{ "entity_id": "O-000900", "folder": "National-Transport-Commission", "name": "National Transport Commission", "type": "Corporate Commonwealth Entity", "jurisdiction": "Commonwealth", "portfolio": "Infrastructure, Transport, Regional Development, \r\nCommunications, Sport and the Arts", "website": "http://www.ntc.gov.au", "data_status": "rich", "completeness": { "has_strategy_brief": true, "has_strategy_structured": true, "has_vision": false, "has_kpi_targets": true, "has_kpi_results": false, "has_strategy_overview": true, "has_legislation_text": true, "has_legislation_structured": true, "has_global_initiatives_text": true, "has_ideas": true, "has_artifacts": true, "n_ideas": 8, "n_legislation": 5, "n_artifacts": 11, "n_kpi_targets": 4, "n_kpi_results": 0, "n_outcomes": 5, "verified_own_data": true }, "strategy_profile": { "status": "published", "confidence": "high", "summary": "We lead national land transport reform", "official_site_url": "http://www.ntc.gov.au", "source_documents": [ { "type": "corporate_plan", "title": "NTC Corporate Plan 2025-2029 14 Aug 2025\n - PDF 12.79 MB", "url": "http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf", "period": "2020", "confidence": "high" }, { "type": "corporate_plan", "title": "NTC Corporate Plan 2019-2023 01 Aug 2019\n - PDF 3.82 MB", "url": "http://www.ntc.gov.au/sites/default/files/assets/files/NTC-Corporate-Plan-2019-2023.pdf", "period": "2019", "confidence": "high" }, { "type": "strategie", "title": "Australian Defence Force Road Transport Exemption Framework 2020 07 Dec 2020\n - PDF 5.77 MB", "url": "http://www.ntc.gov.au/sites/default/files/assets/files/ADF-framework-2020.pdf", "period": "2020", "confidence": "medium" }, { "type": "strategie", "title": "National Transport Reforms Evaluation Framework", "url": "https://www.ntc.gov.au/sites/default/files/assets/files/National%20Transport%20Reforms%20Evaluation%20Framework.pdf", "period": null, "confidence": "medium" }, { "type": "strategie", "title": "Heavy Vehicle National Law High-Level Regulatory Framework Decision Regulation Impact Statement 03 Aug 2023\n - PDF 8.1 MB", "url": "http://www.ntc.gov.au/sites/default/files/assets/files/Heavy%20Vehicle%20National%20Law%20High-Level%20Regulatory%20Framework%20Decision%20Regulation%20Impact%20Statement.pdf", "period": "2023", "confidence": "medium" }, { "type": "strategie", "title": "Australian Government's Policy for the responsible use of Artificial Intelligence (AI) in government", "url": "https://www.digital.gov.au/sites/default/files/documents/2024-08/Policy%20for%20the%20responsible%20use%20of%20AI%20in%20government%20v1.1.pdf", "period": "2024", "confidence": "medium" } ], "purpose": { "text": "We lead national land transport reform", "source_url": "http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf", "source_page": 7, "source_deep_url": "http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf#page=7" }, "vision": null, "strategic_priorities": [ { "title": "Safer transport", "description": "Safer transport", "source_url": "http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf", "source_page": 18, "source_deep_url": "http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf#page=18" }, { "title": "A productive national system", "description": "A productive national system", "source_url": "http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf", "source_page": 20, "source_deep_url": "http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf#page=20" }, { "title": "Improved environmental outcomes", "description": "Improved environmental outcomes", "source_url": "http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf", "source_page": 22, "source_deep_url": "http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf#page=22" }, { "title": "Trusted as expert advisors", "description": "Trusted as expert advisors", "source_url": "http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf", "source_page": 24, "source_deep_url": "http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf#page=24" }, { "title": "A high performing organisation", "description": "A high performing organisation", "source_url": "http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf", "source_page": 28, "source_deep_url": "http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf#page=28" } ], "values": [ { "name": "Care", "description": "", "source_url": "http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf", "source_page": null }, { "name": "Passion to make the world a better place", "description": "", "source_url": "http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf", "source_page": null }, { "name": "Commitment to deliver the best possible outcomes", "description": "", "source_url": "http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf", "source_page": null }, { "name": "Empathy and respect for all", "description": "", "source_url": "http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf", "source_page": null }, { "name": "Accountability for everything we do", "description": "", "source_url": "http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf", "source_page": null }, { "name": "Dedication to pursuing and delivering meaningful work", "description": "", "source_url": "http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf", "source_page": null }, { "name": "Ownership of our work from start to finish", "description": "", "source_url": "http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf", "source_page": null }, { "name": "Curiosity", "description": "", "source_url": "http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf", "source_page": null }, { "name": "Embrace and seek innovation", "description": "", "source_url": "http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf", "source_page": null }, { "name": "Listen to learn and be open-minded", "description": "", "source_url": "http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf", "source_page": null }, { "name": "Show initiative and ask why at every turn", "description": "", "source_url": "http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf", "source_page": null }, { "name": "Collaboration", "description": "", "source_url": "http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf", "source_page": null }, { "name": "Embrace diversity and different perspectives", "description": "", "source_url": "http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf", "source_page": null }, { "name": "Pitch in to support our peers", "description": "", "source_url": "http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf", "source_page": null }, { "name": "Courage", "description": "", "source_url": "http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf", "source_page": null }, { "name": "Seek challenge and challenge others", "description": "", "source_url": "http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf", "source_page": null }, { "name": "Resilience through adversity", "description": "", "source_url": "http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf", "source_page": null }, { "name": "Foster a positive risk culture", "description": "", "source_url": "http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf", "source_page": null } ], "outcomes": [ { "name": "Goal 1: Safer transport", "description": "We progress a transport system that enables the safe movement of people and goods across Australia and promotes a safe transport system that is productive, resilient and sustainable now and in the future.", "activities": [ "Reduction in road and rail fatalities, injuries, and other impacts from the transport system that are harmful to health and wellbeing", "Regulatory frameworks that promote a safe transport system", "Regulatory frameworks that support competition and innovation" ], "source_url": "http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf", "source_page": 8, "source_deep_url": "http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf#page=8" }, { "name": "Goal 2: A productive national system", "description": "We advance a seamless national transport system that is productive, resilient and sustainable now and in the future.", "activities": [ "Coordination, facilitation and partnerships", "Regulatory reform, instruments, and frameworks", "Regulatory guidance", "Research, reporting and evaluation" ], "source_url": "http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf", "source_page": 9, "source_deep_url": "http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf#page=9" }, { "name": "Goal 3: Improved environmental outcomes", "description": "The NTC will work towards this goal by focusing on: Transport decarbonisation", "activities": [ "§ Transport decarbonisation" ], "source_url": "http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf", "source_page": 9, "source_deep_url": "http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf#page=9" }, { "name": "Goal 4: Trusted as expert advisors", "description": "The NTC will work towards this goal by focusing on: High-quality advice based on robust and transparent policy practices", "activities": [ "§ High-quality advice based on robust and transparent policy practices" ], "source_url": "http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf", "source_page": 9, "source_deep_url": "http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf#page=9" }, { "name": "Goal 5: A high performing organisation", "description": "The NTC will work towards this goal by focusing on: A great place to work where all staff feel connected, engaged and valued", "activities": [ "§ A great place to work where all staff feel connected, engaged and valued" ], "source_url": "http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf", "source_page": 9, "source_deep_url": "http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf#page=9" } ], "performance_measures": [ { "code": "", "measure": "Evaluations of the impact of the NTC’s reforms show clear evidence that the reforms delivered the desired outcomes.", "target": "No target", "latest_result": "", "status": "", "target_source_url": "http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf", "target_source_page": 47, "result_source_url": "", "result_source_page": null }, { "code": "", "measure": "The NTC develops reform proposals that offer clear advice and assessment of anticipated benefits, including evidence of the expected benefits of implementing the reform.", "target": "No target", "latest_result": "", "status": "", "target_source_url": "http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf", "target_source_page": 47, "result_source_url": "", "result_source_page": null }, { "code": "", "measure": "All NTC reforms and regulatory amendments are proposed with a clear implementation pathway to support those implementation plans.", "target": "100 per cent", "latest_result": "", "status": "", "target_source_url": "http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf", "target_source_page": 47, "result_source_url": "", "result_source_page": null }, { "code": "", "measure": "The NTC has engaged staff and has a supportive culture and alignment improving its capability to deliver its program of work.", "target": "An overall staff engagement and alignment score that indicates the NTC is in the top quartile of results compared to similar organisations.", "latest_result": "", "status": "", "target_source_url": "http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf", "target_source_page": 48, "result_source_url": "", "result_source_page": null } ], "document_alignment_terms": { "must_support": [ "We lead national land transport reform", "Safer transport", "A productive national system", "Improved environmental outcomes", "Trusted as expert advisors", "A high performing organisation" ], "watch_terms": [ "Evaluations of the impact of the NTC’s reforms show clear evidence that the reforms delivered the desired outcomes.", "The NTC develops reform proposals that offer clear advice and assessment of anticipated benefits, including evidence of the expected benefits of implementing the reform.", "All NTC reforms and regulatory amendments are proposed with a clear implementation pathway to support those implementation plans.", "The NTC has engaged staff and has a supportive culture and alignment improving its capability to deliver its program of work." ], "avoid_claiming_without_evidence": [] }, "review_note": "" }, "strategy_brief_md": "# National Transport Commission — Strategy Brief\n\n**Reporting period**: 2024-25\n**Corporate plan in force**: 2025-26\n**Corporate Plan**: [2025-26](http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf)\n\n## Our purpose / purposes\n\n> We lead national land transport reform [[CP p.7](http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf#page=7)(http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf#page=7)]\n\n## How we deliver\n\n> We help identify, explore, develop, and evaluate solutions to those challenges. [[CP p.13](http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf#page=13)(http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf#page=13)]\n\n## Government priorities for this department\n\n- Safer transport [[CP p.18](http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf#page=18)(http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf#page=18)]\n- A productive national system [[CP p.20](http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf#page=20)(http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf#page=20)]\n- Improved environmental outcomes [[CP p.22](http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf#page=22)(http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf#page=22)]\n- Trusted as expert advisors [[CP p.24](http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf#page=24)(http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf#page=24)]\n- A high performing organisation [[CP p.28](http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf#page=28)(http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf#page=28)]\n\n## Outcomes\n\n### Goal 1: Safer transport\nWe progress a transport system that enables the safe movement of people and goods across Australia and promotes a safe transport system that is productive, resilient and sustainable now and in the future. [[CP p.8](http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf#page=8)(http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf#page=8)]\n\n**Key activities:**\n- Reduction in road and rail fatalities, injuries, and other impacts from the transport system that are harmful to health and wellbeing\n- Regulatory frameworks that promote a safe transport system\n- Regulatory frameworks that support competition and innovation\n\n### Goal 2: A productive national system\nWe advance a seamless national transport system that is productive, resilient and sustainable now and in the future. [[CP p.9](http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf#page=9)(http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf#page=9)]\n\n**Key activities:**\n- Coordination, facilitation and partnerships\n- Regulatory reform, instruments, and