Download TII Statement of Strategy 2016-2021

TII Statement of Strategy
2016-2021
November 2016
TII Statement of Strategy 2016-2021
Preliminaries
Table of Contents
1
Introduction .......................................................................................................... 4
Transport Infrastructure Ireland .................................................................................... 4
Our Mission, Vision and Values ...................................................................................... 4
Purpose of this Statement of Strategy ........................................................................... 5
The National Road Network ........................................................................................... 5
The Luas Network ........................................................................................................... 7
Transport Policy .............................................................................................................. 8
2
Our strategic objectives – what we will deliver ...................................................... 10
Objective 1 – Safer road and light rail networks .......................................................... 10
Objective 2 – Maintain the asset value and condition of the road and light rail
networks ............................................................................................................. 11
Objective 3 – More resilient road and light rail networks ........................................... 12
Objective 4 – Less congested road and light rail networks .......................................... 13
Objective 5 – More accessible road and light rail networks ........................................ 13
Objective 6 – More sustainable road and light rail networks ...................................... 14
Objective 7 – Financially sustainable commercial operations ..................................... 15
3
How we will work ................................................................................................. 16
Integrity ........................................................................................................................ 16
Spirit of Public Service .................................................................................................. 16
Collaboration ................................................................................................................ 17
Innovation..................................................................................................................... 17
4
Resources and Deployment ................................................................................... 18
Expenditure and Financing ........................................................................................... 18
People and Organisation Structure .............................................................................. 18
Property…………………………………………………………………………………………………………………..19
Appendix A.................................................................................................................. 20
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TII Statement of Strategy 2016-2021
Preliminaries
List of Figures
Figure 1: National Road Network .......................................................................................... 6
Figure 2: Luas Network .......................................................................................................... 7
Glossary of Terms / List of Abbreviations
Term
Explanation / Meaning / Definition
CEDR
Conference of European Directors of Roads
ITS
Intelligent Transport Systems
NRA
National Roads Authority
NTA
National Transport Authority
RPA
Railway Procurement Agency
TII
Transport Infrastructure Ireland
UITP
International Association of Public Transport
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TII Statement of Strategy 2016-2021
Introduction
1
Introduction
Transport Infrastructure Ireland
Transport Infrastructure Ireland (TII) was established on 1 August 2015 through a merger of
the National Roads Authority and the Railway Procurement Agency. As a State Agency
under the aegis of the Department of Transport, Tourism and Sport, our primary function is
to provide an integrated approach to the future development and operation of the national
road network and, working in partnership with the National Transport Authority, Dublin’s
light rail infrastructure.
TII brings together two organisations to provide high quality transport infrastructure and
services, supporting better quality of life and economic growth. TII combines the expertise
and proven track records of the organisations which have delivered the Luas and the
national motorway network. This allows us to deliver better value for money through
improved scale and by combining the commercial, financial and technical competencies of
NRA and RPA.
We are in a period of transition. While we will continue to be the delivery agency for major
transport infrastructure, we are moving towards being a customer focussed and
commercially aware provider of road and light rail transport services, and manager of
transport networks.
TII has been established as part of the programme of agency restructuring to which the
Department of Transport, Tourism and Sport is committed in the context of Public Service
Reform.
Our Mission, Vision and Values
Mission
To provide high quality transport infrastructure and services, delivering a better quality of
life and supporting economic growth.
Vision
 To be leaders in the delivery and operation of transport infrastructure.
 To ensure that Ireland’s national road and light rail infrastructure is safe, sustainable
and resilient, delivering better accessibility and mobility for people and goods.
 To be recognised as an organisation that values its people, customers and partners.
Values
 Integrity: We inspire trust through honesty, fairness and accountability.
 Spirit of Public Service: We are dedicated to providing quality service and value for
the people of Ireland.
 Collaboration: We achieve our goals through effective teamwork, communication and
partnership.
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TII Statement of Strategy 2016-2021
Introduction
 Innovation: We seek creative solutions to enhance the services we provide through
the adoption of innovative technologies and practices.
Purpose of this Statement of Strategy
This Statement of Strategy describes our vision and our strategic objectives, setting out
what we intend to achieve for national road and light rail users and the wider community.
For each strategic objective, the Statement describes what actions we will take in order to
achieve our vision and strategic objectives.
This Statement of Strategy is the framework within which we develop our annual Business
Plans and budgets, which set out specific annual deliverables and performance targets for
each TII Division.
The National Road Network
In accordance with the provisions of the Roads Acts 1993 to 2015, Transport Infrastructure
Ireland has overall responsibility for the operation, maintenance and improvement of the
national primary and secondary road network in Ireland. This network is some 5,300km
long and is made up of motorways, dual carriageways and single carriageway roads. The
National Road Network is shown in Figure 1.
