Maintaining the look and feel of the city is vital in making Canberra an attractive and safe place to live, visit and move around.

The delivery of core municipal services makes a strategic contribution to maintaining the attractiveness of the Canberra streetscape through:

• regular cleaning of amenities such as shopping centres, public toilets, and BBQ’s
• litter picking at our public parks, open spaces, and alongside arterial roads
• inspecting and maintain playground equipment, memorials, and public art features
• regularly mowing public open spaces
• upkeep and use of sport and recreation facilities
• working with the community to ensure public places are shared and cared for
• path and road sweeping and maintenance
• maintaining Traffic networks and Safe lighting, and
• operating stormwater and Inner-North Reticulation Network.

Canberra's liveability is also greatly enhanced by its tree canopy. The Urban Forest Strategy 2021–45 sets out a vision for a resilient and sustainable urban forest to support a liveable city and the natural environment and contributes to the wellbeing of the community in a changing climate.

Progress in achieving these actions will be measured through:

• tracking Fix My Street response timeframes, and
• increase in customer satisfaction of city service delivery, as reported in the TCCS Annual Report.

Strategies: Road maintenance, mowing, street sweeping and cleaning programs.

Measures: Delivery of Strategic Objectives, as reported in the TCCS Annual Report.

The ACT Government Infrastructure Plan outlines the government’s indicative pipeline of priorities for infrastructure as the ACT continues to grow by around 8,000 people per annum. TCCS plans for and delivers projects that underpin broader initiatives like the ACT Planning Strategy, Indicative Land Release Program, and the ACT Transport Strategy. It also contributes to climate change strategies by increasing public transport use, active travel and tree planting.

TCCS will play a key role across 2021-24 by planning for and delivering roads improvement projects, new bus infrastructure, investment in stormwater assets, planting more trees, local community infrastructure like playgrounds and local shopping centre upgrades, and new and upgraded waste management facilities. TCCS will also play a key role in planning and delivery of Light Rail to Woden through management of associated traffic disruption, governance and technical support.

Progress in achieving these actions will be measured through:

• development and coordination of infrastructure forward program, and
• tracking against expected completion parameters noted in approved project plans.

Strategy: Planning and implementing projects in line with government direction with key delivery partners, consistent with the ACT Government Infrastructure Plan.

Measures: Submission of infrastructure related budget business cases annually. Delivery of infrastructure projects against agreed timelines and project budgets.

TCCS will deliver benefits to citizens and staff through the delivery of the Customer Service Request Management (CSRM) project. This project will deliver a modern platform for managing a variety of requests for service, including through Fix My Street (FMS). The CSRM Platform will provide staff with modern tools to streamline our business processes and provide a central place to access information, both in the office and out in the field. The project will also improve how we interact with citizens through availability of real time information and data.

The interconnectivity between the ACT Digital Account, Access Canberra CRM and FMS, and TCCS CSRM systems is designed to create a seamless digital experience for citizens and provide them with updates on the status of their requests.

Progress in achieving these actions will be measured through:

• delivery against the CSRM Benefits Realisation Plan, including increased mobility of staff to access service requests anytime, anywhere, from any device
• tracking benefits realisation of new systems including customer service surveys, and
• the number of business units being successfully onboarded to the CSRM.

Strategies: Data Strategy. IT Strategy. Establish the Digital Strategy.

Measures: CSRM benefits across business units.

TCCS will continue to pursue measures and initiatives designed to encourage increased participation by Canberrans in ways of moving that reduce emissions and are good for their health, like walking, cycling and use of E-scooters.

This work will incorporate the implementation of a targeted package of initiatives specifically for Active Travel and include:

• an update to the current Active Travel Framework
• development of a Cycle Network Plan, and
• development of a Best Practice Design Guide.

Together with existing programs, such as Active Streets and the Ride or Walk to School Program, these initiatives will reflect current priorities, identify gaps in infrastructure and ensure that walking and cycling options are more attractive and available, either on their own or in combination with access to public transport services.

