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STRATEGIC PLAN 2017-2018 UPDATE

DEDJTR DELIVERS

JULY 2017 – DECEMBER 2018

Front cover: Brim Silo, Victoria Part of the Silo Art Trail Artist: Guido Van Helten

Disclaimer

The information contained in this report is provided for general guidance and assistance only and is not intended as advice. You should make your own enquiries as to the appropriateness and suitability of the information provided. While every effort has been made to ensure the currency, accuracy or completeness of the content we endeavour to keep the content relevant and up to date and reserve the right to make changes as required. The Victorian Government, authors and presenters do not accept any liability to any person for the information (or the use of the information) which is provided or referred to in the report.

Authorised by the Victorian Government Department of Economic Development, Jobs, Transport and Resources 1 Spring Street Melbourne Victoria 3000 Telephone (03) 9651 9999

January 2018

© Copyright State of Victoria 2017

Except for any logos, emblems, trademarks, artwork and photography this document is made available under the terms of the Creative Commons Attribution 3.0 Australia licence.

This document is also available in PDF and accessible Word format at www.ecodev.vic.gov.au

Snapshot 6

CHAPTER 01 Message from the secretary 9

CHAPTER 02 Our achievements 10

CHAPTER 03 Our vision and mission 16

CHAPTER 04 Our outcomes 17

CHAPTER 05 How is the Victorian economy performing? 23

CHAPTER 06 Our strategic direction 29

CHAPTER 07 Our organisation 38

CHAPTER 08 How DEDJTR works 44

Appendix 48

CONTENTS

5DEDJTR DELIVERS STRATEGIC PLAN 2017

DEDJTR DELIVERS 2017 AND 2018 STRATEGIC PLAN

A productive, competitive and sustainable economy that contributes to a prosperous and inclusive society.

Our portfolio delivers for Victorians

We are effective – citizen-centred, knowledgeable, collaborative and innovativeWe are effi cient – allocating our resources and effort productivelyWe have integrity – accountable, transparent and exemplary

OUR GREAT PEOPLE AND CULTURE – Empower a capable, collaborative and diverse workplace

OUR INNOVATIVE WORKPLACE – Enable a modern and fl exible workplace

OUR SAFETY AND WELLBEING – Embed a culture of safety and wellbeing

What does success look like?

Victoria is fair and prosperous

• Victorians build and share in income and wealth• Victorians participate in and are well connected

to jobs and education• Victorians have dignity and respect

Victoria is liveable and vibrant

• Victoria’s places, towns and cities are accessible and well connected, diverse, resilient and safe

• Victoria’s society is open and its culture is vibrant and diverse

• Victoria’s natural environment is productively and ethically managed and enhanced for future generations

Victoria is competitive

• Victoria’s infrastructure and networks are effi cient, reliable, well connected and digitally enabled

• Victoria’s business environment is competitive and provides confi dence

Victoria is innovative

• Victorians are adaptive, knowledgeable and entrepreneurial

• Victorian businesses are inventive, responsive and diverse

• Victoria creates and diffuses knowledge through research, collaboration and commercialisation

Victoria is globally connected

• Victoria is a desired source of exports and destination for foreign investment

• Victoria is a desired location for visitors and global talent

• Victorians learn from and contribute to world’s best thinking

Is it working?

• Increased household incomes, including for low income households

• Increased participation in employment

• Increased participation through business ownership

• Improved connectivity and quality of transport in towns and cities

• Increased engagement with arts and cultural activities

• Improved sustainable use of natural resources

• Increased productivity• Improved public transport

and road network reliability• Enhanced confi dence

in the economy

• Deepened level of knowledge and skills

• Enhanced level of business innovation

• Increased exports by Victorian businesses

• Increased economic activity generated by tourism in Victoria

• Increased number of international students choosing to study in Victoria

To get our economy and society working together for the benefi t of all Victorians – by creating more jobs for more people, connecting people and businesses, and maintaining Victoria’s envied reputation for liveability now and for the future.

TEN YEAR OUTCOMES

OUR ENABLERS

VISION MISSION

OUR PEOPLE, OUR CULTURE, AND OUR PROCESSES AND SYSTEMS SUPPORT US TO DELIVER

HEADLINE INDICATORS FOUR YEAR STRATEGIES

What are we doing about it?

• Jobs, investment and trade:Create more jobs for more people by attracting investment and leveraging global connections to increase trade.

• Supporting business:Support a thriving Victorian business sector by delivering services that are valued, modernising regulation and improving access to markets.

• Inclusive local economies:Apply place-based, and other targeted approaches to increase employment and support the growth of local economies and liveable communities and promote access to employment that is fair and secure.

• Innovation:Strengthen Victoria’s innovation and entrepreneurial culture and support the creation and application of new knowledge, technologies and practices.

• Infrastructure and services:Enhance Victoria’s liveability and competitiveness by providing transport and digital infrastructure and services that are effi cient, reliable, competitively priced and safe.

• Natural resource economy:Sustainably grow our natural resource economy through whole-of-life stewardshipthat promotes investor confi dence and meets community expectations.

• Creative and visitor economies:Establish Victoria’s position as a premier creative and visitor economy through quality cultural, recreationaland tourism experiences.

• Emergency management:Minimise the impact of emergencies through effective preparation, coordination, response and recovery.

• Collaboration and partnerships:Proactively improve and deepen our relationships with our partners and stakeholders in government, industry and the community by operating collaboratively and inclusively.

These Strategies are supported by a series of Priority Actions and Enabling Actions, which are outlined in the 2017-18 DEDJTR Strategic Plan

Jobs, investment and trade

Supporting business

Inclusivelocal

economies

InnovationNatural

resourceeconomy

Creativeand visitoreconomies

Emergencymanagement

Collaborationand

partnerships

Infrastructure and services

FOUR YEARDEDJTR

STRATEGIES

SNAPSHOT

DEDJTR DELIVERS 2017 AND 2018 STRATEGIC PLAN

A productive, competitive and sustainable economy that contributes to a prosperous and inclusive society.


We are effective – citizen-centred, knowledgeable, collaborative and innovativeWe are effi cient – allocating our resources and effort productivelyWe have integrity – accountable, transparent and exemplary

OUR GREAT PEOPLE AND CULTURE – Empower a capable, collaborative and diverse workplace

OUR INNOVATIVE WORKPLACE – Enable a modern and fl exible workplace

OUR SAFETY AND WELLBEING – Embed a culture of safety and wellbeing

What does success look like?

Victoria is fair and prosperous

• Victorians build and share in income and wealth• Victorians participate in and are well connected

to jobs and education• Victorians have dignity and respect

Victoria is liveable and vibrant

• Victoria’s places, towns and cities are accessible and well connected, diverse, resilient and safe

• Victoria’s society is open and its culture is vibrant and diverse

• Victoria’s natural environment is productively and ethically managed and enhanced for future generations

Victoria is competitive

• Victoria’s infrastructure and networks are effi cient, reliable, well connected and digitally enabled

• Victoria’s business environment is competitive and provides confi dence

Victoria is innovative

• Victorians are adaptive, knowledgeable and entrepreneurial

• Victorian businesses are inventive, responsive and diverse

• Victoria creates and diffuses knowledge through research, collaboration and commercialisation

Victoria is globally connected

• Victoria is a desired source of exports and destination for foreign investment

• Victoria is a desired location for visitors and global talent

• Victorians learn from and contribute to world’s best thinking

Is it working?

• Increased household incomes, including for low income households

• Increased participation in employment

• Increased participation through business ownership

• Improved connectivity and quality of transport in towns and cities

• Increased engagement with arts and cultural activities

• Improved sustainable use of natural resources

• Increased productivity• Improved public transport

and road network reliability• Enhanced confi dence

in the economy

• Deepened level of knowledge and skills

• Enhanced level of business innovation

• Increased exports by Victorian businesses

• Increased economic activity generated by tourism in Victoria

• Increased number of international students choosing to study in Victoria

To get our economy and society working together for the benefi t of all Victorians – by creating more jobs for more people, connecting people and businesses, and maintaining Victoria’s envied reputation for liveability now and for the future.

TEN YEAR OUTCOMES

OUR ENABLERS

VISION MISSION

OUR PEOPLE, OUR CULTURE, AND OUR PROCESSES AND SYSTEMS SUPPORT US TO DELIVER

HEADLINE INDICATORS FOUR YEAR STRATEGIES

What are we doing about it?

• Jobs, investment and trade:Create more jobs for more people by attracting investment and leveraging global connections to increase trade.

• Supporting business:Support a thriving Victorian business sector by delivering services that are valued, modernising regulation and improving access to markets.

• Inclusive local economies:Apply place-based, and other targeted approaches to increase employment and support the growth of local economies and liveable communities and promote access to employment that is fair and secure.

• Innovation:Strengthen Victoria’s innovation and entrepreneurial culture and support the creation and application of new knowledge, technologies and practices.

• Infrastructure and services:Enhance Victoria’s liveability and competitiveness by providing transport and digital infrastructure and services that are effi cient, reliable, competitively priced and safe.

• Natural resource economy:Sustainably grow our natural resource economy through whole-of-life stewardshipthat promotes investor confi dence and meets community expectations.

• Creative and visitor economies:Establish Victoria’s position as a premier creative and visitor economy through quality cultural, recreationaland tourism experiences.

• Emergency management:Minimise the impact of emergencies through effective preparation, coordination, response and recovery.

• Collaboration and partnerships:Proactively improve and deepen our relationships with our partners and stakeholders in government, industry and the community by operating collaboratively and inclusively.

These Strategies are supported by a series of Priority Actions and Enabling Actions, which are outlined in the 2017-18 DEDJTR Strategic Plan


Supporting business

Inclusivelocal

economies

InnovationNatural

resourceeconomy


Emergencymanagement

Collaborationand

partnerships


FOUR YEARDEDJTR

STRATEGIES

7

01MESSAGE FROM THE SECRETARY

Over the next year DEDJTR has a considerable program of work to deliver jobs, connections and liveability – now and for the future.

This Strategic Plan for 2017 and 2018 builds on all we have achieved in our first three years of operation, outlines our priority actions over this timeframe and defines our aspirational outcomes for the long term.

This update follows the recent realignment of the department to strengthen our structure and hone our delivery focus. Our new structure will help us to work even more effectively within and across our portfolios, to better deliver our growing work program for our ministers and meet the expectations of the Victorian communities we serve.

We are working toward more jobs for more people. We have seen very strong jobs growth in recent years, providing new employment for more than 200,000 Victorians, and the growth in our services sector is very strong. Our focus is on supporting investment and trade to create new jobs, which will help to support workers across the state. We are working to minimise the negative impact of and build resilience to challenges that businesses face. Recent examples of this include the drought and pricing changes in the dairy industry.

We are connecting people through trade and investment missions, our international offices, level crossing removals, road improvements, the night network, and the Metro Tunnel Project. Our work connects Victoria to the world through our cultural offerings. We are deepening connections within Victorian communities and regions through regional partnerships. We are connecting our work across the portfolio to ensure its value to the public.

We are working to maintain Victoria and Melbourne’s enviable reputation for liveability. Strong population growth is projected to continue, which will place pressure on our transport system and require investment in infrastructure and services. Transport construction activities are temporarily disruptive, but they are vital for serving our growing population and creating attractive places to live. Transport for Victoria is bringing together our transport agencies to ensure our planning and delivery give the best outcomes for Victorians across the transport network as a whole.

