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TransLink Transit Authority Final Report (1 July 2012 – 31 December 2012)

ABOUT THIS REPORT

Welcome to the TransLink Transit Authority Final Report. Following machinery-of-Government changes implemented on 2 August 2012, the TransLink Transit Authority was abolished, with its core functions transitioning to the Department of Transport and Main Roads.

The Transport Operations (TransLink Transit Authority) Act 2008, under which TransLink was established, was repealed on 1 January 2013. As such, this report refers to the activities and performance of the

TransLink Transit Authority for the period 1 July 2012 to 31 December 2012 only.

The TransLink Transit Authority Final Report has been developed for the Queensland Minister for

Transport and Main Roads, the Honourable Scott Emerson MP, and our other key stakeholders including our customers, delivery partners, government, employees and members of the broader community.

This report contains financial statements and a summary of TransLink’s financial and non-financial performance for the reporting period, in line with the targets and objectives outlined in the TransLink

Transit Authority Strategic Plan 2010–2015 and the 2012–13 Queensland State Budget — Service Delivery

Statements. It complies with legislative reporting requirements under the Financial Accountability Act

2009, The former Transport Operations (TransLink Transit Authority) Act 2008 and the Queensland

Government’s Annual Report Requirements for Queensland Government Agencies for 2011–12.

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MESSAGE FROM THE CHAIR

The TransLink Transit Authority was established on 1 July 2008 to deliver the best possible mass transit services at reasonable cost to the community and government, while keeping government regulation to a minimum.

During its four and a half years as a statutory authority, TransLink has strived to improve and expand public transport services across south-east Queensland, reaching many significant milestones along the way, including the implementation of the go card integrated smart ticketing system and improvements to public transport services and customer information.

On 31 July 2012, the Queensland Government announced its decision to incorporate TransLink into the

Department of Transport and Main Roads and to expand the role of TransLink to include the delivery of public transport services throughout Queensland as the new TransLink Division.

This restructure is undoubtedly a significant change for TransLink yet and is not without challenges, primarily the task of the extended role and responsibilities of facilitating and delivering passenger transport services across the state of Queensland.

A lot of work has been done over the reporting period to ensure the transition into the new TransLink

Division is a smooth one. Our focus on business continuity and implementation of the government’s reform agenda – all happening while we continue to address and deliver the Queensland Government’s objectives of providing a more affordable, reliable and frequent public transport network.

As the Queensland Government takes decisive action to help steer the state through tough economic times, TransLink will endeavour to ensure efficient operations continue to deliver value for our customers.

We are determined to develop integrated public transport strategies that will deliver value for money, maximise our resources and provide improved mobility to all Queenslanders.

During the reporting period, I stepped into the role of Acting Director-General for the Department of

Transport and Main Roads and consequently took on the responsibilities as the sole board member of the

TransLink Transit Authority Board. During this time, Matthew Longland continued to steer the TransLink

Transit Authority as Acting Chief Executive Officer (and subsequently Acting Deputy Director-General).

On this occasion, the final report of the TransLink Transit Authority, I would like to offer my sincere thanks to our Minister, the Honourable Scott Emerson MP and our Assistant Minister, Mr Steven Minnikin MP, for their support and guidance during this transition period. I would also like to thank the former members of the TransLink Transit Authority Board, in particular Mr Geoff Harley, who held the role of Chair from

TransLink’s inception in July 2008 to the decision to create the new TransLink Division in July 2012.

This will be the final message from the Chair of the TransLink Transit Authority Board and I would like to thank TransLink’s dedicated staff, delivery partners and many stakeholders for their commitment, contribution and dedication to getting on with the job of delivering public transport in south-east

Queensland.

While I salute TransLink’s past achievements, I am confident that the new TransLink Division will go on to deliver even greater outcomes for public transport users by providing an efficient and affordable transport service for all Queenslanders and for those who visit this great state.

Neil Scales OBE

Former Chair

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CHIEF EXECUTIVE OFFICER’S REPORT

This is the Final Report of the TransLink Transit Authority, encompassing the operations of our business during our final six months of operation as a statutory authority.

On 31 July 2012, the Honourable Scott Emerson MP, Minister for Transport and Main Roads announced that TransLink would be restructured and integrated with the Department of Transport and Main Roads to provide a more efficient, streamlined and integrated delivery of passenger transport services throughout

Queensland.

In line with this restructure, all Queensland Government passenger transport services across the state are now managed by the new TransLink Division of the Department of Transport and Main Roads.

The past six months have been a period of transition and preparation for TransLink as we expand our role to oversee not only the south-east Queensland public transport network, but the regional qconnect bus network, regional ferry services, Traveltrain rail services, school bus services, taxi services and subsidised regional air and long-distance coaches.

During this transition, it has been extremely important for us to keep our finger on the pulse and make the most of this opportunity and what it represents for our customers. At the same time, TransLink has been busy delivering on the Queensland Government’s commitment to improve service reliability, frequency and affordability.

Key achievements of this reporting period include:

 more than 4.4 million journeys ‘free’ journeys taken via the new 9 and free go card incentive

 a trial of off-peak rail services on the Ferny Grove line

 a significant review of the south-east Queensland bus network

 integration of TransLink’s go card and Brisbane City Council’s CityCycle scheme

 introduction of the new tourist go card product - SEEQ.

These achievements are also great examples of how we continue to respond to our customers’ needs now and into the future.

I am excited about the opportunities ahead as we enter into a new phase in TransLink’s future and look forward to continuing to deliver on our purpose of providing a single integrated transport network that is accessible to everyone.

Matthew Longland

Former Acting Chief Executive Officer

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HIGHLIGHTS

 4.4 million free journeys taken by go card users since the introduction of the 9 and free incentive

 Launch of the largest ever review of the south-east Queensland Bus Network, to improve service reliability and frequency

 Commenced integration of the Southern Moreton Bay Island ferry service into the TransLink network

 Launch of the SEEQ tourist go card products to provide unlimited 3 and 5 day transport options for tourists

 Implementation of a two year trial of 15 minute off peak services on the Ferny Grove rail line

 Linking the go card with Brisbane City Council’s CityCycle scheme

 Introduction of open data to provide improved public access to patronage, customer satisfaction and other public transport data

 Roll-out of Trip Tracker TransLink’s real-time information system on CityGlider and Clarks Logan

City Bus services

 Improved event ticketing options for Brisbane Ekka.

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OUR STRATEGIC PLAN

Our vision: Making travel easy

Our purpose: Lead, plan, specify and provide mass transit for the people in south-east Queensland

The TransLink Transit Authority Strategic Plan 2010–2015 guided TransLink’s strategic direction and informed the development of our annual operational plan and budget. Our vision for the TransLink network was making travel easy. Our strategic plan outlined five pillars, or objectives, that guided our business activities to help us deliver on this vision.

TransLink followed this strategic plan until 31 December 2012. As the new TransLink Division, our strategic plan and priorities will align with the Department of Transport and Main Road’s objective to plan, deliver and manage a transport system that connects Queensland.

TransLink’s contribution to the Queensland Government’s objectives for the community:

“Getting Queensland back on track”

 Grow a four-pillar economy: Support strong economic growth by making responsible financial decisions and ensuring tourists in south-east Queensland have a safe, accessible public transport system for exploring our region.

 Lower the cost of living: Improve the affordability of public transport options while ensuring the cost-effective delivery of our services.

 Deliver better infrastructure and use better planning: Work closely with our industry and local government partners to deliver more cost-effective, better-integrated public transport solutions.

 Revitalise frontline services: Deliver a quality frontline customer service experience across the network.

 Restore accountability in government: Achieve business excellence through good governance and continual performance improvement.

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Pillar 1: Quality Customer Experience

“Customers are strong advocates based on a quality, consistent and seamless experience at all touch points”

Key performance indicators

Key measures

Overall Customer satisfaction Index

2012-13

Target

(annualised)

2010 – 11 actual

(annualised)

2011 – 12 actual

1 July 2012

–

31

(annualised)

December

2012

(Actual)

69 70 1

Comments

>70 70 Customer satisfaction with TransLink services overall continues to be strong with an index of 70 (out of a possible 100) for the period July to December 2012.

Efficiency, Reliability & Frequency and

Comfort remain the most important factors influencing satisfaction. The top four performing KPIs are Accessibility,

Ease of Use, Staff and Safety & Security, all performing at ‘best practice’ levels with scores above 75.

Customer advocacy continues to rise gradually. Ferry customers are consistently the strongest public transport advocates.

Customer advocacy

Brand awareness

(prompted)

6.7 6.6

Q4 and averaged

Not available

6.7

Q4 and averaged

6.9

1

Six month and averaged

93 2 >90 90 TransLink brand has close to universal recognition among public transport users in SEQ, and strong recognition among nonusers as well, further strengthening

TransLink’s position as the one -stop-shop for public transport information.

TransLink Customer Satisfaction Tracking Research KPIs (Quarters 1 and 2, 12/13). TNS, January 2013.

2 TransLink Brand Review Research Report. Enhance Management, September 2012.

Pillar 2: Effective Stakeholder Engagement

“TransLink’s business is supported through strong and mutually beneficial relationships”


Key measures

2012-13

Target

(annualised)

2010 – 11 annualised actual

2011 – 12 annualised actual

1 July 2012 –

31 December

2012 (Actual)

Comments

N/A Stakeholder advocacy

Advertising space rate

$77 000

Not available

$62 000

67% N/A

$95 000

A survey was not conducted during this reporting period.

$76 206

Achieved a better result than expected, with greater coverage of significant community events such as the RNA Show,

Riverfire and New Year’s Eve Celebrations

1 TransLink Customer Satisfaction Tracking Research KPIs (Quarters 1 and 2, 12/13. TNS, January 2013.

2 TransLink Brand Review Research Report. Enhance Management, September 2012.

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Pillar 3: Business Excellence

“Business excellence is achieved with a highly engaged and innovative team, and effective corporate governance”


Key measures 2012-

13

Target

(annual ised)

2010 – 11 actual

(annualise d)

2011 – 12 actual

(annualis ed)

1 July 2012 –

31 December

2012 (Actual)

Comments

Cost

Employee satisfaction index

75% 74% 77% N/A satisfaction. Staff were very satisfied with the supportive nature of their teams and

TransLink as a whole.

Pillar 4: Manage the Network

“Public transport is highly integrated, efficient and recognised as a key driver of economic growth”


No further surveys were conducted during the reporting period. The last staff Values survey was conducted in March 2012 and achieved a 97% participation rate and a near to best-practice result of 77% overall

Key measures recovery

2012-13

Target

(annualised)

23.59%

2010 – 11 actual

(annualised)

22.5%

2011 – 12 actual

(annualised)

1 July 2012 –

31 December

2012 (Actual)

23.6% N/A

Comments

This figure is reported annually.

8.5% N/A N/A N/A Survey completed with analysis yet to be finalised Mode share

Patronage 181.5 million

178.6 million

178.3 million

89.7 million

This figure is for the 6 month (1 July 2012 – 31

December 2012) reporting period only.