All of the motorway element and most of the dual carriageway element of the national road
network, accounting for approximately 1,150km of the network, are maintained under
Motorway Maintenance and Renewal Contracts with private sector firms or maintained and
operated under Public Private Partnership arrangements. The remaining dual and single
carriageway elements of the network are managed directly by local authorities in their
capacity of roads authorities, subject to the overall supervision of TII.
Our key responsibilities in the area of road network operations and management include:
 Allocation of funding and supervision of improvement works
 Motorway and tunnel operations
 Service areas
 Tolling operations
 Motorway Operations Centre and Travel Information Services for road users
 Asset management including pavements and bridges
 Road maintenance
 Winter services
 Incident response and emergency planning
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TII Statement of Strategy 2016-2021
Introduction
Figure 1: National Road Network
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TII Statement of Strategy 2016-2021
Introduction
The Luas Network
Transport Infrastructure Ireland owns, maintains and improves Dublin’s light rail system,
Luas. Luas is operated under contract by Transdev Dublin Light Rail Ltd. TII manages the
Luas Operating Contract under assignment from the National Transport Authority.
The Luas network consists of two lines. The Luas Red Line is 20km long and runs from
Tallaght, in the south west of Dublin, through the city centre, to the Point in Dublin’s
docklands. The line has two spurs, serving Connolly railway station and Saggart. The Luas
Green Line is 16km long and runs from Bride’s Glen in the south east of Dublin to St.
Stephen’s Green in the south city centre. Luas has excellent linkages to other public
transport nodes, including bus, DART and suburban rail, and links to the national road
network at Park & Ride sites.
Luas Cross City is a 6km extension currently under construction, to extend the Green Line
northwards through the city centre, where it will interchange with the Red Line, and on to
Broombridge, where it will interchange with western suburban rail services.
Luas carried approximately 35 million passengers in 2015, compared to 120 million on
Dublin Bus and 30 million on the DART and suburban rail networks.
The Luas Network is shown in Figure 2.
Figure 2: Luas Network
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TII Statement of Strategy 2016-2021
Introduction
Transport Policy
TII is subject to a number of national and regional transport policies and strategies which set
the context in which we deliver our services and which frame our strategic objectives and
actions.
Investing in our transport future: A strategic framework for investment in land transport
This policy document, published by the Department of Transport, Tourism and Sport in
2015, outlines the set of key principles, designed to frame, prioritise and focus the strategic
land transport investment decisions to be taken in Ireland over a 30-year time horizon.
The recommendations and priorities set out in the policy are threefold:
 to maintain and renew the strategically important elements of the existing land
transport system to protect earlier investment and maintain essential functioning
 to address urban congestion through improved public transport and additional public
transport capacity, better walking and cycling infrastructure, improving efficiency and
increased use of Intelligent Transport Systems
 to improve the efficiency and safety of existing transport networks.
The document recommends that further investment in additional road capacity needs to
focus on:
 Improving strategic access to major seaports and airports;
 Supporting identified national or regional spatial planning priorities, including
improving access to currently poorly served regions;
 Providing necessary access to support significant employment opportunities; and
 Undertaking essential safety works.
The policy recognises that transport projects must be implemented in conjunction with the
implementation of supportive EU, national and regional spatial planning policies, along with
other demand management measures, where appropriate.
Building on Recovery: Infrastructure and Capital Investment 2016-2021
This capital plan sets out the Government’s framework for infrastructure investment in
Ireland over the period 2016 to 2021. The plan recognises that economic growth is
dependent on our capacity to move people and goods around the country quickly and
efficiently. People use the transport system daily to access work, leisure and public services,
and transport also directly impacts on the cost base of businesses and their ability to access
international markets.
The plan proposes a number of road and light rail schemes for implementation during the
life of this Statement of Strategy, including commencing the development of a metro link to
Dublin Airport and Swords, completion of Luas Cross City, and new roads schemes including
the N17/18 Gort to Tuam, the M11 Gorey to Enniscorthy and the N25 New Ross By-Pass
schemes.
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TII Statement of Strategy 2016-2021
Introduction
Transport Strategy for the Greater Dublin Area 2016 – 2035
The National Transport Authority has published a Transport Strategy for the Greater Dublin
Area 2016-2035, setting out a cohesive and integrated transport framework to support and
sustain the region’s development. This strategy was approved by the Minister for
Transport, Tourism and Sport in February 2016. The proposals set out in the strategy
relevant to TII’s work include new Metro North linking the city centre to the Airport and
Swords; further extensions of the Luas network to Bray, Poolbeg, Finglas and Lucan; junction
upgrades and other capacity improvements on the M1 motorway; and improvements of
several other national roads and motorways in the Greater Dublin Area.