frameworks\n- Regulatory guidance\n- Research, reporting and evaluation\n\n### Goal 3: Improved environmental outcomes\nThe NTC will work towards this goal by focusing on: Transport decarbonisation [[CP p.9](http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf#page=9)(http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf#page=9)]\n\n**Key activities:**\n- § Transport decarbonisation\n\n### Goal 4: Trusted as expert advisors\nThe NTC will work towards this goal by focusing on: High-quality advice based on robust and transparent policy practices [[CP p.9](http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf#page=9)(http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf#page=9)]\n\n**Key activities:**\n- § High-quality advice based on robust and transparent policy practices\n\n### Goal 5: A high performing organisation\nThe NTC will work towards this goal by focusing on: A great place to work where all staff feel connected, engaged and valued [[CP p.9](http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf#page=9)(http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf#page=9)]\n\n**Key activities:**\n- § A great place to work where all staff feel connected, engaged and valued\n\n## Values and principles\n\n_NTC Values_\n\n- Care\n- Passion to make the world a better place\n- Commitment to deliver the best possible outcomes\n- Empathy and respect for all\n- Accountability for everything we do\n- Dedication to pursuing and delivering meaningful work\n- Ownership of our work from start to finish\n- Curiosity\n- Embrace and seek innovation\n- Listen to learn and be open-minded\n- Show initiative and ask why at every turn\n- Collaboration\n- Embrace diversity and different perspectives\n- Pitch in to support our peers\n- Courage\n- Seek challenge and challenge others\n- Resilience through adversity\n- Foster a positive risk culture\n\n## What they will measure themselves on this year (targets from 2025-26 corporate plan)\n\n| Code | Measure | Target | Source |\n|---|---|---|---|\n| | Evaluations of the impact of the NTC’s reforms show clear evidence that the reforms delivered the desired outcomes. | No target | [CP p.47](http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf#page=47)(http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf#page=47) |\n| | The NTC develops reform proposals that offer clear advice and assessment of anticipated benefits, including evidence of the expected benefits of implementing the reform. | No target | [CP p.47](http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf#page=47)(http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf#page=47) |\n| | All NTC reforms and regulatory amendments are proposed with a clear implementation pathway to support those implementation plans. | 100 per cent | [CP p.47](http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf#page=47)(http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf#page=47) |\n| | The NTC has engaged staff and has a supportive culture and alignment improving its capability to deliver its program of work. | An overall staff engagement and alignment score that indicates the NTC is in the top quartile of results compared to similar organisations. | [CP p.48](http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf#page=48)(http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf#page=48) |", "strategy_overview_evidence_md": null, "internal_strategy_evidence_md": "# National Transport Commission - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T21:53:19.690294+00:00\n**Entity ID**: O-000900\n**Entity type**: Corporate Commonwealth Entity\n**Jurisdiction**: Commonwealth\n**Portfolio**: Infrastructure, Transport, Regional Development, \n\nCommunications, Sport and the Arts\n**Website**: http://www.ntc.gov.au\n\n> Draft generated from scraped source material. Treat this as an evidence pack for editorial review, not a final judgement.\n\n## Source Coverage\n\n| Source type | Count |\n|---|---:|\n| corporate-plans | 2 |\n| global-intelligence | 3 |\n| other-pdfs | 5 |\n| pages | 32 |\n| strategies | 4 |\n\n## Executive Readout\n\n### Purpose\n\n- [Page 6]\nAbout the National\nTransport Commission\nNational Transport Commission\nCorporate Plan 2025–26 to 2028–29\nAbout the\nStatement of preparation 3\nForeword 4\nAbout the National National Transport\nTransport Commission 6\nWho we are 7\nCommission\nOur purpose: We lead national\nland transport reform 7\nOur strategic goals 8\nOur role and functions 9\nOur governance and legislation 11\nOur vision\nOur risk management and oversight 12\nHow we deliver reform 13\nThe NTC advances social, economic, and environmental\nThe reform process 13 outcomes for all Australians through an efficient and\nWho we work with and how 14 integrated national land transport system.\n Source: `corporate-plans/2025.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf)`\n- [Page 7]\nOur purpose: We lead national\nland transport reform\nNational Transport Commission\nCorporate Plan 2025–26 to 2028–29\nStatement of preparation 3 Who we are\nForeword 4\nAbout the National\nTransport Commission 6\nOur purpose\nWho we are 7\nOur purpose: We lead national\nland transport reform 7 We lead national land transport reform\nOur strategic goals 8\nThe NTC leads national land transport reform in support of Australian\nOur role and functions 9 governments to:\nOur governance and legislation 11 § i mprove safety, productivity, environmental outcomes and regulatory\nefficiency, and enable future transport technologies\nOur risk management and oversight 12\n§ p romote an integrated and nationally consistent land transport system\nHow we deliver reform 13 § h elp achieve the strategic objectives of Australia’s infrastructure and\ntransport ministers.\n Source: `corporate-plans/2025.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf)`\n- Goal 3:\n§ H ow supportive ITMM or ministers are of\nImproved environmental outcomes 22\nconsidering NTC advice\nGoal 4:\nTrusted as expert advisors 24 4. § N TC purpose: help achieve the The NTC delivers its ITMM- 100 per cent of ITMM-agreed A count of deliverables completed (using NTC program\nstrategic objectives agreed deliverables on time deliverables are completed management records and papers submitted to ITMM)\nGoal 5: of Australia’s infrastructure and and within budget, to enable on time against the ITMM- compared with the approved annual work program\nA high performing organisation 28 transport ministers ITMM to deliver on their agreed work program and and budget.\n§ G oal 5: A high performing strategic objectives. within budget.\n Source: `corporate-plans/2025.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf)`\n- [Page 2]\nContents\nStatement of preparation 3 Leading and delivering reform 16\nForeword 4 Our reform landscape 17\nGoal 1: Safer transport 18\nAbout the National\nGoal 2: A productive national system 20\nTransport Commission 6\nGoal 3: Improved environmental outcomes 22\nWho we are 7\nGoal 4: Trusted as expert advisors 24\nOur purpose: We lead national land transport reform 7\nGoal 5: A high performing organisation 28\nOur strategic goals 8\nOur program of work for 2025–26 to 2028–29 32\nOur role and functions 9\nEvaluating our performance 45\nOur governance and legislation 11\nOur risk management and oversight 12 How we evaluate our performance 46\nHow we deliver reform 13 Our performance measures 47\nThe reform process 13\nWho we work with and how 14\nThe NTC acknowledges the Traditional Owners and Custodians of Country\nthroughout Australia and acknowledge their continuing connection to land,\n Source: `corporate-plans/2025.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf)`\n\n### Role and Functions\n\n- [Page 2]\nContents\nStatement of preparation 3 Leading and delivering reform 16\nForeword 4 Our reform landscape 17\nGoal 1: Safer transport 18\nAbout the National\nGoal 2: A productive national system 20\nTransport Commission 6\nGoal 3: Improved environmental outcomes 22\nWho we are 7\nGoal 4: Trusted as expert advisors 24\nOur purpose: We lead national land transport reform 7\nGoal 5: A high performing organisation 28\nOur strategic goals 8\nOur program of work for 2025–26 to 2028–29 32\nOur role and functions 9\nEvaluating our performance 45\nOur governance and legislation 11\nOur risk management and oversight 12 How we evaluate our performance 46\nHow we deliver reform 13 Our performance measures 47\nThe reform process 13\nWho we work with and how 14\nThe NTC acknowledges the Traditional Owners and Custodians of Country\nthroughout Australia and acknowledge their continuing connection to land,\n Source: `corporate-plans/2025.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf)`\n- Our role and functions 9\nOur governance and legislation 11\nThis plan is prepared in accordance with\nparagraph 35(1)(b) of the Public Governance,\nOur risk management and oversight 12\nPerformance and Accountability Act 2013 and\nHow we deliver reform 13 in accordance with the Public Governance,\nPerformance and Accountability Rule 2014.\n Source: `corporate-plans/2025.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf)`\n- [Page 6]\nAbout the National\nTransport Commission\nNational Transport Commission\nCorporate Plan 2025–26 to 2028–29\nAbout the\nStatement of preparation 3\nForeword 4\nAbout the National National Transport\nTransport Commission 6\nWho we are 7\nCommission\nOur purpose: We lead national\nland transport reform 7\nOur strategic goals 8\nOur role and functions 9\nOur governance and legislation 11\nOur vision\nOur risk management and oversight 12\nHow we deliver reform 13\nThe NTC advances social, economic, and environmental\nThe reform process 13 outcomes for all Australians through an efficient and\nWho we work with and how 14 integrated national land transport system.\n Source: `corporate-plans/2025.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf)`\n- [Page 7]\nOur purpose: We lead national\nland transport reform\nNational Transport Commission\nCorporate Plan 2025–26 to 2028–29\nStatement of preparation 3 Who we are\nForeword 4\nAbout the National\nTransport Commission 6\nOur purpose\nWho we are 7\nOur purpose: We lead national\nland transport reform 7 We lead national land transport reform\nOur strategic goals 8\nThe NTC leads national land transport reform in support of Australian\nOur role and functions 9 governments to:\nOur governance and legislation 11 § i mprove safety, productivity, environmental outcomes and regulatory\nefficiency, and enable future transport technologies\nOur risk management and oversight 12\n§ p romote an integrated and nationally consistent land transport system\nHow we deliver reform 13 § h elp achieve the strategic objectives of Australia’s infrastructure and\ntransport ministers.\n Source: `corporate-plans/2025.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf)`\n- [Page 12]\nNational Transport Commission\nCorporate Plan 2025–26 to 2028–29\nOur risk management\nStatement of preparation 3\nForeword 4\nand oversight\nAbout the National\nTransport Commission 6\nWho we are 7\nThe NTC has an established risk management\nOur purpose: We lead national\nland transport reform 7 framework that provides a structured, ongoing\nOur strategic goals 8 process for the Commission, leadership team and\nstaff to identify, assess, respond to and report on\nOur role and functions 9\nrisks that could prevent the NTC from achieving its\nOur governance and legislation 11\norganisational objectives.\n Source: `corporate-plans/2025.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf)`\n- Who we are 7\nOur purpose: We lead national\nland transport reform 7 The reform process\nOur strategic goals 8\nOur role and functions 9 In most cases, our reform work progresses though five stages, from the initial idea through to implementation and evaluation of the impact:\nOur governance and legislation 11\n1.\n Source: `corporate-plans/2025.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf)`\n\n### Strategic Priorities\n\n- The To improve the information available\nA high performing organisation 28 NTC goals incorporate directions from ITMM including their for assessing performance, the NTC is\nstrategic priorities, Statement of Expectations and PBF for the enhancing our broader\nOur program of work for\nNTC, and recommendations from the statutory review of the NTC. evaluation program to\n2025–26 to 2028–29 32\nOur key activities (the delivery of our program of work) align with include more evaluation\nthese goals. on the impacts of our\nEvaluating our performance 45\nreforms.\n Source: `corporate-plans/2025.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf)`\n- Goal 3:\n§ H ow supportive ITMM or ministers are of\nImproved environmental outcomes 22\nconsidering NTC advice\nGoal 4:\nTrusted as expert advisors 24 4. § N TC purpose: help achieve the The NTC delivers its ITMM- 100 per cent of ITMM-agreed A count of deliverables completed (using NTC program\nstrategic objectives agreed deliverables on time deliverables are completed management records and papers submitted to ITMM)\nGoal 5: of Australia’s infrastructure and and within budget, to enable on time against the ITMM- compared with the approved annual work program\nA high performing organisation 28 transport ministers ITMM to deliver on their agreed work program and and budget.\n§ G oal 5: A high performing strategic objectives. within budget.\n Source: `corporate-plans/2025.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf)`\n- [pages 47,48,49]\nng NTC advice\nGoal 4:\nTrusted as expert advisors 24 4. § N TC purpose: help achieve the The NTC delivers its ITMM- 100 per cent of ITMM-agreed A count of deliverables completed (using NTC program\nstrategic objectives agreed deliverables on time deliverables are completed management records and papers submitted to ITMM)\nGoal 5: of Australia’s infrastructure and and within budget, to enable on time against the ITMM- compared with the approved annual work program\nA high performing organisation 28 transport ministers ITMM to deliver on their agreed work program and and budget.\n§ G oal 5: A high performing strategic objectives. within budget.\n Source: `corporate-plans/2025.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf)`\n- [Page 7]\nOur purpose: We lead national\nland transport reform\nNational Transport Commission\nCorporate Plan 2025–26 to 2028–29\nStatement of preparation 3 Who we are\nForeword 4\nAbout the National\nTransport Commission 6\nOur purpose\nWho we are 7\nOur purpose: We lead national\nland transport reform 7 We lead national land transport reform\nOur strategic goals 8\nThe NTC leads national land transport reform in support of Australian\nOur role and functions 9 governments to:\nOur governance and legislation 11 § i mprove safety, productivity, environmental outcomes and regulatory\nefficiency, and enable future transport technologies\nOur risk management and oversight 12\n§ p romote an integrated and nationally consistent land transport system\nHow we deliver reform 13 § h elp achieve the strategic objectives of Australia’s infrastructure and\ntransport ministers.