TransLink Transit Authority | Final Report 1 July 2012 – 31 December 2012 TransLink Transit Authority | Final Report
TransLink Transit Authority 61 Mary Street Brisbane Q 4000 GPO Box 50, Brisbane Q 4001 Fax: (07) 3338 4600 Website: translink.com.au
28 March 2013
The Honourable Scott Emerson MP Minister for Transport and Main Roads GPO Box 2644 Brisbane Qld 4000
Dear Minister Emerson
TransLink Transit Authority Final Report: Letter of Compliance
I am pleased to present the Final Report and financial statements of the former TransLink Transit Authority and the TransLink Transit Authority Employing Office for the period 1 July 2012 to 31 December 2012.
I certify that this annual report complies with:
the prescribed requirements of the Financial Accountability Act 2009 and the Financial and Performance Management Standard 2009, and
the detailed requirements set out in the Annual Report Requirements for Queensland Government Agencies.
A checklist outlining the annual reporting requirements can be found on pages 112-113 of this annual report or accessed at translink.com.au.
Yours sincerely
Matthew Longland Acting Chief Executive Officer TransLink Transit Authority
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TransLink Transit Authority Transit TransLink . ,
and the Transport Operations Transport , and the Queensland .
Annual Report Requirements for Queensland Financial Accountability Act 2009 TransLink Transit Authority Strategic Plan 2010–2015 Transit TransLink under the Authority) Act 2008 Transit (TransLink Government’s Government Agencies for 2011–12 TransLink’s financial and non-financial performance for the financial and non-financial TransLink’s period, in line with the targets and objectives outlined in reporting the 2012–13 Queensland State Budget — Service Delivery Statements requirements legislative reporting It complies with TransLink’s The TransLink Transit Authority Final Report has been developed Authority Final Report has been Transit The TransLink and Main Roads, the for the Queensland Minister for Transport and our other key stakeholders Honourable Scott Emerson MP, government,including our customers, delivery partners, employees community. and members of the broader contains financial statements and a summary of This report The Transport Operations (TransLink Transit Authority) Act 2008 Transit Operations (TransLink The Transport on was established, was repealed under which TransLink to the activities refers 1 January 2013. As such, this report for the Authority Transit and performance of the TransLink only. period 1 July 2012 to 31 December 2012 Welcome to the TransLink Transit Authority Final Report. Following Transit to the TransLink Welcome machinery-of-Government changes implemented on 2 August with its core Authority was abolished, Transit 2012, the TransLink and Main of Transport functions transitioning to the Department Roads. About this report
TransLink Transit Authority | Final Report
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2 3 5 51 58 61 62 65 94 11 28 34 47 112 114 117 TransLink Transit Authority Transit TransLink ...... Compliance checklist Glossary Feedback form TransLink Transit Authority financial statement overview Transit TransLink report Chief Financial Officer’s Authority financial statements Transit TransLink Authority Employing Office financial statements Transit TransLink Our network Our fares and ticketing Our people Our governance Our strategic plan About TransLink Our customers and community Message from the Chair report Chief Executive Officer’s Contents TransLink Transit Authority | Final Report
Message from the Chair
The TransLink Transit Authority was established We are determined to develop integrated public on 1 July 2008 to deliver the best possible mass transport strategies that will deliver value for money, transit services at reasonable cost to the community maximise our resources and provide improved and government, while keeping government mobility to all Queenslanders. regulation to a minimum. During the reporting period, I stepped into the role During his four and a half years as a statutory of Acting Director-General for the Department of authority, TransLink has strived to improve and Transport and Main Roads and consequently took expand public transport services across south-east on the responsibilities as the sole board member Queensland, reaching many significant milestones of the TransLink Transit Authority Board. During along the way, including the implementation of this time, Matthew Longland continued to steer the go card integrated smart ticketing system and the TransLink Transit Authority as Acting Chief improvements to public transport services and Executive Officer (and subsequently Acting Deputy customer information. Director-General).