Smarter Travel: A Sustainable Transport Future 2009-2020
The Government’s Smarter Travel plan is designed to reverse current unsustainable
transport and travel patterns, reduce the adverse health and environmental impacts of
current trends and improve quality of life.
Department of Transport, Tourism and Sport Statement of Strategy 2015-2017
The strategies and objectives set out in this document are aligned to relevant objectives
from the Department of Transport, Tourism and Sport Statement of Strategy 2015-2017.
Details of our strategic objectives and the linkages between specific TII and Departmental
objectives are addressed in Section 2.
Revisions to this document will be considered in the light of new and/or revised objectives
which may be incorporated in the Department’s Statement of Strategy over time.
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TII Statement of Strategy 2016-2021
Our strategic objectives – what we will deliver
2
Our strategic objectives – what we will deliver
We will identify and implement solutions to enhance the quality of service we provide to
our customers. In line with our vision, we will ensure that Ireland’s national road and light
rail infrastructure is safe, sustainable and resilient, delivering better accessibility and
mobility for people and goods.
Our specific objectives are outlined below. Appendix A shows the links between these
objectives and the objectives set out in the Department of Transport, Tourism and Sport
Statement of Strategy 2015-2017. Appendix A also lists overarching programme delivery
target dates, target outcomes and the members of TII’s management team responsible for
the delivery of the objective.
Objective 1 – Safer road and light rail networks
Safety is TII’s highest priority. Significant improvements have already been made in the
safety of our road and light rail networks, leading to fewer collisions and injuries. However,
we cannot be complacent and TII is committed to continuously improving the safety of our
infrastructure and operations. We will do this through the following series of strategic
actions targeted at key safety risks.
Delivery of the Network Safety Ranking programme
Network Safety Ranking is a process which uses collision data to rank the safety of national
roads and to identify high risk collision locations on the national road network, in line with
the EU Directive on Road Infrastructure Safety Management. The results of this collision
analysis go towards targeting annual road safety remedial measures.
Delivery of the Road Safety Inspection programme
Road Safety Inspection is a safety procedure that was introduced under the EU Directive on
Road Infrastructure Safety Management. It is a proactive approach to improving the safety
of the existing national road network through regular verification of the characteristics and
defects that require maintenance work for reasons of safety.
We will continue the Road Safety Inspection cycles on all national roads. The sequencing of
inspections will reflect safety performance of the routes with ranking based on collision rate
and collision severity.
Delivery of measures to reduce the incidence of road / light rail collisions
We will continue our efforts to reduce red light infringements by car drivers leading to
collisions with Luas. Our main focus will be on continuing the roll out of red light cameras to
priority road junctions on the Luas system, in collaboration with the NTA, the local
authorities and An Garda Síochána. We will also continue to review the design of junctions
to identify opportunities to enhance safety.
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TII Statement of Strategy 2016-2021
Our strategic objectives – what we will deliver
Delivery of measures to ensure safer interfaces with pedestrians and cyclists
We will continue to roll out a programme of education in relation to unsafe pedestrian and
cyclist behaviour around Luas, including tram surfing and cycling in prohibited areas. We
will continue to review pedestrian and cyclist facilities on our networks and identify and
implement targeted safety improvements. Where feasible, we will incorporate enhanced
pedestrian and cyclist safety measures into new schemes.
Safety communications programme
Road user behaviour is a significant contributory factor in many road traffic incidents. We
will carry out research into road user behaviour at Luas junctions and develop safety
marketing campaigns aimed at altering unsafe driver behaviour around Luas. We will also
support the Road Safety Authority in relation to its safety campaigns relating to the national
road network.
Objective 2 – Maintain the asset value of the national road and light rail
networks
The maintenance and renewal of the strategically important elements of the existing land
transport system, to protect earlier investment and maintain essential functioning, is a key
objective of the Government’s strategic framework for investment in land transport. We
will implement measures to achieve steady state maintenance and renewals systems, where
existing asset value and condition of the national road and Luas networks are maintained, so
as to avoid the need for disproportionately costly replacement works in the future.
Implement effective asset management systems
The value of our national road network exceeds €31bn. Our pavements and bridges are by
far the most important and valuable assets. To assist in ensuring that the asset value and
condition of the network pavements and bridges are maintained we operate sophisticated
pavement management (PMS) and bridge management systems (BMS). Through these
systems we coordinate the condition surveys and the prioritisation of essential renewal
works across the network. We will, in addition, improve our asset management systems for
other network assets, including Intelligent Transport Systems (ITS), road signage, drainage
and safety barriers. Current levels of renewals funding are at a very low level and this
constrains our ability to protect our asset values. We will use the available funding to best
advantage in seeking to protect the value of our assets.