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Pillar 5: Financial Sustainability

“Effective economic management, ensuring cost-effective delivery of services”


Key measures 2012-13

Target

(annualised)

2010 – 11 actual

(annualised)

2011 – 12 actual

(annualise d)

1 July 2012 –

31 December

2012 (Actual)

Comments

Subsidy per passenger trip

Average revenue per passenger trip

Fare evasion

$6.77

$2.12

To be determined

$6.06

$1.76

N/A

$6.57 N/A

$2.02 N/A

N/A N/A



A survey has not been conducted during this reporting period.

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ABOUT TRANSLINK

The TransLink Transit Authority was established under the Transport Operations (TransLink Transit

Authority) Act 2008 as the statutory authority responsible for the delivery and management of public transport services within south-east Queensland.

Working in partnership with 19 primary delivery partners, other government agencies, and key stakeholders, TransLink’s main purpose was to lead, plan and provide mass transit services across an area of approximately 10 000 square kilometres through a multi-modal network comprising train, bus and ferry services.

The TransLink Board consisted of seven non-executive members, accountable to the Minister for

Transport and responsible for overseeing the strategic direction, governance and performance of the organisation.

From 6 August 2012 the TransLink Transit Authority began to transition into the Department of Transport and Main Roads as the new TransLink Division responsible for the delivery of passenger transport services across the whole of Queensland.

Currently leading the new TransLink Division is Acting Deputy Director-General, Matthew Longland, who reports to the Director-General of the Department of Transport and Main Roads, Neil Scales.

As the TransLink Division, we will be responsible for leading and shaping Queensland’s overall passenger transport system and delivering on the Queensland Government’s commitment to improve the frequency, reliability and affordability of public transport services. We will facilitate passenger transport services for

Queenslanders and aim to provide a single integrated transport network accessible to everyone. TransLink

Division will also maintain contractual arrangements with our delivery partners while we continue to develop ticketing products and expand the go card network. Our customers will stay connected via the

TransLink 24-hour Contact Centre (13 12 30) and website (translink.com.au).

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OUR STRUCTURE

Minister for Transport and Main Roads

TransLink Transit Authority Board

Chief Executive Officer

TransLink Leadership Team

Finance and Techn ology Network Integration & Customer

Relations

Strategy and Planning

Infrastructure and Investment

Rail

People and Capability

Marketing, Communications and

Product

Product

Bus and Ferry

External Affairs

Former TransLink Transit Authority Structure

Minister for Transport and Main Roads

Department of Transport and Main Roads

General Manager

Passenger Transport

Integration

Director-General

Deputy Director-General

TransLink Division

General Manager

Passenger

Transport Services

General Manager

Passenger

Transport

Technology &

Commercial

TransLink Division Structure

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OUR BOARD

The TransLink Transit Authority’s Board membership consisted of seven members who were responsible for the stewardship of the organisation. The Board’s primary role was to review and approve the organisation’s strategic planning and structure while supervising management to enhance TransLink’s underlying values.

TransLink’s Board was dissolved on 2 August 2012 and from 6 August to 31 December 2012, comprised one standing member who was also the chief executive of the Queensland Department of Transport and

Main Roads who fulfilled this role until the TransLink Transit Authority was abolished on 31 December

2012.

Mr Michael Caltabiano fulfilled this role from 6 August until 25 October when Mr Neil Scales was appointed to the role of Acting Director-General of the Department of Transport and Main Roads. Neil fulfilled this role until the repeal of the Transport Operations (TransLink Transit Authority) Act 2008 which took place on 1 January 2013.

Mr Neil Scales OBE

Former Standing Member

Period of Appointment: 25 October 2012 – 31

December 2012

As Acting Director-General of the Department of

Transport and Main Roads, Neil Scales manages an operating budget of $4.467 billion (2011–12), capital budget of $3.828 billion and assets worth

$50.257 billion, serviced by more than 10 000 staff across Queensland.

Neil brings to the department more than 30 years’ experience in public transport, having worked previously for the World Bank, the European

Commission and for the last 12 years as the Chief

Executive and Director-General of Merseytravel in

England.

In 2005, Neil was appointed an Officer of the Most

Excellent Order of the British Empire (OBE) for services to transport. Neil has an unbridled passion for passenger transport and logistics. His current appointment draws upon his vast experience in engineering together with an underlining vision of delivering excellent customer service.

Mr Michael Caltabiano BE (Hon), MPhil, GDBA,

FIEAust, FAICD, RPEQ, IAMA

Previous Standing Member

Period of appointment: 28 March 2012 – 25 October

2012

Michael started his engineering career with the former Department of Main Roads in Queensland in

1985. He moved to the private sector in 1993 and worked across Australia and internationally providing technical design and support to some of

Australia's largest road projects.

Michael joined the Brisbane City Council as an elected representative in 1996, and then entered state politics in 2005 as Member for Chatsworth,

Shadow Minister for Roads and Shadow Treasurer.

In 2006, he established his own engineering firm

Infrastructure Delivery Australia Pty Ltd.

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Mr Geoff Harley RFD, LLB, FAICD

Chair

Period of appointment: 13 June 2008 – 2 August

2012

Geoff Harley is a consultant in the Brisbane Office of Clayton Utz and is an Adjunct Professor of Law at the University of Queensland Law School.

Geoff has previously served as Chair of CS Energy.

He is a Director of Brisbane Marketing Pty Ltd and a Member of the Advisory Board at Rowland Pty

Ltd. His board experience covers fields as diverse as electricity generation, communications, information technology, investment and agribusiness.

Geoff has practised law for more than 40 years. His role as a company director and as Chief Executive of Clayton Utz in Queensland has given him invaluable experience in strategy, operational management and governance.

Geoff was Chair of the TransLink Board and a member of both the Audit and Risk Management

Committee and the Remuneration and Succession

Committee.

Mr Colin Jensen BE

Member

Period of appointment: 20 August June 2010 – 2

August 2012

Colin Jensen is the Chief Executive of Brisbane City

Council.

Prior to joining the council in August 2010, Colin had a career in the Queensland Government, including the role of Coordinator-General and

Director-General of the Department of

Infrastructure and Planning. Colin was responsible for overseeing the delivery of the largest infrastructure program in Queensland's history, modernising the State's planning and development system, reforming Queensland's local government system and shaping a new organisation following a departmental restructure in 2007.

In 2011, for the fourth year running, Colin was named one of Australia's top 100 most influential engineers by Civil Engineers Australia magazine.

From 31 May 2012, Colin was a member of the

Remuneration and Succession Committee.

Mr Chris Freeman AM, BCom, FAICD

Member


2012

Chris Freeman is a company director holding board positions in the property, arts and sporting sectors.

He consults to the Mirvac Group and is a Director within the Mirvac UK operations. His directorships and appointments include Chairman of Watpac

Limited, Director of Tennis Australia Ltd, Chairman of Major Brisbane Festivals Pty Ltd, Member of the

Federal Government's Major Performing Arts Group and Member of Brisbane City Council's Urban

Futures Board.

Chris previously held the positions of Chairman,

UAE, United Kingdom and Queensland and Chief

Executive Officer, Queensland, for Mirvac Limited.

He is an Adjunct Professor at the University of

Queensland.

Chris has 30 years’ experience in the finance and property sectors.

Chris was Chair of the Audit and Risk Management

Committee.

Mr Richard Mathews BCom, BSc, ACA

Member


2012

Richard Mathews is currently the Chairman of eServGlobal, an information technology telecommunications company listed in both

Australia (ASX) and the United Kingdom (AIM), and the Managing Director of MHB Holdings, a company which either fully owns or invests in both public and private software companies around the world.

Richard was the Chief Executive Officer of Mincom

Limited (Australia's largest and oldest Enterprise

Resource Planning software company) before its sale to a United States Private Equity Fund in 2007.

Prior to leading Mincom, Richard spent several years engaged in senior positions with JD Edwards, including Senior Vice President International.

Richard was Chair of the Remuneration and

Succession Committee.

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Ms Adrienne Ward BA, MAICD

Member


2012

Adrienne Ward is currently Government and

Business Relations Advisor with Leighton

Contractors and is a former Telstra Business

Woman of the Year award winner. She has a background in corporate and government strategy with past state and national roles with Accenture,

Optus Vision and Westpac. For the past 10 years, she has been a co-director of McDonald's franchises in south-east Queensland.

Adrienne is active on several boards, including

Deputy Chair of Gold Coast Institute of TAFE. An avid contributor, Adrienne is the former Chair of the Institute of Modern Art and previous board member of Queensland Events Corporation, The

Premier's of Qld's Business Round Table, The ICT

Ministerial Advisory Group, Griffith University

Council and Brisbane/North Point Institute of TAFE.

Among her many achievements, Adrienne was awarded the Centenary Medal in 2003 for distinguished service and achievement in business and commerce.

Adrienne was a member of the Audit and Risk

Management Committee.

Mr David Barbagallo BSurv, MTM, MAICD

Member


2012

David Barbagallo previously served as Chairman of the Queensland Minister for Tourism, Regional

Development and Industry's Ministerial Advisory

Council on ICT, and of Microgenx Pty Ltd. He was also a member of the Board of the Australian Centre for Interaction Design and Auscript Ltd.

David has extensive experience in many business functions including information technology, strategic planning, research and development, and commercialisation, including as Executive Vice-

President Solutions Development for Mincom Ltd,

Chief Executive Officer of Distributed Systems

Technology Centre Pty Ltd and Chief of Staff to the former Premier of Queensland, the Honourable

Wayne Goss.

In 2003, David was awarded the inaugural

Queensland Pearcey Award for his contribution to

Queensland’s ICT industry and he has been made a

Fellow of the University of Texas IC2 Institute.

13


OUR LEADERSHIP TEAM

Led by TransLink’s Chief Executive Officer under the direction of the TransLink Board, the TransLink

Leadership Team was the senior executive management body of the TransLink Transit Authority.

Neil Scales was Chief Executive Officer from 12 March 2012 until his appointment to the role of Acting

Director-General for the Department of Transport and Main Roads on 25 October 2012.

Matthew Longland

Acting Chief Executive Officer

Date of appointment: 25 October 2012

Matthew Longland was appointed the role of Acting

Chief Executive Officer and on 25 October 2012 and fulfilled this role until 31 December 2012.

In this role Matthew was accountable for the leadership of delivering south-east Queensland’s public transport network, an annual budget of more than $1.6 billion and managing partnerships with

TransLink's 19 service delivery partners.

Prior to this role Matthew held the role of Director of Network Integration and has has been a member of TransLink's Leadership Team with responsibility for network strategy and planning, infrastructure delivery and ticketing system management.

Matthew has undergraduate and post-graduate degrees in Urban and Regional Planning at the

Queensland University of Technology and holds memberships of the Australian Institute of Company

Directors, the Planning Institute of Australia and the

Institute of Public Administration Australia.

Matthew continues to lead TransLink Division as

Acting Deputy Director-General.

Stephen Banaghan

Director Rail

Date of appointment: September 2009

Stephen Banaghan was responsible for managing

TransLink’s contract with Queensland Rail, monitoring rail performance and managing

TransLink’s revenue protection and special event activities.

Mark Hope

Chief Financial Officer,

Project Director Ticketing, Director Gold Coast

Date of appointment: June 2009

Mark Hope joined TransLink in June 2009 and was responsible for management and financial reporting, planning and analysis, corporate funding, procurement, business systems and revenue assurance in TransLink.