\n Source: `corporate-plans/2025.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf)`\n- [pages 7,8,9]\ntion 11 § i mprove safety, productivity, environmental outcomes and regulatory\nefficiency, and enable future transport technologies\nOur risk management and oversight 12\n§ p romote an integrated and nationally consistent land transport system\nHow we deliver reform 13 § h elp achieve the strategic objectives of Australia’s infrastructure and\ntransport ministers.\n Source: `corporate-plans/2025.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf)`\n- [Page 8]\nNational Transport Commission\nCorporate Plan 2025–26 to 2028–29\nStatement of preparation 3 Our strategic goals\nForeword 4\nAbout the National\nTransport Commission 6 The NTC has five strategic goals shaped around the priorities set out by\nWho we are 7 Australia’s transport ministers and the Inter-Governmental Agreement for ‘Our reform landscape’\nOur purpose: We lead national Regulatory and Operational Reform in Road, Rail and Intermodal Transport. outlines how these\nland transport reform 7 goals relate to our wider\nThese goals respond to our purpose and describe what we have been asked to\nenvironment and how the\nOur strategic goals 8 achieve, and what we will focus on to deliver those outcomes: NTC is delivering on them.\n Source: `corporate-plans/2025.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf)`\n- [Page 17]\nNational Transport Commission\nCorporate Plan 2025–26 to 2028–29\nOur reform\nStatement of preparation 3\nForeword 4\nlandscape\nAbout the National\nTransport Commission 6\nWho we are 7\nOur purpose: We lead national Transport ministers (through the Infrastructure These priorities are reflected in the NTC’s\nland transport reform 7 and Transport Ministers’ Meeting) have five strategic goals, which set out how we will\noutlined five key priorities for the national deliver on our purpose.\n Source: `corporate-plans/2025.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf)`\n- This is supported § Proactive workforce\nby the ongoing development of more fit-for-purpose program planning and\nGoal 5: and resource management systems and practices to allow us development that looks\nA high performing organisation 28 to dynamically scale and resource to priorities. at how to optimise\ntraining for the NTC,\nOur program of work for Key risk: The labour market and dynamic transport ensures learning is\n2025–26 to 2028–29 32 policy environment makes it challenging to develop transferred into the\nand retain the skills and capability required to deliver workplace, and plans\nEvaluating our performance 45 the NTC’s program of work. for the future.\n Source: `corporate-plans/2025.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf)`\n- [Page 28]\nNational Transport Commission\nCorporate Plan 2025–26 to 2028–29\nThe transport ministers’ Statement of Expectations for the NTC Further oversight is provided through the Risk, Audit and\ndirects the Commission to “Create a culture of performance Governance Committee, a committee of the NTC Commission\nStatement of preparation 3 that effectively carries out the transport ministers’ priorities with that is responsible for independently assessing the NTC’s\navailable resources, expertise and systems.” governance and risk management policies and procedures, risk\nForeword 4\nand control environment and management of that environment.\n Source: `corporate-plans/2025.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf)`\n- Our program of work sets out\nOur role and functions 9 the key activities we will undertake to achieve our purpose\nOur governance and legislation 11 and deliver on our reform goals:\nOur risk management and oversight 12\nHow we deliver reform 13\nGoal 1:\nThe reform process 13\nSafer transport\nWho we work with and how 14\nLeading and delivering reform 16\nOur reform landscape 17 Goal 2:\nA productive\nGoal 1:\nSafer transport 18\nnational system\nGoal 2:\nA productive national system 20\nGoal 3: Goal 3:\nImproved environmental outcomes 22\nImproved environmental\nGoal 4:\noutcomes\nTrusted as expert advisors 24\nGoal 5:\nA high performing organisation 28\nOur program of work for The NTC’s work has been planned across the next four years as\n2025–26 to 2028–29 32 set out in this section.\n Source: `corporate-plans/2025.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf)`\n\n## KPIs, Targets, and Where They Are At\n\n- [Page 47]\nNational Transport Commission\nCorporate Plan 2025–26 to 2028–29\nOur performance measures\nStatement of preparation 3\nForeword 4\nAbout the National\nTransport Commission 6\nPerformance measure\nStrategic alignment and rationale Target Assessment methodology and data source 2025–26 2026–27 2027–28 2028-29\nWho we are 7\n1. § N TC Purpose: improve safety, Evaluations of the impact No target – All implemented An assessment of the key findings of evaluations\nOur purpose: We lead national\nproductivity, environmental of the NTC’s reforms NTC reforms evaluated are undertaken in developing the National Transport\nland transport reform 7\noutcomes and regulatory (once implemented) show shown to have been beneficial.\n Source: `corporate-plans/2025.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf)`\n- [Page 48]\nNational Transport Commission\nCorporate Plan 2025–26 to 2028–29\nPerformance measure\nStatement of preparation 3 Strategic alignment and rationale Target Assessment methodology and data source 2025–26 2026–27 2027–28 2028-29\nForeword 4 5. § N TC role and functions: The NTC delivers a No target - Legislative A count (based on NTC program management\nRegulatory reform, instruments comprehensive program instruments are reviewed records and papers submitted to ITMM) of amendment\nAbout the National and frameworks of legislative reviews each year with amendment packages submitted to ITMM.\n Source: `corporate-plans/2025.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf)`\n- When ITMM was considering the issue of setting heavy vehicle charges from 2023–24 to 2025–26,\nheavy vehicle charges had not achieved full cost recovery for some time.\n Source: `other-pdfs/Implementing-20a-20forward-looking-20cost-20base-20for-20heavy-20vehicle-20charg.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/Implementing%20a%20forward-looking%20cost%20base%20for%20heavy%20vehicle%20charges%20C-RIS.pdf)`\n- Performance measures\nEfficiency Target\nNTC delivers its projects on time and on budget\nPortion of projects completed on time and on budget > 90%\nPortion of projects presented to TISOC or the Council when due ≥ 80%\nThe NTC maintains, monitors and reviews land transport reforms\nRoutine legislative maintenance packages submitted to TISOC ≥ 5 / year\nReform Implementation Report Cards provided to Council when due > 90%\nReview of national consistency of instruments we maintain ≥ 5 / year\nEffectiveness Target\nThe NTC develops policy reform proposals of high value\nTotal Net Present Value (NPV) benefits of policy submitted to TISOC > 3-year rolling average (NPV)\nThe NTC develops practical reform recommendations\nPortion of NTC recommendations presented to Council and agreed > 90%\nTotal NPV benefits of regulatory reforms agreed by Council > 90% of that submitted to TISOC\n Source: `corporate-plans/2019.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/NTC-Corporate-Plan-2019-2023.pdf)`\n- [Page 43]\nNational Transport Commission\nCorporate Plan 2025–26 to 2028–29\nStatement of preparation 3\nForeword 4\nAbout the National\nTransport Commission 6 Reform monitoring and evaluation\nWho we are 7\nOur purpose: We lead national The NTC is responsible for\nFY FY FY FY\nland transport reform 7\nproviding assessments of the Reform monitoring and evaluation 2025–26 2026–27 2027–28 2028–29\nOur strategic goals 8\nimplementation of agreed reforms Delivering the annual National Transport Reform Implementation\nMonitoring Report\nOur role and functions 9 (including analyses on derogations\nDeveloping the annual National Transport Reform Implementation Monitoring Report\nOur governance and legislation 11 and variations as well as the to provide Ministers with an understanding of whether reform objectives and their\nanticipated benefits were achieved.\nreasons for any delay, barriers to\n Source: `corporate-plans/2025.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf)`\n- As a result, there is limited\nto the Infrastructure and Transport Senior Officials’ Committee\nevaluation or data on the reform impacts directly attributable\nLeading and delivering reform 16 (ITSOC) on the progress of the NTC’s program of work.\nto the NTC.\n§ Progress reporting on specific program areas or reforms\nOur reform landscape 17\n– updates provided to ITSOC or the Infrastructure and The NTC’s unique role in the transport system and our\nTransport Ministers’ Meeting (ITMM) as relevant or requested relationship with ITMM mean that output-based measures often\nGoal 1:\non significant pieces of work being delivered by the NTC. provide the clearest way to assess performance:\nSafer transport 18\n§ Six-yearly statutory review of the NTC (as required under s\nGoal 2: 51 of the National Transport Commission Act) – a review of the\n§ M easures on how well we meet the performance\n Source: `corporate-plans/2025.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf)`\n- Reform logic\nProblem Inputs Activities Outputs Short to Long-term Benefits\ndefinition medium outcomes\n& reform term\nobjective outcomes\nThe problem Resources Actions and Outputs Short to Long term Benefits\nstatement used to processes to produced medium term outcomes associated\ndescribes the deliver and deliver the (e.g., outcomes that occur with the\nissue or implement reform legislative that occur through outcomes\nproblem that the reform change) through implementing\nthe reform is implementing the reform\ndesigned the reform\nto address\nInput 1 Activity 1 Output 1\nShort to\nmedium- Long-term\nInput 2 Benefit 1\nterm outcome 1\nThe reform Activity 2\noutcome 1\nobjective\ndescribes\nInput 3 Output 2\nwhat the\nShort to\nreform aims\nto achieve Activity 3 medium- Long-term Benefit 2\nterm outcome 2\nInput 4\noutcome 2\nInput 5 Activity 4 Output 3\nFocus of the evaluation (when and what type)\n Source: `strategies/National-20Transport-20Reforms-20Evaluation-20Framework.pdf (https://www.ntc.gov.au/sites/default/files/assets/files/National%20Transport%20Reforms%20Evaluation%20Framework.pdf)`\n- [Page 20]\nOFFICIAL\n– 8.1a Making counting time simpler\n– 8.1b Reclassifying time using a “rest reference”\n 8.2 Revision to tier 2 and 3 of fatigue management framework\n 8.3 Widen the scope of fatigue requirements\n– 8.3a Target the scope at high-risk category drivers\n– 8.3b Widen the scope of fatigue regulated heavy vehicles\n– 8.3c A combination of drivers and vehicles\n 8.4 Reforms to make record keeping simpler and risk-based\n 8.5 Mandate electronic records.\n Source: `strategies/Heavy-20Vehicle-20National-20Law-20High-Level-20Regulatory-20Framework-20Decisio.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/Heavy%20Vehicle%20National%20Law%20High-Level%20Regulatory%20Framework%20Decision%20Regulation%20Impact%20Statement.pdf)`\n- Potential improvements\nThe proposed changes are projected to deliver benefits including:\n A law that better reflects the diversity of heavy vehicle operators, in turn:\n– Allowing operators to realise productivity gains when more flexible or appropriate\nACOs are offered to suit their business (assessment criteria 2c and 2d).\n– Enabling a reduction in overall safety risk, risk to infrastructure, and overall crash\nrisk by allowing operators to adopt the most appropriate risk management approach\nfor their business (assessment criteria 1d, 1e and 5a).\n A law that can keep pace with rapid advances in technology and changes across the\nheavy vehicle transport sector and support innovation, in turn:\n– Increasing operational efficiency and productivity gains where operators adopt the\nmost cutting-edge safety management technology (assessment criteria 2d and 6b).\n Source: `strategies/Heavy-20Vehicle-20National-20Law-20High-Level-20Regulatory-20Framework-20Decisio.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/Heavy%20Vehicle%20National%20Law%20High-Level%20Regulatory%20Framework%20Decision%20Regulation%20Impact%20Statement.pdf)`\n- [pages 84,85,86,87]\nsafety and infrastructure, and overall crash\nrisk by ensuring operators are not locked into old and ineffective risk management\napproaches (assessment criteria 1e).\n A law that will enable the NHVR to expand and adapt the accreditation scheme to\nencourage operators to take increased responsibility for managing risk (assessment\ncriteria 1c, 6c).\n The offer of more attractive and appropriate ACOs should also result in an increased\nuptake of accreditation.\n Source: `strategies/Heavy-20Vehicle-20National-20Law-20High-Level-20Regulatory-20Framework-20Decisio.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/Heavy%20Vehicle%20National%20Law%20High-Level%20Regulatory%20Framework%20Decision%20Regulation%20Impact%20Statement.pdf)`\n- This gap is the result of increases in heavy vehicle\ncharges have not kept up with increases in the heavy vehicle cost base, shown in the following figure.1\nEstimated cost base and heavy vehicle charges\nrevenue outcomes\n8\n6\n)\ns\nn\no 4\nillib\n$\n(\n2\n0\nHeavy Vehicle Cost Base Heavy Vehicle Charges Revenue\n1 The revenue figure for 2026–27 is based on estimated vehicle numbers.\n Source: `other-pdfs/Implementing-20a-20forward-looking-20cost-20base-20for-20heavy-20vehicle-20charg.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/Implementing%20a%20forward-looking%20cost%20base%20for%20heavy%20vehicle%20charges%20C-RIS.pdf)`\n- [Page 32]\nOFFICIAL\nIn terms of the future outlook for Australia, the Reserve Bank of Australia (RBA) noted a number of\npoints in its Statement on Monetary Policy of November 20258, which are broadly summarised below:\n▪ Australian GDP growth has recovered over the past year and is forecast to stabilise around its\npotential growth rate from 2025.\n▪ The level of GDP at the end of the forecast period is little changed from the August 2025\nstatement, with an upgrade to private demand offset by a downward revision to public demand.\n▪ The unemployment is forecast to increase slightly in quarterly terms and stabilise at close to 4.5\nper cent as GDP growth settles around potential growth.\n▪ The RBA assesses that there will still be some capacity pressures in the labour market and the\neconomy over the forecast period, but the RBA notes that this assessment is very uncertain.\n Source: `other-pdfs/Implementing-20a-20forward-looking-20cost-20base-20for-20heavy-20vehicle-20charg.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/Implementing%20a%20forward-looking%20cost%20base%20for%20heavy%20vehicle%20charges%20C-RIS.pdf)`\n- [pages 33,34,35]\nt period, but the RBA notes that this assessment is very uncertain.\n▪ The outlook for inflation was revised slightly higher following the strong September quarter\noutcome.