Progress in achieving these goals will be measured through:

• delivery of actions under the Active Travel Framework, and
• Wellbeing Framework data, which will capture the uptake of different modes of transport, including active travel.

Strategy: Deliver against the Active Travel Framework. Incorporate Active Travel into business cases for road infrastructure.

Measures: Increased use of active travel, measured through the Mode of Transport for Travel under the ACT Wellbeing Framework.

Providing a safe, reliable, efficient, and integrated transport system is an essential part of being a city that is accessible and easy to move around. This is primarily delivered through an integrated bus and light rail public transport network.

Transport Canberra will deliver on commitments to further improve the integrated transport network by:

• implementing Parliamentary and Governing Agreement commitments for light rail by working with Major Projects Canberra to deliver Stage 2 of the network, the Sandford Street Stop and Woden Light Rail interchange
• implementing the Zero-Emission Transition Plan for Transport Canberra to achieve a zero-emissions public transport system by 2040
• providing public transport for new suburbs, and
• delivering a modern ticketing system.

Progress against this goal will be measured through:

• increase in patronage on public transport
• increased satisfaction with public transport, measured through the customer satisfaction survey, and
• data provided through the ACT Wellbeing Framework under the Transport Use and Access measure.

Strategies: Data driven decision making. Climate Change Strategy. Transport Strategy. Customer Strategy.

Measures: Higher patronage on public transport. Improved outcomes under the ACT Wellbeing indicator: Transport use and access.

The ACT Government is focused on reducing emissions to address climate change, detailed in the ACT Climate Change Strategy, Zero Emissions Government Framework, Zero-Emission Transition Plan for Transport Canberra, the ACT’s Transition to Zero Emissions Vehicles and the Living Infrastructure Plan: Cooling the City.

TCCS will play a key role in reducing emissions by implementing the government’s commitments detailed in the Parliamentary and Governing Agreement by significantly expand the number of zero emissions vehicles (ZEV); developing new food organics processing capabilities and collections services for the ACT and ensuring all retrofitting in TCCS buildings and facilities will have a goal of net-zero emissions post retrofit.

Performance will be tracked through:

• six monthly reporting against TCCS’ actions in the ACT Climate Change Strategy
• annual update of the Zero-Emission Transition Plan for Transport Canberra, and
• performance data in the TCCS Annual Report, Ecological and Sustainable Development section which details resources use and other sustainability initiatives delivered.

Strategies: ACT Climate Change Strategy, Zero-Emission Transition Plan for Transport Canberra, the ACT’s Transition to Zero Emissions Vehicles and the Living Infrastructure Plan.

Measures: Six monthly reporting against ACT Climate Change strategy and performance data in the TCCS Annual Report, Ecological and Sustainable Development section.

Our vision is to deliver sustainable waste management for the ACT and support Canberrans in their efforts to avoid waste.

From 2021-24 we will continue to transform our sustainable waste management landscape through:

• implementation of Food and Garden Organics (FOGO) household collections and processing
• implementation of the Plastic Reduction Act 2021 and identifying future items to be banned
• upgrading our Materials Recycling Facility to produce cleaner, higher quality recycled materials, and
• developing the circular economy legislation for the ACT.

Within TCCS we will seek to support and incorporate alternate recycled and sustainable content into road work materials and specifications such as asphalt, stormwater pipes, energy efficient base and city infrastructure such as seating, bollards, as well focusing on reducing waste sent to landfill.

Success will be measured through:

• annual report accountability indicators
• delivery of a FOGO trial service and wider implementation, and
• delivery of circular economy legislation.

Strategy:  Parliamentary and Governing agreement, the ACT Waste Management Strategy 2011-25, the ACT Climate Change Strategy 2019-2025, the National Waste Policy and new legislation.

Measures: Higher resource recovery and less waste to landfill. Commitments to Food and garden organics services. Circular economy legislation during the 2021-24 period.

