A 5 1.01' ?'I','J11

LEGISLATIVE COUNCIL STANDING COMMITTEE ON ESTIMATES AND FINANCIAL OPERATIONS

2017-, 8 ANNUAL REPORTS QUESTIONS PRIORTO HEARINGS

DB 09 On b b I Public Transport Authority of Western Australia ,S, <3, <3 ~ * ", Q .J The Committee asked: F N a 5 1.01' ?' . I','J11 .,,,, Ul I @ I. How frequently do you review your ^ *. ,;* ^* (a) key performance indicators iZ aZ SL

Answer:

Key Performance Indicators (KPl) are monitored on a daily, weekly and . monthly basis in terms of system performance (eg bus, train, ferry, patronage, infrastructure performance, complaints, commendations). In terms of reviewing whether the KPls are appropriate and warrant modification or whether new ones are required, this is considered every quarter by the Public Transport Authority (PTA) Executive.

(b) key performance indicator targets?

Answer

See answer provided at part (a).

2. When were your key performance indicators last reviewed?

Answer:

.-.. August 2018.

3. Can you provide any documentation from your last review of your key performance indicators?

Answer:

See attachments I and 2.

4. Can you list any new key performance indicators for this year?

Answer t

School Bus Services reliability: Satisfaction with School Bus availability at arrival/departure time; and School Bus Services reliability: Drop off no less than 10 minutes before school starts and pick up within 10 minutes of school ending. 5. In relation to credit and debit card payments

(a) Do you allow a person to pay for goods and services with credit or debit card

Answer:

Yes

(b) If so, when a person pays a fee or fine by credit or debit card

(i) What surcharge do you apply to process that card payment

Answer:

PTA does not apply a surcharge to card payments, . (ii) Do you impose the same surcharge irrespective of which type card is used

Answer

Not applicable.

(iii) Is that surcharge authorised by a legislative Instrument, for example, by regulations

Answer:

Not applicable.

(iv) What steps have you taken to ensure compliance with Reserve Bank of . Australia Standard No. 32016 titled 'Scheme rules relating to merchant pricing for credit, debit and prepaid card transactions'

Answer:

Not applicable,

(v) As per the Standard, is your surcharge no greater than the average cost of acceptance of the lowest cost system, riot an average of all cost systems?

Answer

Not applicable.

2 Public Transport Authority Of Western Australia

Key Performance Indicators

2017-18

PERIOD ENDED 30 JUNE 2018

Compiled by: Finance Division TABLE OF CONTENTS

1 Introduction . 1 2 Service 1: Metropolitan and Regional Passenger Services .3 2.1 Use of Public Transport Increases .4 2.1.1 Passengers per Service Kilometre .4 2.1.2 Total Passenger Place Kilometres .5 2.1.3 Total patronage .6 2.1.4 etropolitan service coverage .7 2.2 Service Reliability Is maintained at a high le el .8 2.2.1 Service Reliability 8 2.3 Customer Satisfaction Is maintained .9 2.3.1 Customer Satisfaction Index .9 2.3.2 Customer Perception of Safety 10 2.4 Safety Incidents 12 2.4.1 Security Incidents 12 2.5 Assets and Financial Resources are managed effectively to meet business objectives 13 2.5.1 Cost per Passenger Kilometre 13 2.5.2 Cost per 1,000 Place Kilometres 14 2.5.3 Cost per Service Kilometre 15 2.5.4 Operating Cost per Initial Boarding 16 2.5.5 Asset Utilisation 17 2.5.6 Cost Recovery Rates Based on Fare Revenue 17 3 Service 2: Country Passenger Rail and Road Coach Services 19 3.1 Use of public transport Increases 19 3.1.1 Passengers per Service Kilometre 19 3.1.2 Total Patronage 20 3.2 Service reliability is maintained at a high level 20 3.2.1 Service Reliability 20 3.3 Custo er satisfaction is maintained 21 3.3.1 Customer Satisfaction Index 21 3.4 Assets and financial resources are managed effectively to meet business objectives.. 22 3.4.1 Cost per Passenger Kilometre 22 3.4.2 Cost per Passenger. 23 4 Services: Regional School Bus Services 24 4.1 Customers are satisfied with high quality efficient services 24 4.1.1 Service Reliability 24 4.1.2 Satisfaction with School Bus availability at arrival/departure time 25 4.2 Safety incidents 25 4.2.1 Safety Level of Notifiable Incidents 25 4.2.2 Percentage of School Buses which passed Inspections 26 4.3 Assets and financial resources are managed effectively to meet business objectives. 26 4.3.1 Cost per contracted kilometre 26 4.3.2 Cost per child (school bus) .27 4.3.3 Cost per child (conveyance) .28 4.3.4 Asset Utilisation ,28 5 . Service 4: Rail Corridor and Residual Freight Issues Management ,29 5.1 Effectiveness Indicator .29 5.2 Cost Efficiency .29 Safety and Strategic Development .30 6.1 Safety Indicators .30 6.1.1 Notifiable Occurrences .30 6.1.2 Rail Safety Audits .31 6.1.3 Lost Time Injury .31 7 Corporate .32 7.1 People and Strategic Development Indicators .32 7.1.1 Workforce Diversity .32 7.1.2 Sick Leave .33 7.1.3 StaffVoluntaryTurnoverRate .33 Introduction

1 Introduction

The Government of Western Australia is committed to the provision of a well-developed, integrated public passenger transport system to ensure Western Australians have reasonable access to work, education, leisure and services.

The Public Transport Authority forms part of the Transport Portfolio. The Portfolio aims to create better places to live for all Western Australians by working with the community to deliver integrated land and transport infrastructure and services for sustainable growth.

Broad Government goals are supported at agency level by specific outcomes. The PTA delivers services to achieve these outcomes. The following table illustrates the relationship between the PTA s services and desired outcomes, and the Government s goal to which it contributes:

Government Strategic PTA Outcomes Services Goal(s)

Accessible, reliable and 1. etropolitan and regional passenger services safe public transport 2. Country passenger rail and road coach services Better Places - A quality environment system with liveable and affordable 3. Regional school bus services communities and vibrant regions. Protection of the long term 4. Rail corridor and residual freight issues functionality of the rail management corridor and railway infrastructure

Key Agency Internal Outcome

Increase the use of public transport.

Service 1 Service 2 Ser ice 3 Service 4

Metropolitan and regional Country passenger rail Regional school bus Rail corridor and residual passenger services and coach services. services. freight issues management.

Outcomes Outcomes

1. An extremely high safety standard. 7. The long-term value of 2. A committed workforce prepared for current and future needs. the rail corridor is 3. Increased use of public transport. protected and the 4. Customers are satisfied with the quality of services. railway remains fit for 5. A cost-effective service. purpose during and 6. Effective organisational management. after the current lease. 8. Residual freight issues managed effectively.

1 Introd ction

Measu ing Performance

The key effectiveness indicators measure the extent of impact of the delivery of services on the achievement of desired outcomes. The key efficiency indicators monitor the relationship between the service delivered and the resources used to produce the services.

Key Performance Indicator Measure

1. Use of public transport increases. • Passengers per service kilometre. • Metropolitan service coverage.

2. Service reliability is maintained at a high • Service reliability. level. • Satisfaction with on-time arrival/departure

3. Customer satisfaction is maintained. • Customer satisfaction index. • Customer perception of safety.

4. Safety incidents decrease • Notifiable occurrences. • Lost-time injury rate.

5. Assets and financial resources are managed • Costs per passenger or students carried, and effectively to meet business objectives costs per service kilometre or 1,000 place kms or passenger km. • Cost recovery rates based on fare revenue. • Asset utilisation.

6. Increase in staff engagement. • Absenteeism and turnover rate.

7. Improved diversity across the workforce. • Diversity index.

8. Customer-focussed communication and marketing. • Passenger satisfaction monitor.

9. Obligations under the Rail Freight Corridor lease • Lease breaches. are adhered to. • Five-year independent audit.

10. Residual freight issues are managed • Total cost managing the rail freight corridor effectively. and the residual freight issues.

2 Service 1: Metropolitan and Regional Passenger Ser ices

2 Service 1: Metropolitan and Regional Passenger Services

Metropolitan and regional passenger services provide customer focussed, safe and cost effective passenger transport to the Metropolitan area and regional towns.

Transperth is the brand name and operating name of the public transport system in the metropolitan Perth. It consists of the bus network (Transperth Bus Operations), an electrified suburban train.system (Transperth Train Operations) and a ferry service (Transperth Ferry Operations).

The Regional Town Bus Services Section (RTBS) also resides within the Transperth division and it is responsible for the management of public transport in regional Western Australia, primarily involving regional town bus services and a small number of contracted inter-regional bus services.

The outcomes under this service are measured using the following key performance indicators.

Outcomes Measure

1. Use of public transport increases • Passengers per service kilometre. • Total passenger place kilometres. (Regional bus services only) • Total patronage. • Metropolitan service coverage: The proportion of street addresses within the Perth Public Transport Area (PPTA) which are within 500 metres of a Transperth stop providing an acceptable level of service.

2. Service reliability is maintained at a high • Service reliability. level.

3. Customer satisfaction is maintained • Customer satisfaction index. • Customer perception of safety.

4. Safety incidents per million passengers • Security incidents. decrease

5. Assets and financial resources are managed • Costs per passenger kilometre. effectively to meet business objectives • Cost per 1,000 place kilometres (Regional bus services only). • Cost per service kilometre. • Operating cost per initial boarding. • Asset utilisation. • Cost recovery based on fare revenue.

Target 2017-18: As per printed budget statements or in some cases as set at the beginning of the financial year. Estimate 2017-18: Internally revised to reflect changes In operating circu stances or cost changes. 3 Service 1: Metropolitan and Regional Passenger Ser ices

2.1 Use of Public Transport Increases Transperth Train Operations r 2.1.1 Passengers per Service Kilometre Transperth Train Operations The use of public transport is measured by comparing the annual number of passengers carried against the number of productive service kilometres. Productive service kilometres exclude non-productive running i.e. travelling from the depot to commence a service trip and travelling back after completing a service trip.