Improve efficiency in road maintenance activities
On the non-motorway network we will examine opportunities for achieving better value for
money by improving coordination and efficiency through aggregation of maintenance
activities and/or alternative delivery mechanisms.
Improve the performance of outsourced maintenance activities
The maintenance and operation of the motorway network and of Luas infrastructure and
rolling stock are outsourced to private operators. We will continue to review the
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TII Statement of Strategy 2016-2021
Our strategic objectives – what we will deliver
performance of these contracts and with a view to ensuring that the contractual
performance regimes deliver improved measurable outputs in the next generation of
contracts.
Upgrade the Motorway Operations Centre
Currently we coordinate the activities of the various motorway contractors from the
Motorway Operations Centre located in the Dublin Tunnel control building. In addition we
manage and control the Intelligent Transport Systems (ITS) equipment on the network,
including variable message signs (VMS), CCTV and automated incident detection equipment.
With increased deployment of equipment in recent years and with the forthcoming
deployment of variable speed limits and lane control on the M50, it will be necessary to
replace the existing facility with an upgraded Motorway Operations Centre.
Objective 3 – More resilient national road and light rail networks
We will implement measures to enhance the resilience of our networks to potentially
disruptive events, including traffic collisions, major incidents and adverse weather.
Responsive and flexible incident management
Responsive and flexible incident management is a key tool in the efficient operation of our
networks.
We will continue to refine our incident management planning, particularly in the case of key
national routes such as the M50 and the N40, in conjunction with key stakeholders including
the Gardaí, emergency services and local authorities.
Contingency provisions for incident management and catastrophic events
The availability of alternative routes is an important mitigation when parts of the network
are disrupted. For strategically important routes, we will identify and put in place
contingency provisions, including alternative routes and services, for dealing with events
that cause significant disruption to our networks.
Improve our delivery of road winter service
In the period since the severe winters of 2009 and 2010 we have made major strides in
ensuring the resilience of our winter operations, through the expansion of the winter
maintenance fleet, the increase in salt storage capacity from less than 30,000 tonnes to
approximately 170,000 tonnes and the centralisation of salt procurements. We will continue
to centrally manage the annual winter maintenance programme, including forecasting of
adverse conditions; implementation of preventative actions and treatment of snow and ice
hazards.
We will continue to review the most effective means of delivering enhanced winter service,
taking on board evolving best practices from other national road authorities. Given the
need for winter fleet renewal and improvement, we will develop and implement an
investment plan. We will look to enhance our forecasting systems and to update our winter
maintenance guidelines to reflect evolving best practice and procedures.
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TII Statement of Strategy 2016-2021
Our strategic objectives – what we will deliver
Objective 4 – Less congested road and light rail networks
Tackling congestion and delays on the national road and light rail networks is vital for
economic growth which relies on the efficient movement of people and goods. The current
economic recovery is putting increasing demands on our networks. We will respond to this
through the provision of extra capacity, traffic management solutions and measures to
smooth and/or reduce peak demand.
Investing in new road and light rail schemes
We will invest in new road and light rail infrastructure in line with the recommendations set
out in the capital investment programme Building on Recovery. We will ensure the
provision of appropriate capacities on these schemes through accurate data and demand
modelling to identify and assess current and future needs. Where feasible, we will provide
space on new projects for smarter travel initiatives.
We will prepare a pipeline of projects in readiness for the next capital investment
programme.
Ensuring a more efficient road network by identifying and prioritising bottlenecks
We will develop a methodology for identifying and ranking congestion hotspots in order to
prioritise investment.
Delivering smart motorway operations on the M50
With rapidly increasing traffic volumes due to the economic recovery, congestion is again
becoming a feature of the M50. In response, we will implement smart motorway
operations on the M50, including the introduction of variable speed limits and the use of
advanced Intelligent Transport Systems to control traffic effectively, reduce collisions and
thereby improve safety and peak time capacity.
Address capacity constraints on Luas
We will respond to growing peak hour demand on Luas in two ways. Firstly, we will provide
additional capacity through the provision of more frequent services and through the
introduction of longer trams on the Luas Green Line, matching capacity to demand within
the constraints of the Luas infrastructure and rolling stock. Secondly, we will examine
measures to spread peak demand, including pricing strategies and communication initiatives
to incentivise a change in peak commuter behaviour.
Objective 5 – More accessible road and light rail networks
We will implement measures to enhance the accessibility of our networks.
Better links to road and light rail networks
We will encourage modal shift in the Greater Dublin Area (GDA) by providing improved
connections to high capacity public transport modes, including development of strategic
Park and Ride sites in accordance with the NTA’s GDA transport strategy.