Our focus is on delivery, complemented by our organisational development strategy DEDJTR Connects which aims to modernise our workplace and find efficiency savings to maximise the value of our use of public resources. All of our people are working to achieve this goal.

I look forward to working with my colleagues and our stakeholders to do just that and deliver on this plan, which will take us to the end of our first four years as a department.

Richard Bolt Secretary

9

02OUR ACHIEVEMENTSDEDJTR Delivers: supporting jobs, connections and liveability, across our full portfolio of responsibilities. Recent achievements of our department include:

LIVEABILITY

CONNECTION

JOBS

HIGHEST SHARE OF INVESTOR AND BUSINESS MIGRATION

Melbourne attracts: 59% of Australia’s business and investor migrants 60% of Australia’s share of Significant Investors.

AGRICULTURE INFRASTRUCTURE AND JOBS FUND

A $200 million fund to strengthen the performance and resilience of the agriculture sector. Projects supported include improving pipelines and channels in the Macalister Irrigation District, upgrading rail sidings for the grain sector, tackling Queensland Fruit Fly and improving significant road networks and bridges in farming regions.

TARGET ONE MILLION

$46 million to get more Victorians fishing more often and support business and tourism jobs in popular fishing areas around the state.

GROWING VISITOR ECONOMY

Established Visit Victoria – a key driver in growing our state’s visitor economy to generate $36.5 billion a year and support 300,000 jobs by 2025.

REGIONAL ASSEMBLIES

Attended by 1,470 community members in nine regions to discuss and debate the region’s top priorities.

LOCAL JOBS

Minimum mandatory local content requirements set for 72 Strategic Projects worth $49 billion and creating around 20,000 jobs.

REGIONAL DEVELOPMENT

Achieved regional investment targets, facilitating projects worth over $920 million in new capital investment and expected to create 1,213 jobs.

JOBS VICTORIA

1,478 job seekers have been placed into work through the Jobs Victoria Employment Network.

REGIONAL JOBS AND INFRASTRUCTURE FUND

245 projects approved equating to $1.035 billion investment in regional Victoria.

INVESTMENT ATTRACTION

In 2016-17, facilitated projects worth an estimated $2.23 billion in new capital investment, estimated to create 6,280 jobs and 16 new headquarters and research development centres.

ACQUISITION OF GM HOLDEN SITE AT FISHERMANS BEND

The site at Fisherman’s Bend will be a place for design, engineering and technology that will attract industry leaders in the areas of aerospace, defence, marine design, automotive design and more. Fisherman’s Bend will support around 80,000 residents and 60,000 jobs by 2050.

INTERNATIONAL TRADE

49 trade missions expected to result in around $300 million of new export sales.

9 REGIONS

1470 COMMUNITY

MEMBERS

LIVEABILITY

CONNECTION

JOBS

SECURING REGIONAL JOBS

Four year agreement to continue operations at the Portland aluminium smelter securing 650 jobs of workers and contractors, and supporting over $386 million of wider downstream economic impacts to the region.

RECORD VISITS TO CULTURAL AGENCIES 12 MILLION VISITS

12 million attendances at exhibitions, performances, programs and events at Victoria’s major cultural institutions.

ARTS AND CULTURE GRANTS $65.3 MILLION

$65.3 million provided to more than 540 grant recipients which enabled the work of Victorian artists and arts companies to be presented around the state and in more than 50 cities across the globe (2016-17).

SCREEN INVESTMENT

84 film, television and games projects generated $230.5 million and more than 7,700 job opportunities for the local sector (2016-17).

MEDICINAL CANNABIS

DEDJTR successfully undertook a small-scale, strictly controlled medicinal cannabis cultivation trial. This new industry will potentially be worth up to $90 million, support up to 500 new jobs, and provide treatment for up to 83,000 patients across Victoria and Australia by 2027.

INNOVATION

400 new breeding lines created for Australian canola-breeders, producing varieties yielding $2.3 billion in canola oil production from 2010-2016.

MARKET ACCESS

New agreement with China allowing Australia to export nectarines potentially worth $60 million over the next three years.

REGIONAL RAIL REVIVAL PROGRAM

Secured Commonwealth funding for the $1.6 billion Regional Rail Revival Program, which will upgrade Victoria’s regional passenger network and allow more trains to run more often.

HIGH CAPACITY METRO TRAINS

Negotiated a $2.3 billion contract to build 65 high-capacity metro trains, which will increase capacity and reduce crowding on Victoria’s busiest rail corridor and service the Metro Tunnel.

TRAINS, TRAMS, JOBS

Ordered nine new X’Trapolis trains and the first six of 48 new VLocity regional carriages as part of the Government’s Trains, Trams, Jobs: 2015-2025 rolling stock strategy.

MURRAY BASIN RAIL PROJECT

Completed stage one and began stage two of the $440 million Murray Basin Rail Project.

$ 230.5 MIL

LION

GENERATED

$65.3 MILLION

12 MILLION VISITORS

$60 MILLION


NETWORK IMPACT MANAGEMENT PLAN

Implemented several phases of the Network Impact Management Plan, which coordinates road system changes, bus replacement services and customer information associated with the Major Transport Infrastructure Program.

PORT OF MELBOURNE LEASE

Finalised the Port of Melbourne lease and establishment of the Victorian Ports Corporation.

REGIONAL TRAIN SERVICES

Delivered 80 extra regional train services funded in the Victorian budget 2016-17.

ROAD AND PEDESTRIAN CROSSINGS

Improved safety at 28 road crossings and 27 pedestrian railway crossings under the Safer Country Crossing Program and the State Level Crossings Upgrade Program.

SAFER SYSTEM ROADS INFRASTRUCTURE PROGRAM

Delivered $119 million of road safety improvements to Victoria’s highest-risk roads.

ROAD RESTORATION AND ROAD SURFACE REPLACEMENT PROGRAM

Completed a major program of road resurfacing and rehabilitation to address long-term maintenance debt, through the Road Restoration and Road Surface Replacement Program.

STATION REVITALISATION AND UPGRADES

Began the $100 million revitalisation of Flinders Street Station and stage one of the $63 million Frankston Station Precinct Upgrade.

SWAN STREET BRIDGE PROJECT

Began construction on the Swan Street Bridge project involving a new east-bound lane, new separated shared paths and a new pedestrian crossing.

CHANDLER HIGHWAY UPGRADE

Started works on the $110 million Chandler Highway Upgrade comprising a new, six-lane bridge over the Yarra River, improved walking and cycling paths and upgrade of the Heidelberg Road intersection.

CLEARWAYS ON PUNT ROAD AND HODDLE STREET PROJECT

Implemented extended clearways on Punt Road and completed design work and consultation on the Streamlining Hoddle Street Project, to improve traffic flow at key intersections.

HIGH-VOLUME ARTERIAL ROADS PACKAGE

Released Expressions of Interest and implemented design development and community consultation for a $1.8 billion package of upgrades to eight high-volume arterial roads in Melbourne’s west.

GROWTH AREAS NEW STATIONS PROGRAM

Opened Caroline Springs Station – under the Growth Areas New Stations program.

PUBLIC TRANSPORT FARES

Implemented major improvements to public transport fare structures, making them easier to understand, and fairer for Victorians.

NIGHT NETWORK

Made all-night public transport in Melbourne and to regional centres on weekends permanent.

12

MAJOR PROJECT SKILLS GUARANTEE

35 major projects applying the policy to date will generate over 1,500 employment op portunities for Victorian apprentices, trainees and engineering cadets.

REGIONAL COMMUNITIES: CERTAINTY ON GAS

Legislated for the permanent ban on unconventional gas exploration and development in Victoria.

MOBILE BLACK SPOTS PROGRAM

Contracted 141 new mobile towers in regional Victoria.

REGIONAL CONNECTIVITY

Delivered free public wifi pilots in Bendigo, Ballarat and Melbourne CBD.

DIGITAL ECONOMY

Hosted Victoria’s first Digital Innovation Festival, comprising more than 130 events across Victoria.

PUBLIC TRANSPORT INFRINGEMENT SYSTEM

Abolished on-the-spot public transport penalty fares and developed better training and support for authorised officers to provide a fairer and more effective infringement system.

TAXI, HIRE-CAR AND RIDESHARE SERVICES

Developed policies and legislation to regulate rideshare services and make taxi and hire-car services safer, more responsive and more accessible. Established a fund to assist taxi licence holders to transition to the new system.

WOMEN IN TRANSPORT PROGRAM

Launched the Women in Transport program to attract and retain more women in the transport sector.

ACTIVE TRANSPORT VICTORIA

Established Active Transport Victoria within Transport for Victoria to provide a stronger focus on planning for walking and cycling.

MYKI

Developed a new contract to operate the myki system over the next seven years, with a greater focus on customer improvements and value for money.

LATROBE VALLEY WORKER TRANSFER SCHEME

Established the ground-breaking Latrobe Valley Worker Transfer Scheme to provide job opportunities to workers retrenched as a result of the Hazelwood Power Station closure.

JOB SECURITY

Completed the Inquiry into the Labour Hire Industry and Insecure Work and commenced establishment of a new labour hire licensing scheme.

METRO TUNNEL PROJECT

Environmental Effects Statement process approved, paving the way for construction of the $10.9 billion rail project which will transform the way people move around Melbourne.

NORTH EAST LINK

North East Link Authority established to undertake investigation of preferred corridor options and prepare a business case in relation to the North East Link Project.

LIVEABILITY

CONNECTION

JOBS

$10.9 BILLION


WEST GATE TUNNEL

Western Distributor Authority established to deliver the $5.5 billion West Gate Tunnel Project. Selected the preferred Design and Construct contractor, and released the Environmental Effects Statement.

LEVEL CROSSING REMOVALS

11 level crossings removed, 8 stations rebuilt and a further 16 level crossing removals underway, construction commenced on the Mernda Rail Extension.

CELEBRATIONS

Celebrations for International Women’s Day and IDAHOBIT Day.

DIVERSITY AND INCLUSION

Supporting LGBTI staff: supporting our LGBTI colleagues and creating a respectful and welcoming workplace culture.

WHITE RIBBON

Working inside and out of the workplace to end family violence.

ONLINE SAFETY AND INCIDENT MANAGEMENT SYSTEM

Accessible on any device, in any location, making it easy to identify, assess and control OHS hazards and risks.

REGIONAL WIFI

Working in partnership with DELWP to provide WIFI to priority regional sites for improved collaboration and mobility.

DEDJTR TRIM/EDRMS

Document and records management systems consolidation. Easier sharing of documents and increased collaboration and efficiency.

INTEGRITY FRAMEWORK

New gifts, benefits and hospitality policy – acceptance of gifts, benefits and hospitality policy updated to ensure greater transparency and accountability in decision making.

ICT TRANSITION PROGRAM

Getting infrastructure in place to support a more collaborative, flexible workplace through technology upgrades. The first in VPS to transition to Office 365 – from lagging to leading in mobile ICT environment and saving $13 million.

DEDJTR DELIVERS – STRATEGIC PLAN 2016

Developed DEDJTR Delivers – Strategic Plan 2016, the department’s plan to realise a shared vision over the next 10 years.

OUTCOMES FRAMEWORK

Developed an Outcome Framework to better track, monitor and measure success to determine whether systems, services and culture are focused on what matters.

11 COMPLETE

14

INCLUSION

Established a coordinated and consistent approach to employment services for socially and geographically disadvantaged job seekers.

VICTORIA’S ECONOMIC GEOGRAPHY

Prepared a report to deepen our understanding of Melbourne and regional Victoria’s economic geography.