In 2011, Mark's responsibilities were expanded to lead TransLink's ticketing reform project and to oversee TransLink's involvement in the Gold Coast

Rapid Transit project.

Mark has more than 20 years' experience working in chartered and commercial financial roles in the finance sector.

Mark will continue to lead the development and management of customer-focused technology solutions, seamless customer relations, and drive value for money commercial business outcomes as

General Manager of TransLink Division’s Passenger

Transport Technology and Commercial Branch.

Simon Cook

Director Infrastructure and Investment

Date of appointment: October 2011

Simon Cook led the planning, delivery and management of TransLink’s infrastructure and investment programs, as well as being responsible for establishing and maintaining strong governance for all TransLink infrastructure projects and investments. In his role, Simon led the Busway

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Stephen has more than 30 years of international experience in the transport sector and has been on the boards of several train operating companies in the United Kingdom.

Stephen’s new title is General Manager of the

Passenger Transport Services Branch, TransLink

Division.

Pierina Curties

Director People and Capability


Pierina Curties led the People and Capability team and was responsible for people management, capability development, internal communication, governance, compliance and legal services. In her role, Pierina was responsible for maintaining

TransLink’s unique culture, including guiding our values and leadership development.

Pierina has worked in human resources and organisational development roles in the private and public sectors for more than 15 years. Pierina has been with TransLink since 2008.

Pierina’s new title is Executive Director of Customer

Interface and Business Improvement, TransLink

Division.

Nicole Moy

Director Marketing, Communications and

Product

Date of appointment: March 2011

Nicole Moy was responsible for the strategic development and delivery of TransLink's customercentred marketing, communications, online, go card product development, retail and distribution as well as ticketing policy and commercial initiatives.

Nicole joined TransLink in March 2011 bringing more than 20 years' experience in the commercial application of marketing across a diverse range of

Operations team that monitors and patrols southeast Queensland’s busway network.

Simon has eight years of international experience in rail operations and previously held a commission in Britain’s Royal Navy.

Simon’s new title is Executive Director of Customer

Technology, TransLink Division.

Michael McGee

Director Bus and Ferry


Michael McGee oversaw the management of

TransLink’s bus and ferry commercial contracts.

Michael was responsible for collaborating with delivery partners to monitor bus performance.

Michael is a Graduate Member of the Australian

Institute of Company Directors and is a member of the Australian Institute of Management. Michael joined TransLink in 2008.

Michael’s new role is Executive Director of Bus,

Ferry, Coach and Air, TransLink Division.

Sally Stannard

Director Strategy and Planning

Date of appointment: April 2010

Sally Stannard is a strategic planning specialist who led TransLink’s strategic planning, service delivery and business strategy. Sally oversaw the development and implementation of all new and additional public transport services, as well as acting as the principal interface with other state and local government agencies in the long-term planning of the public transport network. Sally has been with TransLink since 2008.

15

TransLink Transit Authority Final Report (1 July 2012 – 31 December 2012) industries including travel, premium whitegoods, wine, petroleum and publishing, both in Australia and overseas.

Nicole’s new title is Executive Director of Customer

Experience, TransLink Division.

Lexie McHugh

A/Director Marketing, Communications and

Product

Date of appointment: October 2012

Lexie McHugh is responsible for the strategic development and delivery of TransLink's customercentred marketing, communications, research, online and go card product development, retail and distribution, ticketing policy, and commercial initiatives.

Lexie joined TransLink in 2009 bringing more than

12 years of experience working in a range of organisations in both Australia and London from advertising agencies, ASX Top 150 companies,

Statutory Authorities and the Department of

Transport and Main Roads. In these roles she has promoted a range of products from charities, consumables, financial services, education and transport.

Lexie temporarily replaced Nicole Moy in the role of

Director Marketing, Communications and Product from October 2012 (maternity leave) and subsequently Executive Director of Customer

Experience.

Sally’s new title is Executive Director of Service

Planning, TransLink Division.

*Notes:

 As at 6 August 2012, the TransLink Transit Authority was integrated into the Department of Transport and Main

Roads with a new Leadership Team Structure

16


OUR PARTNERS

OUR TICKETING PARTNER

Cubic Transportation Systems

With over 35 years of international experience in the transit industry, Cubic (jointly Cubic Transportation

Systems Inc and CTS (Australia) Pty Limited) provides integrated smartcard ticketing systems, customer products and operational services relating to TransLink’s go card. Cubic currently deliver a range of services for transit authorities in 15 regions worldwide with nearly 10 billion rides taken each year using

Cubic’s automated fare collection systems.

OUR CUSTOMER SERVICE PARTNER

Stellar

The 24 hour TransLink Contact Centre is operated by our customer service partner Stellar, providing

TransLink customers with a single point of contact to access timetable, fares and ticketing information and provide feedback on public transport matters. As an Australian call centre company with a global reach,

Stellar has delivered contact centre solutions to the transport, travel and tourism industries for over a decade.

17


OUR PUBLIC TRANSPORT DELIVERY PARTNERS

A record $1.6 billion for the 2012-13 financial year, has been allocated to deliver TransLink’s public transport services in south-east Queensland. Working together with our 19 service delivery partners, services are delivered through contractual arrangements across the TransLink network. These contractual arrangements have been retained and will continue to be managed by the new TransLink Division.

South-east Queensland

QUEENSLAND RAIL (Citytrain)

Number of train sets

Number of routes and services

Service contract expense 1 July

2012 – 31 December 2012

207 three-car train sets

147 stations and 740km track in the south-east Queensland network

463.9 million

Greater Brisbane

BRISBANE TRANSPORT

Number of buses*


1225 buses

245 urban routes, 63 859 urban services per week

217 school routes, 1465 school services per week (school terms only)

$141 million Service contract expense 1 July 2012

– 31 December 2012

BRISBANE CITY COUNCIL

Number and type of ferries


Service contract expense 1 July 2012


19 CityCats, 9 CityFerries

3604 services per week

$8.18 million

18


BRISBANE BUS LINES

Number of buses*




2 buses

1 urban route, 35 services per week

$44,242

Northern region

THOMPSON BUS SERVICES

Number of buses*


42 buses

11 urban routes, 2642 urban services per week


$3.92 million Service contract expense 1 July 2012


HORNIBROOK BUS LINES

Number of buses*


61 buses





KANGAROO BUS LINES

Number of buses*


73 buses





CABOOLTURE BUS LINES

Number of buses*


37 buses





BRIBIE ISLAND COACHES

Number of buses*


28 buses


33 school routes, 175 urban services per week (school terms only)



Western region

BUS QUEENSLAND (Lockyer Valley)

Number of buses*




4 buses

1 urban route, 144 services per week

$551,374

19


BUS QUEENSLAND (Westside Bus Company)

Number of buses* 94 buses






$9.78 million (includes $137,750 for Westside Rail Bus)

SOUTHERN CROSS TRANSIT

Number of buses*



– 31 December 2012 nil

12 school routes, 120 services per week (school terms only)

$75,916

Southern region

CLARKS LOGAN CITY BUS SERVICE

Number of buses*

Number of buses*




123 buses

Number of routes and services† 28 urban routes, 4509 urban services per week




BUS QUEENSLAND (PARK RIDGE TRANSIT)

79 buses



$6.54 million

Eastern region

VEOLIA TRANSDEV QUEENSLAND

Number of buses*




117 buses



$13.26 million

MT GRAVATT BUS SERVICE

Number of buses*




34 buses



$2.23 million

20


Gold Coast region

SURFSIDE BUSLINES

Number of buses*


306 buses

53 urban routes, 13 274 urban services per week




Sunshine Coast region

SUNBUS SUNSHINE COAST

Number of buses*




90 buses

28 urban routes, 6023 services per week

$16.96 million

BUSLINK QUEENSLAND

Number of buses*


125 buses

117 school routes, 1150 services per week (school terms only)



* ’Number of buses’ refers to fleet used to provide TransLink SEQ services.

21


OUR CUSTOMERS AND COMMUNITY

OVERVIEW

Throughout the reporting period TransLink engaged with its customers and the community on a number of key projects and initiatives to ensure our activities and initiatives aligned with our customer’s needs.

From engaging with customers on the front line to ensure their safety and security to the passenger participation activities associated with the south-east Queensland bus network review, TransLink continued to provide opportunities for the community to participate in matters of interest to them.

Our Challenges

Engaging better with our customers

Our Strategies

Boosting community dialogue

TransLink continued to focus on customer feedback and engaged with the community on key public transport issues and major changes to the network.

Catering for the needs of all customers

Improving accessibility and comfort

To ensure TransLink’s infrastructure and information campaigns better meet the needs of seniors, culturally and linguistically diverse customers and people living with a disability.

Protecting customers across the network

Prioritising safety and security

TransLink continued its focus on safety and security at all of our stations and waiting environments. TransLink wants customers to feel safe and confident when using the public transport network.

KEY ACHIEVEMENTS

 Overall customer satisfaction rating of 70 – based on a set of 10 weighted key performance indicators and calculated as a score out of 100

 Implementation of first contact resolution strategy at the TransLink Contact Centre to improve our customer complaints process and provide better customer outcomes

 Launch of Trip Tracker (real-time passenger information system), on Clarks Logan City Bus

Services (July 2012) and Brisbane City Council’s CityGlider fleet (November 2012)

 Enhancements to the go card website (August 2012) to improve customer access to go card account information

 Improved public access to key transport performance data through the release of data as part of the Queensland Government’s new open data initiative (November 2012)

Connecting with our customers

 Website: more than 21 million visits to the TransLink website during the reporting period (1 July

2012 – 31 December 2012)

 Customer service: responded to more than 9500 emails submitted via our online feedback form during the reporting period

 Contact centre: more than 697 000 calls to our 24 hour contact centre during the reporting period

22


 Correspondence: responded to more than 1300 pieces of written correspondence during the reporting period.

 Community education sessions : 3 community education workshops delivered to familiarise customers with go card and our new journey planner.

 Community consultation : community consultations and information sessions held for major service and infrastructure projects, including the Redland Bay Marina and Victoria Point Stations

 south-east Queensland Bus Network Review: received approximately 7000 pieces of customer feedback to inform the six month review of services across the TransLink network

 Helping Hands : 56 Customer Liaison Officers provided 5314 hours of assistance to customers and provided support at service and fare changes and 15 events, including the EKKA, Disability

Awareness and Opportunity Expo .

CUSTOMER INFORMATION

As part of the Queensland Government’s commitment to provide greater public access to government information, TransLink started publishing key data and statistics across a range of areas, in regularly updated formats. The weekly analysis of patronage, fixed fare, and public transport complaint data and the monthly analysis of customer satisfaction data replaces TransLink’s Tracker which was previously released every three months. The data is available at www.data.qld.gov.au or on the TransLink website at www.translink.com.au.

TransLink’s Trip Tracker pilot was launched on Clarks Logan City buses in July 2012 and later added to one of Brisbane's most popular routes, the CityGlider, in November 2012. Trip Tracker provides customers with accurate real-time information on the predicted arrival and departure times of bus services with on-bus displays and audio information. Trip Tracker also provides TransLink with valuable performance and ontime running data that will greatly assist our efforts in delivering an efficient and reliable public transport network. A wider roll-out of Trip Tracker will be subject to the success of the trial, customer acceptance and funding availability.