The passengers per service kilometre are calculated by dividing the total boardings by the total service kilometres.

The measure indicates the extent to which services Passengers per service kilometre provided, as represented by the number of Note: Total boardings Include free tra el and transfers. kilometres operated, are being utilised. An increasing trend indicates that patronage is rising The annual result was 2.01% below target and at a rate greater than the increase in kilometres 2.63% below estimate. These results are due to operated. Note that total boardings include fare¬ service kilometre delivery e ceeding target (2.24%) paying boardings as well as free travel and while boardings met target. transfers. Compared to the 2016-17 result, this year was 3.63% lower due to the 0.85% increase in total Transperth Bus Operations boardings from 60,092 million to 60.600 million f A being outpaced by a 4.65% increase in service Transperth Bus Operations kilometres from 20.663 million to 21.623 million.

Transperth Ferry Operations

2017-18 2017-18 2017-18 Passengers per service kilometre V Note: Total boardings Include free travel and transfers. 2017-18 2017-18 2017-18 The annual result was 0.31% below target and Passengers per service kilometre 1.09% below estimate. These results are due to V total boardings falling just short of target (0,56%) Note: Total boardings Include free travel and transfers. while ser ice kilometres achieved target. The annual result was 6.71% below target and Compared to the 2016-17 result, this year was 3.20% below estimate. These results are due to 3.08% lower due to a 1.84% decline in total boardings declining 4.51% (against target) while boardings from 80.017 million to 78.541 million service kilometres increased 2.33%. combined with a 1.28% increase in service kilometres from 68.237 million to 69.108 million. Compared to the 2016-17 result, this year as 7.89% lower due to a 6.0% decline in total boardings from 747,881 to 705,657 coupled with a 2.43% increase in service kilometres 53,435 million to 54,736.

Target 2017-18: As per printed budget statements or In some cases as set at the be inning of the financial year. Estimate 2017-18: Internally revised to reflect changes In operating circumstances or cost changes. 4 Service 1: Metropolitan and Regional Passenger Ser ices

Regional Bus Services Waroona - Plnjarra shopper service and the Perth to Broome service. As a result, the target was Intra-Town Services exceeded.

/* ! \ 2.1.2 Total Passenger Place Kilometres Regional Town Bus Services Intra-Town Total passenger place kilometres measure t e total number of passengers that can be carried for the service kilometres. It is calculated for each mode of transport by multiplying the average fleet capacity by the service kilometres and this represents the capacity provided on each mode. Total Passenger Place Kilometres is reported for regional bus services 2017-18 2017-18 2017-18 only. Passengers per service kilometre Regional Bus Services

Note: Total boardings include free travel and transfers. Intra-Town Services

The 2017-18 result for intra-town operations was The service kilometres for most intra-town services 5.86% below the 2016-17 annual result, 2.06% are calculated using the Transperth Route below the estimate and 5.64% below the annual Information System (TRIS). Effective from July target. 2009, the TRIS distance calculation basis was revised to include the application of road For intra-town operations, all services showed centreline methodology and the use of more decreases in passengers carried per service accurate regional mapping data as supplied by the kilometre when compared to the same time period Department of Land Administration. in 2016/17. As a result, the target was not achieved.

Inter-Town Services Regional Town Bus Services Intra-Town / A 232.66 235.06 239.65 235.76 238'67 Regional Town Bus Services Inter-Town

235.76 238.6/

2017-18 2017-18 2017-18 Total passenger place kilometres (millions) 2017-18 2017-18 2017-18 Passengers per service kilometre J The 2017-18 result for intra-town operations was The 2017-18 result for intra-town operations was 1.95% above the 2016-17 result and 1.65% above 2.29% above the 2016-17 annual result, 10.36% the 2017-18 target. above the estimate and 20.10% above the annual Due to some service enhancements introduced in target. se eral regional towns during 2017/18, the service For inter-town operations, many of the ser ices kilometres were 2.9453 million which exceeded showed increases in passengers carried per service the 2.9028 million budgeted for the year. As a kilometre in 2017/18 when compared to 2016/17. result, the passenger place kilometres were The ser ices that showed good results included: 239.6483 million for 2017/18, which exceeded the Perth to Port Hedland, Karratha inter-town, target figure of 235.764 million. Kalgoorlie to La erton, Monkey Mia, Mandurah -

Target 2017-18 As per printed budget statements or In some cases as set at the beginning of the financial year. Estimate 2017-18: Internally revised to reflect changes In operating circumstances or cost chan es. 5 Service 1: Metropolitan and Regional Passenger Services

Inter-Town Services Transperth T ain O erations

"N Regional Town Bus Services Transperth Train Operations Inter-Town 60.09 60'60 60.68 61.52

2017-18 2017-18 2017-18 Total passenger place kilometres (millions) Total Patronage {millions) V J

The 2017-18 result for inter-town operations was Train boardings achieved target, were 1.50% below significantly 36.64% above the 2016-17 result and estimate and 0.85% above the 2016-17 result. 0.35% above the 2017-18 target.

The small increase in passenger place kilometres Transperth Ferry Operations for inter-town services from the target figure of 65.045 million to the actual figure of 65.2736 million, as mainly due to an increase in trips operated by the Kalbarri shuttle service. Also contributing to the result was an increase in vehicle capacity on the Monkey Mia shuttle service, with the new contractor using a larger capacity bus effective from April 2018.

2.1.3 Total patronage

Total boardings (includes free travel and transfers).

Transperth Bus Operations

(Transperth Bus Operations Ferry boardings were 4.51% below target, 3.69% belo estimate and 5.65% below the 2016-17 result.

2017-18 2017-18 2017-18 Total Patronage (millions)

Bus boardings were 0.56% below target, 1.31% below estimate and 1.84% below the 2016-17 result.

Target 2017-18: As per printed budget statements or In some cases as set at the beginning of the financial year. Estimate 2017-18: Internally revised to reflect changes In operating circumstances or cost changes. 6 Servlec 1: Metropolitan and Regional Passenger Services

Regional Bus Services that showed good results included: Perth to Port Hedland, Karratha inter-town, Kalgoorlie to Intra-Town Services Laverton, Monkey ia, Mandurah - Waroona - s \ Pinjarra shopper service and the Perth to Broome Regional Town Bus Services service. As a result, the target was exceeded. Intra-Town

2.1.4 Metropolitan service co erage

Accessibility to public transport, in ter s of service coverage, is measured as the proportion of Property Street Addresses (PSAs) within the Perth Public Transport Area (PPTA) which are within 500 metres of a Transperth stop providing an acceptable le el of service. The PPTA defines the core operational areas for Transperth services. 2017-18 2017-18 2017-18 Total patronage (millions) Acceptable service level (ASL) is defined as an hourly service during the day with at least three trips per hour (i.e. at 20-minute intervals) in the The 2017-18 result for intra-town operations was peak flow direction in the morning and/or 4.89% below the 2016-17 result and 4.26 below afternoon peaks, excluding dedicated school bus the 2017-18 target. services. The actual figure of 2.21225 million passengers The indicator uses PSA data from Landgate reflected the reduction in passengers carried per (formerly Department of Land Information) and service kilometre. For intra-town operations, all service information and stop location data from services showed decreases in passengers carried the Transperth Route Information System (TRIS). per service kilometre when compared to the same time period in 2016/17. As a result, the target was not achieved. s \ Transperth Operations Inter-Town Services

Regional Town Bus Services Inter-Town

2015-16 2016-17 YTD Target Estimate 2017-18 2017-18 2017-18 The proportion of street addresses within the Perth Public Transpor Area (PPTA) which are within 500 metres of a Transperth stop roviding an acceptable level of service

This indicator shows the proportion PSA within the Perth Public Transport Area (PPTA) which are less Total patronage (millions) than 500 metres from a Transperth stop providing an acceptable level of service (ASL). An acceptable level of service is a 20-minute or better service in The 2017-18 result for inter-town operations as the peak flow direction during the peak, and at significantly 30.34% above the 2016-17 result and least an hourly service throughout the core of the 20.29% above the 2017-18 target. day. The actual result of 0.0288 million passengers The proportion of PSAs within 500m of an ASL reflected the strong performance of many of the Transperth stop/station was 85.19% which was inter-to n services which showed increases in largely in line with prior years (85.01% in 2015, passengers carried per service kilometre in 84.73% in 2016, and 84.74% in 2017). 2017/18 when compared to 2016/17. The services

Target 2017-18: As per printed budget statements or in some cases as set at the beginning of the financial year. Estimate 2017-18: Internally revised to reflect changes In o erating circumstances or cost changes. 7 Service 1: Metropolitan and Regional Passenger Services

2.2 Service Reliability is maintained Transperth Train Operations at a high level Transperth Train Operations 2.2.1 Service Reliability

According to an Independent survey to measure customer satisfaction service reliability is ranked as one of the most significant characteristics of a qualit service. Service reliability is essentially a combination of two main factors, punctuality and consistency. 2017-18 2017-18 2017-18 Punctuality is defined by acceptable parameters Percentage of services arriving within on-time that are considered to represent On-Time parameter Running" (OTR). These are shown in the followin table for each The OTR of Transperth trains in 2017-18 reached operation. 95.66 , 0.69% above the 2017-18 target, marginally (0.14%) below the 2016-17 result of Operation OTR" parameter 95.80% and hi her than the results achieved since 2011-12 (ranging from 92.97% to 95.48%). This was Transperth Bus 4 minutes mainly due to decreases in the number of delays Transperth Train 4 minutes related to electrical system and mechanical issues Transperth Ferry 3 inutes of the A-series railcars offset by delays due to passenger (17.72%) compared to 2016-17 as a The OTR parameter for Transperth Train operations was revised to 4 minutes In October 2007 and was retrospecti e to result of significant increases in Category A and B July 2007. occurrences. Factors generally affecting train service reliability Transperth Bus Operations Include passenger related delays causing longer dwell times at stations particularly on special event days, electrical and mechanical issues, and bad weather which result in slippery track conditions and trains travelling at a reduced speed.