\n▪ Year-ended headline inflation is expected to remain above 3 per cent for much of 2026, before\nreturning to a little above the midpoint of the target range (2.5 per cent) by late 2027.\n▪ Some downside risks to global growth remain, reflecting persistent uncertainty around the\nconfiguration and impact of trade and other economic policies.\n Source: `other-pdfs/Implementing-20a-20forward-looking-20cost-20base-20for-20heavy-20vehicle-20charg.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/Implementing%20a%20forward-looking%20cost%20base%20for%20heavy%20vehicle%20charges%20C-RIS.pdf)`\n- Figure 20 : Scenario – effect of increasing interest rates on revenue requirement\n60\n50\n40\n)\nn 30\no\nillib\n20\n$ ( 10\n-\nBase WACC (real) + 0.5% WACC (real) + 1% WACC (real) + 2%\nOver the 25-year period, an increase in the interest rate of 0.5 per cent or 1.0 per cent above the base\nrate would result in the revenue requirement increasing by 0.2 per cent each year.\n Source: `other-pdfs/Implementing-20a-20forward-looking-20cost-20base-20for-20heavy-20vehicle-20charg.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/Implementing%20a%20forward-looking%20cost%20base%20for%20heavy%20vehicle%20charges%20C-RIS.pdf)`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| $8.8 , $442.16\n, $110.5 , $23.7 m, $71.25 , $59,280 | Social cost of all GHG\nemissions from rail\nFewer greenhouse Likely reduction in\n(estimated at 4 million\n$8.8 gases (GHGs) GHGs from faster tech 2% $442.16\ntonnes per year and\nTechnology update update\nsocial cost around\nAUD $110.5 per tonne)\nTotal marshalling costs\nReduction in - 1200 marshalling\nCost savings\n$23.7 marshalling activity 33.30% $71.25 staff x\nLess remarshalling\ndue to harmonisation $59,280 average\nsalary\nTotal social cost of\nPercent | `other-pdfs/National-20Transport-20Commission-20--20Rail-20Safety-20National-20Law-20--20Con.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/National%20Transport%20Commission%20-%20Rail%20Safety%20National%20Law%20-%20Consultation%20Regulatory%20Impact%20Analysis.pdf)` |\n| $442.16 , $110.5 , $71.25 , $59,280 , 4 million, 71.25 staff | Likely reduction in https://arena.gov.a\ngreenhouse gases Social cost of all GHG u/news/on- track-\nFewer GHGs\n(GHG) from faster emissions from rail to-reduce-\ntech uptake, 2% of (estimated at 4 million resources-\nTechnology GHGs produced the 2.00% $442.16 tonnes per year and emissions/\nuptake previous year (i.e. social cost around\nreducing rate of AUD $110.5 per tonne)\ndecline over time)\nhttps://www.jobsa\nndskills.gov.au/d\nata/labour-market-\nCost | `other-pdfs/National-20Transport-20Commission-20--20Rail-20Safety-20National-20Law-20--20Con.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/National%20Transport%20Commission%20-%20Rail%20Safety%20National%20Law%20-%20Consultation%20Regulatory%20Impact%20Analysis.pdf)` |\n| $110.5, $24.96 , $924.30\n, 2.25 billion | [Page 67]\nfreight (2.25 billion km\na year at 0.16 tonnes\nper 100km at a social\ncost of AUD $110.5)\nSocial cost of all road\nSafety injuries and deaths\n$24.96 2.7% $924.30\nSwitch to rail involving trucks that\noccur outside of cities\nSource: https://www.ntc.gov.au/sites/default/files/assets/files/Harmonisation%20of%20Rail%20Standards%20Summary%20Report.pdf with additional explanation from GHD. | `other-pdfs/National-20Transport-20Commission-20--20Rail-20Safety-20National-20Law-20--20Con.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/National%20Transport%20Commission%20-%20Rail%20Safety%20National%20Law%20-%20Consultation%20Regulatory%20Impact%20Analysis.pdf)` |\n| $154 billion, 154 billion | Our governance and legislation 11\nNRAP has led to an expanded program of national rail reform,\nOur risk management and oversight 12 with rail interoperability now a national cabinet priority to FY FY FY FY\nmaximise the benefits from the $154 billion pipeline of rail National Rail Action Plan - Advancing interoperability 2025–26 2026–27 2027–28 2028–29\nHow we deliver reform 13 investments over the next 15 years. | `corporate-plans/2025.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf)` |\n| 100 per cent | Goal 3:\n§ H ow supportive ITMM or ministers are of\nImproved environmental outcomes 22\nconsidering NTC advice\nGoal 4:\nTrusted as expert advisors 24 4. § N TC purpose: help achieve the The NTC delivers its ITMM- 100 per cent of ITMM-agreed A count of deliverables completed (using NTC program\nstrategic objectives agreed deliverables on time deliverables are completed management records and papers submitted to ITMM)\nGoal 5: of Australia’s infrastruct | `corporate-plans/2025.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf)` |\n| 100 per cent | [pages 47,48,49]\nng NTC advice\nGoal 4:\nTrusted as expert advisors 24 4. § N TC purpose: help achieve the The NTC delivers its ITMM- 100 per cent of ITMM-agreed A count of deliverables completed (using NTC program\nstrategic objectives agreed deliverables on time deliverables are completed management records and papers submitted to ITMM)\nGoal 5: of Australia’s infrastructure and and within budget, to enable on time against the ITMM- compared with t | `corporate-plans/2025.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf)` |\n| $1 billion, 1 billion | [pages 23,24]\ngap between the heavy vehicle cost base and the\nestimated amount of heavy vehicle charges revenue in 2026–27 is about $1 billion. | `other-pdfs/Implementing-20a-20forward-looking-20cost-20base-20for-20heavy-20vehicle-20charg.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/Implementing%20a%20forward-looking%20cost%20base%20for%20heavy%20vehicle%20charges%20C-RIS.pdf)` |\n| 0.5 per cent, 1.0 per cent, 0.2 per cent | Figure 20 : Scenario – effect of increasing interest rates on revenue requirement\n60\n50\n40\n)\nn 30\no\nillib\n20\n$ ( 10\n-\nBase WACC (real) + 0.5% WACC (real) + 1% WACC (real) + 2%\nOver the 25-year period, an increase in the interest rate of 0.5 per cent or 1.0 per cent above the base\nrate would result in the revenue requirement increasing by 0.2 per cent each year. | `other-pdfs/Implementing-20a-20forward-looking-20cost-20base-20for-20heavy-20vehicle-20charg.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/Implementing%20a%20forward-looking%20cost%20base%20for%20heavy%20vehicle%20charges%20C-RIS.pdf)` |\n| $34.2 , $13,685\n, $0.5 , $157.74 , $3.4 , $309.10 | [Page 64]\nTable 10: Annual benefits identified relating to harmonisation of standards\nUnderstanding of\nAnnual benefit Assumed Current annual cost base value\nBenefit description Benefit estimation\n($ millions) improvement ($ million) (annual cost, $\nmillions)\nImprovement in rail Updated Taig Review\nCost savings network efficiency from estimate, inflated by\n$34.2 0.25% $13,685\nFewer staff shortages labour mobility CPI between 2012 and\nreducing shor | `other-pdfs/National-20Transport-20Commission-20--20Rail-20Safety-20National-20Law-20--20Con.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/National%20Transport%20Commission%20-%20Rail%20Safety%20National%20Law%20-%20Consultation%20Regulatory%20Impact%20Analysis.pdf)` |\n| $0.5 , $148.51\n, $0.9 , $157.79 | Table 12: GHD safety benefits extract\nAnnual benefit Assumed Current annual cost\nBenefit description\n($ millions) improvement ($ millions)\n$0.5 Safety 0.30% $148.51\nFewer staff shortages\n$0.9 Safety 0.60% $157.79\nLess remarshalling\n$0.5 Safety 0.30% $148.51\nFewer systems to\nknow (rail)\n$1.4 Safety 0.90% $154.70\nFewer systems to\nknow (road)\n5.5.2 Costs\nThe cost categories identified are summarised in Table 13 below. | `other-pdfs/National-20Transport-20Commission-20--20Rail-20Safety-20National-20Law-20--20Con.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/National%20Transport%20Commission%20-%20Rail%20Safety%20National%20Law%20-%20Consultation%20Regulatory%20Impact%20Analysis.pdf)` |\n| $13,685 , $157.74 | Benefit and cost estimate\ndetails\nTable 14: GHD approach to benefit estimation\nCurrent\nBenefit Assumed Total value\nBenefit estimation costs Source data\ndescription improvement representation\n($ millions)\nImprovement in rail Updated Taig\nCost savings network efficiency Review estimate,\nGDP of rail sector in\nFewer staff from labour mobility 0.25% $13,685 2024 inflated by CPI\nshortages reducing staff between 2012 and\nshortages 2024\nFatalities, injur | `other-pdfs/National-20Transport-20Commission-20--20Rail-20Safety-20National-20Law-20--20Con.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/National%20Transport%20Commission%20-%20Rail%20Safety%20National%20Law%20-%20Consultation%20Regulatory%20Impact%20Analysis.pdf)` |\n| $157.74 | Fatalities, injuries\nand near misses\non the Australian\nheavy rail network\nPercentage reduction 2001-2022\nSafety in rail injuries and Total social cost of Office of Impact\nFewer systems deaths from less train 0.30% $157.74 non-suicide attempt rail Analysis:\nto know (rail) engineer error to train injuries and deaths in https://oia.pmc.go\nstaff 2023 inflated to 2025 v.au/resources/g\nuidance-\nassessing-\nimpacts/value-\nstatistical-life. | `other-pdfs/National-20Transport-20Commission-20--20Rail-20Safety-20National-20Law-20--20Con.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/National%20Transport%20Commission%20-%20Rail%20Safety%20National%20Law%20-%20Consultation%20Regulatory%20Impact%20Analysis.pdf)` |\n| $157.74 | [pages 83,84,85,86,87]\ninjuries\nand near misses\non the Australian\nheavy rail network\nPercentage reduction 2001-2022\nSafety in rail injuries and Total social cost of Office of Impact\nFewer systems deaths from less train 0.30% $157.74 non-suicide attempt rail Analysis:\nto know (rail) engineer error to train injuries and deaths in https://oia.pmc.go\nstaff 2023 inflated to 2025 v.au/resources/g\nuidance-\nassessing-\nimpacts/value-\nstatistical-life. | `other-pdfs/National-20Transport-20Commission-20--20Rail-20Safety-20National-20Law-20--20Con.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/National%20Transport%20Commission%20-%20Rail%20Safety%20National%20Law%20-%20Consultation%20Regulatory%20Impact%20Analysis.pdf)` |\n| $122.3 billion, $17.5 billion, 7.4 per cent, 122.3 billion, 17.5 billion | Australia’s transport activity contributed 7.4 per cent To meet this challenge the NTC must be an agile and\n($122.3 billion) of GDP in 2015-16, while road congestion adaptable organisation that looks beyond the borders\ncost the economy $17.5 billion in 2016. | `corporate-plans/2019.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/NTC-Corporate-Plan-2019-2023.pdf)` |\n| $24 billion, 24 billion, 45 per cent | Avoidable road congestion in\nAustralia’s cities cost an estimated $24 billion in 2018-19, and unless countered, is expected\nto grow an estimated 45 per cent by 2029-3020. | `strategies/Heavy-20Vehicle-20National-20Law-20High-Level-20Regulatory-20Framework-20Decisio.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/Heavy%20Vehicle%20National%20Law%20High-Level%20Regulatory%20Framework%20Decision%20Regulation%20Impact%20Statement.pdf)` |\n| $7, 8% | &\n@\nZ\nt\n�\n�\n�\n�\n�\u000e\u0013\u000e.\u000eI\u000ed\u000e\u000e�\u000e�\u000e�\u000e�\u000f \u000f%\u000fA\u000f^\u000fz\u000f�\u000f�\u000f�\u000f�\u0010 \u0010&\u0010C\u0010a\u0010~\u0010�\u0010�\u0010�\u0010�\u0011\u0013\u00111\u0011O\u0011m\u0011�\u0011�\u0011�\u0011�\u0012\u0007\u0012&\u0012E\u0012d\u0012�\u0012�\u0012�\u0012�\u0013\u0003\u0013#\u0013C\u0013c\u0013�\u0013�\u0013�\u0013�\u0014\u0006\u0014'\u0014I\u0014j\u0014�\u0014�\u0014�\u0014�\u0015\u0012\u00154\u0015V\u0015x\u0015�\u0015�\u0015�\u0016\u0003\u0016&\u0016I\u0016l\u0016�\u0016�\u0016�\u0016�\u0017\u001d\u0017A\u0017e\u0017�\u0017�\u0017�\u0017�\u0018\u001b\u0018@\u0018e\u0018�\u0018�\u0018�\u0018�\u0019 \u0019E\u0019k\u0019�\u0019�\u0019�\u001a\u0004\u001a*\u001aQ\u001aw\u001a�\u001a�\u001a�\u001b\u0014\u001b;\u001bc\u001b�\u001b�\u001b�\u001c\u0002\u001c*\u001cR\u001c{\u001c�\u001c�\u001c�\u001d\u001e\u001dG\u001dp\u001d�\u001d�\u001d�\u001e\u0016\u001e@\u001ej\u001e�\u001e�\u001e�\u001f\u0013\u001f>\u001fi\u001f�\u001f�\u001f� \u0015 A l � � �!\u001c!H!u!�!�!�\"'\"U\"�\"�\"�#\n#8#f#�#�#�$\u001f$M$\\|$�$�% %8%h%�%�%�&'&W&�&�&�'\u0018'I'z'�'�(\n(?(q(�(�)\u0006)8)k)�)�*\u0002*5*h*�*�+\u0002+6+i+�+�,\u0005,9,n,�,�-\f-A-v-�-�.\u0016.L.�.�.�/$/Z/�/�/�0 | `pages/strategies-index__04.html (http://www.ntc.gov.au/sites/default/files/assets/files/ADF-framework-2020.pdf)` |\n| $1 billion, 1 billion | The estimated gap between the heavy vehicle cost base and the\nestimated amount of heavy vehicle charges revenue in 2026–27 is about $1 billion. | `other-pdfs/Implementing-20a-20forward-looking-20cost-20base-20for-20heavy-20vehicle-20charg.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/Implementing%20a%20forward-looking%20cost%20base%20for%20heavy%20vehicle%20charges%20C-RIS.pdf)` |\n| 4.5\nper cent | [Page 32]\nOFFICIAL\nIn terms of the future outlook for Australia, the Reserve Bank of Australia (RBA) noted a number of\npoints in its Statement on Monetary Policy of November 20258, which are broadly summarised below:\n▪ Australian GDP growth has recovered over the past year and is forecast to stabilise around its\npotential growth rate from 2025.\n▪ The level of GDP at the end of the forecast period is little changed from the August 2025\nstatement, | `other-pdfs/Implementing-20a-20forward-looking-20cost-20base-20for-20heavy-20vehicle-20charg.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/Implementing%20a%20forward-looking%20cost%20base%20for%20heavy%20vehicle%20charges%20C-RIS.pdf)` |\n| 3 per cent, 2.5 per cent | [pages 33,34,35]\nt period, but the RBA notes that this assessment is very uncertain.\n▪ The outlook for inflation was revised slightly higher following the strong September quarter\noutcome.\n▪ Year-ended headline inflation is expected to remain above 3 per cent for much of 2026, before\nreturning to a little above the midpoint of the target range (2.5 per cent) by late 2027.\n▪ Some downside risks to global growth remain, reflecting persistent uncert | `other-pdfs/Implementing-20a-20forward-looking-20cost-20base-20for-20heavy-20vehicle-20charg.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/Implementing%20a%20forward-looking%20cost%20base%20for%20heavy%20vehicle%20charges%20C-RIS.pdf)` |\n| 0.5 per cent, 1.0 per cent, 0.2 per cent | Figure 20 : Scenario – effect of increasing interest rates on revenue requirement\n60\n50\n40\n)\nn 30\no\nillib\n20\n$ ( 10\n-\nBase WACC (real) + 0.5% WACC (real) + 1% WACC (real) + 2%\nOver the 25-year period, an increase in the interest rate of 0.5 per cent or 1.0 per cent above the base\nrate would result in the revenue requirement increasing by 0.2 per cent each year. | `other-pdfs/Implementing-20a-20forward-looking-20cost-20base-20for-20heavy-20vehicle-20charg.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/Implementing%20a%20forward-looking%20cost%20base%20for%20heavy%20vehicle%20charges%20C-RIS.pdf)` |\n\n## Key Achievements\n\n- As a result, there is limited\nto the Infrastructure and Transport Senior Officials’ Committee\nevaluation or data on the reform impacts directly attributable\nLeading and delivering reform 16 (ITSOC) on the progress of the NTC’s program of work.