We also made enhancements to TransLink’s go card website allowing customers to better access go card information including their card account balance and transaction history. Almost 40 000 customers use the go card website each week and now benefit from improved clarity and size of the website’s display - making it even easier for customers to manage their go card online or via mobile devices.

From 1 July 2012, Stellar Asia Pacific (Stellar) commenced operating our customer contact centre.

Currently an average of 4500 – 5000 customers call the 24 hour, 7 day a week TransLink Contact Centre every day to seek journey planning information, manage their go card or provide feedback on public transport services. A key objective for Stellar is to deliver high quality customer service while developing the functions of the Contact Centre. This has included the implementation of first call resolution, a process which will ensure customers around-the-clock can access the right information the first time they call.

TransLink also made it easier for Sunshine Coast and Gold Coast visitors to use public transport with the release of go card visitor information packs. Each pack includes a guide to using public transport, a list of

10 top local things to see and do, as well as maps of key destinations and interchanges. The information packs are available from selected retailers or can be downloaded from the TransLink website www.translink.com.au.

23


Meaningful engagement with stakeholders

Throughout the reporting period TransLink continued to engage with customers, the community and industry stakeholders to provide real user input into the development of the passenger transport network.

Key forums included:

 Public Transport Advisory Group (PTAG) which draws on the significant expertise and advice of peak community and advocacy groups to improve public transport in Queensland. Key work will include informing TransLink’s future fare path.

 Bus Safety Committee meetings chaired by the Assistant Minister, which provides a government/industry forum to discuss operational issues affecting bus driver safety and the relationship of those issues with government policy.

 Cubic Forum provides an opportunity to discuss our relationship with our ticketing partner and innovations within the industry.

 International Association of Public Transport (UITP) Board Member participating in Australia and New Zealand forum for worldwide cooperation, business development and knowledge sharing. UITP is the global advocate of public transport, innovation and sustainable mobility.

 Queensland Bus Industry Council (QBIC) Forum regular discussion with QBIC members who represent bus and coach operators throughout Queensland, and is committed to the safe travel of all passengers and drivers when using our public transport network.

Tracking customer satisfaction

TransLink tracks customer satisfaction through an independently conducted customer satisfaction survey that assesses and benchmarks our customers’ satisfaction with their public transport experience throughout the year.

The survey captures the customer experience from planning and undertaking a journey to the use of passenger information, go cards and paper tickets, and interaction with our contact centre, TransLink staff and our delivery partners. Based on a set of 10 weighted key performance indicators (KPIs), customer satisfaction levels are calculated as score out of 100, with a level of 60 representing satisfaction and 70 representing strong satisfaction.

In the six months to December 2012, 6301 customers from across south-east Queensland participated in the survey, which not only recorded the changes in customer satisfaction, but also captured changes in customers’ priorities. The overall Customer Satisfaction Index for this six month period recorded a satisfaction level of 70.

The service areas attracting the highest customer satisfaction levels are Safety & Security, Ease of Use,

Accessibility and Staff which continue to perform at ‘best practice’ levels with scores above 75.

Satisfaction with Affordability increased over Quarters 1 and 2 2012, with a score of 53 for the six month period July to December 2012.

Furthermore, during Quarter 2 2012, the survey recorded significant increases in satisfaction with the

Reliability & Frequency, Efficiency, Accessibility and Proximity of public transport on the TransLink network.

24


Customer satisfaction KPIs

 Safety and security. Safety at stops, stations and onboard vehicles.

 Reliability and frequency. Ability to meet departure times, frequency of services and reliability of go card readers.

 Comfort of ride. Cleanliness, availability of seats, temperature on board and facilities at stops and stations.

 Ease of use. Using and understanding ticketing including transferring between modes, purchasing, topping up and using go card, ease of using stops.

 Proximity. Convenience of available routes, distances from stops and stations and proximity of go card outlets.

 Efficiency. Door-to-door travel time, connections with other services and avoidance of congestion.

 Information. Ability to understand onboard and at-station information, timetables, maps and journey planning information.

 Helpfulness of staff. Knowledge, conduct, presentation and helpfulness of staff.

 Affordability. Cost of tickets and benefits for not having to pay for parking.

 Accessibility. Ease of getting on and off the platform, and on and off the vehicles; reliability of escalators and elevators.

 Overall satisfaction. A combination of all reported categories.

25


OUR PERFORMANCE

Activity 2010–11 actual annualised

2011–12

Actual annualised

Overall Customer

Satisfaction Index

Hours of service delivered by

Customer Liaison

Officers (CLOs)

Total visits to

TransLink website

70

19 426

31 600 889

69

10 102

40 859 943

TransLink Contact

Centre calls offered

(including information enquiries and customer feedback)

Number of customer complaints per 10 000 passenger trips

1 077 940 1 375 715

4.46 4.61

1 July 2012–

31

December

2012

(Actual)

70

5314 Hours of service reflect efficiencies in rostering and placement of CLOs during campaigns, with improved placement for more effective communication directly with relevant customers.

21 990 099 The increase has been driven by a range of factors – including:

 the nine and free incentive

 the launch of new journey planner

 the launch of the refreshed go card website.

697 929 This figure constitutes all calls offered to TransLink between 1 July 2012 and

31 December 2012.

3.40

Comment

Customer satisfaction with TransLink services overall continued to be strong with an index of 70 (out of a possible

100) for the period July to December

2012.

This figure comprises all complaints registered to TransLink via the

Commentline Feedback management system. The year to date figure has decreased from the annual results over the past 3 years, primarily due to the initiation of a First Call Resolution process for “Fixed Fare” adjustment requests.

26


OUR NETWORK

OVERVIEW

During the reporting period, TransLink continued to deliver on the Queensland Government’s commitment to create a passenger focussed public transport network. This saw the completion of a number of infrastructure projects, adding 13 780 seats to the bus network and the rollout of 130 500 additional seats on the rail network. TransLink also began the process of expanding its role to deliver passenger transport services across the whole of Queensland.

KEY ACHIEVEMENTS

•

Launched a full review of the south-east Queensland bus network to improve service reliability and frequency

•

Commenced work to integrate the Southern Moreton Bay Island ferry services into the TransLink network

•

Opened the new Logan Central Bus Station in August 2012 ($6.6m) and Slacks Creek park ‘n’ ride in

December 2012 ($9.6m)

•

Completed upgrade of Jindalee park ‘n’ ride in August 2012 ($3.25m)

•

Implemented a two year trial of 15 minute off-peak services on the Ferny Grove rail line in October

2012 ($18m)

•

Ongoing program worth $4.49 million to upgrade bus stop infrastructure across south-east

Queensland funded in partnership with local councils.

Our Challenges

Improving productivity across the network

Our Strategies

Managing peak constraints

Increasing mode share

Streamline current services and maximise existing assets

TransLink continued to streamline services and capitalise on existing infrastructure. TransLink will continue to improve efficiency and reliability for customers.

Reorienting the network to encourage off-peak travel

By acknowledging and addressing changing off-peak travel requirements, TransLink will continue to manage peak demand and improve the overall cost-recovery of the network.

Making use of public transport easy

TransLink will continue to provide a single integrated transport network that is accessible to everyone.

27


Focus on patronage

Growing patronage is a key priority of the Queensland Government. In line with the government’s commitment to improve service reliability, affordability and frequency, TransLink commenced a full review of the south-east Queensland bus network to reduce duplication, simplify the network, improve underutilised bus services and deliver more services to where they are most needed. This is the largest and most significant review of the TransLink bus network since its creation in 2004. Two rounds of passenger participation were carried out with more than 9000 pieces of feedback received from passengers, which was being used to inform the final recommendations of the report.

We also acted on the government’s commitment to investigate expanding the TransLink network to the

Southern Moreton Bay Islands, encompassing Lamb, Karragarra, Macleay and Russell Islands. This means that from 1 July 2013 passengers will be able to use go cards on the Bay Island Transit ferries which will see considerable savings for both residents and visitors.

Findings from the independent audit commissioned by the Minister for Transport and Main Roads into the performance of the Queensland Rail Citytrain network have now been published. Work is underway to implement the report’s 26 recommendations to improve the reliability of south-east Queensland’s rail network for passengers and encourage patronage growth.

On 8 October 2012 TransLink and Queensland Rail delivered on the government’s commitment to undertake a two year trial of weekday 15 minute off-peak services on the Ferny Grove rail line. The two year $18m trial has seen the introduction of an additional 28 new train services operating every 15 minutes during off-peak on weekdays from Ferny Grove to Park Road station on the Beenleigh line, also providing more options for passengers on the southern side of the river. This additional frequency means passengers can just turn up and go while reducing traffic congestion on roads in north-west Brisbane.

Working together with local councils

Strengthening partnerships with local councils across south-east Queensland remained a key priority for

TransLink. Over the six month reporting period, TransLink continued to work with local councils to deliver a range of services and upgrades to public transport infrastructure.

Brisbane City Council

For the reporting period TransLink continued to work closely with Brisbane City Council (BCC) as the owner of TransLink’s service delivery partner, Brisbane Transport and the Brisbane ferry and CityCat fleet.

TransLink and BCC continued to co-fund CityGlider services at a cost of $2.34 million for the period of 1

July 2012 to 31 December 2012. In November 2012, TransLink also delivered on the government’s commitment to investigate linking go card with the Brisbane City Council CityCycle scheme to encourage people to use public and active transport.

Gold Coast City Council

In response to rapid growth in the region, the Gold Coast City Council has commenced planning for future transport projects and initiatives to support the demand on TransLink’s public transport network.

This included finalising the Gold Coast City Transport Strategy 2031 which outlines the improvements

Council aims to implement across the coast’s transport network over the next 20 years. It also included

Council’s commitment of more than $3.38 million (for the period 1 July 2012 – 31 December 2012) to boost bus services provided by Surfside Buslines under contract to TransLink. The Queensland

28


Government allocated $279 million in the 2012-13 budget for on-going construction of the Gold Coast

Rapid Transit project with council contributing $120 million towards the project.

Sunshine Coast Regional Council

In 2012-13 the Sunshine Coast Regional Council committed funding through its public transport levy to jointly fund public transport improvements which included free holiday buses for everyone on the

Sunshine Coast from 26 December 2012 to 6 January 2013.

The Sunshine Coast Regional Council are also working actively on future planning for transport in the region through its Sustainable Transport Strategy which outlines the emerging priorities and key strategies council will pursue to deliver a sustainable transport system which increases the share of trips made by public and active transport.

Infrastructure programs improving access to the network

During the reporting period TransLink completed a number of infrastructure projects including the new

Logan Central Bus Station, Slacks Creek park ‘n’ ride and Jindalee park ‘n’ ride facilities while continuing construction of The Gap and Capalaba park ‘n’ ride and the North Lakes Bus Station.

TransLink delivered new and improved public transport infrastructure through three overarching infrastructure programs: the TransLink Station Upgrade Program (TSUP), Citytrain Station Upgrade

Program (CSUP) and Bus Station Upgrade Program (BSUP). Future public transport infrastructure projects will be delivered through the Department of Transport and Main Roads.

