TransLink Transit Authority Annual Report 2010–2011 TransLink Transit Authority Annual Report 2010–11 i
TransLink Transit Authority Level 13, 420 George Street, Brisbane Q 4000 GPO Box 50, Brisbane Q 4001 Fax: (07) 3338 4600 Website: translink.com.au making travel easy
16 September 2011 The TransLink Transit Authority delivers bus, train and ferry services, information, The Honourable Annastacia Palaszczuk MP ticketing and infrastructure across South Minister for Transport and Multicultural Affairs East Queensland – one of the largest GPO Box 2644 integrated public transport networks Brisbane Qld 4001 in the world.
Dear Minister Palaszczuk, We work with 19 primary service delivery TransLink Transit Authority Annual Report 2010–11 partners to deliver services across a – Letter of compliance network that stretches from Gympie I am pleased to present the TransLink Transit Authority Annual in the north to Coolangatta in the south Report 2010–11 for the TransLink Transit Authority and the and west to Helidon. TransLink Transit Authority Employing Office. I certify this annual report complies with: Managing a record $1.4 billion investment in the public transport network we catered the prescribed requirements of the Financial Accountability Act 2009 and the Financial and Performance Management for more than 178 million passenger trips Standard 2009, and in 2010–11 to deliver on our vision of the detailed requirements set out in the Annual Report making travel easy. Requirements for Queensland Government Agencies. A checklist outlining the annual reporting requirements can be found on pages 167–168 of this annual report or accessed at translink.com.au.
Yours sincerely,
Peter Strachan Chief Executive Officer TransLink Transit Authority TransLink Transit Authority Annual Report 2010–11 ii
Welcome to the TransLink Transit Contents Authority Annual Report for the 2010–11 financial year. Message from the Chair ...... 3 This annual report has been developed for the Queensland Minister Chief Executive Officer’s report ...... 4 for Transport and Multicultural Affairs and our other key stakeholders including our customers, our delivery partners, government, Our plan for the future ...... 7 our employees and members of the broader community. About TransLink ...... 8 Our report this year places our customers and our community in Our partnerships ...... 13 the spotlight. It outlines the key challenges TransLink faces, the strategies we are implementing to help meet them and provides a Our customers and community ...... 27 summary of how we have sought to deliver the best possible public Our network ...... 37 transport for our customers and community. Our fares and ticketing ...... 65 This report contains financial statements and a summary of TransLink’s financial and non-financial performance for 2010–11, Our social responsibility ...... 75 in line with the targets and objectives outlined in the TransLink Our people strategy...... 85 Transit Authority Strategic Plan 2010–2015 and the 2010–11 Queensland State Budget – Service Delivery Statements. Our governance ...... 93 It complies with TransLink’s legislative reporting requirements under the Financial Accountability Act 2009, Transport Operations TransLink Transit Authority (TransLink Transit Authority) Act 2008 and the Queensland financial statement overview ...... 113 Government’s annual report requirements for Queensland Chief Financial Officer’s report ...... 114 Government agencies for the 2010–11 period. Performance statement ...... 116 How to read this report TransLink Transit Authority Our vision for the TransLink network is making travel easy. The Financial Statements ...... 117 TransLink Transit Authority Strategic Plan 2010–2015 outlines TransLink Transit Authority Employing Office five objectives that will guide our business activities to help us deliver Financial Statements ...... 151 this simple, yet ambitious vision. Throughout this year’s report, we have included icon references to demonstrate where a particular Compliance checklist ...... 167 project or strategy is helping achieve one of our strategic objectives. GRI Index ...... 169
Quality Customer Service Glossary ...... 179
We welcome your feedback ...... 182 Effective Stakeholder Engagement Feedback form ...... 183 Achieve Business Excellence
Manage the Network
Financial Sustainability
TransLink Transit Authority Annual Report 2010–11 iii
Our 2010–11 highlights $1.4 billion 8 days of invested to deliver the TransLink network in 2010–11 free travel for the community during the travel information and assistance provided to more than South East Queensland flood recovery 31 million visitors to the TransLink website 308 000 new weekly public transport seats across the network $128.2 million invested in new and improved public transport infrastructure TransLinkTransLink Transit Transit Authority Authority Annual Annual Report Report 2010–11 2010–11 iv 1
Headline
Simpler, more go card named frequent, more Australia’s best comfortable public transport train services smartcard delivered through the biggest recast of the Ipswich, Caboolture and Sunshine Coast % train timetables in more than a decade Up to 80 of trips now made using go card 2 million go cards now issued across South East Queensland 178.6 million public transport trips across South East Queensland – the equivalent of 148.7 million less car trips on our roads 2 TransLink Transit Authority Annual Report 2010–11 TransLink Transit Authorityth Annual Report 2010–112 3
Message from the Chair
TransLink made great strides this year The continued recruitment of our Senior On behalf of the members of the TransLink towards making travel easy by strengthening Network Officer force was also a highlight, Board I wish Peter well in his new role as its relationships with customers and the undertaking vital revenue protection and Director-General in the United Kingdom broader community. customer assistance activities across the Government’s Department of Transport TransLink network. where he will be responsible for Major Supporting our customers and community Projects in London. is a theme that has repeated throughout Whenever I travel on TransLink services, 2010–11 and is reflected in every section I continue to encounter and appreciate My thanks also must go to the Honourable of this year’s report. individual instances of great customer Annastacia Palaszczuk MP for her direction service provided by employees of TransLink, and support since becoming Minister for This relationship with our most important of Queensland Rail, Brisbane Transport and our Transport and Multicultural Affairs in early stakeholders – our customers – is vital to many private delivery partners. It is gratifying 2011. We greatly appreciate her community- enable TransLink to manage the Queensland to witness first-hand how staff are taking focus and commitment to supporting Government’s record billion-dollar investment pride in doing their part to help to make TransLink in its aim to deliver a quality as wisely as possible. Increasing our travel easy for our customers. public transport network. engagement with our customers will enable us to deliver on our fundamental purpose- Our relationship with our operators and local When one looks at public transport in to provide a public transport network council authorities also moved from strength Australia, it is hard to escape the conclusion that meets the needs of the South East to strength in 2010–11, with meetings of the that TransLink is well placed in terms of three Queensland community. TransLink Board regularly held in different great advantages our system offers. The local authority areas. This year we met with first was the decision to establish TransLink January floods many stakeholders across our region to as a statutory authority, with responsibility discuss local public transport matters and for managing and coordinating the delivery The January 2011 floods really tested the encourage continued local government of integrated public transport services for robustness of the public transport system, the commitment to public transport in South South East Queensland. The second was strength of our relationships with our service East Queensland. the introduction of smartcard ticketing and delivery partners, and the effectiveness of our the potential the successful go card product crisis management plan in helping keeping Continued commitment offers for future enhancements. The third is TransLink operational, despite the evacuation South East Queensland’s extensive world- of staff from our Brisbane offices. Over the past year, the hard-working class busway network which continues to employees of TransLink and our service While many lessons about crisis management expand to provide fast, frequent and reliable delivery partners have continued to were learned – and this applies to most bus services for our customers. demonstrate their enthusiasm to deliver organisations – I was very proud of the way a quality customer experience. I thank Through these innovations and the many in which TransLink and our service delivery each and every one of them for the others TransLink has achieved, I am confident partners were able to maintain a remarkable significant contribution they have that we will continue to deliver a quality level of transport services during the floods. made to our organisation. public transport system for the people of South East Queensland. Customer highlights In particular, I wish to sincerely thank TransLink’s departing Chief Executive Officer, While there have been many this year, some Peter Strachan for the vision and drive he key achievements that I have been particularly Geoff Harley has brought to the TransLink organisation proud of include the establishment of a Chair during his two and a half years in the role. permanent Helping Hands workforce and He has left a very strong platform from the continuation of the go ready customer which I’m sure TransLink will continue to education program to provide customers grow and develop. with face-to-face public transport information in the community. 4 TransLink Transit Authority Annual Report 2010–11
Chief Executive Officer’s report
For many Queenslanders, the past year will be remembered as one of our most challenging. The devastating floods that affected three quarters of our state had a significant impact on the lives of many here in South East Queensland.
The floods also had a significant effect on the TransLink network causing millions of dollars’ worth of damage to vital public transport infrastructure. While much of the region’s rail infrastructure was able to be quite quickly restored there are parts of Brisbane’s ferry network that have needed to be completely rebuilt.
While the start of 2011 brought disaster to South East Queensland, it also brought to the fore the power of community. If nothing else, the two weeks following the flood’s peak showed us just how much we can achieve when we work together to get our region get back on its feet.
Putting our customers and community at the heart of our business The importance of community is a lesson TransLink is taking to heart this year. It’s a lesson that has resonated across many of our activities, from our flood response efforts with our delivery partners to our increased engagement with customers and the community on key service and infrastructure projects.
Our customers and our community have been the driving force behind many of the improvements we have made this year and this renewed focus has been reflected in an increase in our overall customer satisfaction index from 69 in 2009–10 to 70 in 2010–11.
Other key highlights in 2010–11 include:
working with our service delivery partners to get 96 per cent of South East Queensland’s public transport network back up and running in a matter of days after the floods delivering an additional 308 000 new weekly public transport seats across the network, providing customers with access to additional services and a more comfortable ride recognition of TransLink’s go card as the best public transport smart card in Australia – catering for up to 80 per cent of all trips taken on the TransLink network. launching a new go card daily fare cap for our senior and pensioner customers, providing a more affordable travel option TransLink Transit Authorityth Annual Report 2010–112 5
implementing our new corporate social A team committed to Moving forward responsibility framework and becoming making a difference I make no secret of my belief that public pledge signatories of the worldwide transport is all about the three “Cs” – International Association of Public We continue to build our relationships customers, customers, customers. But Transport (UITP) Sustainable with our delivery partners and government it might just as easily be said that public Development Charter stakeholders as we work together to deliver better public transport for the community. transport is about that other “C” – the Managing increasing costs The true strength of our partnership came community – who we are here to serve. As the TransLink network continues to to deliver new services to the fore during the January floods. With large areas of the network badly affected we grow and develop, it is essential that we We operate in a challenging environment worked closely with our delivery partners and deliver services that meet both the needs where less than a quarter of the costs the Department of Transport and Main Roads of customers and the broader community. of delivering public transport services through TransLink’s Crisis Management In the year ahead, TransLink will look to is recouped from the fares that our Team, to keep South East Queensland embrace new technologies, such as the customers pay. moving. Together, we were able to restore pilot of our real-time information system, much of the public transport network within Securing the network’s long-term financial to provide an even better customer a matter of days – a remarkable achievement sustainability is a challenge that we again experience. Making the most of what and one I am proud the TransLink family was smartcard technology has to offer will faced in 2010–11. able to deliver. also be a priority, as we build on go card’s I am pleased to say that, despite our cost These efforts were further supported by an success to deliver products that meet our challenges, we again delivered on our eight day period where TransLink provided community’s needs. TransLink will achieve promise to add more seats to the public free public transport to customers to help get this by continuing to put our customers transport network with the introduction of the region back up and moving again. first and delivering on our vision of 308 000 new weekly seats. These seats making travel easy. are in addition to the 301 000 new seats The commitment demonstrated by our that were delivered last financial year. employees and that of our delivery partners during the floods will remain a personal Peter Strachan Listening more closely highlight for me during my time as Chief Chief Executive Officer Executive Officer of TransLink. to our community This commitment to the community was TransLink learned a valuable lesson in again reflected in our internal Values Survey the importance of community consultation results for 2011. I was pleased and very during the rollout of the FlexiLink taxi proud to see that our staff rated ‘making a service in parts of Ipswich in December 2010. difference in the community’ as the number Based on these learnings we have made one reason they choose to work at TransLink. improvements to our consultation process that put our customers and community at the heart of our decision making. Community feedback played a large part in the successful restructure of the Ipswich and Caboolture train timetable changes undertaken jointly by TransLink and Queensland Rail in June 2011.
During the consultation period, we received more than 2000 individual pieces of feedback from customers that directly contributed to making improvements to the new train timetables. 6 TransLink Transit Authority Annual Report 2010–11
July 2010 August 2010 Our One millionth go card issued go card named Australia’s best public Launch of the TransLink mobile transport smartcard website. Release of Draft Connecting SEQ 2031 Calendar – a twenty year transport plan for South East Queensland 2010–11 7500 seats per week rolled out on the Caboolture train line Sod-turning for $949 million Gold Coast Rapid Transit project.
September 2010 October 2010 December 2010
More than 330 charities receive over Opening of Bray Park park ‘n’ ride Route 88 introduced adding 100 000 free go cards extension with 76 new car parks more than 41 000 weekly seats Announcement of new $2 million and cycle facilities. Opening of award-winning bus station at Redbank Plaza $8 million Yeerongpilly Footbridge November 2010 Opening of Morayfield park ‘n’ ride 11 000 new weekly seats introduced extension with 87 extra car parks TransLink’s Tracker shows public with a new permanent airport bus transport customer complaints at Opening of Ormiston park ‘n’ ride service for the Sunshine Coast. all time low extension with 102 new car parks and new cycle facilities. Launch of new Seniors Card +go Announcement of $2.3 million upgrade for Oxley Train Station.
January 2011 February 2011 March 2011
$40 million Richlands train station 10 000th Seniors Card +go issued Announcement of $11.4 million opens early following the floods 4950 additional weekly seats introduced real-time passenger information pilot Roll out of 26 new go card top-up with a new Back to Uni bus package. Additional 14 Senior Network Officers machines on CityCats and CityFerries added to the network January fare changes including Sod turned on $800 000 renovation introduction of new daily go card works at Deagon Train Station. caps for seniors and pensioners Eight days of free public transport provided to assist with flood recovery.
April 2011 May 2011 June 2011
go card auto top-up users hit 100 000 Fixed fares rise in a further push Two millionth go card issued Superbus project awarded Best Finance to reduce fare evasion More than 150 000 weekly seats added Innovation Award for the Asia-Pacific South East Busway celebrates to the network in the biggest change region at the UITP PTx2 awards. 10 years serving Brisbane to South East Queensland train Opening of new $7.2 million timetables in more than a decade Klumpp Road park ‘n’ ride with Early works start on the new 199 new car parking spaces $2.2 million Logan Central bus Announcement of preferred bidder for station on Wembley Road. the Gold Coast Rapid Transit light rail system. Our customers and About TransLink Our partnerships Our network Our fares and ticketing Our social responsibility Our people strategy Our governance Financials community 77 card. 2 go by card products to meet go card ticketing equipment, h t go card gates at key train stations and more go making travel easy ready customer education program to assist TransLink Transit Authority Annual Report 2010–11 2010–11 Report Report Annual Annual Authority Authority Transit Transit TransLink TransLink go card system even easier to use. go card product to deliver new customer card product to deliver new customer go Launch of our new real-time passenger information pilot, to Launch of our new real-time passenger information deliver real-time bus departure times direct to customers. with innovative Keeping our customers connected on the move new on-board technologies. website and mobile journey More improvements to TransLink’s planner to make it even more customer friendly. Continuing our information Improvements to the way we deliver passenger – onboard, on-station and online. Rolling out more next generation to make the Installation of new Senior Network Officers deployed across the network as part of our new revenue protection strategy. Investigating and implementing new the needs of different users, including corporate customers, tertiary and tourists. institutions customers with becoming more familiar with using customers with becoming more familiar with using
Enhancements to fares and ticketing Better customer information
New and improved bus stations at Maroochydore, Logan Central and North Lakes. Sandgate, Enhancements to train stations at Narangba, Alderley, Nambour and South Brisbane. Eagle Junction, Toowong, $4 million upgrade of the Peninsula Fair Shopping Centre bus station at Kippa-Ring. New and improved park ‘n’ ride facilities at Ferny Grove, Zillmere, Rosewood, Birkdale and Sandgate train Cooroy, stations and bus stops at The Gap (Enoggera Reservoir), Jindalee and Capalaba. Opening of the $466 million Eastern Busway extension linking Buranda to Coorparoo, including new Stones Corner and Langlands Park busway stations. Continuing the $100 million Ferny Grove to Keperra upgrade project, including track duplication and state-of-the-art revamp of Ferny Grove train station. Better service schedules and better timetabling, through the state-of-the-art transport scheduling software rollout of our new, program, HASTUS. Rolling out 100 000 new weekly bus seats with a new package Rolling out 100 000 new weekly bus seats with of bus services using the new Eastern Busway extension. buses. Introducing at least 125 new and replacement equivalent Priority bus Continuing the introduction of new High Frequency routes to the network. A review of train timetables on the Cleveland, Beenleigh, Gold A review of train timetables on the Cleveland, Beenleigh, to Coast, Doomben, Ferny Grove and Shorncliffe lines deliver more frequent, more reliable train services. In 2011–12 TransLink will continue to deliver on our simple vision of will continue In 2011–12 TransLink embracing new technologies and leveraging our successful embracing new technologies and leveraging budget, we will further expand and improve the efficiency, benefits. Backed by a record $1.5 billion frequency and reliability of our services deliver vital new infrastructure for our customers. and
New infrastructure
More services Our plan for the future for the plan Our 8 TransLink Transit Authority Annual Report 2010–11
About TransLink
Gympiie North NNoososa ()(zone 23)
PePeregiann BeaB ch TransLink is committed to making travel easy by delivering a high-quality public transport network for the people of South East Queensland. Nambour The TransLink Transit Authority was established in 2008 as the MooloMooloolabaaba statutory authority responsible for leading, planning, specifying and providing mass transit in South East Queensland. We manage one of the largest integrated public transport networks Caloundoundrdrad a in the world – stretching from Gympie in the north to Coolangatta in the south and west to Helidon. We deliver:
BribieBribB IslandI Mass transit services: planning, coordinating and delivering integrated bus, train and ferry services across the region. We also manage and ensure the standard of service provided by Caboolturelture our 19 contracted delivery partners. N Customer information: providing customers with a central point of contact to source journey planning information, make an enquiry or provide feedback, via the TransLink 24-hour Call Redcliffe Centre (13 12 30) and website (translink.com.au). Ticketing and fares: setting fares and managing TransLink’s ShorncliffeS ticketing products, including the go card. Public transport infrastructure: managing the delivery of train and bus station upgrades, park ‘n’ ride facilities, bus stops and the Briisbani anean operation of the South East Queensland busway network. Tooggoolg awwahw TransLink partners with a number of public transport service (zooneo 14)4) ClevelandCl providers, local, state and federal government agencies to drive the expansion and improvement of public transport across South East Queensland. To find out more about our public transport Ipswicchc partners, see p.13.
HHelidon (zonzone 16)6) BBeenleighgh
The TransLink network spans 23 zones across a 10 000 square kilometre service area – six and
half times the size of London’s Robiinan Oyster card network. Varsitsitysittyy Lakes
Coolangattaolanoollanl TransLink Transit Authority Annual Report 2010–11 9 About TransLink
Key 23 Gympie North Sunshine Coast line 23 Traveston (172.9km) TransLink train Sunshine Coast line 23 Cooran Caboolture line 23 Pomona Ipswich/Rosewood line Sunshine 22 Cooroy and busway Ferny Grove line 21 Eumundi Coast Beenleigh line 19 Yandina Doomben line 17 Cleveland line Nambour network 16 Woombye Shorncliffe line 16 Palmwoods Our partnerships Airtrain line# (special fares apply) Gold Coast line 15 Eudlo Nambour-Caboolture railbus 14 Exhibition line and station Mooloolah (Open for special events only. 13 Landsborough Special fares apply.) Australia Zoo 13 South East Busway 12 Beerwah Northern Busway 11 Glasshouse Mts Eastern Busway 10 Beerburrum Nambour-Caboolture railbus 9/10 Elimbah Helidon-Rosewood railbus 8 Caboolture Caboolture line
8 (49.6km) Our customers and Toogoolawah-Ipswich railbus Morayfield 4
7/8 Burpengary Sandgate community Eagle Junction-Myrtletown railbus Connecting station 7 Narangba Shorncliffe line 4 Deagon (20.7km) 5 Zone number 6/7 Dakabin Shorncliffe 4 Wheelchair access 6 Petrie 4 Assisted wheelchair access 5/6 Lawnton North Boondall 5 Diagrammatic map - not to scale. Bray Park 3/4 Boondall 5 Strathpine
4/5 Bald Hills 3 Nudgee Airport line (15.9km) 4 Carseldine Airport# 3/4 Zillmere 3 Banyo (Domestic) Eagle Junction- 3 Ferny Grove Ferny Grove line Myrtletown railbus Our network 3 Geebung (16.1km) Airport# 3 Keperra 3 Bindha Myrtletown 4 3 Sunshine (International) 3 Pinkenba 3 Grovely 3 Virginia 2/3 2 Meeandah 3 3 Oxford Park Gaythorne Alderley 2/3 Northgate Doomben line Bunour 2/3 Moreton Bay 2 Nundah (9.9km) Eagle Farm 2 Mitchelton Enoggera 2 Newmarket 3 2 2 Toombul 2 2 Wilston Clayfield Hendra Ascot Doomben 1/2 Windsor 2 2 2
1/2 RBWH Our fares and ticketing 1/2 RCH Herston Eagle Junction 2 Brisbane River 1 QUT Kelvin Grove Wooloowin 2 3 3/4 Northern Busway Albion 1/2 Hemmant Wynnum North Toogoolawah railbus (2.8km) 1/2 Normanby Bowen Hills 1 Lindum Wynnum 4 Fortitude Valley 1 Murarrie 3 3 Wynnum Central 4 Brisbane Central 1 Manly 4 14 1 Milton connect for long Toogoolawah Roma Street 1 Cannon Hill 2/3 distance trains Lota 4/5 1 Auchenflower King George Sq 1 Morningside 2 Thorneside 5 1 Queen Street 1 1/2 Toowong South Cultural Birkdale 5 Brisbane Centre 1 Norman Park 2 2 12 Esk Taringa South South 5/6 Wellington Pt Our social responsibility 1 Bank Bank 1 Coorparoo 2 1/2 Mater Hill 2 Park Road^ UQ Lakes Boggo Road 1/2 6 Ormiston Woolloongabba 2 2 Indooroopilly 10 Coominya PA Hospital 2 Stones Langlands 6 Cleveland 2 Chelmer Corner 2 Park Buranda 2 2 Eastern Busway 2/3 Graceville 2 Dutton Park Cleveland line (1.05km) (37.3km) 3 Sherwood 2 Fairfield 2 3 Corinda Yeronga Greenslopes 2 9 Lowood 2/3 Yeerongpilly 3 Oxley Holland Park West 3 3/4 Darra 3 Moorooka 3 Griffith University 3 4/5 Wacol Rocklea 3 Salisbury 5 Gailes Richlands 4/5 Upper Mt Gravatt 3/4 Our people strategy 3/4 Coopers Plains 8 Fernvale 5 Goodna 4 Banoon 5/6 Redbank Eight Mile Plains 4 4 Sunnybank South East Busway Riverview 6 Springwood 5 (16.5km) 8 Borallon Brisbane River 4 Altandi Dinmore 6 4 Runcorn Ebbw Vale 6 4/5 Fruitgrove 7 Muirlea Bundamba 6/7 Booval 7 5 Kuraby East Ipswich 7 5 Trinder Park Ipswich line Ipswich 7 5 Woodridge (38.7km) Thomas Street 7 5/6 Kingston Wulkuraka 7/8 6 Loganlea
Karrabin 8 Our governance Walloon 8 6/7 Bethania Rosewood line Thagoona 9 7 Eden’s Landing 7 Holmview (57.0km) Rosewood 9 7/8 Beenleigh Lanefield 10 Calvert 10 Beenleigh line Ormeau 9 Grandchester 10/11 10 (41.1km) Coomera Helidon- Laidley 11/12 Gold Helensvale 12 Rosewood Forest Hill 12 Nerang 13 Coast railbus UQ Gatton campus 13 Gold Coast line Gatton 13/14 Robina 15 (89.1 km) Grantham 15 Varsity Lakes 16 Helidon 16 Financials 10 TransLink Transit Authority Annual Report 2010–11
Our Strategic Plan
The TransLink Transit Authority Strategic Plan 2010–2015 guides TransLink’s strategic direction and informs the development of Lead, plan, specify and our annual operational plan and budget. Our vision for the TransLink network is provide mass transit for making travel easy. Our strategic plan outlines the people in South East the five pillars, or objectives, that will guide Queensland. our business activities to help us deliver this simple, yet ambitious vision. A full copy of the TransLink Transit Authority Strategic Plan is available on the TransLink website (translink.com.au).
Quality Customer Experience Customers are strong advocates based on a quality, consistent and seamless experience at all touch points.
Effective Stakeholder Manage the Network Financial Sustainability Engagement Public transport is highly integrated, Effective economic management, efficient and recognised as a key ensuring cost-effective delivery TransLink’s business is supported driver of economic growth. of services. through strong and mutually beneficial relationships.
Achieve Business Excellence Business excellence is achieved with a highly engaged and innovative team, and effective corporate governance.
Challenges Contribution to Toward Q2:
Rapidly growing population and increased demand Tomorrow’s Queensland for public transport. Strong: Specify investment in infrastructure and services Managing costs of service delivery. to drive economic growth. Ensuring service quality and performance across the network. Green: Reduce carbon emissions by encouraging a shift Making the customer experience seamless and consistent. from private to public transport. Balancing cost recovery against social obligations. Smart: Deliver innovative public transport solutions driving growth and efficiency. Providing mass transit services to reduce urban congestion. Healthy: Encourage better integration of active transport with public transport. Fair: Provide affordable transport options to enable access to jobs, training, housing, health and recreation. Our customers and About TransLink Our partnerships Our network Our fares and ticketing Our social responsibility Our people strategy Our governance Financials community 11 TransLink Transit Authority Annual Report 2010–11 Report Annual Authority Transit TransLink card usage (p.72) go increased customer satisfaction and service (p.34 and 59) reliability levels achieved record information system (p.20). announced the pilot of a world-class real-time customer continued joint investment in public transport by our local council funding partners (p.21). signed the UITP Sustainable Development charter (p.76) launched our Corporate Social Responsibility Framework (p.76) presented the inaugural TransLink Transport Innovation and Technology Forum Innovation and Technology Transport presented the inaugural TransLink with key stakeholders and business partners (p.26) provided effective coordination of flood response (p.24)
through the delivery under our of initiatives identified making travel easy
Effective Stakeholder Engagement Quality Customer Experience
actively promote public transport, increasing consumer awareness. create a seamless and consistent customer network experience across the TransLink enhance the reach of our integrated and innovative products leverage current strengths in our stakeholder engagement and make it tangible work with our stakeholders to add value to the delivery of quality mass transit role with our promote TransLink’s stakeholders and in the community demonstrate commitment to a sustainable, community focused public transport system.
2015 strategic objectives 2010–11 strategic achievements 2015 strategic objectives 2010–11 strategic achievements five strategic pillars. Key achievements in the 2010–11 financial year were made in a 2010–11 financial year were made Key achievements in the five strategic pillars. The performance of natural disaster. including a significant challenging environment identification of future focus, indicates success, learning and –11 during 2010 TransLink for 2011–12. setting the scene
TransLink is TransLink 2010–11 performance snapshot performance 2010–11 12 TransLink Transit Authority Annual Report 2010–11
Achieve Business Excellence
2015 strategic objectives 2010–11 strategic achievements
build on TransLink values to become achieved an eight per cent increase in staff satisfaction levels from last year with a best in class people organisation 74 per cent of staff rating their satisfaction as good or better (p.90) introduce innovative business systems continued to provide training for staff and maintain organisational accreditation in that will support our business needs project management (p.89 and 108) continually measure and improve established new internal decision making boards for our key strategic programs (p.104) cross-business processes launched our new People Strategy (p.92) deliver an effective corporate implemented new risk and safety management frameworks (p.106). governance framework.
Manage the Network
2015 strategic objectives 2010–11 strategic achievements
provide additional network capacity to introduced an additional 308 000 weekly public transport seats to the network (p.42) meet projected demand added 181 new and replacement bus equivalents, 16 new trains and two new CityCats support network development with to the network (p.42) strategic capital investment rolled out Queensland Rail timetable changes for Ipswich, Caboolture and Sunshine develop a genuine performance-driven Coast lines (p.62) contract regime announcement of the successful operator franchise for the Gold Coast Rapid Transit provide medium and long term strategic – GoldLinQ (p.44) guidance for the future of public transport delivery of $128.2 million of infrastructure improvements across the network (p.38). planning in South East Queensland.
Financial Sustainability
2015 strategic objectives 2010–11 strategic achievements
efficient funding and investment strategy, rolled out new revenue protection measures to reduce the incidence of fare evasion including utilisation of fixed costs across the network (p.69 and 74) maximise fare and non-fare revenue implemented fare changes in January 2011 (p.69) opportunities improved revenue forecasting capabilities maximise revenue protection improved systems to manage costs (p.115). achieve better value for money. TransLink Transit Authorityth Annual Report 22010–11 13
Our partnerships
Our key achievements
Record $ Continued % 1.25b joint Launch 96 worth of bus, train and of our new TransLink of TransLink services ferry services provided investment Transport Technology back up and running by our 19 different in public transport and Innovation within days of the floods service delivery partners through local council Forum delivered in funding partnerships partnership with UITP 14 TransLink Transit Authority Annual Report 2010–11
Making travel easy takes a true team effort – which is why TransLink works closely with its many stakeholders and service delivery partners to develop and improve the public transport network.
