1 About us
1.1 Who we are
Roads and Maritime Services is a NSW Government delivery agency within the Transport cluster. The agency was established on 1 November 2011 under amendments to the Transport Administration Act 1988.
Transport for NSW is at the centre of the Transport cluster with responsibility for setting strategic direction and guiding an extended network of public and private service delivery agencies to provide improved transport outcomes.
Transport for NSW sets the direction for the transport network across the state and works with public and private sector agencies to deliver improved transport outcomes and services for the people of NSW.
We provide agreed outcomes across the road and maritime networks within the context of an integrated transport strategy.
We deliver projects and programs to reliably and safely improve the movement of people and goods by various transport modes, including through the road and freight network, NSW waterways, the public transport network and active transport such as cycling and pedestrian networks.
We manage and maintain:
1.2 What we do
To enable safe, efficient and reliable journeys on road and maritime networks to deliver on NSW Government priorities for the transport system.
To build, manage and maintain state road and waterway networks and assets
To maximise the customer benefits and service potential of our networks
To seamlessly integrate our networks with private motorways, local roads, and urban and regional communities
To use our networks to facilitate economic and social development and growth in NSW
We place the customer at the centre of everything we do
We value each other and create better outcomes by working together
We deliver sustainable and innovative solutions to NSW's transport needs
We take responsibility and communicate openly
We prioritise safety for our people and our customers
1.3 Our organisational structure
Roads and Maritime has a workforce of more than 5,800 full time equivalent positions across the state, with around 3,500 employees working in regional NSW.
In 2016‑17, our agency went through significant reform.1 We adjusted our operating model to meet the changing needs of our environment, heighten our focus on meeting customer needs, and ensure clear internal accountabilities.
The new organisational structure came into effect on 3 April 2017 (Figure 1). Under the OneRMS operating model, customer divisions have access to high quality technical, project and business services, stakeholder engagement and communications expertise. Their work is enabled by technical and support divisions.
Figure 1: Roads and Maritime's organisational structure as at 30 June 2017
1.4 Services and operations
The Roads and Maritime 2016‑17 Delivery Plan sets out the key programs, projects and activities we planned to deliver in the financial year. This annual report reflects on our results and achievements.
Our services and operations are aligned to the NSW Government's State Priorities, State Infrastructure Strategy, Long Term Transport Master Plan, and transport strategy and policy. The agency contributes to the following State Priorities:
- building key infrastructure projects on time and on budget across the state
- improving customer satisfaction with key government services
- creating 150,000 new jobs by 2019
- improving road travel reliability
- reducing road fatalities
- providing better government digital services.
By delivering on these State Priorities, we provide outcomes which offer the people of NSW multi‑modal transport solutions while also regulating road and maritime networks and users to ensure community safety and compliance with legislation.
1.5 Our customers
Our customers - the people and businesses that directly benefit from our road and maritime networks and services - are at the centre of everything we do. Each day road and maritime networks enable millions of customer journeys and the transport of goods, supporting a productive economy. We recognise that enabling safe, efficient and reliable journeys on the state's roads and maritime networks contributes to customer satisfaction and quality of life.
Population growth over the next decade will add pressure to the existing road network through increased passenger journeys and freight movements. Our focus has been to grow the network and operate the existing network more efficiently to meet customer needs.
Increasingly, services are digitised and more readily accessible for our customers. This year, we developed and launched an online platform for community consultation on projects to provide immediate feedback. This improved the accessibility to customers and complemented existing consultation methods and tools.
Our Customer Charter
|We will listen and take action||We will consult and collaborate|
|We will make safety our priority||We will keep you informed|
Our customers include:
Heavy vehicle operators
Waterway users, Recreational
Waterway users, Commercial
1.6 Our stakeholders
Our stakeholders include government, industry, the community and any group or individual with an interest in our projects and initiatives (Figure 2). This includes people and groups:
- who are impacted by possible construction or operation activities
- with an interest in policy or operational decisions
- with an interest in infrastructure development proposals.
The agency values partnerships with a wide range of stakeholders. We are committed to transparent and mutually beneficial stakeholder engagement, identifying solutions and improving customer outcomes. We recognise respectfully engaging stakeholders is an essential part of our work.
Figure 2: Responding to our customers
Digitisation of medical records
We completed the Digitisation of Medical Records project in March 2017. The project provides a platform for medical practitioners across NSW to submit medical assessments for drivers online. Take up has been extremely positive, from 10 to 90 reports per day and steadily increasing.
