2015 - 2018 Gippsland Ports Strategic Plan Version at 12 February 2015€¦ · Gippsland Ports...

2015 - 2018

Gippsland Ports Strategic Plan

Version at 12 February 2015

Gippsland Ports Strategic Plan 2015 - 2018

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Contents

1 Executive Summary ........................................................................................... 2

2 Introduction....................................................................................................... 3

2.1 Structure of Gippsland Ports Strategic Plan ......................................................... 4

2.2 Constraints ........................................................................................................... 4

2.3 Priorities ............................................................................................................... 5

2.4 Vision ................................................................................................................... 6

2.5 Mission ................................................................................................................. 6

2.6 Relationship Between Priorities and Strategic Objectives .................................... 6

3 Strategic Objectives ........................................................................................... 7

4 Goals and Actions .............................................................................................. 8

Appendices (Available on Request)


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1 Executive Summary

Gippsland Ports Comittee of Management Inc. (Gippsland Ports) is the management entity

for five of Victoria’s 14 local ports and 2 waterways in Gippsland.

Gippsland Ports has diverse responsibilities that derive from State and Commonwealth

legislation in addition to a Management Agreement with the portfolio department, the

Department of Ecomnomic Development, Jobs, Transport and Resources (DEDJTR) and a

directive from the Secretary of DEDJTR that Gippsland Ports will serve as one of four

Regional Control Agencies in Victoria for maritime environmental emergencies.

Gippsland Ports operates in an environment of highly-constrained operating and capital

resources.

Operating grant funding is inadequate to maintain the levels of service expected by

stakeholders and there are significant financial constraints on the organisation’s ability to

maintain infrastructure and services. Operating and asset maintenance funding has

declined by 40% since 2007/08

Despite this funding constraint, Gippsland Ports aspires to be the most effective port and

waterway manager in Victoria in the eyes of our customers, community, regulators and

portfolio department.

Gippsland Ports will pursue this vision through pursuit of strategic objectives, goals and

actions articulated in this strategic plan.


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2 Introduction

Gippsland Ports Committee of Management Inc (Gippsland Ports) is the manager of five local

ports and two waterways in Gippsland, Victoria, and as such is responsible for the effective

management and development of local ports and the safe use of waterways throughout the

Gippsland region.

It has responsibilities for the planning and management of ports and waterways, including:

Port and waterway management

- Port and related infrastructure planning and development

- Assessment, installation and maintenance of navigation aids

- Provision, allocation and management berths and moorings

- Port operations, regulation and compliance

- Boating safety and information

- Port / waterway related economic development

- Governance and business management

Port safety and environmental management

- Incident management and emergency response

- Marine pollution response

- Maritime security

Port access

- Hydrographic surveying

- Dredging, sand management and channel maintenance

Slipway and Boatyard Management and Operation

- Vessel lifting and slipway services

- Vessel maintenance and repair

Gippsland Ports makes a vital contribution to local and regional economic prosperity

specifically through providing infrastructure and services to sustain and grow regional

industries dependent upon port and waterway access and services.


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2.1 Structure of Gippsland Ports Strategic Plan

2.2 Constraints

Gippsland Ports operates in an environment of complex State and Commonwealth legislative

responsibilities, overlapping agency roles and highly-constrained operating and capital

resources.

Operating funding is not provided to maintain the levels of service expected by stakeholders

and there are significant financial constraints on the organisation’s ability to maintain

infrastructure and services, as well as meet the community service outcomes expected by

stakeholders.

In this context, the Gippsland Ports Strategic Plan aims to provide a clear statement of intent

and a pathway for the organisation’s Board and management to maintain and improve

capacity to meet its statutory obligations, management agreement responsibilities and the

reasonable expectations of its stakeholders.

The preferred direction chosen by the Board is based on an acknowledgment that the

existing financial arrangements do not enable Gippsland Ports to effectively meet its current

statutory responsibilities or customer expectations. Through a strategy of greater

engagement and advocacy with government and stakeholders and a shift in capacity built on

the organisation’s strengths, it is intended that Gippsland Ports will improve organisational

sustainability and continue to support regional growth and community well-being.


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The Board has developed the following priorities to enable the organization to meet its’

strategic objectives within the imposed financial constraints. (Further details are available in

the Appendix.)

2.3 Priorities

Priority 1

Determine and maintain level of service – safety, navigability, assets

Alignment with regional development drivers/enablers – key opportunities

Drive local ports strategy to raise profile and support

Priority 2

Review cost-recovery to increase income capacity

Pursue growth and diversification (vs privatisation and retreat)

Tailor the role and functions to suit the budget and statutory obligations

Priority 3

Clarify stakeholder understanding of roles

Develop enforcement philosophy and capacity

Establish agreed GP / Ministerial / Departmental accountability

Develop regional champions

Clarify and prioritise community service outcomes

Put the case for Gippsland as unique

Address complexity


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2.4 Vision

To be the most effective port and waterway manager in Victoria in the eyes of our

customers, community, regulators and portfolio department.