We partner with 19 bus, train and ferry delivery partners and other To ensure that we continue to deliver a quality public transport network, service providers and government agencies to help deliver public TransLink also brings together state, local and federal government, transport services, infrastructure, ticketing and information to industry and community groups in a joint effort to improve public South East Queensland. transport in South East Queensland. We work closely with the Department of Transport and Main Roads which is responsible for The 10 000 square kilometre area covered by the TransLink network developing long-term transport plans and transport policy for the incorporates parts of a number of different local government council whole of Queensland. areas including Brisbane City Council, Gold Coast City Council, Sunshine Coast Regional Council, Ipswich City Council, Logan City Ensuring that we build strong working relationships with our Council, Moreton Bay Regional Council and Redland City Council. delivery partners, government, industry and community stakeholders is a key deliverable under our strategic objective TransLink works in partnership with these councils to plan and of Effective Stakeholder Management. deliver public transport improvements in their local areas, including the installation and maintenance of bus stop infrastructure, delivery of public transport services and provision of advice on future land development and transport planning requirements. Our customers and About TransLink Our partnerships Our network Our fares and ticketing Our social responsibility Our people strategy Our governance Financials community 15 Serco Serco manages and operates the 24-hour Call Centre – handling more than TransLink one million customer calls each year to the Serco has provided more 13 12 30 number. than 15 years of customer service to the South East Queensland travelling public through the management of call centre functions together with face-to-face customer enquiries in the two Brisbane City-based Information Centres. Transport TransLink Transit Authority Annual Report 2010–11 Report Annual Authority Transit TransLink
card smartcard ticketing system. go Cubic provides specialised automated fare collection systems and services to more than 50 nations around the world. Cubic (jointly Cubic Transportation Systems Cubic (jointly Cubic Transportation Inc and CTS (Australia) Pty Limited) provides with a number of customer TransLink products and operational services relating to the Cubic Transportation Cubic Transportation Systems Our ticketing and customer serviceand customer Our ticketing delivery partners 16 TransLink Transit Authority Annual Report 2010–11
Our public transport delivery partners
Noosa Gympie North South East Queensland Peregian Beach
201 three-car train sets Nambour 145 stations and 740km track in the Mooloolaba South East Queensland network More than 7000 employees throughout Queensland Caloundra Greater Brisbane
Bribie Island 1166 buses Caboolture 238 routes, 56 744 services a week
Redcliffe
Shorncliffe 17 CityCats, 9 CityFerries
3696 services a week Brisbane
Cleveland
2 buses (TransLink only)
Helidon Ipswich 1 TransLink route, 144 services a week Beenleigh 100 employees
Surfers Paradise
Coolangatta Our customers and About TransLink Our partnerships Our network Our fares and ticketing Our social responsibility Our people strategy Our governance Financials community 17 97 buses 27 routes, 5967 services a week 119 buses 32 routes, 3534 services a week 365 employees 130 employees 127 buses 79 routes, 114 services a week 34 buses 27 routes, 465 services a week 57 employees 308 buses 53 routes, 12 728 services a week Sunshine Coast Gold Coast Eastern region TransLink Transit Authority Annual Report 2010–11 Report Annual Authority Transit TransLink employees
88 buses 61 routes, 1894 services a week 142 employees 7 buses 1 route, 40 services a week 15 employees 28 routes, 4531 services a week 158 employees 124 buses 86 buses 60 routes, 5145 services a week 130 15 buses 12 school routes, 120 school services a week 20 employees Western region Western Southern region 6 routes, 668 services a week 65 employees 35 buses 75 buses 60 routes, 2245 services a week 128 employees 49 routes, 2240 services a week 89 employees 60 employees 61 buses 39 buses 42 routes, 845 services a week 27 buses 23 routes, 736 services a week 43 employees Northern region 18 TransLink Transit Authority Annual Report 2010–11
Our challenges
Working in true partnership Local government agencies are often well Becoming a best-practice placed to understand the different transport advocate TransLink’s service delivery partners are at requirements of their local residents, which the frontline of our commitment to deliver is why TransLink works closely with councils The public transport industry has changed a quality customer experience. Through to identify transport options that will meet significantly since TransLink was established, their daily interactions with customers, our their community’s needs. along with the world we live in. Rapid delivery partners have first-hand knowledge advances in technology, booming population To ensure the best possible outcomes for of what it is customers want and expect from growth and the lasting effects of the global the whole of South East Queensland, we will their public transport experience. financial crisis have all had an impact on need to continue our strong partnerships with the way we plan and deliver today’s public Many of our delivery partners are leading the local government agencies, to ensure that transport network. way in different aspects of public transport investing in public transport remains a key innovation from sustainable design to priority in their own strategies. While some of the challenges we face here best-practice customer service initiatives. in South East Queensland are unique to our A new and increasingly important role for Integrated planning region alone, there are many challenges that TransLink will be to facilitate and foster for our future prosperity are common to public transport agencies continued innovation and discussion around the world. Rising fuel costs and across the TransLink family so we can Public transport connects and integrates increasing traffic congestion are just some share and learn from each others’ many different parts of our society – carrying of the issues that are at the forefront of knowledge and experiences. hundreds of thousands of customers to and discussion and research programs of many from home to workplaces, schools, hospitals, public transport organisations across the Making public transport shops and parks each and every day. globe. To ensure that our customers continue a local priority To ensure we provide the community with the to benefit from advances in public transport practices and technologies, TransLink needs Public transport plays a vital role in creating public transport services they need, TransLink to ensure that it is actively engaged in these vibrant and connected local communities. will need to proactively collaborate with other local and global debates. It assists in improving social access and government departments as they plan for fostering and managing local growth. future employment, education, health and By doing so we will continue to learn from recreational services and facilities in South the world’s best and apply their lessons to Here in South East Queensland, the TransLink East Queensland. our own network, to deliver a better public network contributes significantly to the transport experience for our customers. liveability of many different types of local communities. To continue to do this, we need to be able to cater for the different needs of different communities – from the highly populated urban centre of Brisbane to the many smaller communities along the Sunshine Coast, the rapidly growing Gold Coast and Moreton Bay regions, and the emerging residential communities in and around Ipswich. Our customers and About TransLink Our partnerships Our network Our fares and ticketing Our social responsibility Our people strategy Our governance Financials community 19
consulting helping to advising on transport Department of Public Works: Department of Public providing public transport advice and providing public transport design of input into the planning and and capital new public infrastructure works projects. Department of Environment and Resource Management: on the design and construction of public transport services and infrastructure to minimise environmental impacts and providing input for research into transport environmental management strategies. Department of Local Government and Planning: requirements for local growth management plans and strategies. Queensland: Tourism provide and promote travel information for the South East Queensland region and its attractions and working in partnership to develop tourist-friendly products and services.
Keeping connected with industry and the community provide a quality customer experience, To we need to ensure that our practices align best, both here in with the industry’s Australia and overseas. is an active member of the TransLink engaging with peak transport industry, industry and research committees groups from around the world on matters relating to public transport, planning and customer and community services. A key priority in all of our research and engagement activities is to identify cost- effective ways to deliver a better public transport experience for our customers. find out more about the industry and To community groups we partnered with in 2010–11, see p.22.
TransLink Transit Authority Annual Report 2010–11 Report Annual Authority Transit TransLink
ambitions
Toward Q2 Toward assisting in the development of Department of Transport and Main Department of Transport Roads: long- state-wide public transport policy, term transport plans and strategies and the delivery major public transport of infrastructure projects and initiatives. is also a member of the TransLink Bus Contact Reform department’s Advisory Group, Inter-departmental the Bus Safety Committee, the 3G Project Advisory and the Academic Strategic Group Research Alliance Program Transport Management Group. Department of Communities: ensuring our infrastructure, services and ticketing products meet the needs of all including members of our community, seniors, customers from culturally and linguistically diverse backgrounds and people living with a disability. Department of Education: planning school transport services and implementing school-based travel initiatives, including the School Transport Assistance Scheme and Bus Travel Assistance (Safety-Net) fare programs.
For more on the public transport For more on the public made in partnership improvements we have see p.21. with local councils in 2010–11
To do this, we work closely with other do To government agencies to ensure our long-term strategies, policies, projects and services are aligned. By working in collaboration with other areas of government, we ensure our network can continue to meet the needs of our current partners with and future customers. TransLink a number of government agencies, including: Partnering to prepare Partnering to prepare for the future role in planning for Part of TransLink’s the future is to assist in improving the overall liveability of South East Queensland and helping to deliver on the Queensland Government’s (see p.10).
Strengthening our public
monitor and ensure high standards of service performance quickly identify potential issues and work together to implement solutions identify ways to improve local routes and services to better serve customer needs.
Working with local agencies Working for better local outcomes Different communities have different transport requirements, which is why TransLink partners with local government agencies to plan, promote, and improve public transport services local residents’ needs. to suit continues its public transport TransLink operational funding partnerships with three local councils – Brisbane City Council, Gold Coast City Council and Sunshine Coast Regional Council – who have each made a significant financial contribution to fund public transport improvements in their local council area. transport funding partnerships with other local councils across South East Queensland is a key priority for TransLink. out more about the innovative find To customer improvements we have made in collaboration with our service delivery partners in 2010–11, see p.20. TransLink is committed to working with our is committed to working TransLink delivery partners to improve our services the reliability for our customers. Ensuring of bus and train services is a key priority and we continue to adopt for TransLink a partnership approach with operators to deliver improvements. meet regularly with our deliveryWe partners happening on their part of to discuss what’s the network, to gain on-the-ground insight into what our customers want and need. work with our serviceWe delivery partners to: Collaboration achieving Collaboration achieving customer improvements Our strategy 20 TransLink Transit Authority Annual Report 2010–11
Our key activities in 2010–11
Innovation through launching the new Seniors Card +go with Better customer outcomes partnership the Department of Communities making through better relationships travel even easier for seniors (p.70) TransLink supports and celebrates our hosting the inaugural TransLink Transport TransLink continued to engage with our partners’ innovations, which help to deliver Technology and Innovation Forum in bus service delivery partners through the a better quality of public transport service partnership with UITP (p.26) bi-annual TransLink Operators Forum – a to South East Queensland. platform that facilitates joint discussion on the development of new double-decker public transport matters that relate to the Key innovations and achievements in buses by two of our private bus operators, bus industry. 2010–11 included: Thompson Bus Service and Surfside We also adopted new relationship frameworks delivering an additional 150 000 weekly Buslines with our two government-owned delivery seats for customers on the Ipswich, the introduction of the Australian-first partners – Queensland Rail and Brisbane Caboolture and Sunshine Coast train Quiet Carriages initiative by Queensland Transport. Our new frameworks have an lines, through a significant recast of Rail across all of its city train services, increased focus on collaborative planning, existing train timetables with providing customers in the first to drive performance improvements and Queensland Rail (p.62) and last carriages with a more peaceful journey deliver value for money for government and announcement of TransLink’s new the community. As part of these frameworks working in partnership with Cubic to real-time passenger information pilot we undertook a series of partnership and make improvements to go card readers to be rolled out in partnership with planning days in 2010–11 to discuss ways to make them easier for customers to use, Logan City Bus Service and transport to jointly improve service delivery for and introducing new handheld readers information specialist, Init, delivering our customers. real-time information on bus locations used on the network by our Senior and departures direct to customers Network Officer workforce Stronger relationships with all of our delivery partners were central to a number winning the UITP (International piloting a new short course in public of achievements for TransLink this year, Association of Public Transport) transport strategy and planning with including our successful response to PTx2 Best Finance Innovation Award the University of Queensland, providing the January 2011 flood crisis and the for the Asia-Pacific region, for the our service delivery partners, local implementation of the Ipswich, innovative Superbus pilot, delivered government planners and TransLink Caboolture and Sunshine Coast train in partnership with Clarks Logan City staff with new learning opportunities. timetable restructure and associated bus Bus Service through the Department of service changes. Transport and Main Roads Congestion Management Program Our customers and About TransLink Our partnerships Our network Our fares and ticketing Our social responsibility Our people strategy Our governance Financials community 21
providing free bus services during the Christmas holiday period across the Sunbus network extending a trial of the Hinterland Connect bus service, which connects Maleny to Nambour rerouting route 622 bus services to deliver permanent services to the Sunshine Coast Airport increasing the weekend frequency of bus routes 600 and 620, adding 85 extra services per week introducing new bus services from Kawana to Maroochydore (route 619). card (p.70).
Funding from the levy was vital to an exciting Council new partnership between TransLink, and the University of the Sunshine Coast to develop the U-Pass – a new ticketing product that provides travel for university students and staff with a special version of TransLink’s go The levy was also used to fund Council’s local community transport programs including the FlexiLink and Council Cabs initiatives. and the Sunshine In 2010–11 TransLink Coast Regional Council partnered to deliver the following improvements:
and the Sunshine Coast Regional TransLink Council also worked together to co-fund the planning of the new $8.3 million Maroochydore bus station and the new $10 million Noosa Junction bus station, being delivered in partnership with the Australian Government. TransLink Transit Authority Annual Report 2010–11 Report Annual Authority Transit TransLink
funding the new ‘YourBus’ dial-up bus funding the new ‘YourBus’ Centre service between Helensvale Town and Helensvale station funding trial NightLink bus services route N21 and N750 and introducing a trial of new NightLink services between Kingscliff and Coolangatta (route N798) co-funding the new permanent bus services the Gold Coast Airport to from Southport (route 702) co-funding the new permanent bus Heads to Robina services Tweed from (route 761).
Sunshine Coast Regional Council the Sunshine Coast Regional This year, Council committed more than $540 000 to jointly fund public transport improvements Levy. Public Transport through Council’s Building a strong local public transport network is a key strategy in the Gold Coast plan to manage the city’s City Council’s continuing rapid population growth. Gold Coast City Council has This year, to invest a record partnered with TransLink $6.9 million on improving public transport services in the region including: Gold Coast City Council
These co-funded improvements are in addition to the Gold Coast City Council’s Council Cabs initiatives and their contribution towards the construction of Stage One of the Gold Coast Rapid system. Transit
. 1 of leisure tourism,
Brisbane City Council Annual Plan and Budget 2011–12. procurement of 125 new and replacement, bus equivalents low-floor air-conditioned fleet, funded by to the Brisbane Transport the Queensland Government expanding the ferry network including the delivery new CityCats of two co-funding the high frequency CityGlider bus services End to Teneriffe. from West
destination marketing and at major events. TransLink also continued to work with TransLink Brisbane Marketing, a division of Brisbane City Council, to promote public transport in the region to key markets 1 Source: Brisbane City Council The Brisbane City Council has a long history of supporting and encouraging public transport services within Brisbane. works in close partnership with TransLink bus Council, as the owners of TransLink’s service delivery partner Brisbane Transport. Brisbane City Council also manages and provides services for the Brisbane River ferry network, administering the CityCat and CityFerry services and associated infrastructure. In 2010–11 Brisbane City Council and jointly delivered a range of public TransLink transport initiatives in Brisbane including: In 2010–11, Brisbane City Council also paid an estimated Community Service Obligation payment of $68.28 million direct to Brisbane to partially fund the costs of Transport, operating Brisbane bus services More local council investment 22 TransLink Transit Authority Annual Report 2010–11
TransLink CEO Peter Strachan addresses the Brisbane Development Association.
Providing local funding and More links with industry CRC for Rail Innovation: a planning assistance collaborative research venture between This year TransLink engaged with a number Australia’s universities and the rail In 2010–11 TransLink worked with councils of industry bodies to share our knowledge industry supported by the Commonwealth to upgrade a number of local bus stops, to and experiences on public transport, Government, promoting economic and help make catching public transport easier planning, development and community commercial innovation in rail. service matters. During 2010–11 we and more comfortable for customers – Planning Institute of Australia: engaged with the following groups: particularly for those who have a disability. the peak industry body representing Through TransLink’s Stop and Station Queensland Bus Industry Council professions involved in planning Infrastructure Improvement Grants (SASIIG) (QBIC): represents the interests of Australia’s cities, towns, regions program, we provided approximately Queensland bus and coach operators. and places. $3 million worth of funding to councils QBIC provides members with the Institute of Public Administration on a 50/50 basis. Through the grants we opportunity to meet and discuss critical Australia (IPAA): the nationwide are assisting local councils to upgrade issues with other operators in their areas. professional association for those local stop infrastructure to better meet Tourism and Transport Forum involved in public administration. Disability Standards for Accessible Transport (TTF): is the peak industry group for the It aims to promote good governance requirements. For more on the SASIIG Australian tourism, transport, aviation, and encourage excellence in the program, see p.41. and investment sectors. A national forum, public service. TTF advocates the public policy interests This year, TransLink also worked with local CEDA (Committee for Economic of more than 200 organisations. councils on: Development of Australia): a International Association of Public national, independent, member-based Community transport services: Transport (UITP): an international organisation providing thought leadership assisting with planning for Council and network for public transport authorities and policy perspectives on the economic community-run flexible transport services and operators, policy decision-makers, and social issues affecting Australia. (e.g. Council Cabs, FlexiLink services). scientific institutes and the public Brisbane Development Association: Local council planning: advising transport supply and service industry. a non-profit, public interest organisation on transport matters for local area With 3400 members spanning 92 that facilitates discussion of ideas to development, growth management countries, UITP is a global advocate for “create a better Brisbane”. Includes and transport plans. public transport and sustainable mobility. membership from government, industry Major infrastructure projects: Urban Development Institute of and academia. consulting with local council during Australia (UDIA): is Australia’s peak In March 2011, TransLink held the inaugural the planning and construction of public representative body for all segments of TransLink Transport Innovation and Technology transport infrastructure and associated the urban development industry. UDIA Forum in partnership with UITP attracting civil works. aims to promote the urban development more than 130 public transport professionals industry in achieving sustainable urban and senior government decision makers from development. around Australia to Brisbane (see case study on p.26). Through events like these, we are taking an active role in leading debate on current and future issues affecting the Australian public transport industry. Our customers and About TransLink Our partnerships Our network Our fares and ticketing Our social responsibility Our people strategy Our governance Financials community 23
provides expense for 2010–11 advocacy and support to serving and ex-service Defence Force members and their dependants. representative: student Tertiary Returned and Services League of Australia (QLD branch): representing the interests of tertiary students in South East Queensland. Champions: Public Transport customers from each of the different network regions in the TransLink (introduced in June 2011 as part of the Advisory Group). new Public Transport
TransLink Transit Authority Annual Report 2010–11 Report Annual Authority Transit TransLink represents the advocates for : provides a voice for and interests of state school Parents and Citizens Associations throughout Queensland. Queensland Council of Parents and Citizens Association Inc: Operator Areas Serviced Annual service contract Rail Back on Track: sustainable transport solutions, in particular rail, as well as advocating for other public transport commuters. with Queenslanders affected by poverty and inequality and leads on issues of significance to the social, health and community sectors state-wide. Queensland Council of Social Service Inc Queensland Rail South East Queensland million $765.97 Brisbane Transport Greater Brisbanemillion $225.10 Surfside Bus Lines Gold Coast $72.89 million Sunbus Sunshine Coast $31.18 million Clarks Logan City Bus Service Southern region $25.79 million Veolia Brisbane Pty LtdVeolia Eastern region $24.40 million Westside Bus CompanyWestside region Western $16.35 million Brisbane City Council (Ferries) Greater Brisbane $15.96 million Hornibrook Bus Lines Northern region $12.22 million Buslink Queensland Sunshine Coast $12.04 million Park Ridge Transit Southern region $11.52 million Kangaroo Bus Lines Northern region $10.41 million Caboolture Bus Lines Northern region $5.93 million Thompson Bus Service Northern region $5.71 million Bribie Island Coaches Northern region $4.97 million Mt Gravatt Bus Service Eastern region $4.05 million Bus Queensland (Lockyer Valley) region Western $1.03 million Southern Cross Transit region Western $0.21 million Brisbane Bus Lines Pty Ltd Samford, Ferny Grove $0.12 million Record investment in public transport servicesRecord investment in public transport invested a record $1.25 billion to provide bus, train and ferry In 2010–11, TransLink services East Queensland. These services to South were delivered through contractual 19 service delivery partners to provide public transport arrangements with TransLink’s area. services TransLink in the
promotes represents the state-wide an independent, not for provides advice to the Carers Queensland: voice for family carers, representing and providing support to carers in Queensland. Council on the Ageing (Queensland): profit organisation providing benefits and services over 50. to people Disabilities Council Queensland (QLD Govt): Queensland Government on the views and opinions of Queensland’s communities on disability issues. Federation of Ethnic Communities Council of Queensland: positive ageing and the contributions of older Australians to society. the interests of people from culturally and linguistically diverse backgrounds (CALD) and promotes multiculturalism. Older People Speak Out:
TransLink works with a number of community TransLink interest groups to identify where we can improve our services to better meet the needs of specific customer groups. we engaged with representatives This year, on public transport services, information ticketing and fares from community interest groups through our bi-monthly Consumer Reference Group and through the Minister’s Advisory Group which Public Transport replaced the reference group in June 2011. Through these channels we engaged with and reported back to representatives from the following stakeholder groups: Stronger community partnerships
24 TransLink Transit Authority Annual Report 2010–11
Keeping the community moving CASE STUDY our customersvia remotefacilities. worked withourprovider, for Serco,tomaintainalevel ofservice “Even thoughourCallCentrewasalso eventuallyevacuated,we to minimisedamagethebusways. work inpartnershipwiththeDepartment ofTransport andMainRoads protect muchofour “Working partner, withourticketingdelivery Cubic,wemanagedto flood waters,”Michaelsaid. the relocationoffleet,rollingstockandequipmentfromneighbouring operators andstaffwhowereontheground,tohelpcoordinate “A largepartofourrolewastomaintainregularcontactwithlocal participated ontheCMT. Michael McGee,DirectorofTransLink’s team, BusandFerry coordinating TransLink’s response. held hourlyteleconferencesandmeetingsthroughoutthedisaster, Brisbane Transport partners,theCMT delivery andlocalservice staff, theDepartmentofTransport andMainRoads,QueenslandRail, Consisting ofTransLink’s seniormanagementandkeyresponse (CMT) wasactivatedonTuesday 2011. 11January during thefloodcrisis,TransLink CrisisManagementTeam In ordertomanagethenetworkandkeepcommunityinformed the messageoutthroughtoourcustomers.” and wereliedheavilyonthecommunicationwithTransLink toget “There wasjustsuchavolatileoperationalenvironmentatthetime downsomeofournormalsuburbanroutes. service operating aferry flooded, atonestageIthoughtweweregoingtohavestart “WiththeIpswichCBDandsomanyofourlocalstreetsbadly family, colleaguesandfriendssimplyswallowed upbytheriver. dayandthehousesofour streets thatourdriversdrivedownevery “It reallywasdevastatingtoseetheareasthatweknowsowell, our customerswheretheyneededtogosafely,” hesaid. of ourdrivershavingtotakelengthydetoursensurewedelivered of ourbusesgettingmaroonedonmakeshiftpeninsulas,withmany “Tuesday wasparticularlybadaswehadanumber (11January) minutes later,” Paulsaid. quickly becominginundatedwithwaterandunpassableten changing sorapidly, withareasthatwereokaytodrivethrough “During theworstofflooding,situationongroundwas Manager PaulDaviesexplained. wherepossible,asWestsideservices BusCompany’s Depot local operatorsworkedtirelesslytoprotectfleetandmaintain With thefloodwatersrisingrapidlyrightacrossSouthEast, disruptedacrosstheregion. services bus, trainandferry for TransLink partners,withmany delivery andourfamilyofservice The damagingextentofthefloodingcreatedanumberchallenges By early January threequartersofthestatewascovered,includingSouth EastQueensland. By earlyJanuary In lateDecember2010morethanhalfofQueenslandwasimpactedbysevereflooding. go card andticketinginfrastructure,aswell
for ourcommunity.” on withthejobandgetbacktodelivering themuchneededservices staff havingbeenimpactedbytheflood, weknewjusthadtoget “With allofusknowingsomeonewho wasaffectedandmanyofour andhelpoutwhereeverwecould.” together andtotry involvedthatweneededtorollupoursleeves,work everyone Westside’s PaulDaviesexplained:“Therewasarealsensefrom efforts. donating theirtimeandweekendstoassistwiththerecovery manystaffalsovolunteeredby providing muchneededservices, Queensland tohelpoutinthemostfloodaffectedareas.Asidefrom partnered todeliverarmiesofvolunteersfromallaroundSouthEast During theclean-up,operatorsfromrightacrossnetwork TransLink networkforeightdaysfrom14to22January. recovery, freepublictransportwasalsoofferedrightacrossthe To helpgetpeople movingagainandtoassistwiththeregion’s forthoseinsomeoftheworstaffectedareas. public transportservices train lineaweekearlyon17January, deliveringadditionalaccessto with QueenslandRailtofast-tracktheopeningofnewRichlands To effortinthewesternsuburbs,TransLink aidtherecovery worked the SouthEastwithinamatterofdays,”Michaelsaid. across repair roadsandtracks,restoringupto96percentofservices TaskforceQueensland RailFloodRecovery tocleardebris, cleanand “The CMTworkedtogetherwithourprivateoperatorsandthe between TransLink anditslocalpartners. implemented inashortamountoftimeandwascombinedeffort main trunktoandfromtheCBD.Thismethodwasdevised leaving BrisbaneTransport alongthe tooperateshuttleservices tokeybuswaystations, where localbusoperatorsranservices One ofthekeymethodsimplementedwasa‘hubandspoke’approach, region moving. intheseareasbecameaprioritytokeepthe a levelofservice a numberofareasonthenetworkthatweren’taffected.Maintaining Ipswich, theWestern suburbsandtheBrisbaneCBD,therewere While thefloodscausedsignificantdamageinmanyareasof whereitwassafetodoso. partnersputtingonservices delivery toaffectedareas,with partnerstobeginrestoringservices delivery After mitigatingtheinitialeffectsofflooding,CMTworkedwith during theinitialweekoffloods. accessed governmentwebsiteswithover1.2millionvisitsonthesite During thecrisisTransLink websiteremainedoneofthemost information forthecommunityviaTransLink website. operatorstoprovideconstant, accurate andup-to-date service Under thedirectionofCMT, TransLink staffworkedwithlocal “Where possible,customerswerereferredtotheTransLink website.”
TransLink Transit AuthorityAnnualReport2010–11 TransLink Transit AuthorityAnnualReport2010–11
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CASE STUDY 26 TransLink Transit Authority Annual Report 2010–11
Public transport innovation takes centre stage CASE STUDY
How can public transport agencies better use design, technology and operational innovation to increase public transport capacity?
This was the question that brought together an audience of more than A key highlight of the day was the spirited afternoon panel discussion 130 attendees to share their collective knowledge and experience at debating the merits of public transport funding vs. private vehicle funding. the inaugural TransLink Transport Innovation and Technology Forum Sydney’s Dr Garry Glazebrook and our own CEO Peter Strachan on Friday 25 March 2011. presented a pro-public transport perspective on the question, while The first event of its kind for TransLink, the one day forum included third panel member, RACQ’s Michael Roth put up the opposing view presentations and panel discussions by public transport experts and and found himself at the mercy of a room full of passionate public academics on ways that public transport providers can cost-efficiently transport advocates. Nonetheless, Michael put up a strong case for increase service and infrastructure capacity to provide a better increasing funding for roads as a necessary requirement to mitigate customer experience. the challenges of increasing congestion. Forum attendees included senior decision makers from Queensland This year’s forum proved a fantastic success with very positive local and state government, public transport operators and feedback received from attendees, which means the TransLink professionals, academics and public transport agencies from Transport Innovation and Technology Forum is going to be a regular New South Wales, Victoria, South Australia, Australian Capital annual event from here on in. Territory, Tasmania and Perth. Comments from attendees: The event was officially opened by the Honourable Annastacia “Many thanks for the opportunity to participate, and I can re-iterate Palaszczuk MP, Minister for Transport and Multicultural Affairs, from my perspective how relevant, informative and stimulating the day who announced the launch of TransLink’s real-time passenger was. The best transport event I have been to in many years!” information pilot which will see passengers soon able to access real-time TransLink bus service information. “Great discussion and debate of big picture view of public transport. Excellent to have panel members with different views to encourage Chairing the day’s events was Queensland Rail board member and true debate.” former Brisbane City Council Deputy Mayor, Maureen Hayes, whose passionate and energetic leadership of the discussions and humorous “Very informative and insightful. Provided information and a point of anecdotes about her former days as Chair of the Brisbane City view which cannot be accessed any other way.” Council’s Transport Committee set the tone for what was to be “Good overview of where society is at and what public transport needs a highly informative and entertaining day. to do to help society keep moving ahead! Thank you very much – great day! Great networking and I look forward to next year.” TransLink Transit Authorityth Annual Report 22010–11 27
Our customers and community
Our key achievements
Assisting customers via Launch of our new Greater 430 TransLink website and customer go ready 31 million mobile journey planner – satisfaction sessions website visits Queensland’s with an overall score held – helping most visited of 70 out of 100 customers feel 1 million in 2010–11 comfortable Call Centre calls government using go card 4800 written website enquiries 28 TransLink Transit Authority Annual Report 2010–11
Delivering a quality customer experience is TransLink’s number one objective. That’s why we’re putting customer and community needs at the heart of everything we do.