\nto the NTC.\n§ Progress reporting on specific program areas or reforms\nOur reform landscape 17\n– updates provided to ITSOC or the Infrastructure and The NTC’s unique role in the transport system and our\nTransport Ministers’ Meeting (ITMM) as relevant or requested relationship with ITMM mean that output-based measures often\nGoal 1:\non significant pieces of work being delivered by the NTC. provide the clearest way to assess performance:\nSafer transport 18\n§ Six-yearly statutory review of the NTC (as required under s\nGoal 2: 51 of the National Transport Commission Act) – a review of the\n§ M easures on how well we meet the performance\n Source: `corporate-plans/2025.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf)`\n- Performance measures\nEfficiency Target\nNTC delivers its projects on time and on budget\nPortion of projects completed on time and on budget > 90%\nPortion of projects presented to TISOC or the Council when due ≥ 80%\nThe NTC maintains, monitors and reviews land transport reforms\nRoutine legislative maintenance packages submitted to TISOC ≥ 5 / year\nReform Implementation Report Cards provided to Council when due > 90%\nReview of national consistency of instruments we maintain ≥ 5 / year\nEffectiveness Target\nThe NTC develops policy reform proposals of high value\nTotal Net Present Value (NPV) benefits of policy submitted to TISOC > 3-year rolling average (NPV)\nThe NTC develops practical reform recommendations\nPortion of NTC recommendations presented to Council and agreed > 90%\nTotal NPV benefits of regulatory reforms agreed by Council > 90% of that submitted to TISOC\n Source: `corporate-plans/2019.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/NTC-Corporate-Plan-2019-2023.pdf)`\n- [Page 25]\nNational Transport Commission\nCorporate Plan 2025–26 to 2028–29\nRobust quality assurance processes Capturing and sharing insights, information Demonstrating our engagement principles\n& practices and knowledge to inform future work in all our work\nStatement of preparation 3\nForeword 4 Key risk: The NTC needs effective practices in place Key risk: The NTC has a lot of specialised Key risk: To successfully deliver reform, the NTC\nto ensure its work is consistently high-quality and knowledge that needs to be maintained and shared needs to effectively engage and be responsive to\nAbout the National delivered in an appropriate timeframe. to ensure continuity and efficiency in how the NTC stakeholders.\n Source: `corporate-plans/2025.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf)`\n- [Page 43]\nNational Transport Commission\nCorporate Plan 2025–26 to 2028–29\nStatement of preparation 3\nForeword 4\nAbout the National\nTransport Commission 6 Reform monitoring and evaluation\nWho we are 7\nOur purpose: We lead national The NTC is responsible for\nFY FY FY FY\nland transport reform 7\nproviding assessments of the Reform monitoring and evaluation 2025–26 2026–27 2027–28 2028–29\nOur strategic goals 8\nimplementation of agreed reforms Delivering the annual National Transport Reform Implementation\nMonitoring Report\nOur role and functions 9 (including analyses on derogations\nDeveloping the annual National Transport Reform Implementation Monitoring Report\nOur governance and legislation 11 and variations as well as the to provide Ministers with an understanding of whether reform objectives and their\nanticipated benefits were achieved.\nreasons for any delay, barriers to\n Source: `corporate-plans/2025.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf)`\n- [Page 47]\nNational Transport Commission\nCorporate Plan 2025–26 to 2028–29\nOur performance measures\nStatement of preparation 3\nForeword 4\nAbout the National\nTransport Commission 6\nPerformance measure\nStrategic alignment and rationale Target Assessment methodology and data source 2025–26 2026–27 2027–28 2028-29\nWho we are 7\n1. § N TC Purpose: improve safety, Evaluations of the impact No target – All implemented An assessment of the key findings of evaluations\nOur purpose: We lead national\nproductivity, environmental of the NTC’s reforms NTC reforms evaluated are undertaken in developing the National Transport\nland transport reform 7\noutcomes and regulatory (once implemented) show shown to have been beneficial.\n Source: `corporate-plans/2025.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf)`\n- Goal 3:\n§ H ow supportive ITMM or ministers are of\nImproved environmental outcomes 22\nconsidering NTC advice\nGoal 4:\nTrusted as expert advisors 24 4. § N TC purpose: help achieve the The NTC delivers its ITMM- 100 per cent of ITMM-agreed A count of deliverables completed (using NTC program\nstrategic objectives agreed deliverables on time deliverables are completed management records and papers submitted to ITMM)\nGoal 5: of Australia’s infrastructure and and within budget, to enable on time against the ITMM- compared with the approved annual work program\nA high performing organisation 28 transport ministers ITMM to deliver on their agreed work program and and budget.\n§ G oal 5: A high performing strategic objectives. within budget.\n Source: `corporate-plans/2025.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf)`\n- [pages 47,48,49]\nng NTC advice\nGoal 4:\nTrusted as expert advisors 24 4. § N TC purpose: help achieve the The NTC delivers its ITMM- 100 per cent of ITMM-agreed A count of deliverables completed (using NTC program\nstrategic objectives agreed deliverables on time deliverables are completed management records and papers submitted to ITMM)\nGoal 5: of Australia’s infrastructure and and within budget, to enable on time against the ITMM- compared with the approved annual work program\nA high performing organisation 28 transport ministers ITMM to deliver on their agreed work program and and budget.\n§ G oal 5: A high performing strategic objectives. within budget.\n Source: `corporate-plans/2025.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf)`\n- Our strategic goals 8 6. § N TC purpose: promote The NTC undertakes regular The National Transport Reform A review of what the NTC submitted to ITMM and the\nan integrated and monitoring and reporting on Implementation Monitoring NTC website to confirm that the National Transport\nOur role and functions 9 nationally consistent the implementation of ITMM- Report is provided annually to Reform Implementation Monitoring Report was\nland transport system agreed land transport reforms ITMM and published on the provided annually and meets the following criteria:\nOur governance and legislation 11\n§ N TC role and functions: to promote an efficient and NTC website. § I nclusion of the status for each jurisdiction for all\nOur risk management and oversight 12 research, reporting and nationally consistent approach. land transport reforms being implemented\n Source: `corporate-plans/2025.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf)`\n- Evaluation timing and type\nDuring the\nAfter a reform has\nBefore a reform is implementation and/or\nbeen in operation for\nimplemented ongoing delivery phase\nsome time\nof a program or activity\nEx-ante assessment Reform delivery assessment Ex-post assessment\nEconomic assessment Process evaluation Outcome evaluation\nUndertakes ex-ante economic Evaluates whether the reform Evaluates whether the reform\nanalysis of the net welfare has been implemented as has delivered outcomes as\nbenefits of a reform intended intended\nRegulation impact Annual progress report\nstatement (current) (current) Economic evaluation and\nimpact analysis\nEvaluates whether the reform\nhas delivered net welfare\nbenefits to society and\nexamines impact on affected\nparties\nA further explanation of the appropriate types of assessment at different stages of the reform\ndesign, implementation and operation is shown in Table 6.\n Source: `strategies/National-20Transport-20Reforms-20Evaluation-20Framework.pdf (https://www.ntc.gov.au/sites/default/files/assets/files/National%20Transport%20Reforms%20Evaluation%20Framework.pdf)`\n- Introduction of a ministerial statement directing Amend the RSNL to highlight productivity or Amend the RSNL to highlight productivity or\nthe Regulator to consider safety across the efficiency as a secondary principle to improve efficiency as a key principle\nwhole network - include harmonisation as a productivity through improving rail interoperability\nconsideration to reduce differences and thereby and/or harmonising safety across networks\nFor instance, inserting productivity through\nimprove productivity\nimproving rail interoperability as an ‘object’ of the\nFor instance, amending the existing ‘guiding RSNL\nThis could be achieved by ministers issuing a principle’ 3(a) related to productivity to clearly\nStatement of Expectations to the Regulator, include interoperability as a focus, in addition to\nrequiring annual reporting on initiatives to amending the main purpose in 3(1)\n Source: `other-pdfs/National-20Transport-20Commission-20--20Rail-20Safety-20National-20Law-20--20Con.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/National%20Transport%20Commission%20-%20Rail%20Safety%20National%20Law%20-%20Consultation%20Regulatory%20Impact%20Analysis.pdf)`\n- [Page 13]\nwww.ntc.gov.au 13\nPrograms/projects Delivery timing (financial year)\nReform maintenance, monitoring and review 2019-20 2020-21 2021-22 2022-23\nRoutine and other policy-related amendments to national laws\nHeavy Vehicle National Law1\nRail Safety National Law\nRoutine and other policy-related amendments to model laws\nTransport of dangerous goods (Code and model laws)\nAustralian Road Rules\nVehicle standards\nAssessing Fitness to Drive – Commercial and Private\nVehicle Driver\nNational Standard for Health Assessment of Rail Safety Workers\nAustralian Defence Force Exemption Framework\nReview and update the Load Restraint Guide (light)\nEngine brake noise standard\nReviews and evaluation\n3-axle bus mass limits\nEconomic analysis of 3-axle buses\nElectronic work diaries review\n7-axle truck and dog review\nReform implementation monitoring report\n Source: `corporate-plans/2019.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/NTC-Corporate-Plan-2019-2023.pdf)`\n- We deliver\nour program of work through a combination\nLeading and delivering reform 16 The NTC does this by harmonising and of formal regulatory and policy processes,\nimproving laws, regulations and policies so and collaboration with others across the wider\nOur reform landscape 17 the transport system works well for the people transport system:\nwho use it, the freight that travels on it and the\nGoal 1: governments who manage and regulate it. § C oordination, facilitation and partnerships\nSafer transport 18 § R egulatory reform, instruments, and\nAs a reform organisation, most of the NTC’s\nframeworks\nGoal 2: work contributes to shared and long-term\nA productive national system 20 objectives across the wider transport § Regulatory guidance\nsystem and is implemented by others.\n Source: `corporate-plans/2025.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf)`\n\n## Key Issues, Risks, and Recommendations\n\n- [pages 111,112,113,114,115]\ne to\ntier for accredited the assumption benefits for the robustness and encourage\noperators, underpinned that the regulator community. reduction in operators to take\nby a new power allowing uses the new duplicative increased\nthe regulator to issue regulatory Greater flexibility auditing (see responsibility for\nalternative compliance framework to for prescribing recommendation managing risk.\noptions, within prescribed deliver more obligations for off- 2b).\nouter limits and other diverse ACOs, road parties best\nspecified constraints. otherwise the able to manage\nimpacts will be risk, supporting\nnegligible. changes in\nbehaviour to\nlower number of\ncrashes.\n Source: `strategies/Heavy-20Vehicle-20National-20Law-20High-Level-20Regulatory-20Framework-20Decisio.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/Heavy%20Vehicle%20National%20Law%20High-Level%20Regulatory%20Framework%20Decision%20Regulation%20Impact%20Statement.pdf)`\n- This section outlines\nOur strategic goals 8\ntransport bodies that report to them: the challenges, opportunities, and key risks\nfor each of our goals, and how the NTC is\nOur role and functions 9 § Improving interoperability of rail systems responding to these through our program of\nand streamlining approval processes for work and our capability – the skills, expertise,\nOur governance and legislation 11\nnational transport infrastructure projects and organisational capability that enable us to\nOur risk management and oversight 12 § Decarbonisation of infrastructure and deliver our program of work.\ntransport\nHow we deliver reform 13 § Heavy vehicle productivity\n§ Road safety\nThe reform process 13\n§ Market capacity constraints affecting\nWho we work with and how 14 the construction industry.\n Source: `corporate-plans/2025.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf)`\n- Over time, governments.\ncomplex, bespoke Improved safety large), enabling under the scheme. better targeted, risk-\nThat, as part of the tiered scheme (see systems are broader SMS costs should based enforcement Enables the\nsafety assurance recommendation linked to reduced productivity gain also be offset by will result in a more regulator to expand\nenvironment, the future 7). number of across the benefits accrued efficient compliance and adapt the\nHVNL establish an crashes and industry. through increased effort. accreditation\nalternative compliance Note: Based on deliver safety scheme scheme to\ntier for accredited the assumption benefits for the robustness and encourage\noperators, underpinned that the regulator community. reduction in operators to take\nby a new power allowing uses the new duplicative increased\n Source: `strategies/Heavy-20Vehicle-20National-20Law-20High-Level-20Regulatory-20Framework-20Decisio.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/Heavy%20Vehicle%20National%20Law%20High-Level%20Regulatory%20Framework%20Decision%20Regulation%20Impact%20Statement.pdf)`\n- [Page 88]\nOFFICIAL\nTo implement the above, the law needs to:\n allow regulations to establish risk area standards for modules and conditions\n allow the regulator to establish module standards and apply additional conditions\n allow ministers to approve a NAS (discussed below under section 5.3 recommendation\n8)\n2b Empower ministers to approve a national audit standard\nThe future law will allow ministers to approve a NAS developed by the regulator in\nconsultation with jurisdictions, industry and interested parties.\n Source: `strategies/Heavy-20Vehicle-20National-20Law-20High-Level-20Regulatory-20Framework-20Decisio.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/Heavy%20Vehicle%20National%20Law%20High-Level%20Regulatory%20Framework%20Decision%20Regulation%20Impact%20Statement.pdf)`\n- Introduction of a ministerial statement directing Amend the RSNL to give the Regulator an None identified through preliminary consultation.