FUTURE OF WORK

Examined the Victorian labour market and mapped occupations with the common skills needed to help the department plan for the future.

SMALL BUSINESS REGULATION REVIEW

Identified and commenced delivery of reforms that will cut up to $131 million of red tape for small businesses in the retail sector.

NEW LEGISLATION

Developed new legislation to strengthen livestock biosecurity, prevent cruelty to animals and set fishery catch limits.

LATROBE VALLEY MINE REHABILITATION

Helped establish the Latrobe Valley Mine Rehabilitation Commissioner to lead mine rehabilitation in the valley.

SMALL BUSINESS COMMISSION

Helped establish the Small Business Commission to ensure a competitive and fair operating environment for small business in Victoria.

EMERGENCY RESPONSE PLAN

Developed an emergency response plan to help keep Victoria safe and build more resilient communities.

BOURKE STREET INCIDENT RECOVERY

Played a key role in leading the immediate response to the recovery efforts following the Bourke Street incident in January 2017.

DEDJTR ECONOMIC ASSESSMENT INFORMATION PORTAL

Developed and released the DEDJTR Economic Assessment Information Portal to staff.

NEW LEGISLATION

Developed new legislation to modernise long service leave laws, make them fairer for women, families and those transitioning to retirement, and easier to understand and apply.

ENTERPRISE BARGAINING

In 2016-17, concluded close to 50 public sector enterprise agreements, including major agreements for nurses, teachers and principals and a majority of the public health sector workforce.

LIVEABILITY

CONNECTION

JOBS


03OUR VISION AND MISSION

VISION

A competitive, sustainable and productive economy that contributes to a prosperous and inclusive society.

MISSION

To get our economy and society working together for the benefit of all Victorians – by creating more jobs for more people, connecting people and businesses, and maintaining Victoria’s envied reputation for liveability now and for the future.

There are three supporting themes which unpack

what our mission means:

More jobs for more people – we are creating and maintaining jobs so more people have meaningful work that is safe and secure. We do this by supporting businesses and workers, developing and growing our future industries, attracting investment to our regions and supporting industries in transition. We also create jobs by leveraging our natural assets, including fostering our visitor economy, creativity and innovation.

Making connections – we are connecting Victorians to work, family and recreation. We are connecting businesses to each other and their customers. We do this by growing our transport services, making them more reliable and accessible and building new infrastructure, across Melbourne and our regions, and across all transport modes. We also connect Victoria to the world by attracting investment and talent, and helping Victorian businesses trade into global markets.

Maintaining Victoria’s liveability – we are helping to create places, towns and cities that are accessible, well connected, culturally rich, diverse, resilient and safe. We do this for all Victorians.

04OUR OUTCOMES

DEDJTR’s Outcomes Framework gives life to our vision by describing what we aspire to for the Victorian economy and community over the long term.

To achieve our vision for Victoria, DEDJTR has articulated ten-year outcomes in our Outcomes Framework. Our Outcomes Framework helps us link the activities we do with the outcomes we wish to achieve. It describes how we want to make a difference and measures the impact of our work.

Our outcomes are arranged into six themes. For each outcome, a number of indicators and measures help us to identify progress towards that outcome.

Monitoring progress towards outcomes tells us if our work is improving the lives and prosperity of Victorians. By taking this approach, DEDJTR is putting Victorians at the centre of our activity in strategy, policy and implementation.

DEDJTR’s Executive Board reviews performance against the headline indicators – those indicators which align closely with the Department’s four-year strategies. In early 2018, an Outcomes Framework Progress Report will be completed, which will reflect on the department’s progress against outcomes since the inception of the framework.

This section describes the outcomes DEDJTR aspires to for the Victorian economy.

17

VICTORIA IS FAIR AND PROSPEROUS

By placing Victorians first, all communities and places share in a stronger and fairer economy.

In a fair and prosperous Victoria, our economy and society work together for the benefit of all Victorians. By creating and maintaining more jobs, more Victorians have meaningful work that is safe and secure.

We support business, workers and job-seekers, developing and growing our future industries, attracting investment to our regions, and supporting industries in transition. By growing our transport services and building new infrastructure across Melbourne and our regions, we support and connect businesses and workers, connecting people across the State to jobs, education and services.

The headline indicators used to measure progress in this domain are:

• An increase in household incomes, including for low income households, demonstrating rising living standards and inclusive growth for Victorians

• An increase in participation in employment, which gives more people a chance to improve their living standards

• An increase in the opportunities for Victorians to participate in the economy through business ownership, demonstrating a reduction in the barriers some people face to establish and maintain a business.

KEY DATA

Recent pace of household disposable income growth has been modest and the household income distribution has remained largely unchanged.

Victoria’s 2016-17 average labour force participation rate of 65.7 per cent was the highest for the State since records began in 1978.

There were 272,600 more people in employment in August 2017 compared to November 2014, with 177,900 more people in full-time employment.

VICTORIA IS LIVEABLE AND VIBRANT

We are maintaining Victoria’s vibrancy and liveability. We do this by promoting cultural diversity, creativity and natural resources, and by keeping people moving, as our population continues to grow.

Maintaining Victoria’s liveability now and for the future means creating places, towns and cities that are well connected, culturally rich and physically diverse, as well as resilient and safe. Victoria’s liveability also requires a natural environment which is accessible and contributes to the healthy, active lives of Victorians, now and into the future.

We invest in accessible, reliable and affordable public transport to connect Victorians to work, family and recreation. We foster our visitor economy and support creativity, to benefit all Victorians as well as local and international visitors.

We manage our natural resources to maximise benefit for current and future generations. The natural environment makes a strong contribution to Victoria’s economy and is a resource that is fundamental to our health and wellbeing. We leverage our abundant natural assets in sustainable ways. Agricultural and earth resources produced in Victoria make a significant contribution to income and wealth, particularly in regional and rural areas.

18


• Improvements to connectivity and quality of transport in towns and cities, which increase Melbourne’s and Victoria’s liveability by making it easier for everyone to get around and move goods to market

• Increasing engagement with arts and cultural activities, enriching the lives of Victorians

• Improving the sustainable use of natural resources to ensure that future generations can continue to use Victoria’s resources to raise their quality of life.

KEY DATA

Over 6 million people now call Victoria home and this figure is predicted to exceed 8 million people in the next 20 years.

Victoria’s growing and ageing population will place additional pressure on infrastructure, government services and affordable housing.

The overall customer satisfaction index scores for all modes of public transport were within five per cent of target for 2016-17, and the metropolitan train service customer satisfaction index score exceeded the satisfaction target set.

VICTORIA IS COMPETITIVE

We are attracting investment and improving our transport network so that Victorians can benefit from a strong, competitive and productive economy that leads the nation in job creation.

Broad-based improvements in productivity contribute to increases in economic growth that lead to long-term improvements in prosperity. More productive economies are more competitive and stable, and responsive to structural change.

Stable or strengthening business conditions encourage business formation, growth and investment. New and existing businesses are more likely to take risks, invest and innovate in order to expand. Consumers benefit as increased competition leads to lower prices and more product variety.

We create and maintain jobs through strong economic fundamentals: a better transport network that is more reliable and efficient, and a confident and competitive business environment.


• Increasing productivity, which remains the cornerstone of sustainable increases in living standards over the long term

• Improving public transport and road network reliability to increase efficiency for Victorian people and businesses

• A greater level of confidence in the economy, which encourages consumers to spend and investors to invest, both critical parts of economic growth.

KEY DATA

Business confidence and business conditions have improved since 2012.

Bus services exceeded punctuality targets in 2016-17. The punctuality of metropolitan bus, train and tram services were within five per cent of target for 2016-17 while regional train punctuality was 85.3 per cent, short of the target set of 92 per cent.


VICTORIA IS INNOVATIVE

We’re attracting and retaining highly skilled, talented and creative workers so innovative businesses can thrive as they transform our economy to build industries for the future.

Highly skilled and creative Victorians create the innovative businesses that can drive the performance of our economy.

We foster creativity and innovation. We work to improve training quality and choice, encourage businesses to experiment with new ideas, models and technologies, and encourage greater collaboration between businesses, research institutions and government. This will increase the economic and social returns generated from Victoria’s research capabilities.


• Building Victorians’ knowledge and skills that will enable people to succeed in the industries of the future, particularly STEM-related industries

• Supporting business innovation: helping businesses to develop and bring to market new ideas, services and products.

KEY DATA

Consistent increase in proportion of domestic tertiary graduates completing a degree in a STEM-related field over the last five years.

Thirty-five per cent of businesses featured on the BRW Fast Starters List 2016 (the fastest growing start-up businesses in Australia) are headquartered in Victoria, up from 29 per cent in 2015.

VICTORIA IS GLOBALLY CONNECTED

Victorians capitalise on global connections to attract investment and global talent, boost exports that leverage our clean and green brand, and engage in world’s best thinking.

We connect Victoria to the world by attracting investment and talent, and helping Victorian businesses trade into global markets.


• Increasing exports by Victorian businesses, demonstrating the international competitiveness of Victorian industry, as well as contributing to Victorian economic growth

• Increasing the level of economic activity generated by tourism in Victoria, because spending by visitors to Victoria delivers economic growth and jobs in our cities and regions

• Increasing the number of people who choose Victoria as a place to study and a source of education, increasing the value of the education sector as a source of future capability and economic growth.

KEY DATA

Total exports of goods and services from Victoria in 2016-17 rose to $46 billion from $42.9 billion in 2015-16. Both goods exports and services exports increased in 2016-17 from the year prior, by 5 per cent and 11 per cent respectively.

International visitors to Victoria spent $7.5 billion in 2016-17, representing growth of 11.5 per cent on 2015-16 expenditure.

The total number of international students enrolled full-time at Victorian education institutions exceeded 200,000 for the first time ever in 2016 (220,750 students).

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How the Outcomes Framework will help DEDJTR do its work

DEDJTR’s Outcomes Framework includes an internally focused outcome – Our portfolio delivers for Victorians.

DEDJTR seeks to continually improve the capability and performance of our staff by increasing collaboration and improving our knowledge base. We do this while retaining our focus on delivering services efficiently and improving our internal systems and processes.

We embrace accountability and transparency. We demonstrate impartiality to inspire positive changes within and outside DEDJTR.

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05HOW IS THE VICTORIAN ECONOMY PERFORMING?

This section presents the current state of the Victorian economy and outlines the challenges and opportunities we need to be prepared for.

Victoria’s economy has become one of the strongest in Australia, with growth in Gross State Product (GSP)1 of 3.3 per cent in 2015-16, well above the national average of 2.7 per cent2. The Department of Treasury and Finance forecasts this strong growth to continue, with an estimated 3 per cent GSP growth in 2016-17, and forecast growth of 2.75 per cent in 2017-18.

This growth is translating into more jobs. Over 200,000 jobs have been created in Victoria since the department was established, and employment is forecast to grow strongly by 2 per cent in 2017-18.

1 Growth in the per capita Gross State Product (GSP) is the most commonly used measure of a state’s economic performance. If GSP grows, the economy is expanding. Because it is measured on a per capita basis, GSP is used to measure and compare the standard of living in this state and to compare Victoria’s performance with that of other states.

2 2016-17 GSP figures are expected to be available in November 2017.

A critical driver of Victoria’s recent economic performance has been population growth, particularly from overseas migration. In the year to March 2017, Victoria’s population grew by 149,374, the highest of any state. Melbourne had the highest population growth of any capital city over the same period. Fast population growth, coupled with low interest rates, has underpinned growth in household consumption and dwelling investment.