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TII Statement of Strategy 2016-2021
Our strategic objectives – what we will deliver
We will work closely with local authorities to improve access to Luas stops, including
improved permeability of residential developments adjacent to Luas.
Cater for vulnerable road users
Where feasible and appropriate, we will make enhanced provision for pedestrians and
cyclists in the design of new projects.
Objective 6 – More sustainable road and light rail networks
TII recognises the need for sustainable delivery of road and light rail infrastructure and
operations, in relation to both existing services and future projects. In line with the
principles of sustainability, we will play our part in reducing greenhouse gas emissions. The
most significant contribution that TII can make comes from reducing congestion on our road
network, and encouraging modal shift from private car to public transport, thereby
contributing to reduced fossil fuel consumption by cars, buses and goods vehicles.
Deliver energy efficient operations
In conjunction with our operating and maintenance partners, we will develop and
implement an Energy Action Plan aimed at reducing energy consumption in our network
operations. The plan shall detail the initiatives to be implemented and the monitoring and
reporting arrangements to be put in place, in order to deliver the overall energy target. We
will support the implementation of this plan though the best use and deployment of
Intelligent Transport Systems technology.
Embed energy efficiency into new projects
We will embed energy efficiency into the design and construction of our road and light rail
schemes. We will develop a procedure for sustainability assessment of TII projects including
an energy efficiency design review and incorporate this into the design process for all our
projects. We will undertake research to increase our knowledge and understanding of
embodied carbon associated with our works and how it can be managed and reduced.
Reduce the environmental impact of our projects and operations
The consideration of environmental issues, in consultation with relevant stakeholders, will
continue to be a central theme in TII’s approach to the planning, construction, operation
and maintenance of national road and light rail networks.
We will carry out post-implementation environmental impact assessment studies on our
schemes, to ensure that lessons learned and best practices are adopted for future schemes.
We will place particular focus on the assessment and maintenance of environmental
measures such as drainage systems, noise mitigation measures, ecological enhancement
and landscaping, to ensure that the road network and light rail network function in an
environmentally sustainable manner.
We will examine ways to reduce the environmental impact of our winter operations,
including ways to avoid the excessive use of salt.
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TII Statement of Strategy 2016-2021
Our strategic objectives – what we will deliver
Ensure that all options are considered when developing projects
TII places environmental impacts at the centre of its decision making process when
developing projects. We will ensure that all feasible options are considered and appraised
when developing project proposals. The environmental impacts will be weighed against the
other costs and benefits of the proposed scheme, allowing TII to take a balanced view of the
appropriate options to pursue.
Contribute to sustainable land use planning
We will work closely with stakeholders, including local authorities and the NTA, to ensure
our projects fully reflect and support national and local land use planning objectives. We
will collaborate with NTA to encourage land use policies which support the provision of new
development in locations and at densities which enable the efficient provision of public
transport services and help fully realise the economic benefits of existing and future
investments.
Objective 7 – Financially sustainable commercial operations
We will ensure that our commercial operations, including road tolling and the Luas
infrastructure business, continue to operate at a surplus, covering their operating and
maintenance costs without any need for Government subvention. We will implement a
number of strategic actions to achieve this objective.
Optimise response to demand growth for Luas services
We will respond to growing demand on Luas in a prudent way, using a mix of infrastructure
investment to provide additional capacity, and demand management measures. We will
sponsor, in conjunction with NTA, fare pricing measures to spread peak demand in order to
allow us meet demand without having to increase peak capacity.
Design procurement to incentivise new tolling operator to optimise collections
The operation of the M50 toll business is managed through a private contractor. We will
review the performance of the current contract and design the re-procurement strategy to
ensure optimum incentives and collections.
Strengthen enforcement regime for toll collection
We will continue to enhance our enforcement and compliance plan, including pursuing civil
and criminal cases against toll defrauders, and pursuing foreign enforcement.
Risk and opportunity management
We will use timely and accurate business and financial intelligence to identify and pursue
opportunities for improved efficiencies in our commercial operations. We will proactively
manage major risks throughout the business, ensuring risks are allocated to the most
appropriate party to ensure value for money.
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TII Statement of Strategy 2016-2021
How we will work
3
How we will work
We will work in a way that exemplifies our values to ensure delivery of our strategic
objectives.
Integrity
We will inspire trust through honesty, fairness and accountability. To underpin this, we will:
 Implement robust governance, internal control and risk management practices
 Ensure compliance with all legislation, including procurement, data protection and
environmental laws
 Ensure we comply with all planning conditions and third party agreements
Spirit of Public Service
We are dedicated to providing quality service and value for the people of Ireland. We will
maintain a strong focus on the needs of our customers for our road and light rail services,
and ensure effective and efficient delivery of our projects.