Transperth Ferry Operations

The result was 0.73% above the target, 0.14% above estimate, and 1.62% above the 2016-17 result.

Percentage of services arriving within on-time arrival parameter

OTR (3 minutes) - 95.44%

The result was 0.58% below the target, 2.61% below estimate, and 1.08% below the 2016-17 result.

Target 2017-18: As per printed budget statements or In some cases as set at the beginning of the financial year. Estimate 2017-18: Internally revised to reflect changes In operating circumstances or cost changes. 8 Service 1: Metropolitan and Regional Passenger Services

OTR (4 minutes! - 99.2% Circle Route services (96%) followed by Kalamunda (93%), armion and Claremont (92%) and orley The result was 0.4% above the estimate of 98.8%, (91%). and 0.56% above the 2016-17 result of 98.65%. Southern River/Armadale and idland recorded higher dissatisfaction results in 2017-18. However, 2.3 Customer Satisfaction is overall dissatisfaction remained unchanged at six maintained %, same as the results achieved in 2015-16 and 2016-17, representing the lowest dissatisfaction 2.3.1 Customer Satisfaction index results achieved in 23 years. The percentage of patrons who, overall, were satisfied with the services measures the public The all-time high satisfaction and low perception of the organisation s performance in dissatisfaction results reflect the ongoing bus providing a high-quality and attractive public service expansion with increased service transport service. frequencies, additional services kilometres and special event buses, the efficient movement of The measure for Transperth services is derived large crowds on special event days at Perth from an extensive annual survey conducted by Stadium and bus priority programs including the independent pollsters. The survey, known as the opening of Charles Street Bus Bridge In June 2017 Passenger Satisfaction Monitor (PSM), provides and bus priority lanes which improved bus journey an objective, unbiased view over time of patrons times and reduced traffic congestion. overall satisfaction with the system, e.g. safety, on- time running, courtesy of staff, service frequency The main reasons for dissatisfaction with the bus and station amenities. The information is used by system were issues relating to service frequency Transperth to develop strategies for improving and buses to trains connections. service performance and infrastructure. During 2016-17 and 2017-18, satisfaction with Bus The pollsters interview a large sample of service frequency during peak times reached an passengers. Interviewers are assigned to various equal all-time high result of 87% driven by services and transit station locations over a four significantly higher satisfaction levels achieved by week period covering the working week and Circle Route, Kalamunda, Joondalup, Marmion and weekend. Southern River/Armadale (rang ng from 90% to 100%). Transperth Bus Operations Satisfaction with bus service frequency during off- f > peak weekdays in 2017-18 sustained the all-time Transperth Bus Operations high results achieved in 2015-16 and 2016-17 due to significantly higher satisfaction results recorded for Circle Route, Joondalup, Kalamunda, Morley and Mar ion contract areas, ranged between 82% and 99%.

2015-16 2016-17 YTD Target 2017-18 2017-18

Level of customer satisfaction: % of respondents either "very satisfied" or satisfied"

Overall satisfaction reached 89 , 2.3% above the 2017-18 target and same as the results achieved in the previous two years, representing the highest result achieved in 23 years. This was mainly due to significantly higher satisfaction levels recorded for the Fremantle CAT and Joondalup CAT services (98%), Perth CAT and

Target 2017-18: As per printed budget statements or In some cases as set at the beginning of the financial year. Estimate 2017-18: Internally re ised to reflect changes In operating circumstances or cost changes. 9 Service 1: Metropolitan and Regional Passenger Services

Transperth Train Operations capacity as well as the efficient transport of big crowds to and from the Perth Stadium during f > special events. Transperth Train Operations Transperth Ferry Operations

Level of customer satisfaction: % of respondents either "very satisfie " or "satisfied V -J Overall satisfaction reached 94%, 2.17% above the 2017-18 target, same as the all-ti e high result achieved in 2016-17 and exceeded the high results of 92% recorded in 2014-15 and 2015-16. Overall satisfaction with Transperth ferry services Since 2012-13, overall satisfaction of peak-time reached 99%, 1.02% above the 2017-18 target, travellers has increased significantly by 18% from same as the near all-time high result achieved in 80% in 2013 to an all-time high result of 94% in 2016-17 and exceeded the high satisfaction results 2017-18. recorded from 1999 to 2014 (ranging from 95% to This was driven by the highest satisfaction results 97%). since 2011 among peak-time travellers on Midland Satisfaction with ferry service frequency during Line (97%), Mandurah Line (96%) and Joondalup peak times reached an equal all-time high result of (95%). Fremantle and Armadale Lines also 99%. recorded high satisfaction results of 92% and 90% respectively. Overall dissatisfaction decreased to an equal all- time low of zero % from one % recorded in 2016- Overall satisfaction of off-peak travellers also 17 and 2% in 2015-16. increased to an equal all-time best result of 95% in 2017-18. Cleanliness on board, punctuality, speed of the trip, punctuality and safety perception on board The increase in overall satisfaction as mainly due and at jetty during the day recorded a perfect to the increased benefits of using train services satisfaction result of 100% followed by availability resulting from ongoing service expansion and of seats (99%), safety on board and at jetty at night continuous improvements in train service delivery (98 ). including the East Perth Station upgrade. Greenwood Station shelter upgrades, increased Since the opening of Elizabeth Quay Jetty in train capacity and service frequencies to meet the January 2016, ferry patronage continued to record service demand associated with Perth s growing substantial increases, 25.29% in 2017-18 and population, Aubin Grove Station and the 51.38% in 2016-17 coincided with substantial Edgewater multi-storey car park. increases in service kilometres.

The expressed level of dissatisfaction decreased During the year, two new shelters on the Mends from 2% achieved in the previous three years to Street Jetty have been installed with security 1% in 2017-18, representing the lowest coverage and the ferry ticketing kiosk at Elizabeth dissatisfaction results achieved in 24 years. The Quay Jetty has been upgraded to provide weather main reasons for dissatisfaction related protection for ferry passengers. predominantly to crowding issue in peak times, off- peak service frequency and fare value. The new all- 2.3.2 Customer Perception of Safety time low level of dissatisfaction achieved in 2017- 18 and the near all-time low results of the previous Safety perceptions are an important factor in the three years reflect the reduced crowding resulting public deciding whether to use public transport. from increased service frequency and train The PTA is continuing to in est capital funds in

Target 2017-18: As per printed budget statements or In some cases as set at the beginning of the financial year. Estimate 2017-18: Internally revised to reflect changes In operating circumstances or cost changes. 10 Service 1: Metropolitan and Regional Passenger Services

security-related infrastructure and uses risk based Route (94%), Joondalup (89%) and resource allocation to enhance security staffing in Rockingham/Mandurah contract area (88%). specific areas of vulnerability. This increase in Night-time safety perception on board buses also presence at strategic times and locations has reached an all-time high result of 87%, 4.82% ensured that customers can see the tangible above the 2017-18 target and the 2016-17 result, measures being taken to increase their safety. driven by higher safety perception results of Circle Customer perceptions of safety are easured Route (93%), Fremantle/Cockburn (92%), Southern through data gathered in the Passenger River/Armadale (91%) and Marmion contract area Satisfaction Monitor (PSM) which distinguishes (89%). bet een on-train and on-bus and at stations, at night and during the day for the Transperth train Transperth Train Operations and bus services. Annual survey carried out by an independent contractor. f N Transperth Train Operations: Customer perce tion of safety Transperth Bus Operations

Transperth Bus Operations: Customer perception of safety

Day-time ight-time 2015-16 Dioie-l? OYTD Target 2017-18 2017-18

Day-time Night-time Daytime 2015-16 2016-17 QrrD Target 2017-18 2017-18 The indicator for perceived safety at train stations dur ng the day reached 99%, 3.13% above the 2017-18 target of 96%, 1.02% above the 2016-17 Daytime result and is consistent with the results of the past The indicator for perceived safety at bus nine years ranging from 97% to 99%. stations/interchanges during the day reached 98%, The indicator for perceived safety on board trains 1.03% above the 2017-18 target and same as the reached 98%, 1.03% above the 2017-18 target of 2016-17 result, representing the highest results 97% and is consistent with the results recorded since 2006. since 2006, ranging from 98% to 99%. The indicator for perceived safety on board buses during the day reached 99%, same as the 2017-18 Nieh-tlme target and the results of the previous seven years. The indicator for perceived safety at train stations at night reached 76%, 8.57% above the 2017-18 In 2017-18, day-time safety perception on- board target and 4.11% above the 2016-17 result, buses and at bus stations/interchanges in Canning, representing an equal all-time high result since Marmion, Claremont, Circle Route and Joondalup 1994. contract areas reached 100%. Day-time safety perception in the Fremantle/Cockburn contract The indicator for perceived safety on board trains area also increased to 100%. reached an all-time high result of 82%, 9.33% above the 2017-18 target and 1.23% above the Nieh-time 2016-17 result of 81%. The indicator for perceived safety at bus During the year, night-time safety perception on stations/interchanges at n ght reached an all-time board trains along the Midland and Mandurah high result of 82%, 10.81% above the 2017-18 Lines recorded the highest results since 2008, target and 9.33% above the 2016-17 result. This was driven by higher perception results of Circle representing increases of 3.95% and 4.65% respectively over 2016-17.