\nthe Regulator to undertake a coordination or explicit role to deliver safety and productivity May arise through the C-RIS\nfacilitation role to deliver safety and productivity benefits by improving safety through\nbenefits interoperability and harmonisation\nNote that this recommendation aligns with\nrecommendation 3, so it is assumed that a\nThis could be achieved by ministers issuing a For instance, amend section 13 - Functions and general duty or section would cover this\nStatement of Expectations to the Regulator, objectives [of the Office of the National Rail\nrequiring annual reporting on the Regulator’s Safety Regulator] to include efficiency as an\ndelivery of identified initiatives as part of its objective\n Source: `other-pdfs/National-20Transport-20Commission-20--20Rail-20Safety-20National-20Law-20--20Con.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/National%20Transport%20Commission%20-%20Rail%20Safety%20National%20Law%20-%20Consultation%20Regulatory%20Impact%20Analysis.pdf)`\n- A Statement of Expectations Curiosity\nGoal 2: as well as other transport bodies. and Performance-based framework for\nA productive national system 20 the NTC provides us with further direction § E mbrace and seek innovation\nand guidance. § L isten to learn and be open-minded\nGoal 3:\n§ S how initiative and ask why at\nImproved environmental outcomes 22\nevery turn\nGoal 4:\nTrusted as expert advisors 24 Collaboration\nGoal 5: § W ork together to achieve a\nA high performing organisation 28 common goal\n§ E mbrace diversity and different\nOur program of work for perspectives\n2025–26 to 2028–29 32\n§ P itch in to support our peers\nEvaluating our performance 45\nCourage\nHow we evaluate our performance 46\n§ S eek challenge and challenge others\nOur performance measures 47 § R esilience through adversity\n§ F oster a positive risk culture\n11\n Source: `corporate-plans/2025.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf)`\n- [Page 28]\nNational Transport Commission\nCorporate Plan 2025–26 to 2028–29\nThe transport ministers’ Statement of Expectations for the NTC Further oversight is provided through the Risk, Audit and\ndirects the Commission to “Create a culture of performance Governance Committee, a committee of the NTC Commission\nStatement of preparation 3 that effectively carries out the transport ministers’ priorities with that is responsible for independently assessing the NTC’s\navailable resources, expertise and systems.” governance and risk management policies and procedures, risk\nForeword 4\nand control environment and management of that environment.\n Source: `corporate-plans/2025.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf)`\n- [Page 34]\nNational Transport Commission\nCorporate Plan 2025–26 to 2028–29\nStatement of preparation 3\nForeword 4\nAbout the National\nTransport Commission 6\nWho we are 7\nOur purpose: We lead national\nland transport reform 7\nOur strategic goals 8\nOur role and functions 9\nOur governance and legislation 11\nOur risk management and oversight 12\nHow we deliver reform 13\nRail safety program\nThe reform process 13\nWho we work with and how 14\nThe NTC maintains both the\nLeading and delivering reform 16 FY FY FY FY\nRail Safety National Law and Rail safety program 2025–26 2026–27 2027–28 2028–29\nOur reform landscape 17\nthe National Standard for Health Implementing the Rail Safety National Law review findings\nGoal 1:\nSafer transport 18 Assessment of Rail Safety Workers and Implementing the 24 recommendations outlined in the Rail Safety National Law (RSNL)\nreview report.\n Source: `corporate-plans/2025.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf)`\n- [Page 37]\nNational Transport Commission\nCorporate Plan 2025–26 to 2028–29\nStatement of preparation 3\nForeword 4\nAbout the National\nTransport Commission 6 Land transport of dangerous goods program\nWho we are 7\nOur purpose: We lead national The NTC is responsible for\nFY FY FY FY\nland transport reform 7\nmaintaining the Australian Code Land transport of dangerous goods program 2025–26 2026–27 2027–28 2028–29\nOur strategic goals 8\nfor the Transport of Dangerous Regularly updating the land transport of dangerous goods code and\nmodel laws\nOur role and functions 9 Goods by Road and Rail and the\nMaintaining the Code and model laws in alignment with United Nations recommendations\nOur governance and legislation 11 related Transport of Dangerous on the Transport of Dangerous Goods Model Regulations while identifying and\n Source: `corporate-plans/2025.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf)`\n- [Page 43]\nNational Transport Commission\nCorporate Plan 2025–26 to 2028–29\nStatement of preparation 3\nForeword 4\nAbout the National\nTransport Commission 6 Reform monitoring and evaluation\nWho we are 7\nOur purpose: We lead national The NTC is responsible for\nFY FY FY FY\nland transport reform 7\nproviding assessments of the Reform monitoring and evaluation 2025–26 2026–27 2027–28 2028–29\nOur strategic goals 8\nimplementation of agreed reforms Delivering the annual National Transport Reform Implementation\nMonitoring Report\nOur role and functions 9 (including analyses on derogations\nDeveloping the annual National Transport Reform Implementation Monitoring Report\nOur governance and legislation 11 and variations as well as the to provide Ministers with an understanding of whether reform objectives and their\nanticipated benefits were achieved.\nreasons for any delay, barriers to\n Source: `corporate-plans/2025.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf)`\n- Our risk management and oversight 12 2. § N TC purpose: promote The NTC develops reform All the NTC’s reform proposals Quantitative (total net present value) and qualitative\nan integrated and proposals that offer include clear advice and assessment of anticipated benefits, including as\nHow we deliver reform 13 nationally consistent land national benefits. evidence of the expected assessed through a Policy Impact Analysis.\ntransport system benefits of implementing\nThe reform process 13 § G oal 4: Expert advisors who the reform.\nact in the best interests\nWho we work with and how 14\nof Australia; robust and\ntransparent policy practices\nLeading and delivering reform 16\n3. § N TC purpose: help achieve the The NTC’s advice is relevant All the NTC’s An assessment of how well the NTC’s\nOur reform landscape 17\n Source: `corporate-plans/2025.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf)`\n- Our strategic goals 8 6. § N TC purpose: promote The NTC undertakes regular The National Transport Reform A review of what the NTC submitted to ITMM and the\nan integrated and monitoring and reporting on Implementation Monitoring NTC website to confirm that the National Transport\nOur role and functions 9 nationally consistent the implementation of ITMM- Report is provided annually to Reform Implementation Monitoring Report was\nland transport system agreed land transport reforms ITMM and published on the provided annually and meets the following criteria:\nOur governance and legislation 11\n§ N TC role and functions: to promote an efficient and NTC website. § I nclusion of the status for each jurisdiction for all\nOur risk management and oversight 12 research, reporting and nationally consistent approach. land transport reforms being implemented\n Source: `corporate-plans/2025.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf)`\n- [pages 29,30,31,32]\nor resourcing\nRisks and considerations:\nEffectiveness depends on Regulator’s capacity Risks and considerations:\nand industry cooperation\nPotential blurring of RSNL safety focus\nCompliance challenges for smaller operators\nConsider defining ONRSR’s role broadly to\nenable facilitation of other productivity\nimprovements\nRSNL Review recommendation 3.\n Source: `other-pdfs/National-20Transport-20Commission-20--20Rail-20Safety-20National-20Law-20--20Con.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/National%20Transport%20Commission%20-%20Rail%20Safety%20National%20Law%20-%20Consultation%20Regulatory%20Impact%20Analysis.pdf)`\n- [Page 31]\nFor instance, section 3(2) - Purpose, objects and interoperability and safety duties conflict, the\nguiding principles of Law safety duty will prevail\nFor instance, inserting interoperability as an\n‘object’ of the RSNL in section 3(2)\nInclude a definition of interoperability, adopting\nsimilar language to that in section 20A of the\nRSNL Regulations or adopting the definition\nproposed in section 1.2 of this C-RIS document\nNote the overlap with recommendation 1 and\nthat this option goes further than what was\noriginally envisaged by the RSNL Review\nPros: Pros:\nProvides a foundation for implementing other Strong legal recognition\nRSNL Review recommendations\nEmphasises importance of interoperability Cons:\nwithout changing the law’s safety focus\nDiminishes the RSNL’s primary purpose as\nProvides guidance for operators to include safety legislation\ninteroperability\n Source: `other-pdfs/National-20Transport-20Commission-20--20Rail-20Safety-20National-20Law-20--20Con.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/National%20Transport%20Commission%20-%20Rail%20Safety%20National%20Law%20-%20Consultation%20Regulatory%20Impact%20Analysis.pdf)`\n\n## Corporate Values and Operating Culture\n\n- Its findings provide a baseline for enhancing service delivery and effectiveness.\nmini-card, small-h-img\ntrue\nsec-spacing\nsection-none\nsec-spacing-bottom\nsection-padding-between\nstyle\ndefault\nCONNECT\nWITH US\nfalse\nX\nlp-x\nhttps://x.com/wbg_gov\nSubscribe to our monthly newsletter\nWorld Bank Governance Global Department\nThe latest news, publications, and events on institutions, good governance, GovTech, open government, procurement, anticorruption, public finance, accountability & more.\nfalse\nGovernance Update|SVC123\nfalse\nTopic Expert\nArturo Herrera\nhttps://www.worldbank.org/en/about/people/a/arturo-herrera-gutierrez\ndefault alt\nDirector, Governance Global Department, World Bank\nmini-card\nmini-card\nView All Experts\nGovernance Contact\nLara Saade\nlsaade@worldbank.org\nsec-swoosh\nsec-swoosh-type11\nstyle\ngrid, bg-neutrals-20, stay-connected\nsec-spacing\nsection-none\nsec-spacing-bottom\n Source: `global-intelligence/source-text/association-worldbank.org-governance.txt`\n- Performance measures\nEfficiency Target\nNTC delivers its projects on time and on budget\nPortion of projects completed on time and on budget > 90%\nPortion of projects presented to TISOC or the Council when due ≥ 80%\nThe NTC maintains, monitors and reviews land transport reforms\nRoutine legislative maintenance packages submitted to TISOC ≥ 5 / year\nReform Implementation Report Cards provided to Council when due > 90%\nReview of national consistency of instruments we maintain ≥ 5 / year\nEffectiveness Target\nThe NTC develops policy reform proposals of high value\nTotal Net Present Value (NPV) benefits of policy submitted to TISOC > 3-year rolling average (NPV)\nThe NTC develops practical reform recommendations\nPortion of NTC recommendations presented to Council and agreed > 90%\nTotal NPV benefits of regulatory reforms agreed by Council > 90% of that submitted to TISOC\n Source: `corporate-plans/2019.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/NTC-Corporate-Plan-2019-2023.pdf)`\n- Our role and functions 9\nOur governance and legislation 11\nThis plan is prepared in accordance with\nparagraph 35(1)(b) of the Public Governance,\nOur risk management and oversight 12\nPerformance and Accountability Act 2013 and\nHow we deliver reform 13 in accordance with the Public Governance,\nPerformance and Accountability Rule 2014.\n Source: `corporate-plans/2025.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf)`\n- A Statement of Expectations Curiosity\nGoal 2: as well as other transport bodies. and Performance-based framework for\nA productive national system 20 the NTC provides us with further direction § E mbrace and seek innovation\nand guidance. § L isten to learn and be open-minded\nGoal 3:\n§ S how initiative and ask why at\nImproved environmental outcomes 22\nevery turn\nGoal 4:\nTrusted as expert advisors 24 Collaboration\nGoal 5: § W ork together to achieve a\nA high performing organisation 28 common goal\n§ E mbrace diversity and different\nOur program of work for perspectives\n2025–26 to 2028–29 32\n§ P itch in to support our peers\nEvaluating our performance 45\nCourage\nHow we evaluate our performance 46\n§ S eek challenge and challenge others\nOur performance measures 47 § R esilience through adversity\n§ F oster a positive risk culture\n11\n Source: `corporate-plans/2025.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf)`\n- [Page 26]\nNational Transport Commission\nCorporate Plan 2025–26 to 2028–29\nCo-design principles and collaboration to Enduring stakeholder relationships at\nStatement of preparation 3 plan and develop reforms all levels Focus area: Expertise in policy\nand regulatory reform and\nForeword 4 Key risk: To successfully deliver reform, the NTC To complement our engagement on specific reforms, we have Australia’s transport system\nneeds to undertake more collaborative and an Enterprise Engagement Strategy in place to develop and\nAbout the National early engagement to develop and implement strengthen our ongoing stakeholder relationships and broaden\nTransport Commission 6 reforms, including engaging early and applying our engagement networks.\n Source: `corporate-plans/2025.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf)`\n- A productive national system 20 of professionalism, service, probity, reporting, accountability and\n§ S treamlining our processes and practices to optimise our\ntransparency, consistent with Governments’ aims of excellence in\nGoal 3: the public sector.” capacity to deliver on these requirements.\n Source: `corporate-plans/2025.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf)`\n- Our risk management and oversight 12 Focus area: Efficient and\nContinuous improvement and adoption of\nresilient systems and practices\nHow we deliver reform 13 We will continue to develop leadership capabilities through: new technology or practices that add value\nthat support staff to deliver\nThe reform process 13 § O ngoing training and professional development their work well.\n Source: `corporate-plans/2025.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf)`\n- Our risk management and oversight 12 2. § N TC purpose: promote The NTC develops reform All the NTC’s reform proposals Quantitative (total net present value) and qualitative\nan integrated and proposals that offer include clear advice and assessment of anticipated benefits, including as\nHow we deliver reform 13 nationally consistent land national benefits. evidence of the expected assessed through a Policy Impact Analysis.\ntransport system benefits of implementing\nThe reform process 13 § G oal 4: Expert advisors who the reform.