At an industry level, the shift towards service sectors continues. Employment in healthcare, education and retail services has grown strongly in response to demand from a growing population, as has employment in the construction sector. These jobs are typically located where the population is most dense – that is, across Greater Melbourne, and in urban centres across regional Victoria.

Knowledge-based sectors such as professional services and finance have driven strong employment growth with firms tending to cluster in inner-Melbourne, as well as Melbourne’s west and Geelong.

Victoria’s exports of goods and services totalled approximately $46 billion in 2016-17, with the lower Australian dollar supporting export oriented sectors such as international education, tourism and agriculture.

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ECONOMIC (GSP) GROWTH

2011-120

1%

2%

3%

4%

2012-13 2013-14 2014-15 2016-172015-16

Economic (GSP) growth – Victoria and Australia (e) Estimate (f) Forecast

Source: DEDJTR analysis of forecasts and projections from 2017-18 Victorian Budget (May-2017) and the Commonwealth Budget 2017-18 (May-2017)

AUSTRALIA

VICTORIA

Source: ABS 5220.0 Australian National Accounts: State Accounts 2015-16

Overall, Victoria is well positioned for sustained growth over the medium-term because of its diverse strengths: world-class education institutions, a culturally diverse population, strong technological capability, a positive business environment, quality infrastructure, transport services, productive land, significant natural resources and environmental heritage, as well as its proximity to emerging markets.

Victoria’s economy is continuing to pivot towards high-skilled and population-based services: professional services, construction and tourism are among the wide range of growth opportunities. However, there are a number of challenges that need to be met to allow for sustained growth that can be enjoyed by all Victorians.

CONTRIBUTIONS TO VICTORIAN REAL GSP GROWTH AND AUSTRALIAN REAL GDP GROWTH

-3

-2

-1

0

1

2

3

4

5

Contributions to Victorian real GSP growth (percentage points)

2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17

POPULATION PARTICIPATION LABOUR PRODUCTIVITY REAL GSP/GDP GROWTH

Source: DEDJTR analysis based on ABS data

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Promoting stronger productivity growth and higher workforce participation will be important in securing long-term sustainable economic growth and rising living standards. Victoria’s labour force participation rate is at its highest level since 2011. The trend unemployment rate has fallen from a peak of 6.8 per cent in mid-2014 to 5.9 per cent in October 2017. However, underemployment is high and wage growth remains subdued.

Whilst labour productivity 3 has grown recently in Victoria, growth has been slowing for several decades (as it has been across the OECD). A structural shift away from capital intensive sectors toward labour intensive service-based sectors is common across developed economies.

Raising living standards by growing productivity will require making better use of Victoria’s skills and resources. This is underpinned by research and innovation, infrastructure investment, smarter regulation, and attracting and skilling up businesses and a talented workforce. Productivity is also about how government operates: focusing on the things that deliver the greatest improvements in Victorians’ lives.

3 Labour productivity is the value of output generated by the workforce during a given time period. Higher labour productivity allows us to become more competitive and support higher household incomes.

CREATING JOBS

Strong overall employment growth has been a key success story for the Victorian economy in recent years. However, this masks variation across industries, regions and population cohorts. Part-time employment’s share of total employment has grown from approximately 25 per cent to 33 per cent since 2000. In addition, one-fifth of Victorian workers are in casual employment. The development of new business models may see this number increase. This partially reflects changing worker preferences, however, the rate of underemployment – people in part time or casual work who would prefer to work more hours – has grown significantly, particularly for younger Victorians.

Part-time and casual employment can have ramifications for Victorians’ economic security and wellbeing. Without appropriate protections, vulnerable employment characterised by the insecure nature of work can lead to poor job quality, low income and hardship. Fulfilling and secure employment is critical to providing each generation with the financial capacity to access the services and living standard they need as they age.

VICTORIAN EMPLOYMENT – TOTAL (‘000 PERSONS)Victorian employment – total ‘000 PERSONS

AUG-12 FEB-13 FEB-14AUG-13 FEB-15AUG-14 FEB-16AUG-15 FEB-17AUG-16 AUG-17

Source: ABS 6202.0 Labour Force, seasonally adjusted, August 2017

2,700

2,800

2,900

3,000

3,100

3,200

Source: ABS 6202.0 Labour Force, seasonally adjusted, August 2017 (Note: this includes full-time and part-time employment)


Structural shifts in the economy are opening up new opportunities for economic growth, but are increasing social dislocation, particularly in already disadvantaged communities. Some areas of Melbourne and regional Victoria experience considerably higher unemployment than average, while low or negative growth in regional and rural Victoria has been exacerbated by structural change and is impacting the economic resilience and viability of some areas.

Place-based strategies to support communities in transition are critical to improving economic participation and minimising the risk of social exclusion. This includes delivering targeted employment programs that meet the needs of different cohorts, promoting entrepreneurship and helping small businesses, using creative outlets to channel the disengaged into productive pursuits, and embracing new models of ‘social enterprise’ that supplement the traditional role of government in social assistance.

ENHANCING CONNECTIVITY

Transport infrastructure is a critical enabler for greater labour force participation and productivity. Efficient transport links people to jobs, education, family, community and other services.

Victoria’s population is projected to exceed eight million people in the next 20 years. Given that freight requirements could treble in this time, and that freight generally uses the same infrastructure we use to move people, efficiencies and improvements need to be made to the freight rail network. Recent steps to address this include record investment to improve the freight rail to achieve broader transport efficiencies in the network. Emphasis is also being placed on maximising the use of existing infrastructure to achieve maximum productivity.

Urban renewal and densification enables Victoria to maximise the value of existing investments in infrastructure and increases housing supply, but it needs to be managed. Integrating infrastructure and precinct development will continue to be critically important to ensure connectivity and liveability in Victoria.

Connecting globallyVictoria is an open, competitive and trade-oriented economy with exports worth $46 billion in 2016-17 benefitting sectors such as tourism, international education, professional services, and food and fibre across the State. China is Victoria’s top export market with goods exports valued at $4.78 billion in 2016, while the United States, New Zealand and Japan are other key goods export markets. The real value of Victoria’s goods and services exports has increased year on year for the past five years.

Our global connections benefit Victorians, opening access to new products and experiences — from the arrival of global retailers, to the exhibition of major cultural events and activities from abroad. Continuing to develop our offering to foreign tourists also provides new and improved opportunities for Victorians — greater choice, better infrastructure and more events. Over the year to December 2016, Victoria welcomed 2.7 million international visitors, who spent a total of $6.9 billion, a 6 per cent increase on 2015.

Victoria is home to Australia’s largest container and general cargo port, the Port of Melbourne, which handles around 36 per cent of Australia’s container trade. The Port of Melbourne, Port of Geelong, Port of Portland and Port of Hastings serve as major hubs connecting Australia directly to the Asia Pacific, Europe and North America.

Connecting to the digital economyThe economy is increasingly digital, and reliant on information and communications technology connectivity. Factors such as technological advancements, a changing global economic and political landscape and demographic changes will present both opportunities and challenges for Victoria. Disruption across industries is likely to accelerate.

This environment requires resilience and adaptability from businesses, workers, government and the wider community. Business success factors are changing fast, and being able to take advantage of new technologies and new markets globally is crucial.

Victoria welcomed 2.7 million international visitors, who spent a total of $6.9 billion,

a 6 per cent increase on 2015.

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The skill requirements for workers will constantly evolve as occupations are redefined, new occupations are created, and others disappear.

Government has a role in supporting workers, businesses and the wider community in navigating this environment, taking advantage of the opportunities that arise from it, and ensuring no part of the community is left behind.

This includes an ability to connect digitally. Connectivity initiatives underway include: 141 new mobile towers addressing blackspots, free public wifi in Melbourne, Ballarat and Bendigo, and connectivity on regional trains.

MAINTAINING VICTORIA’S ENVIABLE LIVEABILITY

Victoria can be proud of its high standard of living. Melbourne is consistently ranked one of the most liveable cities in the world and our regional cities and towns provide a variety of employment and lifestyle opportunities.

There are many factors that contribute to Victoria’s liveability including our safe, open and secure communities, outstanding cultural and natural amenity, and world-class education and healthcare facilities.

Melbourne has historically enjoyed strong rankings in a variety of liveability indices. Most notably Melbourne has held top spot on The Economist Magazine’s Global Liveability Index for the last seven years. Other rankings include Monocle’s Quality of Life, for which Melbourne was 6th in 2016, and Mercer’s Quality of Living Survey, for which Melbourne was 15th in 2016.

Victoria’s liveability has benefits in attracting the best and brightest talent in an increasingly globalised and competitive labour market. This is reflected in strong net migration to the State. This population growth has broadly benefitted Victoria and driven economic growth, however it increases pressure on the State’s infrastructure, services, and affordable housing. Victoria’s continued economic growth, social cohesion, and liveability will depend on access to services, housing and transport infrastructure that connects Victorians to work, family and recreation.

DEDJTR DELIVERS STRATEGIC PLAN 2017 27

06OUR STRATEGIC DIRECTION

Our strategic direction and actions position DEDJTR to fulfil our mission statement, meet our ten-year outcomes and generate genuine change in the lives of the Victorian community. Beyond the high level actions included in this plan, group business plans contain more granular information on the actions we will pursue over the next 18 months.


Supporting business

Inclusivelocal

economies

InnovationNatural

resourceeconomy


Emergencymanagement

Collaborationand

partnerships


FOUR YEARDEDJTR

STRATEGIES

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• Develop and implement a pipeline of capital investment projects where public sector capital contribution could lead to private sector investment, maximising economic development outcomes for Victoria.

• Develop and implement strategic initiatives to generate new employment opportunities for industry, including through government procurement and projects.

• Implement the International Education Sector Strategy.

• Develop a pipeline of partnership initiatives with China related to agri-bioscience.

• Develop the Victorian medicinal cannabis industry and facilitate international investment.

• Catalyse private investment by identifying policy levers (regulatory and planning) to facilitate development of hotel infrastructure.

• Develop an integrated pathway to grow food and fibre exports as part of a regional Victoria jobs initiative, including setting an export target.

• Develop criteria and identify the top 100 export orientated companies and 50 emerging export companies and develop strategies for engagement with them.

• Progress development and implementation of a regional tourism infrastructure priorities plan to catalyse future private investment

• Create the Arden Innovation Precinct including the identification of potential anchor occupants and associated research and development (R&D) infrastructure required.

• Develop value proposition material for priority sectors identified through the Investment Attraction Strategy.

• Continue implementation of the Automotive Transition Plan and coordinate tailored support for energy exposed significant manufacturing businesses.

• Develop a Global Talent Attraction Strategy aimed at helping Victoria’s high-growth industries attract the specialised investors, successful business people and highly skilled global talent they need to grow.

1. Jobs, investment and trade

Create more jobs for more people by attracting investment and leveraging global connections to increase trade.

Keeping Victoria globally connected will help ensure a steady flow of trade and investment, which will support jobs and is vital for Victoria’s continued economic growth.

Victoria is well-placed to attract investors. We are close to many emerging markets, particularly those in Asia, with growing middle classes eager to trade with and invest in Victoria. Our strong tradition of providing high-quality higher education to international students means that many alumni of Victorian institutions are now business leaders in Asia.

Priority actions

• Develop and implement an Investment Attraction Strategy setting out the government’s priorities for investment attraction.

• Implement Victoria’s Trade Statement.

