1. VicRoads
Corporate Plan
2015/2019

2. Table
of contents
Message from the chief executive 1
Scope of this corporate plan 2
Why is a corporate plan needed? 3
Our vision, purpose and objectives 5
Putting the customer at the heart of everything we do 7
VicRoads goals 10
VicRoads objectives 13
VicRoads short-term priorities 14
Values, culture and capability 15
Values 15
Culture 15
Capability 16
Future people and future places 17
Turning strategy into action 16
Major initiatives 17
Risk management and business continuity planning 21
Measuring our progress 22
Customer perspective 24
Alignment of key performance indicators with strategic commitment 25
Performance targets 25
Appendix A
Organisational structure 26
Appendix B
VicRoads functions 27
Appendix C
Operating statement 29
Balance sheet 30
VicRoads program expenditure summary 31
Appendix D
Strategic Framework 32
Appendix E
VicRoads Strategic Commitment 34
Appendix F
Alignment to Departmental Objectives and VicRoads’ Strategic Commitment 36

3. 1
Message
from the
Chief Executive
Every Victorian connects with our
organisation every time they leave their
home. That’s why we are determined
to make our customers and the
community the focus of our business.
We are open to working with our
communities, stakeholders and our
partners to deliver an integrated
transport system over the coming year.
At VicRoads, we’re building a culture
that is focusing on better journeys,
improving wellbeing and strengthening
productivity. We do this by caring,
sharing, and daring.
The starting point is caring for those
who work for us and with us. That
makes improving occupational health
and safety an absolute priority for our
organisation.
Transport underpins the
State Government’s economic
development portfolio. We know
and understand that a safe, reliable,
efficient and sustainable transport
system is a key contributor to our
state’s economic growth.
As our community grows so does the
need for a wider reaching integrated
transport infrastructure, not just for
metropolitan Melbourne but also for
regional Victoria. This infrastructure
must be developed to improve
amenity in our towns and cities and to
positively impact Victoria’s liveability.
We recognise the need for integrated
transport options such as safe and
efficient cycling, walking opportunities
and accessible public transport.
It is an exciting time to be leading
VicRoads and I look forward to
working with staff and partners as we
deliver these commitments for the
people of Victoria.
John Merritt
Chief Executive
We will strive to improve the road system and support
the living standards and wellbeing of all Victorians with
the challenge of a growing population placing increasing
demands on the maintenance and upgrading of our
transport system.

4. VicRoads Corporate Plan 2015-20192
Scope of this
Corporate Plan
This Corporate Plan sets out our strategic
framework – including our Strategic
Commitment, goals, objectives, priorities and
associated indicators and targets that will
guide the delivery of the transport activities
that contribute to our purpose under the
Transport Integration Act 2010.
These functions are to:
provide, operate and
maintain the road system
to support an integrated
and sustainable transport
system contributing to
an inclusive, prosperous
and environmentally
responsible state, specific
objectives are to:
—— provide access to opportunities
and support liveable thriving
communities
—— promote economic prosperity
through efficient and reliable
movement of people and goods
—— increase the share of public
transport, walking and cycling trips
—— improve the environmental
performance and minimise the
adverse environmental impacts
of the road system
—— improve the safety of the road
system for all road users and
reduce deaths and injuries.
We have now completed a refresh
of our Corporate Plan for 2015-
19 to align it to the Transport
Integration Act, government’s
intentions for the transport sector
and our operating environment.
This refresh simplifies our overall
strategic commitment and focuses
our priorities on more specific
activities, which are measurable
with clear but challenging targets.
This plan assists in developing a
responsible, collaborative and agile
organisation so that we have a good
basis for delivering on all elements
of our Strategic Commitment.

5. 3
Why is a
Corporate Plan
needed?
1/ To ensure that planning,
investment and regulation
of the transport system
supports long-term
integrated and seamless
transport connections
To respond to significant external
and broader societal trends that
influence the State’s priorities.
VicRoads is continuously challenged
to work with limited resources and
constrained budgets. There is
also a need to support economic
development and jobs creation while
meeting demand and expectations
for improved services.
VicRoads needs to respond to these
challenges in new and innovative ways
including the use of alternative delivery
models. VicRoads needs to support
economic development and jobs
creation while meeting expectations
for improved services with limited
resources and constrained budgets.
2/ To respond to significant
long-term trends and
challenges in our delivery
environment for transport
activities
Our planning, investment, and arterial
management functions face several
challenges and opportunities over the
next 10–50 years that will change what
transport users need the transport
system to deliver. These challenges
and opportunities include:
Population growth and
demographic structure
Victoria will continue to grow strongly.
The growing population brings
vibrancy and opportunity to the state
but also adds to ongoing congestion
pressures, increased demand for
customer services (including multiple
mode integration of road, tram, train,
bus, cycling and walking) and more
freight movement. We must therefore
extract the best possible performance
from the road system.
Changes in our economic
structure
Our economy is diverse and flexible,
but undergoing change. Manufacturing
is declining while business, scientific
and technical services are growing
strongly. The changing economy
places new pressures on the road
system and requires us to re-examine
how we plan and operate the
road system to achieve economic
development and jobs growth.
Maintaining assets
Sustaining, renewing and rehabilitating
our current asset base is an increasing
challenge.
Environmental outcomes
Road transport is a major contributor
to greenhouse gas emissions and
consumer of natural resources. We
need to develop innovative ways
to improve resource efficiency
and promote low carbon transport
operations to modify the effects of
increased land consumption as well
as noise and air pollution.
We need to adapt the road system
to minimise the impact of a changing
climate and our emergency response
to extreme weather and individual
disasters.

6. VicRoads Corporate Plan 2015-20194
Technology
Profound and increasingly rapid
technological changes are reshaping
how people live and work, the
structure of the economy and use
of natural resources. VicRoads is
committed to working closely with
local communications and industry
and transport partners both locally
and internationally to ensue the
benefits of emerging technology
are realised to reduce the risk, cost,
amenity and environmental impacts
of road transport.
Community
Our stakeholders, customers and
community increasingly expect to
have a say in how projects are created,
developed and delivered and help
shape the policies and services that
impact their community. This presents
opportunities to better target our
priorities and work to deliver projects
in line with our Strategic Commitment.
Journeys
Demand for public transport is
expected to increase significantly
because of higher urban residential
densities, more older people, growing
wealth and income disparities,
changing relative transport costs
and improved levels of service.
Connecting people
with places
People’s access to integrated transport
and their choice of transport mode
depend on their location. Transport
both responds to population growth
but also influences growth. Increased
demand for transport services is
stretching capacity to support the
services. We need to ensure we
renew and rehabilitate the asset
base and respond to immediate
safety requirements to prevent
service decline.
Road safety
We face an ongoing challenge to
reduce deaths and severe injuries
on our roads. Our goal is to provide
safe access for all road users.
Amenity and liveability
Drivers are increasingly stressed
with worsening congestion. Further,
economic cost of congestion in
Metropolitan Melbourne by some
estimates will double by 2020 (from
an estimated $1.3-2.6 billion per year
now to $2.6-5.2 billion per year)
(DTPLI Strategic Narrative).
Freight
A challenge exists to manage the
increasing needs of freight to create
an efficient and connected freight
transport system while managing
adverse effects of users and
community.
3/ To ensure value for money
in transport activities
VicRoads continues to apply strong
financial management to efficiently
allocate resources and implement
transport solutions. We are looking for
ways to generate additional revenues
from alternative and innovative uses
of the road system assets in ways
that reduce the burden on general
taxpayers.
Financial sustainability
The pace of migration to Victoria
has led to sustained increases
in Registration and Licensing
transactions. Demand is outstripping
funding and the shortfall between
available funds and operating costs is
expected to rise as a result. VicRoads
has launched initiatives to ensure value
for money in our business activities
particularly by driving our online
transactions.

