnerships developed and maintained to underpin regional development programs and policies
Source: annual business plans and performance reports from Regional Development Australia committees, department assessments of committee plans and reports, records of performance discussions, action plans to address under performance and stakeholder feedback Methodology: departmental data analysis
28. Increase in water available (ML) through water infrastructure projects funded Departmental contribution 28.1 Management of National Water Infrastructure Development Fund 28.2 Management of National Water Infrastructure Loans Facility	Available water for use is increased
Source: data from water infrastructure projects funded Methodology: departmental data analysis

Program 3.2—Local Government

The local government program supports regional development and local communities by delivering policy advice to the government. Financial assistance is also provided to local governments to strengthen their capacity and better support local communities.

Australians, wherever they live, benefit from local programs that support service delivery. By providing policy advice and financial assistance, the Commonwealth strengthens local government and helps it better support its communities. Through this support, the Local Government Program helps strengthen the sustainability, capacity and diversity of our cities and towns, and boosts local economies.

Key activities	2019–20	2020–21	2021–22	2022–23
Deliver the Financial Assistance Grants program in accordance with the Local Government (Financial Assistance) Act 1995, and improve understanding of sustainability impacts on local government	active	active	active	active

Success measures

What will be measured?	Target
	2019–20	2020–21 and beyond
29. Financial assistance is provided to support equitable levels of services by local government bodies Departmental contribution 29.1 Management of funding provided through the Financial Assistance Grant program for local government bodies	Financial assistance is provided in accordance with the Local Government (Financial Assistance) Act 1995
Source: departmental records Methodology: annual ANAO audit

Program 3.3—Cities

The cities program provides programs and policy to increase the productivity, accessibility and liveability of our cities, big and small.

Australians in our cities benefit from programs that support productivity, accessibility and liveability. By delivering on this purpose, the Cities Program helps strengthen the sustainability, capacity and diversity of our cities and regional economies.

Key activities	2019–20	2020–21	2021–22	2022–23
Develop, implement and review City Deals	active	active	active	active
Lead development on cities policy, incuding sustainability	active	active	active	active
Contribute to whole-of-government activities including the Sustainable Development Goals and the Indigenous Advancement Strategy	active	active	active	active
Deliver, monitor and evaluate the Smart Cities and Suburbs Program and advise on smart cities policy	active

Success measures

What will be measured?	Target
	2019–20	2020–21 and beyond
30. Improved liveability and increased Productivity in Australia's cities Departmental contribution 30.1 City deals are negotiated and implemented, which leverage existing and new Government investments in cities to deliver a shared vision 30.2 Develop and implement the Australian Government's cities policy 30.3 Effective administration of the Smart Cities and Suburbs Program	Improvement in National Cities Performance Framework indicators for liveability and productivity	Improvement in indicators over time
Source: National Cities Performance Framework and information from City Deals progress reporting Methodology: departmental data analysis
31. Improved access to jobs and reduced congestion in Australia's cities Departmental contribution 31.1 City deals are negotiated and implemented which leverage existing and new Government investments in cities to deliver a shared vision 31.2 Develop and implement the Australian Government's cities policy 31.3 Effective administration of the Smart Cities and Suburbs Program	Improvement in National Cities Performance Framework indicators for access to jobs and reduced congestion	Improvement in indicators over time
Source: National Cities Performance Framework and information from City Deals progress reporting Methodology: departmental data analysis

OUTCOME 4 Good governance in the Australian territories through the maintenance and improvement of the overarching legislative framework for self-governing territories, and laws and services for non-self-governing territories

Environment

The territories program supports residents of territories to be connected to services and ensures they are strong regions. Good governance in the territories also relies on the commitment, contributions and efforts of a large number of stakeholders. We share this responsibility with other government entities, state and local governments, service providers and local stakeholders. We work closely with these groups to achieve this purpose.

Program 4.1—Services to territories

This program provides good governance in all Australian territories, including the self-governing Australian Capital Territory (ACT) and Northern Territory, and non-self-governing Indian Ocean Territories, Norfolk Island, and the Jervis Bay Territory by maintaining and improving the overarching legislative framework. In addition it provides direct services, laws and infrastructure to the Indian Ocean Territories, Norfolk Island and Jervis Bay Territory.