• Develop and implement multi-year trade and investment plans for priority sectors and markets.

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2. Supporting business

Support a thriving Victorian business sector by delivering services that are valued, modernising regulation and improving access to markets.

Victorian businesses need government business services and regulatory settings to reflect modern-day realities. The Victorian economy continues to transition to a knowledge and services based economy. The strategies that we have developed for priority sectors acknowledge that these changes are occurring. Their implementation will equip the economy to manage and benefit from this transition.

Priority actions

• Implement the Strategic Business Relationship Model across EIT, with a focus on senior engagement with major and growth firms.

• Implement sector strategies and priority initiatives with a focus on the strategic industries identified as key targets for growth.

• Modernise engagement with small businesses through the introduction of a digital engagement model to enable business growth and employment.

• Deliver the Small Business Regulation Review through a series of sectoral studies that identify and reduce regulatory and related barriers to small business formation and growth.

• Support the continued development of, and increased investment in, intensive agriculture in Victoria.

• Develop, influence and apply policy and regulatory frameworks and production systems for the supply of medicinal cannabis.

• Implement the Victorian Government’s animal welfare reforms.

• Advocate for systematic improvements to energy policy to improve the operating environment for Victorian businesses and investment.

• Identify opportunities for regulatory reform to improve the business environment, across priority industries.

• Enact legislation to establish a licensing scheme for labour hire operators.

• Improve Victorian Long Service Leave laws, including developing portable long service leave laws.

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3. Inclusive local economies

Apply place-based, and other targeted approaches to increase employment and support the growth of local economies and liveable communities.

There are pockets of disadvantage in both metropolitan and regional Victoria that are not benefiting from Victoria’s economic growth as much as they should.

Inclusive economic growth often needs to be addressed on a local geographic basis. Place-based approaches provide a way for local communities to pursue their own agenda in partnership with government. Local businesses and communities have in-depth information about the multiple and interacting local factors that can prevent people getting into the workforce, impede the development and success of small business, or hinder employers finding skilled workers.

Priority actions

• Support the effective operation of Regional Partnerships, including to identify, develop and deliver priority projects and initiatives in each region.

• Support place-based economic development outcomes across the Melbourne metropolitan area.

• Lead the development of the vision for priority precincts to maximise economic and community benefits.

• Build social and economic inclusion through linking job-seekers facing labour market barriers to employers with job opportunities.

• Implement the Latrobe Valley Economic Development program to support economic transition in the Latrobe Valley, and deliver targeted transition programs including the Automotive Transition Plan.

• Implement the Ballarat GovHub and develop proposals for Bendigo and the Latrobe Valley.

• Lead the development of the Victorian Rural Women’s Network.

• Targeted place-based policy initiative to create jobs in areas of high unemployment, including a focus on youth. The project will include consideration of incentives such as payroll tax.

4. Innovation

Strengthen Victoria’s innovation and entrepreneurial culture and support the creation and application of new knowledge, technologies and practices.

In an economy driven by the services sector and advanced manufacturing, start-ups and small businesses are key. These start-ups will be built around new technologies and innovative new ways of doing things. DEDJTR is working to support an ecosystem where new technologies are developed and new businesses can thrive.

Priority actions

• Develop a Technology Enabled Futures Program, to help TfV better prepare for the future and respond to emerging technologies and related services on the transport network, to enhance social, economic and environmental outcomes.

• Identify target businesses as potential occupants of the Fishermans Bend Precinct of Excellence.

• Investigate financing and funding options for start-up and scale up businesses, including assessment of various capital sources and potential alternatives to investment attraction grants.

• Implement an innovation plan that will support the creation and growth of high performance businesses.

• Develop and implement an information and communications technology (ICT) strategy for Victorian agriculture to harness technological advances.

• Design, undertake and deliver food and fibre research, development and practice change services in partnership with industry to increase productivity and growth.

• Identify and implement interventions in support of Melbourne becoming a world-leading biotech city.

• Develop an integrated digital technology plan across priority industries, including consideration of potential game changing ideas in cyber security, data analytics and targeted workforce development initiatives.

• Identify levers and options for intervention to better leverage and encourage commercialisation or manufacturing opportunities post R&D.

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5. Infrastructure and services

Enhance Victoria’s liveability and competitiveness by providing transport and digital infrastructure and services that are efficient, reliable, competitively priced and safe.

Infrastructure is the backbone of the Victorian economy: road and rail networks, water, communications, public transport services and ports are all vital. DEDJTR is committed to maintaining the high standards of current Victorian infrastructure as well as expanding and modernising networks to reach more Victorians and improve the services they receive. TfV will further integrate transport planning, development and operations with a user-centred view of the system.

Priority actions

• Delivery of the Major Transport Infrastructure Program including the Metro Tunnel Project, the Level Crossing Removal Project, the Mernda Rail Extension, the Ballarat Line Upgrade, the West Gate Tunnel Project and progressing the business case for the North East Link Project.

• Develop business cases for major network projects, the network transition program and key transport interchanges.

• Implement the Network Development Strategy and technology policy frameworks.

• Deliver the Metropolitan Bus Procurement Project.

• Implement commercial passenger vehicle reforms, including the development of a new regulatory framework and review accessible point-to-point transport.

• Implement Ticketing Compliance and Enforcement Review recommendations.

• Oversee the procurement and implementation of key service contracts for the train, tram and ticketing systems.

• Lead the review of Towards Zero 2016-2020 to identify the future policy direction for tranche 2 of funding and reduce fatalities on the road network.

• Develop integrated local presence for planning, engagement and delivery on all modes of transport.

• Develop the Integrated Transport Plan in line with the Network Development Strategy to inform investment pipeline and planning.

• Develop and apply integrated Transport Journey Requirements to ensure user needs are met by investments and increasingly by the network.

• Conduct a Transport Referrals Processes Review to ensure processes are appropriate for stakeholders.

• Develop and implement a Regional Roads Strategy.

• Establish Metropolitan Subregional Network Corridor Plans and review process.

• Develop a Victorian Freight Plan.

• Lead integrated transport project development for priority places, including Frankston and Flinders Street Station.

• Finalise the Active Transport Victoria Cycling Strategy.

• Develop a Transport for Victoria Asset Strategy to build asset management capability.

• Prepare for the delivery and transition of the Major Transport Infrastructure Program onto the transport network.

• Implement the Victorian Rolling Stock Strategy Trains, Trams, Jobs 2015-2025, including:

– Delivery of the High Capacity Metro Trains (HCMT) Project

– Planning for the next generation of rolling stock (train and tram)

– Supporting local jobs through industry engagement, supply chain development and sustainable manufacturing.

• Lead the Network Impact Management Taskforce, including ongoing planning with transport sector agencies, implementation of disruption strategies and evaluation of approaches. Provide regular reporting to government on Taskforce activities.

• Undertake planning and development of the next generation regional trains project, including finalisation of refreshed business case, implementation of governance arrangements and preparation for transition to procurement phase.

• Develop a whole of Victorian Government Telecommunications Asset and Spectrum Strategy with the Department of Treasury and Finance, integrated with and to enhance delivery of targeted telecommunications projects.

• Complete delivery of the Connecting Regional Communities $47 million initiative funded in the 2017-18 State Budget and finalisation of the $25 million regional train connectivity project.

• Implement a Victorian Container Supply Chain Improvement Plan.


6. Natural resource economy

Sustainably grow our natural resource economy through whole-of-life stewardship that promotes investor confidence and meets community expectations.

Victoria’s natural resources are an important part of the economy. DEDJTR is working to strike a balance between commercial and recreational uses of these resources so that future generations can continue to enjoy them. Their sustainable development and use will also boost long-term investor and community confidence.

Priority actions

• Implement the Victorian Gas Program to improve the understanding of Victoria’s onshore gas resources and enable further development of offshore gas and underground gas storage.

• Implement the Victorian Coal Statement, supporting the transition to a low carbon economy and facilitating investment in the Latrobe Valley.

• Develop an Earth Resources Strategy for Victoria including targeted strategies for extractive and mineral resources.

• Progress the reform and modernisation of earth resources regulation in Victoria.

• Review and monitor works in accordance with approved work plans for the Hazelwood coal mine closure.

• Develop an investment and partnership strategy to grow the Victorian plantations sector.

• Implement the strategy to develop intensive animal industries in Victoria through delivering planning scheme reform, facilitating investment and building capability of local government to assess applications. Develop a strategy to catalyse intensive horticulture industries in Victoria.

• Facilitate low emission resources technologies and opportunities including carbon capture and storage.

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7. Creative and visitor economies

Establish Victoria’s position as a premier creative and visitor economy through quality cultural, recreational and tourism experiences.

Victoria has long been a leader of major events and business conferences, food and wine, diverse multicultural communities, artistic and cultural experiences and natural beauty. International markets are projected to account for 86 per cent of total growth in visitation to Victoria in the next 10 years. Cultural and creative industries are among Victoria’s fastest growing industries. They are at the heart of Victoria and Melbourne’s character and liveability, global profile and economic future.

Priority actions

• Implement the creative industries strategy, Creative State.

• Develop a creative industries infrastructure framework and pipeline.

• Develop and implement strategic creative industries infrastructure projects for Melbourne’s Arts Precinct, and other locations as identified.

• Develop a strategy to enhance Victoria’s competitive strengths as a destination for commercial screen entertainment.

• Further develop and implement a major events strategy and pipeline.

• Implement the Visitor Economy Strategy and Action Plan.

• Further develop and implement transformational Regional Tourism Infrastructure projects.

8. Emergency management

Minimise the impact of emergencies through effective preparation, coordination, response and recovery.

The livelihood of all Victorians depends on the natural environment and on our infrastructure. Emergencies can occur. Events such as floods and bushfires have the potential to damage our assets and disrupt our lives.

DEDJTR is putting strategies in place to minimise the risk of these emergencies occurring in the first place. When they do occur, the department is preparing contingency plans and strategies to reduce their severity and the damage they cause to Victorian infrastructure and communities.

Priority actions

• Lead and coordinate resilience and emergency management policies and strategies to inform and support state reform and development.

• Coordinate programs to develop safer and more resilient communities and businesses and enable the continuity of DEDJTR essential business functions.

• Prepare for, respond to and support recovery from emergencies (including animal welfare issues, biosecurity incursions, trade incidents and natural disasters) to enable market access and minimise impacts.

• Implement key Hazelwood Mine Fire Inquiry actions addressing rehabilitation and coal mine regulation.

• Help protect Victoria’s livestock sector and expand its market access by implementing an electronic system for tracking sheep and goats.


9. Collaboration and partnerships

Proactively improve and deepen our relationships with our partners and stakeholders in government, industry and the community by operating collaboratively and inclusively.

Trends toward increasing complexity and change in the economy mean that DEDJTR is an organisation that will only be successful if it partners with others. Cross-cutting issues such as building a skilled workforce and developing responses to climate change and economic transformation will require us to collaborate across government and industry and seek out the deep knowledge in our communities.

Priority actions

• Work with the Department of Education and Training, industry and the research community to develop a comprehensive and strategic approach to science, technology, engineering and maths skills for the current and future workforce.

• Work with universities at a system-level to grow their contribution to the Victorian economy by improving university engagement with industry and increasing commercialisation of research.

• Lead work to implement key service delivery partnership plan items in the Victorian Public Service Enterprise Agreement 2016.

• Provide advice and support for the re-negotiation of major public sector enterprise agreements.

• Develop strategies and frameworks to manage industrial relations issues and risks across Government major projects.