Target 2017-18: As per printed budget statements or In some cases as set at the beginning of the financial year. Estimate 2017-18: Internally revised to reflect changes In operating circumstances or cost changes. 11 Service 1: Metropolitan and Regional Passenger Ser ices

Night-time safety perception at Joondalup Station Compared with the 2016-17 annual results, increased further by 6.17% to 86 , representing incidents of disorderly conduct on trains increased the highest level since 2006 while Armadale and by 21,07% offset by a 20.49% decrease in violent Midland Stat ons also recorded increases of 5.36% and offensive behaviour. and 2.99% respecti ely. Transperth Bus Safety perception results continued to exceed respective targets In 2017-18 and the previous A total of 3,814 securing incidents were reported three years mainly due to ongoing effective on the bus network during 2017-18, up 38.89% on measures taken by Transperth to address security the 2,746 incidents in 2016-17. The number of concerns which include: incidents per million boardings was 31.77% above target, 0.89% below estimate, and 41.66% above • Risk based resource allocation, mobile patrols the 2016-17 result. being strategically located across the network and ensuring a greater support and security presence Eight categories recorded yearly increases (all of on all Lines which were above 15%) as follows: Rock/projectile throwing (708 to 1354, 91%); Altercation (453 to • Sophisticated CCTA/ system and major upgrades 679, 50%); Possession/use of drugs (9 to 13, 44%); to station lighting Ticket dispute (149 to 199, 34%); Assault (175 to • Joint Police and PTA targeted operations and 216,23%); Anti-social behaviour (395 to 482,22%); enhanced security coverage at stations and on late Drinking/Sniffing (114 to 137, 20%); Dangerous evening trains. Behaviour (288 to 333, 16%). Suspicious package incidents remained unchanged at 4, and the 2.4 Safety Incidents remaining five categories (representing only 16% of 2017-18 offences) decreased as follows: 2.4.1 Security Incidents Weapon Possession (-23%); Vandalism (-16%); Theft (-13%); Graffiti (-4%); Smoking (-4%). The security incidents show the trend in the average number of security incidents affecting Transperth Train Operations passengers and staff. These incidents could have Assaults an impact on patronage. A reduction indicates an improvement. The indicators are calculated by dividing total Transperth Train Operations: Security Incidents per illion Boardings security incidents by total boardings (i.e. including transfers), and multiplied by 1 million. Transperth Operations / Transperth: Security Incidents per Million

2015-16 naoie-l? av o Target PEstlmate 2017-18 2017-18 2017-18 V

The 2017-18 result was 32% above the annual target and the same as the estimate and the 2016- 17 annual result. (Total) (Total) 02015-16 02016-17 DYTD O Target OEstlmate 2017-18 2017-18 2017-18 V

Transperth Train

The 2017-18 result was 7.26% above the 2016-17 result and 25.5% above the annual target due to an Increase in antisocial behaviours in the society.

Target 2017-18: As per printed budget statements or In some cases as set at the beginning of the financial year. Estimate 2017-18: Internally revised to reflect changes in operating circumstances or cost changes. 12 Service 1: Metropolitan and Regional Passenger Ser ices

passenger over one kilometre. A declining trend indicates that the resources used to provide the services are being utilised in a cost efficient manner.

These measures are sensitive to changes in service kilometres and patronage. The past six years has seen large increases in TransPerth system service kilometres with the roll out of additional bus services, the introduction of new six-car and three- car trains, the extension of the urban passenger line network to Butler, increased service frequencies associated with the new Aubin Grove Station and operations from Elizabeth Quay Jetty. At the same time, TransPerth system patronage has fluctuated, reflecting changing economic conditions of the State. The benefits of the State s The 2017-18 result was 21.07% above the 2016-17 investment in public transport will be better annual result and 69.5% abo e the annual target. reflected in future KPIs as patronage improves.

Violent and Offensive behav our Transperth Bus Operatio s s : \ Transperth Train Operations: Security incidents per Transperth Bus Operations Million Boardings Cost per passenger kilometre

2015-16 D 016-17 aVTO Target PEstimate Cost including capital charges Cost excluding capital charges 2017-18 2017-18 2017-18 2015-16 P2016-17 OYTD Target PEstimate 2017-18 2017-18 2017-18 The 2017-18 result for Violent and Offensive behaviour on trains was 20.49% below the 2016-17 Cost including capital charges (Depreciation and annual result and 35.33% below the 2017-18 Interest) target. Average total cost per passenger kilometre was 2.5 Assets and Financial Resources 0.94% above target, 1.06% above estimate, and are managed effectively to meet 8.81% above the 2016-17 result. business objectives Total cost was 2.67% ($14,142 million) below budget while passenger kilometres were 3.29% below target. 2.5.1 Cost per Passenger Kilometre Compared to 2016-17, total cost was 3.87% higher This KPI measures the cost efficiency of providing while passenger kilometres were 4.54% lower. passenger services, expressed as the cost of carrying one passenger one kilometre. Cost excluding capital charges

Average operating cost per passenger kilometre Passenger kilometres are currently based on the was 0.46% above target, 0.94% above estimate, zonal distribution of passenger trips and an and 9.11% above the 2016-17 result. assumed average trip length for each zone. Operating costs were 2.97% ($13,336 million) The indicator measures the cost efficiency of the under budget while passenger kilometres were services, i.e. the trend in the cost of carrying one 3.29% below target.

Target 2017-18: As per printed budget statements or In some cases as set at the beginning of the financial year. 13 Estimate 2017-18; Internally revised to reflect changes In operating circumstances or cost changes. Service 1: Metropolitan and Regional Passenger Ser ices

Compared to 2016-17, operating costs were 4.16% Cost including capital charges higher and passenger kilometres 4.54% lower. Average total cost per passenger kilometre was 15.63% below target, 14.37% below estimate, and 17.15% below the 2016-17 result. Transperth Train Operations f A Total cost was 17.63% ($0,285 million) below Transperth Train Operations budget and passenger kilometres were 2.51% Cost per passenger kilometre below target.

Compared to 2016-17, total costs were 20.20% lower (due to significant repair costs in 2016) and passenger kilometres were 3.68% lower.

Cost excluding capital charges

Cost Including capital charges Cost exclu ing capital charges Average operating cost per passenger kilometre was 16.59% below target, 15.48% below estimate, 2015-16 2016-17 DYTD Target aEstimate and 18.28% below the 2016-17 annual result. 2017-18 2017-18 2017-18 v - Operating costs were 18.60% ($0,283 million) under budget while passenger kilometres were Cost including ca ital charges (Depreciation and 2.51% below target. Interest) Compared to 2016-17, operating costs were Average total cost per passenger kilometre was 21.29% lower (due to significant repair costs in 2.83% below target, 2.62% above estimate, and 2016) and passenger kilometres were 3.68% lower. 0.58% below the 2016-17 result.

Total cost was 2.67% ($15,290 million) below 2.5.2 Cost per 1,000 Place Kilometres budget and passenger kilometres were on target. The cost efficiency of providing the service per Compared to 2016-17, total cost was 1.54% higher place kilometres is measured using the cost per while passenger kilometres were 2.14% higher. 1,000 place kilometres.

Cost excluding capital charges A place kilometre is calculated by multiplying the average fleet capacity by the service kilometres. Average operating cost per passenger kilometre was 1.70% above target, 3.28% above estimate, It is calculated for each mode by dividing total cost and 0.47% above the 2016-17 result. by the numbers of thousand place kilometres. Operating costs were 2.81% ($9,088 million) over A declining trend in this measure indicates that budget while passenger kilometres were on target. capacity is being provided at a lower total cost and hence more efficiently. Compared to 2016-17, operating costs were 2.61% higher while passenger kilometres were 2.14% The cost per 1,000 place kilometres applies only to regional bus services. higher. Transperth Ferry Operations

Transperth Ferry Operations Cost per passenger kilometre

Cost Including capital charges Cost e cluding capital charges 2015-16 2016-17 QYTD Target DEstimate 2017-18 2017-18 2017-18 V

Target 2017-18: As per printed budget statements or In some cases as set at the beginning of the financial year. Estimate 2017-18: Internally revised to reflect changes In operating circumstances or cost changes. 14 Service 1: Metropolitan and Regional Passenger Ser ices

Regional Bus Services The good result was due to the combined effect of actual expenditure being $87,000 under the target Intra-Town Services level and passenger place kilometres being above the target figure.

Regional Town Bus Services The small increase in passenger place kilometres Intra-Town Cost per 1000 place ilometres for inter-town ser ices from the target figure of 65.045 million to the actual figure of 65.2737 million, was mainly due to an increase in trips operated by the Kalbarri shuttle service. Also contributing to the result as an increase in vehicle capacity on the Monkey Mia shuttle service, with the new contractor using a larger capacity bus effective fro April 2018. 2015-16 02016-17 OYTD Target OEstlmate 2017-18 2017-18 2017-18 2.5.3 Cost per Service Kilometre

For intra-town services, the total cost per 1,000 The cost per service kilometre represents the place kilometres of $86.31 for 2017-18 was 2.72% average operating cost - a declining trend below the 2016-17 result, 4.17% below the 2017- indicating that the ser ice is being pro ided more 18 target and 1.09% less than estimate of $87.27. efficiently. The good result was due to the combined effect of It is calculated by dividing operating cost (excluding actual expenditure being $550,000 under the capital charges on long lasting infrastructure) by target level and passenger place kilometres being service kilometres on each mode. above the target figure due to some ser ice enhancements introduced in several regional Transperth B s Operations towns during 2017/18.

During 2017-18, ser ice kilometres were 2.94528 / \ Transperth Bus Operations million which exceeded the 2.9028 million budgeted for the year. As a result, the passenger place kilometres were 239.6483 million for 2017/18, which exceeded the target figure of 235.764 million.

Inter-Town Services

Regional Town Bus Services Inter-Town Cost per 1000 place kilometres Operating cost per service kilometre (excluding capital charges)

Average operating cost per service kilometre was 2.94% below target, 0.36% above estimate, and 2.85% above the 2016-17 result. Operating costs were 2.97% ($13,336 million) under budget hile service kilometres were on target. 2015-16 2016-17 DYTD Target Estimate 2017-18 2017-18 2017-18 Compared to 2016-17, operating costs were 4.16% higher and service kilometres 1.28% higher.

For inter-town services, the total cost per 1,000 place kilometres of $26 for 2017-18 was 16.75% below the 2016-17 result, 5.21% below the 2017- 18 target and 3.53% below the estimate of $26.95.