Strong customer focus
We value our customers and will:
 Develop and implement customer charters and customer action plans
 Provide good quality and timely information in relation to our services, and any
disruptions. We will use a range of communications channels to be easily accessible
to all
 Seek feedback from our customers to better understand their needs and improve the
quality of our services
Effective delivery
We will ensure that the Government and people of Ireland receive best value for money
invested in transport, through the effective and efficient delivery of services and projects.
We will:
 Adopt a strong commercial focus in terms of management of our operations
 Thoroughly appraise all investments in accordance with the Public Spending Code and
the Common Appraisal Framework for Transport Projects and Programmes
 Maintain strong project and programme management capabilities
 Put in place effective safeguards and systems for managing corporate, functional and
project risks
 Review projects during development to ensure projected benefits will be realised
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TII Statement of Strategy 2016-2021
How we will work
 Put in place an effective prioritisation framework to maximise value achieved from
limited funds
Collaboration
We will achieve our goals through effective teamwork, communication and partnership. We
will:
 Establish a positive reputation and maintain effective relationships with Government
and other key stakeholders.
 Work co-operatively with the Department of Transport, Tourism and Sport, the
National Transport Authority, and with relevant regulatory agencies, including the
Road Safety Authority and the Office of Rail Regulation.
 Develop strong long term supply chain relationships.
Innovation
People
Our people are key to the success of TII. We will support our staff through identification of
career opportunities, provision of training, encouragement of high performance and the
recognition of excellence. We will develop our capabilities to ensure that TII is recognised
as a leading authority on transport infrastructure in Ireland and internationally. In order to
achieve this, we will:
 implement a responsive, flexible and expert organisation structure in TII
 implement a learning and development strategy to strengthen our project
management capabilities and to develop subject matter experts
 implement a staff coaching and mentoring programme
 empower our staff to make informed decisions and encourage balanced risk taking
 implement proactive workforce and succession planning
Technologies and practices
We will seek creative solutions to enhance the services we provide through the adoption of
innovative technologies and practices. We will:
 Carry out research and development on innovative construction technologies, safety
solutions and environmental solutions
 Work with partner organisations, including CEDR and UITP, to share knowledge and
lessons learned
 Continue to ensure lessons learned on TII projects are disseminated to staff and
incorporated into all future schemes
 Continue to update our technical standards to reflect best international practice
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TII Statement of Strategy 2016-2021
Resources and Deployment
 Develop and apply smart procurement practices
4
Resources and Deployment
Expenditure and Financing
The objectives and actions set out in this Statement of Strategy will be funded by a mixture
of Exchequer funding, NTA grants, PPP finance, levy schemes implemented under Section 49
of the Planning and Development Act and surpluses from TII’s commercial operations.
The funding necessary for the planned road and light rail improvements are within the
funding amounts committed in the Government’s Infrastructure Capital Investment Plan:
Building on Recovery.
The cost of TII’s corporate and administrative activities is funded by the Exchequer on an
annual basis.
People and Organisation Structure
TII’s unique strength stems from the fusion of knowledge and perspectives based on full
lifecycle experiences in delivering road and light rail infrastructure and services. TII’s proven
know-how extends from early conceptualization and planning; through the projectmanaged delivery of infrastructure; to the ongoing management of services and delivery of
positive customer experience.
The fulfilment of TII’s responsibilities is made possible by a composite nationwide team of
skilled personnel fulfilling approximately 4,000 jobs well. This nationwide outsourced team
includes employees of local authorities; contractors involved in the provision, maintenance
and operation of infrastructure and services; and external service providers.
Our organisation structure has been developed to support the implementation of TII
Strategy with clear delegation of authority and matching responsibility to and within the six
divisions shown in Figure 1.
Our structure describes reporting arrangements and decision making hierarchy. It supports
and does not constrain communications, the establishment of multi-disciplinary teams and
leadership.
The appropriate deployment of available internal resources focusing on the application of
appropriate mixes of competencies to ensure the fulfilment of objectives is a critical
ongoing management task.
The Employee Control Framework target for TII is 250 full time equivalents. A date of 2018
was set in the context of the achievement of this target.
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TII Statement of Strategy 2016-2021
Resources and Deployment
Chief Executive
Corporate
Communications
Commercial
Operations
Division
Capital
Programme
Management
Division
Internal Audit
Network
Management
Professional
Services
Corporate
Services
Business
Services
Division
Division
Division
Division
Figure 3: Organisation Diagram
Property
TII is committed to management of its land and buildings assets in accordance with
Government Policy relating to the acquisition of property and the disposal of surplus
property as set out in the Department of Public Expenditure and Reform’s Circular 17/2016
entitled: “Policy for Property Acquisition and for Disposal of Surplus Property”.