The program contributes to Outcome 4 and supports the department's purpose ‘providing good governance in the territories.’

People living and working in Australian territories benefit from good governance arrangements, including fit for purpose legislative frameworks. Those living in the Indian Ocean Territories, Norfolk Island and the Jervis Bay Territory benefit from services, laws and infrastructure which are delivered directly under the program.

Key activities	2019–20	2020–21	2021–22	2022–23
Support the continued delivery of state type services in Norfolk Island and implement long-term service delivery arrangements with the Norfolk Island community and service delivery partners	active	active	active	active
Support economic growth and diversity in the external territories and the Jervis Bay Territory	active	active	active	active
Support the delivery of high quality health services to the Indian Ocean Territories through the development and implementation of a Five Year Strategic Plan for the Indian Ocean Territories Health Service	active	active
Deliver the Christmas Island Strategic Assessment, including a heritage management plan	active	active
Develop an asset management system which delivers an adequate and well maintained asset base, and supports delivery of essential services to communities	active	active	active	active
Establish the necessary legislative and administrative arrangements to ensure effective oversight of the Norfolk Island Regional Council election in September 2020	active	active
Continue to review service delivery arrangements for the Jervis Bay Territory with a view to establishing more specific service delivery agreements for state government-type services	active	active

What will be measured?	Target
	2019–20	2020–21 and beyond
32. Communities in the external territories and Jervis Bay Territory have comparable services and essential infrastructure to mainland Australia Departmental contribution 32.1 Service delivery arrangements and contracts in place for Norfolk Island 32.2 Service delivery arrangements and contracts in place for the Indian Ocean Territories 32.3 Service Delivery arrangements and contracts in place for the Jervis Bay Territory	Service delivery arrangements and contracts deliver comparable services and essential infrastructure to mainland Australia
Source: reporting by service providers Methodology: analysis of reporting from service providers
33. Legal and governance frameworks in the external territories and Jervis Bay Territory are appropriate for the protection and wellbeing of the communities Departmental contribution 33.1 Legislation is administered to provide for applied law powers and functions in the external territories and the Jervis Bay Territory	Legal and governance frameworks comparable to mainland Australia
Source: review of state-type frameworks and advice from state service providers Methodology: analysis of state level framework and advice

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Capability

Our vision highlights our commitment to developing the department's workforce

Our people are central to achieving our vision.
We invest in, trust and care about our people.
We create a fulfilling, flexible and supportive workplace that helps our people achieve their goals.
We invest in the tools, systems and training our people need to do their jobs.

Throughout 2019–20 we'll work to embed this vision across the department. We will achieve this through three priority strategies:

Leadership

Leadership, at all levels, is central to our capability.

For 2019-20, we will strengthen senior leadership capability by ensuring we embrace, are ready for, and effectively manage organisational change. This includes building middle manager capability and ensuring entry-level capability development programs support our future leadership pipeline. This will empower our people to engage collaboratively and respond to emerging opportunities

Risk culture and awareness

A positive risk culture promotes an open and proactive approach to managing risk.

We will define and promote the department's risk appetite through guidance and training, and establish an internal risk network to connect staff and encourage positive risk behaviours. This will be supported by ensuring risk management is part of our core skills. To enable this we will embed risk management principles in performance agreements, governance committees and Secretary's Awards.

Workforce diversity and inclusion

The department is building a culture that is inclusive of diversity and fosters positive engagement.

We are committed to leveraging workforce diversity. This means we recognise and respect the value of human differences, provide leadership that supports and embraces these differences and work to create an environment where all abilities and experiences can be harnessed.

Our capability is supported by our values

We aspire to be:

Influential We seek to understand the needs and experiences of our partners and those affected by our work We seek out and work well with others, using our networks to shape debate and deliver better outcomes Our advice is sought after and valued, inside and outside of government	Dynamic We are energetic, enthusiastic and strive to improve the way we work We are prepared to take risks, reward innovation and learn from our mistakes
Professional We are experts and respected in our fields We take a view on the best outcome, now and into the future We work hard to deliver high quality products and get the job done	Respectful We value all people equally We are inclusive and value diversity We always act with honesty and integrity

Capability development

The department will focus on the following capabilities to support our leadership, risk and workforce diversity strategies.