Target 2017-18: As per printed budget statements or In some cases as set at the beginning of the financial year. Estimate 2017-18: Internally revised to reflect changes In operating circumstances or cost changes. 15 Service 1: Metropolitan and Regional Passenger Services

Transperth Train Ope ations 2.5.4 Operating Cost per Initial Boarding

The average cost of carrying a passenger is (Transperth Train Operations measured using the operating cost per initial boarding. A declining trend generally indicates greater efficiency in providing public transport services. It is calculated by dividing operating cost (i.e. excluding capital charges on long-lasting infrastructure) by initial boardings on each mode. Initial boardings comprise of fare-paying boardings and free travel on passes, CAT services and services 2017-18 2017-18 2017-18 within the Free Travel Zone (FTZ).

Operating cost per service kilometre (excluding capital charges) Transperth Bus Operations S A Average operating cost per service kilometre was Transperth Bus Operations 0.54% above target, 0.45% above estimate, and 1.94% below the 2016-17 result. Operating costs were 2.81% ($9,088 million) over budget while service ilometres were 2.24% above target.

Co pared to 2016-17, operating costs were 2.61% higher and service kilometres were 4.65% higher.

2017-18 2017-18 2017-18 Transperth Ferry Operations Operating cost per Initial boarding (excluding f \ capital charges) Transperth Ferry Operations V Average operating cost per initial boarding was 2.58% below target, 1.29% above esti ate, and 5.85% above the 2016-17 result. Operating costs were 2.97% ($13,336 million) under budget while initial boardings were 0.42% below target.

Compared to 2016-17, operating costs were 4.16% 2017-18 2017-18 2017-18 higher and initial boardings 1.59% lower.

Operating cost per service kilo etre (e cluding Transperth Train Operations capital char es)

Average operating cost per service kilometre was fTransperth Train Operations 20.46% below target, 18.18% below estimate, and 23.16% below the 2016-17 result. Operating costs were 18.60% ($0,283 million) under budget while service kilometres were 2.33% above target.

Compared to 2016-17, operating cost was 21.29% lower (due to significant repair costs in 2016) and service kilometres were 2.43% higher. 2017-18 2017-18 2017-18 Operating cost er Initial boarding (excluding capital charges)

Target 2017-18: As per printed budget statements or In some cases as set at the beginning of the finan ial year. Estimate 2017-18: Internally revised to reflect changes In operating circumstances or cost changes. 16 Service 1: Metropolitan and Regional Passenger Ser ices

Average operating cost per initial boarding was 2.36% abo e target, 2.85% above estimate, and remained the same as the 2016-17 result (-0.07%). Operating costs were 2.81% ($9,088 million) over budget while initial boardings were 0.43% above target.

Compared to 2016-17, operating costs were 2.61% higher and initial boardings were 2.69% higher.

Transperth Ferry Operations 2017-18 2017-18 2017-18 % of railcars a ailable in peak time

Transperth Ferry Operations V J The 2017-18 result was marginally (0,02%) above the 2016-17 result and (0.41%) below the target due to ongoing railcar modification progra .

2.5.6 Cost Recovery Rates Based on Fare Revenue The contribution made by the users towards the 2017-18 2017-18 2017-18 cost of providing services is measured using the Operating cost per initial boarding (excluding cost recovery rates based on fare revenue. Note: capital charges) V Fares paid by the users are set according to government guidelines. Average operating cost per initial boarding was It is calculated by dividing fare revenue by 16.24% below target, 16.35% below estimate, and operating costs (i.e. excluding capital charges on 17.99% below the 2016-17 result. long-lasting infrastructure). In the case of buses, Operating costs were 18.60% ($0,283 million) fare revenue includes funding for the Central Area under budget while initial boardings were 2.72% Transit (CAT) from fees raised under the Perth below target. Parking Management Act, 1999 Compared to 2016-17, operating costs were 21.29% lower (due to significant repair costs in Transperth Bus Operations 2016) and initial boardings were 4.02% lower. ¦\ Transperth Bus Operations 2.5.5 Asset Utilisation

This is a measure to show the efficiency in the utilisation of the rolling stock. It is a measure of number of trains that were available for service in morning and afternoon peak times compared to the total number of railcars available.

It is calculated as a percentage of the railcars 2017-18 2017-18 2017-18 available in peak times on weekdays for the year as Cost Recovery- Actual Revenue/Operating Cost against the percentage of the total rolling stock (%) owned over the total number of weekdays for the . J year. The results reflect the asset utilisation for both "A" series and "B" series railcars. Cost recovery rate based on actual revenue was 4.25% above target, 0.71% above estimate, and 2.74% above the 2016-17 result. Operating costs were 2.97% ($13,336 million) under budget while fare revenue was 1.21% ($1,012 million) below budget.

Target 2017-18: As per printed budget state ents or in some cases as set at the beginning of the financial year. Estimate 2017-18: Internally revised to reflect changes in operating circumstances or cost changes. 17 Service 1: Metropolitan and Regional Passenger Services

Compared to 2016-17, operating costs were 4.16% higher and fare revenue was 7.01% higher.

Transperth Train Operations

2017-18 2017-18 2017-18 Cost Recovery- Actual Re enue/Operating Cost (%)

Cost recovery rate based on actual revenue was 1.17% above target, 2.38% below estimate, and 6.38% above the 2016-17 result. Operating costs were 2.81% ($9,088 million) over budget while fare revenue was 0.47% ($0,560 • million) over budget.

Compared to 2016-17, operating costs were 2.61% higher and fare revenue was 9.16% higher.

Transperth Ferry Operations r~ Transperth Ferry Operations

59.90% 62.15 48.83% 45.50% 60.69%

2015-16 2016-17 YTD Target Estimate 2017-18 2017-18 2017-18 Cost Recovery- Actual Revenue/Operating Cost

Cost recovery rate based on actual revenue was 36.60% above target, 22.85% above estimate, and 27.27% above the 2016-17 result. Operating costs were 18.60% ($0,283 million) under budget hile fare revenue was 11.17% ($0,077 million) over budget.

Compared to 2016-17, operating costs were 21.29% lower (due to significant repair costs in 2016) and revenue was 0.18% higher.

Target 2017-18: As per printed budget statements or In some cases as set at the beginning of the financial year. Estimate 2017-18: Internally revised to reflect changes In operating circumstances or cost changes. 18 Service 2: Co ntry Passe ge Rail and Road Coach Se vices

3 Service 2: Country Passenger ail and Road Coach Ser ices

Country passenger rail and road coach services objective is to provide customer focussed safe and cost effective passenger transport services for regional Western Australia.

The outcomes under this service are measured using the following KPIs.

Outcomes Measure

1. Use of public transport Increases Passengers per service kilometre. • Total patronage.

2. Service reliability is maintained at a high level. • Service reliability.

3. Customer satisfaction is maintained • Customer satisfaction index.

4. Assets and financial resources are managed • Cost per passenger kilometre. effectively to meet business objectives • Cost per passenger.

3.1 Use of public transport increases to the completion of the Governments A onlink Enhancement trial.

3.1.1 Passengers er Service Kilometre Transwa Road Coaches The use of public transport is measured by comparing the annual number of passengers Transwa Road Coaches carried against the number of productive service kilometres, i.e. a service kilometre which excludes non-productive running .

The passengers per service kilometre are calculated by dividing the total boardings by the total service kilometres.

Transwa Rail 2017-18 2017-18 2017-18

Passengers per service kilometre Transwa Rail V

The 2017-18 result is 2.61% above the 2016-17 result and 11.22% above the 2017-18 target.

The annual result has increased compared to the 17-18 target due to an increase In patronage as a result of the introduction of the new Volvo Irlzar road coach fleet. 2017-18 2017-18 2017-18

Passengers per service kilometre

The 2017-18 result is 1.73% above the target and 6.51 below the 2016-17 result.

The annual result has decreased compared to the last financial year mainly due to a decrease in Avonlink patronage numbers. This is a result of the reduction in the number of Avonlink services due

Target 2017-18: As per printed budget statements or In some cases as set at the beginnin of the financial year. 19 Estimate 2017-18: Internally revised to reflect changes in operating circumstances or cost changes. Service 2: Count y Passenge R il and Road Coach Services

3.1.2 Total Patronage patrons) above the KPI target and 2.81% (4,958) above last financial year. Transwa Rail 5.2 Service reliabil ty is maintained Transwa Rail at a high level 212,103 199,300 191,644 188,579 191,644 3.2.1 Service Reliability

Punctuality is defined by acceptable parameters 212,103 199,300 191,6-1-1 183.379 1 1,611 that are considered to represent On-Time Running (OTR). These are shown below for each service. 2015-16 2016-17 Vro Target Estimate 2017-18 2017-18 2017-18 Operation OTR" parameter Total Patronage . J Prospector 15 minutes Australind 10 minutes Overall rail patronage In 2017-18 has increased by AvonLink 10 minutes 1.63% against the budget paper target and was MerredinLink 10 minutes 3.84% below the 2016-17 result. Road Coaches 10 minutes The 2017-18 result of Australind is 11.05% (8,947 patrons) above the KPI target and 0.06% (58 Prospector patrons) less than last financial year. f The annual result of Prospector is 2.10% (1,849 Transwa Rail: Prospector patrons) below the KPI target and 1.27% (1,106 patrons) less than last financial year. The annual result of AvonLink is 23.69% (2,961 patrons) below the KPI target and 50.78% (9,841) less than last financial year mainly due to the decrease In frequency of services applied on 1 July 2017. 2017-18 2017-18 2017-18

The annual result of MerredinLink is 15.10% (1,072 Percentage of services arri ing within on-tlme patrons) below the KPI target and 125.01% (3,349) arrival parameter above last financial year.

Transwa Road coaches The 2017-18 result is 36.95% below KPI target and 41.63% above the 2016-17 result. The annual result is below KPI target due to a Transwa Road Coaches number of delays associated with crossings (1,224 Instances - 56%) and track related issues (500 instances -23%) as a result of maintenance work undertaken by Arc Infrastructure.