2.5 Mission

To develop the necessary capacity, self-reliance and stakeholder support to provide cost-

effective infrastructure and services to all users of ports and waterway under our

management.

2.6 Relationship Between Priorities and Strategic Objectives

Strategic Objectives

Strategic Priorities

Customer Service

Integrated Port

Planning and

Development

Port Access

Environmental

Sustainabi lity

Organisational

Capabil ity

P1

Determine and maintain level of service – safety, navigability, assets

Alignment with regional development drivers/enablers – key opportunities

Drive local ports strategy to raise profile and support

P2

Review cost-recovery to increase income capacity

Growth and diversification (vs privatisation and retreat)

Tailor the role and functions to suit the budget and statutory obl igations

P3

Clarify stakeholder understanding of roles

Enforcement philosophy and capacity

Ministerial/Departmental accountability

Develop regional champions

Clarify and prioritise community service outcomes

Put the case for Gippsland as unique

Address complexity


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3 Strategic Objectives

Customer Service

To plan for and provide improved and appropriate physical assets, waterways

information and services to port and waterways users.

To provide improved opportunities, experiences and safety for waterway users.

To fulfill statutory and regulatory responsibilities efficiently and effectively and to

provide regional solutions for port and waterways operations and safety.

Integrated Port Planning and Development

To ensure integrated foreshore and waterways development plans by agencies (GP,

coastal shires, DEPI, PV, GLMAC) reflect the interaction between on-land and on-

water activities and developments.

To ensure consistency in application of overlays and planning schemes across the 4

LGAs.

To influence Government to formally recognize GP as referral agency for all

developments that may impact waterways maritime activity functionality.

To consolidate and rationalize waterway management responsibilities (by regulation

or by MOU).

Port Access

To maintain levels of navigable access to ports and waterways to accommodate

current and projected demand and to facilitate new commercial shipping and

recreational boating opportunities.

Environmental Sustainability

To improve the environmental sustainability of ports and waterways uses and

operations.

Organisational Capability

To position Gippsland Ports as a sustainably funded agency that delivers integrated port and waterways management to government and community.

Broaden commercial opportunities.

Enhance internal and external communications.

Develop a safer, more diverse and flexible workforce.


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4 Goals and Actions

CUSTOMER SERVICE

GOALS

ACTIONS

To plan for and provide improved and appropriate physical assets, waterways information and services to port and waterways users.

Pursue 2015/16 Boating Safety and Facilities Grants for recreational boating facilities based on agreed priorities.

Pursue grant funding through regional development and other available programs for development for other (non specific recreational boating) port and waterway infrastructure.

Pursue funding for development of electronic navigation charts for Gippsland Lakes.

Continue to collaborate with other agencies in the development and / or of planning processes that have relevance to waterway and maritime services, infrastructure, access and related developments.

To provide improved opportunities, experiences and safety for waterway users.

Develop a maritime activities compliance and enforcement policy.

Review maritime activity compliance and enforcement capability.

Work with other agencies (Water Pol & TSV) to promote safer behavior on waterways.

Work with other waterway and maritime asset managers (Local Govt, DEPI, PV) to more efficiently, effectively and consistently manage assets, provide services, monitor and ensure compliance.

More effectively connect waterway users to available information to improve their enjoyment and safety through increase information availability and accessibility through more effective use of communications technology and contemporary media.

Complete a review of currency and appropriateness of all GP Vessel Operating and Zoning Rules.

Establish a more efficient web based process for event management and permits.

Provide well maintained and reliable assets and services focused on those locations that are most important to waterway users.

Explore opportunities for private investment and collaboration in the management of assets and provision of services.

Explore opportunities for private sector service delivery including asset maintenance to improve asset and service reliability where improved cost efficiencies can be achieved.


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CUSTOMER SERVICE

GOALS

ACTIONS

Rationalise/remove assets and/or reduce services where there is no demonstrable business case to support continuity or relative importance for retention is not justified.

To fulfill statutory and regulatory responsibilities efficiently and effectively and to provide regional solutions for port and waterways operations and safety.

Engage with DTPLI and regulators to define the service standards against which GP will deliver to satisfy statutory and regulatory responsibilities.

Improve internal processes for auditing and recording asset condition, serviceability and performance reliability to improve customer service, waterway safety and to more effectively and efficiently utilize GP resources.

Engage with other regional waterway and maritime asset managers to provide services on a commercial basis, capitalizing on GP competitive strengths.


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INTEGRATED PORT PLANNING AND DEVELOPMENT

GOALS

ACTIONS

To ensure integrated foreshore and waterways development plans by agencies that reflect the interaction between on- land and on-water activities and developments.

Continue to collaborate with other agencies (GP, coastal shires, DEPI, PV, GLMAC) in the development and planning processes that have relevance to waterway management, land and water interface, maritime services, infrastructure, access and related developments.

Align GP strategic planning with regional development drivers and enablers to leverage opportunities.

Continue to be proactive and strategic in the development of concepts and plans for short , medium and long term infrastructure and service requirements to meet increasing demand and service expectations, support regional economic growth and the sustainable use and management of waterways.