TransLink Station Upgrade Program (TSUP)

Delivers new and improved bus station and bus park ‘n’ ride infrastructure across the TransLink network including:

 bus stations

 bus stops at key activity nodes along premium service corridors

 bus park ‘n’ rides

 end of trip facilities

 signage and branding

 layover facilities

 green links and bus-only priority connections.

Citytrain Station Upgrade Program (CSUP)

Delivers improvements to existing rail infrastructure including:

 upgrades to stations to achieve DDA compliance

 station safety and security enhancements

 station enhancement and rectification works

 intermodal upgrades.

Bus Station Upgrade Program (BSUP)

Provides funding assistance to councils to upgrade existing bus stops to meet the Disability

Discrimination Act 1992 (DDA) and the Disability Standards for Accessible Public Transport (DSAPT) requirements.

29


Key Highlights

Greater Brisbane

Local government

Demographics^

Brisbane City Council and small parts of Moreton Bay Regional

Council

Population of 1 080 000

56 per cent of people travelling to the Central Business District use public transport

55 per cent of workers travel less than 10 kilometres to get to work

Transport operators in region Queensland Rail, Brisbane Transport, Brisbane City Council

Ferries, Brisbane Bus Lines

^ Source: Australian Bureau of Statistics, 3218.0 - Regional Population Growth, Australia, 2010-11

Project

The Gap park ‘n’ ride

New bus park ‘n’ ride facility on Waterworks

Road at The Gap

Jindalee park ‘n’ ride

15 minute off-peak frequency trial on the

Ferny Grove line

Progress as at 31

December 2012

Construction commenced in April

2012

Completed in August

2012

Commenced 8 October

2012

Total budget of project

Features

$6 million

$18 million

 approximately 85 new car parking bays

 bus station with four bus bays

 sheltered and secure platforms with comfortable seating and lighting

 direct pedestrian and bicycle access with bicycle storage

 security cameras and lighting

 extensive landscaping using

 more than 13 000 native plants

48 jobs created in the community over the life of the project.

$3.25 million



69 car parking bays, including motorcycle and disability parking bays

 security cameras and lighting

 improved access for pedestrians and cyclists

 bicycle storage facilities




 increase frequency and provide more weekday off-

 peak service options

125 550 additional weekly seats

30


Bus/ rail connections

Service Package

Bus Stops Upgrade

Program

Keperra to Ferny

Grove Rail Upgrade

Sandgate train station accessibility upgrade

South Brisbane train station upgrade

Eagle Junction train station upgrade

Implemented 8 October

2012

Ongoing

Construction completed

December 2012

(car park works ongoing)

Commenced construction May 2012

Completed July 2012

Completed July 2012

$29 662

 connectivity and reliability improvements to bus routes that service the Ferny Grove,

Shorncliffe, Beenleigh and

$2.3 million budgeted for



Doomben rail lines.

676 Bus Stops approved for funding in 2012- 13

2012-13

$100 million  duplication of 2.6km of track between Keperra and Ferny

Grove stations

 new Ferny Grove station

$20 million

$10 million

$10 million

 building with plaza entry wider and higher island platform with shelters

 approximately 1000 new car parking bays, including disability car parking bays

 two bus interchanges and kiss 'n' ride facilities

 improved safety and security

 new secure cycle facilities

 improved access paths to and from the station platforms via new lifts

 new footbridge, stairs and

 ramps improved navigation measures including tactile ground surface indicators, signage, passenger information displays and audible communications

 platforms raised to avoid need for access ramps.

 raising the height of all platforms

 new accessible toilet and babychange table

 new accessible ticket window

 improved signage and hearing loops

 new electronic passenger information screens

 additional security cameras.

 new station building and ticket office

 storage for 38 bicycles

 new escalator and lift

 energy efficient lighting

 platform upgrade.

31


WESTERN REGION

General information

Local government

Demographics^

Ipswich City Council and Lockyer Valley Regional Council

Population of 173 000

Average distance travelled to work is 18 kilometres

Queensland Rail, Bus Queensland Lockyer Valley, Bus Queensland Transport operators in region

(Westside Bus Company), Southern Cross Transit

.


Project Features Progress as at 31 December

2012

Construction commenced

November 2011


$475 million Darra to Springfield

Transport Corridor

Stage Two —

Richlands to

Springfield

New rail lines between

Richlands and

Springfield


Program

Ipswich City Council


Program

Lockyer Valley

Regional Council

Ongoing

Ongoing

$0.16 million budgeted for

2012-13

$24 325 budgeted for

2012-13



9.5 km of new dual track

 two new train stations

— Springfield and

Springfield Central

 new 900 m long, 15m high rail bridge to carry the new rail line over the Logan Motorway interchange.







32


NORTHERN REGION


Local government

Demographics^

Transport operators in region

Moreton Bay Regional Council


Queensland Rail, Bribie Island Coaches, Caboolture Bus Lines,

Hornibrook Bus Lines, Kangaroo Bus Lines, Thompsons Bus

Services


Project Features

Narangba rail station upgrade


December 2012

Construction commenced April 2011


$26 million

North Lakes bus station

New bus station at North

Lakes


Program

Completed January

2013

Ongoing

$7 million

$0.3 million

Budgeted 2012-13

 improved access paths to and from the station platforms via lifts

 new footbridge, stairs and ramps

 extra car parking spaces

 new platform on the

Main Street side of the station

 improved way-finding and Improved lighting

 new station building

 and amenities improved waiting shelters

 capacity for six buses

 sheltered seating, security cameras and lighting

 improved access for cyclists and secure

 bicycle storage




135 Bus Stops approved for funding in 2012 -13

33


SOUTHERN REGION


Local government

Demographics^

Slacks Creek park ‘n’ ride

New park ‘n’ ride facility at Slacks Creek

Browns Plains bus station

Upgrade of existing bus station facilities

Completed December

2012

Design and community consultation ongoing in 2012 – 13

Logan City Council

Population of approximately 287 000

Average distance travelled to work is 19.4 kilometres


12 per cent of residents do not have a driver’s license

Queensland Rail, Clarks Logan City Bus Service, Bus Queensland

(Park Ridge Transit)


Project Features

Logan Central bus station

New bus station in

Logan Central


December 2012

Completed August

2012


$6.5 million  two bus platforms, one on each side of Wembley Road

 sheltered waiting areas with comfortable seating

 dedicated bus lanes

 improved pedestrian access

$9.6 million

$11 million and provision for cyclists across

Wembley Road

 improved lighting and security with 24-hour recording






200 car parking bays, including seven disability car parking bays and seven motorbike parking bays

 improved bicycle and pedestrian access

 bicycle storage facility





 improved station layout to allow for efficient bus operations and more space for waiting passengers

 four new indented on-road bus stops along Browns Plains Road

 fully sheltered passenger waiting platforms with comfortable seating, security cameras and lighting

34


$0.3 million

Budgeted for

2012-13

 better pedestrian and cyclist connectivity between the bus station, the shopping centre and Browns Plains Road

 bicycle storage facilities








Program

Ongoing

EASTERN REGION


Local government

Demographics^

Project

Redland City Council


45 per cent of trips to work are more than 20 kilometres


5.7 per cent of households do not own a car

Queensland Rail, Mt Gravatt Bus Service, Veolia TransDev

Queensland


Features

Capalaba park ‘n’ ride

New bus park ‘n’ ride facilities in Capalaba


December 2012

Construction commenced

October 2011


$11.8 million

Redland Bay Marina bus station

Currently in detailed design

$6 million

 approximately 210 customer car parking bays in Stage One, with up to 100 more car parking bays in Stage Two

 comfortable waiting area with high-quality shelters and seating for passengers

 improved access for pedestrians and cyclists, including bicycle

 storage

92 jobs created in the community

 over the life of the project. new sheltered bus station with capacity for three buses

 transit lounge for bus and ferry passengers

 ticketing office for ferry operators and passengers

 improved lighting and security cameras with 24-hour recording

35


Victoria Point Jetty

Station

Redevelopment of existing bus station

Cleveland train station upgrade

Gold Coast Rapid

Transit Project

New light rail system for the Gold Coast

Currently in detailed design

Completed

November 2012


December 2013

Stage One- GoldLinQ’s construction of the light rail system is currently progressing.

$4.6 million

$1.2 million



 bicycle racks

47 jobs created in the community

 over the life of the project. new bus station to include additional bus capacity

 improved passenger waiting area

 improved lighting and security

 new entrance and ticket counter

 new fare gates and lighting

 upgraded closed-circuit television



(CCTV) system.

19 Bus Stops approved for funding in 2012-13


Program

GOLD COAST REGION


$0.1 million

Budgeted

2012-13

Local government

Demographics^

Gold Coast City Council


49 per cent of work trips are less than 10 kilometres

Transport operators in region Queensland Rail, Surfside Buslines


Project

Ongoing

Total budget of project Features

$1.2 billion (includes 15 years of systems operation/maintenance)


Program

Ongoing $ 0.6 million

Budgeted

2012-13

 when completed, will transport approximately

50 000 workers per day into Southport,

Surfers Paradise and

Broadbeach by

2016.

 construction and operations of Stage

One will create almost 6300 direct and indirect jobs.



Stations will become activity centres for the region, attracting new business and development



106 Bus Stops approved for funding in 2012-13

36


SUNSHINE COAST REGION


Local government

Demographics^

Maroochydore bus station

New bus station in

Maroochydore

Sunshine Coast Regional Council


50 per cent of journeys to work are less than 10 kilometres

Queensland Rail, Sunbus Sunshine Coast, Buslink Queensland Transport operators in region


Project Features Progress as at 31

December 2012

Early works construction including site clearing completed in 2012.

Total cost of project

$8.3 million  six bus bays (three on either side of Horton Parade)

 high-quality bus shelters with seating and timetable information and secure bicycle storage


 convenient, safe pedestrian links to Sunshine Plaza, with provision for a pedestrian overpass in the future

 integrated urban design including a public plaza that reflects the Sunshine Coast culture





Program

Ongoing $0.3 million budgeted

2012-13




37


OUR PERFORMANCE

Activity

Train patronage

Ferry patronage

On-time running — train

2010–11

(annualised actual )

Patronage — all modes

178.6 million

Bus patronage 119.2 million

55 million

2011–12

(annualised actual)

178.3 million

120.3 million

52.8 million

6 month period

(1 July 2012 – 31

December 2012

89.7 million

60.8 million

25.8 million

4.3 million 5.2 million 3.1 million

93.07% 92.51% 95.41%

On-time running — bus

Services running without cancellation — train

99.86%

Incidents on busway as proportion of

98.09%

0.62 per

100 000 journeys

95.65%

99.78%

0.57 per

100 000 journeys passenger trips

(figures as per

100 000 journeys)

*figures only available up to October 2012

95.74%*

99.84%

0.58 per 100 000 journeys

Comment

These figures are for the 6 month (1 July

2012 – 31 December

2102) reporting period only

Performance for this period was above the target threshold of

94.53%

Performance for this period was above the target threshold of 90%

During this period only two consecutive months were below target. The major cause of cancellations during this period was as a result of level crossing incidents and signal failures.

This figures are for the

6 month (1 July 2012 –

31 December 2102) reporting period only

38


OUR FARES AND TICKETING

During the reporting period TransLink continued to deliver on the Queensland Government’s commitment to make public transport more affordable, introducing new incentives and initiatives to help tackle cost of living burdens for regular public transport users.

