Powerpoint Presentation Rebuttal "The Morayfield Office Was Opened

PowerPoint Presentation Rebuttal

"The Morayfield office was opened in 2018 as a trial to reach into the northern area of the SEQ public transport network to provide greater revenue protection presence in this area." Area of Address Evidence Comments "Trial" Email "DDG has approved the Date: 05/06/2017 11:35am northern outpost which will Author: Michael Gordon be situated at Morayfield." Email "Expressions of Interest to Date: 10/10/2017 13:09pm go to Morayfield are being Author: Robert Tulleners taken for SNO's to permanently relocate to this office" Email "… to relocate to our new Date: 04/10/2017 08:19am office currently being fitted Author: Robert Tulleners out in Morayfield." Email: "… Added to this vacancy I Date: 20/05/2020 13:49pm need to finalise the Author: Peter Walsh evaluation of the Morayfield Supervisor Position with a view to making this a permeant vacancy. I am currently working with the HR team to get both of these positions finalised so that we can fill them, so stay tuned for more information shortly. Ministerial Release "For the first time, a Date: 29/03/2018 13:00 dedicated team of TransLink Authors: Senior Network Officers Minister for Transport Mark (SNO's) will be permanently Bailey based in the northern regions Minister for Police and of the South East Minister for Corrective Queensland public transport Services Mark Ryan network, following a new patrol base becoming operational in the weekend." Trail Focus claim: Ministerial Release "The base and SNO team will Date: 29/03/2018 13:00 ensure enhanced customer "Greater Revenue Authors: service and safety activities Protection presence in this Minister for Transport Mark on public transport for our area" Bailey local community" Minister for Police and Minister for Corrective Services Mark Ryan

"… it will enable coverage on many early and late bus and rail services in the region which previously required significant planning from the Brisbane-based SNOs…" "The SNO presence and influence across the network across the network … has now been improved"

"The aim of the outpost is targeting northbound rail line from Petrie covering Redcliffe Peninsula, Caboolture, Nambour and Gympie North lines and support local bus operators such as Sunshine Coast Sunbus, Caboolture Bus Lines, Kangaroo Bus Lines, Hornibrook Bus Lines, Bribie Island Coaches, and Thompson Bus Services" Agreed.

"In April/May 2021 TransLink commenced a network wide survey of Fare Evasion across all modes of transport. This survey was conducted by an independent contractor being EY Sweeney" The data areas for capture, including the northern areas were ascertained by Daniel Pasterfield – Network Shift Supervisor. Issues surrounding the survey (raised the time with current NSS).

"The fare evasion survey data is also supported by TransLink’s own data teams who monitor passenger usage and travel patterns across the entire SEQ passenger network." "One of the key survey methodologies is to ensure a set sample or number of passengers per service and location are checked to ensure to meet the required data integrity." "During the survey EY Sweeney identified that the low patronage on the network was contributing to getting insufficient data in the northern part of the SEQ network which meant we needed to do additional survey shifts to get sufficient data." "This triggered a new patronage review with TransLink’s performance team to understand the resourcing requirements across the entire revenue protection team."

Questions/Comments from this:  The fare evasion survey was not streamlined with adequate time frames. Several issues arose including selecting stations 2 days before the start of the survey.  Targets set were unrealistic – 400 plus passengers in peak on Sunshine Coast Line for services that were not frequent. When this was raised the response was "do the best you can".  The survey was not consistently administered against all shifts.  The patronage review data needs clarification and submission.

Comments: Rail Morayfield area/Petrie - Does this included the data from Gold Coast area North Patronage Comments which is serviced by an outpost? - Where is the data taken from – no data has been provided for review. Bus Morayfield area/Petrie - Does this include the data from Gold Coast area North Patronage Comments which is serviced by an outpost? - Where is the data taken from – no data has been provided for review. Rail SEQ South Morayfield - Does this included the data from Gold Coast area area/Petrie North Patronage which is serviced by an outpost? % Comments - Where is the data taken from – no data has been provided for review. Bus SEQ South Morayfield - Does this included the data from Gold Coast area area/Petrie North Patronage which is serviced by an outpost? % Comments - Where is the data taken from – no data has been provided for review.

Comments: SunBus - What selection of data has been selected? No figures have been reviewed or provided. - What is the percentage of fare evasion on the service to customer fares? - What is the percentage of incidents logged to customer fares/fare evasion? Buslink - This is predominantly the school bus runs. Management has not issued any direction regarding this measure.

"Current bus deployments indicate Sunbus deployments occurred 21.54% of the time as opposed to other bus deployments in the Morayfield area of Operations"

"Deployment data indicates >60% of deployments by the Morayfield team occur on train. It has been explained more train deployments occur due to early finishing times of bus services in the Morayfield area of operations."