2017-18 2017-18 2017-18 Total Patronage

Since the full introduction of the new road coach fleet, patronage on Transwa road coaches has stabilised. The 2017-18 result is 9.85% (16,273

Target 2017-18: As per printed budget statements or In some cases as set at the beginning of the financial year. Esti ate 2017-18: Internally revised to reflect changes In operating circumstances or cost changes. 20 Service 2: Co ntry Passenger Rail and Road Coach Services

Australind MerredlnLink

"N fTranswa Rail: Australind Transwa Rail: MerredlnLink

2017-18 2017-18 2017-18

Percentage of services arri ing within on-time 2017-18 2017-18 2017-18 arrival parameter V Percentage of services arriving on-time arrival parameter The 2017-18 result Is 6.06% below the 2016-17 annual result and 7.65% below KPI target. The annual result is 12.75% below the KPI target The annual result is below KPI target due to a and 37.41% above the 2016-17 result. number of delays associated with crossings (561 The annual result is below KPI target due to a instances - 53%), track related Issues (99 Instances number of delays associated with crossings (151 - 9%) and mechanical issues (176 Instances -17%). instances - 57%) and track related issues (46 instances -17%) as a result of maintenance works AvonLInk undertaken by Arc Infrastructure.

Transwa Rail: AvonLInk Road Coaches

*N Transwa Rail: Road Coaches

2017-18 2017-18 2017-18 Percentage of services arriving within on-time arrival parameter V 2017-18 2017-18 2017-18 The 2017-18 result is 40.38% above the 2016-17 Percentage of services arriving within on-time annual result and 8.46% above the 2017-18 target. arri al parameter The annual result is above target with only 131 delays mainly crossings (51 instances) in 2017-18. The 2017-18 result e ceeded the target by 2.15% Since the significant track works of the previous but remained unchanged compared to the 2016-17 two financial years, the reliability of the Avonlink annual result. has returned to expected results. 3.3 Customer satisfaction is maintained

3.3.1 Customer Satisfaction Index

The percentage of patrons that, overall, were satisfied with the serv ces measures the public perception of the organisation s performance in providing a high quality and attractive passenger service. The measure is derived from an extensive annual survey conducted by independent

Target 2017-18: As per printed budget statements or in some cases as set at the beginning of the financial year. Estimate 2017-18: Internally revised to reflect changes In operating circumstances or cost changes. 21 Service 2: Country Passenger Rail and Road Coach Se vices

consultants who interview a large sample of 3.4 Assets and financial resources are passengers. Interviewers are assigned to various managed effectively to meet services and transit station locations over a four business objectives week period covering the working week and weekend. A questionnaire is used by the interviewer and respondents are asked to provide 3.4.1 Cost per Passenger Kilometre a wide range of responses regarding their views on public transport performance. The cost per passenger kilometre measures the cost efficiency of providing passenger services, The passenger satisfaction survey results provide expressed as the cost of carrying one passenger an objective, unbiased view over time of patrons one kilometre. overall satisfaction with the system, e.g. safety, on- It is calculated by dividing the total annual cost for time running, courtesy of staff, ser ice frequency each service mode by the number of passengers and train and station amenities. The information is and the average distance travelled. used by management to develop strategies for improving service performance and infrastructure. Transwa Rail - Transwa Transwa Rail: Cost per passenger kilometre

91% 91% 92% 92% 92%

2015-16 2016-17 YTD Target Estimate 2017-18 2017-18 2017-18 charges charges level of customer satisfaction % of respondents 2015-16 2016-17 OYTD Target Estimate either " ery satisfied" or "satisfied" 2017-18 2017-18 2017-18

Overall satisfaction reached 92%, same as the Cost including capital charges 2017-18 target, 1.1% above the 2016-17 result and The total cost per passenger kilometre is 7.91% is consistent with the high results achieved in the above the 2016-17 annual result and 12.32% above previous nine years ranging from 90% to 93%. the KPI target. In particular, dissatisfaction among AvonLink The 2017-18 result is above the KPI target; Capital patrons has decreased from 2% in 2016-17 to 0% costs are largely responsible for the variance as a this year whilst satisfaction amongst Prospector revaluation of assets occurred after the KPI target passengers increased to 91% (compared to 87% in had been set. The 2017/18 depreciation charge for 2016-17). Merredinlink recorded . an overall Rollingstock has increased $2.6IVI from the KPI satisfaction level of 96% this year, despite the target. increase in dissatisfaction to 2%, with 47% of patrons indicating they were very satisfied Cost e cluding capital charges (compared to 25% in 2017). The operating cost per passenger kilometre is Transwa has continued to provide an exemplary 3.08% above the KPI target and 2.37% below the service transporting people around regional 2016-17 annual result. Western Australia. While both operating costs and passenger kilometres are below KPI target, passenger kilometres have decreased at an accelerated rate resulting in an increased operating cost per passenger kilometre. On average rail passengers are travelling 7.9% (27 passengers per trip) less than the KPI target.

Target 2017-18: As per rinted budget statements or In some cases as set at the beginning of the financial year. 22 Esti ate 2017-18: Internally revised to reflect changes In operating circumstances or cost changes. Service 2: Co ntry Passenger Rail and Road Coach Services

Transwa Road Coaches Transwa Rail

/" A Transwa Road Coaches: Cost per passenger Transwa Rail kilometre

Cost Including capital Cost excluding capital charges charges 2017-18 2017-18 2017-18 2015-16 0 2016-17 PYTD Target Estimate Operating cost per passenger (excluding capital 2017-18 2017-18 2017-18 charges) J Cost including capital charges The operating cost per passenger is 6.56% below The average cost per passenger kilometre is the 2016-17 result and 4.81% below the KPI target 14.64% below the KPI target, 1.51% below the due to operating costs being 3% below target for estimate and 0.76% above the 2016-17 annual the year. result. Transwa Road Coaches Both operating and capital costs are below target, partially attributable to the revaluation of assets post KPI targets, combined with above target Transwa Road Coaches passenger kilometres due to road coach patronage increase. The result is a decreased total cost per passenger kilometre of $0.26.

Cost excluding capital charges

The 2017-18 operating cost per passenger kilometre is 1.93% below the 2016-17 result and 2015-16 2016-17 YTD Target Estimate 2017-18 2017-18 2017-18 12.93% below the KPI target. Operating cost per passenger (e cluding capital While operating costs are currently below the KPI charges) flat rate target, passenger kilometres are 8.06% (4.1M kilometres) above the target as passengers The operating cost per passenger is $64.01, 2.67% numbers have increased resulting in a decreased below the 2016-17 result and 14.35% below the operating cost per passenger kilometre of $0.21, target largely due to an Increase in road coach patronage together with an underspend in road coach operating costs, specifically maintenance 3.4.2 Cost per Passenger and labour costs.

The cost per passenger measures the cost efficiency of roviding services expressed as the cost of carrying one passenger. It is calculated by dividing the operatin costs by the number of passengers carried.

Target 2017-18: As per printed budget statements or In some cases as set at the beginning of the financial year. 23 Estimate 2017-18: Internally revised to reflect changes In operating circumstances or cost changes. Service 3: Regio al School Bus Services

4 Service 3: Regional School Bus Services

School bus services objecti e is the provision of regional school bus transport to Western Australian school students by the School Bus Services Branch.

School bus services arrange and manage the provision of the transport to and from schools for students at regional centres across the State and in the metropolitan area in accordance with the requirements of Government.

Where a school bus service cannot be provided to eligible students, a conveyance allowance is paid.

The outcomes under this service are measured using the following KPIs:

Outcomes Measure

1. Service reliability is maintained at a high level. Satisfaction with School Bus availability at arrival/departure time

2. Safety incidents decrease • Safety-level of notifiable incidents

3. Assets and financial resources are managed • Cost per contracted kilometre effectively to meet business objectives • Cost per child (school bus) • Cost per child (conveyance) • Asset utilisation

4.1 Customers are satisfied with high quaiity efficient services

4.1.1 Service Reliability

The Key Performance Indicator measures school bus timetable reliability for rural mainstream services and Special Education School Buses operating in the metropolitan area. The on-time arrival parameter is to arrive at school no less than 10 minutes before school starts and departing within 10 minutes of school ending. From the start of the 2017 calendar year, the inspection function was transferred to the Department of Transport as part of a restructure of the School Bus Services staffing levels in 2016.

As a consequence, the duties formerly undertaken by the SBS inspectors ceased to exist and the PTA has agreed to terminate the current KPI reporting arrange ents. The Key Performance Indicator' is no longer reported since January 2017 and is replaced with the following new indicator Satisfaction with School Bus a ailability at arrival/departure time .

4.1.2 Satisfaction ith School Bus ' availability at arri al/departure time School Bus Services

The Key Performance Indicator measures school bus timetable reliability for rural mainstream services and Special Education School Buses operating In the metropolitan area. The emphasis of the indicator is on deliver of the School Bus Services to meet community on-time Percentage of services arriving Satisfaction with School Bus requirements and on performance improvements within 'OTR' parameter Availability at Arrival/Depature where the Contract Bus Services fail to meet the 2015-16 2016-17 Time 2017-18 requirements. 2015-16 moie-l? nYTD ararget Estimate The indicator aims to ensure that School Bus 2017-18 2017-18 2017-18 Services run to timetable and/or frequency and it V will measure the satisfaction of the service reliability through the online complaints register. In 2017-18, satisfaction with School Bus availability at arrival/departure time reached 99.65%, 0.66% Input Parameters: above the target and is consistent with the 'OTR Contributing to the results is a number of input results of the past six years (ranging from 98.15% parameters which are used to calculate the to 100%). effectiveness indicator and these include: Total number of Observations School Bus • Nu ber of expected school bus service trips = Previous observations for that ere Service number of operating school bus services x trips years compliance ith compliant with Reliability "OTR "O R” "OTR” per day x service days In the year. 2013-14 693 693 100% • Number of satisfaction complaints. 2014-15 379 372 98.2% Calculation: 2015-16 540 531 98.3% • Outcome % = 100 x (Number of satisfaction 2016-17 255 253 9 .2% complaints / Number of expected school bus service trips) PTA maintains ongoing discussion with • Rate of Satisfaction ith School Bus stakeholders to ensure the high level of service availability at arri al/departure time = 100% - reliability and customer satisfaction is maintained. Outcome %. 4.2 Safety incidents The satisfaction results are provided in the following tables: 4.2.1 Safety Level of Notifiable Incidents

Satisfaction with Number of Accidents attributed to all causes are notified Number of School Bus expected 2017-18 Satisfaction availability at through the School Bus Services, Contracts School Bus Com laints arrival/ eparture Services Administration System (CAS). time The CAS dataset Is the primary source of Target 960 20 99% information for reporting the number of notifiable Actual 962 13 99.65% accidents. Estimate 99.65% Typically, where an accident/incident involving a contracted school bus service occurs, the The 2017-18 result indicates that the level of contractor or driver is required to submit a report satisfaction with school bus availability at through the online CAS portal. arrival/departure time was at the target and The performance measure for the notifiable estimate levels. incidents is expressed as the number of notifiable occurrences (accidents) reported during the year. A low number of occurrences indicate that sound safety procedures and controls exist and are being

observed by contractors and drivers across the buses. A higher percentage indicates that more school bus fleet. vehicles are operating safely.