• Support transition to the National Disability Insurance Scheme (NDIS).

• Engage with the Commonwealth on international policy issues; including trade and investment promotion; international education; investor, business and skilled migration; free trade agreement negotiation; and overcoming barriers impeding export activity, including enhancing market access for agri-food products in line with agreed priorities.

• Work with the Commonwealth and industry to secure future defence contracts.

• Develop partnerships in agricultural science in alignment with the department’s proposed role in the National Primary Industries Research, Development and Extension Framework to improve productivity and regional outcomes.

• Deliver domestic animal reforms and continue to engage with stakeholders, including the community through the Responsible Pet Ownership program.

• Strengthen collaboration between industry and the training sector.

• Take part in whole of Victorian Government approaches to land use and infrastructure planning.

Trends toward increasing complexity and change

in the economy mean that DEDJTR is an

organisation that will only be successful if it partners with others.


THE HON JACINTA ALLANMinister for Public Transport

Minister for Major Projects

THE HON BEN CARROLLMinister for Industry and Employment

THE HON PHILIP DALIDAKISMinister for Trade and Investment

Minister for Innovation and the Digital Economy

Minister for Small Business

THE HON JOHN ERENMinister for Tourism and Major Events

THE HON MARTIN FOLEYMinister for Creative Industries

THE HON TIM PALLASMinister for Resources

THE HON JAALA PULFORDMinister for Agriculture

Minister for Regional Development

THE HON NATALIE HUTCHINSMinister for Industrial Relations

THE HON LUKE DONNELLANMinister for Ports

Minister for Roads and Road Safety

Acting Minister for Industrial Relations

CR

EA

TIV

E V

ICT

OR

IA

EMPLOYMENT, INVESTMENT AND TRADE

EX

EC

UT

IVE

BO

AR

D

DEPARTMENT OF ECONOMIC DEVELOPMENT,JOBS, TRANSPORT AND RESOURCES

SECRETARYRichard Bolt

ADMINISTRATIVEOFFICES

LEVEL CROSSINGREMOVAL AUTHORITY

CHIEF EXECUTIVE OFFICER Kevin Devlin

MELBOURNE METRORAIL AUTHORITY

CHIEF EXECUTIVE OFFICEREvan Tattersall

WESTERN DISTRIBUTOR AUTHORITY

CHIEF EXECUTIVE OFFICERPeter Sammut

NORTH EAST LINK AUTHORITY

CHIEF EXECUTIVE OFFICERDuncan Elliot

FINANCIAL MANAGEMENT

CHIEF FINANCIAL OFFICERGreg Forck

MINISTERIAL ANDPORTFOLIO SERVICES

EXECUTIVE DIRECTORJames Kelly

PEOPLE ANDWORKPLACE SERVICES

EXECUTIVE DIRECTORVicki Lahey

STRATEGIC PROCUREMENT

CHIEF PROCUREMENT OFFICERLisa Williams

TECHNOLOGYSERVICES

CHIEF INFORMATION OFFICERAlex Jones

CORPORATE SERVICES CENTRE

EXECUTIVE DIRECTORGordon Caris

TRANSPORTSTRATEGY AND PLANNING CORPORATE SERVICES

^ Dual reporting line into Lead Deputy Secretary, Strategy and Planning and Chief Operating Offi cer, Employment Investment and Trade.

DEPUTY SECRETARYJay Meek


CHIEF OPERATING OFFICERMonique Dawson

REGIONAL DEVELOPMENT VICTORIA

CHIEF EXECUTIVEJames Flintoft

INVESTMENT AND ECONOMIC PROJECTS

DEPUTY SECRETARYMatt Carrick

TRADE VICTORIA

ASSET AND NETWORKS

DEPUTY HEADPaul Younis

POLICY AND REFORM

DEPUTY HEADMegan Bourke O’Neil

ROLLING STOCK DEVELOPMENT

CHIEF EXECUTIVE OFFICERWendy McMillian

TRANSPORT SECTOR AGENCIES

OTHER TRANSPORT AGENCY

PUBLIC TRANSPORT VICTORIA

CHIEF EXECUTIVE OFFICERJeroen Weimar

V/LINE

CHIEF EXECUTIVE OFFICERJames Pinder

VICROADS

CHIEF EXECUTIVE OFFICERJohn Merritt

TAXI SERVICES COMMISSION

CHIEF EXECUTIVE OFFICERAaron De Rozario

VICTRACK

CHIEF EXECUTIVE OFFICERCampbell Rose

VICTORIAN PORTS CORPORATION MELBOURNE

CHIEF EXECUTIVE OFFICERRachel Johnson

VICTORIAN REGIONAL CHANNELS AUTHORITY

CHIEF EXECUTIVE OFFICERMichael Harvey

PORT OF HASTINGS DEVELOPMENT AUTHORITY

CHIEF EXECUTIVE OFFICERMalcolm Geier

CREATIVE AND VISITOR ECONOMIES

CREATIVE VICTORIACHIEF EXECUTIVE

DEPUTY SECRETARYAndrew Abbott

POLICY, PROGRAMS, SMALLBUSINESS AND EMPLOYMENT

DEPUTY HEADLill Healy

INDUSTRY DEVELOPMENTAND INNOVATION

DEPUTY SECRETARYTim Ada

RESOURCES

DEPUTY SECRETARYPeter Betson

ECONOMIC STRATEGYAND PERFORMANCE

EXECUTIVE DIRECTORGraeme Maddern

EMERGENCYMANAGEMENT

EXECUTIVE DIRECTORMark Duckworth

STRATEGICCOMMUNICATIONS

EXECUTIVE DIRECTORTess Hughes

LEGAL ANDLEGISLATION

EXECUTIVE DIRECTORGENERAL COUNSEL

Louise Johnson

^

OFFICE OF THE SECRETARY

DIRECTORSharn Enzinger

MAJOR TRANSPORT INFRASTRUCTURE PROGRAM

CORPORATESERVICES


TRANSPORT FOR VICTORIA(TfV)

STRATEGYAND PLANNING

COORDINATOR GENERALCorey Hannett

LEAD DEPUTY SECRETARYLuke Wilson

HEADJustin Hanney

HEADGillian Miles

LEAD DEPUTY SECRETARYAnthea Harris

INDUSTRIAL RELATIONS VICTORIA

DEPUTY SECRETARYMatt O’Connor

OFFICE OF THE LEAD SCIENTIST

LEAD SCIENTISTAmanda Caples

AGRICULTURE VICTORIA RESEARCH

DEPUTY SECRETARYGerman Spangenberg


AGRICULTURE VICTORIACHIEF EXECUTIVE

DEPUTY SECRETARYAGRICULTURE, FOOD

AND FIBRE

Emily Phillips

OPERATIONAL COORDINATION

DEPUTY SECRETARYMelanie Nanscawen

INVESTMENT AND BUSINESS

DEPUTY SECRETARYKerry Thompson

OUR ORGANISATION

07

THE HON JACINTA ALLANMinister for Public Transport

Minister for Major Projects

THE HON BEN CARROLLMinister for Industry and Employment

THE HON PHILIP DALIDAKISMinister for Trade and Investment

Minister for Innovation and the Digital Economy

Minister for Small Business

THE HON JOHN ERENMinister for Tourism and Major Events

THE HON MARTIN FOLEYMinister for Creative Industries

THE HON TIM PALLASMinister for Resources

THE HON JAALA PULFORDMinister for Agriculture

Minister for Regional Development

THE HON NATALIE HUTCHINSMinister for Industrial Relations

THE HON LUKE DONNELLANMinister for Ports

Minister for Roads and Road Safety

Acting Minister for Industrial Relations

CR

EA

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EX

EC

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DEPARTMENT OF ECONOMIC DEVELOPMENT,JOBS, TRANSPORT AND RESOURCES

SECRETARYRichard Bolt

ADMINISTRATIVEOFFICES

LEVEL CROSSINGREMOVAL AUTHORITY

CHIEF EXECUTIVE OFFICER Kevin Devlin

MELBOURNE METRORAIL AUTHORITY

CHIEF EXECUTIVE OFFICEREvan Tattersall

WESTERN DISTRIBUTOR AUTHORITY

CHIEF EXECUTIVE OFFICERPeter Sammut

NORTH EAST LINK AUTHORITY

CHIEF EXECUTIVE OFFICERDuncan Elliot

FINANCIAL MANAGEMENT

CHIEF FINANCIAL OFFICERGreg Forck

MINISTERIAL ANDPORTFOLIO SERVICES

EXECUTIVE DIRECTORJames Kelly

PEOPLE ANDWORKPLACE SERVICES

EXECUTIVE DIRECTORVicki Lahey

STRATEGIC PROCUREMENT

CHIEF PROCUREMENT OFFICERLisa Williams

TECHNOLOGYSERVICES

CHIEF INFORMATION OFFICERAlex Jones

CORPORATE SERVICES CENTRE

EXECUTIVE DIRECTORGordon Caris

TRANSPORTSTRATEGY AND PLANNING CORPORATE SERVICES

^ Dual reporting line into Lead Deputy Secretary, Strategy and Planning and Chief Operating Offi cer, Employment Investment and Trade.

DEPUTY SECRETARYJay Meek


CHIEF OPERATING OFFICERMonique Dawson

REGIONAL DEVELOPMENT VICTORIA

CHIEF EXECUTIVEJames Flintoft

INVESTMENT AND ECONOMIC PROJECTS

DEPUTY SECRETARYMatt Carrick

TRADE VICTORIA

ASSET AND NETWORKS

DEPUTY HEADPaul Younis

POLICY AND REFORM

DEPUTY HEADMegan Bourke O’Neil

ROLLING STOCK DEVELOPMENT

CHIEF EXECUTIVE OFFICERWendy McMillian

TRANSPORT SECTOR AGENCIES

OTHER TRANSPORT AGENCY

PUBLIC TRANSPORT VICTORIA

CHIEF EXECUTIVE OFFICERJeroen Weimar

V/LINE

CHIEF EXECUTIVE OFFICERJames Pinder

VICROADS

CHIEF EXECUTIVE OFFICERJohn Merritt

TAXI SERVICES COMMISSION

CHIEF EXECUTIVE OFFICERAaron De Rozario

VICTRACK

CHIEF EXECUTIVE OFFICERCampbell Rose

VICTORIAN PORTS CORPORATION MELBOURNE

CHIEF EXECUTIVE OFFICERRachel Johnson

VICTORIAN REGIONAL CHANNELS AUTHORITY

CHIEF EXECUTIVE OFFICERMichael Harvey

PORT OF HASTINGS DEVELOPMENT AUTHORITY

CHIEF EXECUTIVE OFFICERMalcolm Geier

CREATIVE AND VISITOR ECONOMIES

CREATIVE VICTORIACHIEF EXECUTIVE

DEPUTY SECRETARYAndrew Abbott

POLICY, PROGRAMS, SMALLBUSINESS AND EMPLOYMENT

DEPUTY HEADLill Healy

INDUSTRY DEVELOPMENTAND INNOVATION

DEPUTY SECRETARYTim Ada

RESOURCES

DEPUTY SECRETARYPeter Betson

ECONOMIC STRATEGYAND PERFORMANCE

EXECUTIVE DIRECTORGraeme Maddern

EMERGENCYMANAGEMENT

EXECUTIVE DIRECTORMark Duckworth

STRATEGICCOMMUNICATIONS

EXECUTIVE DIRECTORTess Hughes

LEGAL ANDLEGISLATION

EXECUTIVE DIRECTORGENERAL COUNSEL

Louise Johnson

^

OFFICE OF THE SECRETARY

DIRECTORSharn Enzinger

MAJOR TRANSPORT INFRASTRUCTURE PROGRAM

CORPORATESERVICES


TRANSPORT FOR VICTORIA(TfV)

STRATEGYAND PLANNING

COORDINATOR GENERALCorey Hannett

LEAD DEPUTY SECRETARYLuke Wilson

HEADJustin Hanney

HEADGillian Miles

LEAD DEPUTY SECRETARYAnthea Harris

INDUSTRIAL RELATIONS VICTORIA

DEPUTY SECRETARYMatt O’Connor

OFFICE OF THE LEAD SCIENTIST

LEAD SCIENTISTAmanda Caples

AGRICULTURE VICTORIA RESEARCH

DEPUTY SECRETARYGerman Spangenberg


AGRICULTURE VICTORIACHIEF EXECUTIVE

DEPUTY SECRETARYAGRICULTURE, FOOD

AND FIBRE

Emily Phillips

OPERATIONAL COORDINATION

DEPUTY SECRETARYMelanie Nanscawen

INVESTMENT AND BUSINESS

DEPUTY SECRETARYKerry Thompson


40 DEDJTR’s many and complex functions require a sophisticated approach to

working together. Our structure is intended to deliver for ministers and for Victoria.