Capability	Focus
ICT	ICT systems support data, information and status reports to meet external stakeholder needs platforms continue to evolve to support collaboration and mobility territories offices have a better connected environment
Data and research	data-driven decisions inform policy design and implementation, and program delivery research shapes evidence-based policy advice
Policy development	an improved framework is achieved—underpinned by best practice tools and processes—to increase participation, embed contestability, and facilitate timely, robust and influential policy advice
Workforce planning	operational workforce plans ensure we identify and manage succession planning, talent and critical roles effective leadership is a focus at all levels mobility is improved across the department to address retention issues
Public engagement	community engagement informs program design and delivery

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Risk management

The department engages with risk in our operating environment to deliver programs that are innovative, efficient and dynamic. A positive risk culture promotes an open and proactive approach to managing risks.

The department's risk appetite statement is:

We recognise it is not possible, or necessarily desirable, to eliminate all of the risks inherent in our work. Accepting some degree of risk in our business practices promotes efficiency and innovation. The department is willing to accept higher levels of risk when the potential benefits outweigh the negative consequences of risks. In doing so, we must be able to demonstrate we have made informed, evidence and risk based decisions.

The department has developed risk appetite and tolerance levels to manage categories of risks. Risk appetite and tolerance statements assist us in our decision making and help us determine the approach to controlling risks and prioritising resources.

Risk categories and sub-categories		Appetite/Tolerance level					Appetite/Tolerance statement
		Low		Mod	High
		1	2	3	4	5
People	Workforce			risk			The department is committed to building a capable, professional and responsive workforce which enables the department to deliver on its priorities. We have moderate appetite for risks to the department's skills, knowledge and expertise. We have a low tolerance for ongoing staff underperformance.
	Work Health and Safety	risk					The department is committed to providing a safe workplace for all employees, visitors and contractors that is free, where reasonably practicable, from physical or psychological harm. We will maintain a proactive focus on mitigating risks and we will not tolerate death or serious injury when all preventable actions have been taken.
Governance	Integrity and fraud	risk					The department recognises that there is a risk of fraud and corruption within our activities. We have a very low appetite for unethical behaviour and we will not tolerate fraud or corruption. We will take all reasonable steps to prevent, detect and respond to fraud.
	Legal / compliance		risk				The department is committed to a high level of compliance with relevant legislation, regulation, best practice as well as internal policies and governance requirements. We have low risk appetite where we have taken all reasonable steps to understand the legislative environment that we operate in. We will not tolerate deliberate or purposeful violations of legislative or regulatory requirements. We have moderate tolerance for non-compliance with internal policies and procedures.
	Financial and resources		risk				he department is committed to managing public resources efficiently, effectively, economically and ethically. We have a low risk appetite related to financial management. We have very low tolerance for systemic control failures or breakdowns and unexplained variances to administered finances.
	Information, systems and security		risk				The department invests in processes, systems and technology to enable the department to achieve its purposes and objectives in an effective and efficient manner. We have low risk appetite related to security risks, information management processes and systems to support business requirements. We have a very low tolerance for practices that result in damage to property/assets resulting in critical business failure, unmanageable information security breaches, encourage loss or unauthorised disclosure of sensitive information, or system unavailability beyond the agreed disaster recovery/business continuity recovery times.
Performance / Delivery	Policy development and advice				risk		The department engages with risk in order to take innovative approaches to policy development. We take risks commensurate with the complexity and uncertainty of the problem. We develop policy and provide advice based on evidence, data and research. We have high risk appetite related to identifying, proposing and deploying innovative approaches or new ideas that support the achievement of our purposes, where we have appropriately scoped issues, consulted and adequately considered the associated risks and benefits.
	Business outcomes (program, project, service delivery)			risk			The department is committed to delivering high quality business outcomes and we aim to improve outcomes through ongoing monitoring of performance and evaluation. The department has moderate risk appetite in the pursuit of innovation in achievement of business outcomes, where reasonable steps have been taken to implement effective governance arrangements.
	Regulatory			risk			The department is committed to maintaining effective and efficient regulatory frameworks that are fit for purpose, proportionate to risk, and continuous improvement. We use a risk based approach to monitoring and compliance activities. We have moderate appetite for regulatory risks and we have low tolerance for systemic non-compliance.
	Operations			risk			The department is committed to providing good legal and governance frameworks, comparable services to mainland Australia, and essential infrastructure for the territories. We have a moderate risk appetite for service delivery and we have low tolerance for risks to community wellbeing.
Reputation	Ministers		risk				The department is committed to upholding our reputation and providing professional, impartial and reliable policy advice to our Ministers and their offices. We have very low tolerance for reputational damage resulting from the provision of inaccurate, partial or poorly timed advice.
	Stakeholders			risk			Our relationships with stakeholders support our policy development and achievement of our purposes and objectives. We have moderate risk appetite for reputational damage arising from policy differences where we have engaged openly and robustly in a professional manner.
	Other government (local, state, territory, federal)			risk			We recognise that acting for the Australian Government we may differ with the interests for other government entities and the states and territories. We will engage with respect and courtesy, but robustly, while maintaining the integrity of our relationships. We have moderate risk appetite for reputational damage arising from policy differences where we have engaged openly and robustly in a professional manner.