During the year, there were 24 on-road school From the start of the 2017 calendar year, the bus accidents, comprising of 0 major and 24 minor inspection function was transferred to the accidents. Of the 24 accidents, 14 occurred in Department of Transport as part of a restructure of regional Western Australia and 10 in metropolitan the School Bus Services staffing levels in 2016. As a Perth. No fatalities or serious injuries were consequence, the duties formerly undertaken by recorded. the SBS vehicle inspectors ceased to exist and the PTA has agreed to terminate the current KPI s : \ reporting arrangements. School Bus Services 24 24 / School Bus Services

2017-18 2017-18 2017-18 School Bus Services notifiable occurrences 2017-18 2017-18 2017-18 (accidents) reported each school year Percentage of School Buses which passed inspections The indicator for 2017-18 was 26.32% above 2017- 18 target and 33.33 above the 2016-17 result. The Key Performance Indicator is no longer As the number of 'not at fault' accidents reported since January 2017. represents the reater proportion (88%) of all reported accident cases and the ratio of 'at fault accident cases has reduced significantly from 4.3 Assets and financial resources are 30.77 in 2015-16 to 12.5% in 2017-18, it denotes ma aged effectively to meet that our ongoing efforts in educating school bus business objectives contractors and drivers on road safety matters is delivering positive results. 4.3.1 Cost per contracted kilometre School Bus Services continues to campaign and educate school bus contractors and drivers on road The cost of administering school bus services on a safety matters and the relative risks associated kilometre basis. with accidents. Measures such as the requirement It is calculated by dividing the total cost of school for all contractors to have in place a Contract bus contracts and operating expenses by the total School Bus Safety Management Plan (SMP) and contracted kilometres. regular random audits of the SMP for compliance are strategic and effective means of improving and The annual results are provided in the following maintaining road safety standards. This advocates table: that our school bus drivers understand the need to maintain the required competency standards for Annual Contract Dally Average road safety to ensure that safety of school Annual Kilometres Kilometres students travelling to and from school is achieved. 2015-16 33,421,478 170,518

4.2.2 Percentage of School Buses which 2016-17 33,796,206 173,314 passed inspections 2017-18 32,976,586 170,863

The Key Performance Indicator measures the mechanical safety standard of contract school

r~ been adopted to determine the approximate School Bus Services student numbers. The point in time snapshot is typically taken at the midway point at each quarterly interval.

The annual student data snapshot associated with the 962 contract school bus services across the two distinct business groups are defined below:

Group 1 - Core Business:

Students that are provided transport assistance in accordance with the policy and entitlement 2017-18 2017-18 2017-18 framework. In accordance with the eligibility frame ork, the PTA s business processes are Cost per contracted kilometre structured to provide the necessary contract management and systems support for 909 orange school bus services around the State. The indicator reached $3.81, 1.57% above the 2017-18 target and 2.43% above the 2016-17 These buses provide access to school for students result due to a 2.43 decrease in contracted in rural areas, picking them up from the farm gate ilometres and a marginal (0.05%) decrease in (where appropriate) as well as providing access to costs over 2016-17. schools in the metropolitan area for students attending special education facilities. During the year, contract kilometres decreased to 32.977 million kilometres from 33.796m in 2016-17 Group 2 - Department of Education (DoE) funded due to lower number of school days In 2017-18 initiati es: compared to the previous years. Bus transport is provided to students who qualify Total costs also decreased slightly by 0.05% (62K) for assistance through the Intensive English from $125,663 million in 2016-17 to $125.601m Centres (IEC) and/or other language support and was 1.34% below the 2017-18 target. programs. Under these arrangements, the PTA provides the necessary contract management and School bus service profile show continued progress system supports for 53 school bus services outside towards maintaining a viable school bus network. the Student Transport Assistance Policy In 2017-18, the total number of contracted school Framework. The programs and the associated bus services reached 962. The contract school bus transport assistance arrangements are fleet travelled 170,863 kilometres on each school administered and fully funded by the DoE. day. On average, 26,495 regional and special education students of around 530 schools The annual comparisons are provided below: throughout the State accessed the school bus network each school day. Number Cost er of Year E enditure Child Students 4.3.2 Cost per child (school bus) 2015-16 $125,566,115 26,964 $4,656.81

This KPI measures the transportation cost 2016-17 $125,662,664 26,691 $4,708.05 subsidised on a student basis. 2017-18 $125,600,632 26,495 $4,740.54 It is calculated by dividing the total cost of school bus contracts + operating expenses by the number of students carried. The cost per child is based on the year to date expenditure for (school bus contract + operating expenses) divided by the number of school students entitled to transport assistance.

There are operational constraints in ascertaining the precise number of students in receipt of school bus transport a sistance on a day by day basis, therefore; a point in time snapshot approach has

kilometres travelled and in the nu ber of travellers. For the year, 7,313 conveyance travellers have accessed the subsidy and have travelled in excess of 11.1 million kilometres.

4.3.4 Asset Utilisation

The KPI measures the capacity of School Bus Services to meet student transport entitlements. It is calculated by dividing the total seats utilised in the bus fleet by the total seats available in the bus fleet.

Overall, the cost per child (school bus) was 0.7% S School Bus Services above the 2017-18 target and the 2016-17 result.

4.3.3 Cost per child (conveyance)

This KPI measures the cost of conveyance allowances on a student basis. It is calculated by dividing the total cost of conveyance allowances paid by the number of students carried. 2017-18 2017-18 2017-18

The annual comparisons are provided below: Total seats utilised/total seats available V Number of Cost per Year Expenditure Tra ellers Traveller The asset utilisation rate has been reset based on 26,495 estimated students and compared to 2015-16 $2,300,094 7,699 $298.75 33,293 available school bus adult seats to achieve 2016-17 $2,165,076 7,148 $302.89 an utilisation ratio of 79.58% which is 1.99% below the 2017-18 target and 0.59% below the 2016-17 2017-18 $2,266,498 7,313 $309.93 result. The utilisation ratio implies that the school bus / fleet continues to be utilised at sustainable levels School Bus Service and also indicates that student transport entitlements are able to be delivered in accordance with the transport assistance policy framework.

Overall, there is no indication of passenger overcrowding on the contracted services therefore it is perceived that passenger comfort and service quality targets are also being met.

2017-18 2017-18 2017-18

Cost per child (Conveyance) V

The annual result was 5.91% above the 2017-18 target and 2.32% above the 2016-17 result.

The 2017-18 results when compared to the 2016- 17 results reflect Increases In both conveyance

Target 2017-18: As per printed budget statements or In some cases as set at the beginning of the financial year. Estimate 2017-18: Internally revised to reflect changes In operating circumstances or cost changes. 28 Service 4: Rail Corridor and Resid al Freight Issues Management

5 Serv ce 4: Rail Corridor and Residual Freight Issues Management

5.1 Effectiveness Indicator Cost of managing rail corridor and residual The most significant issue for this outcome is the freight issues manage ent ($000s) management of the long-term lease of the rail freight infrastructure to Arc Infrastructure (previously kno n as Brookfield Rail and WestNet Rail) and reporting any breaches by the parties in olved with the Rail Freight Corridor Land Use Agreement (Narrow Gauge) and Railway Infrastructure Lease Agreement and Rail Freight Corridor Land Use Agreement (Standard Gauge) and Railway Infrastructure Lease Agreement dated 2000 (the Leases). 2017-18 2017-18 2017-18 Arc Infrastructure manages and operates the rail freight infrastructure under the terms of the The cost of managing the rail corridor and residual Leases. Under the Leases, Arc Infrastructure is the freight issues was 5.64% below the 2017-18 target accredited o ner1 of the infrastructure as defined and 5.05% below the 2016-17 result. in the Rail Safety National Law (WA) Act 2015.

Arc Infrastructure engages an independent e pert, The result was $9.06 million (5.05%) below the on a five-yearly basis, to review compliance to 2016-17 result driven by decreases in depreciation performance standards as defin d in the Leases associated with the revised useful life of freight and additionally, Arc infrastructure provide an network infrastructure. Annual Corridor Ministers Report that details: • Audited financial statements for Arc Infrastructure

• Gross tonnes and train numbers for freight and passenger services during the reporting period on each section of line

• Track kilometres in use for standard gauge, narrow gauge, dual gauge and operational and non-operational track

• Directors Certification of compliance pursuant to clause 15 of the leases

PTA measures the effectiveness of the agreement by internally reviewing the Annual Corridor inisters Report, the five-yearly inspection report from the independent expert and the five-yearly maintenance plan provided by Arc Infrastructure.

There has been no lease breach by Arc Infrastructure with the above agreements since 2017.

5.2 Cost Efficiency

The cost efficiency for the management of the long-term lease of the rail freight infrastructure to Arc Infrastructure is monitored using the total cost of managing the rail corridor and residual freight issues.