OUR GROUPS

Employment, Investment and TradeIn February 2017, the Employment, Investment and Trade (EIT) group was formed, integrating the former Economic Development, Employment and Innovation, Agriculture and Resources and Creative Victoria groups.

EIT is focused on policy and actions that impact on the business environment. We increase job opportunities for all Victorians and grow investment, trade and productivity through working with priority industry sectors; supporting innovation and technology opportunities for businesses; delivering economic projects; investing in regional Victoria; and connecting Victorian businesses to international opportunities.

We strengthen Victoria’s creative industries and promote and market Victoria as a competitive destination for culture, tourism, major events and international students.

We facilitate investment and generate jobs through the sustainable development of the state’s earth resources, including extractives, minerals and petroleum, and by working with agribusiness and key industry and community stakeholders to support the agriculture, food and fibre sector to become more globally competitive, innovative and resilient.

EIT delivers its actions through its network of offices across Victoria as well as the international Victorian Government Trade and Investment offices. We deliver for the whole of Victoria, but tailor our actions to organisations, industries and place as required.

EIT’s strengths lie in the detailed knowledge of our sectors and their requirements for growth, tailoring strategies to provide for their needs and increase investment.

Over the coming eighteen months EIT will:

• increase focus on economic outcomes for Victorians – particularly greater employment, more investment into our state and increased trade, all contributing to a more productive and competitive Victorian economy.

• increase focus on our adaptability in responding to structural changes in the economy.

• ensure that place, industry engagement, intelligence and evidence based approaches are at the core of economic strategy and decision making.

• focus on understanding and supporting ‘Major’ and ‘Growth’ firms – allowing for a greater emphasis on accurate intelligence and data gathered from client engagement.

• drive strategic collaboration across key functions on major policies, economic initiatives and activity.

• strategically communicate the work underway across EIT to all audiences.

• implement a new governance and reporting model to ensure we are able to identify and focus on the most critical actions to support economic growth and employment.

Transport for VictoriaTransport for Victoria (TfV) was created by the Victorian Government in response to community expectations and the changing environment – an organisation that will put the user at the centre as it designs, builds and operates Victoria’s new and existing transport infrastructure.

TfV brings together the planning, coordination and operation of Victoria’s transport system and its key agencies, including VicRoads and Public Transport Victoria. It is designing, building and operating one integrated transport system for simpler, quicker and safer journeys that connect people, places and support Victoria’s prosperity and liveability.


TfV takes an integrated approach that seeks to understand the user’s needs, while delivering the highest return on investment for the community.

Over time, TfV will become a single source of real-time information on how Victoria’s integrated transport networks are operating.

Office of the Coordinator General The Coordinator General’s role is to oversee delivery of the Major Transport Infrastructure Program (MTIP). The MTIP comprises a suite of city shaping transport infrastructure projects with a volume of work that is unprecedented.

There are four special purpose Administrative Offices that have been established to manage and deliver the program:

• Melbourne Metro Rail Authority (MMRA) has been established to deliver the Metro Tunnel Project. The MMRA is also delivering the Ballarat Line Upgrade and the Regional Rail Revival program.

• Level Crossing Removal Authority (LXRA) has been established to deliver the Level Crossing Removal Project. The LXRA is also delivering the Mernda Rail Extension and Hurstbridge Line Upgrade.

• Western Distributor Authority has been established to deliver the West Gate Tunnel Project. The West Gate Tunnel Project is part of a broader program of works on Melbourne’s road network comprising also the Monash Freeway Upgrade and Webb Dock Access Improvements projects (separate projects being overseen by VicRoads).

• North East Link Authority has been established to develop a business case for the North East Link Project and subject to the outcomes of that business case, to deliver the project. The North East Link Project is a priority project identified by Infrastructure Victoria.

Industrial Relations Victoria Industrial Relations Victoria (IRV) is the Government’s lead agency for managing public and private sector industrial relations matters across Victoria.

IRV works across Government to develop regulatory and other solutions to meet the Government’s industrial relations policy aims, and oversees enterprise bargaining and dispute management across the entire public sector. The division is also responsible for implementing and ensuring compliance with laws governing long service leave, child employment and owner drivers.

IRV works closely with industry and unions to promote positive industrial relations and improve the working standards and conditions of all Victorians. It leads Government responses and submissions to major workplace relations reviews and inquiries and regularly lobbies the Commonwealth for improvements to national workplace relations laws.

Corporate Services groupCorporate Services (CS) group delivers a range of services to our customers and is responsible for supporting the effective operation of the department in achieving its objectives and delivering its outcomes. CS’ customers are diverse, including: Ministers, DEDJTR Secretary, DEDJTR portfolio groups and agencies, other departments as well as the Victorian community.

CS brings together financial management and technology services, people and executive services. CS owns most of the corporate policies, frameworks and guidelines that enable DEDJTR to operate day to day. CS leads the development of governance, people, culture, systems and capability building.

DEDJTR has established a program of work to address the requirements of Office of the Victorian Information Commissioner regarding the Victorian Protective Data Security Framework and is on schedule to provide its first attestation under the Framework in July 2018.

DEDJTR, in conjunction with CenITex and DPC, is continually working on improvements against cyber security threats, both in day- to-day operations and via implementation of the WoVG CyberSecurity Strategy. DEDJTR receives 24/7 Security Operations Centre services under its arrangements with CenITex, and participates in DPC-led cyber security simulation exercises. DEDJTR will participate in design and implementation of the Strategy initiatives under DPC guidance.

42 DEDJTR is committed to maintaining the high standards of current Victorian infrastructure

as well as expanding and modernising.

Corporate Services will deliver an ambitious program to enable reform and change across the department. This will:

• build a customer centric culture with a clear view on what the desired customer experience is and how to achieve it, to enable us to build our customers’ trust, delight them with every interaction and become a trusted business partner.

• transform the corporate services operating model to ensure it adds value and delivers our customers a coordinated and efficient end-to-end process experience.

• attract and retain talent, grow the capability and engagement of our people and ensure that effective change management is undertaken when change is implemented. Increasing the resilience, engagement and capability of our people will enable us to provide a better service to our customers and improve staff satisfaction.

• work together in a coordinated manner to review corporate service processes and identify opportunities to make processes more efficient and clear, to ensure customers experience a consistent and effective end-to-end process and the department is empowered to operate in the most effective, efficient and coordinated manner.

• update systems to ensure that we meet customer needs. Systems will be integrated to enable efficient processing and provision of current and accurate information and data to manage and inform decision making.

• collaborate between CS divisions to find synergies to deliver service enhancements in order to enable CS customers to better deliver on their commitments to the community.

Strategy and PlanningStrategy and Planning operates across the department’s various portfolios to help shape, align and strengthen the capability of DEDJTR to deliver the government’s agenda. The group plays a key leadership role across the department by:

• integrating strategic advice across the department into an overarching economic strategy and narrative.

• embedding rigorous and consistent frameworks and evidence bases to drive decision making.

• embedding a reputation strategy and messaging framework across the department.

• preparing for, responding to and supporting recovery from emergencies, and coordinating programs to develop safer and more resilient communities.

• managing legal risks and co-ordinating and supporting the department’s legislative reform program.

Office of the Lead ScientistVictoria’s Lead Scientist works across the Victorian Government to foster linkages and identify opportunities for economic outcomes by engaging with business, the research sector and the Commonwealth Government. The priorities of the Lead Scientist are to:

• build university-business engagement for economic and social outcomes.

• advocate the importance of science, technology, engineering and mathematics (STEM) to Victoria’s economic future.

• chair a stakeholder advisory panel to oversee extensive scientific, technical and environmental studies to identify the potential extent of onshore conventional gas in Victoria.

• scan the horizon for new technologies and social implications to prepare us for opportunities and challenges.


08HOW DEDJTR WORKS

This strategic plan builds on the considerable work that has been undertaken over the past few years to establish the systems, governance and structures to enable the department to deliver for Victorians.

OUR ENABLING OUTCOME


We are effective – citizen-centred, knowledgeable, collaborative and innovative

We are efficient – allocating our resources and effort productively

We have integrity – accountable, transparent and exemplary

Our new structure will help us work even more effectively within and across our portfolios, to better deliver our growing work program for our ministers and meet the expectations of the Victorian communities we serve.

As a department we focus on ensuring we are effective and efficient, and in our day to day actions we act with integrity. There are a range of actions planned across the department for 2017 and 2018, to continuously improve our work and equip our people.

OUR ENABLING ACTIONS

Priority Actions• Modernise our corporate systems – utilise

modern integration solutions to enable data to move seamlessly, and take part in whole of Victorian Government approaches to modernise and make more efficient our corporate services.

• Lead the whole-of-department economic narrative, evidence base and medium term economic agenda.

• Continue to embed and embrace diversity and inclusion through our work and throughout our organisation, to ensure everyone feels valued, included and empowered.

• Drive cohesive decision making in DEDJTR through rigorous strategic planning, evaluation, performance monitoring and reporting, and development of tools, systems and processes.

• Implement a research-informed DEDJTR Reputation and Strategic Communications Strategy – Jobs, Connections, Liveability.

• Continue the Proficient People and Manager Excellence programs to enhance the skills, confidence and capability of our people.

• Build integrity – update and strengthen the Integrity Framework to build trust and engender openness, honesty and transparency in our work.

• Communicate our organisational strategy and direction through effective internal communication and employee engagement, including through Secretary’s Exchange and Knowledge Exchange events.

• Live our values – promote and exhibit our organisation’s values through our work and interactions.

• Make flexibility work – develop policies and practices to support new, innovative and flexible ways of working.

• Deliver modern tools, such as SharePoint, Skype and OneDrive to enhance collaboration and support faster ways to connect with each other.

• Improve how we use our office spaces to better enable flexible working and collaboration.

• Modernise work processes to remove reliance on paper-based processes, to improve work flow efficiencies, record-keeping and information security.

• Strengthen workplace wellbeing. Implement the three-year Safety and Wellbeing Strategic Plan through:

– creating a culture of care where we prioritise the safety and wellbeing of each other;

– delivering a mental health and wellbeing program to help us deal with any workplace stress or mental health challenges;

– addressing key safety and wellbeing risks;

– building integrated systems and data to drive a risk-based approach to safety and wellbeing; and

– embedding robust safety and wellbeing governance practices in our work.