7. VicRoads Corporate Plan 2015-20196
Our vision,
purpose
and objectives
The road system underpins our
state’s economic prosperity and
liveability by connecting people
and supporting services.
It keeps people connected to
each other and businesses to their
customers. Our actions contribute
to a vibrant and prosperous future
for Victoria.
The Transport Integration Act
2010 sets out how our State’s
transport system will work and
the role of VicRoads in supporting
it. The Department of Economic
Development, Jobs, Transport
and Resources sets the transport
portfolio outcomes and objectives.
This information shows how these
expectations relate to each other and,
how VicRoads’ Strategic Commitment
2015-2019 translates the transport
objectives and broader government
requirements into priorities.
Transport Integration Act -
Transport System Objectives
—— Social and economic inclusion:
Provide a means by which persons
can access social and economic
opportunities to support individual
and community wellbeing
—— Economic prosperity: Facilitate
economic prosperity
—— Environmental Sustainability:
Actively contribute to environmental
sustainability
—— Integration of transport and
land use: Provide for the effective
integration of transport and land
use and facilitate access to social
and economic opportunities
—— Efficiency, coordination and
reliability: Facilitate network-wide
efficient, coordinated and reliable
movement of people and goods at
all times
—— Safety and health and wellbeing:
Transport system should be safe and
support health and wellbeing
Transport Integration Act -
Decision Making Principles
We follow these decisions making
principles through the:
—— Principles of integrated decision
making
—— Principles of triple bottom line
assessment
—— Principle of equity
—— Principle of the transport system
user perspective
—— Precautionary principle
—— Principle of stakeholder
engagement and community
participation
—— Principle of transparency

8. 7
Government Strategies
and Priorities
We receive guidance from these policy
documents:
—— Government’s Project 10000
Agenda
—— Network Development Strategy
—— Regional Growth Plans
—— Cycling Strategy
—— A renewed Plan Melbourne
—— State Planning Policy Framework
—— People Movement Strategy
—— Network Development Plans
—— (PTV and VicRoads)
—— Economic Development Strategy
—— Services Victoria
—— Melbourne’s Water Future
—— Victorian Road Safety Strategy
—— Road Safety Action Plan
Transport Portfolio
Outcomes
—— Victoria is productive, efficient
and competitive. There is strong
business access, low business and
household costs, value for money
and the economy is competitive
—— Victoria is connected. All Victorians
have access to social and economic
opportunities. People and goods are
able to move easily
—— Victoria is renowned for its
liveability. It is safe, sustainable and
has high quality form and function
of places
Transport Portfolio
Objectives
—— Provide reliable travel for individuals,
business and goods movement
—— Maximise access to residences,
employment, markets, services and
recreation
—— Minimise barriers to access to the
transport system
—— Provide affordable transport options
—— Facilitate seamless travel within and
between different transport modes
—— Improve safety of the transport
system and minimise the risk
of harm
—— Foster positive experiences of the
transport system and surrounds
—— Improve environmental
sustainability of the transport
system
—— Support active transport
—— Minimise travel time for individuals,
business and goods movement
—— Drive cost efficient freight and
passenger transport
—— Achieve net public benefits through
transport investment, policies and
programs
VicRoads Strategic
Commitment
Vision
We make lives better, through journeys
that are safe, reliable, efficient and
sustainable, judging our performance
by our customers’ experience.
Customer and Community
We create solutions with our
customers and community.
Journeys
We enable integrated transport
choices and make journeys more
pleasant and predictable.
Wellbeing
We improve community wellbeing
by reducing road trauma, improving
amenity and better environmental
outcomes.
Productivity
We strengthen the economy by
ensuring best use of the road system,
recognising its interdependence with
land use.
Bring out the best in people to Care,
Share and Dare.
See full Strategic Commitment at
Appendix F: Strategic Commitment
VicRoads short-term
priorities
—— deliver more predictable journeys
for our customers
—— efficient maintenance investment
and delivery
—— drive digital engagement and
transactions online
—— safe speeds that are right for
the road
—— move more freight, more efficiently
with less impact.
Supporting the Minister
for Roads and Road Safety
VicRoads supports the Minister for
Roads and Road Safety by providing
information and advice on a range
of matters including:
—— development of major strategies,
policies and legislation
—— updates regarding Victoria’s road toll
—— the status of election commitments
—— the status of actions in response to
major external inquiries
—— briefings regarding particular
projects or issues as requested
by the Minister’s Office
—— the program of work for each
financial year.

9. VicRoads Corporate Plan 2015-20198
Putting the
customer at the
heart of everything
we do
VicRoads has set out on
a path to transform into
a more dynamic and
responsive organisation that
always keeps customers and
community at the core of
everything it does. This is the
central focus of our business.
Central focus
VicRoads wants to understand who
is using the road system, how they
use it and what they need and expect
from it. To do this we engage with
customers and community to find
out how we can best serve them and
provide opportunities to contribute to
our services, initiatives and planning
intensions and incorporate customers’
needs into our thinking, our culture
and our way of doing business.
Genuine, authentic and innovative
collaboration with communities and
stakeholders will enable us to target
investment and management effort to
where the benefit will be greatest.

10. 9
New ways of talking
with our customers and
community
We are using social media channels
such as Twitter, Facebook, and
Consultation Hub to help broaden
our conversations with customers
and community.
These channels allow us to hear
about our customers’ needs, listen
to their feedback and let them know
what we are up to.
Twitter and Facebook are great
ways to provide information that’s
useful and timely. Social media can
help people plan their journeys, stay
safe, connected and keep us in touch
with improvements they would like
to see from us.

11. VicRoads Corporate Plan 2015-201910
VicRoads Goals
Our strategic framework for 2015-19 includes
one central and three longer-term goals and
12 medium-term objectives that will see VicRoads
contributing to its purpose of delivering transport
solutions for a thriving Victoria.
JOURNEYS
enabling integrated choices
and making journeys pleasant
and predictable
WELLBEING
improving road safety, amenity and
environmental outcomes
PRODUCTIVITY
strengthening the economy
through better use of roads and
connections with land use
CUSTOMERS AND COMMUNITY
create solutions with our
customers and community
Our goals have a five to
ten year outlook. This
section explains our goals
aligned with the Transport
Integration Act and their
interrelationships, and also
sets out the strategic story
that sits behind elements
of our overall Strategic
Commitment.