Our Challenges Our Strategies

Improving affordability New fare incentives to deliver value for money

By providing new go card products and discounts TransLink continued to grow public transport use and help lower the cost of living for families.

Reducing fare evasion Improved revenue protection measures

By progressing with our revenue protection strategy,

TransLink continued to maximise fare revenue and reinvest this back into services on our network.

Increasing go card’s reach Maximising go card’s potential

By developing new go card products that meet the needs of different user groups and expanding the go card network,

TransLink has ensured that go card remains Australia’s best transport smartcard.

Key Achievements

Ticketing products to suit everyone

TransLink implemented a number of ticketing options to meet the varied needs of customers that use and rely on public transport. This has included:

 Launching the SEEQ tourist go card: tourists visiting south-east Queensland now have the option to purchase a regular pay-as-you-travel go card with a visitor information pack or the new, pay-up-front unlimited travel three or five day adult and child SEEQ go card

 Integrating go card and CityCycle: making it even easier for Brisbane passengers to transfer between bus, train, ferry and bicycle

 Introducing the Ekka travel ticket: TransLink and the RNA delivered an affordable option for the thousands of customers attending this year’s event while removing the surcharges that previously applied to train travel between Ekka station and the CBD.

This year also saw the continued take up of other ticketing products including:

 Seniors Card + go: 48 623 cards now in use on the network

 TransLink Access Pass: From 1 July 2012 – 31 December 2012, TransLink received 142 applications for the TransLink Access Pass.

 U-Pass: an initiative funded by the University of the Sunshine Coast providing travel subsidies for students and staff. 5500 cards have been purchased to date under the scheme.

39


Improving public transport affordability

The new 9 and free incentive has proven extremely popular with more than 4.4 million free trips taken during the six month period since its introduction in June 2012. Up to 76 000 passengers are now benefitting from this initiative each week.

In addition to the widely accepted 9 and free initiative, TransLink also commenced planning to integrate

Southern Moreton Bay Islands ferry services into the TransLink network and carried out security blitzes across the TransLink network to tackle fare evasion.

During the second half of 2012 we commenced preparations to half the planned fare increase for January

2013 down to 7.5% to deliver on the Queensland Government’s commitment.

Targeting fare evasion

During the reporting period TransLink continued to tackle fare evasion through a number of revenue protection improvements including:

 deployment of Senior Network Officers (SNOs): transit staff issued 3465 fines and 7942 warnings for the reporting period

 new station lockdowns: installing new go card gates at Ferny Grove and Cleveland rail stations

 fare evasion blitzes: carried out by Senior Network Officers in conjunction with the Queensland

Police Service and Education Queensland targeting bad behaviour and fare evasion on Gold Coast buses.

Growing the go card network

In 2012-13 TransLink continued to make improvements to the go card network including:

 expanding the go card retail network: now more than 580 purchase locations across the network

 enhancing online options: updated the go card website allowing registered go card customers to view recent transactions, account balance and set up auto top-up.

 additional equipment: during the reporting period, TransLink installed 7 new go card gates, 16 additional Ticket Office Terminals and 63 go card readers were installed on buses across the network.

40


OUR PERFORMANCE

Activity 2010–11

(annualised)

2011–12

(annualised)

Total go card trips

% of all trips made using go card

Cost recovery

Average fare revenue per passenger

Cost subsidy per passenger trip

126.7 million

72.6%

Customer satisfaction with ease of use of go card

79.7

22.5%

$1.80

$6.12

145.1 million

81.4%

79.9

23.6%

$2.02

$6.55

6 month period

(1 July 2012 –

31 December

2012)

74.24 million

82.8%

78.9

N/A

N/A

Comment

This figure is for the

6 month (1 July 2012

– 31 December 2102) reporting period only

This figure is determined as an average across the reporting period

Ease of use of go cards continues to track at a high level with a score of 78.9, well within the ‘best practice’ zone.



N/A This figure is reported annually.

41


OUR PEOPLE CHAPTER

OVERVIEW

In line with the Queensland Government’s whole of public sector renewal program, this year saw significant changes to the TransLink workforce. As part of these reforms, TransLink staff have increased their focus on front line service delivery and innovation, to ensure the efficient provision of essential services.

Our Challenges

Right people to deliver customer outcomes

Maintain a highly skilled, agile workforce

Employer of Choice

Our Strategies

Attract and retain top talent

By implementing a smart sourcing strategy to recruit the right people with the right skills that align with our goals and values, TransLink ensures we have the best people in public transport to serve our community.

Enhance our current capability

By identifying organisational, team and individual development opportunities, TransLink always ensures our people had the technical training and expertise to meet our customers’ expectations.

Maintain our values-driven culture

By focusing on living and breathing the core values that underpin all that we do, TransLink will continue to maintain our supportive and positive work environment to further build our reputation as an employer of choice.

Our organisation

TransLink staffing in as at December 31 2012:

 the TransLink Transit Authority Employing Office employed the equivalent of 279 full-time employees

 88.76 per cent were office-based staff

 11.22 per cent of staff worked within the Brisbane Metropolitan Traffic Management Centre

 10.43 per cent of staff worked as Senior Network Officers operating from our Kelvin Grove Offices

 our permanent retention rate was 66.55 per cent and our permanent separation rate was 33.45 per cent

 during the period, there were no voluntary early retirements and no medical retirements

Voluntary Redundancies

In line with the review of the public sector to find savings and contribute to the fiscal repair of the state, a decision was made to change the way in which public transport was delivered to the people of

Queensland. To support this, a decision was made to transition the TransLink Transit Authority into the

Department of Transport and Main Roads to provide a more efficient approach to the delivery of public transport to the whole state of Queensland. This decision resulted in a restructure of the TransLink Transit

Authority and former Passenger Transport Division and Services and TravelSmart Division’s of the

Department of Transport and Main Roads into the new TransLink Division. This workforce change resulted in a number of positions being identified as no longer required. A number of employees requiring

42

TransLink Transit Authority Final Report (1 July 2012 – 31 December 2012) placement, were given the option to accept a voluntary redundancy or pursue transfer opportunities.

Expressions of interest were sought from staff who wished to identify their interest in a voluntary redundancy.

Industrial relations

Up until 31 December, 2012, the TransLink Transit Authority Employment Office operated under the State

Government Departments Certified Agreement 2012. Under this agreement, TransLink staff were entitled to:

 a 36.25-hour working week for corporate staff. Busway Safety Officers and Senior Network

Officers had a 38-hour working week.

 superannuation of 12.75 per cent employer contribution based on a five per cent employee contribution.

 leave loading on 20 days of annual leave per year. Busway Safety Officers received 25 days of annual leave.

 10 days of sick leave per year

 salary sacrificing.

TransLink Consultative Committee

TransLink’s Consultative Committee met every six weeks to facilitate consultation between TransLink and relevant union representatives on industrial issues that have the potential to impact on our workforce. The parties to the consultative committee were as follows:

Management

 Director People and Capability

 relevant director/s, depending on matters to be discussed

 Principal Employee Relations.

Union

 delegates from Queensland public sector union Together

 Together member (rotating)

 other relevant union organisers, delegates and/or members as agreed by the Committee.

Secretariat

 Employee Relations Advisor.

Organisational Change Panel

The Organisational Change Panel was the decision-making body for any organisational or workforce changes within the TransLink Transit Authority. The panel was established to consider proposed changes holistically to ensure the right people with the right skills were available to TransLink at the right time. This approach enabled TransLink to improve cross-functional work, remove role duplication and make best use of available resources.

During the reporting period a sub-committee of the Organisation Change Panel was established to implement the priorities of the Establishment Management Program (EMP) within TransLink. The EMP was established by the Queensland Government to ensure recruitment decisions regarding non-frontline vacancies were carefully considered and aligned with government priorities.

43


PACE

As part of our People Strategy, TransLink continued to roll out initiatives from our four key platforms of

Performance, Alignment, Capability and Engagement (PACE). The PACE platforms aligned with and contribute to our strategic objective of Achieving Business Excellence. Delivery of programs and projects through PACE was directed and measured by the PACE Board, which comprised senior management from

People and Performance and selected leaders from across the business.

Following the workplace changes of 2012, the terms of reference for PACE are being reviewed and a new process for managing people initiatives will be implemented in 2013.

Learning and development

TransLink was committed to supporting staff in developing their professional skills and capability by offering a comprehensive learning and development program under our Capability platform. In early

2012, TransLink rolled out its first formal Mentoring Program, in which staff were matched with senior managers across the business to gain invaluable support, knowledge and experience from successful role models. The program wrapped up in December 2012 and was cited as a resounding success from both mentors and mentees across the business.

Other learning and development options included:

 internal and on-the-job training

 coaching and shadowing

 internal and external training programs, workshops and seminars

 supported academic study for qualification

 membership of industry and professional bodies

 participating in conferences and industry forums

 secondments and placements with other government agencies and projects.

Achievement and Development Planning

TransLink recognises the importance of maintaining a high level of staff satisfaction, engagement and performance to achieve our goals. TransLink’s achievement and development framework was designed to:

 ensure that all staff have clear, measurable performance objectives aligned with team and business goals for the year

 ensure that all staff understand how their work links to TransLink’s strategic vision

 encourage staff to take greater ownership of their career development

 encourage regular, constructive performance appraisal and feedback

 ensure exceptional performance is acknowledged under our Rewards and Recognition Policy

 identify talent and future leaders

 identify and address opportunities for increasing staff capability.

Health and safety

TransLink had a strong commitment to ensuring the safety, comfort and wellbeing of all of our employees. Through our Occupational Health and Safety Policy, we reduced the incidence, severity and cost of work-related injuries by implementing safe working procedures in all aspects of our organisation.

This included compulsory OH&S sessions for all new staff in compliance with the Workplace Health and

Safety Act 2005. TransLink continued to provide assistance for employees returning to work following illness or injury through TransLink’s Return to Work Policy.

44


Flexible work opportunities

TransLink provided a range of flexible work options to help staff balance work with other life priorities.

Options include accessing flexible working hours, telecommuting, compressed work weeks, paid parental leave, career breaks, purchasing additional leave and use of workplace carer facilities.

OUR PERFORMANCE

Activity Comment

Lost-time injury frequency rate

Number of

2010–11

Annualised

Actual

1.58

8

2011–12

Annualised actual

3.04

11

1 July 2012 – 31

December 2012

Actual

3.28

1

Renewed efforts are being made to reverse this upward trend.

See WorkCover claims section below. WorkCover claims

Days lost through lost-time injury

190 150 2 See Lost-time injuries section below. Figure is based on claims accepted by WorkCover and excludes days lost for journey claims.

Reported workrelated incidents

21 18 9

Employee satisfaction index

TransLink full time employees

Permanent retention rate

Permanent separation rate

Voluntary early retirement

Medical retirements

74%

347

87.21%

12.79%

4

0

77%

354

73.8%

26.2%

0

0

N/A

278

66.55%

33.45%

0

0

Figure excludes incidents related to journeys to or from work.

The last staff Values survey was conducted in March

2012 and achieved a 97% participation rate and a near to best-practice result of 77% overall satisfaction.

Staff were very satisfied with the supportive nature of their teams and

TransLink as a whole.