• Commit to becoming a White Ribbon Accredited workplace by March 2018.

• Develop a set of initiatives to integrate and/or streamline operations with TfV partners, including single point of user enquiry and review of customer channels.

• Develop and drive the delivery strategy for TfV regional programs.

• Develop and drive the delivery of TfV wide forums and business alignment initiatives.

• Establish the Program Centre to deliver consistent and high quality grant program outcomes across the department.

• Invest in learning and development opportunities to support the career aspirations of our staff and leaders.

46

We are focused on increasing collaboration among staff and improving our knowledge base. We are also focused on the efficiency of the work we do.

47

OUR PORTFOLIO ENTITIES AND AGENCIES

Trends toward increasing complexity and change in the economy means DEDJTR is an organisation that partners with others. The strength of our partnerships and ability to collaborate are central to the delivery of our 10-year outcomes.

DEDJTR’s functions and services are

delivered through a diverse range of

entities and agencies across our groups

and portfolios. DEDJTR also includes

four administrative offices under

the Office of the Coordinator-General

delivering our major transport projects.

Our entities and agencies are often

the face of what we do. They build

deep and meaningful relationships

with communities and it is through

the success of our partner entities

and agencies that we succeed.

In addition to our agencies, DEDJTR

oversees a number of advisory

committees and panels.

APPENDIX

Employment, Investment and Trade• Agriculture Victoria Services

• Arts Centre Melbourne

• Australian Centre for the Moving Image

• Australian Grand Prix Corporation

• Biosciences Research Centre Joint Venture Board

• Dairy Food Safety Victoria

• Development Victoria

• Docklands Studios Melbourne

• Emerald Tourist Railway Board

• Federation Square

• Film Victoria

• Game Management Authority

• Geelong Performing Arts Centre

• Greater Sunraysia Pest-Free Area Industry Development Committee

• LaunchVic

• Melbourne Convention and Exhibition Trust

• Melbourne Market Authority

• Melbourne Recital Centre

• Murray Valley Wine Grape Industry Development Committee

• Museums Victoria

• National Gallery of Victoria

• Office of the Mining Warden

• Small Business Commission

• Places Victoria

• PrimeSafe

• Royal Melbourne Showgrounds Joint Venture Board

• State Library Victoria

• Veterinary Practitioners Registration Board of Victoria

• VicForests

• Victorian Fisheries Authority

• Victorian Strawberry Industry Development Committee

• Visit Victoria

Transport for Victoria• Head, Transport for Victoria

• Public Transport Development Authority (Public Transport Victoria)

• Roads Corporation (VicRoads)

• V/Line Corporation

• Taxi Services Commission

• Victorian Ports Corporation (Melbourne)

• Port of Hastings Development Authority

• Victorian Regional Channels Authority


Other transport agencies• Victorian Rail Track (VicTrack)

• Gippsland Ports

• Port of Portland

Transport safety agencies• Director, Transport Safety Victoria

• Chief Investigator, Transport Safety

Corporations Act entities• Melbourne Port Lessor Pty Ltd

Office of the Coordinator General• Level Crossing Removal Authority

• Melbourne Metro Rail Authority

• North East Link Authority

• Western Distributor Authority

50

DEDJTR SITES ACROSS VICTORIA AND MELBOURNE METRO

Bendigo

Echuca

Kerang

Swan Hill

Mildura

Hopetoun

Horsham

Hamilton

Portland

Warrnambool Colac

Apollo Bay

Ararat

WendoureeBallarat

Daylesford

Maryborough

GeelongQueenscliff

CowesLeongatha

Yarram

Ellinbank

Bacchus Marsh

Traralgon

MaffraBairnsdale

Swifts Creek

Mallacoota

Ovens

WodongaRutherglen

WangarattaShepparton

SeymourBroadford Alexandra

Snobs Creek

TaturaBenalla

Lakes Entrance

Mornington

Cranbourne

DandenongKnoxfield

RingwoodWoori Yallock

Epping

BundooraMacleod

Attwood

TottenhamCarlton

Altona NorthWerribee

Melbourne

MELBOURNE METRO

Bendigo

Echuca

Kerang

Swan Hill

Mildura

Hopetoun

Horsham

Hamilton

Portland

Warrnambool Colac

Apollo Bay

Ararat

WendoureeBallarat

Daylesford

Maryborough

GeelongQueenscliff

CowesLeongatha

Yarram

Ellinbank

Bacchus Marsh

Traralgon

MaffraBairnsdale

Swifts Creek

Mallacoota

Ovens

WodongaRutherglen

WangarattaShepparton

SeymourBroadford Alexandra

Snobs Creek

TaturaBenalla

Lakes Entrance

Mornington

Cranbourne

DandenongKnoxfield

RingwoodWoori Yallock

Epping

BundooraMacleod

Attwood

TottenhamCarlton

Altona NorthWerribee

Melbourne

MELBOURNE METRO

Melbourne Metro: Epping, Attwood, Bundoora, Macleod, Woori Yallock, Carlton, Tottenham, Altona North, Melbourne, Ringwood, Werribee, Knoxfield, Dandenong, Cranbourne, Mornington.

Victoria: Mildura, Hopetoun, Horsham, Hamilton, Portland, Warrnambool, Apollo Bay, Colac, Wendouree, Ararat, Maryborough, Daylesford, Ballarat, Bacchus Marsh, Geelong, Queenscliff, Cowes, Seymour, Bendigo, Tatura, Echuca, Kerang, Swan Hill, Shepparton, Wangaratta, Benalla, Ovens, Rutherglen, Wodonga, Swifts Creek, Alexandra, Broadford, Snobs Creek, Ellinbank, Leongatha, Yarram, Traralgon, Maffra, Bairnsdale, Lakes Entrance, Mallacoota.

DEDJTR Global Network

DUBAIMUMBAI

CHENGDU

BANGALORE

KUALA LUMPUR

MELBOURNE

SANTIAGO

BEIJINGTOKYO

SAN FRANCISCO

CHICAGO NEW YORK

JAKARTA

SINGAPORE

FRANKFURT

TEL AVIV

LONDON

WASHINGTON DC

HONG KONG

SHANGHAI

NANJINGSEOUL

DEDJTR has a global network of offices: London, Frankfurt, Tel Aviv, Dubai, Mumbai, Bangalore, Kuala Lumpur, Singapore, Jakarta, Chengdu, Nanjing, Beijing, Seoul, Tokyo, Shanghai, Hong Kong, San Francisco, Santiago, Chicago, New York, Washington DC, and Melbourne.


OUR RELATIONSHIPS

DEDJTR recognises that successful engagement and partnerships with a wide variety of government and community stakeholders is crucial to delivering outcomes for the people of Victoria.

DEDJTR will engage collaboratively with all our stakeholders to build relationships, share knowledge, and engage in joint activity.

The government’s new Regional Partnerships are central to the way DEDJTR will work collaboratively with communities, industry and local, state and national governments to deliver stronger outcomes for Victorians.

Victorian Government departmentsDEDJTR works with all Victorian Government departments. We work closely with the Department of Premier and Cabinet and Department of Treasury and Finance to implement the economic development strategy and develop key economic initiatives.

We have a well-established working relationship underpinned by a partnership agreement with the Department of Environment, Land, Water and Planning to address issues such as integrated transport and land use planning and the many inter-relationships between economic development, urban and regional planning, climate change, environmental and water management issues.

A collaborative agreement supports DEDJTR’s close working relationship with the Department of Education and Training, which supports the development of a skilled and productive workforce. This will address disadvantage and help us meet future skill needs.

DEDJTR also works closely with the Department of Health and Human Services on many aspects of our own mission, notably our desire to create inclusive growth.

Ministerial advisory bodiesDEDJTR works with a range of ministerial advisory bodies across its portfolio areas of responsibility.

These bodies include, but are not limited to the Advanced Manufacturing Advisory Council, Agricultural Research and Extension Animal Ethics Committee, Animal Welfare Advisory Committee, Building Industry Consultative Council, Cattle Compensation Advisory Committee, Creative State Advisory Board, Defence Council Victoria, Earth Resources Ministerial Advisory Council, Equal Workplaces Advisory Council, Fisheries Cost Recovery Standing Committee, Forestry Industry Council, Latrobe Valley Mine Rehabilitation Advisory Committee, Multicultural Business Ministerial Council, Planning for Sustainable Animal industries Implementation Reference Group, Public Transport Access Committee, Regional Development Advisory Committee, Sheep and Goat Identification Advisory Committee, Small Business Ministerial Council, Transport Industry Council, Victorian Agricultural Advisory Council, Victorian Railway Crossing Safety Steering Committee, Visitor Economy Ministerial Advisory Council.

Victorian local governmentsUnderpinned by the Victorian State-Local Government Agreement 2014, DEDJTR works with all of Victoria’s 79 local government authorities to develop local economic opportunities, plan for growth and provide infrastructure. These relationships have been strengthened through the Regional Partnership model.

DEDJTR and the City of Melbourne have established a partnership to work together on areas of joint interest relating to economic development and other related issues as they affect our largest city.

52 DEDJTR will engage collaboratively with all our stakeholders to build relationships, share

knowledge, and engage in joint activity.

Commonwealth GovernmentDEDJTR works with the Commonwealth Government to deliver major infrastructure projects and support a range of national agreements and initiatives developed by the Council of Australian Governments and portfolio-based national ministerial councils.

Regional PartnershipsThe Victorian Government has established nine Regional Partnerships across regional Victoria, so that we can work more closely with representatives from community, business and the three tiers of government.

The primary objective of this partnerships approach is to give regions a stronger voice within government and a direct pathway into decision-making processes.

Partnerships bring a whole-of-government lens to the complex issues facing communities on a regional basis and will give regional communities a voice straight into the heart of government by:

• connecting regional priorities and regional investment opportunities directly with the Victorian Government’s decision-making processes

• ensuring all ministerial portfolios across government – from education to transport, health, justice and planning – are addressing rural and regional problems, with a strong focus on creating jobs and tackling disadvantage

• creating opportunities for local communities and individuals to have a greater say about the issues of importance to them.

Peak bodies and community organisationsDEDJTR works with a range of state-wide organisations, industry bodies, policy institutes, and universities. These relationships include research, policy development, program implementation and funding support.

Industry and businessDEDJTR works with industry and business to identify and facilitate opportunities to improve the state’s productivity, attract new investment and generate jobs. This includes engaging the private sector on infrastructure planning and delivery, and improving regulatory processes. The department meets with thousands of businesses every year to identify ways to support their growth and identify systemic reforms to improve their business environment.

UnionsDEDJTR works with unions to ensure a stable and fair industrial relations climate exists in Victoria.

OUR RESOURCES

Resourcing for servicesThe government’s economic strategy focuses on supporting job creation and economic growth by building on Victoria’s strengths including our skilled workforce, diverse industry base and strong transport links.

DEDJTR has more than 3,000 full time equivalent staff, working in locations throughout the CBD, metropolitan Melbourne and regional Victoria and 20 international Victorian Government Business Offices around the world. DEDJTR is funded through the budget to deliver a wide variety of services to the public.

Resourcing for asset investmentTotal funding in 2017-18 is $38.8 billion.

The department and its agencies together deliver over half of the state’s capital investment, with the department ($20.5 billion) and rail network owner VicTrack ($18.2 billion) being the two largest capital investment managers.


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