12. 11
VicRoads Objectives
Our longer-term
objectives
Making lives better through
journeys that are safe, reliable,
efficient and sustainable for our
customers and community
Long-term objectives
Transport Portfolio Objectives aligned with Strategic
Commitment focus areas Journeys, Wellbeing and Productivity
Journeys
—— Provide reliable travel for individuals, business and goods
movement
—— Maximise access to residences, employment, markets,
services and recreation
—— Minimise barriers to access to the transport system
—— Provide affordable transport options
—— Facilitate seamless travel within and between different
transport modes
Wellbeing
—— Improve safety of the transport system and minimise the risk
of harm
—— Foster positive experiences of the transport system and
surrounds
—— Improve environmental sustainability of the transport system
—— Support active transport
Productivity
—— Minimise travel time for individuals, business and goods
movement
—— Drive cost efficient freight and passenger transport
—— Achieve net public benefits through transport investment,
policies and programs

13. VicRoads Corporate Plan 2015-201912
VicRoads short-term priorities
We have defined five shorter-term priorities
for 2015-19. Realising these priorities will see
us make firm progress towards our long-term
goals and ensuring that we focus on those
activities that make the greatest difference
over the next four years. Our priorities over
the life of this plan are:
1/ Deliver more predictable
journeys for our customers
—— Improving the reliability of key
road corridors
—— Utilise technology to improve
the journey experience
—— Providing our customers and
the community with up-to-date
information to help them make
informed decisions for planning
their journeys
2/ Efficient maintenance
investment and delivery
—— Explore ways to ensure the
long-term financial sustainability
of our road assets
—— Provide service levels for roads
that best meet customer needs
—— Explore more efficient road
maintenance delivery options
3/ Drive online engagement
and transactions
—— Improve online access to VicRoads
services for our customers
—— Reduce the cost of providing
customer services to ensure
financial sustainability
4/ Safe speeds that are right
for the road
—— Working with the community to
deliver safer roads
—— Reduce the risk of death and serious
injury by reducing the severity of
crashes
5/ Move more freight, more
efficiently with less impact
—— Upgrade and integrate the transport
system to support greater freight
productivity
—— Deliver system and process
improvements for National
Heavy Vehicle Regulator (NHVR)
requirements to achieve customer
service benefits and VicRoads
efficiencies
—— Reduce the impact of freight
movement on the liveability
of communities
Deliver more predictable journeys for our customers
Efficient maintenance investment and delivery
Safe speeds that are right for the road
Drive online engagement and transactions
Moving more freight, more efficiently with less impact

14. 13
CARE
DARE
SHARE
We share because
better things can be
achieved together
Committing to where we’re
going and putting our heart
into what we do. We get
engaged every day
We dare to seize
opportunities and take on
tough challenges
Courageously tackling
the difficult issues.
We know our value and bring
it to our work with confidence
and good judgement
We care about
people and making
their lives better
We find solutions
with our customers,
community and
stakeholders
Values, culture and capability
Values
At VicRoads, we recognise that the
road system operates as part of a wider,
integrated transport system.
Our role is not only to deliver better
roads and services but to work with,
and collaborate with other transport
bodies and public entities to ensure
the transport system meets the needs
of all users.
To earn and retain respect for providing
a Transport System that Victorians can
depend on, we understand we need
to be able to effectively respond to
the challenges and meet our stated
objectives through:
Integrity - We are honest, explain
decisions, earn and keep public trust
and avoid conflicts of interest.
Impartiality - We are fair and
equitable in how we deal with people,
businesses and make decisions.
Accountability - We meet our
commitments, engage with
communities and businesses on
problems and trade-offs to get better
results and we are open to scrutiny.
Respect - We treat everyone fairly
and with respect, we don’t tolerate
discrimination, harassment or bullying
and we listen to and seek the opinions
of our customers.
Leadership - We explain our role,
why it is important and what we are
trying to achieve and demonstrate and
promote our values and principles. We
support our people to try things and
learn from experience and fulfil their
professional potential.
Responsiveness - We provide
credible, objective and timely advice
to government and respond to our
customers.
Human Rights - We serve the whole
community now and into the future
and make decisions that support
human rights.
Culture
We have three behaviours that we uphold
as an organisation: Care, Share and Dare.
These three behaviours are central in
the transformation of VicRoads into
a customer centric organisation.

15. VicRoads Corporate Plan 2015-201914
Capability
VicRoads has a proud history of
technical excellence in the delivery
of infrastructure, as evidenced by the
assets we build and maintain such as
the West Gate Bridge, the Great Alpine
Road and the Great Ocean Road.
Central to VicRoads’ capacity to
continue to deliver services and
develop our road system are our
people, leadership, governance and
systems. It is in this context that
VicRoads seeks to be known for:
Capable people
Our people are the heart of our
organisation. From their high
capabilities, optimism, confidence
and innovation comes the service
commitment to engage and innovate
in the efficient and effective delivery
that keeps our State connected.
Authentic leaders
We seek to support leaders and
encourage a workplace that is
genuine, inclusive and courageous by:
—— creating a culture that encourages
and rewards innovation and
excellence
—— develop great teams with great
leaders
—— improve the way we care about
each other and the community,
share ideas and dare to seize
opportunities and strive for
excellence
—— improve occupational health
and safety.
Diversity and Inclusion
Creating a more diverse and inclusive
workforce is critical to the future
growth of VicRoads. Our Diversity
and Inclusion Commitment, launched
in November 2014, supports us
in becoming a more effective
organisation with broader perspectives
at the leadership table and one
that better reflects the community
we serve.
With gender diversity as a priority
over the next three years, we have
established goals to improve the
representation of women in
leadership roles to 37% by 2017.
This percentage is representative
of the percentage of women in our
workforce. We will have 50% female
participation across our leadership
and management programs.
Other initiatives supporting a more
diverse and inclusive workforce
include leveraging better practice
in flexible work arrangements for
male and female staff and building
management capability to achieve
this across VicRoads, ongoing
reporting of our progress with
recommendations for further action,
and embedding diversity and inclusion
across our policies and procedures.
Quality assurance
Good governance is about running
our business in an efficient and
accountable way. Considerable effort
has already been made to strengthen
our governance practices, improve
decision making, publish performance
information and manage risk better.
Efficient systems and
processes
We acknowledge that we need to
continually evolve our thinking and
maintain our capacity to deliver on
Victoria’s growing infrastructure needs.
VicRoads will continue to improve our
systems and processes to ensure
we are equipped to tackle the
challenges ahead. We are committed
to leveraging knowledge and
capability from beyond our immediate
environment by working with other
agencies and industry to deliver on
our commitments.
We will ensure that we have access to
the right people, systems and partners,
and will continue to identify new and
innovative ways to deliver value for
our stakeholders.
Research and Development
Research is fundamental to the
provision of sound advice in line with
Government direction and it is vital to
the work done in many business areas
of VicRoads. Research fills knowledge
gaps, permits the assessment of
new technologies and products
independently of vendor claims,
verifies findings from elsewhere,
and supports sound decisions in the
development of policies, programs
and technologies. Research also can
lead to Development – taking new
processes and ideas to the point
of implementation in the short to
medium-term – and Innovation.
Research is vital to support the work
done in many business areas around
the organisation. Outputs from
Research and Development (R&D)
projects are used to fill knowledge
gaps, assess new technology and
support sound decisions in the
development of policies, guidelines,
standards and programs. R&D activities
are also fundamental to the VicRoads
Innovation Program, fostering
continuous improvement, innovative
thinking and developing the building
blocks of change.
The development of a more strategic
and formalised approach to research
will allow VicRoads to:
—— Ensure research conducted is of a
more consistent quality and aligned
with strategic commitments
—— Prioritise research commitments
and strike a balance between short-
term and long-term research needs.
—— Anticipate and prepare for long-
term transport challenges
—— Improve transparency and
accountability for research
investments
—— Support innovation that can arise
from research
—— Build knowledge and capacity
within the organisation
—— Deliver a better service to the
community