We aim to make using TransLink public transport services a positive experience for each and every customer by delivering a consistent Our customer satisfaction measures quality customer experience across the network. We ask our customers to rate our performance through TransLink is committed to providing customer service excellence quarterly satisfaction surveys (see p.34). We measure across all touch points, from our frontline service delivery, to the how well we are meeting our customers’ needs against the customer information we provide and our responses to customer following criteria: enquiries and feedback. Safety and security Efficiency This year, customers visited the TransLink website more than Reliability and Information 31 million times and made more than 1 million calls to our 13 12 30 frequency Call Centre. We also responded to more than 4800 pieces of written Helpfulness of staff correspondence through our customer service team. Comfort of ride Affordability Ease of use We are committed to ensuring that at every point on our customers’ Accessibility journeys – from decision to destination – we are delivering on our Proximity to services Overall satisfaction. promise of making travel easy. Our customers and About TransLink Our partnerships Our network Our fares and ticketing Our social responsibility Our people strategy Our governance Financials community 29 strategy sets out an Our challenge is to not just meet these legislated requirements but to ensure all parts of our network are accessible and easy to use – from our services and infrastructure to our customer information channels. Our research shows that not all barriers to using public transport are physical. For some people who prefer to drive to get around, that public transport a perception there’s can’t provide for their particular travel needs. draft The Queensland Government’s Connecting SEQ 2031 ambitious target of doubling public transport mode share from seven to fourteen per cent of all trips over the next 20 years. reach this target we need more non-users To to leave their cars behind and get on board services instead. TransLink The research tells us that, while not everyone will want to make the switch, there are people out there who would be willing to try using public transport. Our challenge is to create an easy to understand, efficient and comfortable public transport system that encourages and empowers non-users to give it a go. Breaking down the barriers for new users TransLink Transit Authority Annual Report 2010–11 Report Annual Authority Transit TransLink Disability Discrimination Act Disability Standards for Accessible and Through the two largest service packages we delivered in 2010–11 – the restructure and Region bus network of the Western the Ipswich, Caboolture and Sunshine Coast train timetable review – we have seen the value and importance of putting community consultation at the heart of our decision making. will be to A key challenge for TransLink take what we have learned through these processes and ensure we continue to work closely with the community to better inform our public transport planning and delivery. Public Transport 2002 (DSAPT). Public Transport 1992 Making public transport accessible to all South East Queensland is a diverse community with many different needs when it comes to accessing and using public transport. Our challenge is to provide servicesinfrastructure that ensures we and can cater for everyone and make our public transport network accessible for all. This includes providing for all public transport user groups but particularly seniors, people with a disability and customers from culturally and linguistically diverse backgrounds. like all Australian public transport TransLink, networks, works under the Australian Government’s
Engaging better with our community Our public transport network touches many parts of South East Queensland, through the role it plays in keeping our communities connected and moving. As we continue to roll out new service packages and major infrastructure projects, we need to engage closely with the community to make sure we deliver a public transport network that meets our customers’ needs. Traditionally, the role of a public transport Traditionally, network has been to deliver public transport services and get as many people as possible from A to B. But to make public transport an attractive and viable option for users, we need to make sure we’re providing customers with a consistent, high quality experience. Our satisfaction research shows us that what our customers really want are frequent, reliable, efficient and comfortable journeys, and accurate, easy to access customer information. do Our challenge is to deliver the lot. To that, we need to continue to listen to our customers and foster a strong customer-first approach across all parts of our business. Increasing customer satisfaction Our challenges 30 TransLink Transit Authority Annual Report 2010–11
Our strategy
Delivering a quality actively seeking community input on Ensuring a safe customer experience major changes to the network and secure ride building in additional community The quality of our customers’ overall travel consultation into our service and Our customer satisfaction research shows experience is influenced by many different infrastructure project processes. that customers consistently rate safety and aspects of their journey – from the accuracy security on the TransLink network highly of the information on our website to the For more on how we are learning to listen (74.2 out of 100 for all modes in 2010–11). comfort and cleanliness of our vehicles and better to our communities, see the case Our goal is to ensure customers continue to stops, and the quality of customer service study on p.36. feel confident and safe when using the public they receive from staff out on the network. transport network. Making travel easy To deliver a consistent, quality customer We seek to provide our customers with experience, TransLink is driving a customer for everyone safe access to our services, by creating service focus within our business and those TransLink’s aim is to provide quality attractive and secure waiting environments. of our service delivery partners to put our services that cater for the entire community. Our world-class busway network has customers at the forefront of all that we do. That includes everyone from daily public received international recognition for the Crime Prevention Through Environmental We are working to deliver a better customer transport users to first-time users, customers Design principles that are incorporated in experience by: from culturally and linguistically diverse backgrounds, seniors and people with a the station designs. providing easy to access travel disability. We continue to deploy additional security information To help make using public transport easy staff onboard train and bus services, at train delivering more seats and services for everyone, TransLink is improving stations, busway stations and across the for a more comfortable ride infrastructure and information across broader network, to ensure our customers get creating safer, more attractive the network, including: where they want to go safely. We also provide waiting areas a safe, affordable ride home for customers upgrading infrastructure and rolling making the network more accessible travelling after 1am on weekends, with our out new buses, trains and ferries to meet special NightLink bus and train services. improving our frontline customer service the Disability Standards for Accessible delivery with more staff and more training. Public Transport 2002 For more on the safety initiatives that we had in place in 2010–11, see p.32. making more information available in Creating a richer more languages for our culturally and community dialogue linguistically diverse customers on our We’re committed to listening to our website and at our information centres customers and acting on their feedback. delivering more go ready education sessions to help seniors, culturally That’s why we’re working hard to improve the and linguistically diverse customers, way TransLink engages with the community and people living with a disability feel and those who use our services by: comfortable and confident using go card. enhancing our customer feedback For more on how we are making the and complaints response processes public transport network more accessible proactively engaging with community for customers living with a disability, groups on key public transport issues see p.32 and 71. Our customers and About TransLink Our partnerships Our network Our fares and ticketing Our social responsibility Our people strategy Our governance Financials community 31 card retailers, and TransLink brochures card retailers, and TransLink Relaunching busiest Queensland’s government website website remains the most visited TransLink’s of all Queensland Government sites catering for more than 31 million visits in 2010–11. we undertook a redesign Over the past year, of the website to improve its functionality and Some make it even more customer friendly. of the key features of our new website include improvements to the way journey planner information is displayed, easier access to web-friendly timetables, enhanced stop locations, more information and maps about go available in 11 languages other than English. also launched our new mobile website We and journey planner designed to allow easy access to travel information for customers on the go with web-enabled mobile phones. The mobile website is accessed more than 300 000 times each month. Customers can also keep up to date with service and connect with TransLink information account @TransLinkSEQ. via our Twitter website played a vital role The TransLink in keeping our customers informed during the January floods, as the primary 2011 communication channel for service updates following the evacuation of our call centre. Our website received more than 1.2 million visits during the flood week period, compared to 676 945 visits during the week prior. Despite this significant increase in visits to the website, it remained 100 per cent accessible throughout the floods. TransLink Transit Authority Annual Report 2010–11 Report Annual Authority Transit TransLink Call Centre, Queensland Multicultural Festival Ipswich Show. Royal Queensland Show (Ekka) University Orientation weeks for all major South East Queensland universities Paniyiri Greek Festival restoration of the public transport network following the January 2011 floods Region bus restructure of the Western network in December 2010 changes to the Queensland Rail timetables on the Ipswich, Caboolture and Sunshine Coast train lines in June 2011. changes to fares and ticketing in January 2011 the TransLink website the TransLink attracts an average 23.2 visits For every call to our 13 12 30
During the January 2011 flood recovery effort, we had around 50 Helping Hands staff stationed across the network on any one day. Our Helping Hands also play a role in raising awareness and educating members of the public about public transport services, fares and ticketing in South East Queensland by attending community events. During 2010–11 we attended a number of events including: For the first time, TransLink now has a For the first time, TransLink dedicated team of more than 50 Helping Hands staff available to deploy at train stations, busway stations and ferry terminals, and at numerous community events across South East Queensland, providing customers with face-to-face assistance and information.
During 2010–11, our Helping Hands provided 19 420 hours of assistance to customers and provided support at 69 major service changes and events including:
public consultation on changes to 196 and 197 New Farm bus services in April 2011. engagement with customers on the FlexiLink trial in Ipswich and surrounding suburbs through the FlexiLink Reference Group from December 2010 to March 2011, and a public review of the trial in March 2011 community consultation on the proposed Springfield to Richlands bus service in April 2011 consultation on changes to the Western Region bus network in December 2010 public consultation on changes to the Northern Region bus network in June 2011 review and recast of the Ipswich, Caboolture and Sunshine Coast train timetables in June 2011 (see case study on p.62)
Lending a helping hand we expanded our highly This year, successful Helping Hands program by recruiting a new casual workforce of Customer Liaison Officers. During 2010–11 TransLink undertook During 2010–11 TransLink a significant program of community consultation on a number of major service and infrastructure projects across South East Queensland, including: Engaging with the community on our major projects Our key activities in 2010–11 activities Our key 32 TransLink Transit Authority Annual Report 2010–11
More accessible and Better on-board security, More lighting: upgraded lighting comfortable infrastructure safer waiting environments installed at locations across the network providing extra safety, security and Providing our customers with easy access Customer safety is always a key priority for comfort for our customers. to a pleasant waiting environment at bus TransLink. We continue to improve safety Police outposts: Purpose-built police stops and train stations is a key priority across the network with: outposts at stations and stops across the for TransLink in making travel easy. This More safety and security officers: network to assist in the deployment of year we delivered more than $6 million of With teams of TransLink Transit Officers, railway squad police. new and upgraded bus stop infrastructure Senior Network Officers and Rail Squad Core zones: Core zones, marked with for our customers, including: Police patrolling the TransLink network. blue and white striped lines, are located new seating and shelters New mobile security dog patrols: on most rail station platforms. These tactile ground surfacing for vision 11 mobile security dog patrols, each with zones have an enhanced level of lighting, impaired customers handlers and a security dog, patrolling are covered by closed circuit television better signage and passenger train stations, carparks and other cameras (CCTV) and have an emergency information displays. Queensland Rail property. help phone in close proximity. Emergency phones: In addition to After Dark Security: 34 stations on Through our infrastructure programs we are emergency help phones on station the suburban network have an After Dark working to improve accessibility across the platforms, multiple emergency phones Security program involving a night time network in line with the Disability Standards are available onboard all Queensland staff presence until the last train, on for Accessible Public Transport 2002. Rail city services. Help phone buttons selected days. Working in partnership with local councils are located near the doorways in every throughout South East Queensland we carriage and throughout the carriage in upgraded 361 stops across the TransLink some newer models. network this year. Guardian Trains: 40 per cent of We also commenced an audit of our existing Queensland Rail services after 6pm 12 000 bus stops in the TransLink network carry private security guards. to help plan and cost our future upgrade CCTV Security cameras: more than program to meet the Commonwealth 7000 closed-circuit televisions (CCTV) Government’s target of 100 per cent across the network, located at busway DDA compliance by December 2022. stations, train stations and onboard To find out more about our different CityCats. infrastructure programs, see p.41. Our customers and About TransLink Our partnerships Our network Our fares and ticketing Our social responsibility Our people strategy Our governance Financials community 33 card go TransLink Transit Authority Annual Report 2010–11 Report Annual Authority Transit TransLink our customer satisfaction survey results, see p.34. has resulted in efficiencies due to strategic placement has resulted in efficiencies due to strategic placement and rostering of the Helping Hands team. increased significantly following the launch of the increased significantly following the launch of the mobile website. in customer usage of online journey planner. Customers in customer usage of online journey planner. now also have the ability to access more information and request adjustments via the website. TransLink 69 70 Increases in seven out of ten KPIs overall. For more on 1 N/A 21 500 19 426 The employment of the new Customer Liaison Officers N/A 9 237 090 14 257 962 31 600 889 website and journey planner has Use of TransLink 1 882 484 1 685 274 1 077 940 in Call Centre enquiries aligns with increase Decrease 5.21 4.88 4.46
Activity 2008–09 2009–10 2010–11 Comment Hours of Helping Hands service delivered Overall customer satisfaction Total visits to Total website TransLink TransLink Call Centre TransLink calls offered (including information enquiries and customer feedback) Number of customer complaints per 10 000 passenger trips Overall customer satisfaction measure introduced in 2009–10. 1
TransLink is committed to increasing customer satisfaction levels by creating a seamless customer satisfaction levels is committed to increasing TransLink do this by will We network. TransLink customer experience across the and consistent all aspects of our business. culture across fostering a customer-first Our performance 34 TransLink Transit Authority Annual Report 2010–11
Customer satisfaction by key performance indicator (annualised)
100 90 80 70 60 50 40 30 20 10 0 Safety & Reliability Comfort Ease of Use Proximity Efficiency Information Accessibility Staff Affordability Security & Frequency 2010-11 2009-10 (Q2-Q4)* * Note: No survey conducted in Q1 2009–10
Working to achieve greater Customer satisfaction KPIs customer satisfaction Safety and security. Safety at stops, stations and TransLink measures customer satisfaction through independent onboard vehicles. quarterly customer satisfaction surveys. These surveys allow Reliability and frequency. Ability to meet departure us to assess and benchmark the performance of services on our times, frequency of services and reliability of go card readers. network each quarter, which enables us to identify and address Comfort of ride. Cleanliness, availability of seats, areas for improvement. temperature on board and facilities at stops and stations. Based on a set of 10 weighted key performance indicators (KPIs), Ease of use. Using and understanding ticketing including customer satisfaction ratings are represented as an overall score transferring between modes, purchasing, topping up and out of 100. using go card, ease of using stops. In 2010–11 our annualised overall Customer Satisfaction Index Proximity. Convenience of available routes, distances from increased from 69 to 70, with an increase in seven out of ten KPIs. stops and stations and proximity of go card outlets. Satisfaction with Reliability and Frequency was the most improved Efficiency. Door-to-door travel time, connections with other KPI followed by Comfort of Ride, Accessibility, Staff, Ease of Use, services and avoidance of congestion. Information, and Safety & Security, which all recorded statistically Information. Ability to understand onboard and at-station significant increases compared with the previous annual results. information, timetables, maps and journey planning Customer satisfaction with the other three KPIs – Proximity, Efficiency information. and Affordability – remained stable compared with the previous year. 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. your service.” and ahumanbeing andnotjustamemberofthepublic whouses made meapartofthesolutionand I feltwantedasacustomer help mesolvethissituationtogether. Notonlydid he helpme, or triedtoeventalkoverme.Hejust listenedandthensaidhewould to himaboutmissingthetrainlikethat, yethenevergotdefensive nice to theissue:“[he]wasunbelievable, Iwasyellingandnotvery staffresponses feedback fromcustomerspraisingcustomerservice aredisruptedordelayed,weoftenreceive Even whenservices giant smileonhisfaceandgenuineinterest.” passengers, askingifhecouldassistthem.Hegreetedthemwitha where togoandonlyusethescanneronleft.Hewashelpful was efficient,clear, directwithanicestrongvoiceinformingpeople energy wassopositiveandjustradiatedouttothepassengers.He driver indirectingpassengers...hewassuchafriendlyguy, whose morning. “Ijustwantedtocommendtheguywhoassistedbus One customerwroteinaboutherjourneyfromEightMilePlainsone continuing... mycomplimentstothischap.” her assistanceandhelpedonthebusgotseatedbefore but washavingdifficultydoingso.Thedriverimmediatelywentto bus... attheRBWH...anelderlywomanwithawalkerwantedtoboard by ourcustomersforcommendation.“Today Iboardedthe333route Bus driversdoingagreatjobonournetworkoftengetsingledout to highlycommendhim.” and gettomyschoolwhereIteachnotmissalesson...want me totopupusingthemachine...Itallowedgetontrain quicklyhelped funds. Ipanickedandtheyoungmanwentvery for theHelensvaleStation...Isawthatmy Rail onarecenttrainjourney. “Iwantto thanktheyoungmanworking One customerwroteintotellusaboutherexperiencewithQueensland a greatcustomerexperience. We particularlyappreciateit when ourcustomerstakethetimetotellusthey’vehad Customer feedback,whetherit’s positiveornegative,isalwayswelcomehereatTransLink. Recognising goodcustomerservice go cardhadinsufficient on 131230oronlineviatheTransLink website(translink.com.au). Customers canprovidefeedbackby callingour24-hourCallCentre development ofourcustomerexperience strategyandstandards.” “Customer feedbackwillcontinuetobeakeydriverinthe before, duringandevenaftertravel. information thathelpsusimprovethewaywedeliverservice valuable thathasnotmettheirexpectation–thisisvery our service “We alsothankthosewhohavebrought toourattentionanyaspectof Margot said. thank themfortakingthetimetoletusknowoftheirexperience,” “This isjustaselectionofcomplimentsfromourcustomersandwe ensuring ourcustomer’s needsaremet. Margot Dickie,saidcustomerfeedbackwasanessentialpartof TransLink’s andCommunications, DirectorCustomerService willingness tohelpfromTransLink staff.” and impressedwiththeexcellentcustomerservice help... Iwasvery of losingmyhandbagwouldhavebeensomuchworsewithouttheir helpfulandfriendlythewholeexperience two officerswerevery my handbagtometodaywhichIhadleftatabuswaystation...These to thetwotransitofficersandotherTransLink staffwhohelpedreturn customers fortheirassistance.“Ijustwantedtosayabigthankyou TransLink’s SeniorNetworkOfficershavealsoreceivedpraisefrom the announcementsaswell.” to getonthevesselwaslovely...She was niceandhadatoneon 7.02am CityCatfromBrettsWharf.Theladywhoputtherampdown Staff onCityCatsandCityFerriesalsoreceivepraise:“Icaughtthe TransLink Transit AuthorityAnnualReport2010–11 t h 2 35
CASE STUDY 36 TransLink Transit Authority Annual Report 2010–11
Learning from the community CASE STUDY
TransLink is strengthening its community consultation processes to make sure our services and infrastructure continue to meet our customers’ needs.
In 2010, TransLink commenced a number of service reviews including TransLink then engaged with affected residents through a series of the largest and most comprehensive review of bus and train services face-to-face consultation sessions, further exploring the issues with in the Western and Northern regions in more than a decade. attendees working through potential solutions. As a result TransLink made a number of changes to the Ipswich FlexiLink services The reviews provided valuable insights for TransLink, including the reintroduction of bus services in some areas and as Sally Stannard, Director of Strategy and Planning explained. further enhancements to FlexiLink services in others. “Based on feedback we received from customers and the community “It’s fair to say that we learnt a lot about how we could improve our it became evident that there were some areas in the Western and consultation processes from this experience and this was shown in Northern regions where we could improve,” Sally said. 2011 when we successfully consulted with customers to implement “The first major review we undertook in 2010 looked at the Western the largest simultaneous review of rail and bus services ever on the region, particularly the Ipswich and Springfield areas. TransLink network,” Sally said. “We developed a number of solutions to help improve our bus “A review carried out by TransLink after the Western region services on-time performance, reliability and service. package was rolled out also showed that there was a greater need “While overall the changes were welcomed by the community, for us to have more on-the-ground staff to help communicate new some customers did identify concerns about the new FlexiLink changes to our community. services introduced in parts of Ipswich. “As a result we have now employed new Customer Liaison Officers “Unfortunately our consultation on this service changes did not for our Helping Hands team, all of whom are committed to getting identify these concerns until shortly before implementation.” out onto the network to help our customers where they can. To address these concerns, TransLink worked closely with affected “We have also examined our consultation procedures and are now much communities to identify issues and potential improvements by better prepared for future service changes.” meeting regularly with community representatives and by encouraging our customers to provide feedback via the call centre and website. TransLink Transit Authorityth Annual Report 22010–11 37
Our network
Our key achievements
$ 181new buses, 128.2m 1st new 308 000 of new and improved new weekly public new trains, 16 public transport rail line transport seats for infrastructure in more than a decade customers 2 new CityCats and opening of the new across the network Richlands train station 38 TransLink Transit Authority Annual Report 2010–11
TransLink manages one of the largest integrated public transport networks in the world, coordinating nearly five million bus, train and ferry services across a 10 000 square kilometre region of South East Queensland.
Each year, TransLink undertakes an annual program of works to deliver new and enhanced services and infrastructure for the more Quick facts about the TransLink network than 178 million passengers who use our public transport system. In 10 000 sq km service area 2010–11, we rolled out 308 000 additional weekly seats on bus and train services to make travel more comfortable for customers across 23 zones the network. 145 train stations We also invested more than $128.2 million in improving train stations, 740 km train track bus stations, bus stops and interchanges and park ‘n’ ride facilities to 25 km busway system deliver a better travel experience for our customers, including: 21 busway stations
Greater comfort: improved waiting environments with new more than 12 000 bus stops and better seating, shelters, upgraded toilet facilities and new more than 150 park ‘n’ rides providing 25 000 car spaces passenger information signage and displays. more than 2300 buses Improved accessibility: for customers with a disability through 201 three-car trains the installation of features such as ground tactiles, wheelchair 17 CityCats ramps and lifts. 9 CityFerries. Enhanced safety: through the installation of additional lighting, CCTV, emergency call buttons and security fencing. Seamless transfers: with improved bus/train interchanges, drop off and pick up locations, additional car parks, cycle storage and end-of-trip facilities to make it easier for customers to access our network. Our customers and About TransLink Our partnerships Our network Our fares and ticketing Our social responsibility Our people strategy Our governance Financials community 39 20% 66% Walk/cycle Public transport Private vehicle 14% Daily mode share 2031 Balancing increasing access with increasing demand integrated Since the creation of the TransLink network in 2004, millions of customers have services to help chosen to use TransLink them get to where they need to go. By 2018, the number of customers using the TransLink network is expected to increase to almost 288 million journeys each year. The majority of these new journeys will occur on what are already our busiest peak routes – particularly those leading in and out of Other new journeys will occur Brisbane City. in new or expanding suburbs in South East Queensland where new housing, employment or schools are generating trips to and from these locations. Our challenge will be to balance our investment in services to cater for both increasing peak demand and new growth areas. TransLink Transit Authority Annual Report 2010–11 Report Annual Authority Transit TransLink
outlines an Draft 10% forecasts an . 1 83% 7% Walk/cycle Public transport Private vehicle . To ensure the ongoing ensure . To 1 Connecting SEQ 2031
Daily mode share 2006 Draft increase in transport trips in the region from 10 million a day in 2006 to 15 million a day in 2031 Connecting SEQ 2031 The Queensland Government’s The Queensland Government’s Protecting South East long-term Queensland’s liveability liveability of South East Queensland it is essential that more of these journeys are made using public transport and active transport rather than by private vehicle. The ambitious target of doubling public transport mode share from seven per cent in 2006 to 14 per cent in 2031 To achieve a significant public transport To challenge will be to mode shift, TransLink’s deliver frequent and reliable yet affordable public transport services that offer customers a realistic and attractive alternative to private vehicle travel. . 1
Transport and Main Roads, Draft Connecting SEQ 2031–An Integrated Transport Plan for South East Queensland, 2010. Main Roads, Draft Connecting SEQ 2031–An Integrated Transport and Transport
Source: Along with the economic benefits that population growth brings, it also presents in ensuring the challenges for TransLink transport system is equipped public region’s to meet the changing needs of our customers and community. The 10 000 square kilometre area serviced public transport network by the TransLink is geographically one of the largest integrated networks in the world. Unlike metropolitan- based public transport systems which traditionally service large numbers of customers within a small geographical area, the size of South East Queensland means must provide services and that TransLink infrastructure to customers across a broader, more dispersed area. will be to A key challenge for TransLink ensure that new services and infrastructure are delivered strategically and cost-efficiently, to sustainably cater for future growth. 1 South East Queensland remains one of the fastest growing regions in Australia with population expected to grow from 3.1 million in 2009 to 4.4 million in 2031 Managing one of the world’s Managing one of the world’s largest integrated networks Our challenges Our challenges 40 TransLink Transit Authority Annual Report 2010–11
Our strategy
South East South East Draft Connecting Queensland TransLink Queensland SEQ 2031 – An Infrastructure Network Regional Plan integrated regional Plan and Program Plan 2011 2009–2031 2010–2031 transport plan
Delivering priority Using data to deliver what improvements through our customers need Using go card to plan a better network better planning Now that go card usage accounts for up to Our strategies use go card data to: Investing in public transport is a key strategy 80 per cent of all trips on TransLink services, in the Queensland Government’s plan to we are gaining an increasingly detailed and Analyse patronage: more support the future growth of South East accurate picture of how, where, and when accurately determining patronage Queensland. Working with the Department customers access and use public transport figures – telling us how many of Transport and Main Roads, TransLink in South East Queensland. customers are using our services provides input into the state’s long-term land The richness of go card data provides and how often. development, infrastructure and transport TransLink with accurate, detailed information Plan routes: restructuring service plans for the region, to ensure our transport to help plan for new and enhanced services routes and times based on patterns network is well-equipped to meet our and infrastructure, based on the latest data of demand. customers’ future needs. and identified highest need. Reduce overcrowding: In support of the department’s long-term TransLink also engages with customers identifying overcrowding on transport strategies, TransLink develops an to ensure we plan and prioritise network services and allocating resources annual program of priority public transport improvements to better meet their needs. to reduce it. service and infrastructure improvements In addition to data we receive via customer Analyse boarding and which are articulated in our TransLink Network feedback and community consultation, we alighting points: providing Plan. Through our network plan, we prioritise conduct customer travel surveys, satisfaction stop specific analysis of routes our investment to ensure that new services are surveys, trip analyses and community and services to understand the delivered where they’re needed most. engagement sessions to identify passenger key locations at which our The overarching goal of the TransLink Network trends and customer perceptions, as well as customers choose to board Plan is to simplify the network – making public address deficiencies that may exist and alight services. transport easier for customers to use and across the network. Understand transfer patterns: understand from origin to destination. Based To find out more about the surveys that were identifying key locations where on the latest available go card travel data, carried out in 2010–11, see p.42. passengers transfer between our network plan details: different services and modes.