Monitor, contribute to, undertake or commission research to inform the development of strategic plans.

Look beyond the status quo, outside the region, and for innovation in the planning, design, management and provision of services and infrastructure.

To ensure consistency in application of overlays and planning schemes across the 4 LGAs.

Continue to engage with Local Government and other agencies to identify and remove unnecessary regulatory processes and constraints to improve GP’s operational efficiency and service delivery.

To obtain Government and agency recognition of GP as a mandatory referral agency for all developments that may impact waterways maritime activity functionality.

Governmenta formally recognizes GP as a mandatory referral agency for developments that may impact waterways functionality.

Agencies acknowledge GP’s referral agency role and engage accordingly.

GP establishes referral processes that minimize “red tape” and do not unnecessarily impede development.

To consolidation and rationalize waterway management responsibilities (by regulation or by Memoranda of Understanding (MOU).

Engage with DTPLI, TSV, DEPI, PV, Local Government & GLMAC to identify opportunities for waterways, services and infrastructure management arrangements that provide improved outcomes for waterway users, more effective and efficient utilization of resources through the rationalization of management responsibilities.

Implement rationalized management responsibilities, either through statutory process, delegated responsibility or interagency MOU.


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PORT ACCESS

GOALS

ACTIONS

To maintain levels of navigable access to ports and waterways to accommodate current and projected demand and to facilitate new commercial shipping and recreational boating opportunities.

Engage with DTPLI, the Minister for Ports, local Members of Parliament, industry organisations to secure funding to maintain ocean access to the Gippsland Lakes beyond December 2015 for both short term (2016/18) and long term (2018/2035).

Complete the current market sounding process to define the optimum means by which ocean access to the Gippsland Lakes will be maintained.

Manage the procurement process to ensure timely and within budget availability of ocean access maintenance capability.

Define and agree with DTPLI, TSV and industry, the regulatory and community service standards for maintenance of navigation channels with port waters.

Develop a strategic plan for channel maintenance based on cost benefit and waterway user safety priorities.

Obtain requisite consents and approvals to allow for channel maintenance.

Pursue funding, including private sector and user beneficiary contributions, where appropriate, to provide for channel maintenance.

ENVIRONMENTAL SUSTAINABILITY

GOALS

ACTIONS

To improve the environmental sustainability of ports and waterways uses and operations.

In consultation with other agencies and waterway users, develop environmental KPIs for port operations and waterway management.

Establish baseline knowledge of utilities consumption (water, electricity) and energy consumption (fuels).

Monitor performance and pursue continuous improvement against environmental KPIs.

Monitor and review societal trends and values that may influence or inform changes to environmental KPIs.

Complete the development of the “Gippsland Lakes Sustainable Boating Plan” as a contractor to GLMAC.

Apply sustainability principles in purchasing and operational management.


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ORGANISATIONAL CAPABILITY

GOALS

ACTIONS

To position Gippsland Ports as a sustainably funded agency that delivers integrated port and waterways management to government and community.

Encourage for the development of a local ports strategy through engaging with Minister for Ports, DTPLI, and regional development agencies.

Review activities and obligations against provided funding (management agreement) and achieve agreement with funding agencies on service and performance delivery standards.

Manage costs and secure revenue streams to deliver against agreed statutory and regulatory performance standards.

Define and develop a long term sustainable funding model including public funding, private investment and self generated revenue.

Review cost recovery against service and user beneficiaries and Government policy to identify whether charging regimes are appropriate.

Review operational programs and organizational structure to improve organizational flexibility and efficiency.

Rationalise or remove assets and/or reduce services where there is no demonstrable business case to support continuity or relative importance for retention is not justified in a constrained budgetary environment.

Pursue site rationalization of operating sites including the pursuit of funding to relocate to 65 Slip Road.

Align GP strategic planning with regional development drivers and enablers to leverage funding opportunities.

Broaden commercial opportunities.

Develop a commercial growth plan built around competitive advantage, organizational capability and market opportunities whilst recognising competitive neutrality obligations.

Collaborate with other organisations (public and private sector) to pursue commercial opportunities.

Monitor emerging regional and Statewide developments that have a maritime transport element to identify where GP may have a potential commercial opportunity.

Develop service MoUs with other agencies.


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Enhance internal and external communication

Increase the effectiveness of internal communication with employees through increased senior management active engagement at site level and through improved use of communications technology.

More effectively connect waterway users to available information to improve their enjoyment and safety through increase information availability and accessibility through more effective use of communications technology and contemporary media.

Develop regional champions who will contribute to “selling the GP story”.

Build and sell the “GP is unique” message.

Develop a safer, more diverse and flexible workforce

Develop internal competencies through strategic investment in professional development.

Identify critical skills, develop and implement retention strategies for identified priority skills.

Recruit against identified future strategic needs.

Increase indigenous representation in GP workforce.

Identify opportunities for contingency management through collaboration with other agencies.

Build a safety first workplace culture.

2015 - 2018 Gippsland Ports Strategic Plan Version at 12 February 2015€¦ · Gippsland Ports...

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