16. 15
Innovation Missions
Our Innovation Program aims to
encourage continuous improvement
and creative thinking within the
organisation. The Program builds
on strengthening, prioritising, and
implementing ways of doing things
better. There are seven innovation
missions, which align with our
Strategic Commitment and the
short-term priorities.
Mission 1: Driving efficiencies in high
volume work practices across support
services
Mission 2: Reducing the need
for Enquiry Tracking System and
Ministerial Briefing System on traffic
and road safety
Mission 3: Improving real-time
information to road users to complete
their journey
Mission 4: Increasing/improving
customer experiences through
self-service
Mission 5: Promoting non-car
transport choices to improve the
liveability of urban centres
Mission 6: Empowering the customer
to take a more active approach to
road safety
Mission 7: Improving the efficiency
of freight vehicle operations in
urban areas
Changing customer expectations and
limited budgets means that VicRoads
needs to find creative solutions to our
challenges. Our highly skilled staff
innovate because they take pride in
what they do and seek ways of doing
things better.
Future people and future
places
The 21st century workplace is
expected to provide a more efficient
workplace environment and
incorporate the use of IT to support
staff in their everyday activities. Our
future workplace will allow us to
connect with each other and do
our best by:
—— equipping us with the right skills
that meet current and future
community needs.
—— reveloping a culture that supports
flexibility and trust.
—— providing the right technology
and tools to achieve exceptional
customer outcomes.
At each stage of the relocation
process steps are taken to implement
the vision of improving the ways in
which we undertake our work.
VicRoads is planning for the
relocation of head office to better
meet current and future customer
needs. It is envisioned that by
relocating our functions from
Kew, the following benefits will
be provided;
—— better utilisation of talent to
realise VicRoads vision to be
an innovative and customer
– centric organisation, and
—— operate in a more cost
effective manner.
To help achieve this, every year
we manage:
• 22,500 kilometres of freeways,
highways and arterial roads
• 350 million tonnes of freight
• more than 7,000 road structures,
including 3,200 bridges
• 8,000 electric infrastructure
items, including 3,500 sets of
traffic signals
• 70,000 street lights
• more than 80,000 hectares
of roadsides.

17. VicRoads Corporate Plan 2015-201916
Turning strategy
into action
Each day we make our best
contribution to creating transport
solutions for a thriving Victoria.
EXTERNAL ENVIRONMENT
PLANNING
IMPLEMENTATION
CUSTOMER &
COMMUNITY
LEGISLATION
& ACTS
DEPARTMENT
DIRECTIONS
STATE
DIRECTIONS
NATIONAL
DIRECTIONS
WORLD
DIRECTIONS
EXPLORE
& INSIGHT
VICROADS
NETWORK
DEVELOPMENT
PLAN
NETWORK
MANAGEMENT
PLANS
PROGRAM
DELIVERY
STRATEGIC
COMMITMENT
CORPORATE PLAN
& SHORT-TERM
PRIORITIES
MOVEMENT
AND PLACE
FRAMEWORK
POLICY PROGRAMS
VicRoads Strategic Framework
VicRoads is transforming into a more
efficient and effective road service
provider that puts our customers and
community at the centre of everything
we do. We are refocusing our
capabilities and reorienting our way
of doing business.
This diagram illustrates the connection
between the VicRoads Corporate Plan
with the legislative framework and
government strategies, demonstrating
how they shape VicRoads programs
and local Business Area Plans.
The VicRoads Vision, Strategic
Commitment and this Corporate
Plan contribute to achieving the wider
Victorian transport system objectives
by translating the transport system
objectives and the government’s intent
and policy into strategic priorities for
the road system.
A primary challenge for VicRoads
over the next few years is to build
on this plan, to test and try different
approaches to make the most of the
opportunity for change, to focus effort
onto those actions that will further
our vision, to be prepared to make
further change where this becomes
necessary and embed this new way of
doing business into our organisational
culture and approach to service.

18. 17
Major
initiatives
VicRoads’ Corporate Plan 2015-19 outlines our longer-term goals and objectives.
Specific emphasis has been given to a number of short-term priorities.
These short-term priorities are assessed annually to ensure they remain relevant
in the context of our key challenges.
This section outlines the major
initiatives and activities that
VicRoads has identified we
will deliver and develop.
What we do
Putting customers and community at the heart of our business
Development and implementation of a communications strategy to assist travellers with
reliable journey information using a variety of tools and media
Short-term Priority 1
Develop strategies and plans that respond to people’s experiences of congestion and
access to employment and markets
Effective engagement and consultation with our community and stakeholders on projects
and issues
Deliver a responsive social media strategy for our digital customer channels
Gain a greater insight into our road customers’ needs and expectations from road
services through surveys, qualitative consultation and ongoing monitoring
Proactive media management and customer journey communications
Supporting road safety commitments
Engaging more effectively with our people sharing our strategic commitment, activities
and highlights
Digital transformation in transactions and customer service
Strategy, Policy and Planning
Develop network management plans to align road improvement priorities with customer
expectations and ensure the most effective investments are implemented
Work with the Metropolitan Planning Authority and local government to develop policies
and guidelines to support the development of growth areas
Improving the network
Deliver a program of works to provide Outer Metro Congestion Relief
Deliver a program of works to provide Regional Road Upgrades
Deliver the Safe System Road Infrastructure Program
Deliver the Federal Black Spot Program
Deliver the M80 Upgrade – EJ Whitten Bridge to Sunshine Avenue
Deliver the Chandler Highway Bridge Duplication
Deliver the West Gate Distributor – Northern Section - improving truck access to the Port
of Melbourne from the west and removing trucks from residential streets in Melbourne’s
inner west
Commence planning to upgrade the congested Swan Street Bridge over the Yarra River
Develop improved access to our airports including upgrades to the Tullamarine Freeway
and CityLink through road widening and use of Freeway Management system
Planning and early works for the Thompsons Road Duplication

19. VicRoads Corporate Plan 2015-201918
Operating the network
Implement network operating plans for all major urban centres to align road
operational activities with customer expectations and ensure the most efficient
use of the road network
Investment in maintaining and improving the efficiency of traffic flow on the road
network; including traffic signal adjustments, operation of the Traffic Management
Centre, and accident towing services
Install and trial smart signalling at key intersections along congested city roads Short-term Priority 1
Work with communities to improve road safety outcomes from better speed
management
Short-term Priority 4
Improve the operation of clearways through stronger enforcement using tow-aways
Maintaining the network
Implement network maintenance plans to align road maintenance activities with
customer expectations and ensure the most effective maintenance investments
Short-term Priority 2
Explore new ways to minimise whole-of-life asset maintenance costs and identify
innovative solutions
Short-term Priority 2
Target maintenance activities on a risk basis to minimise reduction in service levels
for our customers
Short-term Priority 2
Improve our ability to predict the impact on our customers of maintenance investments Short-term Priority 2
Deliver the road surface replacement and pavement restoration program Short-term Priority 2
Accessing the network
Investment in the current Web Application and Remediation Program (WARP) technology/
online options to ease pressure on frontline resources and flexible services to the
community; including self-service kiosks in VicRoads CSCs, voice recognition to increase
self service uptake through the contact centre, digitisation of current ‘over the counter’
R&L services
Short-term Priority 3
Investigate options to co-locate R&L services with other State Government ‘over the
counter’ services to achieve a more flexible and efficient public service
Explore options regarding private sector involvement to provide services and encourage
innovation
Implement the Safe Driving Program to educate ‘hoon drivers’ to make the right choices
and rehabilitate their behaviour so they become safe drivers in the community
Development of campaigns to support road safety and improve community awareness,
such as the development of the ‘Sharing the Road’ campaign, trial tailgating monitoring/
detection technology and improving seat belt wearing by heavy vehicle drivers
Deliver the Young Driver Package and continuation of the L2P project
Implementation of car registration discount for trade apprentices
Contribute to planning for Service Victoria, an initiative which seeks to make it easier
for people to access government services and information
Assist the establishment of the National Heavy Vehicle Regulator providing consistent
national laws and enforcement activities to improve freight safety and productivity
Short-term Priority 5
Improve access for higher productive freight vehicles with higher mass Short-term Priority 5
Deliver a program of works to strengthen bridges across Victoria as part of the Bridge
Strengthening for Freight Efficiency Program
Short-term Priority 5