TransLink’s long term strategic direction Identify growth: identifying key for public transport areas of growth on the network to assist with long-term service and current public transport trends infrastructure planning. service and infrastructure achievements Measure congestion: in the prior year understanding travel time planned improvements in mass transit variability, to help measure services and infrastructure for the year. and counteract the effects of To find out more about this year’s network traffic congestion. plan, see p.42. Our customers and About TransLink Our partnerships Our network Our fares and ticketing Our social responsibility Our people strategy Our governance Financials community 41 programs. Improvement Grant (SASIIG)* Stop and Station Infrastructure extension of the Northern and Eastern Busways development of Stage One of the system Gold Coast Rapid Transit duplication of rail lines on major rail corridors extension of the train line from Stage Two Richlands to Springfield Moreton Bay Rail Link Cross River Rail project in the Brisbane City.
existing bus stops to meet TransLink design existing bus stops to meet TransLink standards and DDA and DSAPT requirements Funded on a 50/50 basis with local government. To find out more about the projects that were To delivered through our infrastructure programs see the regional summaries on this year, p.45-58. To ensure South East Queensland’s public South East Queensland’s ensure To transport system continues to meet our needs we work with the community’s and Main Roads Department of Transport during the planning and construction of major public transport infrastructure projects such as the:
$6 million in 2010–11 ($3 million TransLink) Delivers upgrades of: TransLink Transit Authority Annual Report 2010–11 Report Annual Authority Transit TransLink $104.68 million in 2010–11 Citytrain Station Upgrade Program (CSUP) installation of new bicycle facilities. upgrades to stations to achieve DDA compliance station enhancements furniture) (e.g. signage, shelter, replacement and rectification works (e.g. lifts, safety upgrades) CCTV and security upgrades to facilities new and expanded park ‘n’ ride, kiss ‘n’ ride and bus interchanges
To find out more about the additional services find To see the regional that were delivered last year, summaries on p.45-58. Through these programs, we work to improve public transport access across the South East Queensland community and create a more comfortable waiting environment for customers. Our infrastructure projects also play a significant role in delivering positive economic benefits in South East Queensland through the creation of local jobs. Investing in infrastructure for a better customer experience coordinates the planning and TransLink construction of bus stops and key nodal infrastructure through three major programs Station Upgrade Program – the TransLink (TSUP), the Citytrain Station Upgrade Program (CSUP), and the Station and Stop Infrastructure Improvement Grant (SASIIG)*. Delivers improvements to existing train infrastructure including: $19.8 million in 2010–11 bus stations and bus-train interchanges high capacity bus stops along major service corridors bus park ‘n’ ride and kiss ‘n’ ride bus layover facilities end-of-trip facilities at bus stations. TransLink Station Upgrade Program (TSUP) TransLink
Delivers new and enhanced bus hub infrastructure including: In 2011–12 SASIIG will be replaced by the Bus Stops Upgrade Program (BSUP) which combines TransLink’s DDA Compliance and SASIIG In 2011–12 SASIIG will be replaced by the Bus Stops Upgrade Program (BSUP) which combines TransLink’s
* To find out more about the 308 000 new To weekly public transport seats and new buses, trains and CityCats we added to the network in 2010–11, see p.42. A key part of our delivery is the rollout of our High Frequency Priority (HFP) network of high frequency “trunk” routes to deliver a more seamless, straightforward journey find out more about our for customers. To HFP network, see the case study on p.64. To provide customers with a more provide To comfortable ride, we also continue to add new buses, new trains and new CityCats fleet. to the TransLink TransLink continues to roll out more bus, TransLink train and ferry services and seats, to increase capacity on our busiest routes and to encourage new users to the system. More seats and services for a more comfortable ride 42 TransLink Transit Authority Annual Report 2010–11
Our key activities in 2010–11
TransLink Network Plan 2011 Delivering 308 000 new Public transport The TransLink Network Plan is a key strategy seats across the network planning surveys to help us deliver on our vision of making This year TransLink exceeded its commitment TransLink undertakes a range of planning travel easy. The focus of our 2011 program to deliver a further 305 000 weekly public surveys each year, to better understand is to provide improved service frequency transport seats by delivering 308 000 how and why our customers are using the and reliability for customers in areas with new seats across the network. public transport network. During 2010–11 increasing demand. It sought to strike a we used data from these surveys to help Customers now benefit from: balance between providing services and with the restructure of the Western region infrastructure to new, growth areas and 160 000 additional weekly seats on trains bus network, the recast of the Ipswich, allocating resources to prevent overcrowding 110 000 additional weekly seats on Caboolture and Sunshine Coast train on TransLink’s busiest peak routes. Brisbane buses timetables and connecting bus services, The 2011 network plan continued the rollout 11 000 additional weekly seats on planning for our park ‘n’ ride strategy and of TransLink’s HFP (High Frequency Priority) Sunshine Coast buses identifying future fleet requirements. network to make public transport a fast, 10 000 additional weekly seats on Surveys we undertook included: frequent and reliable alternative to private Gold Coast buses vehicle travel (see case study on p.64). Key Customer Satisfaction Survey 17 000 additional weekly seats on service and infrastructure highlights include: (see p.34): independent survey Redcliffe, North Lakes, Caboolture, that allows TransLink to assess and introducing 308 000 new weekly public Logan and Ipswich buses. benchmark customer’s perceived transport seats This year’s additional 308 000 seats builds performance of services on our network recasting train timetables on the Ipswich, on the 301 000 seats delivered last year, each quarter. Data from the surveys Caboolture and Sunshine Coast lines which were made possible through the new allow us to compare and identify service a new rail station at Richlands fare schedule implemented in January 2010. area improvements and address network shortcomings each period. new and improved park ‘n’ ride facilities We also added more than 181 new and Public Transport User Survey: extra bus services to the value of replacement buses, 16 new trains and provides insight into the travel patterns $22 million two new CityCats to the TransLink fleet, and demographics of people who are providing our customers with a more extra train services to the value of using the TransLink system including comfortable public transport journey. $9.6 million. origin and destination data, boarding For a detailed list of the service and To find out how these new services, seats and alighting at specific stops, access infrastructure projects delivered, see the and fleet were rolled out across the network, and egress modes and purpose of travel. regional summaries on p.45-58. see the regional summaries on p.45-58. Data from the survey is used to enhance demand forecast models used for service improvement and planning. Passenger Load Survey: provides a snapshot of passenger loadings, network capacity and service utilisation on the rail network. The survey is conducted via a physical count of the number of customers boarding or alighting rail services. Our customers and About TransLink Our partnerships Our network Our fares and ticketing Our social responsibility Our people strategy Our governance Financials community 43 Busway Capalaba Busway scale and indicative only scale and indicative South East Please note: this map is not to this map Please note: rail network rail network busway existing future busways proposed busways Eastern to Capalaba) (Buranda
Springwood Key Carindale Griffith University Coorparoo Greenslopes While incidents on the busway are rare, representing 0.00062 per cent of total passenger volumes, we continue to make safety a key priority in our busway operations to make the busways safe for all who use them. In August 2010, a fatal incident on the South East Busway occurred when a private vehicle that had driven onto the busway collided with a bus travelling in the opposite the driver of the private direction. Tragically, vehicle died as a result of the collision. This incident is the first of its kind for the busways and we are committed to preventing an event like this from happening again. Immediately following the incident, launched a joint investigation with TransLink and Main Roads the Department of Transport to identify what actions can be taken to avoid find out more about a future incident. To how we are working to enhance our safety programs, see p.107. Buranda South Bank Chermside TransLink Transit Authority Annual Report 2010–11 Report Annual Authority Transit TransLink CITY Bracken Ridge Bracken Kedron Busway RCH Herston ambition of Busway Eastern of Qld (University to Buranda) Busway Northern Northern to Windsor third Queenslander’s carbon third Queenslander’s Toward Q2: Green Toward
A busway service also produces approximately half the pollution of a bus travelling in standard road traffic – making a tangible contribution to the Queensland Government’s cutting by one- footprint with reduced car and electricity use. Making busway safety a priority The busways’ 21 stations incorporate a range of best-practice Crime Prevention through Environmental Design (CPTED) features to provide customers with a safe, comfortable and inviting entry point to the network. TransLink Customer safety on the busways is a Busway safety key priority for TransLink. measures include emergency phones on busway platforms, 24-hour monitoring of Busway the busway system by TransLink’s Safety Officers, round the clock surveillance via 475 CCTV cameras located throughout the busway network, and motion detection cameras in busway tunnels to alert staff in case of vehicle breakdown. dedicated bus roadway 18 000 passengers carried during peak hour 25km One bus on the busway equals 50% less emissions than a bus in standard traffic up to
SOUTH EAST SOUTH EAST BUSWAY QUICK FACTS
21bus stations bus routes 135
1 full bus equals 40 fewer cars More than
passengers carried in 2010–11 70 million Since 2001, the award-winning busway network has expanded to include the South East, Northern and Eastern busways and is considered to be an international best- practice example of urban bus rapid transit systems. By providing a dedicated right of way for bus services with similar passenger carrying capacity as heavy rail, the busways provide customers with fast, efficient access activity hubs. busiest to some of the region’s a single busway carries During peak hour, up to 18 000 customers into Brisbane’s CBD – the equivalent carrying capacity of seven and a half freeway lanes. Each full bus travelling on the busway results in equates to 40 fewer cars on South East roads. Queensland’s 10 years of Brisbane’s busways 10 years of Brisbane’s This year marked the 10th anniversary of the 2001 opening of the South East Busway, The launch first dedicated busway. Brisbane’s of the busway marked an exciting new era in Brisbane bus travel – providing customers with a congestion-free run into Brisbane City. 44 TransLink Transit Authority Annual Report 2010–11
Gold Coast light rail preferred bidder announced The Gold Coast Rapid Transit project celebrated a major milestone in May 2011 with HARBOURTOWN the announcement of the preferred bidder for HELENSVALE SHOPPING CENTRE Stage One of the Gold Coast’s light rail system. The announcement was made by Queensland Premier Anna Bligh MP following a rigorous open tender process that attracted bids from light rail operators from around the world. The successful bidder, GoldLinQ, will design, AUSTRALIA FAIR SHOPPING CENTRE build, operate and maintain the light rail system for 15 years. GoldLinQ will commence technical
SOUTHPORT survey and topographical studies in the corridor from mid-2011 with track expected to be laid GRIFFITH in the second half of 2012. When operations UNIVERSITY commence in 2014, GoldLinQ will supply NERANG 14 trams, each 43 metres long and with the capacity to carry 309 passengers. Customers SURFERS PARADISE will benefit from light rail services that will run approximately every seven and a half minutes at peak times (7am to 7pm) and every 15 minutes in the early mornings and evenings. The Gold Coast is Australia’s fastest growing city, PACIFIC FAIR BROADBEACH SHOPPING CENTRE with population set to increase by 50 per cent by 2014. The main objective of the Gold Coast Rapid Transit Project is to deliver a first-class light rail system that will convert this extraordinary MIAMI BOND population growth into increased public transport UNIVERSITY patronage, providing the community with ROBINA efficient, affordable access to major activity hubs along the popular Gold Coast strip.
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(IV]L!(THWZOV^PUN:[HNL6ULVM[OLWYVQLJ[HRTJVYYPKVYMYVT.YPMMP[O Brisbane CBD Wynnum Our customers and community Indooroopilly Carindale Mt Gravatt Our network Our fares and ticketing Transport usage Local government: Brisbane City Council and small parts of across region1 Moreton Bay Regional Council. Local government contribution to TransLink1: 12% $400 450 for infrastructure, $295,465 for services and $3.78 million to co-fund CityGlider services. Our social responsibility 10% Private vehicle Demographics2: Public transport 78% Walk/Cycle population of 991 000 48 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. Our people strategy Transport usage Operators in region: Queensland Rail, Brisbane Transport, Brisbane target for 20311 City Council Ferries, Brisbane Bus Lines, Clarks Logan City Bus Service, Hornibrook Bus Lines, Mount Gravatt bus services, Park Ridge Transit, Veolia. 24% Infrastructure investment: $28.1 million. Private vehicle Public transport usage in 2010–11: Public transport 56% Our governance Walk/Cycle 76.47 million bus trips 20% 4.32 million ferry trips On an average weekday, Greater Brisbane train stations cater for an estimated 156 000 station entries3. 1 This is in addition to the $68.28m direct Community Service Obligation payment made by Brisbane City Council towards Brisbane Transport services. Financials 2 Transport and Main Roads, Draft Connecting SEQ 2031–An Integrated Regional Transport Plan for South East Queensland, 2010. 3 Source: Passenger Transport Origin – Destination survey 2010. 46 TransLink Transit Authority Annual Report 2010–11 Greater Brisbane region Key highlights in 2010–11 Project Date implemented Cost Features Stage One Rail 6 June 2011 $29 million 150 000 additional weekly seats for customers Timetable Review (total project) more express services in AM and PM peaks Passenger services reviewed improved access to the Brisbane CBD and increased on the Ipswich/Rosewood and passenger comfort with better spread of services. Caboolture/Sunshine Coast lines. Richlands train line opens 17 January 2011 $345 million 32 120 additional weekly seats for customers Services commence between (infrastructure) a new railway station, bus interchange and Darra and Richlands stations. $1.752 million 650 space park ‘n’ ride at Richlands. (bus services) Route 88 pre-paid service 13 December 2010 $4.725 million 43 422 additional weekly seats for customers New cross-town high frequency new direct connections between Eight Mile bus route between Eight Mile Plains and Indooroopilly via the Brisbane Central Plains and Indooroopilly. Business District service every 15 minutes or better between 6am – 9pm, seven days a week. Upgrade of 120 to HFP 6 June 2011 $1.9 million 19 000 additional weekly seats for customers Route between Brisbane City service every 15 minutes or better between and Garden City upgraded 6am – 11pm, seven days a week. to high frequency. Upgrade of 196 to HFP 6 June 2011 $1.26 million 14 480 additional weekly seats for customers Route between New Farm and service every 15 minutes or better between Fairfield via Brisbane City 6am – 11pm, seven days a week. upgraded to high frequency. Expansion of ferry network 18 April 2011 $926 000 18 937 additional weekly seats for customers CityCat and CityFerry services timetables on the network realigned post SEQ floods upgraded across the network. new express services introduced during peak periods two new CityCats introduced. Upgrade of 427, 428 and 432 6 June 2011 frequency between Indooroopilly and the University More frequent services between of Queensland increased to a bus at least every Indooroopilly Station and UQ. 10 minutes in the peak and 15 minutes in the off-peak. TransLink Transit Authority Annual Report 2010–11 47 About TransLink Our partnerships Project Date implemented Cost Features Corinda to Darra Rail 25 October 2010 $218 million connecting the Ipswich line to the new Richlands line Upgrade Project creating opportunities to increase load capacity Duplication and upgrade of with more services able to operate on the section tracks between Corinda and Darra. Our customers and faster journeys for customers with decreased community downtime consequential station upgrades completed at Oxley (late 2010) and Darra (early 2011). Yeerongpilly footbridge 31 December 2010 $8.5 million improving station accessibility for customers New pedestrian bridge between creating a safe, accessible link from Yeerongpilly Yeerongpilly train station and rail station to the Queensland Tennis Centre and Our network Queensland Tennis Centre. surrounding areas, across Fairfield Road 50 jobs created in the community through this project. Klumpp Road park ‘n’ ride 6 May 2011 $7.2 million 200 new customer car parks New park ‘n’ ride facility on improved security and innovative design features Klumpp Road in Mt Gravatt. to ensure customer safety Our fares and ticketing 40 jobs created in the community through this project. Greenbank RSL park ‘n’ ride July 2010 $1.6 million 88 new customer car parks Expansion of existing facilities 10 jobs created in the community through at the site in Greenbank. this project. Rail Station July 2010 $200 million renovations at Coorparoo, Corinda, Deagon, Upgrade Program – June 2011 (total project) Enoggera, Graceville, Moorooka, Morningside, Our social responsibility Renovation of rail stations Newmarket, Taringa, Toombul, Wooloowin, throughout the network. Wynnum Central, Yeronga and Zillmere rail stations improved station safety, security and comfort for customers. Bald Hills park ‘n’ ride 22 November 2010 $3.3 million 159 new customer car parks Expansion of existing facilities safe and secure bicycle storage with Crime at Bald Hills. Prevention Through Environmental Design (CPTED) Our people strategy features including transparent enclosures, CCTV and bright lighting 26 jobs created in the community through this project. Our governance Financials 48 TransLink Transit Authority Annual Report 2010–11 Western region Ipswich Central Wacol Goodna Brassall Yamanto Springfield Transport usage Local government: Ipswich City Council. across region1 Local government contribution to TransLink: $94 000 for infrastructure. 10% 1 7% Demographics : Private vehicle population of 150 000 Public transport 83% average distance to work is 18 kilometres. Walk/Cycle Operators in region: Queensland Rail, Bus Queensland Lockyer Valley, Westside Bus Company, Southern Cross Transit. Infrastructure investment: $5.66 million. Public Transport Usage in 2010–11: Transport usage 1 target for 2031 2.21 million bus trips On an average weekday, Western region train stations 18% cater for an estimated 9300 station entries2. Private vehicle 12% Public transport 70% Walk/Cycle 1 Transport and Main Roads, Draft Connecting SEQ 2031–An Integrated Regional Transport Plan for South East Queensland, 2010. 2 Source: Passenger Transport Origin – Destination survey 2010. TransLink Transit Authority Annual Report 2010–11 49 About TransLink Key highlights in 2010–11 Our partnerships Project Date implemented Cost Features New peak train services 4 October 2010 $200 000 4500 additional weekly seats for customers Introduction of two new peak train two new daily peak services services on the Ipswich line. more comfortable ride for customers with increased Our customers and capacity during the peak. community Bus timetable review 10 December 2010 $333 000 more frequent and direct routes for customers Major review of Western bus to popular local destinations services and timetables. improved service reliability better bus/train service connections Sunday services introduced for the first time on a number of routes Our network access to public transport provided to Karalee community for the first time through the FlexiLink taxi trial introduction of the 514 bus route based on customer feedback from the review of the Our fares and ticketing FlexiLink trial. Dinmore park ‘n’ ride 15 February 2011 $3 million 230 new customer car parks Expansion of parking facilities improved security and innovative design features at Dinmore train station. 20 jobs created in the community. Stage One Rail Timetable 6 June 2011 $29 million 150 000 additional weekly seats for customers Review (total project) more frequent services between Ipswich and Brisbane Our social responsibility Passenger services reviewed increased passenger comfort with better spread on the Ipswich/Rosewood and of services Caboolture/Sunshine Coast lines. more express services during AM and PM peaks. Rail Station Upgrade Program July 2010 $200 million renovations at Bundamba and Dinmore rail stations Renovation of rail stations – June 2011 (total project) improved station safety, security and comfort throughout the network. for customers. Our people strategy Our governance Financials 50 TransLink Transit Authority Annual Report 2010–11 Northern region Bribie Island Caboolture North Lakes Redcliffe Strathpine Transport usage Local government: Moreton Bay Regional Council. across region1 Local government contribution to TransLink: $493 500+ for infrastructure. 11% 1 6% Demographics : Private vehicle population of 333 000. Public transport 83% Walk/Cycle Operators in region: Queensland Rail, Bribie Island Coaches, Caboolture Bus Lines, Hornibrook Bus Lines, Kangaroo Bus Lines, Thompson Bus Services. Infrastructure investment: $6.82 million. Public transport usage in 2010–11: Transport usage target for 20311 6.77 million bus trips On an average weekday, Northern region train stations 19% cater for an estimated 14 200 station entries2. Private vehicle 11% Public transport 70% Walk/Cycle 1 Transport and Main Roads, Draft Connecting SEQ 2031–An Integrated Regional Transport Plan for South East Queensland, 2010. 2 Source: Passenger Transport Origin – Destination survey 2010. TransLink Transit Authority Annual Report 2010–11 51 About TransLink Key highlights in 2010–11 Project Date implemented Cost Features Our partnerships Bribie Island bus station August 2010 $4.2 million 120 new customer car parks and park ‘n’ ride improved security and innovative sustainable New bus station and park ‘n’ ride design features facilities at Bribie Island. new safe and secure bicycle storage to make travel easier for customers new bus driver layover and facilities Our customers and 25 jobs created in the community. community Burpengary park ‘n’ ride 13 July 2010 $1.17 million 92 new customer car parks Expansion of existing facilities safe and secure bicycle storage to make travel easier at Burpengary. for customers 9 jobs created in the community. New peak train services 23 August 2010 $370 000 4500 additional weekly seats for customers Our network Introduction of two new peak train two new peak train services services on the Caboolture line. more comfortable ride for customers with increased capacity during the peak. Morayfield park ‘n’ ride 20 September 2010 $890 000 87 new customer car parks Expansion of existing facilities improved security and innovative sustainable at Morayfield. design features Our fares and ticketing seven jobs created in the community. Bray Park park ‘n’ ride 29 October 2010 $1.18 million 76 new customer car parks Expansion of existing facilities new safe and secure bicycle storage to make at Bray Park. travel easier nine jobs created in the community. Our social responsibility Bus timetable review 18 October 2010 $1 million 6500 additional weekly seats Northern bus services and seven new routes with buses in North Lakes and timetables reviewed to better Kallangur for the first time service the community. more direct routes to popular local destinations more frequent services for customers better bus/train connections. Our people strategy Stage One Rail 6 June 2011 $29 million 150 000 additional weekly seats Timetable Review (total project) more frequent services between Caboolture and Passenger services reviewed Brisbane City on the Ipswich/Rosewood and a more comfortable ride for customers with a better Caboolture/Sunshine Coast lines. spread of services more express services during peak periods. Rail Station Upgrade Program July 2010 $200 million renovation at Strathpine rail station Our governance Renovation of rail stations – June 2011 (total program) improved station safety, security and comfort throughout the network. for customers. Financials 52 TransLink Transit Authority Annual Report 2010–11 Southern region Springwood Browns Plains Logan Transport usage Local government: Logan City Council. across region1 Local government contribution to TransLink: 9% $197 000 for infrastructure. 6% Demographics1: Private vehicle population of approximately 260 000 Public transport 86% Walk/Cycle average distance travelled to work is 19.4 kilometres 34 per cent of residents do not have a driver’s licence. Operators in region: Queensland Rail, Clarks Logan City Bus Service, Park Ridge Transit. Transport usage Infrastructure investment: $2.48 million in 2010–11. 1 target for 2031 Public transport usage in 2010–11: 16.66 million bus trips 17% On an average weekday, Southern region train stations cater for an estimated 8300 station entries2. 10% Private vehicle Public transport 73% Walk/Cycle 1 Transport and Main Roads, Draft Connecting SEQ 2031–An Integrated Regional Transport Plan for South East Queensland, 2010. 2 Source: Passenger Transport Origin–Destination Survey 2010. TransLink Transit Authority Annual Report 2010–11 53 About TransLink Key highlights in 2010–11 Our partnerships Project Date implemented Cost Features Park Ridge park ‘n’ ride 26 July 2010 $4.9 million 200 customer car parks New park ‘n’ ride facilities at improved security and innovative design features Park Ridge. safe and secure bicycle storage to make travel easier Our customers and bus driver layover and facilities community 38 jobs created in the community. Upgrade of 555 to HFP 20 December 2010 $613 045 10 197 additional weekly seats Route between Loganholme more frequent services, arriving every 15 minutes and the City upgraded to or better between 6am–9pm, seven days a week. high frequency. Rail Station Upgrade Program July 2010 $200 million renovations at Loganlea and Woodridge stations Our network Renovation of rail stations – June 2011 (total project) improved station safety, security and comfort throughout the network. for customers. Our fares and ticketing Our social responsibility Our people strategy Our governance Financials 54 TransLink Transit Authority Annual Report 2010–11 Gold Coast region Coomera Southport Surfers Paradise Nerang Broadbeach Coolangatta Transport usage across region1 Local government: Gold Coast City Council. Local government contribution to TransLink: 8% 4% $6 898 285 for services, $447 500 for infrastructure. Demographics1: Private vehicle Public transport 87% population of approximately 470 000 Walk/Cycle 49 per cent of work trips are less than 10 kilometres. Operators in region: Queensland Rail, Surfside Bus Lines. Infrastructure investment: $575 500. Public transport usage in 2010–11: Transport usage target for 20311 17.14 million bus trips On an average weekday, Gold Coast region train stations 2 16% cater for an estimated 8500 station entries . 15% Private vehicle Public transport 69% Walk/Cycle 1 Transport and Main Roads, Draft Connecting SEQ 2031–An Integrated Regional Transport Plan for South East Queensland, 2010. 2 Source: Passenger Transport Origin–Destination Survey 2010. TransLink Transit Authority Annual Report 2010–11 55 About TransLink Key highlights in 2010–11 Our partnerships Project Date implemented Cost Features ‘YourBus’ service introduced 8 November 2010 $934 700 10 164 additional weekly seats for customers New trial dial-up bus service 30 minute on-demand service between Helensvale Town Centre new links with Helensvale station. Our customers and and Helensvale station. community New N798 NightLink service 13 November 2010 $113 500 619 additional weekly seats New trial NightLink bus service improved safety and travel options for customers operating between Coolangatta at Southern Gold Coast entertainment precincts and Kingscliff. hourly services between 12.15–3.15am. Route 761 upgrade 31 January 2011 $730 000 8450 additional weekly seats Improvements on the route half hourly services Our network between Robina and Tweed Heads. operating seven days a week. Route 702 trial end 13 April 2011 $1.3 million 25 315 weekly seats made permanent Route between Southport and 117 per cent increase in patronage on route since the Gold Coast Airport made a commencing extended service in 2009 permanent route. connects visitors directly to local attractions. Our fares and ticketing Our social responsibility Our people strategy Our governance Financials 56 TransLink Transit Authority Annual Report 2010–11 Sunshine Coast Gympie North region Noosa Nambour Maroochydore Landsborough Caloundra Transport usage Local government: Sunshine Coast Regional Council. 1 across region Local government contribution to TransLink: $548 177 for services, $4.84 million for infrastructure. 10% 4% Demographics1: population of 300 000 Private vehicle Public transport 86% 50 per cent of journeys to work are less than 10 kilometres Walk/Cycle 15 per cent of journeys to work are longer than 30 kilometres. Operators in region: Queensland Rail, Sunbus, Buslink Queensland. Infrastructure investment: $5.18 million. Transport usage target for 20311 Public transport usage in 2010–11: 5.69 million bus trips 18% On an average weekday, Sunshine Coast region train stations cater for an estimated 1900 station entries2. 10% Private vehicle Public transport 72% Walk/Cycle 1 Transport and Main Roads, Draft Connecting SEQ 2031–An Integrated Regional Transport Plan for South East Queensland, 2010. 2 Source: Passenger Transport Origin–Destination Survey 2010. TransLink Transit Authority Annual Report 2010–11 57 About TransLink Key highlights in 2010–11 Our partnerships Project Date implemented Cost Features Bus improvement package 13 December 2010 $1.13 million introduction of two new routes Package to improve bus services improvements to 11 routes and routes throughout the region. new permanent services to the Sunshine Coast Airport Our customers and better alignment with rail timetables and services community increased frequency and greater reliability. Noosa Junction bus station 15 April 2011 $10 million new shopping centre streetscape improvements Completion of Stage One of new (Stage One) better transport integration bus station and activity hub at more convenient access to public transport Noosa Junction. Stage Two to include new bus stations with Our network driver layover facilities and bicycle storage. Stage One Rail 6 June 2011 $29 million 150 000 additional weekly seats Timetable Review (total project) increased passenger comfort with better spread Passenger services reviewed of services on the Ipswich/Rosewood and increased express services during peak periods. Caboolture/Sunshine Coast lines. Our fares and ticketing Our social responsibility Our people strategy Our governance Financials 58 TransLink Transit Authority Annual Report 2010–11 Eastern region Capalaba Cleveland Redland Bay Transport usage across region1 9% 6% Private vehicle Public transport 85% Walk/Cycle Local government: Redland City Council. Transport usage Local government contribution to TransLink: target for 20311 $122 000 for infrastructure. Demographics1: 18% population of approximately 130 000 45 per cent of trips to work are longer than 20 kilometres Private vehicle 10% Public transport 72% 6 per cent of households do not own a car. Walk/Cycle Operators in region: Queensland Rail, Mt Gravatt Bus Service, Veolia. Infrastructure investment: $1.14 million. Public transport usage in 2010–11: 3.32 million bus trips On an average weekday, Eastern region train stations cater for an 2 Key highlights in 2010–11 estimated 3600 station entries . Project Date implemented Cost Features Ormiston park ‘n’ ride 29 November 2010 $1.295 million 102 customer car parks Expansion of existing facilities improved security and innovative design features at Ormiston. safe and secure bicycle storage to make travel easier 13 jobs created in the community. Rail Station Upgrade Program July 2010 $200 million renovation at Wynnum Central rail station Renovation of rail stations – June 2011 (total project) improved station safety, security and comfort throughout the network. for customers. 1 Transport and Main Roads, Draft Connecting SEQ 2031–An Integrated Regional Transport Plan for South East Queensland, 2010. 2 Source: Passenger Transport Origin–Destination Survey 2010. Our customers and About TransLink Our partnerships Our network Our fares and ticketing Our social responsibility Our people strategy Our governance Financials community 59 additional seats. is due to the impact of the January 2011 floods and the phasing out of multi-trip paper ticket products providing greater transparency of travel activity across the network. See p.60 for more. increased from >92.5% to 93.01% in 2010–11. See p.60. fell short of the target due to the delay in implementing the new timetable for the Ipswich– Caboolture line. Extra time was set aside for community consultation with the new timetable not implemented until 6 June 2011. Numbers of customer injuries occuring on the busways remain For more on measures taken to low. improve busway safety in 2010–11, see p.107. TransLink Transit Authority Annual Report 2010–11 Report Annual Authority Transit TransLink 0.62 per 100 000 journeys 0.48 per 100 000 journeys journeys 305 000 N/A 301 000 000 308 See p.38 for more on 188 million million 181.9 181.8 million 178.6 million The decrease in 2010–11 patronage 99.63% 99.80% 99.75% 99.86% See p.60. 95.85 million 89.87 million 92.87 million 97.59 million 66.99 million 59.81 million 64.24 million 65.38 million The rail vehicle service kilometres N/A 0.55 per 100 000 All modes train – Bus TrainFerry 114.4 million 60.9 million million 117.9 6.6 million 119.2 million 57.6 million 6.4 million 55 million 4.3 million Activity Target 2008–09 2009–10 2010–11 Comment Additional seats delivered (per week) Patronage – On time running – train 93.01% 91.76% 92.72% 93.07% The benchmark for on-time running On time running – bus 90% 94.05% 98.94% 98.09% See p.60. Services running without cancellation Number of vehicle service in kilometres contract areas – Bus Number of vehicle service in kilometres contract areas – Rail Incidents on busway as proportion of passenger trips. Figures as per 100 000 journeys TransLink is committed to delivering a cost-efficient network that supports patronage growth, a cost-efficient network that is committed to delivering TransLink will do We comfortable customer experience. shift and delivers a safe and encourages mode in busway capital investment, excellence network growth, strategic this through sustainable network. quality serviceoperations and delivery across the TransLink Our performance 60 TransLink Transit Authority Annual Report 2010–11 Patronage On time running Patronage was above 2009–10 levels in Q1 and Q2, but dropped due On time running remained above benchmarks in 2010–11, with to the January floods in Q3 and ongoing impacts to ferry services higher overall performance than 2009–10 for both bus and train. in Q3 and Q4. The removal of multi-trip paper tickets and increased go card takeup also contributed to increased accuracy in trip counts. On-time running – Bus* Ferry services were most affected, with bus and train patronage On time running (OTR) OTR Benchmark remaining at similar levels to 2009–10 overall. 100 98 95.80 96 94.91 94.91 95.12 94.6 95.29 95.23 Network-wide patronage – quarterly 94.3 94 2009–10 2010–11 92 50 Per cent 90 48 88 46 86 44 2009–10 2009–10 2009–10 2009–10 2010–11 2010–11 2010–11 2010–11 42 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Million trips 40 * Within six minutes (after) or two minutes (before) the scheduled arrival time. 38 Q1 Q2 Q3 Q4 On-time running* and services delivered – Train Bus patronage – quarterly On time running (OTR) Services delivered OTR Benchmark 100 2009–10 2010–11 99.83 99.73 99.82 99.81 99.86 99.83 99.88 35 98 99.61 96 93.87 94 93.46 92.75 30 92 94.26 92.94 92.2 Per cent 90 92.04 91.6 25 88 Million trips 86 20 Q1 Q2 Q3 Q4 2009–10 2009–10 2009–10 2009–10 2010–11 2010–11 2010–11 2010–11 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 * Less than four minutes (before or after) the scheduled arrival times on all lines except Train patronage – quarterly Gold Coast and Sunshine Coast, where the benchmark is within six minutes. 