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TII Statement of Strategy 2016-2021
Appendix A
Appendix A
Objective 1
Safer road and light rail networks
Department objective supported
To promote and advance safety on the roads and railways
Supporting action
Responsible Manager
Output indicators
Outcome indicators
Delivery of the Network Safety
Ranking programme
Director of Professional Services
Annual identification of high risk
locations on road network in
accordance with TII standard HD15
Ranked list of locations for
prioritisation of investment
Delivery of the Road Safety
Inspection programme
Director of
Professional Services
Road Safety Inspections undertaken
on National Roads in accordance
with TII standard HD17
List of identified road safety issues
and risks
Delivery of measures to reduce the
incidence of road fatalities
Director of Network Management/
Director of Capital Programmes
Director of Professional Services
Completion of TII actions set out in
the RSA’s Road Safety Strategy by
the target dates
Reduction in national road fatalities
in accordance with ambitious Road
Safety Authority targets.
Delivery of measures to reduce the
incidence of road / light rail
collisions
Director of Commercial Operations /
Director of Professional Services
Red light enforcement cameras at
10 Luas junctions by 2020
Review of Luas junction designs
Zero fatalities due to road / light rail
collisions
Delivery of measures to ensure safer
Luas interfaces with pedestrians and
cyclists
Director of Commercial Operations
Education programme for
vulnerable road users
Targeted safety improvements
Zero pedestrian and cyclist fatalities
due to Luas operations
Luas Safety communications
programme
Director of Professional Services
4 safety communications campaigns
each year
Increased awareness of vulnerable
road users
Page 20 of 29
TII Statement of Strategy 2016-2021
Appendix A
Objective 2
Maintain the asset value of the national road and light rail networks
Department objective supported
To utilise available resources most effectively to secure the maintenance, safety, renewal and improvement of the
appropriate land transport networks
Supporting action
Responsible Manager
Output indicators
Outcome indicators
Implement effective asset
management systems
Director of Network Management /
Director of Commercial Operations
Effective implementation of asset
management systems, making best
use of the current inadequate
funding envelope
Effective delivery of motorway
maintenance and renewals works
Outsourcing of Luas network
maintenance
Promotion of improved
maintenance procedures in
conjunction with local authorities
Annual reporting of performance
indicators for our network assets
Maintained or improved Luas asset
condition indicators
No subvention required for Luas
operation or maintenance
Address fragmentation in road
maintenance activities
Director of Network Management
Identification of opportunities for
rationalisation / aggregation of
maintenance activities
Increased productivity for annual
maintenance budget
Improve the performance of
outsourced maintenance activities
Director of Network Management /
Director of Commercial Operations
Annually review outsourced
Improvement in achievement of
performance and amend contractual contractual performance targets
performance regimes in next
generation contracts
Page 21 of 29
TII Statement of Strategy 2016-2021
Appendix A
Upgrade the Motorway Operations
Centre
Director of Network Management
Page 22 of 29
Ensure new Motorway Operations
Centre is up and running in time to
take on the management of the
M50 variable speed limits upgrade
TII Statement of Strategy 2016-2021
Appendix A
Objective 3
More resilient national road and light rail networks
Department objective supported
To utilise available resources most effectively to secure the maintenance, safety, renewal and improvement of the
appropriate land transport networks
Supporting action
Responsible Manager
Output indicators
Outcome indicators
Responsive and flexible incident
management
Director of Network Operations /
Director of Commercial Operations
Director of Professional Services
Luas incident management plan in
place
Improved incident management
planning for key motorway routes
Reduction in lost kilometres on Luas
due to incidents
Reduction in the duration of
motorway closures caused by major
incidents
Contingency provisions for incident
management and catastrophic
events
Director of Network Management /
Director of Commercial Operations
TII critical incident plans for national
roads and Luas in place by 2016
Contingency provisions, including
alternative routes, in place for
strategically important routes by
2020
Replacement bus services in place
for Luas when required
Rapid response to major incidents
and catastrophic events
Improve our delivery of road winter
service
Director of Network Management
Develop an investment plan for
winter fleet renewals
Achieve continuing improvements in
forecast accuracy and operational
decision making.