A number of employees accepted Voluntary

Redundancies and exited during the month of

October 2012



October 2012.



October2012.

45


Workers’ compensation and injury

From 1 July 2012 to 31 December 2012, there were 9 reported incidents:

 0 incidents related to journeys to or from work

 0 incidents involved busway operations

 2 incidents involved revenue protection operations

 7 incidents related to office staff at our corporate offices.

WorkCover claims

For the period 1 July 2012 to 31 December 2012:

 1 claim for compensation was accepted by WorkCover

 0 claims were for medical expenses only

 1 claim was for time off work and medical expenses.

Lost-time injuries

For the period 1 July 2012 to 31 December 2012:

 4 days in total were lost as a result of lost-time injuries (excluding journey claims)

 2 days were lost involving office-based employees

 2 days were lost involving revenue protection operations

 0 days were lost involving journey claims.

46


OUR GOVERNANCE

Overview

On 30 July 2012, the Queensland Government announced the dissolution of the TransLink Transit

Authority. All TransLink’s functions, staff and assets were incorporated into the Department of Transport and Main Roads. These functions were combined with the department’s existing passenger transport functions to form a new TransLink Division. This division has a state-wide focus on public transport service delivery premised on the delivery of efficient, coordinated and fiscally responsible public transport services.

These changes were a highly important aspect of the Queensland Government’s reform agenda and assists in delivering the government’s five point action plan.

The TransLink Transit Authority’s enabling legislation the Transport Operations (TransLink Transit

Authority) Act 2008 was repealed on 1 January 2013 with the TransLink Transit Authority retained as a legal entity until 31 December 2012 to facilitate the transition of functions to the Department of Transport and Main Roads.

On 2 August 2012, the government dissolved the seven-member TransLink Transit Authority Board resulting in the Board meeting held on 26 July 2012 being the last meeting of the TransLink Transit

Authority Board. The last Board meeting was attended by six of the Board members, namely Geoff Harley,

David Barbagallo, Michael Caltabiano, Chris Freeman, Richard Mathews and Adrienne Ward. Colin Jensen was an apology for this meeting.

In lieu of these board meetings, the Director-General of the Department of Transport and Main Roads under the legislation, took on the role of the sole standing member of the board and assumed these responsibilities up until the abolishment of the TransLink Transit Authority on 31 December 2012.

OUR CHALLENGES / OUR STRATEGIES

Demonstrating strong financial control

Transparent and meaningful reporting

Demonstrating accountable leadership

TransLink remained committed to promoting accountable leadership across all of TransLink’s business functions and projects to ensure we deliver value for money outcomes for our community.

Ensuring ethical and responsible decision making

TransLink has established internal decision-making bodies that supported the Leadership Team in delivering our core business functions. These groups provided a strong framework for consistent and rigorous decision making across the business.

47


TransLink Board committees

The Board had two committees being the Audit and Risk Management Committee and Remuneration and

Succession Committee. Their roles and membership are outlined in the table below.

TransLink Board Working Groups

The Ticketing System Reform Working Group met on 19 July 2012. Geoff Harley and Richard Mathews, the two board members forming part of this working group, both attended.

Committee

Audit and Risk

Management

Committee

Remuneration and

Succession

Committee

Working Group

Key responsibilities & activities undertaken



Monitor the integrity of financial reporting and internal controls



Monitor safety performance



Oversee the work of the internal

 and external auditors

Review the effectiveness of risk management, fraud and corruption control and compliance frameworks



Review the performance of the

CEO and senior executives



Advise the Board on the CEO’s employment contract and compensation package



Review succession plans for the

CEO and senior executives

Key responsibilities & activities

Membership *



Chris Freeman

(Chair)



Geoff Harley



Adrienne Ward



Richard Mathews

(Chair)



Geoff Harley



Colin Jensen

Membership *

Ticketing System

Reform Working

Group

Commercial Working

Group



Assisting management in reviewing the commercial and contractual frameworks of the ticketing system



Assisting the Board’s oversight in relation to ticketing system reform



Utilising relevant experience of the

Board to add value to commercial opportunities



Assisting the Board’s oversight of commercial activities





Geoff Harley

(Chair)

Richard Mathews



Geoff Harley



(Chair)



Chris Freeman

Richard Mathews

* No meetings of the ARMC or RSC were held after 1 July 2012.

48


External audit

In this period of transition TransLink retained the services of KPMG as internal auditors to provide independent, objective assurance and advice on our risk management, internal control and governance processes.

KPMG operated under an internal audit charter that was consistent with all relevant audit and ethical standards, and had due regard to Treasury’s Audit Committee Guidelines. The work undertaken by KPMG followed the Board-approved Annual Internal Audit Plan which covered TransLink’s key strategic risks.

Any non-audit services provided by the internal auditor were disclosed and assessed to determine that the auditor’s independence was not compromised.

During this reporting period, TransLink also continued to follow TransLink Transit Authority established governance policies and procedures. From 1 January 2013, TransLink Division business will be governed by the policies and procedures in place for the Department of Transport and Main Roads. TransLink remains committed to achieving the highest standards of ethical, responsible and professional conduct in carrying out all of its business activities.

TransLink Code of Conduct

The TransLink Code of Conduct outlined the high standard of ethical and professional behaviour that was expected by Board members, employees, consultants and contractors. The code was based on the

TransLink Values and the principles of the Public Sector Ethics Act 1994. It includec scenarios and examples to support ethical and responsible decision making.

A copy of the code was made available on the TransLink intranet.

49


TransLink Transit Authority Financial Statement Overview

This financial statement overview covers the consolidated accounts for TransLink Transit Authority

(TransLink) and the TransLink Transit Authority Employing Office (the Employing Office). Both TransLink and the Employing Office were established under the Transport Operations (TransLink Transit Authority)

Act 2008 on 1 July 2008. This legislation was repealed and from 1 January 2013, the functions, assets and liabilities attributable to these entities were transferred to the Department of Transport and Main Roads at their existing book values immediately prior to the abolition of the entities. As a result, these financial statements have been prepared on a basis consistent with the going concern basis of preparation.

Trading Performance

For the reporting period TransLink delivered a balanced operating position.

Statement of Comprehensive Income

Total income for the period was $801.3 million and is primarily represented by fare revenue of $185.2 million, supplemented by Queensland State Government funding of $585.4 million.

Total expenses for the year was $801.3 million and is mainly represented by contract and CSO payments to the rail operator of $455.6 million and contract payments to bus, railbus and ferry operators of $284.7 million. The balance of expenditure relates to expenses associated with the operations of TransLink to enable delivery on its responsibilities including network planning, integrated ticketing, go card operations, operator contract management, infrastructure planning and investment and busway operations.

Employee numbers employed through the Employing Office measured on a full time equivalent basis totalled 279. These resources supported the effective management of and investment in the network and supported revenue protection strategies.

Statement of Financial Position and Statement of Changes in Equity

During the period TransLink’s net asset base increased by $12.6 million mainly due to continued enhancements in ticketing equipment and public transport network infrastructure.

Statement of Cash Flows

The Statement of Cash Flows highlights balances held and movements in cash resources. During the period to 31 December 2012 TransLink trading activities were cash positive, with net cash received from operating activities totalling $9.4 million.

50


Chief Financial Officer’s Report

TransLink delivered on the responsibility to provide South East Queensland with the best possible public transport services at a reasonable cost to the community and government. During the period, the organisation continued to manage fiscal responsibility in a professional manner, delivering on agreed outputs.

Ensuring financial sustainability.

State Government subsidy of $585.4m

The financial sustainability of TransLink was dependent upon the support and financial subsidy from the

Queensland Government. TransLink continued to deliver efficient and reliable public transport services in

South East Queensland within the capacity constraints of our inflows.

We worked with local government to increase investment in local public transport initiatives. During the period we partnered with councils including Brisbane City Council, Gold Coast City Council and the

Sunshine Coast Regional Council.

Fare revenue of $179.6m

Revenue growth compared to last year ($174.8m for the same period 2011-12) was supported by the continued rollout of the current five-year fare path strategy. This strategy was also supported by continued efforts to target fare evasion including revenue protection initiatives such as the deployment of

Senior Network officers (SNOs).

The subsidy from the State Government and the continued implementation of fare revenue strategies facilitated the investment in the TransLink public transport network of $801.3 million to the period ended

31 December 2012.

Improving public transport affordability

During this period Translink also implemented strategies to improve affordability across the network.

These included the very popular 9 and free policy, new Ekka travel tickets and supporting Brisbane City

Council’s implementation of the free City Hopper.

Operating costs to $801.3m

Our key focus has been on exercising strong financial stewardship over our budget to enable strategic investment in new services, infrastructure and new products to drive efficiencies across the network and achieve the best possible value for money for our customers and taxpayers.

51


Investment in public transport infrastructure

TransLink continued to undertake significant infrastructure projects as part of the TransLink Station

Upgrade Program (TSUP). During the period, the program successfully completed projects including the

North Lakes Bus Station and Slacks Creek Park’n’Ride.

TransLink also strived to deliver and improve the integrated TransLink network through investment in the

go Card ticketing system and the piloting of a world class real time customer information system.

Looking ahead

Pursuant to the Governor-in-Council approved proclamation, the Transport Operations (TransLink Transit

Authority) Act 2008 was repealed in accordance with the Transport Operations (Passenger Transport and

Other Legislation Amendment Act 2012 on 1 January 2013. As a result, the former TransLink Transit

Authority ceased to exist as a legal entity from that date. All assets and liabilities were transferred to the

Department of Transport and Main Roads at their existing book values immediately prior to the entities’ abolition.

Mark Hope

Former Chief Financial Officer

52


Performance Statement

TransLink Transit Authority Notes

6 month

(1 July 2012 – 31 December

2012)

Est. actual

2012-13

(annual)

Target/est.

Service standards

Patronage on TransLink services

(millions)

 bus

 rail

 ferry

User satisfaction ratings of public transport by service type (using a 0 -

100 index – 100 being excellent)

 bus

 rail

 ferry

Customer complaints on go card per

10,000 trips

Customer service complaints (other than go card) per 10,000 trips

Percentage of unscheduled cancellations – Citytrain

Average on-time running performance in peak times – Citytrain

Average cost of subsidy per passenger trip – bus, rail and ferry

1

2

3

4

5

6

7

89.7

60.8

25.8

3.1

69

69

79

.73

2.33

0.16

95.4%

N/A

181.5

123.9

52.5

5.1

<4

<4

<0.13

94.5%

$6.77

1.

This service standard is being reported on for the 6 month period (1 July 2012 – 31 December 2012) only. The annual figure will be reported on in the Department of Transport and Main Roads 2012-13

Annual Report.

2.

TransLink undertakes quarterly customer satisfaction surveys to measure and compare changes in the opinions of public transport users across South East Queensland. Scores are out of a possible 100 – levels of 75 and above are classed ‘best practice’ while 60 and above is considered ‘satisfactory’.

3.

This service standard is to measure the performance of the go card system and represents the number of complaints per 10,000 passenger trips. This service standard is being reported on for the 6 month period (1 July 2012 – 31 December 2012) only. The annual figure will be reported on in the

Department of Transport and Main Roads 2012-13 Annual Report.

>70

>70

>70

53


4.