2009–10 2010–11 20 15 10 Million trips 5 Q1 Q2 Q3 Q4 Ferry patronage – quarterly 2009–10 2010–11 2.0 1.5 1.0 Million trips 0.5 0.0 Q1 Q2 Q3 Q4 once operationscommence. construction, withadditionalemployment opportunitiestofollow an estimated6300directandindirect jobsthroughoutthelifeofits startin2014,theprojectwillhavecreated Once lightrailservices Gold Coasteconomy.” really getasenseofthecontributionthisprojectismakingto that havebeensourcedfromGoldCoastbusinessessofar, andyou “Add tothisthemorethan$30millionworthoflabourandmaterials for ourlocalworkforce. on-site hasbeenlocallybased,whichisagreatopportunity “So far, 10subcontractorsworking almosteightoutofevery precincts,” Petersaid. 327 workerson-siteeachdayatourthreemajorconstruction “Since worksstartedinAugustlastyear, we’vehadanaverageof and indirectjobstotheGoldCoast. works onthelightrailsystemwoulddelivermorethan1000direct TransLink’s DirectorGoldCoast,PeterO’Loughlin,saidpreliminary thousands oflocaljobsforGoldCoastbusinessesandworkers. community –wellbeforeoperationsofficiallystartin2014creating But theprojectisalreadydeliveringbenefitstoGoldCoast 114 tonnesofgreenhousegasemissions. the GoldCoast’s busiestroadsandcontribute tothereductionof share from4percentto10cent,replace75millioncartripson Transit project is expectedtotaketheregion’s publictransportmode In itsfirst10yearsofoperation,the$949millionGoldCoastRapid network –it’s The GoldCoastRapidTransit projectisdeliveringmore than justaworld-classlightrail Light raildeliveringlocalbenefits also delivering6300directandindirectjobsfortheGoldCoastcommunity. commencement of services in2014.” commencement ofservices “Benefits tothecitywillcontinue growaswemovetowards benefitting fromtheconstructionofnewlightrailnetwork. “It isgreattoseethatsomanyontheGoldCoastarealready 60 000workerswithinwalkingdistanceoftheroute,”hesaid. “Local businesseswillalsogettheaddedbenefitofhaving50000to going toopenupandcreatenewopportunitiesforretailersinthearea. “Once lightrailgetsofftheground,accesstothesecentresisreally taking thepressureoffsomeofarea’s mostcongestedroads. into Southport,SurfersParadiseandBroadbeacheachday, “We estimatethatthelightrailwillpumparound40000workers greater employment. of roadcongestionwillbeeasiertogetandthatlead and Broadbeachthatarenowsufferingfromincreasinglevels “The retailandcommercialhubsofSouthport,SurfersParadise of thecoast’s keyactivitycentres,”Peter said. business centresbecausetheroutetravelsdirectlythroughheart “Light railisgoingtoplayakeyroleinrevitalisingtheGoldCoast’s new businessanddevelopmentaroundthemforyearstocome. to actasactivitycentresfortheregion,whichwillcontinueattract The GoldCoastRapidTransit stationsarealsobeingdesigned TransLink Transit AuthorityAnnualReport2010–11 Artist’s impression 61 CASE STUDY 62 TransLink Transit Authority Annual Report 2010–11 Keeping on track with the times CASE STUDY The most significant rail timetable recast in more than a decade is just the first step in making train travel easy. Adding more than 150 000 new seats per week to the Ipswich/ Queensland Rail’s Chief Operations Officer, Kevin Wright, said Rosewood and Caboolture/Sunshine Coast train timetables is an that customer feedback was at the heart of the review, with public achievement that TransLink’s Director Rail, Stephen Banaghan, and consultation playing a key role in ensuring that the new timetables Queensland Rail’s Chief Operations Officer, Kevin Wright, can truly met the community’s needs. be proud of. “Over the three month consultation period, we conducted 10 information Together, Stephen and Kevin’s teams have coordinated the recast sessions and handed out over 300 000 feedback flyers,” he said. of two of the busiest train lines on the TransLink network to deliver “We also gave customers the opportunity to review the draft timetables a more comfortable ride for train customers across South East and provide feedback through station staff, TransLink’s call centre and Queensland. the TransLink website. The new Ipswich/Rosewood and Caboolture/Sunshine Coast “In the end, we reviewed more than 2000 individual pieces of timetables were launched on 6 June 2011 following a three-month feedback, which we used to improve the draft timetable. public consultation and review jointly undertaken by TransLink and Queensland Rail. “The end result is something we can all be proud of because it’s really delivering the services that our customers are telling us they need.” “Being the first major timetable changes in a decade we wanted to make sure we got things right which is why customer consultation To help with the introduction of the new timetables on 6 June, more played a major part in both the review and implementation,” than 150 additional TransLink and Queensland Rail staff were out in Stephen said. force during the implementation phase. Staff were positioned right across the network at train stations, bus interchanges, shopping “Over the next 12 months we’ll be taking what we’ve learned from this centres and university campuses, to distribute information and process to help us review the timetables on all the other lines, which explain the new changes to customers. is why we were keen to involve our customers as early as possible,” he said. Drivers and staff throughout the network were briefed and provided copies of the new timetables so that they were prepared and could The new timetables have been designed to make the most of help customers when required. Customers were also able to access Queensland Rail’s existing rail infrastructure, to create opportunities copies of the new timetables at train stations, bus stops and on the to add new services on the Ipswich and Caboolture lines. The newly TransLink website and mobile website. opened Richlands train line was also integrated with the rest of the train network, offering additional service destinations for customers. Following the successful review of the Ipswich/Rosewood and Many bus timetables and routes were also reconfigured to better Caboolture/Sunshine Coast lines, TransLink and Queensland Rail service the new train timetable. will commence reviewing timetables on all other lines in 2012. “Through the changes we’ve been able to implement, we’re giving “With the initial review already proving so beneficial for our customers more of what they want – more peak services, better frequency customers, we are all really looking forward to seeing what and reliability, and improved bus/train connections,” Stephen said. we can achieve next time round,” Stephen said. their keysathomeandgetonboard withpublictransport,”hesaid. we’regivingthemarealincentivetoleave public transportservices, “By providingresidentsintheseareas withaccesstofast,efficient Lake areas. the immensegrowththat’s occurringintheSpringfieldandForest “It’s anexcitingadditiontotheurbanrailnetworkandemphasises just overadecadeago,”Petersaid. “It’s ourfirstnewraillinesincetheconstructionofAirportline, continued toincrease. Highwayasgrowthintheemergingwesternsuburbs busy Centenary would playanimportantroleinhelpingtomanagecongestiononthe TransLink CEO PeterStrachansaidtheDarratoSpringfieldextension inner-Western suburbofSpringfieldby2013. that willseetheextensionofnewraillinetobooming multi-modal $1.5billionDarratoSpringfieldinfrastructureproject, Richlands stationisthefirstoffourtobeconstructedaspart Brisbane’s CentralBusinessDistrict. by aweek,toprovidevitallinkforwesternsuburbsresidentsinto line, theopeningofnewRichlandsstationwasbroughtforward 2011floodclosureofpartstheIpswichtrain Following theJanuary in thecaseofRichlandsstationitwasalsocauseforasighrelief. The openingofanewtrainstationisalwayscauseforcelebration,but train linethatwillhelpreducecongestiononourWestern arterialroads. Paving thewayforfuturegrowth,newRichlandsstationisfirstlinkina Rich linktothefuture transport network.” for Springfieldresidents,butalsoa new linktothefutureofourpublic “The newRichlandsstationrepresents notonlyanimportantnewlink theirneedsinthesenewareas.” projects thatwillbestservice “Together, wehavebeencollaboratingwiththecommunitytodevelop network plans. growth throughouttheregion,andmappingtheseinourannual partnerstoidentifyareasofpotential delivery agencies andservice “We’ve beenworkingtogetherwith anumberofgovernment important strategytofosteringpublictransportuse. “Providing thesecommunitieswithaccesstoheavyrailisan campuses, yetstillhavestrongpotentialforfurthergrowth,”hesaid. hospitals, shoppingcentres,businessdistricts,schoolsanduniversity “These areareasthathaveregularlypatronisedattractionssuchas populated, majoractivitycentres,likeSpringfield,”Petersaid. East Queenslandisonethatreallyfocussedaroundheavily “The futuredirectionforaviablepublictransportnetworkinSouth HighwayoncetheextensiontoSpringfieldiscomplete. Centenary Government estimatestherewillbeatleast2500lesscarsonthe Through theDarratoSpringfieldrailproject,Queensland Business District. linking thewesternsuburbscommunitywithBrisbaneCentral Highway,congested Centenary whichistheonlymajorarterialroad Around 30000vehiclesperdaycurrentlytravelontheheavily- TransLink Transit AuthorityAnnualReport2010–11 63 CASE STUDY 64 TransLink Transit Authority Annual Report 2010–11 Turn up and go CASE STUDY By 2031, our challenge is to double the percentage of trips made using public transport to keep more cars off our roads. But how will we do it? By making travel easy. One of our key strategies is to make catching public transport The HFP routes are also helping to create a more efficient so simple that customers don’t even need to consult a timetable public transport network allowing for the redesign of routes before they head to their stop. to minimise duplication. To do this, TransLink is rolling out a new range of high frequency, turn With the savings achieved, TransLink is reinvesting in rolling out up and go bus services to run on key transport corridors, with a bus new HFP routes and improving local bus services to connect with arriving every 10 minutes in the peak and every 15 minutes off-peak. the HFP trunk routes. Dan Moore from TransLink’s network planning team explains how “We’ve designed the HFP network to operate on our busiest routes, High Frequency Priority (HFP) services are proving to be a winning for example, between train stations, on busways and on major roads,” formula for customers. Dan said. “By increasing the frequency of bus services on the HFP routes, we’ve “Moving forward, the HFP routes will form the backbone of taken away the angst of trying to figure out which bus to catch and TransLink’s trunk and feeder network. planning ahead,” Dan said. “Under this type of network, customers will use local buses feeding “Now you can just turn up at your bus stop and wait fifteen minutes into transport hubs, where they will transfer onto a High Frequency at most for the next HFP service to arrive, no timetable checking Priority service with little or no wait. required,” he said. “It’s helping us to create a more efficient network, freeing up resources TransLink has been rolling out the HFP network to introduce and funding to put even more buses, trains and ferries on our network. significantly increased frequency on some of our most popular “More importantly, we have seen massive increases in patronage on bus routes. weekends proving that public transport can be competitive with cars And the approach is working. On nearly every occasion that a bus even outside of the peak. route has been upgraded to a HFP service patronage has doubled. “And because services are now operating on a minimum 15 minute frequency, even on Sundays, we really are making it easy for customers to simply ‘turn up and go’,” he said. TransLink Transit Authorityth Annual Report 2010–112 65 Our fares and ticketing Our key achievements go card named Free Australia’s $5m Twice as many go cards on journeys saved the network – more in lost revenue for seniors and best than 1 million issued by cracking down pensioners with new in the last 12 months on fare evasion daily go card fare caps public transport smartcard 66 TransLink Transit Authority Annual Report 2010–11 go card makes using public transport easy, allowing customers to use one ticket to travel seamlessly between bus, train and ferry services across our 10 000 square kilometre network. go card provides customers with the most affordable and flexible fare What is go card? available, with more and more people choosing to enjoy the rewards that it offers. This year we made a number of enhancements go card is TransLink’s reusable electronic smartcard that allows to the go card product, including introducing a new daily fare cap customers to travel seamlessly on all TransLink bus, train and for seniors and pensioners, and increasing off-peak fare discounts. ferry services. We also implemented the second planned annual fare increase in Once purchased, travel credit is loaded and stored on the customer’s January 2011, as part of our five year fare strategy to 2014. The go card. Fares are automatically calculated and deducted from the additional fare revenue is helping us to provide customers with balance as customers touch their card on and off at special electronic more frequent and reliable services, and more accessible and readers at the start and end of each leg of their journey. comfortable public transport infrastructure. go card fares are 30 per cent cheaper than the price of a single Through go card, TransLink is able to access richer passenger travel paper ticket and go card offers other great fare incentives including data, which is helping us to better plan new services and infrastructure a 15 per cent discount for off-peak travel, a new daily fare cap for and investigate new ticketing products for our customers. seniors and pensioners, and a 50 per cent frequent user discount for customers who make more than 10 trips in a week. Customers can choose to register their card online or via our Call Centre to protect their travel balance in case of loss or theft and to set up ‘auto top-up’ on their card, allowing them to “set and forget” a preselected amount to be automatically loaded on their go card from their credit card whenever their travel balance falls below $5. Our customers and About TransLink Our partnerships Our network Our fares and ticketing Our social responsibility Our people strategy Our governance Financials community 67 card technology go card’s “touch on, touch card’s go card now accounting for around card now accounting for go Now, with Now, a much clearer off” technology we have customers are understanding of how our network. choosing to use the TransLink With 80 per cent of travel on the network, this data enables us to understand the costs and benefits of introducing new products to meet the different needs of frequent public transport users, occasional users, tourists and first-time travellers. will be to A key challenge for TransLink leverage the successful to create economically and sustainably priced products that will make travel even easier for our customers. Ensuring a fair system for customers and community fare evasion is a challenge Unfortunately, faced across the globe and the TransLink network is not immune to this problem. Fare evaders cost around $18 million in lost money that should revenue each year – that’s be spent on improving public transport for the community. challenge is to make sure that TransLink’s people pay their fair share so that we can reinvest this revenue back into new and improved public transport services for the community. TransLink Transit Authority Annual Report 2010–11 Report Annual Authority Transit TransLink card, making go card, TransLink card, TransLink go card. To assure the long-term viability of South assure the long-term viability To public transport network, East Queensland’s cost efficiencies and our challenge is to drive cost of serviceset fares to reflect the true to reduce reliance on taxpayer delivery, network. TransLink subsidies to deliver the used ticket sales data, on-board counts and customer feedback to try and understand how people were using public transport services. this data we knew how many From tickets had been purchased on any given day and could see how many passengers had boarded a particular service, but we couldn’t tell how often our customers were choosing to use public transport or how frequently they transferred between different services. Delivering the right products at the right price Before the arrival of With the digital revolution impacting on almost every area of life, public transport organisations are faced with the challenge of embracing innovative technology whilst still ensuring public transport is easy for some know that for customers to use. We customers who are new to the switch can be a daunting prospect. Our challenge is to provide customers with the information and support they need to feel confident and comfortable in using all network, including aspects of the TransLink go Making public transport ticketing simple to use To do this, we do To It is particularly difficult for those card, rather than their car keys, when they Currently, for every $1 in fares paid by Currently, customers, the Queensland Government contributes an additional $3 to cover the costs of providing public transport services. This is a significantly lower rate of cost recovery is achieved by other Australian than public transport networks, which average around 30 per cent compared to TransLink’s 22.6 per cent. Securing the financial sustainability of our network need to ensure that fares remain competitively priced and offer customers value for money. while South East Queensland However, remains one of the fastest growing regions in Australia, we also need to continue to invest in additional services to cater for the growing and changing needs of our community. challenge is to find a balance TransLink’s between keeping fares affordable while meeting increased demand for new and better services. The impact of the global financial crisis has The impact of the global of living pressure been far reaching, with cost main concerns being one of our community’s at present. Balancing affordability Balancing affordability with meeting demand in our community who are on fixed incomes, such as seniors and pensioners. meet the Queensland Government’s help To goal of doubling public transport usage over is committed to the next 20 years, TransLink encouraging more people to pick up their go set off from home each day. Our challenges 68 TransLink Transit Authority Annual Report 2010–11 Our strategy A sustainable fare strategy Targeting fare evasion educate and assist our customers about using go card through our TransLink’s fare strategy aims to secure the TransLink is supporting customers who go ready education program long-term financial sustainability of the pay their fair share for public transport by make topping up go cards easy for region’s public transport system, to support continuing to crackdown on fare evasion. our customers, including through our the Queensland Government’s continued TransLink has established a dedicated go card retail network, Queensland Rail record investment in new and improved revenue protection team, which is acting train stations, onboard buses (excluding public transport services and infrastructure on a five year plan to reduce fare evasion Brisbane Transport buses), CityCats each year. to a level that is world-class. and CityFerries, major busway stations, By ensuring public transport fares are To reduce fare evasion TransLink will: bus interchanges, and the TransLink set at a level that reflects the true costs of continue to enhance our successful website and Call Centre delivering services and infrastructure, we are Senior Network Officers and make it easy for customers to access able to deliver more frequent, comfortable TransLink Transit Officers teams information about their go card so that and reliable transport for customers, whilst they can check their card balance, review ensuring the cost to Queensland taxpayers roll out more station lockdowns by installing and securing go card gates recent transactions, request adjustments, remains at a reasonable level. and get answers to their questions as focus on increasing public education TransLink’s five year fare strategy includes they come up. on why paying the correct fare creates making go card the primary ticket for the a fairer system for all. TransLink network, rolling out a series of Continuing our product annual fare increases of 15 per cent from Making go card easy innovation 2010 to 2014, and providing discounts for Thanks to increased go card use, we now off-peak travel starting at 10 per cent and Making go card easy at every point in our have access to the data we need to accurately increasing by five per cent each year to a customers’ journey is a key priority for cost and price new go card products for full 20 per cent in 2012. TransLink – from purchasing and using a go card, to registering it and topping it up. our customers. Building on the successful Through these initiatives, our goal is to To do this we: go card product base, we are investigating deliver a financially-sustainable public new products to: transport network, supported by continued assist customers with making the help break down the barriers to go card strategic growth, that will be well-equipped switch to go card by continuing to use for new and occasional users to meet the future challenges of our rapidly invest in and enhance the go card growing region. retail distribution network provide new benefits and additional encourage customers to choose to convenience for existing customers register their go card to protect their encourage greater use of public transport. travel credit in case of loss or theft Our customers and About TransLink Our partnerships Our network Our fares and ticketing Our social responsibility Our people strategy Our governance Financials community 69 card “the best go card set a benchmark for the go card – Australia’s best card – Australia’s reducing bus boarding times from 11 seconds to three seconds improving network efficiency by saving 1400 hours in reduced boarding time each week delivering richer travel data used in the planning and prioritisation of service improvements enabling improved monitoring of customer loads allowing greater detection and deterrent of fare evasion providing a more convenient, simpler and easier to use form of ticketing. card demonstrated the ability of smartcard card the ticket of choice for customers there is” in smartcard ticketing in Australia. TTF found that the success of Queensland’s go technology to transform travel across a complex public transport network. According to the report rest of Australia by: go smartcard commitment to making TransLink’s go was recognised in August 2010 in a report and Transport by peak national body Tourism Forum (TTF), which named TransLink Transit Authority Annual Report 2010–11 Report Annual Authority Transit TransLink ongoing TransLink TransLink customers : new Senior 1 installing and card gates at Central, Roma go card will now incur a fixed fare of go $5 on bus and $10 on rail (concessions: $2.50 bus and $5 rail). who deliberately choose not to touch off their More transit officers: Network Officers with additional powers have been added to the existing Officer workforce to reduce fare Transit evasion. awareness and information campaigns that explain why paying the right fare leads to more frequent and reliable services whole community. for the St, Fortitude Valley, Helensvale, Robina St, Fortitude Valley, Lakes train stations. and Varsity Increased fixed fares Increased public education: Station lockdowns: securing For more on how TransLink’s revenue For more on how TransLink’s protection strategy is tackling fare evasion on the network, see the case study on p.74. In 2010–11, TransLink continued to target In 2010–11, TransLink fare evasion to enable us to reinvest the revenue back into new services and achieve this, TransLink infrastructure. To has introduced: Targeting fare evasion Targeting card card if you don’t touch on or off at the start or end of your trip. card go go go card the primary ticket for the go for the rest of that day. for the rest of that day. a new daily fare cap for seniors and pensioners, where eligible customers who make two journeys on the same day now travel for free on their increased off-peak discounts of 15 per cent, up from 10 per cent in 2010 a frequent user discount, where eligible customers get a 50 per cent discount on every after their 10th journey in a journey seven day period from Monday to Sunday fares that are 30 per cent cheaper than a single paper ticket A fixed fare is the amount charged to your 1 A key component of the fare strategy was the removal of legacy paper ticket products, to make weekly and monthly network. Daily, TransLink periodical paper tickets were withdrawn from sale on 22 January 2011. Single paper tickets are still available for sale onboard buses, ferries and at train stations for occasional users and tourists. fare structure, Under TransLink’s Continuing our five year fare strategy provides customers with a range of benefits, including: Our key activities in 2010–11 in 2010–11 activities Our key 70 TransLink Transit Authority Annual Report 2010–11 A big plus for Seniors University of Sunshine Coast students celebrate the launch of the U-Pass. go card gives back New enhancements New go card products to the community to go card Seniors Card +go This year we concluded TransLink’s biggest This year, we made it even easier for The new Seniors Card +go is a new combined ever go card promotion – the 400 000 great customers to buy, top up and use their card, which has a Seniors Card on one side go card giveaway. The promotion saw free go card by: and TransLink’s Seniors go card on the other. go cards pre-loaded with $10 made available The new card gives holders access to a range expanding the go card retail to individuals and community groups of government concessions and business network: with more than 560 purchase across the region, to encourage them to discounts, as well as the option to store locations and 1600 places to top up give go card a try. money on the card to pay for concession across the network, now including fares on bus, train and ferry services in Over the three month period of the promotion: CityCats and CityFerries South East Queensland. The new convenient, around 260 000 cards were given away improved online facilities: customers double-sided card is free, easy to use, and to individuals in response to applications can register their go card online, view has all the usual savings available with the received online, through post and via recent transactions, register for auto current Seniors Card. 10 regional public events top-up and request adjustments U-Pass almost 110 000 cards were given more equipment: 20 new go card The U-Pass pilot program is being delivered away to more than 300 not-for-profit fare machines installed at busway and in partnership with the University of the organisations, to distribute to their bus stations, new go card gates and Sunshine Coast and the Sunshine Coast clients and volunteer staff go card readers at train stations across the network. Regional Council, and provides travel Remaining unclaimed cards were then subsidies to students and staff to encourage allocated for distribution through our go greater use of public transport. The university ready educational program, providing is providing a funding subsidy for students seniors, pensioners, customers from and staff through the scheme and this year culturally and linguistically diverse purchased 2000 go cards loaded with backgrounds, and people with disabilities $20 travel credit. The scheme may be with additional support, to help make the expanded to combine student ID cards with switch to go card. the go card, similar to the Seniors Card +go. The promotion itself proved a great success in getting customers on board with go card. Since the conclusion of the promotion, go card usage increased dramatically from 63.9 per cent in September 2010 to around 80 per cent of all trips in June 2011. Our customers and About TransLink Our partnerships Our network Our fares and ticketing Our social responsibility Our people strategy Our governance Financials community 71 card issued. go go card’s card’s go card issued. card issued for use go go card giveaway. go cards given away cards given away go card named best smartcard card daily fare cap. Celebrating major milestones July 2010 one millionth August 2010 go and in Australia by the Tourism Forum. Transport September 2010 free since 2008 – less than a year after celebrating the first 100 million trips. April 2011 auto top-up hits 100 000 users, averaging 1000 new users a week. June 2011 two millionth to customers via the great to customers via the great 400 000 January 2011 launch of new Senior and Pensioner go February 2011 10 000th Seniors Card + March 2011 200 million trips taken on network. on the TransLink TransLink Transit Authority Annual Report 2010–11 Report Annual Authority Transit TransLink card. The fee for go TransLink Access Pass (TAP) TransLink Following the success of the initial Access six-month trial, the TransLink Pass was re-launched as a 12-month pass. The pass caters for customers who have a significant permanent physical or intellectual disability and are able to independently travel on public transport, but are unable to use the pass is $60 for 12 months from the time received 129 applications of issue. TransLink for the pass in 2010–11. and Permanently Totally Incapacitated (TPI) Pass Developed in conjunction with the and Main Roads, Department of Transport the TPI Pass provides free travel to eligible ex-servicemen and women across the network. It will eventually be TransLink rolled out across the whole of Queensland. There are currently 2298 TPI Pass holders in South East Queensland. Animal Assistance Pass The Animal Assistance Pass was amended in partnership with the Department of Transport and Main Roads and advocacy groups to provide a clearer system of identifying assistance animals in use across the public transport network, to make it easier for customers to access and use public transport. card go card and said go Eight out of nine All organisations involved in the trial Making travel on public transport easy for customers with assistance animals. card trial that can be used by staff when travelling for business purposes. Forty-one organisations participated in the trial to provide feedback about the product, which is to TransLink now being developed for public release. The feedback showed that seven out of nine organisations found the card encouraged public transport use. organisations rated the card as convenient, easy to use, and reduced the need for alternative transport such as cars and taxis. committed to continuing and increasing their use of the Corporate that they would recommend the product to other organisations. TransLink has completed the trial of a TransLink pre-loaded, transferable Corporate Completion of the Corporate go 72 TransLink Transit Authority Annual Report 2010–11 Our performance TransLink is committed to delivering a value for money fare and ticketing strategy that supports the long-term financial sustainability of our public transport network and encourages greater use of public transport. We will do this by delivering our fare path strategy, deploying a revenue protection strategy to reduce fare evasion, and enhancing the reach of our integrated and innovative products to meet customer needs. Activity 2010–11 Target 2008–09 2009–10 2010–11 Comment Total go card trips N/A 39 509 587 80 583 337 124 570 780 See the go card use section below. % of all trips made N/A 22% 44% 70%* Increasing go card take up rate is using go card due to changes in available product mix, 400 000 giveaway, daily capping and increasing off-peak discounts. Customer satisfaction N/A N/A 76.4 77.8 See p.34 for information on our with go card customer satisfaction measures. Cost recovery 30% by 2015 24.3% 24% 22.5% See the cost recovery section below. Average fare revenue N/A $1.49 $1.59 $1.76 See the Chief Financial Officer’s per passenger message on p.114. Cost ($) subsidy per $5.46 $4.64 $5.05 $6.06 See the Chief Financial Officer’s passenger trip message on p.114. go card use Cost recovery go card use increased dramatically following the January 2011 The impacts of the floods and an increase in the cost of capital on fare changes, representing almost 79* per cent of all trips taken rail assets resulted in a reduction in cost recovery from 24 per cent in Q4 of 2010–11. in 2009–10 to 22.6 per cent in 2010–11. go card use network wide Fare and subsidy levels network wide Fare Subsidy 100 100 90 90 80 80 70 70 60 60 50 50 Per cent 40 Per cent 40 30 30 20 20 10 10 0 0 2009–10 2009–10 2009–10 2009–10 2010–11 2010–11 2010–11 2010–11 2009–10 2009–10 2009–10 2009–10 2010–11 2010–11 2010–11 2010–11 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 * 79 per cent represents the proportion of trips taken using go card in the fourth quarter of 2010–11, while 70 per cent represents the average for the full 2010–11 year. the smartcardsystemishelpingTransLink tobetterunderstand: With upto80percentoftripsnowmadeusing in demand,astheyoccur.” “It meanswecanbemoreresponsiveinourplanningtomeetchanges we aregettingthefullpicturealmostimmediately. analysis. Nowwiththe“touchon,touchoff”data andproductscouldtakemonthsofdata “Planning fornewservices transport,” Eleanorsaid. andunderstandhowpeoplewereusingpublic totry annual surveys “Before use thenetwork. to to customers.EleanorNightingale,StrategyManagersaidswitching andproducts a moreresponsiveapproachtodeliveringnewservices go the futureofpublictransport.Thankstorichtraveldatathat The arrivalof new products,”Eleanor said. to identifyingfuturestationupgrade andinvestigatingpotential fromplanningnewservices across thebusiness–everything “We usetheinformationwegetfrom go the futuredirectionofSouthEastQueensland’s publictransportnetwork,piecebypiece. With morethantwomillioncardsnowincirculation, card’s smartcardproductisabletocapture, TransLink hasadopted key travelpatternsandpotentialareas offuturegrowth. stops onaparticularroute how manycustomersareboardingoralightingatdifferent a week,monthorevenyear the averagenumberofjourneyscustomersaremakinginaday, tocompletetheirjourneys services train andferry how andwhencustomersaretransferringbetweendifferentbus, how manyjourneysarebeingtakenbycustomersacrossthenetwork Delivering morewith card hadhelpedpaintamuchclearerpictureofhowcustomers go card, wereliedonticketsalesdata,on-boardcountsand go card signalledaneweraforTransLink inplanning go card tohelpwithplanning go go card, datafrom card givesus, go card “ the network. starting touse With theuseof duringthepeak,”shesaid. many ofourbusesandofferingmoreservices journeyforcustomers,byreducingover-crowdingstraightforward on “As aresult,we’vebeenabletodelivermorecomfortableand “The bestisyettocome.” technology hastooffer,” Eleanorsaid. “We’re onlyjustbeginningtoleveragethefullbenefitsthatsmartcard development offuturecustomerproducts. planning thefutureofpublictransportnetwork,including Moving forward, meet futuredemand. andinfrastructureinareaswheretheywillbebestplacedto services Using thisdata,TransLink isabletoconfidentlyplanaheadprovide that mightpointtofutureareasofgrowth.” “This informationhelpsusidentifyemergingpassengertraveltrends areas andtrackchangingtravelpatternsonthenetwork,”Eleanorsaid. to deliver services towheretheyweremostneeded. to deliverservices “Wetimesandstoppingpatterns werethenabletoplanourservice travel patterns,individualstationpatronageandkeytransferlocations. current networkbyidentifyingpeakpassengerloadvolumes,customer “Our networkplannerswereabletouse Coast traintimetables,”shesaid. toconnectwiththenewIpswich,CabooltureandSunshine services “Just recently, weused go card helpsuseasilyidentifyincreasesinpatronagedifferent go card ishelpingTransLink tomap go go go card datatoidentifypotentialgrowthareasacross card continuingtoincrease,TransLink isalso TransLink Transit AuthorityAnnualReport2010–11 card datawillcontinuetoplayavitalrolein go card datatohelpuswiththereviewofbus t h go card datatointerrogatethe 2 73 CASE STUDY 74 TransLink Transit Authority Annual Report 2010–11 A fairer go for the community CASE STUDY TransLink supports customers who pay their fair share for public transport by continuing to crackdown on fare evasion. The message is simple – do the wrong thing and you will be caught. The Senior Network Officers are authorised officers that have Every dollar in revenue that is lost due to fare evasion is a dollar that been highly trained to use extended powers available under the is taken from potential new and enhanced services for our customers. Transport Operations (Passenger Transport) Act 1994 to help To help tackle this issue, TransLink has introduced a new revenue decrease fare evasion. protection strategy and team to make sure that everyone pays their Since the deployment of the Senior Network Officers, around fair share. 