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Improved operational performance
- reduction in the occurrences of ice
on the national road network
Zero lost kilometres on Luas due to
winter conditions
TII Statement of Strategy 2016-2021
Appendix A
Objective 4
Less congested road and light rail networks
Department objective supported
To utilise available resources most effectively to secure the maintenance, safety, renewal and improvement of the
appropriate land transport networks
Supporting action
Responsible Manager
Output indicators
Outcome indicators
Investing in new road and light rail
schemes
Director of Capital Programmes
N17/N18 Gort to Tuam PPP
complete by 2018 within budget
N11 Gorey to Enniscorthy PPP
complete by 2019 within budget
Luas Cross City opened by 2018
within budget
Improved journey times on Gort to
Tuam and Gorey to Enniscorthy
corridors
40 million passenger trips on Luas
network annually
Ensuring a more efficient road
network by identifying and
prioritising bottlenecks
Director of Capital Programmes
Identified list of congestion hot spot
locations on national road network,
updated annually
Improved journey times reliability
across network
Delivering smart motorway
operations on the M50
Director of Network Management
Implementation of variable speed
limits on M50 by 2018
Implementation of advanced
intelligent transport system on M50
Improved peak hour journey times
on M50
Address capacity constraints on Luas
Director of Commercial Operations
Green Line Capacity Enhancement
programme complete by 2019
within budget
20% increase in capacity of Luas
Green Line
Improved incident management
Director of Network Management /
Director of Commercial Operations
Multi-agency incident management
plan and protocol in place by 2017
Reduction in national road closures
due to incident investigation
Page 24 of 29
TII Statement of Strategy 2016-2021
Appendix A
Objective 5
More accessible road and light rail networks
Department objective supported
To continue to develop an accessible transport system
Supporting action
Responsible Manager
Output indicators
Outcome indicators
Better links to road and light rail
networks
Director of Capital Programmes
Develop additional Park and Ride
sites in accordance with GDA
Transport Strategy
Greater utilisation of Luas park and
ride sites
Increased public transport share of
total journeys
Cater for vulnerable road users
Director of Capital Programmes
Provision for pedestrians and cyclists
included in new projects
A review of TII Design standards in
relation to non-motorised road
users.
Increased walking and cycling
Improve accessibility for people with
reduced mobility
Director of Capital Programmes
Provision for people with reduced
mobility in new projects
Luas 100% accessible to all users
Page 25 of 29
TII Statement of Strategy 2016-2021
Appendix A
Objective 6
More sustainable road and light rail networks
Department objective supported
To promote smarter travel and advance greater sustainability in passenger travel and freight transport and
contribute to climate change mitigation and adaptation obligations
Supporting action
Responsible Manager
Output indicators
Outcome indicators
Deliver energy efficient operations
Director of Commercial Operations /
Director of Network Management /
Director of Corporate Services/
Director of Professional Services
Development and implementation of
an Energy Action Plan to achieve
targets set by SEAI by 2020.
Develop TIIs’ sustainability policy
and plan in 2016.
Reduction in energy consumption in
key TII activities
Reduction in Luas energy
consumption
Reduction in traffic route lighting
and operational energy consumption
per kilometre of national road in line
with national targets
Embed energy efficiency into new
projects
Director of Capital Programmes
Implementation of energy efficiency
design reviews for TII projects by
2017
Reduced embedded carbon in TII
road and light rail schemes
Reduce the environmental impact of
our projects and operations
Director of Capital Programmes /
Director of Commercial Operations /
Director of Network Management /
Director of Professional Services
Post implementation environmental
impact assessments on N7/N18 PPP,
M11 PPP and Luas Cross City
Maintain TII suite of environmental
guidelines for planning, design and
operations
Environmentally sustainable road
and light rail networks
Ensure that all options are
considered when developing
projects
Director of Capital Programmes
Options report for all TII projects
Reduced impact on natural and built
environment
Page 26 of 29
TII Statement of Strategy 2016-2021
Appendix A
Contribute to sustainable land use
planning
Director of Professional Services
TII projects all consistent with land
use plans and policies
Page 27 of 29
Increase in population and
employment density on Luas routes
TII Statement of Strategy 2016-2021
Appendix A
Objective 7
Financially sustainable commercial operations
Department objective supported
To utilise available resources most effectively to ensure the appropriate capacity and quality of public transport
services. To encourage efficiencies and rationalisation in the public transport companies
Supporting action
Responsible Manager
Output indicators
Outcome indicators
Optimise response to demand
growth for Luas services
Director of Commercial Operations
Increase capacity at peak time on
Luas Green Line by 2019
On an annual basis, implement fare
policies in conjunction with NTA to
spread peak demand
Reduction in passengers left behind
at Luas stops during peak
Design procurement to incentivise
new tolling operator to optimise
collections
Director of Commercial Operations
2nd generation tolling contract in
place by 2016, with improved
performance regime
Increase in surplus from tolling
operations
Strengthen enforcement regime for
toll collection
Director of Commercial Operations
Enforcement and Compliance Plan
Reduction in bad debts on tolling
operations
Risk and opportunity management
Director of Business Services
Establishment of Enterprise Risk
process and Enterprise Risk
Committee by 2016
Quarterly review and reporting of
Enterprise risks
Improved efficiency in operations
and corporate activities
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