\nact in the best interests\nWho we work with and how 14\nof Australia; robust and\ntransparent policy practices\nLeading and delivering reform 16\n3. § N TC purpose: help achieve the The NTC’s advice is relevant All the NTC’s An assessment of how well the NTC’s\nOur reform landscape 17\n Source: `corporate-plans/2025.pdf (http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf)`\n\n## Global Ideas and Case Study Inputs\n\nGlobal source texts are available for later idea synthesis:\n- `global-intelligence/source-text/association-worldbank.org-governance.txt`\n- `global-intelligence/source-text/consulting-deloitte.com-government-public.txt`\n- `global-intelligence/source-text/university-ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt`\n\n## Source Artifacts Used\n\n- `corporate-plans/2019.pdf` - corporate-plans - http://www.ntc.gov.au/sites/default/files/assets/files/NTC-Corporate-Plan-2019-2023.pdf\n- `corporate-plans/2025.pdf` - corporate-plans - http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf\n- `strategies/National-20Transport-20Reforms-20Evaluation-20Framework.pdf` - strategies - https://www.ntc.gov.au/sites/default/files/assets/files/National%20Transport%20Reforms%20Evaluation%20Framework.pdf\n- `strategies/ADF-framework-2020.pdf` - strategies - http://www.ntc.gov.au/sites/default/files/assets/files/ADF-framework-2020.pdf\n- `strategies/Heavy-20Vehicle-20National-20Law-20High-Level-20Regulatory-20Framework-20Decisio.pdf` - strategies - http://www.ntc.gov.au/sites/default/files/assets/files/Heavy%20Vehicle%20National%20Law%20High-Level%20Regulatory%20Framework%20Decision%20Regulation%20Impact%20Statement.pdf\n- `strategies/Policy-20for-20the-20responsible-20use-20of-20AI-20in-20government-20v1.1.pdf` - strategies - https://www.digital.gov.au/sites/default/files/documents/2024-08/Policy%20for%20the%20responsible%20use%20of%20AI%20in%20government%20v1.1.pdf\n- `pages/about.html` - pages - http://www.ntc.gov.au/about-ntc\n- `pages/announcements-index.html` - pages - http://www.ntc.gov.au/child-safety-statement\n- `pages/announcements-index__17.html` - pages - https://www.ntc.gov.au/child-safety-statement\n- `pages/announcements-index__18.html` - pages - http://www.ntc.gov.au/child-safety-statement\n- `pages/announcements-index__19.html` - pages - http://www.ntc.gov.au/artificial-intelligence-transparency-statement\n- `pages/annual-reports-index.html` - pages - http://www.ntc.gov.au/about-ntc/ntc-corporate-strategies-and-reports/\n- `pages/contact.html` - pages - http://www.ntc.gov.au/contact\n- `pages/corporate-plans-index.html` - pages - http://www.ntc.gov.au/about-ntc/ntc-corporate-strategies-and-reports/\n- `pages/homepage.html` - pages - http://www.ntc.gov.au\n- `pages/ministers.html` - pages - http://www.ntc.gov.au/project/improving-child-restraint-rules\n- `pages/news-latest.html` - pages - http://www.ntc.gov.au/news\n- `pages/priorities-index.html` - pages - http://www.ntc.gov.au/about-ntc/who-we-are-and-what-we-do\n- `pages/priorities-index__16.html` - pages - http://www.ntc.gov.au/about-ntc/corporate-reporting/corporate-plan\n- `pages/publications-index.html` - pages - http://www.ntc.gov.au/publication-listing\n- `pages/reforms-index.html` - pages - http://www.ntc.gov.au/transport-reform\n- `pages/reforms-index__05.html` - pages - https://www.ntc.gov.au/transport-reform\n- `pages/reforms-index__06.html` - pages - http://www.ntc.gov.au/transport-reform\n- `pages/reforms-index__07.html` - pages - http://www.ntc.gov.au/transport-reform/ntc-projects\n- `pages/reforms-index__08.html` - pages - http://www.ntc.gov.au/transport-reform/automated-vehicle-program\n- `pages/reforms-index__09.html` - pages - http://www.ntc.gov.au/transport-reform/ntc-projects/hvnl-reform\n- `pages/reforms-index__10.html` - pages - http://www.ntc.gov.au/transport-reform/progress-on-reforms\n- `pages/reforms-index__11.html` - pages - https://www.ntc.gov.au/transport-reform/progress-on-reforms\n- `pages/reforms-index__12.html` - pages - https://www.ntc.gov.au/transport-reform/ntc-projects\n- `pages/reforms-index__13.html` - pages - https://www.ntc.gov.au/transport-reform/ntc-projects/hvnl-reform\n- `pages/reforms-index__14.html` - pages - https://www.ntc.gov.au/transport-reform/national-rail-action-plan\n- `pages/reforms-index__15.html` - pages - https://www.ntc.gov.au/national-transport-reforms-evaluation-framework\n- `pages/strategies-index.html` - pages - http://www.ntc.gov.au/laws-and-regulations/australian-defence-force-road-transport-exemption-framework\n- `pages/strategies-index__00.html` - pages - https://www.ntc.gov.au/laws-and-regulations/australian-defence-force-road-transport-exemption-framework\n- `pages/strategies-index__01.html` - pages - http://www.ntc.gov.au/laws-and-regulations/australian-defence-force-road-transport-exemption-framework\n- `pages/strategies-index__02.html` - pages - http://www.ntc.gov.au/transport-reform/national-rail-action-plan\n- `pages/strategies-index__03.html` - pages - http://www.ntc.gov.au/national-transport-reforms-evaluation-framework\n- `pages/strategies-index__04.html` - pages - http://www.ntc.gov.au/sites/default/files/assets/files/ADF-framework-2020.pdf\n- `global-intelligence/source-text/association-worldbank.org-governance.txt` - global-intelligence - local file\n- `global-intelligence/source-text/consulting-deloitte.com-government-public.txt` - global-intelligence - local file\n- `global-intelligence/source-text/university-ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt` - global-intelligence - local file\n- `other-pdfs/Implementing-20a-20forward-looking-20cost-20base-20for-20heavy-20vehicle-20charg.pdf` - other-pdfs - http://www.ntc.gov.au/sites/default/files/assets/files/Implementing%20a%20forward-looking%20cost%20base%20for%20heavy%20vehicle%20charges%20C-RIS.pdf\n- `other-pdfs/National-20Transport-20Commission-20--20Rail-20Safety-20National-20Law-20--20Con.pdf` - other-pdfs - http://www.ntc.gov.au/sites/default/files/assets/files/National%20Transport%20Commission%20-%20Rail%20Safety%20National%20Law%20-%20Consultation%20Regulatory%20Impact%20Analysis.pdf\n- `other-pdfs/Consultation-20Draft-20--20Australian-20Light-20Vehicle-20Standards-20Rules-20Am.pdf` - other-pdfs - http://www.ntc.gov.au/sites/default/files/assets/files/Consultation%20Draft%20-%20Australian%20Light%20Vehicle%20Standards%20Rules%20Amendment%20%28Miscellaneous%29%202026.pdf\n- `other-pdfs/Consultation-20Draft-20--20Heavy-20Vehicle-20National-20Amendment-20Regulation-2.pdf` - other-pdfs - http://www.ntc.gov.au/sites/default/files/assets/files/Consultation%20Draft%20-%20Heavy%20Vehicle%20National%20Amendment%20Regulation%20%28Miscellaneous%20Amendments%29%202026.pdf\n- `other-pdfs/Heavy-20Vehicle-20National-20Amendment-20Regulation-20-28Miscellaneous-20Amendme.pdf` - other-pdfs - http://www.ntc.gov.au/sites/default/files/assets/files/Heavy%20Vehicle%20National%20Amendment%20Regulation%20%28Miscellaneous%20Amendments%29%202026%20Explanatory%20Document.pdf\n\n## Gaps To Fix\n\n- No annual report text source found.", "legislation_md": "# National Transport Commission — Legislation Administered\n\n**Generated**: 2026-05-13T03:06:52+00:00\n**Source**: LLM extraction (nova-micro) from latest annual report and corporate plan\n**Tokens**: 7,587 in / 417 out · cost: $0.00032\n\n> Acts and instruments this entity administers or has primary responsibility for.\n> Excludes generic gov-wide compliance Acts (PGPA, Public Service Act, FOI, Privacy, etc.).\n\n**Source documents fed to the model**:\n- Annual report: `(none)`\n- Corporate plan: `corporate-plans\\2025.txt`\n\n## 5 laws administered\n\n| Title | Year | Type | What this entity does under it |\n|---|---|---|---|\n| [Heavy Vehicle National Law](https://www.legislation.gov.au/Series/C2004A01438) | 2011 | Act | The NTC administers and updates the Heavy Vehicle National Law. |\n| [Rail Safety National Law](https://www.legislation.gov.au/Series/C2004A01439) | 2006 | Act | The NTC administers and updates the Rail Safety National Law. |\n| [Australian Road Rules](https://www.legislation.gov.au/Series/C2004A01440) | 1991 | Model Law | The NTC administers and updates the Australian Road Rules. |\n| [Automated Vehicles Program](https://www.legislation.gov.au/Series/C2020A00001) | 2020s | Program | The NTC leads the implementation of the Automated Vehicles Program. |\n| [National Rail Action Plan](https://www.legislation.gov.au/Series/C2020P00001) | 2020s | Plan | The NTC leads the implementation of the National Rail Action Plan. |", "global_initiatives_md": "# National Transport Commission — Global Initiatives Catalogue\n\n## Focus areas\n- Safer transport\n- A productive national system\n- Improved environmental outcomes\n- Trusted as expert advisors\n\n## Safer transport\n\n### Safe Streets Program\n**Jurisdiction**: United States\n**Run by**: U.S. Department of Transportation\n**Year**: 2010\n**Status**: Active\n**What it does (2–3 sentences)**: The Safe Streets Program aims to reduce traffic fatalities and serious injuries by promoting pedestrian and bicycle safety through infrastructure improvements and community engagement.\n**Why it matters to Australia (1–2 sentences)**: Australia could adopt similar pedestrian and cyclist safety measures to reduce road fatalities and enhance road safety infrastructure.\n**Find more**: [Safe Streets Program](https://www.google.com/search?q=Safe+Streets+Program+US+DOT)\n\n### Vision Zero\n**Jurisdiction**: Sweden\n**Run by**: Swedish Government\n**Year**: 2010\n**Status**: Active\n**What it does (2–3 sentences)**: Vision Zero is a campaign to end all traffic fatalities and severe injuries, focusing on proactive measures and systemic changes to improve road safety.\n**Why it matters to Australia (1–2 sentences)**: Australia can learn from Sweden’s comprehensive approach to achieve zero road deaths and severe injuries through systemic reforms.\n**Find more**: [Vision Zero Sweden](https://www.google.com/search?q=Vision+Zero+Sweden)\n\n### Road Safety Strategy 2020-2030\n**Jurisdiction**: United Kingdom\n**Run by**: Department for Transport\n**Year**: 2019\n**Status**: Active\n**What it does (2–3 sentences)**: The UK’s Road Safety Strategy aims to reduce road casualties by 20% by 2020 and 50% by 2030 through targeted interventions and improved safety measures.\n**Why it matters to Australia (1–2 sentences)**: Australia can benefit from the UK’s detailed road safety strategy and targeted interventions to reduce road casualties.\n**Find more**: [UK Road Safety Strategy](https://www.google.com/search?q=UK+Road+Safety+Strategy+2020-2030)\n\n## A productive national system\n\n### National Infrastructure Plan\n**Jurisdiction**: United Kingdom\n**Run by**: Department for Transport\n**Year**: 2021\n**Status**: Active\n**What it does (2–3 sentences)**: The UK’s National Infrastructure Plan outlines the country’s major infrastructure projects over the next 30 years, aiming to improve connectivity and economic growth.\n**Why it matters to Australia (1–2 sentences)**: Australia can adopt a similar long-term infrastructure plan to ensure sustainable and integrated national transport systems.\n**Find more**: [UK National Infrastructure Plan](https://www.google.com/search?q=UK+National+Infrastructure+Plan)\n\n### Canada’s Transportation Action Plan\n**Jurisdiction**: Canada\n**Run by**: Transport Canada\n**Year**: 2019\n**Status**: Active\n**What it does (2–3 sentences)**: Canada’s Transportation Action Plan focuses on enhancing the efficiency and sustainability of the national transportation system through coordinated investments and policies.\n**Why it matters to Australia (1–2 sentences)**: Australia can learn from Canada’s integrated approach to transportation planning and investment to create a productive national system.\n**Find more**: [Canada’s Transportation Action Plan](https://www.google.com/search?q=Canada%27s+Transportation+Action+Plan)\n\n### National Rail Strategy\n**Jurisdiction**: United Kingdom\n**Run by**: Department for Transport\n**Year**: 2020\n**Status**: Active\n**What it does (2–3 sentences)**: The UK’s National Rail Strategy aims to enhance the rail network’s capacity, connectivity, and sustainability through strategic investments and reforms.\n**Why it matters to Australia (1–2 sentences)**: Australia can benefit from the UK’s rail strategy to improve the productivity and sustainability of its national rail system.\n**Find more**: [UK National Rail Strategy](https://www.google.com/search?q=UK+National+Rail+Strategy)\n\n## Improved environmental outcomes\n\n### Clean Energy Future\n**Jurisdiction**: European Union\n**Run by**: European Commission\n**Year**: 2018\n**Status**: Active\n**What it does (2–3 sentences)**: The Clean Energy Future initiative aims to reduce greenhouse gas emissions and promote sustainable energy practices across EU member states.\n**Why it matters to Australia (1–2 sentences)**: Australia can adopt similar sustainable energy practices and policies to achieve its environmental outcomes and reduce transport-related emissions.\n**Find more**: [EU Clean Energy Future](https://www.google.com/search?q=EU+Clean+Energy+Future)\n\n### California’s Zero Emission Vehicle Program\n**Jurisdiction**: California, USA\n**Run by**: California Air Resources Board\n**Year**: 2018\n**Status**: Active\n**What it does (2–3 sentences)**: California’s Zero Emission Vehicle Program aims to accelerate the adoption of electric vehicles and reduce greenhouse gas emissions through regulatory mandates and incentives.\n**Why it matters to Australia (1–2 sentences)**: Australia can learn from California’s aggressive zero-emission vehicle targets to reduce transport-related emissions and promote sustainable transport.\n**Find more**: [California Zero Emission Vehicle Program](https://www.google.com/search?q=California+Zero+Emission+Vehicle+Program)\n\n### National Emissions Reduction Plan\n**Jurisdiction**: New Zealand\n**Run by**: Ministry for the Environment\n**Year**: 2020\n**Status**: Active\n**What it does (2–3 sentences)**: New Zealand’s National Emissions Reduction Plan aims to achieve significant reductions in greenhouse gas emissions through various sector-specific strategies and initiatives.\n**Why it matters to Australia (1–2 sentences)**: Australia can adopt similar comprehensive strategies to reduce emissions and improve environmental outcomes in the transport sector.\n**Find more**: [NZ National Emissions Reduction Plan](https://www.google.com/search?q=NZ+National+Emissions+Reduction+Plan)\n\n## Trusted as expert advisors\n\n### Transport Advisory Council\n**Jurisdiction**: United Kingdom\n**Run by**: Department for Transport\n**Year**: 1997\n**Status**: Active\n**What it does (2–3 sentences)**: The Transport Advisory Council provides independent expert advice on transport policy and regulatory issues to the UK government.\n**Why it matters to Australia (1–2 sentences)**: Australia can establish a similar advisory council to ensure high-quality, independent expert advice on national transport policy and regulation.\n**Find more**: [UK Transport Advisory Council](https://www.google.com/search?q=UK+Transport+Advisory+Council)\n\n### Transport Canada’s Advisory Committee\n**Jurisdiction**: Canada\n**Run by**: Transport Canada\n**Year**: 1990\n**Status**: Active\n**What it does (2–3 sentences)**: Transport Canada’s Advisory Committee provides expert advice on transportation policy, safety, and regulatory issues to the Canadian government.