4500 fare evaders have been caught and issued infringement notices. Over the past year, the team has added to its arsenal of revenue With the increase in customers using go card, TransLink has also been protection measures across the public transport network to help monitoring the number of users who were deliberately misusing their deter would-be fare evaders from doing the wrong thing. go card by taking advantage of the low fixed fare rate that the system New initiatives include the continued recruitment of TransLink’s charges when a customer does not touch off or on at the start or end newest revenue protection team, the Senior Network Officers, the of their journey. installation of new fare gates at key train stations, and an increase “Our studies were showing that there were around 70 000 trips each to fixed fare rates on go card. month that were being charged the fixed fare because the cardholder TransLink’s revenue protection manager, Tary Hill, said the was deliberately choosing not to touch on or touch off,” Tary said. introduction of new revenue protection measures had made a To counter this misuse, in May 2011, TransLink increased fixed noticeable difference in reducing revenue loss through fare evasion. fares. This means that customers who deliberately choose not to “Within a month of installing the first round of new fare gates at touch off their go card now incur a fixed fare of $5 on bus and Central station in September 2010, fare revenue rose by an estimated $10 on rail (concessions: $2.50 bus and $5 rail). $40 000 per week or $2 million per year,” Tary said. The strategy has worked. Since the introduction of new fixed fares, “Since then we’ve continued rolling out gates at other stations on the number of occurrences has decreased significantly. the rail network including Roma St, Fortitude Valley, Helensvale, “We’re also making sure that people understand why paying the Robina and Varsity Lakes train stations, with Nerang and Coomera right fare is the right thing to do,” Tary said. next on the list. “It’s tempting to think that one person not paying isn’t that big “Between these other stations, we’re capturing another $40 000 each a deal, but it’s essentially stealing from those who do the right week, which is money we’re putting right back into the public transport thing and it really adds up. It means that we have less money network,” she said. to spend on delivering better services for the rest of the community.” TransLink’s Senior Network Officer team also continues to expand, That’s why over the next five years TransLink’s dedicated revenue with 23 officers now out patrolling across the network, supporting protection team will continue to rollout its plan to reduce fare evasion the existing TransLink Transit Officer workforce in undertaking across the network. revenue protection activities. TransLink Transit Authorityth Annual Report 22010–11 75 Our social responsibility Our key achievements Launch of our new Signed the Provided more than corporate 8days $ social UITP of free 220 000 responsibility worth of framework Sustainable travel Development provided to help our support Charter community get back on to community events its feet after the floods throughout South East Queensland 76 TransLink Transit Authority Annual Report 2010–11 Our new corporate social responsibility framework formalises our commitment to delivering a sustainable transport future. A strong public transport system that contributes to the social, Our commitment to sustainability environmental and economic wellbeing of our local community will enhance the long-term liveability of our region. In delivering the TransLink With the impending challenges of peak oil, carbon pricing and mandated network, our social responsibility is to ensure the broader needs of the greenhouse gas emissions reduction targets upon us, there is an onus community are met. We do this by proactively considering and accounting on businesses to do their bit for the environment. Likewise, we all have a for the impacts of our business decisions across the triple bottom line: responsibility to ensure that the decisions we make will also support the long-term wellbeing of our local and global communities. Environment – the impacts that TransLink’s decisions or actions have on the health of the local and global environment. The proportionate responsibility faced by TransLink is substantial. As one of the world’s largest integrated public transport networks, we Social – the ways in which TransLink’s decisions or actions must ensure that the services and infrastructure we provide are delivered impact on the wellbeing of our customers, employees, delivery as sustainably as possible. Key to achieving this will be promoting partners, suppliers and the broader community. sustainable development approaches, demonstrated though our Economic – the financial and non-financial impact that TransLink’s environmental leadership, social integrity and economic accountability. decisions or actions have in contributing to the sustainability and prosperity of the local and global economy in which we operate. The 2010–11 financial year saw us move from strength to strength in our journey toward a more sustainable transport future. We became This year, we formalised our commitment to make sustainability a key pledge signatories of the UITP’s Sustainable Development Charter and focus for TransLink through the establishment of our Corporate Social established our new CSR Framework which outlines what it is we want Responsibility (CSR) Framework and Corporate Social Responsibility to achieve in the short, medium and long term (see p.78). This year we Board (CSR Board). For the very first time, we are also reporting on are also reporting on the broader environmental, social and economic our environmental, social and economic performance in line with the performance of our activities, using the Global Reporting Initiative’s reporting frameworks set out by the Global Reporting Initiative (see the reporting framework. full GRI index on p.169). These measures are assisting to set future targets for TransLink to . become a more socially responsible organisation. But they are only Our Corporate Social the first actions in a list of many that we will undertake over the next Responsibility Framework few years to achieve our CSR vision of a sustainable transport future. Our vision Our principles Peter Strachan Chief Executive Officer, TransLink Transit Authority A sustainable Environmental leadership transport future. Social integrity Economic accountability. Our customers and About TransLink Our partnerships Our network Our fares and ticketing Our social responsibility Our people strategy Our governance Financials community 77 ambitions for a Strong, Green, While it’s not always possible to find a not While it’s needs, it is solution that meets everyone’s important to give the community a say in decisions that affect them, as the network continues to grow and mature. The TransLink network plays a vital role in The TransLink providing environmentally our community, friendly and affordable access to jobs, training, housing, health and recreation. Our responsibility is to ensure the network is delivered as sustainably as possible to meet the Queensland Government’s Q2 Toward Smart, Healthy and Fair Queensland. must take an active role in TransLink generating positive economic benefits for the people of South East Queensland, by delivering a value for money public transport system through sound governance and efficient financial stewardship. Delivering value for money for Queensland taxpayers TransLink Transit Authority Annual Report 2010–11 Report Annual Authority Transit TransLink , the TransLink , the TransLink 2 Inclusive decision making is committed to delivering a public TransLink transport network that meets the needs of the South East Queensland community. achieve this, we have a responsibility To to engage with our community to give individuals the opportunity to have their say on the kinds of services we deliver and the way in which we deliver them. Public transport plays a vital role in tackling the issue of social exclusion. For the estimated 9.2 per cent of households in South East Queensland who do not have access to a private vehicle Tackling social exclusion Tackling network provides affordable access to jobs, training, housing, health and recreation. For with a physical or learning people the elderly, disability and people from low income households, public transport can provide a vital link in to their community. But while our public transport network can provide opportunities for social inclusion, many barriers to the network still remain. needs to promote social inclusion TransLink by providing safe, affordable and equitable access to employment, education, health and recreation both for our broader community and our own internal staff. , 2010, Queensland Government. , August 2009, Queensland Government. Toward Q2 Toward . 1 Draft Connecting SEQ 2031 ClimateQ: toward a greener Queensland 2006 data from The Queensland Government’s The Queensland Government’s strategy outlines a target to cut by one-third Queenslanders’ carbon footprint with reduced car and electricity use. Making public transport an attractive and viable alternative to private vehicle travel will be key to achieving this goal. has a On a global scale, TransLink responsibility to ensure that the services and infrastructure we provide are delivered do this we need to work with To sustainably. our partners and suppliers to find ways to improve the environmental performance of our products and services, and plan ahead to manage long-term climate change impacts. Closer to home, we also need to ensure our own internal business practices reduce our corporate carbon footprint. 1 2 Australia’s greenhouse gas emissions greenhouse Australia’s per capita are amongst the highest in the world and Queensland is responsible for more emissions per capita than any other Australian state. An estimated 12.1 per cent greenhouse gas emissions of Queensland’s are directly attributable to the transport with a large proportion industry, relating to private vehicle use Responding to global environmental challenges Our challenges 78 TransLink Transit Authority Annual Report 2010–11 Our strategy Environmental leadership Social integrity Economic accountability TransLink is committed to championing TransLink plays a vital role in connecting and TransLink is committed to generating positive environmental sustainability across the strengthening our community. Our services economic benefits for the people of South TransLink family, our customers and offer better opportunities to everyone in South East Queensland. With nearly all of our government stakeholders. As a purchaser East Queensland by providing access to jobs, $1.4 billion budget used to procure locally of more than $1.25 billion in contracted training, housing, health and recreation. Our produced services, TransLink is committed public transport services and infrastructure commitment is to build upon this by: to supporting our local economy and TransLink can play a major role in delivering creating jobs in South East Queensland. promoting social inclusion by providing better environmental outcomes. We will do We do this by: safe, affordable and equitable mobility this by: options delivering a value for money public exerting positive influence among our proactively investing in making public transport system through sound stakeholders (e.g. delivery partners, transport accessible to all user groups governance and efficient financial industry and government) stewardship creating and nurturing a fair, safe investing in research and rewarding and supportive work environment generating local prosperity by procuring best practice approaches to transport and investing in local suppliers and engaging with our customers, community sustainability local expertise and other stakeholders to ensure our working with our stakeholders to set decision making promotes positive supporting our community by investing the benchmarks for environmental outcomes. in local programs that promote management and sustainable design sustainability and contribute to our in transport vision of making travel easy promoting public transport and reporting on our performance openly sustainable transport in South and transparently. East Queensland. For more on ways we have contributed to the wellbeing of our community this year, see p.80. Our customers and About TransLink Our partnerships Our network Our fares and ticketing Our social responsibility Our people strategy Our governance Financials community 79 paper usage, including consideration of recycled and non-recycled content. waste disposal, including recycled and general waste fuel consumption for vehicles used for business travel purposes the energy efficiency of our office equipment electricity consumption within our building Through this work, we have been able to establish a baseline of our greenhouse gas emissions and will be setting an emissions- intensity reduction target for our business. For more on how we are working greener, see the case study on p.83. TransLink is making it even easier for is making it even easier TransLink cycling in their our customers to include convenient and travels by installing safe, at selected bus and secure bicycle facilities network. These train stations across the flexibility as bicycle facilities offer greater customers are able to cycle to a station and securely park their bicycle before continuing their journey. Understanding our business impacts we commissioned the help This year, of Ecofund Queensland to measure and understand the environmental impacts of our corporate business activities. examined: We TransLink Transit Authority Annual Report 2010–11 Report Annual Authority Transit TransLink Toward Q2 Toward By encouraging South Making sustainable transport easy carried around During 2010–11, TransLink 178.6 million passengers – the equivalent of around 148.7 million less private vehicle trips on our roads. East Queenslanders to swap more of their private vehicle journeys for public transport, contributes to achieving the TransLink Queensland Government’s Signing the UITP SustainableSigning the UITP Development Charter Association for In 2003, the International its Charter (UITP) launched Public Transport to increase for Sustainable Development awareness of and participation in sustainable development in the public transport industry. The charter asks UITP member organisations to make a voluntary commitment to promoting sustainable development by monitoring, measuring and reporting on their sustainability performance. In April 2011, at the 59th UITP World Congress and Exhibition, we were accepted as pledge signatories to the Charter. By doing so we joined the growing ranks of more than 170 public transport organisations who have committed to making sustainable development a key priority for their organisation. Green target of reducing the state’s carbon Green target of reducing the state’s emissions by one-third by 2020, through reduced car and electricity use. also provides ongoing support TransLink to the Queensland Government’s program, which encourages TravelSmart people to use sustainable travel modes, such as public transport, walking or cycling, instead of using private vehicles. In 2010–11, we formalised our commitment In 2010–11, we formalised a key priority for to making sustainability development of the business through the our Corporate Social Responsibility (CSR) Framework. Built on the principles of Environmental leadership, Social integrity and Economic this framework outlines accountability, the principles by which we will carry out our business to deliver the best possible outcomes for our customers, employees, suppliers and community. Our CSR Framework and related program of activities are championed by our new Corporate Social Responsibility Board (CSR Board). The role of the CSR Board is to lead sustainable decision making across all business to aspects of the TransLink environmental, improve TransLink’s social and economic performance. The CSR Board is the governing body annual CSR program and for TransLink’s budget. It is the approving body for proposed CSR activities and projects which have a primary deliver an environmental aim to or social benefit. One of the main tasks for the CSR Board in 2011–12 will be measuring our baseline performance and setting targets to guide our future activities. Our new Corporate Social Our new Corporate Responsibility commitment Our key activities in 2010–11 activities Our key 80 TransLink Transit Authority Annual Report 2010–11 TransLink staff rode for better health in the Wilson HTM Brisbane to the Gold Coast Cycle challenge Providing easy access Continuing our Queensland Department of to community events community involvement Transport and Main Roads’ TravelSmart program – a voluntary In 2010–11, TransLink provided safe travel TransLink supports a number of community travel behaviour change program that to and from 178 major cultural events, and special events in South East Queensland. encourages people to use sustainable concerts and sporting events, moving In 2010–11, TransLink provided more than travel modes such as public transport, more than two million attendees. $220 000 worth of free transport, in-kind walking, cycling and carpooling in favour donations and other support to: TransLink events staff also provided transport of single occupancy vehicle travel. planning and budget forecast advice to ANZAC Day 2011 Drink Safe Precinct trials Commonwealth and State Government bids Community Cricket Day – combining the resources of state to secure the rights to host the FIFA World (previously Volunteer’s Cricket Day) and local government, industry and Cup (2022), the 2015 Asian Football Cup community groups to deliver practical Riverfire 2010 and the 2018 Commonwealth Games local solutions to reduce alcohol-related proposed for the Gold Coast. Each of these Juvenile Diabetes Research violence in entertainment districts (see bids required months of service planning Foundation Walk the case study on p.84). and budget forecasting. Wilson HTM Brisbane to Gold Coast Cycle Challenge Free travel after the floods Brisbane International Tennis The devastating effects of the January 2011 TransLink provides TransLink Cine Sparks Program floods took its toll on many communities in transport for South East of the Brisbane International Film South East Queensland. Queensland’s biggest Festival (BIFF). To help get everyone back on their feet and venues, including: Supporting community assist with the flood recovery efforts, from 14 to 21 January we provided free public The Gabba partnerships transport across South East Queensland. Suncorp Stadium TransLink works with our delivery partners It was the first time free public transport had Skilled Park and other government agencies on programs been offered on this scale before, but played Metricon Stadium (Carrara) that make a positive contribution to the local an important role in getting our community Queensland Tennis Centre community. These include: moving again. Brisbane Entertainment Centre Queensland Rail’s Positive Through the free travel initiative, TransLink (Boondall). pARTnerships program – which was able to provide people with a safe way to involves schools and community groups get around the region, help volunteers get to in the beautification of train stations. areas of need and keep unnecessary cars off Queensland Police Service’s After the road while the massive clean-up of South Dark program – providing safe travel East Queensland’s streets took place. home late at night for at-risk youth on It’s estimated that more than five million the street. customers took advantage of the free travel Caboolture Bus Lines – Be Smart, over this period to the value of $12.3 million. Be Cool, Travel Safe Program, helping to teach students about safe bus and road travel. Our customers and About TransLink Our partnerships Our network Our fares and ticketing Our social responsibility Our people strategy Our governance Financials community 81 Brisbane in offices associated with TransLink leases Brisbane in offices associated with TransLink TransLink Transit Authority Annual Report 2010–11 Report Annual Authority Transit TransLink During 2010–11, there were 18 complaints referred to the During 2010–11, there were 18 complaints referred instructions from the have received no ombudsman. We ombudsman that we have acted unreasonably after their investigations. Emissions Reporting Guidelines including emissions Emissions Reporting Guidelines including emissions for fuel unleaded gasoline, diesel oil, E10 and electricity have been excluded from emissions consumption. HVAC is not scope 1 and 2 emissions calculations as TransLink invoiced for the electricity consumed for HVAC. deducted The cooling tower water consumption has been from the total usage to give a more accurate figure. in 2010–11 Not reported 5 57.38 tonnes Not available Not reported 10 tonnesNot reported on p.83. See the case study 9567 kilolitres There is only one meter for the whole building at present. 359 tCO2-e 376 tCO2-e Emissions figure aggregated using National Greenhouse 1 1 1 1 Use of paper in the course of business (tonnes/FTE). building, withdrawal (T-Central Water 420 George St, Brisbane). Disposal of waste generated by the organisation Disposal of waste generated by the organisation per full time (tonnes/FTE). Number of reported grievances related to human rights, filed, address and resolved through formal grievance mechanisms. Number of ombudsman complaints upheld. Not reported None advised Scope 1 and 2 Emissions for TransLink Scope 1 and 2 Emissions for TransLink operations from 420 George St (excludes HVAC). Activity 2009-10 2010-11 Comment Boundary for this emissions inventory is limited to activities undertaken from TransLink’s headquarters at 420 George Street, headquarters Boundary for this emissions inventory is limited to activities undertaken from TransLink’s 1 TransLink is committed to achieving a sustainable transport future for our community. for our community. a sustainable transport future is committed to achieving TransLink across all aspects of the TransLink sustainable decision making will do this by leading We integrity and leadership, social our principles of environmental business and championing economic accountability. Our performance including levels 2, 7–13 and half of level 3. 82 TransLink Transit Authority Annual Report 2010–11 Working green CASE STUDY TransLink Transit Authority Annual Report 2010–11 83 CASE STUDY TransLink CEO Peter Strachan signs the UITP Sustainable Development charter. The first step in implementing TransLink’s new Corporate Social Responsibility framework was to get our own house in order by improving the way we do our everyday business in our office. To help get the project off the ground, TransLink engaged the help “Stationery items such as pens, highlighters, note pads and post-it of James Sanders, a student of Griffith University’s Green Steps notes can easily be swapped to a comparable item made from recycled program. Developed by Monash University, Green Steps is a special or biodegradable material,” James said. sustainability and environment training and work placement program A list of approved stationery supplies, including copy paper with a that sees university students working with businesses to develop a minimum 50 per cent recycled content was also provided to staff greener working environment. responsible for ordering stationery in each of the business areas. James played a vital role in helping us to understand how “We also tried to get people to think about reducing their printing TransLink was currently performing and figure out how we by adding a message to TransLink’s email signature asking them to could do things better. consider the environment before printing the email,” James said. “Our first step was to audit the amount of paper being used in And the program is working. TransLink’s office building. This audit showed the business was consuming more than 10 tonnes of copy paper annually, or roughly A review of TransLink’s paper consumption three months on from 37 tonnes of wood each year,” James said. implementation showed an average 21 per cent reduction in paper going through our printers. “Based on that level of usage, we looked at what opportunities were available to reduce paper consumption and also find paper stocks that Seventy-three per cent of print jobs on our main printers are now had a lower environmental impact. printed double sided compared to 44 per cent in March 2011. “We then set a target to reduce TransLink’s overall paper consumption But that was just the beginning. TransLink’s use of electricity, by 20 per cent by December 2011,” he said. fuel, water and generation of waste has also been targeted under this program. To do this, TransLink’s Corporate Social Responsibility team implemented a number of changes across the business, including At the start of April 2011 we commissioned an environmental audit by setting printer double-sided printing as the default for printers on environmental advisory specialists, Ecofund Queensland, to identify each floor. ways to further reduce waste and save money. An audit of TransLink’s weekly stationery orders also indicated that Using the findings of this audit, we are working with Ecofund to more stationery items could use recycled or biodegradable materials. develop an Emissions Management Plan for TransLink that will allow us to move closer to our goal of working green. 84 TransLink Transit Authority Annual Report 2010–11 New Valley safety initiatives CASE STUDY TransLink is committed to getting customers home safely through our participation in the Drink Safe Precinct trials in the Fortitude Valley and Surfers Paradise entertainment hubs. TransLink’s NightLink bus services support the Queensland “We will continue to work with our delivery partners and stakeholders Government’s Drink Safe Precinct project – a two year pilot program to further improve the NightLink experience and do our bit to ensure a that uses the combined resources of state and local government safe and easy journey home for our customers at night.” agencies, industry and community organisations to reduce alcohol- As part of the trial, TransLink has introduced GOes Before Optics related violence in entertainment areas. (GOBO) projectors in the Valley that light the way to NightLink It is estimated that approximately 35 000 to 40 000 patrons frequent services and taxis on Friday and Saturday nights to assist customers Fortitude Valley on an average Friday or Saturday night, and TransLink find their way. We are also working with the Queensland Police, is committed to offering a safe and effortless public transport option to Brisbane Transport and Brisbane City Council to improve the assist these night owls to get home. TransLink has been active in both effectiveness of stop security through better coordination and the Fortitude Valley and Gold Coast Drink Safe Precinct pilots and has linking into the City Safe camera and radio network. been working hard with our delivery partners and community groups TransLink is also working with the community group ‘Chill Out Zone’ to make improvements to NightLink services. to provide information and support to assist passengers in the TransLink Chief Executive Officer Peter Strachan said some of ‘Chill Out Van’ located in the Brunswick Street mall. Through the the key initiatives arising from this included the relocation of initiative, TransLink provides emergency go cards for people who the NightLink stops from Warner Street to Brunswick Street in have had their wallet and phone lost or stolen, and have no other Fortitude Valley. means of getting home. “This relocation has significantly improved the passenger experience in relocating services to a brightly lit, less crowded, safe and sheltered environment,” Peter said. TransLink Transit Authoritythhority Annual Report 22010–11 85 Our people strategy Our key achievements Launch of our Staff satisfaction at Launch of our new New new people graduate and flexible 74% undergraduate work strategy up 8% on 2009–10 programs ensuring we have the arrangements right people with the to support our employees right skills on board 86 TransLink Transit Authority Annual Report 2010–11 Making sure we have the right people with the right skills and passion working for us is a key priority for TransLink. Translink currently employs more than 300 people to help manage our $1.4 billion portfolio and deliver a Our values g public transport network that meets our community’s needs. g thin s do in ne We are committed to building our internal capabilities to tt borati e lla on g o deliver effective, value-for-money outcomes for the people c of South East Queensland. r foc f e u l This year, we launched our People Strategy 2010–2015, m s to e which outlines how we will plan, develop and manage our s s u c d workforce. Our people strategy is built on four key platforms of n Performance, Alignment, Capability and Engagement (PACE), rs a the k which are helping us to deliver on our vision of making travel easy. or o or t f w m c ec r s For more on our people strategy, see the case study on p.92. o p ou li m s y y na m e enjo o r si it es te prof d e to enc making a differ Our customers and About TransLink Our partnerships Our network Our fares and ticketing Our social responsibility Our people strategy Our governance Financials community 87 Supporting our staff values our people and the TransLink contribution they make, each and every day, to build a better public transport network for our community. want to create an organisation where We there is talented leadership and management, where our people feel valued and able to develop both professionally and personally, where we recognise the importance of building and retaining our workforce knowledge and help our people to achieve a balance between work and other priorities. Our annual values survey results show that our people rate supervisor and team support veryhighly – well above industry want to make sure that our benchmarks. We people continue to feel supported to be the best they can be. Our challenge is to ensure we support our staff with rewarding career and development opportunities, excellent employment conditions, a safe working environment and flexible work options to promote a healthy work-life balance for all of our people. TransLink Transit Authority Annual Report 2010–11 Report Annual Authority Transit TransLink . making travel easy Our people are passionate about making Our goal a difference in the community. is to ensure they have the support and skills they need to achieve this. Having the right people on board will enable us to deliver on our vision of The increasing pace of change in our business environment and skill shortages in key specialised roles are driving the need for workforce to become more agile TransLink’s to meet demand. Our key challenges will be to attract and retain top talent, enhance our internal leadership and management capabilities, align the skills of our people to the needs of and continue to motivate and our community, engage our people. Right people, right skills Ideally, we Ideally, To do this, we do To priority and ensure our number one we live and breathe our customer focus in all that we do across the organisation. aspire to become a world-class public transport organisation whose customer focus is second to none. challenge is to make customer TransLink’s outcomes TransLink is committed to making customer TransLink service our highest priority. need to provide our staff with the skills and training they need to deliver a quality customer service experience. Continuing our culture customer-focus Our challenges 88 TransLink Transit Authority Annual Report 2010–11 Our strategy Achieving our Our ‘Alignment’ platform includes: Succession and Talent Management Strategy – developing our future leaders performance objectives Organisational Change Panel – and preparing team, directorate and whole the decision making body that links The importance of ensuring we are on of organisation succession plans. the management and development of track to achieve our goals is reflected in the TransLink Transit Authority’s workforce Graduate and pre-graduate first platform of our new People Strategy and organisation structure to our programs – recruiting and mentoring 2010–2015 – ‘Performance’. Our goal is strategic priorities. talented university students and graduates to deliver business excellence in all areas to become active contributors to our Organisational planning and of our organisation, underpinned by a vision of making travel easy. culture of continuous improvement, recruitment and selection – Training, coaching and mentoring innovation and learning. to help create fit-for-purpose teams and team structures. – providing staff with access to learning Our ‘Performance’ strategy includes: opportunities to improve their skills Clear role design – ensuring we are and knowledge. Implementing mandatory matching the skills of our recruited staff Achievement and Development to the outcomes we need to deliver. Knowledge Management Strategy – Planning – for all TransLink staff. creating a robust framework for capturing Employment entitlements and and sharing corporate information and Improved team development – flexible work options – to help knowledge across our business. through better work planning and attract and retain skilled employees goal setting. who can assist in helping us achieve Creating an engaged and our strategic objectives. Continuing our staff Rewards and collaborative workforce Recognition Scheme – to reward Change Management Strategy – exceptional staff performance. to empower our employees in embracing The fourth platform of our People Strategy Continuing our OH&S and Wellness positive change and create an agile is ‘Engagement’. Our goal is to create a Program – to prevent lost productivity. workforce that can be mobilised to collaborative work environment where meet changing business needs. people feel valued and involved. Implementing a workforce planning framework. Providing the capability Our ‘Engagement’ platform includes: Creating an alignment to get the job done Culture and Values Program – putting our values at the heart of what between people and The third key platform area under our we do, engaging with staff to maintain organisational goals People Strategy is ‘Capability’, ensuring a supportive and positive work culture. we have the right talent, in the right place, The second key platform area under our Internal Communication Strategy – at the right time. People Strategy is ‘Alignment’. Through our keeping our staff connected and engaged programs, we ensure that there is alignment Our ‘Capability’ platform includes: with our strategic objectives, programs between our organisational capability, our and projects across the business. Leadership and management strategic business objectives and our values. development – recognising and Employee value proposition – building management and leadership engaging with our staff to articulate capability to promote strong internal and understand what it means to be leadership. a part of TransLink. Our customers and About TransLink Our partnerships Our network Our fares and ticketing Our social responsibility Our people strategy Our governance Financials community 89 and which provides Occupational Health and aims to reduce the incidence, attendance at conferences participation in industry forums secondments and placements with other government agencies and projects. internal and on-the-job training internal and on-the-job mentoring, coaching, shadowing and peer assistance undertaking academic study for a qualification, or open or distance learning in-house, external and online training programs and workshops membership of industry and professional bodies This year, TransLink partnered with a number TransLink This year, of local and interstate academic institutions, including the University of Queensland, Queensland University of Technology, Bond University and Griffith University, worked with these We Monash University. organisations to provide assistance and input for research, to provide on-the-job industry for undergraduate students, training offer opportunities for career progression for graduates, and to provide our staff with opportunities for professional development. Health and Safety is committed to ensuring the TransLink wellbeing and comfort of all of our safety, employees. Our Safety Policy severity and cost of work-related injuries by integrating safe working at TransLink procedures into all aspects of the TransLink organisation. The policy complies with the Health and Safety Act 1995 Workplace regulation. It is supported by TransLink’s Policy, Return to Work assistance for employees returning to work following illness or injury. Training and development Training our staff with provided In 2010–11, TransLink to learn and grow, a number of opportunities including: through a range of initiatives, TransLink Transit Authority Annual Report 2010–11 Report Annual Authority Transit TransLink QPSU member (rotating) as a guest, one QPSU organiser, whenever invited or requested to attend by the QPSU other relevant union organiser, delegate and/or member as agreed to by the Committee. Principal Employee Relations. Director of People and Capability. Queensland Public Sector Union (QPSU) delegates Secretariat Management Union TTA Consultative Committee TTA Consultative Committee TransLink’s with the aim of meets on a monthly basis between TransLink facilitating consultation on and relevant union representatives industrial issues that have the potential to impact on our workforce. The committee’s members include representatives from the and internal Leadership Team TransLink union representatives/organisers from within the workforce. The parties to the consultative committee are as follows: ten days sick leave per year corporate private health cover discount through MBF salary sacrificing. generous superannuation (12.75 per cent employer contribution based on a five per cent employee contribution) leave loading on 20 days annual leave Busway Safety Officers receive per year. 25 days annual leave a 36.25 hour working week for corporate staff. Busway Safety Officers and Senior Network Officers have a 38-hour working week during the 2010–11 financial year there were four voluntary early retirements there were no medical retirements with no financial impact. 