This service standard is to measure the performance of non-go card related activity and represents the number of complaints per 10,000 passenger trips. This service standard is being reported on for the 6 month period (1 July 2012 – 31 December 2012) only. The annual figure will be reported on in the Department of Transport and Main Roads 2012-13 Annual Report.

5.

Performance was above threshold.

6.

The 2012-13 Target/est. is based on benchmarks set within the existing service contract between

TransLink and Queensland Rail.

7.

This service standard will be included in the Department of Transport and Main Roads 2012-13

Annual Report.

54


GLOSSARY

A

Auto top-up

Customers with registered go cards can choose a pre-selected amount (top-up) of their choice to transfer from their credit card to their go card when the balance falls below $5.00.

B

Busway

A dedicated roadway that separates buses from general traffic. Busways offer commuters congestionfree travel. Busway stations have two platforms, electronic timetable information, full accessibility and

24-hour security.

Bus Station Upgrade Program (BSUP)

BSUP provides bus stop upgrades, disability compliance infrastructure, and safety and security upgrades for local bus stops in partnership with councils.

C

Closed Circuit Television (CCTV)

Overhead video cameras used on the TransLink network as a crime prevention and safety measure.

CCTV is located on board bus, train and ferry services, as well as on platforms and stations.

Corporate governance

The set of processes, customs, policies, laws and institutions affecting the way a corporation is directed or administered.

Capacity

The total possible number of passengers on a service. For buses the average capacity for both seated and standing passengers is 62; for trains it is 125 per carriage.

Citytrain Station Upgrade Program (CSUP)

CSUP provides rail station infrastructure upgrades, disability compliance infrastructure, intermodal upgrades, and safety and security upgrades on the 145 Citytrain train stations.

Customer Liaison Officer (CLO)

Casual staff that are deployed at bus and train stations and ferry terminals across the TransLink network to assist customers and provide information about service changes and initiatives. CLOs also attend key community events to educate customers and raise awareness of public transport services.

55


D

Delivery partners

TransLink’s 19 primary bus, train and ferry operators are contracted to deliver public transport services across south-east Queensland. TransLink also contracts St to manage our call centre operations and staff, and works with Cubic (jointly Cubic Transportation Systems Inc and CTS (Australia) Pty Limited) to operate our go card and fare collection systems.

Department of Transport and Main Roads (TMR)

The Queensland Government department responsible for planning, managing and delivering

Queensland’s integrated transport environment to achieve sustainable transport solutions for road, rail, air and sea.

Disability Act

The Disability Discrimination Act 1992 (Cwlth) protects individuals from direct and indirect discrimination in areas such as employment, education and access to premises and public transport.

Disability Standards for Accessible Public Transport 2002

A set of transport standards formulated under the Disability Discrimination Act 1992 (Cwlth) that came into operation on 23 October 2002. All public transport operators must make their services accessible for people with disabilities within the timeframes and compliance targets stipulated in both these standards and legislation.

F

Fare machine

Customers can use TransLink fare machines to buy tickets using notes and coins, or to top-up go cards using notes or EFTPOS. Fare machines are located at train and busway stations. Selected fare machines also have go card purchase facilities available.

Full-time equivalent

Calculated by the number of hours worked in a period divided by the standard full-time hours stipulated by the relevant industrial award; for example, a full-time equivalent of 0.5 signals the worker is only half-time.

G go card

TransLink’s smartcard product, which stores up to $200 of electronic credit. The go card is a thin, compact card about the size of a credit card. The card surface is made of recyclable plastic material. A

56

TransLink Transit Authority Final Report (1 July 2012 – 31 December 2012) tamper-proof microchip and antenna are built into the card. The card contains no battery, but operates from electromagnetic energy received from the go card reader. go card reader/Stand Alone Customer Interface Device (SACID)

Devices that customers use to “touch on” with their go card at the start and finish of each trip. The fare is automatically calculated and deducted at the completion of their journey. go card readers are on board buses at the front and rear doors, at the front and rear of ferry and CityCat vessels, and at the entry and exit points to train platforms/stations.

Guardian train

Designated train services after 6pm that carry private security guards for increased customer safety after dark.

I

Integrated ticketing

Passengers can use the same ticket to travel on, and transfer between, TransLink’s bus, train and ferry services, across the 23 zone network.

J

Journey

The distance travelled from origin to destination. A journey might involve several trips using different transport modes.

Journey planner

An online program available through the TransLink website that helps customers plan their journey.

Customers enter their starting point and destination and the journey planner calculates the available public transport travel options, including journey times and fares.

K

Key Performance Indicator (KPI)

TransLink’s performance indicators, aligned with the five strategi c objectives outlined in the TransLink

Transit Authority Strategic Plan 2010 – 2015. kiss ‘n’ ride

A dedicated passenger pick-up and set-down area located close to public transport entry points, such as train and busway stations.

L

Lost-time injuries

A permanent staff member suffering a physical injury from a safety incident.

Lost-time injury frequency rate

57


Calculated by multiplying the number of lost time injuries by one million, divided by the number of hours worked.

O

Off-peak

TransLink’s off -peak period is from 9.00am to 3.30pm and after 7.00pm on weekdays until the last service of the day, and all day on weekends and gazetted public holidays. Customers travelling in offpeak periods may be eligible for a discounted fare.

P

Patronage

Measurement of the total number of passenger trips on the TransLink network, or on a particular service or transport mode.

Peak

Those times where passenger demand for public transport services is highest. Historically, TransLink’s peak periods are consistent with normal weekday peak commuter periods where passengers are travelling to and from work or school. park ‘n’ ride

A dedicated car park located at bus and train stations for customers to park their car and then catch public transport to their destination.

R

Right to Information (RTI) Act 2009

The Right to Information (RTI) Act 2009 provides a legal right of access to information held by state and local government agencies. A person may exercise this right without demonstrating any need or reason for the information.

S

Salary sacrificing

When an employee uses pre-tax earnings to pay for benefits, such as extra superannuation contributions, a car or laptop computer, reducing their taxable income.

Senior Network Officer (SNO)

Operational staff that patrol the TransLink network. The role of SNOs is to provide customer service, security and revenue protection services. In the case of serious incidents, SNOs have the power to detain offenders until the police arrive.

58


Statutory authority

A government body with the right to enact legislation for specific areas of the law. TransLink was established as a statutory authority on 1 July 2008 under the Transport Operations (TransLink Transit

Authority) Act 2008 and abolished on 31 December 2012.

Service kilometres

For bus services, this is the total kilometre distance of passenger routes ac ross TransLink’s contracted bus fleet. For train services, this is the total number of train kilometres travelled on passenger services in the TransLink network, multiplied by the average number of carriages per train set.

T

Transfer

Passenger movement between services or modes of transport when more than one trip is required to complete a journey. For example, a passenger may catch a bus service to a train station and transfer to a train service to complete their journey.

TransLink Station Upgrade Program (TSUP)

A major infrastructure program that delivers new or upgraded infrastructure at key public transport hubs, such as bus stations and bus –train interchanges; park ‘n’ ride, kiss ‘n’ ride and taxi facilities; bus stops along major service corridors; and end-of-trip facilities at bus and train stations within the

TransLink network.

TransLink Busway Safety Officers

Busway Safety Officers patrol the busways and busway stations 24 hours a day, seven days per week providing a safety and security presence and offering assistance to customers.

TransLink Transit Authority Board

TransLink’s seven -person management board that reported to the Minister for Transport and Main

Roads.

Transport Operations (TransLink Transit Authority) Act 2008

The Queensland Government legislation under which the TransLink Transit Authority was established.

The main purpose of the Act was to deliver in the TransLink region the best possible mass transit services at reasonable cost to the community and government, while keeping government regulation to a minimum. The Act was repealed on 31 December 2012.

TransLink Transit Authority Employing Office

A public service office established to employ staff on behalf of TransLink.

TransLink Transit Officers

TransLink Transit Officers are operational staff employed by Queensland Rail that patrol bus, train and ferry services throughout the day to uphold safety and security on TransLink services.

59


Trip

One segment or leg of a journey. A single trip is the distance travelled from the point a passenger boards a service to the point at which they leave that service.

W

WorkCover Queensland

Queens land Government body responsible for managing the workers’ compensation fund and overseeing workplace occupational health and safety standards.

WorkCover claims

Workers’ compensation provided by WorkCover Queensland.

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We welcome your feedback

Thank you for taking the time to read TransLink’s Final Report. We welcome comments and feedback from customers and stakeholders, and we invite you to provide your feedback via the completion of our feedback form below or via our online survey available on the TransLink website at http://www.translink.com.au/reports.php

As a valued stakeholder of TransLink, your feedback will enable us to create future reports that contain the kind of information you require, structured in a way that meets your needs. Your comments and suggestions also play a key role in helping us continually improve our year-round reporting to the community.

Feedback Form

My main interest in the Final Report is as a/an:

TransLink customer

Delivery partner

Industry professional

Academic

Federal government employee

Federal government elected official

Local government employee

Local government elected official

Queensland Government employee

State elected official

TransLink staff member

Other (please specify)

On a scale of 1 (very poor) to 5 (excellent), please rate the following elements of the annual report:

1 = Very poor, 2 = Poor, 3 = Average, 4 = Good, 5 = Excellent

Presentation of content: ____________

Usefulness of information: ______________

Readability: _________________

Finding information: _________________

Overall rating: __________________

Which parts of the Final Report did you find most useful? Please describe.

Why were these parts of the Final Report the most useful?

Which parts of the Final Report did you find least useful? Please describe.

Why were these parts of the Final Report the least useful?

Are there any other topics/items you would like to see included in our future reports? Please describe.

Please return the completed form to TransLink:

 email to annual.report@translink.com.au

 fax to +61 7 3338 4600

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 paid postage (see reverse)

 via online feedback form

 alternatively, you can access an online version of this survey via TransLink’s website at www.translink.com.au

Thank you for taking time to complete the TransLink Transit Authority feedback form. TransLink collects the above information including your personal information for the purpose of assisting us to provide a better service to our customers, both now and in the future. Only authorised Queensland Government officers, relevant TransLink service providers and consultants may have access to this information. Your personal information will not be disclosed to any other third party without your consent unless required by law.

TransLink is committed to providing accessible services to our stakeholders from all culturally and linguistically-diverse backgrounds. If you have difficulty in understanding this document you can contact us on 13 12 30 and we will arrange a three-way conversation with an interpreter to effectively communicate the report to you.

COPYRIGHT

© TransLink Transit Authority and the TransLink Transit Authority Employing Office 201 3. Copyright protects this publication. Except for purposes permitted by the Copyright Act, reproduction by any means (photocopying, electronic, mechanical, recording or otherwise) is prohibited without the prior permission of TransLink, GPO Box 50, Brisbane Qld 4001.

DISCLAIMER

While all care has been taken in preparing this publication, TransLink and the TTAEO accept no responsibility for decisions or actions taken as a result of any data, information, statement or advice, expressed, implied or contained in this publication.

TransLink is committed to minimising our impact on the environment by printing a limited numbers of copies of this report. Electronic versions of this document are available from our website at translink.com.au.

To request a printed copy of this report, please contact TransLink Division.

Phone: +61 7 3338 4438

Facsimile:

Email:

+61 7 3338 4600 annual.report@translink.com.au

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