Benefits of this new portal include:
- around 470,000 drivers requiring medical assessment no longer need to visit a Roads and Maritime registry office or Service NSW
- eliminated the need for paper forms
- improved efficiencies to process medical review by Licence Review Unit
- ongoing cost savings
- contributes to the NSW Government's commitment to increase digitisation of government services.
1.7 Our approach to compliance and regulation
We adopt a balanced approach to influence industry and community behaviour, and improve their understanding of legal obligations to achieve safety outcomes. This approach involves undertaking a range of activities on behalf of the NSW community to achieve compliance with the road legislation we administer.
Our first priority is always to achieve the best possible outcome for the community and to manage risk proportionately. We use the most appropriate intervention, or mix of interventions, available to address different situations. This improves the effectiveness of our regulatory interventions.
Figure 3 outlines our approach to regulation. We focus our efforts on prevention, as this is the best way to reduce risks and minimise compliance costs. We do this through setting standards, informing and educating, and supporting compliance. We complement our focus on prevention with incentives to comply. We do this through monitoring and enforcing compliance.
Figure 3: Compliance and regulation services
1.8 Our assets
Roads and Maritime has a responsibility to create, maintain and renew the state road network and maritime infrastructure across NSW to provide for safe, reliable and sustainable services for our customers. The agency also administers financial assistance grants to the local government sector for the management of local roads in NSW.
We are responsible for managing and maintaining $84.5 billion2 worth of physical assets (Figure 4). The majority are roads and road-related assets including:
- almost 18,000 kilometres of road including 4,000 kilometres of the National Land Transport Network
- 5,623 bridges
- 28 road tunnels
- 4,121 traffic signals.
Figure 4: Value and type of assets managed and maintained by Roads and Maritime
Asset management challenges and opportunities
We are responsible for the efficient and effective management of this significant asset base. We strive to maintain consistently high levels of service delivery for our customers, and the challenges involved with managing an asset base of this scale present opportunities for developing innovative ways to meet customer needs.
Over the last five years, there has been greater pressure on our networks due to population growth, resulting in road congestion and accelerated asset deterioration. We have responded to this through the implementation of the Easing Sydney's Congestion Pinch Points and Clearways Programs.
In early 2016‑17, storms and prolonged wet weather caused extensive damage to our road network, particularly in the west of the state. To minimise the impact on our customers, we doubled road surface patching activities this financial year.
We continually engage industry and partners to seek opportunities to create and adopt new technologies and innovation and to deliver best practice asset management standards. This involves value engineering of new and existing infrastructure to reduce whole-of-life asset costs and maximise cost efficiencies of maintenance works. This year, we achieved reduction in energy and greenhouse gas emissions through installing energy efficient light-emitting diode (LED) lanterns in street lighting and traffic signals.
Asset condition and performance
Road pavement, bridges, roadside slopes, drainage culverts and intelligent transport systems comprise more than 90 per cent of our asset value.
The pavement health index provides a general assessment of the quality of road pavements in NSW (Figure 5). Our agency defines acceptable road surface quality as those in ‘fair or better' condition. In the last decade, road surface quality has remained stable.
The quality of road surfaces in 2015‑16 showed a 3.1 per cent improvement on the previous year, with 80.4 per cent of road surfaces rated as ‘fair or better'. These trends demonstrate the effectiveness of our asset preservation strategy in terms of protecting asset value and delivering an appropriate level of service to our customers.
Table 1: Condition of asset types results 2016‑17
|Assets type||Assets in fair or better condition|
|Intelligent transport systems (e.g. traffic signals, variable message signs, tidal flow system)||95%|
Asset Management Plan
Our Asset Management Plan promotes a risk-based approach to the management of road assets. Good stewardship of the NSW road network involves:
- the use of life-cycle costing decision-support tools and long-term strategies
- regular performance monitoring and network inspections
- scheduling the most appropriate maintenance treatment at the right time and place.
This approach has reduced asset life-cycle costs, improved road safety and minimised risks to the level of service we provide to our customers. We also conduct value-engineering reviews for major projects. These reviews identify opportunities for staging and cost savings at every stage of the value chain.
Figure 5: Road pavement health index3
- Roads and Maritime's organisational structure before 3 April 2017 reforms can be viewed in the previous annual report
- $84.5 billion is the value of Roads and Maritime non-current assets. Non-current assets included property, plant and equipment (land and buildings, plant and equipment and infrastructure systems), private sector provided infrastructure and intangible assets.
- New crack detection survey technology was adopted in 2014‑15 and condition trends from this point forward are not directly comparable with previous results. Results for the 2016‑17 financial year are not available until 2018.