The success of Transport Canberra and City Services as a Directorate relies on the skill and commitment of our over 2000 employees.

Our 2019-2023 People Strategy is a demonstration of our commitment to our employees and sets the direction for our people activities through five priority areas:

1. Purposeful leadership
2. Attracting the right people
3. A great employee experience
4. Creating pathways to grow
5. Shaping a diverse and inclusive workforce

Our people priorities and actions are designed to provide our employees with clear purpose, job satisfaction, growth, development, and flexibility. Our highest priority will be to build leadership capability, equipping leaders to develop highly skilled and engaged teams, playing a lead role in developing a culture that values safety and respect.

Progress in achieving these actions will be measured through:

• delivery of the 50 people priorities set out in the 2019-2023 People Strategy
• results of the employee satisfaction survey
• staffing indicators, including staff retention rates and regular staff feedback opportunities, and
• staff ‘pulse’ survey results.

Strategies: 2019-2023 People Strategy.

Measures: 2019-2023 People Strategy deliverables, employee satisfaction survey results, staffing indicators.

Maintaining the safety and wellbeing of our workforce and the community members who interact with our services will continue to be a core area of focus for the Directorate. Safety is one of TCCS’ core values.

To put this commitment into action, a key strategy will be the continued implementation of SafetyNet to align with WHS legislation, AS/NZS ISO 45001:2018 Occupational Health and Safety Management Systems and a behavioural model for health, safety and wellbeing.

Progress in achieving these actions will be measured through:

• percentage of notifiable incidents reported within 48 hours and investigated in line with the Incident Investigation Guideline
• percentage of workplace inspections completed to schedule each month, and
• reduce the incidence rate of claims resulting in one or more weeks off work by at least 30 percent. Target 2021-22 is 8.72 per 1000 employees.

Strategy: COVID Safe Plan. Implementation of SafetyNet safety management system.

Measures: WHS performance indicators reported to TCCS Tier 1 Safety Committee.

TCCS is a diverse Directorate responsible for delivering large infrastructure projects spanning roads, footpaths, streetlights, cycle paths and the public transport system, as well as delivering a range of services, such as collecting and recycling household and other waste, providing public libraries and managing green spaces.

Given the diversity and cost of TCCS activities, effective procurement and contract management is an important and scrutinised function of TCCS. Value for Money in procurement is the consideration of the capability, capacity, price and risk of outsourcing goods, services and works to deliver public value.

TCCS will achieve value for money through the facilitation of ethical and transparent procurement, applying the ACT Government's legislative and policy frameworks to determine procurement methodologies and the consideration of the Charter of Procurement Values.

Progress in achieving these actions will be measured through:

• Expenditure against capital projects in accordance with agreed deliverables
• Quarterly tracking of percentage of staff who have undertaken procurement training
• Monthly completion of procurement workbook to drive good contract management

Strategies: Ethical and Transparent Procurement. Aboriginal and Torres Strait Islander Procurement Policy. Government Procurement (Charter of Procurement Values) Direction.

Measures: Expenditure against capital projects in accordance with agreed deliverables. Percentage of staff who have undertaken procurement training

Our values are Respect, Integrity, Collaboration, Innovation, Excellence and Safety.

TCCS will create a work environment where all employees enjoy coming to work every day and where everyone takes pride in where we work and what they do. Our Directorate values are important in creating this environment to attract and retain staff. They provide clarity about the positive behaviours that every member of staff can demonstrate in their everyday work.

We will develop values-based leadership and change management capability to lead and adapt to change and improve performance management. We will inform and embed practices that evolve a diverse and inclusive culture. This commitment is also demonstrated through actions under our Reconciliation Action Plan and commitments under the Aboriginal and Torres Strait Islander Agreement.

Progress in achieving these actions will be measured through:

• Implementation of staff survey action plans
• Imbedding values in business planning and performance development plans

Strategy: Providing the tools and resources people need to do their job according to values.

Measures: Increase in staff engagement measured through pulse surveys and staff engagement survey.