All employees—at every level and on every day—are responsible for identifying, assessing, reporting and managing risk. The department's enterprise risks and the way we manage them are set out below:

Enterprise risks	Management strategies
A workforce unable to meet the emerging needs of the government and community	The executive board aligns people and resources with areas of greatest priority by implementing the strategic workforce plan.
Program outcomes not aligned with policy objectives	The executive and the performance and assurance committee monitor program alignment with government policy. Our business plans link policy objectives with program outcomes and include corresponding performance measures.
Failure of service delivery or programs	We engage with our external and internal stakeholders and delivery partners. We invest in our people, our systems and our processes to ensure our programs are robust and effective.
Failure to be an effective regulator	The department has transparent processes and documentation to inform regulated organisations of their obligations, and to monitor compliance.
Failure to align and steer policy direction, and to communicate objectives, benefits and progress	We maintain close engagement with our Ministers and key external stakeholders to ensure outputs align with government priorities.
Failure to effectively engage with key stakeholders	The department engages regularly with key stakeholders—including ministers, Commonwealth, state and territory agencies and industry stakeholders—to deliver government priorities.
Integrity of staff is compromised resulting in complex unethical and or illegal practices	Relevant policies, procedures and Accountable Authority Instructions are periodically reviewed. Our fraud control plan and fraud risk assessments are reviewed and updated twice a year or when significant changes occur. Fraud and ethical awareness training is mandated for all staff.
Our activities cause death or serious injury	Policies are regularly updated and performance plans include mandatory work health and safety deliverables. We maintain regular engagement with health and safety representatives through the department's work health and safety committee and address issues promptly. Work health and safety training is mandated for all staff.

Planning and reporting framework

Our internal and external planning and reporting activities provide information on our resourcing, operations and performance which support the achievement of our outcomes and purposes. The relationship between these activities is illustrated in the diagram below. The framework allows us to set out what we plan to do at the beginning of the year and what we have achieved by the end of the year, but also to think longer-term and plan for the future.

Compliance with the Public Governance, Performance and Accountability Rule 2014

Item	Topic	Matters to be included
1	Introduction	The following: a statement that the plan is prepared for paragraph 35(1)(b) of the Act the reporting period for which the plan is prepared the reporting periods covered by the plan
2	Purposes	The purposes of the entity
3	Environment	The environment in which the entity will operate for each reporting period covered by the plan
4	Performamce	For each reporting period covered by the plan, a summary of: how the entity will achieve the entity's purposes how any subsidiary of the entity will contribute to achieving the entity's purposes how the entity's performance will be measured and assessed in achieving the entity's purposes, including any measures, targets and assessments that will be used to measure and assess the entity's performance for the purposes of preparing the entity's annual performance statements under section 16F
5	Capability	The key strategies and plans that the entity will implement in each reporting period covered by the plan to achieve the entity's purposes
6	Risk oversight and management	A summary of the risk oversight and management systems of the entity for each reporting period covered by the plan (including any measures that will be implemented to ensure compliance with the finance law)

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