20. 19
How we do it
People
Our major theme is to support our leaders to Care, Share and Dare
Continue to undertake staff surveys to identify ways we can best support our staff
to be capable, confident and innovative
Support enhanced collaboration, information access and personal productivity
through intranet redevelopment
Continue to implement the Innovation Program aims to encourage continuous
improvement and creative thinking within the organisation
Implement actions to support VicRoads Diversity and Inclusion Commitment
Continue to explore opportunities to implement future place concepts
Improve occupational health and safety outcomes for those that work on
our road network
Leaders
Continue to strengthen the ability of our leaders to embed the Safe System approach
to road safety in all aspects of VicRoads activities
Embed strategic thinking and innovation across the organisation from our initial strategies
and plans, through to the policies and programs we develop, into our operations
Implement the New Leaders program for staff in their first supervisory role or those who
are regularly seconded into supervisory or team leadership roles
Continue a collaborative approach which builds on and strengthens the relationships
between VicRoads and PTV
Developing leaders that understand their first job is to help others to do their job
and be their best
Supporting leaders to improve their self awareness of how their leadership impacts
on others

21. VicRoads Corporate Plan 2015-201920
Assurance
Continue to implement a performance measurement framework incorporating benefit
management to guide projects and performance metrics
Implement improved governance practices to ensure we are efficient and accountable
Continue to embed the SmartRoads framework into how we make decisions about
competing demands for road space and on-road priorities
Continue to embed the Safe System into the design, operation and use of the road
network
Implement practices that ensure that decision-making is strategy-led and principle-based
Provide more information to our customers and the community about how we make
decisions by publishing more of our strategies and policies on our website
Systems and Processes
Document VicRoads’ existing Intelligent Transport System Architecture and configuration
to assist in future decision-making and remediate critical legacy system infrastructure
Implementation of a new Stakeholder Management System
Develop a VicRoads hosting and infrastructure strategy that improves service
performance, resilience and recoverability; reduces the complexity of VicRoads IM&T
environment; and provides best possible value for money through consolidation and
re-use
Explore opportunities to re-use or share corporate systems across the Transport Portfolio
and Victorian Government
Remove dependence on Kew site for the delivery of VicRoads ICT services and undertake
relocation scoping
Continue to implement the Asset Maintenance Management System to improve asset
information and its use to deliver more targeted and efficient maintenance outcomes

22. 21
Risk management
and business
continuity planning
VicRoads maintains an Enterprise Risk
Management Framework that allows
it to systematically identify, assess and
manage risks that are inherent in its
day-to-day business operations. The
framework aligns to the International
Standard ISO31000:2009 (Risk
Management), and provides a central
reference point for risk management
activities across the organisation.
Development and implementation
of key risk management initiatives
is monitored by VicRoads’ Risk
Committee, Strategic Leadership
Team, and the Audit Committee.
VicRoads has also developed business
continuity and disaster recovery plans
for its key functions and services
allowing for a range of possible
business disruption scenarios. These
plans are evaluated and updated
annually or as circumstances require.
Key Strategic Risks Current Risk Rating
(with controls)
VicRoads modernisation program High
The risk of death or injury to staff, contractors or the public. Medium
Failure to provide safe and sustainable critical road infrastructure. Medium
A strategic service planning is unable to support demand requirements
(e.g. population growth and productivity requirements)
Medium
Inability to understand who VicRoads’ customers are and their service
expectations and then deliver against those service standards
Medium
Failure to adequately manage data quality and integrity: Risk of inaccurate
or incomplete data being used
Medium
Failure to adequately manage data security: Risk of inappropriate use
of personal information and unauthorised access to customer data
and the risk of fraud
Medium
Business systems are not equipped to deliver strategic objectives
(e.g. functionality and performance of systems is inadequate)
Medium
Inability to drive cultural change (i.e. transitioning to a service provision focus) Medium
Failure to implement major projects and change initiatives within defined
requirements and time frames: Risk that the appropriate people are not
involved in the decision process, there is inadequate resourcing and/or there
is insufficient consideration of relevant information, potentially leading to
negative business outcomes
Medium
Failure to provide the best possible advice to the government in relation
to road transport
Medium
Failure to respond to events/damage to road infrastructure: The risk of loss
of road use, road networks and/or other major road and bridge infrastructure,
impacting customers
Low

23. VicRoads Corporate Plan 2015-201922 23
Measuring
our progress
We monitor our progress towards
delivering on our Strategic Commitment
by tracking goal progress againstkey
performance indicators (KPI)
30%
310
315
320
325
330
25%
20%
15%
10%
0%
10%
20%
30%
Public
transport
Car Bicycle Walking Other
40%
50%
60%
70%
80%
90%
2004–05
2005–06
2006–07
2007–08
2008–09
2009–10
2011–12
2010–11
2012–13
2013–14
2003
2004
2005
2006
2007
2008
2009
2010
2012
2011
2013
17
%
76
%
2% 2%4%
CO2EmissionGrams/kmsec/km
2005
2006
2007
2008
2009
2010
2012
2011
2013
2014
Numberofdeaths
Numberofpeopleseriouslyimjured
100
200
0
2500
5000
7500
10000
0
300
400
2002–03
2003–04
2004–05
2005–06
2006–07
2007–08
2008–09
2009–10
2011–12
2010–11
2012–13
Tonnes/lane/hour
0
200
400
600
800
30 2.7M
3.6M
4.5M
5.4M
35
40
45
50
55
60
2002–03
2003–04
2004–05
2005–06
2006–07
2007–08
2008–09
2009–10
2011–12
2010–11
2012–13
2013–14
30%
310
315
320
325
330
25%
20%
15%
10%
0%
10%
20%
30%
Public
transport
Car Bicycle Walking Other
40%
50%
60%
70%
80%
90%
2004–05
2005–06
2006–07
2007–08
2008–09
2009–10
2011–12
2010–11
2012–13
2013–14
2003
2004
2005
2006
2007
2008
2009
2010
2012
2011
2013
17
%
76
%
2% 2%4%
CO2EmissionGrams/kmsec/km
2005
2006
2007
2008
2009
2010
2012
2011
2013
2014
Numberofdeaths
Numberofpeopleseriouslyimjured
100
200
0
2500
5000
7500
10000
0
300
400
2002–03
2003–04
2004–05
2005–06
2006–07
2007–08
2008–09
2009–10
2011–12
2010–11
2012–13
Tonnes/lane/hour
0
200
400
600
800
30 2.7M
3.6M
4.5M
5.4M
35
40
45
50
55
60
2002–03
2003–04
2004–05
2005–06
2006–07
2007–08
2008–09
2009–10
2011–12
2010–11
2012–13
2013–14
30%
310
315
320
325
330
25%
20%
15%
10%
0%
10%
20%
30%
Public
transport
Car Bicycle Walking Other
40%
50%
60%
70%
80%
90%
2004–05
2005–06
2006–07
2007–08
2008–09
2009–10
2011–12
2010–11
2012–13
2013–14
2003
2004
2005
2006
2007
2008
2009
2010
2012
2011
2013
17
%
76
%
2% 2%4%
CO2EmissionGrams/kmsec/km
2005
2006
2007
2008
2009
2010
2012
2011
2013
2014
Numberofdeaths
Numberofpeopleseriouslyimjured
100
200
0
2500
5000
7500
10000
0
300
400
2002–03
2003–04
2004–05
2005–06
2006–07
2007–08
2008–09
2009–10
2011–12
2010–11
2012–13
Tonnes/lane/hour
0
200
400
600
800
30 2.7M
3.6M
4.5M
5.4M
35
40
45
50
55
60
2002–03
2003–04
2004–05
2005–06
2006–07
2007–08
2008–09
2009–10
2011–12
2010–11
2012–13
2013–14
Travel time variabilty Travel time delay
Freight density (Freight Lane Occupancy Rate)CO2 emission (gram) per Vehicle KM TravelledJourney to work – Melbourne
Deaths & Serious Injuries
30%
310
315
320
325
330
25%
20%
15%
10%
0%
10%
20%
30%
Public
transport
Car Bicycle Walking Other
40%
50%
60%
70%
80%
90%
2004–05
2005–06
2006–07
2007–08
2008–09
2009–10
2011–12
2010–11
2012–13
2013–14
2003
2004
2005
2006
2007
2008
2009
2010
2012
2011
2013
17
%
76
%
2% 2%4%
CO2EmissionGrams/kmsec/km
2005
2006
2007
2008
2009
2010
2012
2011
2013
2014
Numberofdeaths
Numberofpeopleseriouslyimjured
100
200
0
2500
5000
7500
10000
0
300
400
2002–03
2003–04
2004–05
2005–06
2006–07
2007–08
2008–09
2009–10
2011–12
2010–11
2012–13
Tonnes/lane/hour
0
200
400
600
800
30 2.7M
3.6M
4.5M
5.4M
35
40
45
50
55
60
2002–03
2003–04
2004–05
2005–06
2006–07
2007–08
2008–09
2009–10
2011–12
2010–11
2012–13
2013–14
AM PEAK PM PEAK LINEAR
AM PEAK
LINEAR
PM PEAK
GRAM PER KM TRAVELLED
DEATHS SERIOUS
INJURIES
LINEAR
DEATHS
LINEAR
SERIOUS
INJURIES
FREEWAY
NETWORK
ARTERIAL
NETWORK
LINEAR
FREEWAY
NETWORK
LINEAR
ARTERIAL
AM PEAK
MELBOURNE POPULATION
PM PEAK LINEAR
AM PEAK
LINEAR
PM PEAK
2001 2006 2011
* Source -VKT (Vehicle KM Travelled) (BITRE): CO2 emission
(National green house)
Our targets and key performance
indicators are regularly reported to
management, the Senior Leadership
Team and will be made available to the
public. Our public accountability for our
performance keeps us focused on our
purpose of creating transport solutions
for a thriving Victoria.