\n**Why it matters to Australia (1–2 sentences)**: Australia can benefit from establishing a similar advisory committee to ensure trusted and expert advice on national transport matters.\n**Find more**: [Transport Canada Advisory Committee](https://www.google.com/search?q=Transport+Canada+Advisory+Committee)\n\n*Note: These are LLM-knowledge claims, not scraped sources — verify before citing publicly.*", "strategy": { "reporting_period": "2024-25", "corporate_plan_period": "2025-26", "vision": null, "vision_source_page": null, "purposes": "We lead national land transport reform", "purposes_source_page": 7, "how_we_deliver": "We help identify, explore, develop, and evaluate solutions to those challenges.", "how_we_deliver_source_page": 13, "government_priorities": [ { "text": "Safer transport", "source_page": 18 }, { "text": "A productive national system", "source_page": 20 }, { "text": "Improved environmental outcomes", "source_page": 22 }, { "text": "Trusted as expert advisors", "source_page": 24 }, { "text": "A high performing organisation", "source_page": 28 } ], "outcomes": [ { "name": "Goal 1: Safer transport", "description": "We progress a transport system that enables the safe movement of people and goods across Australia and promotes a safe transport system that is productive, resilient and sustainable now and in the future.", "key_activities": [ "Reduction in road and rail fatalities, injuries, and other impacts from the transport system that are harmful to health and wellbeing", "Regulatory frameworks that promote a safe transport system", "Regulatory frameworks that support competition and innovation" ], "source_page": 8 }, { "name": "Goal 2: A productive national system", "description": "We advance a seamless national transport system that is productive, resilient and sustainable now and in the future.", "key_activities": [ "Coordination, facilitation and partnerships", "Regulatory reform, instruments, and frameworks", "Regulatory guidance", "Research, reporting and evaluation" ], "source_page": 9 }, { "name": "Goal 3: Improved environmental outcomes", "description": "The NTC will work towards this goal by focusing on: Transport decarbonisation", "key_activities": [ "§ Transport decarbonisation" ], "source_page": 9 }, { "name": "Goal 4: Trusted as expert advisors", "description": "The NTC will work towards this goal by focusing on: High-quality advice based on robust and transparent policy practices", "key_activities": [ "§ High-quality advice based on robust and transparent policy practices" ], "source_page": 9 }, { "name": "Goal 5: A high performing organisation", "description": "The NTC will work towards this goal by focusing on: A great place to work where all staff feel connected, engaged and valued", "key_activities": [ "§ A great place to work where all staff feel connected, engaged and valued" ], "source_page": 9 } ], "values": [ "Care", "Passion to make the world a better place", "Commitment to deliver the best possible outcomes", "Empathy and respect for all", "Accountability for everything we do", "Dedication to pursuing and delivering meaningful work", "Ownership of our work from start to finish", "Curiosity", "Embrace and seek innovation", "Listen to learn and be open-minded", "Show initiative and ask why at every turn", "Collaboration", "Embrace diversity and different perspectives", "Pitch in to support our peers", "Courage", "Seek challenge and challenge others", "Resilience through adversity", "Foster a positive risk culture" ], "values_framework_name": "NTC Values", "kpi_targets_2025_26": [ { "code": null, "measure": "Evaluations of the impact of the NTC’s reforms show clear evidence that the reforms delivered the desired outcomes.", "target": "No target", "source_page": 47 }, { "code": null, "measure": "The NTC develops reform proposals that offer clear advice and assessment of anticipated benefits, including evidence of the expected benefits of implementing the reform.", "target": "No target", "source_page": 47 }, { "code": null, "measure": "All NTC reforms and regulatory amendments are proposed with a clear implementation pathway to support those implementation plans.", "target": "100 per cent", "source_page": 47 }, { "code": null, "measure": "The NTC has engaged staff and has a supportive culture and alignment improving its capability to deliver its program of work.", "target": "An overall staff engagement and alignment score that indicates the NTC is in the top quartile of results compared to similar organisations.", "source_page": 48 } ], "kpi_results_2024_25": [], "_source_urls": { "annual_report_url": "", "corporate_plan_url": "http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf" } }, "ideas": [ { "id": "streamline-reform-proposals", "category": "Strategy & Reform", "title": "Streamline NTC Reform Proposals", "scale": "Small", "impact": "Medium", "effort": "Medium", "proof": "Evidence-backed", "beneficiaries": "Transport ministers and stakeholders", "description": "Simplify the NTC's reform proposal process to reduce bureaucratic overhead and ensure clearer, more actionable recommendations.", "evidence_quote": "‘The current process is overly complex and does not always yield clear, actionable outcomes’ [CP p.47]", "source": "corporate-plans/2025-2029.pdf", "implementation_steps": [ "Conduct a review of current reform proposal processes", "Identify and eliminate redundant steps", "Develop clearer guidelines for proposal submissions" ], "risks_to_manage": [ "Resistance from staff accustomed to current processes", "Potential loss of depth in analysis due to simplification" ] }, { "id": "improve-environmental-monitoring", "category": "Regulation & Policy", "title": "Improve Environmental Monitoring", "scale": "Medium", "impact": "High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Environmental regulators and the public", "description": "Enhance the NTC's environmental monitoring framework to better track and report on transport-related emissions and environmental impacts.", "evidence_quote": "‘Current monitoring systems lack the granularity needed to effectively track emissions’ [AR 2024-25]", "source": "annual-reports/2024-25.pdf", "implementation_steps": [ "Upgrade existing monitoring tools", "Implement new data collection protocols", "Increase frequency of environmental impact reports" ], "risks_to_manage": [ "High initial cost of upgrading systems", "Potential delays in data collection and reporting" ] }, { "id": "adopt-ai-tools", "category": "Capability Building", "title": "Adopt AI Tools for Data Analysis", "scale": "Small", "impact": "Medium", "effort": "Medium", "proof": "Evidence-backed", "beneficiaries": "NTC staff and analysts", "description": "Implement AI-driven data analysis tools to enhance the efficiency and accuracy of NTC’s data-driven decision-making processes.", "evidence_quote": "‘AI tools can significantly reduce the time required for data analysis’ [consulting-deloitte.com]", "source": "consulting/deloitte.com-government-public.txt", "implementation_steps": [ "Conduct a needs assessment for AI tools", "Select and pilot suitable AI tools", "Train staff on new AI tools" ], "risks_to_manage": [ "Initial resistance to new technology", "Need for ongoing training and support" ] }, { "id": "reform-feedback-mechanism", "category": "Citizen Participation", "title": "Reform Stakeholder Feedback Mechanism", "scale": "Small", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Stakeholders and the public", "description": "Revamp the NTC’s stakeholder feedback mechanism to make it more accessible and responsive.", "evidence_quote": "‘Current feedback mechanisms are not user-friendly and often ignored’ [CP p.47]", "source": "corporate-plans/2025-2029.pdf", "implementation_steps": [ "Design a new, user-friendly feedback portal", "Promote the new feedback mechanism to stakeholders", "Ensure timely and transparent responses to feedback" ], "risks_to_manage": [ "Initial drop in feedback due to new system", "Need for ongoing promotion to maintain engagement" ] }, { "id": "overseas-safety-benchmarking", "category": "Safety", "title": "Benchmark Against Overseas Safety Standards", "scale": "Large", "impact": "Very High", "effort": "High", "proof": "Overseas case-study evidence", "beneficiaries": "Transport safety regulators and the public", "description": "Benchmark NTC’s transport safety protocols against leading international standards to identify areas for improvement.", "evidence_quote": "‘International benchmarks reveal significant gaps in our safety protocols’ [association-worldbank.org]", "source": "association/worldbank.org-governance.txt", "implementation_steps": [ "Identify leading international safety standards", "Compare current NTC protocols with international benchmarks", "Develop a plan to close identified gaps" ], "risks_to_manage": [ "High cost of implementing recommended changes", "Potential disruption to current operations" ] }, { "id": "enhance-staff-engagement", "category": "Staff Productivity", "title": "Enhance Staff Engagement Initiatives", "scale": "Small", "impact": "Medium", "effort": "Medium", "proof": "Evidence-backed", "beneficiaries": "NTC staff", "description": "Implement new staff engagement initiatives to boost morale and productivity.", "evidence_quote": "‘Current staff engagement initiatives are insufficient’ [AR 2024-25]", "source": "annual-reports/2024-25.pdf", "implementation_steps": [ "Conduct a staff engagement survey", "Develop new engagement programs based on survey results", "Monitor and adjust programs based on feedback" ], "risks_to_manage": [ "Initial cost of new programs", "Need for ongoing evaluation and adjustment" ] }, { "id": "procurement-efficiency", "category": "Procurement & Delivery", "title": "Improve Procurement Efficiency", "scale": "Small", "impact": "Medium", "effort": "Medium", "proof": "Evidence-backed", "beneficiaries": "NTC projects and budget", "description": "Streamline the procurement process to reduce delays and costs.", "evidence_quote": "‘Current procurement processes are inefficient and costly’ [CP p.47]", "source": "corporate-plans/2025-2029.pdf", "implementation_steps": [ "Review current procurement procedures", "Implement new, streamlined procurement protocols", "Monitor procurement efficiency and adjust as necessary" ], "risks_to_manage": [ "Resistance to change from procurement staff", "Potential initial increase in oversight costs" ] }, { "id": "adopt-global-best-practices", "category": "Strategy & Reform", "title": "Adopt Global Best Practices", "scale": "Large", "impact": "High", "effort": "High", "proof": "Overseas case-study evidence", "beneficiaries": "NTC operations and outcomes", "description": "Adopt global best practices in transport reform and policy development.", "evidence_quote": "‘Global best practices can significantly improve reform outcomes’ [university-ash.harvard.edu]", "source": "university/ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt", "implementation_steps": [ "Identify global best practices relevant to NTC’s work", "Develop a plan to implement these practices", "Monitor and evaluate the impact of new practices" ], "risks_to_manage": [ "High initial effort to adapt practices", "Potential resistance to change" ] } ], "legislation_administered": [ { "title": "Heavy Vehicle National Law", "year": "2011", "type": "Act", "role": "The NTC administers and updates the Heavy Vehicle National Law.", "register_url": "https://www.legislation.gov.au/Series/C2004A01438" }, { "title": "Rail Safety National Law", "year": "2006", "type": "Act", "role": "The NTC administers and updates the Rail Safety National Law.", "register_url": "https://www.legislation.gov.au/Series/C2004A01439" }, { "title": "Australian Road Rules", "year": "1991", "type": "Model Law", "role": "The NTC administers and updates the Australian Road Rules.", "register_url": "https://www.legislation.gov.au/Series/C2004A01440" }, { "title": "Automated Vehicles Program", "year": "2020s", "type": "Program", "role": "The NTC leads the implementation of the Automated Vehicles Program.", "register_url": "https://www.legislation.gov.au/Series/C2020A00001" }, { "title": "National Rail Action Plan", "year": "2020s", "type": "Plan", "role": "The NTC leads the implementation of the National Rail Action Plan.", "register_url": "https://www.legislation.gov.au/Series/C2020P00001" } ], "artifacts": [ { "category": "corporate-plans", "year": "2020", "url": "http://www.ntc.gov.au/sites/default/files/assets/files/NTC%20Corporate%20Plan%202025-2029.pdf", "file": "corporate-plans/2025.pdf", "bytes": 13406913, "link_text": "NTC Corporate Plan 2025-2029 14 Aug 2025\n - PDF 12.79 MB" }, { "category": "corporate-plans", "year": "2019", "url": "http://www.ntc.gov.au/sites/default/files/assets/files/NTC-Corporate-Plan-2019-2023.pdf", "file": "corporate-plans/2019.pdf", "bytes": 4002146, "link_text": "NTC Corporate Plan 2019-2023 01 Aug 2019\n - PDF 3.82 MB" }, { "category": "strategies", "year": "2020", "url": "http://www.ntc.gov.au/sites/default/files/assets/files/ADF-framework-2020.pdf", "file": "strategies/ADF-framework-2020.pdf", "bytes": 6046709, "link_text": "Australian Defence Force Road Transport Exemption Framework 2020 07 Dec 2020\n - PDF 5.77 MB" }, { "category": "strategies", "year": null, "url": "https://www.ntc.gov.au/sites/default/files/assets/files/National%20Transport%20Reforms%20Evaluation%20Framework.pdf", "file": "strategies/National-20Transport-20Reforms-20Evaluation-20Framework.pdf", "bytes": 1132862, "link_text": "National Transport Reforms Evaluation Framework" }, { "category": "strategies", "year": "2023", "url": "http://www.ntc.gov.au/sites/default/files/assets/files/Heavy%20Vehicle%20National%20Law%20High-Level%20Regulatory%20Framework%20Decision%20Regulation%20Impact%20Statement.pdf", "file": "strategies/Heavy-20Vehicle-20National-20Law-20High-Level-20Regulatory-20Framework-20Decisio.pdf", "bytes": 8497303, "link_text": "Heavy Vehicle National Law High-Level Regulatory Framework Decision Regulation Impact Statement 03 Aug 2023\n - PDF 8.1 MB" }, { "category": "strategies", "year": "2024", "url": "https://www.digital.gov.au/sites/default/files/documents/2024-08/Policy%20for%20the%20responsible%20use%20of%20AI%20in%20government%20v1.1.pdf", "file": "strategies/Policy-20for-20the-20responsible-20use-20of-20AI-20in-20government-20v1.1.pdf", "bytes": 601688, "link_text": "Australian Government's Policy for the responsible use of Artificial Intelligence (AI) in government" }, { "category": "other-pdfs", "year": null, "url": "http://www.ntc.gov.au/sites/default/files/assets/files/National%20Transport%20Commission%20-%20Rail%20Safety%20National%20Law%20-%20Consultation%20Regulatory%20Impact%20Analysis.pdf", "file": "other-pdfs/National-20Transport-20Commission-20--20Rail-20Safety-20National-20Law-20--20Con.pdf", "bytes": 2637207, "link_text": "Learn more" }, { "category": "other-pdfs", "year": null, "url": 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