Target 2017-18: As per printed budget statements or in some cases as set at the beginning of the financial year. Estimate 2017-18: Internally revised to reflect changes In operatin circumstances or cost changes. 29 S fety and Strategic Development

6 Safety and Strategic Development service demand resulting from special events, the 6.1 Safety Indicators new Stadium Station, Edgewater Multi-Storey Carpark, Aubin Grove Station and Claremont 6.1.1 Notifiable Occurrences carparks. Safety Management Systems controls are in place PTA's Notifiable Occurrences are being reported in and ongoing reviews are undertaken to reduce the accordance with the Corporate Procedure for incidents. Health, Safety and Environment Incidents (9210- 000-004). PTA s reporting systems for the PTA Notifiable Occurrences - Category A notification of Category A' and Category B' (excluding suicides) occurrences comply with the Rail Safety National Law (WA) Act 2015 and specifically the Rail Safety National Law (WA) Regulations 2015.

Category A occurrences are those resulting in serious injury, death, or significant damage. Category B occurrences are occurrences with the potential to cause a serious injury, death or 2015-16 DZOie-l? OYTD D Target DEstimate significant damage. 2017-18 2017-18 2017-18 V Performance indicators for both Category A and When excluding suicide/attempted suicide, the Category B occurrences are presented against million passenger boardings and million train Category A incidents increased by 142.86% from 7 kilometres. A low rate of incidents indicates that in 2016-17 to 17 in 2017-18. sound safety procedures and risk management As a result. Category A incidents per million procedures/controls exist and are operating passenger boardings and per million train effectively throughout the rail system. kilometres were higher than the 2016-17 results by 140.86% and 132.94% respectively. Category A

PTA Notifiable Occurrences Category B

Category A occurrences per Category A occurences per million passenger boardings million train kilometres

02015-16 0 2016-17 OYTD D Targe OEstlmate 2017-18 2017-18 2017-18 Category B occurrences er Category B occurences per million passenger boar ings million train ilometres

2015-16 2016-17 YTD Targe DEstimate The indicators for Category A incidents per million 2017-18 2017-18 2017-18 passenger boardings and per million train kilometres were above the respective 2017-18 The indicators for Category B incidents per million targets by 29.6% and 27.18%. passenger boardings and per million train During the year, the number of CAT A incidents kilometres were 29.82% and 27.55% above the increased from 18 to 26, of which 9 incidents (or respective targets. 35%) related to Suspected/Attempted Suicide In 2017-18, the number of CAT B incidents was which were beyond PTA controls. 29.9% above the target mainly due to significant Train kilometres and boardings ajso increased by increases in incidents of trespass and level crossing 4.26% and 0.83% respectively over 2016-17 due to following a review of how level crossing incidents increased capacity and service frequency to meet

are reported in aligning better with ONRSR RS Internal Rail & Safety Audit requirements. Year Audits Observations Train kilometres and boardings also increased by 4.26% and 0.83% respectively o er 2016-17 due to 2017-18 6 9 increased capacity and service frequency. 2016-17 14 42 Additional Safety Management Systems controls 2015-16 40 23 and strategies have been introduced including safety education and campaign aime at reducing 2014-15 30 28 the incidents, major lighting upgrades at 2013-14 42 37 pedestrian crossings on the Armadale Line. 2012-13 53 42 Additional Safety Management Systems controls and strategies have been introduced including 2011-12 10 22 safety education and campaign aimed at reducing the incidents, major lighting upgrades for stations and at pedestrian crossings on the Armadale Line. .1.3 Lost Time Injury The time lost as a result of work injuries indicates 6.1.2 Rail Safety Audits how safe the working environment is for staff, and how effectively policies and procedures, designed to ensure staff safety, are operating. The lost-time Rail safety audits are carried out to demonstrate injury frequency rate (LTIFR) is a ratio based on the compliance with the Rail Safety National Law (WA) number of lost-time accidents multi lied by 1 Act 2015 and Accreditation conditions. million divided by the total hours worked for all The Office of Rail Safety ceased operations on the employees. 1st November 2015 and the Office of the National The Lost Time Injury Frequency Rate (LTIFR) used Rail Safety Regulator (ONRSR) commenced on the an estimate of the working hours as the actual 2nd November 2015 and performed their first audit results are currently not available. Working hours in February 2016. based on an average of previous quarters have been used and may change as the actual results ONRSR conduct targeted audits throughout the become available. year where-as the previous audit process was an /* annual audit. All ONRSR findings and control Lost Time Injury Rate measures are logged, monitored, reviewed and closed out in the PTA Electronic Hazard and Incident reporting system. The audit results are provided in the following 24.53 24.53 tables: 22.03 21.52 22.61

ONRSR Rail Safety Compliance Audit

Year NCRs Observations 2015-16 2016-17 YTD Target Estimate 2017-18 2017-18 2017-18 2017-18 8 1 V 2016-17 9 2 The 2017-18 result was 13.99% above the 2016-17 2015-16 0 3 annual result and 8.49% above the annual target. ORS ail Safety Compliance Audit

2014-15 - -

2013-14 - -

2012-13 0 1 2011-12 3 6

7 Corporate

7.1 People and Strategic Employees of Aboriginal or Torres Strait Islander Development Indicators Origin

7.1.1 Workforce Diversity

Diversity is critical in fostering innovation and allows PTA to deliver customised services that respects the cultures of the PTA s diverse clients. Effective diversity management increases employee retention, facilitates collaboration and improves engagement of the PTA workforce.

PTA's diversity targets are consistent with core business and in line with the WA Equal Opportunity Act 1984 and other relevant legislation. The annual result was 10% below the annual Cultural diversity target, 20% above the 2016-17 result and 25% above the 2015-16 res lt. The representation of Aboriginal Australian Workforce Diversity (%) employees in the WA public sector entities was 2.7% at June 2017. The PTA acknowledges the challenges experienced in the area of employment and aims to focus our efforts on the delivery of initiatives in the new Reconciliation Action Plan 2018-2020 that has been submitted to Reconciliation Australia for endorsement.

People with disabilities People from culturally diverse backgrounds

02015-16 0 2016-17 OYTD O Target OEstlmate 2017-18 2017-18 2017-18 Workforce Diversity (%)

The annual result was 5.69% below the annual target, 0.07 above the 2016-17 result and 0.94% above the 2015-16 result.

The.WA public sector representation of employees from culturally diverse backgrounds was 12.9% at June 2017. The PTA has a good representation of employees from culturally diverse backgrounds. 2015-16 2016-17 0YTD Target Estimate 2017-18 2017-18 2017-18 j

The annual result was 71.14% below the annual target, 7.34% below the 2016-17 result and 23.48% below the 2015-16 result. The representation of employees with disability in the WA public sector entitles was 1.7% at June 2017.

Tar et 2017-18: As per printed budget statements or In some cases as set at the beginning of the financial year. Estimate 2017-18: Internally re ised to reflect changes In operating circumstances or cost changes. 32 Corporate

Youth sector. The representation of women in this group was 33.3%. f Workforce Diversity (%) 7.1.2 Sick Leave

The sick leave KPI indicates the average number of sick leave days an employee took during the reporting period. The measure is defined as the total FTE days divided by the average headcount. Total FTE days are calculated as sum of hours paid, unpaid and family sick leave taken per employee per year divided by average hours per day 02015-16 02016-17 OYTD Target DEstlmate 2017-18 2017-18 2017-18 according to the employee s award at the start date of the booking. High levels of unscheduled absences can The annual result was 72.4% below the annual target, 3.5% below the 2016-17 result and 29.95% significantly impact on the PTA operations and drive extensive direct costs and productivity losses. below the 2015-16 result. A dedicated Graduate an Development Programs / \ Coordinator Is employed to implement strategies Sick Leave - days taken / employee to increase youth attraction and retention. The Graduate Develop ent Program and Vocational employment placements are currently underway, with recruitment intake undertaken annually. There Is a limited number of roles within the PTA that can be offered to people under 25 years old.

The representation of employees under 25 years old in the WA public sector entities was 4.3% at June 2017. 20i7-18 2017-18 2017-18 Women

ote: The result Includes paid, unpaid and family sick leave / \ taken per employee per year. Workforce Diversity ( ) The annual result was 2.13% below the 2016-17 result and 9.26% below the 2015-16 result.

On average, PTA employees took 8.83 days in 2014-15, 9.61 days In 2015-16 and 8.91 days in 2016-17.

7.1.3 Staff Voluntary Turnover Rate

The turnover rate KPI indicates the rate of 02015-16 02016-17 OYTD Target DEstlmate 2017-18 2017-18 2017-18 employee initiated terminations. Voluntary turnover is monitored as an Indicator of employee engagement. High turnover reflects low employee Note: % of women In anagement Tiers 2 and 3 combined. Previous years KPIs were the % of women in the workforce. The engagement and has negative consequences for report is currently under review. the PTA. This includes organisational costs such as departure and replacement cost and impact on the The annual result was 50% above the annual orale and workload of remaining employees. target, 11.11% above the 2016-17 annual result High turnover often results in a loss of and 30.43% above the 2015-16 result. organisational knowledge and skills among the workforce. Excessively low turnover can also On 1 July 2017, there were 514 members of the negatively impact the organisation by potentially Senior Executive Service (SES) in the WA public

inhibiting innovation and creating a stagnancy of skills and ideas. Turnover rate {%) is calculated as the number of people voluntarily separated during the reporting period divided by the headcount at the start of the period + the number of new starters throughout the period. The measure includes only voluntary separations, excluding voluntary severances, service terminations, retrenchments, contract expired etc. All HR information system reports used to provide workforce analysis have been tested and modified by the system provider to improve process efficiencies and data accuracy. Hence minor variances in results might be noted when trend analysis is provided.

Staff Voluntary Turnover Rate

2017-18 2017-18 2017-18

Note: % of employees who ha e voluntaril left against the total employees In employment.

The annual result was 20.98% above the 2016-17 result and 3.13% above the 2015-16 result.