24. VicRoads Corporate Plan 2015-201924
Customer
Perspective
VicRoads has set out on a
path to transform into a more
dynamic, responsive, higher
performing organisation that
always keeps the customer
and community at the core
of everything it does. It is in
this context that VicRoads
seeks to better understand
who is using the road system,
how they use it and what
they need and expect from
the system.
VicRoads engages with customers to
get their views about our performance
but we recognise that we need to
do more to better understand
their needs and expectations. This
perspective will be used to validate
and augment our understanding of
VicRoads’ performance against the
key performance indicators.

25. 25
Alignment of key
performance indicators
with Strategic
Commitment
This table shows the level to which the KPI helps us measure
and understand our performance against achievement of
VicRoads’ Strategic Commitment.
Customer and
Community
Journeys Wellbeing Productivity
Travel Time Variability Medium High Medium
Average Travel Time Delay Medium High Low Medium
Freight Density Medium High Low/High High
Journey to Work High Low Medium Low
CO2
Emission Low Medium High Low
Death and Serious Injury High Medium High Medium
This table includes the targets VicRoads has set over
the period of this plan.
Performance targets
Target Actual Target Actual Target Actual Target Actual Target Actual
2014
–15
2015
– 16
2016
– 17
2017
– 18
2018
– 19
Travel Time
Variability (%)
AM Peak 13.1% 23.9% 12.4% 11.1% 10.2% 9.3%
PM Peak 13.8% 18.0% 13.3% 12.8% 12.2% 11.7%
Average Travel
Time Delay
(sec/km)
AM Peak 52 59 53 54 55 56
PM Peak 51 48 52 54 55 57
Freight Density
(tonnes/lane/
hour)
Freeways 608 608 610 610 610 610
Arterials 66 65 64 61 59 57
Journey to Work
by Car (percent)
Melbourne 76 76 76 75 75 75
CO2
Emission(grams/
VKT)
Victoria 319 321 321 321 322 323
Deaths & Serious
Injuries
Deaths 242 242 265 257 248 240
Serious
Injuries
5040 4928 5170 5005 4840 4675

26. VicRoads Corporate Plan 2015-201926
Appendix A
Organisational structue
Chief
Executive
John Merritt
Executive
Director
Strategy &
Planning
Road Safety
Coordinator
Andrew Wall
Chief
Operating
Officer
Peter Todd
Acting
Executve
Director
Regional
Operations
Michael
Mc Carthy
Executve
Director
Metropolitan
Operations
George
Mavroyeni
Acting Director Corporate
Strategy
Evelyn Legare
Director Road
Safety
Strategy
Antonietta Cavallo
Acting Director Network
Strategy & Planning
Clive Mottram
Director Environmental
Strategy
Helen Murphy
Regional Director
South Western
Mark Koliba
Regional Director
Western
Ewen Nevett
Regional Director
Northern
Mal Kersting
Regional Director
Northern Eastern
Bryan Sherritt
Regional Director
Eastern
Scott Lawrence
Project Director
South Western
Projects
Tim Price
Project Director
Western Highway
Nicki Kyriakou
Project Director
South East Projects
Charlie Broadhurst
Regional Director
Metro North West
vacant
Regional Director
Metro South East
Aidan McGann
Project Director
Metro Projects
(central)
Brendan Pauwels
Project Director
M80
Trevor Boyd
Project Director
Eastern Projects
Frank de Santis
Director
Road Operations
Nicholas Fischer
Director
Vehicle and Road Use Policy
James Holgate
Acting Director
Network Policy
Helen Lindner
Acting Director
Network Programs
Wendy Sladen
General Manager
People Services
Louise Gartland
Chief Information Programs
Officer
Simon Broun
General Manager
Communications &
Stakeholder Engagement
Paul Matthews
Director R&L Practice,
Standards & Solutions
Mario Cattapan
Acting Director
Customer Services
Debbie Findlay
Director
R&L Services
Glen Madeira
Director Legal Services
Shelley Marcus
Acting Director Management
Accounting
John Mavroulis
Director
Risk & Assessement
Rod Baker
Director
Corporate Acounting
Liz Davenport
Director
Statewide Finances &
Business Services
Bill Darvidis
Director
Procurement & Contract
Management
Chris McNally
Executive Director
Commercial Enterprise &
Business Development
John Cunningham
Director
Finance Projects
Wayne Mitchell
Executive
Director Policy
& Programs
Anita Curnow
Executive
Director
Corporate
Services
Judith Pettit
Executive
Director
Corporate
Registration &
Licensing
Dave Shelton
Chief
Financial
Office
Mark Dale
EFFECTIVE
28 AUGUST 2015
Director Tecnical
Services
Agnelo Duarte
Director
Operation
Services
Gerry George
Director
Commercial
Roads
Peter Holcombe
Henley
Director
Regulatory
Services
Eric Henderson