9.5 per cent worked within the Brisbane Management Centre Metropolitan Traffic 5.9 per cent worked as Senior Network Officers operating from our office in King George Square busway station our permanent retention rate was 87.21 per cent and the permanent separation rate was 12.79 per cent 84.6 per cent were office-based staff primary place of working at TransLink’s business at 420 George Street, Brisbane for the purpose of leading, planning, specifying and providing mass transit for the people of South East Queensland at 30 June 2011, the TransLink Transit Transit at 30 June 2011, the TransLink employed the Authority Employing Office employees equivalent of 347 full-time Industrial relations Authority Transit During 2010–11 the TransLink Employing Office operated under the State Government Departments Certified Agreement 2009. Under this agreement, in place until staff are entitled to: 31 July 2012, TransLink TransLink staffing in 2010–11: TransLink Our organisation Our key activities in 2010–11 activities Our key 90 TransLink Transit Authority Annual Report 2010–11 Flexible work opportunities Achievement and Based on the 2011 survey results, our development planning Employee Satisfaction Index continued TransLink’s flexible work options policies and to increase, with 74 per cent of staff rating procedures provide options for employees to To support our staff in their development, their satisfaction as good or better, an eight better manage their work and life priorities. each employee works with their managers per cent increase on 2009. More than eight These include providing access to more to establish an achievement plan. The plans out of 10 respondents also rated professional flexible working hours, compressed working outline a clear understanding of what is development and supervision and team weeks, telecommuting, job sharing and part- expected of the employee in their role, support favourably – well above industry time work options, paid parental leave and and demonstrate how the employee is benchmarks. on-site carer facilities. working towards TransLink’s five strategic TransLink has a Values Committee that objectives and living the TransLink values. Recognising the meets regularly to discuss ways to further The plan also ensures managers provide role of carers embed and promote our values in the employees with regular constructive ways we do business. The Values Committee TransLink recognises the important role communication about workplace is responsible for ensuring the outcomes of carers play in supporting the wellbeing of performance. TransLink’s annual Values Survey are the Queensland community, by providing In 2011, we commenced a program to further fed back to teams and implemented into ongoing care and support to those who are in improve our achievement planning process the business. need. In recognition of the vital contribution and commenced a pilot of the new process carers make, we are committed to ensuring in our Rail directorate. If successful, this 2010 TransLink the principles of the Carers Charter are enhanced process will be adopted by the Values Awards incorporated into our policy decision making, whole of TransLink in 2011–11. our business activities, and the services and The Values Awards recognise and celebrate products we offer our customers. individuals who demonstrate above and TransLink Values beyond efforts to live the TransLink Values. This year, TransLink sought the input of The TransLink Values Framework, The awards encourage staff to nominate carers on new policies and projects by developed in conjunction with our staff, colleagues who best represent one or more engaging with Carers Queensland through helps us positively shape the culture of our of the TransLink values. Nominations are TransLink’s Consumer Reference Group organisation. These values are supported open for most of the year, with winners (now the Public Transport Advisory Group) by the Board, the Leadership Team and announced in December. and by seeking feedback from all employees, the TransLink Values Committee. They including carers, on our internal human Collaboration are designed to be used day-to-day, as resource policies. Seaton Ellick a standard of corporate behaviour and We provide assistance to employees who are are the foundation of how we operate. Committed to making a difference carers by providing flexible work options and Lisa Parker TransLink asks staff for feedback via an annual special leave arrangements, and by providing Values Survey that measures our employees’ Customer focus access to confidential advice through our perception of how well our business practices Trent Rabbitt employee assistance service. Information are aligned with our values. The results of on these options is made available to Enjoy your work this survey help shape TransLink’s strategic staff on our intranet and from our human Melanie Walker team planning and inform our ongoing human resources team. resources activities. The Values Survey Getting things done makes it possible for TransLink to benchmark Sandy McDonnell Initiatives for women itself against other public and private sector Professionalism With a workforce and senior management organisations. Dan Moore team that is more than 50 per cent female, During our 2011 survey, we received Respect for others and self TransLink is committed to providing 296 responses or 94 per cent of our total staff John Ward equal opportunities and support for – an increase of four per cent compared with CEO’s award women through professional development, our last survey in 2009. learning, mentoring and coaching Jasmine Green opportunities. This year TransLink co-sponsored the Committee for Economic Development Australia (CEDA) Women in Leadership forum series, promoting women leaders in business. Our customers and About TransLink Our partnerships Our network Our fares and ticketing Our social responsibility Our people strategy Our governance Financials community 91 Government and Defence* Administration TransLink Lost time injury frequency rate 8 7 6 5 4 3 2 1 0 * 2007–08 figures released by Safe Work Australia. * 2007–08 figures released by Safe Work TransLink Transit Authority Annual Report 2010–11 Report Annual Authority Transit TransLink basis have increased to 347 (2009–10 290) to meet basis have increased to 347 (2009–10 290) to meet in the the increasing demands of managing investment network and to meet our revenue protection strategies. work cover case. See lost-time injury section below. six claims for medical expenses only two claims for time off work and medical expenses. eight claims for compensation were accepted by WorkCover Lost-time injury frequency rate lost-time injury frequency TransLink’s rate in 2010–11 was 1.58, which is well below industry benchmarks (Government Administration and Defence). WorkCover claims WorkCover 66% 74% p.90 for more on the employee satisfaction index. See ^ 269 290 347 Employee numbers measured on a full-time equivalent 2.15 1.63 1.58 injury See Lost-time section below. 7 15 8 section below. claims See WorkCover 30 30.5 190 Relates to a single work related injury resulting in a 16 26 21 See workers’ compensation and injury section below. N/A one incident related to office staff working at a community event. two incidents involved busway operations seven incidents related to office staff at the corporate office three incidents involved revenue protection operations eight incidents related to journeys to or from work Activity 2008–09 2009–10 2010–11 Comment TransLink full time TransLink employees Lost time injury frequency rate Permanent retention rate 82.1% 89.88% 87.21% Number of Cover claims Work Permanent separation rate 15.9% 10.12% 12.79% Days lost through lost-time injuries Voluntary early retirement 0 1 4 Reported work related incidents Medical retirements 1 0 0 Employee satisfaction index For the reporting period, from 1 July 2010 to 30 June 2011, there were 21 reported incidents: Workers’ compensation Workers’ and injury ^ Employee satisfaction index measure introduced in 2009–10. TransLink is committed to building on TransLink values to become a best in class people to become a best in class people values on TransLink is committed to building TransLink talented leaders and managers, create an organisation that cultivates want to organisation. We and they are able to develop professionally employees feel valued, where a place where our with a healthy work/life balance. a happy working environment and create personally, Our performance 92 TransLink Transit Authority Annual Report 2010–11 Our new People Strategy 2011–15 CASE STUDY Performance Achieving business excellence underpinned by a culture of continuous improvement, innovation and learning. Alignment Connecting our people with Translink’s strategic business direction. Engagement Creating a collaborative work environment where people feel valued and involved Capability Having the right talent, in the right place, at the right time. This year TransLink launched its People Strategy 2011–15, a strategy designed to ensure we have the workforce capacity and capability to meet future needs and deliver high-quality outcomes for our customers and community. The process to develop this strategy was a highly collaborative “TransLink uses ‘PACE Platforms’ to help achieve our People effort involving a cross section of staff as well as the Values Strategy,” Pierina said. Committee and Leadership Team members. “These platforms consist of three tiers, the first being routine Our people strategy outlines a five-year program of work aimed operations, such as Human Resources management and payroll, at attracting and retaining top talent, enhancing leadership and the second being projects like achievement planning and management capability, aligning the skills of our people to business development, and the third includes priority projects to deliver needs, and motivating and engaging our people so they feel valued business excellence such as management and leadership and able to develop professionally and personally. development and succession planning.” TransLink’s Director of People and Capability, Pierina Curties, The PACE platforms are helping TransLink to: said the strategy aimed to: establish a framework for building the capability of our workforce encourage quality and efficient service delivery through high underscore TransLink’s commitment to the People Strategy standards of productivity, performance and innovation present an outcomes-based approach aligned to business strategy ensure alignment between organisational capability (what offer planned, standardised, and integrated and cost effective TransLink can do) with our strategic direction (what TransLink approaches to people development needs to do) and our values (how TransLink intends to do this) provide a fit-for-purpose roadmap, tools and activities for continue to attract, retain, motivate and develop the right people organisational development promote our values provide targeted service offerings and facilitation. support our people in their health, safety and well-being, and ongoing professional and personal development “To measure the success of the People Strategy we will ensure that staff satisfaction is measured through the values survey, obtain improve our capacity to manage change and meet new feedback on projects and programs delivered through the strategy, priorities and challenges. and also consider the take up rates of programs and activities offered through the strategy,” Pierina said. TransLink Transit Authorityth Annual Report 22010–11 93 Our governance Our key achievements 100% Continued Establishment of Won endorsement new completion as a Project Managed Best Time First Entry and of our internal audit Organisation by the a Silver Award for our program internal 2009–10 Annual Report Australian Institute of committees Project Management in the Australasian to support our decision Reporting Awards making across the business 94 TransLink Transit Authority Annual Report 2010–11 Good corporate governance is key to delivering an efficient, value for money public transport system for our customers and Queensland taxpayers. At the heart of our governance framework are the roles, policies and processes that are used to set TransLink’s objectives and Our governance framework ensure we undertake our business activities in an effective and TransLink’s governance framework is founded on four core responsible manner. principles: The TransLink Transit Authority was established as a statutory authority Integrity – Our governance systems uphold ethical and under the Transport Operations (TransLink Transit Authority) Act 2008 professional behaviour and this legislation is the key source of our governance obligations. The Act prescribes TransLink’s functions and powers, board Transparency – TransLink’s governance practices are membership and meeting process, procedures for conflict of interest, conducted in an open and honest manner ministerial direction and information protocols, and TransLink’s Accountability – Our governance systems include responsibilities for planning and reporting. clear roles and responsibilities with all participants answerable for their decisions and performance Our governance framework determines the way which TransLink operates as a business by: Stewardship – Our governance structures and practices ensure TransLink’s resources are utilised to providing the means of setting and achieving corporate objectives deliver the best outcomes for all of our stakeholders. determining rules and policies monitoring performance and making decisions on corporate activities defining the distribution of responsibilities amongst the board, managers and other stakeholders. Our customers and About TransLink Our partnerships Our network Our fares and ticketing Our social responsibility Our people strategy Our governance Financials community 95 TransLink Transit Authority Annual Report 2010–11 Report Annual Authority Transit TransLink This instrument specifies those items for which the Board has This instrument specifies decisions and and the specific reserved decision making authority, delegated to the Chief Executive Officer. thresholds that have been by the Directors core business activities are managed TransLink’s are led by, The Leadership Team Team. of our executive Leadership Executive Officer. and report to, the Chief separated the Customer Service During 2010–11, TransLink manage the and Marketing directorate into two areas, to better Customer Service and Communications functions and the Marketing and Product functions within the business. Chief Executive Officer TransLink Leadership Team TransLink Rail Bus and Ferry TransLink Transit Authority Board Transit TransLink External Affairs Gold Coast Strategy and Planning People and Capability Infrastructure and Investment Marketing and Product Minister for Transport and Multicultural Affairs Minister for Transport Customer Service and Communications Finance and Technology To ensure a clear delineation between the role of the Board and ensure To has been prepared. management, a formal Instrument of Delegation The TransLink Transit Authority is governed by a non-executive, Authority is Transit The TransLink is tasked with steering the strategic seven-member Board, which reports directly Board TransLink’s direction of the organisation. and Multicultural Affairs, the to the Minister for Transport Palaszczuk MP. Honourable Annastacia Board delegates responsibility for the day-to-day TransLink’s to our Chief Executive Officer. management of TransLink Our structure 96 TransLink Transit Authority Annual Report 2010–11 Our Board L to R: David Stewart, Helen Gluer, Colin Jensen, Geoff Harley, Richard Mathews and Chris Freeman. Absent: Brett Godfrey. TransLink’s Board membership and process is prescribed in Part 4 of the Transport Operations (TransLink Transit Authority) Act 2008. As per this legislation, the TransLink Board consists of seven members, six of which are appointed by the Governor in Council, and one standing member, being the chief executive of the Transport Operations (Passenger Transport) Act 1994. All appointed Board members are non-executive. In selecting members for the TransLink Board, the Governor in Council must have regard to the person’s knowledge and experience specifically related to TransLink’s core functions, including public transport planning, transport coordination and operational planning, public transport sector employee interests, customer relations, business management, law, economics or accounting, social policy, and commercial and marketing development. On 12 July 2011, Helen Gluer and Brett Godfrey ceased their board membership, with two new members, Adrienne Ward and David Barbagallo, being appointed to the Board on 13 June 2011. Mr Geoff Harley (RFD, LLB, FAICD) Ms Helen Gluer (BCom, MBA) Chair Member Date of appointment: 13 June 2008 Date of appointment: 13 June 2008 Ceased appointment: 12 June 2011 Geoff Harley is a consultant in the Brisbane office of Clayton Utz and is an Adjunct Professor of Law at the University of Queensland Helen Gluer is the Chief Executive Officer of Stanwell Corporation Limited. Law School. Helen currently serves as a Council Member for the Queensland University Geoff has previously served as Chair of CS Energy. He is a Director of Technology, a Director of the Queensland Resources Council and of Brisbane Marketing Pty Ltd and a Member of the Advisory Board National Generators Forum, and is a member of the Local Government at Rowland Pty Ltd. His board experience covers fields as diverse Remuneration Tribunal and Energy Supply Association of Australia. as electricity generation, communications, information technology, Helen served as Chief Executive Officer of the Tarong Energy Corporation investment and agribusiness. Geoff has practised law for more than and, prior to this position, Chief Financial Officer for the Brisbane City 40 years. His role as a company director and nine years as Chief Council. She has served as Director of City Super Pty Ltd, the South East Executive of Clayton Utz in Queensland has given him invaluable Queensland Water Board and the Brisbane Airport Corporation, and was experience in strategy, operational management and governance. previously Chair of the Central Queensland Ports Authority. Helen has 25 years’ experience in the banking, finance and infrastructure sectors. Mr Chris Freeman (AM, BCom, FAICD) Member Mr Brett Godfrey (BBus, CA) Date of appointment: 13 June 2008 Member Chris Freeman is a company director holding board positions in the Date of appointment: 13 June 2008 property, arts and sporting sectors. He consults to the Mirvac Group Ceased appointment: 12 June 2011 and is a Director within the Mirvac UK operations. His directorships Brett Godfrey is a Non-Executive Director on the Board of WestJet, and appointments include Director of Watpac Limited, Director of Canada’s leading low-fare airline, Green Cross Australia, Auckland Tennis Australia Ltd, Chairman of Major Brisbane Festivals Pty Ltd, Airport, and Tourism Australia. Member of the Federal Government’s Major Performing Arts Group and Member of Brisbane City Council’s Urban Futures Board. Brett recently stepped down from the position of Chief Executive Officer of Australia’s second largest air carrier, Virgin Blue Airlines Chris has previously held the positions of Chairman, UAE, United Group, a position he held since he first launched the company in Kingdom and Queensland, and Chief Executive Officer, Queensland Brisbane in August 2000. Prior to establishing Virgin Blue, Brett for Mirvac Limited. He is an Adjunct Professor at the University had a 12 year career in aviation and finance, which included of Queensland. appointments as Chief Financial Officer for Virgin Express in Chris has 30 years’ experience in the finance and property sectors. Brussels and Finance Manager for London-based Virgin Atlantic. Our customers and About TransLink Our partnerships Our network Our fares and ticketing Our social responsibility Our people strategy Our governance Financials community 97 (B.Surv, MTM, MAICD) (B.Surv, (BA, MAICD) TransLink Transit Authority Annual Report 2010–11 Report Annual Authority Transit TransLink Mr David Barbagallo Ms Adrienne Ward Ward Ms Adrienne Member 2014 13 June 2011 to 12 June Initial term: is currently Government and Business Relations Adrienne Ward Business and is a former Telstra Advisor with Leighton Contractors She has a background in corporate winner. award the Year of Woman with past state and national roles including and government strategy years, and, for the past 10 and Westpac Accenture, Optus Vision franchises in South McDonald’s has been a co-director of East Queensland. boards including Deputy Chair Adrienne is active on several Adrienne avid contributor, An of TAFE. of the Gold Coast Institute and previous is the former Chair of the Institute of Modern Art The Premier board member of Queensland Events Corporation, The ICT Ministerial Business Round Table, of Queensland’s Advisory Group, Griffith University Council and Brisbane/ North Point Institute of TAFE. awarded the Amongst her many achievements Adrienne was Centenary Medal in 2003 for distinguished service and achievement in business and commerce. Member Initial term: 13 June 2011 to 12 June 2014 David Barbagallo previously served as Chairman of the Queensland Ministerial Regional Development and Industry’s Minister for Tourism, and of Microgenx Pty Ltd. He was also a Advisory Council on ICT, Interaction Design member of the Board of the Australian Centre for and Auscript Ltd. functions including David has extensive experience in many business strategic planning, research and development, information technology, and commercialisation, including as Executive Vice-President Solutions Development for Mincom Ltd, CEO of Distributed Systems Premier of Centre Pty Ltd and Chief of Staff to the former Technology Goss. Queensland, the Honourable Wayne In 2003, David was awarded the inaugural Queensland Pearcey Award ICT industry and has been made a for his contribution to the state’s IC2 Institute. Fellow of the University of Texas Civil Engineers (BCom, BSc, ACA) (BEng, MBA, MEngSc, FIEAust) (BE) . Member 20 August 2010 Date of appointment: Executive of Brisbane City Council. Colin Jensen is the Chief in August 2010, Colin had a career in the Prior to joining Council and including as the Coordinator-General Queensland Government, and Planning. of the Department of Infrastructure Director-General overseeing the deliveryColin was responsible for of the largest modernising the history, Queensland’s infrastructure program in reforming Queensland’s planning and development system, state’s and shaping a new organisation following local government system in 2007. departmental restructure named one of In 2011, for the fourth year running, Colin was 100 most influential engineers by top Australia’s Australia magazine Mr David Stewart Richard was the Chief Executive Officer of Mincom Limited (Australia’s Limited (Australia’s Richard was the Chief Executive Officer of Mincom company) priorlargest and oldest enterprise resource planning software 2007. Prior to leadingto its sale to a United States Private Equity Fund in senior positions withMincom, Richard spent several years engaged in JD Edwards, including Senior Vice President International. Mr Richard Mathews Member Date of appointment: 13 June 2008 Richard Mathews is currently the Chairman of eServGlobal, an listed in bothinformation technology telecommunications company the ManagingAustralia (ASX) and the United Kingdom (AIM), and fully owns orDirector of MHB Holdings, a company which either around the world. invests in both public and private software companies Mr Colin Jensen Mr Colin Member Standing Member of Transport of the Department David Stewart is the Director-General and Main Roads, reporting to both the Minister for Main Roads, and Fisheries and Marine Infrastructure, and the Minister for Transport Department for Queensland’s Multicultural Affairs. As Director-General a workforce of approximately and Main Roads, he has of Transport 8500 including its commercialised construction business RoadTek, and manages an annual budget in excess of $7 billion. David was recently recognised by Engineers Australia as one of most influential engineers and has participated in the the country’s major projects, including development of many of Queensland’s Public Private Partnerships, facilitated infrastructure for state development, and has been responsible for delivering a significant government capital works program. During his career of some 29 years, David has predominantly worked in the public sector although he has worked for consultants and construction contractors both in Australia and in the United Kingdom delivering civil infrastructure projects. 98 TransLink Transit Authority Annual Report 2010–11 Our Leadership Team Photo (L to R): Stephen Banaghan, Pierina Curties, Mark Hope, Peter O’Loughlin, Emma Shannon, Peter Strachan, Michael McGee, Sally Stannard, Nicole Moy, Matthew Longland, Margot Dickie. Led by our Chief Executive Officer, Peter Strachan, each of our directors is responsible for managing one of the core functional streams of the TransLink business. Our Leadership Team is responsible for ensuring our business activities are on track to deliver on our strategic plan. The Leadership Team is also responsible for developing and implementing TransLink’s annual operational plan. Our Leadership Team meets fortnightly to discuss the business’s strategic direction and manage our day-to-day activities. The Leadership Team reports to the TransLink Board via our Chief Executive Officer. Peter Strachan Stephen Banaghan Chief Executive Officer Director Rail Date of current appointment: March 2009 Date of current appointment: September 2009 Peter Strachan brings more than 30 years’ experience in the transport Stephen Banaghan is responsible for managing TransLink’s industry to his role as Chief Executive Officer of the TransLink Transit contract with Queensland Rail, monitoring rail performance, Authority. Prior to joining, Peter worked with Network Rail in the UK. and managing TransLink’s revenue protection and special Peter drives the strategic development of the TransLink network. He is event activities. Stephen has more than 30 years of international responsible for managing the performance of TransLink and reports experience in the transport sector and has been on the boards to the TransLink Transit Authority Board. Peter is Chair of UITP-ANZ of a number of UK train operating companies. (International Association of Public Transport Australia/New Zealand) and previously held a non-executive directorship on the Board of Peter O’Loughlin Transport Initiatives Edinburgh. Director Gold Coast Mark Hope Date of current appointment: June 2009 Chief Financial Officer, Project Director Ticketing Peter O’Loughlin leads the team responsible for overseeing a range of planning activities underway on the Gold Coast, with a particular Date of current appointment: June 2009 focus on the Gold Coast Rapid Transit Project. Peter gained extensive Mark Hope joined TransLink in June 2009 and is responsible for experience in the engineering, development and construction management and financial reporting, planning and analysis, corporate industries before moving into transport planning and management funding, procurement, business systems and revenue assurance roles within Queensland Rail and Queensland Transport. Peter first in TransLink. He brings to the role more than 20 years’ experience joined TransLink in 2002. working in chartered and commercial financial roles in the finance sector. In April 2011, Mark’s responsibilities were expanded to lead TransLink’s ticketing reform project. Our customers and About TransLink Our partnerships Our network Our fares and ticketing Our social responsibility Our people strategy Our governance Financials community 99 card go # to October 2011. ber 2011 while Sally was on maternity leave. TransLink Transit Authority Annual Report 2010–11 Report Annual Authority Transit TransLink Margot Dickie Director Customer Service and Communications Date of appointment: January 2011 Margot Dickie leads the Customer Service and Communications contact TransLink’s teams and is responsible for the management of the customer servicecentre, customer and community consultation, satisfaction. program and continual improvement in customer in 2011 with 15 years’ senior management Margot joined TransLink experience in stakeholder relations, change and crisis management in public transport, and customer service training in the international airline industry. Nicole Moy Director Marketing Date of appointment: March 2011 Nicole Moy is responsible for the strategic development and marketing, online, customer-centred delivery of TransLink’s product development and policy initiatives, including 2011 in March retail and distribution. Nicole joined TransLink bringing more than 20 years’ experience in the commercial application of marketing across a diverse range of industries including travel, premium whitegoods, wine, petroleum and publishing, both in Australia and overseas. Pierina Curties and Capability Director People appointment: June 2009 Date of current People and Capability team and is Pierina Curties leads the capability development, internal responsible for people management, compliance and legal services.communication, governance, In her unique culture, for maintaining TransLink’s role, Pierina is responsible and leadership development. Pierina has including guiding our values and organisational development roles in worked in human resources for over 15 years. Pierina has been the private and public sectors since 2005. with TransLink Sally Stannard Director Strategy and Planning Date of current appointment: April 2010 who leads TransLink’s Sally Stannard is a strategic planning specialist Sally strategic planning, service delivery and business strategy. of all new and oversees the development and implementation additional public transport services,principal as well as acting as the agencies in the long- interface with other state and local government has been with term planning of the public transport network. Sally since 2007. TransLink # Matthew Longland temporarily replaced Sally Stannard in the role of Director, Strategy and Planning from 22 February to 3 Octo Matthew Longland temporarily replaced Sally Stannard in the role of Director, Director Infrastructure and Investment* Date of current appointment: February 2011 network In his current role, Matthew Longland leads TransLink’s planning, strategic planning, service delivery and business strategy. annual transport He leads four teams of more than 40 staff to deliver service is a town improvements worth more than $30 million. Matthew agencies in planner with 10 years’ experience in state government strategic, statutory and infrastructure planning, focused on transport. in June 2006. Matthew joined TransLink * Emma Shannon was appointed to the role of Director Infrastructure and Investment to replace Matthew Longland from March 2011 * Emma Shannon was appointed to the role of Director Infrastructure and Investment to replace Matthew Longland from # Director Bus and Ferry Date of current appointment: June 2009 ferry bus and Michael McGee is responsible for managing TransLink’s of the TransLink commercial contracts and overseeing the operation with our busway network. Michael is responsible for collaborating delivery to monitor bus performance. Michael is a Graduate partners Member of the Australian Institute of Company Directors and is a member of the Australian Institute of Management. Michael joined in 2008. TransLink Michael McGee Matthew Longland Director Strategy and Planning Director Infrastructure and Investment* Director Infrastructure 2011 appointment: March Date of current planning, deliveryEmma Shannon leads the and asset management programs across infrastructure and investment of TransLink’s responsible for establishing and network. She is the TransLink for all projects and investments that maintaining strong governance also an organisational psychologist manages. Emma is TransLink improvement and change management and has managed business Directorate. People and Capability initiatives in TransLink’s in 2005. Emma joined TransLink Emma Shannon Prior to this, Matthew has held the role of Director Infrastructure and Investment since June 2009. 100 TransLink Transit Authority Annual Report 2010–11 Our challenges Demonstrating strong TransLink’s strategic plan outlines a range of Making good governance financial control strategies and performance indicators that part of who we are we use to measure our progress in achieving A key objective of our strategic plan is to our goals. By regularly measuring and Good governance is an important part of ensure TransLink’s financial sustainability reporting on our progress, we can identify fulfilling our duties as a public agency. to support the long-term growth and viability opportunities to improve our business It ensures that our decision making and of our public transport system. practices to deliver a better outcome for processes are robust, fair and accountable, across all aspects of our business. As stewards of the state’s $1.4 billion our customers and the community. investment in South East Queensland’s TransLink’s challenge will be to ensure We are committed to providing our staff public transport network, we are accountable that we have the right measurement and with the right frameworks and information to for ensuring that the funding we receive is reporting frameworks in place to help support decision making that will ensure the spent wisely to deliver the best possible us prioritise resources and improve best possible community outcomes. outcomes for the community. service delivery. A key priority for TransLink will be continuing As our network continues to grow and service the rollout of strong decision-making and delivery costs increase, a key challenge Identifying and reporting frameworks across the business for TransLink will be to ensure we have the mitigating risk and ensuring they are understood and upheld robust investment strategies, sound decision at all levels of our organisation. Good risk management is about more than making processes and rigorous financial just risk prevention. It is about understanding management systems in place to achieve and making responsible choices about our goals. the risks we accept when we invest in new services and products for our customers. Transparent and meaningful reporting To continue to grow and innovate, TransLink will need to embrace new opportunities, As a public agency, we recognise the but also work to ensure that we identify importance of ensuring that our decisions and reduce risks that could have a negative and business activities are delivering impact on our business, our customers or the outcomes that our community needs our community. and expects. Through regular and open Risk and issues identification is also a key performance reporting, we aim to provide input in our business continuity and crisis our stakeholders with an accurate and honest management plans, which have become a account of how well we are performing, focus for many organisations in South including those areas that we are working East Queensland following the January to improve. 