"This means more than half of Morayfield’s deployments are targeted at approx. 1.6 Million train passengers annually."

"Conversely it means that less than half of deployments in the Morayfield area of operations are targeted at the approx. 6.5 Million bus passengers annually."

"It also means the largest passenger loading for Morayfield’s area of operations being Sunbus sunshine coast (approx. 3.4 million passengers annually) receives the least coverage due to operational limitations."

Comments

 A monthly deployment is completed - sent through to management – if they are not targeting the correct areas/issues why has this not been communicated?  What is the communication of management to the effective application of the office? Where has management previously indicated the office is not hitting arbitrary targets?  The office was predominantly set up to complete more of the first and last services on the outer buses. This has been achieved.  Where is the data to show in the increase presence on services prior to the inception of the office, and the inception of the office? This is a key indicator of the original aims off the office.  The Morayfield team has completed more checks, paperwork and successful operations then the majority of the Brisbane teams. This data needs to be released. It is captured by Danial Pasterfield and released to supervisors on a monthly basis.  Statistics where and when. Also questioning the sample data relating how when and why put together and with what knowledge. For example, infrequent areas, times, services selected.  When were the statistics gathered that show what percentage of passengers are being interacted with  Is the number devised solely from card reads or also from presence related interaction and stationary duties.  Have the numbers been taken from time periods when the team was at peak numbers, or low.  Has consideration been taken in regards to team numbers and potential team numbers given the interest by potential new team members.  Data taken on fare evasion statistics for the north outpost team is high amongst the SNO cohort, showing the team working effectively within the restrictions placed upon the team at any given time.  In relation to the fare evasion survey, the details for when and where SNOs would be recording data were made with little preparation, only 1 week in before due to start, by someone with very little local network knowledge.  This compromises the integrity of the sample selections

This was not a trial.

Reasons for opening vs closing variation - Ministerial statement by mark Ryan It’s SNOing in northern SEQ - Ministerial Media Statements - The reasons given for the team opening do not line up with the reasons given for the team closing. Since the opening of the Morayfield outpost the team has work consistently to meet the desired result laid out in the opening of the outpost. - Youth crime media prominence, local benefits vs mass area coverage - Youth crime is enormous in media at present and is noted as something that both the Public transport Minister and QLD Premier - The team local to North Brisbane notes special knowledge of the youths on the network inclusive of names ,friend circles, regular locations and so on. Allowing a more effective coverage of the problem. - City based teams remark consistently that youth crime is very difficult for them to tackle since being spread out so far makes it impossible for them to learn the names and develop rapport with any offenders. They note that youths ignore, walk away from, offend in front of, and abuse staff and customers and there is little they can do about it. - Disbanding the local north Brisbane outpost will amplify the youth crime problem north of Petrie by taking away the consistent and familiar eyes on the ground.

Operational Benefits from SNO's

"Staff from the Morayfield office will benefit from greater access to Revenue protection management and leadership structures."  Management do not visit Morayfield. 6-12 trips have been made by management since inception.  Management do not communicate to the team on ground level and limited communication when questions are asked is offered.  Does this mean that Gold Coast outpost is exposed to the same limitations and if so why hasn't it impacted them to date?  RPU manager goes to the Gold Coast frequently for visitation – why can Morayfield not be exposed to the same opportunities?

"Staff from the Morayfield office will be closer to the larger part of the Brisbane team and therefore will have greater support from being part of a larger team."  This is a moot and contradictory point.  The office has never been at capacity. Recruitment has previously been promised for a targeted Morayfield placement – this has not occurred.  Morayfield has never been at capacity, but has always performed in the top teams across the board in terms of statistics  Why is it not possible to approve the applications from SNO's that have requested Morayfield.

"Staff from the Morayfield team will have access to an easier and more comprehensive information flow including access to meetings and forums that comes from being closer to the Translink main office as well as being part of the main revenue protection office."  It is the manager's responsibility to ensure that communication is effectively disseminated throughout teams, regardless of locations.  Why has the Morayfield team been disadvantaged – regardless of the location, if this has impacted the careers and opportunities have been impacted then the Department is liable for discrimination.  Geographically the Gold Coast outpost is further away from the Brisbane Office. Gold Coast to Brisbane: 79.2km approximately (1 hour 20 mins via train/1.25 hours via car) Morayfield to Brisbane: 47.4km approximately (45 mins via train/car)

" Staff from the Morayfield team will have access to more opportunities for development and higher duties by having opportunities across multiple larger teams rather than a single smaller team."  Management have, since March, refused to offer higher duties to the staff based in the office. Daniel Pasterfield was sent, then Brooke Radel and then Phil Augostis (it was an EOI).  No relief position has been offered; Phil has been instructed that remote supervisor is to be utilised. Management have no process in place for this.  It is our belief that all opportunities are currently extended to the entire SNO cohort and if this is not applicable, then the Department is liable for discrimination.