27. 27
Appendix B
VicRoads functions
Strategy & Planning
is responsible for:
Supporting the Strategic Leadership
Team to establish and realise the
corporate vision and strategic
commitment and adapt it in response
to changes in our ‘operating
environment’.
Identifying and coordinating the
functional strategies (i.e. road safety,
network and assets and environmental)
required to deliver the commitment.
Monitoring organisational achievement
and performance against the
directions and strategies to inform
strategic decision making.
Anticipating, investigating and
preparing advice in response to
emerging challenges and help set
the agenda for the Strategic
Leadership Team.
Establishing a corporate planning
cycle that supports the organisation
to prepare the policies, programs and
projects necessary to develop and
operate in accordance with the vision
and strategic direction.
Leading development and
implementation of initiatives
promoting a strong customer focus
and innovation. Fostering and
maintaining strong relationships
with key stakeholders to understand
their perspectives and manage their
expectations at a strategic level.
Shaping national reform opportunities
and reflecting the future capability
needs in the development needs of
our people.
Policy & programs
is responsible for:
The translation of the broad strategic
directions into priority-based
investment programs and projects.
Developing and implementing
effective policies to improve the
operation of the road network and
delivery of services.
Facilitating consistency, capability
development and knowledge sharing
in the design, construction and
maintenance of road infrastructure.
Encouraging the use of sustainable
transport modes and assisting road
users to take responsibility for making
choices in all aspects of using the
road network.
Operations
The Operations division brings
together those parts of the business
that are interacting with our customers
in maintaining and operating the road
network and managing access to
and the use of the road network.
The division is divided into a number
of sub divisions, they are:
Metropolitan and rural operations
is responsible for:
—— Planning, developing, delivering
and maintaining road, roadside
and bridge infrastructure.
—— Monitoring the condition of the
network and identifying gaps and
deficiencies.
—— Heavy vehicle enforcement.
—— Planning, developing and
delivering major transport-related
infrastructure.
Operations services is
responsible for:
—— Coordinating the delivery of asset
and improvement works as defined
by the Policy & Programs division
including prioritising works within
the specified program as well as
monitoring and reporting.
—— Managing and coordinating the
delivery of state-wide projects.
—— Actively working with delivery
areas to identify the best
mechanisms for implementing
improvements to processes
and practices.
Technical services is responsible for:
—— Providing service support to delivery
areas on technical aspects of asset
condition, project development and
verification during implementation.
—— Maintaining technical standards
and the technical capability of the
organisation.
—— Acquiring land reserved for new or
upgraded road and bridge projects.

28. VicRoads Corporate Plan 2015-201928
Registration and licensing is
responsible for:
Providing frontline services to our
customers to enable access to and
use of the road network within the
regulatory framework.
Corporate services
Corporate Services is responsible for
providing core support functions to
our business in order to ensure we
effectively deliver for our customers.
It is divided into three sub divisions,
they are:
People services is responsible for:
—— Recruitment of our people through
a variety of channels including,
merit-based selection, the graduate,
indigenous and diversity programs
and human resource policy
development.
—— Workplace occupational health
and safety including compliance,
preventive measures and post
incident support services.
—— Promoting organisational
development and learning.
—— Workplace relations, including
compliance and enterprise
agreements.
Information management and
technology is responsible for:
—— Providing support services including
the provision of infrastructure
and devices and provision of
maintenance and support services
for key business applications.
—— Delivering IM&T change projects
and managing VicRoads IM&T
assets.
—— Developing IM&T strategies to
improve business outcomes and
IM&T governance and security.
Communications and stakeholder
engagement is responsible for:
—— Providing ministerial and
stakeholder engagement through
strategic communications advice
and media relations taking
advantage of an array of media
channels including traditional and
social media.
—— Developing marketing campaigns
and brand management
through graphic and online
communications.
Finance & Risk is
responsible for:
Payroll Services including processing
and reporting, time and attendance
records, termination calculations and
the management of Executive Officer
contracts.
Developing financial accounting
policies and procedures and a financial
management framework in line with
the Financial Management Act and
applicable Australian Accounting
Standards.
Financial processing services including,
accounts payable, accounts receivable,
debtor management, purchasing
card transactions, asset valuation,
depreciation and physical asset
stocktakes.
Managing business operations
including facilities, fleet management,
purchasing and supply.
Delivering internal and external
financial reporting, budget
management and forecast
management.
Management of VicRoads banking
and cash flow.
Managing strategic and business
planning, providing specialised
advice to clients relating to
policy interpretation and financial
management.
Audit and compliance monitoring
conducting internally and managing
through external audit providers.
Management of the organisations
Risk and Assurance program.
Legal Services including strategic
and operational advice and managing
Freedom of Information and
information privacy
Procurement and contract
management services including
specifications and contract
documentation.
Commercial Enterprises
and business development
is responsible for:
Identifying commercial and business
opportunities that can be embedded
across the organisation.
Seeking international opportunities
and assessing their benefits and risks
to VicRoads as well as their
commercial viability.
Providing specialist expertise to the
Operations division and compete on
the open market in asset improvement,
surfacing and line marking services on
the arterial road network.
Assessing all property holdings for
commercial use or disposal.
Rationalising the property portfolio
to ensure efficient management and
reduce costs associated with holding
properties for future road construction.
Providing end-to-end concept
development, design, manufacturing
and marketing and sales for the
custom plates business.

29. 29
Appendix C
Financial overview, program and summary
Operating Statement
2015-16
Budget
$’million
2016-17
Budget
$’million
2017-18
Budget
$’million
2018-19
Budget
$’million
Income from transactions
Grants from DEDJTR 1,167.5 1,174.1 965.9 675.5
Interest 1.0 1.0 1.0 1.0
Sales of goods and services 158.6 150.5 149.3 153.6
Grants 118.5 125.5 108.5 108.0
Assets and services received free from charge - - - -
Other income 96.6 97.9 99.9 101.8
Total income from transactions 1,542.2 1,549.0 1,324.6 1,039.9
Expenses from transactions
Employee benefits 324.7 335.1 346.9 359.0
Depreciation and amortisation 642.3 657.5 666.7 758.7
Grants and other transfers 88.4 46.3 24.7 25.0
Capital asset charge 49.8 49.8 49.8 49.8
Assets given free of charge - - - -
Finance lease interest 88.0 85.1 82.9 80.7
Other operating expenses 474.7 456.8 398.2 383.3
Total expenses from transactions 1,667.9 1,630.6 1,569.2 1,656.5
Net result from Transactions
(net operating balance)
(125.7) (81.6) (244.6) (616.6)
Other economic flows included in net result
Net gain/(loss) on non-financial assets - - - -
Net gain/(loss) on instruments and receivables/payables (0.2) - - -
Other gains/(losses) from other economic flows - - - -
Total other economic flows included in net result -0.2 0 0 0
Net result – Surplus / (Deficit) (125.9) (81.6) (244.6) (616.6)
Changes in physical asset revaluation reserve - - 5,634.0 -
Comprehensive result (125.9) (81.6) 5,389.4 (616.6)