2011 floods. Our customers and About TransLink Our partnerships Our network Our fares and ticketing Our social responsibility Our people strategy Our governance Financials community 101 , we , which is publicly Right to Information Act 2009 Information Privacy Act 2009 and the also provide members of the public with access to information held by TransLink (see p.108-109). are committed to continually improving We our reporting to government and the wider community to demonstrate how we are delivering on our key objectives. For more on our reporting in 2010–11 see p.108. TransLink regularly publishes performance TransLink data in our quarterly publication, the Tracker TransLink website. available from the TransLink Under the Strong risk management recognises that effective risk TransLink management practices are essential to achieve our strategic objectives and meet our governance responsibilities. has a robust risk why TransLink That’s framework in place that ensures responsible risk management is embedded into our corporate culture and business processes. maintains an environment that TransLink promotes responsible risk-taking, and the development of appropriate crisis management and business continuity plans. approach to crisis For more on TransLink’s management see the case study on p.112. TransLink Transit Authority Annual Report 2010–11 Report Annual Authority Transit TransLink Quality performance reporting As a Queensland Government agency, we are required to report to government on the performance of our functions, and through the Minister for Transport Multicultural Affairs, through the State Budget Service Delivery Statements and through our Annual Report and Financial Statements (see p.113-166). This year we have also adopted the Global Reporting Initiative framework to report more broadly on our environmental, social and economic performance in our Annual Report. As a public agency, the strength of our As a public agency, decision making is measured by the benefits Our we are able to deliver to the community. primary goal in all our decision making is to make travel easy by providing an efficient and network for public transport value-for-money South East Queensland. has this goal, TransLink support To established internal decision making bodies that support the Leadership Team in delivering our core business functions. These groups provide a strong framework for consistent and rigorous decision making across the business. For more information on our internal committees see p.104. Ensuring ethical and responsible decision making Our Board and executive Leadership Team Our Board and executive Leadership Team are responsible for ensuring the effective performance of our functions, including the management of strategic and operational risk. Our governance systems have been developed to ensure clarity of roles and so that responsibilities within TransLink, all staff understand and are accountable for delivering outcomes in line with business expectations. conduct regular performance reviews We that monitor and measure our organisation’s performance against government expectations, and our senior management’s contributions to achieving TransLink’s strategic objectives (see p.106). are Our Board and our Leadership Team 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. For more information on the roles and responsibilities of our Board, Chief Executive see p.102. Officer and Leadership Team Demonstrating accountable leadership Our strategy Our strategy 102 TransLink Transit Authority Annual Report 2010–11 Our key activities in 2010–11 Role of the TransLink Board approving TransLink’s risk management Role of the Chief framework, monitoring key strategic Executive Officer The Board’s primary function is to oversee risks and ensuring the implementation TransLink’s management of mass transit of effective risk management practices TransLink’s Chief Executive Officer is services, and is accountable to the Minister across the organisation responsible for the day-to-day management for Transport and Multicultural Affairs for of the TransLink business, as delegated by assessing the performance of the TransLink’s performance. To fulfil this duty, Chief Executive Officer. the TransLink Board. The Chief Executive the Board takes an active role in overseeing Officer is the senior decision maker for the strategic direction, governance and Board meetings are held at least once in each TransLink’s executive Leadership Team performance of the organisation. quarter, with additional meetings scheduled and reports directly to the TransLink Board. where necessary to ensure the Board has the The Board operates under a formal charter time required to effectively fulfil its functions. Key duties and responsibilities of the Chief that details its functions and responsibilities. Executive Officer include: This is publicly available on the TransLink In carrying out their duties, board members website. Duties and responsibilities as are supported by a formal induction process, driving the strategic development defined by the charter include, but are not a Board Handbook outlining, in detail, the of the TransLink network, to deliver limited to: duties and operations of the Board, and on TransLink’s strategic plan regular education sessions on TransLink- ensuring the delivery of high quality evaluating, approving and monitoring specific issues and governance obligations. integrated public transport services, performance against TransLink’s customer information, ticketing, strategic plan On appointment, and on an ongoing basis, fares and infrastructure across Board members must declare actual or approving the annual TransLink South East Queensland budget and setting TransLink’s potential conflicts of interest. These are maintaining good working relationships financial objectives entered into the Declarations Register and are managed using the Guidelines for with the TransLink Transit Authority approving and submitting the Managing Conflicts of Interest for Statutory Board and other stakeholders TransLink Network Plan and fare Office Holders, issued by the Department of managing and ensuring the standards strategy to the Minister Premier and Cabinet. of contracted service delivery partners ensuring that effective communication managing the performance of the and active consultation occurs with Seven board meetings were held during the TransLink Transit Authority, including the Minister year, with visits undertaken to Queensland Rail operations, the Gold Coast Rapid Transit management of financial and other risks. approving and monitoring major capital site, the Moreton Bay and Redlands regions investments and borrowing initiatives Role of the TransLink and the rapidly growing Australia TradeCoast ensuring that TransLink’s activities are region. The table on p.103 provides details Leadership Team compliant with all relevant legislative, of member attendance at meetings. Under the strategic direction of the TransLink regulatory and ethical standards Board, the TransLink Leadership Team is the senior executive management body of the organisation. Led by the Chief Executive Officer, Peter Strachan, each Director is responsible for managing one of the functional streams of TransLink. Our customers and About TransLink Our partnerships Our network Our fares and ticketing Our social responsibility Our people strategy Our governance Financials community 103 As required As required Quarterly Quarterly (ARMC), onsibilities, ble from the ble from the These working Remuneration and Succession Committee en their appointment and 30 June 2011. They can comprise board members as They can comprise board TransLink Transit Authority Annual Report 2010–11 Report Annual Authority Transit TransLink Geoff Harley (chairperson) Brett Godfrey Richard Mathews Geoff Harley (chairperson) Chris Freeman Richard Mathews Helen Gluer (chairperson to 12 June 2011) Chris Freeman (chairperson) Geoff Harley Adrienne Ward (member from 12 August 2011) Richard Mathews (chairperson) Geoff Harley Dave Stewart Committee Currently there are two working groups, being the Ticketing System Reform Working Group and the Group System Reform Working groups, being the Ticketing Currently there are two working 37---- Board Audit and Risk Management ABABAB An overview table below. responsibilities of these groups is provided in the of the composition and assisting the Board’s oversight in relation to ticketing assisting the Board’s system reform. value to utilising relevant experience of the Board to add commercial opportunities oversight of commercial activities. assisting the Board’s reviewing risk management and compliance frameworks. reviewing performance of the CEO and senior executives employment contract and advising the Board on the CEO’s compensation package. and assisting management in reviewing the commercial contractual frameworks of the ticketing system monitoring the integrity of financial reporting performance monitoring safety overseeing the work of the internal auditor # David Barbagallo^ 0 0 - - - - Adrienne Ward^ 0 0 - - - - Richard Mathews 7 7 - - 5 5 Helen Gluer 5 7 3 4 - - David Stewart 7 7 - - 5 5 Colin Jensen 4 5 - - - - Brett Godfrey Chris Freeman 5 7 4 4 - - Geoff Harley 7 7 3 4 5 5 Committee Key Responsibilities Membership Frequency Commercial Group Working Remuneration and Succession Committee GroupWorking Key Responsibilities Membership Frequency Audit and Risk Management Committee Ticketing Ticketing System Reform Group Working A – Number of meetings attended. B – Number of meetings held during the time the board or committee member held office during the year. * Includes all Board members who participated in the committee/working group during 2010–11. # Brett Godfrey was on a leave of absence between 1–28 July 2010. meetings occurred betwe and David Barbagallo were appointed to the Board on 13 June 2011. No board or committee ^ Adrienne Ward Board members’ attendance at Board and Committee Meetings* TransLink Board Committees and Working Groups Board Committees and Working TransLink TransLink has two board committees to assist the Board in the execution of its duties – the Audit and Risk Management Committee the Audit and Risk Management of its duties – the Board in the execution board committees to assist has two TransLink TransLink Board Committees Board TransLink and the Remuneration and Succession Committee (RSC). Each of the committees has its own charter, which sets out its roles, resp which sets its own charter, of the committees has Committee (RSC). Each and Succession and the Remuneration committees are availa Charters for the board committee is to operate. the manner in which the delegated powers and composition, website. TransLink to assist with decision making on specific issues. capacity to establish working groups, as required, The Board also has the managers. directors and well as TransLink Group. Commercial Working groups operate for a defined time period and have a clear set of responsibilities documented in a charter. time period and have a clear set of responsibilities groups operate for a defined 104 TransLink Transit Authority Annual Report 2010–11 TransLink internal committees TransLink has a number of internal committees that have been established by the TransLink Leadership Team as decision making bodies for different aspects of the TransLink business. These committees are charged with ensuring sound and rigorous decision making, effective stewardship of our investments and delivering the best possible outcomes for our customers, our business and the community we serve. These groups have delegated decision making authority from the Leadership Team. Committee Key Responsibilities Membership Frequency Key activities in 2010–11 TransLink The TransLink Investment Panel (TIP) Chief Executive Officer Monthly oversaw delivery of Investment is the formal committee that oversees Director Gold Coast TransLink’s public transport and decides significant investments Retail and Sales Manager infrastructure programs Panel made by the organisation. Director Strategy and Planning delivered improved project The Panel monitors all non ‘business Director Infrastructure and Investment and investment control as usual’ investments made by Manager Infrastructure Program implemented Project and TransLink; that is, investment in Financial Controller Program Risk and Issues activities or initiatives that are not Management Frameworks. currently part of our day-to-day Deputy Chief Financial Officer processes. Service The Service Improvement Program Director Strategy and Planning Fortnightly to delivered growth program Improvement Board reviews and approves the Director Bus and Ferry monthly of bus, train, ferry service implementation of TransLink’s strategic Director Rail improvements to deliver on Program growth program of bus, rail and ferry TransLink’s commitment to Board Director Customer Service and service improvements, to deliver on the Communications add more than 305 000 weekly TransLink Network Plan. public transport seats to the Manager Network Planning network Finance Manager (Bus and Ferry) delivered 102 individual service Strategy Manager improvement projects in Program Manager 2010–11. Program Officer Business The Business Operations Review Director Rail Monthly Operations Group is responsible for the strategic Head of Rail Contracts management, risk and compliance, Chief Financial Officer Review Group and identification of good practice Director Bus and Ferry for TransLink’s bus and ferry and rail directorates. Plays an important role in Director Customer Service and Communications the review and approval of TransLink’s quarterly performance reporting in the Other TransLink managers on an as required basis TransLink Tracker. Safety The Safety Governance Committee Chief Executive Officer Monthly risk assessment completed Governance monitors, reviews, reports and Director Rail at Countess Street busway promotes best practice safety initiatives Director Bus and Ferry entrance, recommended control Committee and policies across the TransLink measures implemented to Director Customer Service and business. Communications effectively mitigate risks Manager Infrastructure Program oversaw finalisation of the Principal (Administration and busway fatality report ensuring Accommodation) that all recommendations were addressed Advisor Occupational Health and Safety Head of Operations (Busways) developed and implemented the new Safety Risk Management Safety and Security Manager Framework oversaw the development of TransLink’s Comprehensive Safety Management System. Our customers and About TransLink Our partnerships Our network Our fares and ticketing Our social responsibility Our people strategy Our governance Financials community 105 card go card equipment establishment of the committee as the governing body for IT Disaster Recovery endorsed the enforcement of password protection for all mobile devices endorsed the IT Disaster Recovery Project endorsed the Business Systems Strategy. establishment of the CSR Board in June 2011 endorsement of TransLink’s new CSR framework, vision and principles. reviewed criminal history and other background information to assess the suitability of candidates as Senior Network Officers considered appeals against suitability decisions reviewed the conduct of Senior Network Officers in the event of a complaint. delivery of TransLink’s delivery of TransLink’s 2011 fare change introduction of new products including seniors and pensioners daily cap and U-Pass continued rollout of new go development of ticket migration and retail network strategies rollout of more pre-paid bus services. completed a workforce planning exercise in May 2011 administered the Voluntary Separation Program in June 2011. Key activities in 2010–11 Frequency As needed Monthly Monthly Quarterly Fortnightly TransLink Transit Authority Annual Report 2010–11 Report Annual Authority Transit TransLink Director Rail Director People and Capability Revenue Protection Manager Director Gold Coast Director Customer Service and Communications Corporate Affairs Manager Manager Bus Contracts Finance Manager (Fare Products) Organisational Capability Manager Chief Executive Officer Chief Financial Officer Director People and Capability Manager People Management Chief Financial Officer Manager Business Systems Financial Controller Retail and Sales Manager Director Infrastructure and Investment Director Customer Service and Communications Director Strategy and Planning IT Advisor KPMG Other members of Leadership Team on an as needed basis Project Director, Ticketing Ticketing Project Director, Director Rail Director Bus and Ferry Director Marketing Director Customer Service and Communications Director Infrastructure and Investment Retail and Sales Manager Finance Manager (Fare Products) card system operational go The TransLink Ethical Review Board The TransLink considers the suitability of candidates for Senior Network Officer positions to ensure that fair decisions are made and to review the ongoing conduct of Senior Network Officers following serious complaints or misconduct, to ensure a high standard of integrity is maintained. The CSR Board is the governing body annual CSR program for TransLink’s and budget. It is the approving body for proposed CSR activities and projects that aim to deliver an environmental, social or economic benefit. The Technology Governance The Technology Committee actively drives ICT strategies, roadmaps and policies throughout the organisation. The purpose of the panel is to review and approve changes to TransLink’s workforce and organisational structure. The Board oversees the delivery of fare change activities and TransLink’s for sets the direction and priorities protection ticketing changes, revenue and improvements. TransLink TransLink Ethical Review Board Corporate Social Responsibility Board Technology Technology Governance Committee Organisational Change Panel Committee Key Responsibilities Membership Meeting Ticketing Ticketing Board 106 TransLink Transit Authority Annual Report 2010–11 Evaluating the performance Ensuring integrity purchasing to payment processes of our Board and senior in financial reports stock management processes for pre-loaded go cards management The TransLink Audit and Risk Management the IT fare collection system. Committee (ARMC) assists the Board to TransLink has a number of systems and Throughout the year KPMG provided a range fulfil its oversight of TransLink’s financial processes in place to ensure senior of non-audit services to TransLink, with each reports and financial reporting processes, management are performing in line with being disclosed to, and assessed by, the internal control structure, and the internal government and community expectations. ARMC to ensure the internal audit role was and external audit processes. The committee During 2010–11, the following evaluations not compromised. took place: charter is available on the TransLink website. During 2010–11, the ARMC has observed the quarterly reviews of the performance of Recognising and terms of its charter and has had due regard to TransLink’s Chief Executive Officer and managing risk senior management by the Remuneration the Queensland Treasury’s Audit Committee and Succession Committee (see p.103) Guidelines in performing its duties. TransLink’s Board has senior oversight of TransLink’s risk management activities. In an annual review of the performance of To find out more about the membership 2010–11, the Board was responsible for: the TransLink Transit Authority Board, and key 2010–11 activities of the Audit and undertaken by the Chair in 2011 Risk Management Committee in 2010–11, approving TransLink’s risk tolerance (the see p.103. annual reviews of the performance of amount of risk TransLink is prepared each of the Board’s sub-committees, to accept in the pursuit of achieving undertaken by the relevant sub-committee External audit TransLink’s strategic objectives) chairs in 2011 In accordance with the Auditor General Act receiving and challenging the strategic annual reviews of the performance of 2009, the Queensland Audit Office (QAO) risk profile on a regular basis Leadership Team sub-committees, is the external auditor for TransLink. In this reviewing risk information provided by undertaken by the relevant sub-committee capacity, the QAO performs the financial TransLink’s Audit and Risk Management chairs during 2010–11. and compliance audits for TransLink, and Committee (ARMC) provides the audit certification as part of reviewing other material risks provided Ensuring business resilience TransLink’s financial statements. In addition, by the board committees. it conducts periodic performance audits and Ensuring the continuity of the public transport This year, the ARMC supported the Board attends all ARMC meetings. network and our customer service delivery is a by undertaking a detailed review of policies, key priority for TransLink. Our goal is to ensure frameworks and risk management activities that, even if a crisis occurs, our business Internal audit program to ensure their effectiveness. processes don’t stop. Instead we have the The ARMC is responsible for making required plans to deal with interruptions and TransLink’s Risk Management Policy sets recommendations to the Board on the keep delivering our core services. To this end, out the processes, responsibility and appointment of the internal auditors and TransLink has developed a model of business accountability for risk management within for assessing the quality of work performed. resilience that incorporates the key elements the organisation. TransLink’s internal audit function is provided of strategic and operational risk management, by KPMG, who were selected through It recognises that effective risk management emergency and incident response, crisis a tender process. The ARMC defines the practices are essential for TransLink to management, business continuity planning internal auditor’s scope of work through achieve its strategic objectives and its and IT disaster recovery planning. During the establishment of an annual internal governance responsibilities. year we further built our capabilities for speedy audit plan. reaction and recovery through: The aim of the policy is to develop an This plan is established using a risk-based environment that promotes innovation a comprehensive review of TransLink’s methodology, designed to cover TransLink’s and responsible risk taking with legitimate Crisis Management Plan, including key strategic risks. In accordance with the precautions. development of a program of desktop 2010–11 Annual Internal Audit Plan, KPMG exercises and full crisis simulations to Risk management also plays a significant submitted reports on: test and refine our plan role in the development of appropriate crisis IT disaster recovery planning management and business continuity plans. development of fit-for-purpose business continuity plans for all critical functions TransLink’s fraud control framework of the TransLink organisation capital expenditure processes development of a new ICT Disaster cash management, borrowing and Recovery Plan, including individual systems investment recovery procedures and testing plans. payroll systems Our customers and About TransLink Our partnerships Our network Our fares and ticketing Our social responsibility Our people strategy Our governance Financials community 107 . This plan The Minister also These obligations To this end, TransLink this end, TransLink To Australian Standard for Five year strategic plan A five year strategic plan is prepared for the on an annual basis, and approval Minister’s is published on our website. Ensuring legislative Ensuring compliance to providing a is committed TransLink that contributes robust compliance system strategic pillars, in particular, to TransLink’s business excellence. outlines our vision, objectives and the will employ to strategies that TransLink achieve them (see p.10). has developed a compliance framework, has developed a compliance based on the Compliance (AS 3806-2006) is our An integral part of this framework a which provides compliance register, obligations comprehensive list of TransLink’s sources (including arising from both external Commonwealth and State legislation, regulations, Australian and International Standards), and internal sources (such as policies and procedures, and risk TransLink mitigation strategies). are regularly monitored and reviewed to ensure that not only are our compliance requirements are not only being met but, wherever possible, exceeded, to build trust and credibility. Network reviews and approves TransLink’s Plan (see p.42). Performance against the strategic plan is reported to the Board and the Minister on a quarterly basis, including status updates against key initiatives and targets. Following the implementation of our new strategic plan in 2010, we implemented a regular fortnightly reporting process against the five strategic pillars of Quality Customer Service, Stakeholder Management, Effective Achieve Business Excellence, Manage the Network and Financial Sustainability. There are a number of key projects that have been identified as core to the delivery of these five strategic pillars. These projects are reported on fortnightly to the Leadership to ensure that projects are on track and Team, delivering the expected benefits. TransLink Transit Authority Annual Report 2010–11 Report Annual Authority Transit TransLink forming WHS Committees in operational locations conducting risk workshops to identify safety risks and treatment plans for all operations TransLink commencing the rollout of safety specific training for all levels of the organisation program where formulating a Safety Tour senior executives conduct tours of TransLink operations to not only identify safety issues, but to also illustrate to staff TransLink’s commitment to a safe working environment. reviews incidents and non-conformances to identify areas for improvement promotes safety best practice both within and between divisions, including sharing of lessons learned Health assists the Divisional Workplace and Safety (WHS) Committees with unresolved issues. monitors the implementation of the Safety monitors the implementation Management System monitors compliance with TransLink safety policies and procedures, and identifies areas for improvement In addition, TransLink has taken active In addition, TransLink steps to improve safety within its day-to-day operations including: The review commenced in November 2010 in November The review commenced SMS based on the National and an updated was OHS audit tool guidelines Self Insurers rollout in July 2011. prepared for receive the ensure that safety initiatives To and support, appropriate level of priority Safety has also formed a TransLink Group is chaired by Governance Group. This and is responsible the Chief Executive Officer against for monitoring performance safety objectives, targets and TransLink’s do this, the group: plans. To to Financial Financial and the Workplace Health and Workplace (AS/NZS 4360:2004) . Australian/New Zealand Standard on Zealand Standard on Australian/New to have appropriate risk management to have appropriate risk We are committed to ensuring the safest are committed to ensuring the We possible environment for employees, contractors and members of the travelling public. Not only are Australian and International risk management standards used to manage safety risks within the organisation, but a strong focus is placed on meeting statutory obligations including those outlined in the Safety Act 1995 In August 2010, an incident occurred on the South East Busway involving a collision between an private motor vehicle that had driven onto the busway and a Brisbane bus, that tragically resulted in the Transport death of the driver of the private vehicle. Along with the Queensland Police Service investigation of this incident, TransLink commissioned an inquiry to identify possible areas for improvement. in partnership with the Department Working and Main Roads, TransLink of Transport has implemented a range of measures to including a strengthen busway safety, review and update of our Safety Management System. Managing safety risk Risk Management the meet our obligations under Accountability Act 2009 members are Under the framework, staff of identifying also given the responsibility potential risks and are expected to use the framework to manage these situations. TransLink’s Risk Management Framework, Risk Management TransLink’s in line with the requirements was developed of the and Performance Management Standard and Performance Management 2009 procedures in place. we reduce The framework ensures and external risks vulnerability to internal our objectives. that may impact on achieving 108 TransLink Transit Authority Annual Report 2010–11 Project and program Improving our reporting Once approved by the Minister, a notice will be management methodologies posted on the intranet, along with the updated TransLink’s annual report outlines how we Code of Conduct for staff to access. The Code In 2009–10, we adopted the Queensland performed our legislated functions relative of Conduct training package that is used in Government Project and Program to our expected financial and non-financial TransLink’s mandatory induction program Management Methodologies which are performance for the year. Included in our will also be updated. All TransLink staff and based on the UK Government’s PRINCE2® report are our financial statements for each TransLink Board members are responsible for and Managing Successful Programmes financial year. In line with the requirements practicing and promoting TransLink’s Code (MSP®) Methodologies. of the Financial Accountability Act 2009 and of Conduct when undertaking activities on Financial and Performance Management Through the application of these behalf of TransLink. Copies of the Code of Standard 2009, our financial statements are methodologies, we ensure we align with Conduct are available to the public and can independently audited and certified by the be accessed by contacting TransLink’s Right government processes and expectations, and Queensland Audit Office (see p.164). provide our staff with the planning, decision to Information and Privacy Unit. making and management tools they need to The Minister tables our annual report with ensure our programs and projects deliver the Parliament within three months of each Right to Information outcomes and benefits they are intended to. financial year’s close. and Information Privacy TransLink has continued to be endorsed In the latest Australasian Reporting The Right to Information Act 2009 is the as a Project Managed Organisation by the Awards TransLink was judged on the Queensland Government’s approach to giving Australian Institute of Project Management quality of its financial and business reporting the community greater access to information. in 2010–11. in its 2009–10 annual report. TransLink It was introduced on 1 July 2009. was recognised with a Silver Award for reporting excellence and was also named TransLink is committed to protecting Ensuring ethical and our customers’ and employees’ personal responsible decision making winner of the Best First Time Entry. We are committed to upholding this standard and information. This is managed in accordance TransLink is committed to ensuring we will continue to improve our reporting with the Information Privacy Act 2009. In conduct all of our business activities in an year round. the 2010–2011 financial year, TransLink ethical and responsible manner. All TransLink received 12 Right to Information (RTI) staff are governed by TransLink’s Code of Changes to our applications, 207 Information Privacy and six Administrative Access applications. Conduct, which is based on the principles Code of Conduct of the Public Sector Ethics Act 1994. Our TransLink corporate documents are held in Board’s conduct is also governed by the Following the amendment of the Public Sector files, either paper or electronic. These files principles laid out in our Board Charter Ethics Act 1994 in November 2010, TransLink are created for specific subjects or projects and the Transport Operations (TransLink updated its Code of Conduct to reflect the based on our functions and activities. Transit Authority) Act 2008 in regards to the newly formed four ethics principles of: TransLink creates or receives the following performance of their duties and declarations integrity and impartiality documents and record types: of any conflicts of interest that might impact promoting the public good on their performance of these duties. briefing notes, memoranda, internal and commitment to the system of government external organisational correspondence TransLink also works with other Queensland accountability and transparency. Government agencies, such as the Queensland correspondence to and from TransLink Ombudsman (p.81) and the Office of the Following consultation with TransLink staff or the Minister Information Commissioner (p.111), to and the Queensland Public Sector Union, tenders, agreements and contract ensure that our decision making, complaints TransLink’s new Code of Conduct was approved documents by the Chief Executive Officer and the TransLink management, and appeals processes are plans and drawings in alignment with Queensland Government Board and sent to the Minister for final approval reports, submissions and discussion requirements. in July 2011. papers Staff have been made aware of the changes to project documentation the Act and proposed changes to TransLink’s policy and strategy documents Code of Conduct through employee consultation and publication on the TransLink intranet. agendas and minutes of committees file notes, diaries and notebooks audio and visual records email, mail and facsimiles. Our customers and About TransLink Our partnerships Our network Our fares and ticketing Our social responsibility Our people strategy Our governance Financials community 109 expenditure the nature of the output is not necessarily predictable, but tends to be open-ended and is more complex (for example, a range of recommendations that the agency must consider) they develop a new concept or process where the agency requires critical judgement to consider the recommended course of action they are engaged for a fixed period of time at an agreed rate of payment they are carrying out work which is not directly supervised by the agency. provides expert knowledge to analyse information, draw conclusions and make recommendations in the form of a written report or an intellectual product for future action, which the agency must then decide upon or take a certain course of action Consultancy category 2010–11 Human resourcesBusiness management expenditureTotal $74 037 $3953 $87 990 Expenditure on Expenditure on consultancies reporting For Queensland Government purposes, a service or provider (individual a ‘consultant’ organisation) is considered when all of the following elements apply: TransLink Transit Authority Annual Report 2010–11 Report Annual Authority Transit TransLink PID From . . From , the PID Act The PSC will prepare PID Act Whistleblowers and the introduction on 1 January 2011, the way in Public Interest Disclosure Act 2010 and the information provided by agencies. Overseas travel No overseas travel occurred within the 2010-11 reporting period. Public interest disclosures Public interest to 31 December For the period 1 July 2010 any public did not receive 2010, TransLink allegations interest disclosures containing or of misconduct, maladministration waste of public funds, as outlined in the Whistleblowers Protection Act 1994 With the repeal of the Protection Act 1994 (PID Act) which public interest disclosures are to be publicly reported has changed. Public Service Commission (PSC) is now responsible for the oversight of public interest disclosures and preparing an annual report on the operation of the of the 1 January 2011, agencies are no longer required to report public interest disclosures in annual reports. Under section 61 of the 1 January 2011, agencies are required to report information about public interest disclosures to the PSC. Act The annual report will be made publicly available after the end of each financial year. an annual report on the operations of the This form can be 3338 4324 3338 [email protected] 3338 4617 Right to Information and Information Privacy Right to Information and a formal application access requests require form to be completed. Right TransLink obtained by contacting the Unit or can be to Information and Privacy downloaded from our website. All applications to access documents personal not concerning an applicant’s affairs are subject to a $38 application fee. Processing and photocopying charges may is no charge for processing There also apply. applications relating to an applicant’s personal affairs. All applications should be forwarded to: Right to Information and Privacy Unit Authority Transit TransLink GPO Box 50 Brisbane Qld 4001 Email: Phone: Fax: 110 TransLink Transit Authority Annual Report 2010–11 Our performance TransLink is committed to carrying out its business activities responsibly and efficiently by exercising strong financial control, ensuring rigor in our projects and investments, and continually monitoring and reporting on our performance across the business. Activity 2010–11 2008–09 2009–10 2010–11 Comment Target Board meeting attendance 80% Not reported Not reported 85% See p.103 for detailed (including committee meetings) attendance information Staff trained in Code of Conduct 2010–11 100% Not reported Not reported 87% See p.108 for changes to our Code of Conduct. Percentage of RTI and IP applications 100% Not reported Not reported 100% completed within legislative timeframes continue to be – protected. continue tobe–protected. assisted toensureTransLink customers’privacywas –andwill TransLink ChiefExecutiveOfficer, PeterStrachansaidthereview implemented byTransLink. 2010 andmadesevenrecommendations, allofwhichhavenowbeen The Commissioner’s reportwastabledinParliamenton22November and 16requestsmadeafterthereviewcommenced. seeking investigations The reviewexamined55QueenslandPoliceService Queensland PoliceService. information relatingto Commissioner announcedareviewintothehandlingofpersonal Later thatmonth,followingextensivemediacoverage,thePrivacy information toassistinamurderinvestigation. used TransLink had In July2010,aBrisbanemediaoutletreportedthattheQueenslandPoliceService go go cardinformationpriortothereview’s commencement cardPersonalInformationReview go cardsbybothTransLink andthe go cardrecordstolocateapersonwhomayhavebeenableprovide looked at16casesandfoundthesemet best-practicestandard. In afollow-upreviewinAugust2011, thePrivacyCommissioner rigorous policiesandprocedures. and properlyauthorisedthroughacentralcoordinationunit,applying areconsidered,recorded requests fromtheQueenslandPoliceService TransLink hasimproveditsinformationprocessestoensurethatfuture protecting thepersonalinformationofTransLink customers.” performingtheirdutiesand between QueenslandPoliceService “It’s thatabalancebemaintained inthebestinterestsofeveryone for TransLink, ourcustomersandcommunity,” Petersaid “The PrivacyCommissioner’s guidanceinthisareaisagoodresult TransLink Transit AuthorityAnnualReport2010–11 t h 2 111 CASE STUDY 112 TransLink Transit Authority Annual Report 2010–11 Crisis management review CASE STUDY During the January 2011 flood crisis, TransLink’s Crisis Management Team’s key focus was on keeping our community safely moving. After the floods, we wanted to make sure that we were well prepared for any future similar events. Following the floods, TransLink launched an internal review of our Emma said the findings of the review indicated that TransLink’s performance during the crisis, to evaluate our response to the flood response, once enacted, was highly effective in keeping customers crisis, identify areas for improvement for any to future crises and to and staff informed of what was happening during the crisis. provide recommendations to update our Crisis Management Plan. “Strength of leadership and a committed and appropriate crisis The review was undertaken by TransLink’s Emma Shannon and management team composition were instrumental in this success,” Brad Bowes in consultation with internal TransLink staff, key Emma said. government stakeholders and delivery partners who were “The review showed that communication with most staff and involved in the crisis response. customers was excellent, but also highlighted some ways in “During the review we spoke with members of the TransLink Crisis which our engagement processes could be improved.” Management Team and key internal stakeholders as well as affected Emma said the report highlighted the successful collaboration external stakeholders, particularly our delivery partners,” Emma said. between TransLink, Queensland Rail, Brisbane Transport and the “We also conducted a survey of internal staff on their experiences private bus operators involved in the crisis response, and the in terms of TransLink’s internal communication during and following shared commitment to restoring the network. the crises.” “What the flood review showed us was the enormous sense of Emma said the review, which was conducted immediately following goodwill and cooperation between all the different parties involved the flood events, included 18 one-on-one in-depth interviews with in the response,” Emma said. members of the TransLink Crisis Management Team, a workshop with “Everyone was committed to doing all they could to get the network 13 internal stakeholders and an additional workshop with 16 external back up and running safely for our customers, to get the community stakeholders from eight agencies. back on its feet,” she said. The online staff survey yielded responses from 168 staff. The recommendations of the review are being fed into an update of A desktop research project was also included as part of the review TransLink’s Crisis Management Manual and Business Continuity which included a scan of the relevant Australian Standard (AS/NZS Plans across all parts of the business. As part of the follow-up from 5050:2010 Business continuity – Managing disruption related risk), the review, a program of desktop exercises, drills and simulations local media sources and sample industry crisis management manuals. and the establishment of a dedicated crisis management facility are in progress.