Please review the above comments based on the presentation. Please review the following comments for HR and proposal moving forward.

HR Questions and Issues

Statistics where and when. Also questioning the sample data relating how when and why put together and with what knowledge. For example, infrequent areas, times, services selected. - When were the statistics gathered that show what percentage of passengers are being interacted with - Is the number devised solely from card reads or also from presence related interaction and stationary duties. - Have the numbers been taken from time periods when the team was at peak numbers, or low. - Has consideration been taken in regards to team numbers and potential team numbers given the interest by potential new team members. - Data taken on fare evasion statistics for the north outpost team is high amongst the SNO cohort, showing the team working effectively within the restrictions placed upon the team at any given time. - In relation to the fare evasion survey, the details for when and where SNOs would be recording data were made with little preparation, only 1 week in before due to start, by someone with very little local network knowledge. - This compromises the integrity of the sample selections - Network coverage over the past two months has been impacted based on the suspension of 5 team members overnight and only two returning to date.

What are the implications of the redeployment of permanent positions based on the office not being a trial?

- DG or DDG only available positions with delegation for position appointments that include change to organisational work unit location. No information has been offered pertaining to this. - Morayfield permanent outpost since allocation of permanent supervisor position

No appropriate information available for consultation in change of location, roster and impact on future dated leave if: - No indication of which team the members would redeploy to, and therefore the roster implications on individual SNO's. - The change in roster means that the current mid shifts starts of 12:00 (of which comprise of 5/8 shifts on average per fortnight, would be changed to 14:00-23:30 shifts and the impact of nearly an hour of additional travel time and so on would impact fatigue management.

 What are the HR implications of redeployment of a permanent position and outpost? o Pay o Allowances o DDG/DG approval o Removal of a supervisor position and therefore the implications on less movement?

 Relocation benefits o There is a Gold Coast outpost? Why has the Morayfield office been marked for closure citing benefits, which are basic entitlement? If the Morayfield office is to closed based on these issues, why is Gold Coast Entitled to operate.

Permanent location - Office stakeholders have not been consulted: o Mark Bailey o RTBU – Bus drivers' Union o Mark Ryan o Fiona Simpson. All the above stakeholders where instrumental to the opening of the Morayfield Office

Impact of COVID on data and statistics. Why has this not being identified?

Why the Office Should not be closed:

Youth crime media prominence, local benefits vs mass area coverage - Youth crime is enormous in media at present and is noted as something that both the Public transport Minister and QLD Premier - The team local to North Brisbane notes special knowledge of the youths on the network inclusive of names ,friend circles, regular locations and so on. Allowing a more effective coverage of the problem. - City based teams remark consistently that youth crime is very difficult for them to tackle since being spread out so far makes it impossible for them to learn the names and develop rapport with any offenders. They note that youths ignore, walk away from, offend in front of, and abuse staff and customers and there is little they can do about it. - Disbanding the local north Brisbane outpost will amplify the youth crime problem north of Petrie by taking away the consistent and familiar eyes on the ground.

Team Performance - Even with the impacts of the team with HR decisions it has consistently performed in basis of checks, pins and warnings - Network coverage over the past two months has been impacted based on the suspension of 5 team members overnight and only two returning to day.

Fare evasion rate in the area allocated to Morayfield office.

Proposal Moving Forward

 Lack of communication between management and team. No guidance given, no plans, no questions. If management needs/wants to see something from the team why has there been no effective management tactics utilised to communicate these issues to the team in order to maximise the use of localised SNOs o Regular, open, and constructive communication from management to employees is noted in not only management guidelines across the TMR and TransLink intranet resources but is also a legislated part of the QLD gov management role Public Service Act 2008 o If managers have an expectation of needs that are to be met by employees, it must be communicated. Employees cannot meet expectations that they are not aware of. o The SNO role is incredibly broad and can and is carried out in many ways to effect different desired results. If a specific result is desired by management, that result must be communicated to staff. o Therefore increase and streamline communication.

 Increase the capacity of Morayfield with targeted recruitment drive and also the transfer of the city based SNO's requested. o The team has several members absent for months at a time on "extended leave" no implementation or movement to offer support during this time. o The Team should have about 6-8 SNO's on regular deployment. o The Team needs to be managed effectively on inclusive team scale.

 Proposal that the team be bolstered with more communication from Management. And clear purpose instilled to ensure that the targets of the office are being met. A minimum of 12-months given the current COVID climate.