30. VicRoads Corporate Plan 2015-201930
Balance Sheet
30/06/16
Budget
$’million
30/06/17
Budget
$’million
30/06/18
Budget
$’million
30/06/19
Budget
$’million
Financial assets
Cash and cash equivalents 42.2 42.2 42.2 42.2
Receivables 317.1 315.5 314.0 292.0
Total financial assets 359.3 357.7 356.2 334.2
Non-financial assets
Land 18,788.9 18,768.7 20,490.8 20,470.6
Capital works-in-progress 991.6 1,040.2 865.0 380.6
Infrastructure assets 31,104.8 31,224.1 35,260.6 35,196.8
Buildings and leasehold improvements 55.2 53.8 56.6 55.2
Other property plant and equipment 121.3 104.9 88.5 73.2
Other non-financial assets 6.5 6.5 6.5 6.5
Total non-financial assets 51,068.3 51,198.2 56,768.0 56,182.9
Total assets 51,427.6 51,555.9 57,124.2 56,517.1
Liabilities
Payables 248.4 243.4 223.6 197.9
Finance lease 760.8 740.2 721.2 700.7
Provisions 116.4 119.8 123.3 126.9
Prepaid revenue 23.4 23.4 23.4 23.4
Total liabilities 1,149.0 1,126.8 1,091.5 1,048.9
Net assets 50,278.6 50,429.1 56,032.7 55,468.2
Equity
Contributed capital 16,317.1 16,549.4 16,763.6 16,815.7
Asset revaluation reserve 18,060.7 18,060.7 23,694.7 23,694.7
Accumulated surplus 15,900.8 15,819.0 15,574.4 14,957.8
Net worth 50,278.6 50,429.1 56,032.7 55,468.2

31. 31
VicRoads program expenditure summary
2014-15//2015-16
2014-15
Actual Exp
$’million
2015-16
Budget
$’million
Accessing the network
Driver Licensing 55 53
Vehicle and Driver Information 26 33
Vehicle Registration 68 68
Registration and Licensing Projects 12 12
Total accessing the network 161 167
Improving the network
Network Development Programs 590 649
Network Improvement Programs 40 68
Network Safety Program 118 142
Total improving the network 748 858
Maintaining the network
Electrical/ITS 65 68
Maintenance Management 13 8
Network Recovery 7 1
Off Network Activities 50 19
Pavements 296 275
Roadside 59 54
Structures 57 69
Total maintaining the network 548 494
Operating the network
Advice and Approvals 16 16
Heavy Vehicle and Tow Truck Operations 34 57
Road Network Operations 15 20
Road User Programs 22 26
Total operating the network 87 119
Strategy, policy and planning
Network Planning and Analysis 24 30
Policy 21 21
Program and Project Development 9 17
Strategy 2 2
Total strategy, policy and planning 56 69
Infrastructure Assets Depreciation and Capital Assets
Charge
614 681
Total infrastructure assets depreciation and capital
assets charge
614 681
Total VicRoads roads program 2,214 2,389

32. VicRoads Corporate Plan 2015-201932 33
OLD TEXT
Strategic
framework
Appendix D
TRANSPORT SYSTEM
OBJECTIVES
VICROADS
OUTCOMES
TRANSPORT
INTEGRATION
ACT
PROJECT
10,000
PLAN
MELBOURNE
We create solutions
with our customers
and community
CUSTOMERS
AND
COMMUNITY
Efficiency
coordination
and reliability
Social and
economic
inclusion
Safety health
and well being
Environmental
sustainability
Economic
prosperity
Integration of
transport and
land use
VICROADS LONG-TERM OBJECTIVES
AND TRANSPORT OUTCOMES
SHORT-TERM
PRIORITIES
NETWORK
DEVELOPMENT
STRATEGY
ROAD
SAFETY
STRATEGY
VICTORIAN
CYCLING
STRATEGY
DIGITAL
SERVICES
VICTORIA
PRODUCTIVITY
Enabling integrated
transport choices and
making journeys pleasant
and predictable
JOURNEYS 1 maximise access to residences,
employment, markets, services
and recreation
2 Minimise barriers to access to
the transport system
3 Provide affordable transport
options
4 Facilitate seamless travel within
and between different modes
WELLBEING
Improving road
safety, amenity
and environmental
outcomes
5 Improve safety of the transport
system and minimise the risk
of harm
6 Foster positive experiences
of the transport and surrounds
7 Improve environmental
sustainability of the transport
system
8 Support active transport
Strengthening the
economy through
better use of roads
and connections with
land use
9 Provide reliable travel for individuals
business and goods movement
10 Minimise travel time for individuals,
businesses and goods movement
11 Drive cost efficient freight and
passenger transport
12 Achieve net public benefits through
transport investment policies and
programs
CAPABILITY
People, leadership
governance, resources,
systems and processes
that help us deliver better
outcomes
G1 Deliver more
predictable
journeys for
our customers
G2 Efficient road
maintenance
investment
and delivery
G3 Drive digital
engagement
and
transactions
online
G4 Safe speeds
that are right
for the road
G5 Moving more
freight, more
efficiently with
less impact
G6 Highly, capable, optimistic, confident,
innovative and engaged staff
G7 Genuine, inclusive and courageous
leaders who show the way
G8 Governance and resources that
support us to deliver the best
outcomes
G9 Systems and processes that connect
us and help make a difference
13
14
15
GOVERNMENT STRATEGY AND POLICY

33. VicRoads Corporate Plan 2015-201934
VicRoads
Strategic
Commitment
How we work
Capability and Capacity
We share because better things
can be achieved together
We dare to seize opportunities
and take on tough challenges
We care about people and
making their lives better
Customers
& Community
We create solutions
with our customers
and community
Productivity
Strengthening the
economy through
better use of roads
and connections
with land use
Journeys
Enabling integrated
transport choices
and making
journeys pleasant
and predictable
People
highly capable,
optimistic,
confident,
innovative and
engaged staff
Leadership
genuine,
inclusive and
courageous
leaders who
show the way
Assurance
governance
and resources
that support us
to deliver the
best outcomes
Systems
systems and
processes that
connect us and
help us make a
difference
Wellbeing
Improving road
safety, amenity
and environmental
outcomes
SHARECARE DARE
Appendix E
What we do We make peoples’ lives better, judging our
performance by our customers’ experience.

34. VicRoads Corporate Plan 2015-201936
Appendix F Alignment to Departmental
Objectives and VicRoads’
Strategic Commitment
DEDJTR
Objectives
Customers &
Community:
Engage with the
community to
create solutions
that respond to
customers’ needs
Journeys:
Enable integrated
transport
choices and
make journeys
more pleasant,
predictable and
less stressful
Wellbeing:
improve
community
wellbeing
by reducing
road trauma,
improving
amenity and
environmental
outcomes
Productivity:
Strengthen the
economy by
ensuring best
use of the
road system,
recognising its
interdependence
with land use
VicRoads’ Approach
Lift the living standards
and wellbeing of all
Victorians by sustainably
growing Victoria’s
economy and
employment
Primary Primary Primary Primary
Encourage changes to
travel behaviour that
support an efficient transport
system. Upgrade roads to
tackle congestion.
Plan effective transport
solutions for future
residential and commercial
developments in
metropolitan Melbourne
and regional Victoria
Build more productive
liveable cities and regions
through transport,
infrastructure, land use
planning and cultural
investments
Primary Primary Primary Primary
Better allocate road space
to manage an efficient and
reliable road system.
Gain and maintain
competitive advantage
through active industry
and innovation policy
Secondary Secondary Secondary Secondary
Upgrade the road system to
support freight productivity.
Improve when and how
people and vehicles are
granted access to the road
system.
Improve conditions for
business through efficient
taxation, regulation and
public sector reforms
Primary Secondary Secondary Secondary
Enhancing online services
Better connect Victoria
to national and global
markets by increasing
targeted trade and
investment attraction
Secondary Secondary Secondary Secondary
Develop Victoria’s
capabilities and foster
inclusion through skills
and employment
Secondary Secondary Secondary Secondary
The VicRoads Strategic Commitment
and this corporate plan give effect
to the object of the organisation
and contribute to achieving the
wider transport system objectives
by translating the transport system
objectives and the government’s intent
and policy into strategic priorities for
the road system. The alignment of
VicRoads’ strategic commitment
against the Department of Economic
Development Jobs Transport and
Resources objectives is outlined.