On 31 July 2012, the Queensland Government On this occasion, the final report of the TransLink announced its decision to incorporate TransLink Transit Authority, I would like to offer my sincere into the Department of Transport and Main Roads thanks to our Minister, the Honourable Scott and to expand the role of TransLink to include the Emerson MP and our Assistant Minister, Mr Steven delivery of public transport services throughout Minnikin MP, for their support and guidance during Queensland as the new TransLink Division. this transition period. I would also like to thank the former members of the TransLink Transit Authority This restructure is undoubtedly a significant Board, in particular Mr Geoff Harley, who held the change for TransLink yet and is not without role of Chair from TransLink’s inception in July 2008 challenges, primarily the task of the extended role to the decision to create the new TransLink Division and responsibilities of facilitating and delivering in July 2012. passenger transport services across the state of Queensland. This will be the final message from the Chair of the TransLink Transit Authority Board and I would like to A lot of work has been done over the reporting thank TransLink’s dedicated staff, delivery partners period to ensure the transition into the new and many stakeholders for their commitment, TransLink Division is a smooth one. Our focus on contribution and dedication to getting on with the business continuity and implementation of the job of delivering public transport in south-east government’s reform agenda – all happening while Queensland. we continue to address and deliver the Queensland Government’s objectives of providing a more While I salute TransLink’s past achievements, affordable, reliable and frequent public transport I am confident that the new TransLink Division network. will go on to deliver even greater outcomes for public transport users by providing an efficient and As the Queensland Government takes decisive affordable transport service for all Queenslanders action to help steer the state through tough and for those who visit this great state. economic times, TransLink will endeavour to ensure efficient operations continue to deliver value for our Neil Scales OBE customers. Former Chair
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card card go
card and Brisbane and card card incentive card go go TransLink Transit Authority Transit TransLink
. SEEQ introduction of the new tourist introduction - product more than 4.4 million free journeys taken than 4.4 million free more via the new 9 and free rail services a trial of off-peak on the Ferny line Grove review of the south-east a significant Queensland bus network integration of TransLink’s CityCycle scheme City Council’s
examples also great These achievements are to our customers’ of how we continue to respond needs now and into the future. as weI am excited about the opportunities ahead and future enter into a new phase in TransLink’s to continuing to deliver on our purpose look forward a single integrated transport network of providing that is accessible to everyone. Matthew Longland Former Acting Chief Executive Officer Key achievements of this reporting period include: this reporting Key achievements of
bus network, regional bus network, regional
qconnect service reliability, frequency and affordability. frequency service reliability, During this transition, it has been extremely During this transition, it has been extremely important for us to keep our finger on the pulse and make the most of this opportunity and what customers. At the same for our it represents the has been busy delivering on time, TransLink commitment to improve Queensland Government’s south-east Queensland public transport network, but the regional bus rail services, school ferry services, Traveltrain air services, taxi services and subsidised regional and long-distance coaches. TransLink Division of the Department of Transport Division of the Department of Transport TransLink and Main Roads. The past six months have been a period as for TransLink of transition and preparation to oversee not only the we expand our role and Main Roads to provide a more efficient, efficient, a more and Main Roads to provide and integrated delivery of passenger streamlined Queensland. transport services throughout all Queensland In line with this restructure, Government passenger transport services now managed by the new state are the across as a statutory authority. On 31 July 2012, the Honourable Scott Emerson and Main Roads Minister for Transport MP, would be restructured announced that TransLink and integrated with the Department of Transport This is the Final Report of the TransLink Transit Transit of the TransLink This is the Final Report the operations of our encompassing Authority, six months of operationbusiness during our final Chief Chief Executive report Officer’s TransLink Transit Authority | Final Report
highlights
Commenced 4.4 MILLION LAUNCH integration free journeys taken of the largest ever of the by go card users since review of the Southern Moreton the introduction of the south-east Queensland Bay Island ferry 9 and free incentive Bus Network, to improve service reliability service and frequency into the TransLink network
Implementation Linking the of a two year trial of LAUNCH go card of the SEEQ tourist 15 minute with Brisbane City Council’s go card off-peak CityCycle products to provide unlimited services scheme 3 and 5 day transport on the Ferny Grove rail line options for tourists
Introduction Roll-out of Improved event ticketing options for
of open data Trip Tracker Brisbane Ekka to provide improved public TransLink’s real-time access to patronage, customer information system on satisfaction and other public CityGlider and Clarks Logan transport data City Bus services
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Work closely Work TransLink Transit Authority Transit TransLink Engagement beneficial relationships. Effective Stakeholder Achieve business excellence through strong and mutually TransLink’s business is supported TransLink’s Deliver a quality frontline customer service Deliver a quality frontline Support strong economic growth by making economic growth Support strong Improve the affordability of public transport options the affordability Improve
of services. experience at all touch points. ensuring cost-effective delivery Financial Sustainability Effective economic management, and effective corporate governance. Business excellence is achieved with on a quality, consistent and seamless consistent on a quality, Achieve Business Excellence Quality Customer Experience a highly engaged and innovative team, Customers are strong advocates based responsible financial decisions and ensuring tourists in south-east Queensland responsible have a safe, accessible public transport system for exploring our region. Lower the cost of living: Grow a four-pillar economy: a four-pillar Grow Restore accountability in government: Restore good governancethrough and continual performance improvement. while ensuring the cost-effective delivery of our services. while ensuring the cost-effective and use better planning: Deliver better infrastructure with our industry and local government cost-effective, partners to deliver more public transport solutions. better-integrated services: Revitalise frontline the network. experience across
TransLink’s contribution to the Queensland contribution TransLink’s objectives for the community: Government’s Getting Queensland back on track
guided making Lead, plan, specify and provide mass transit for the people in south-east Queensland provide mass transit for the people in Lead, plan, specify and
Making travel easy
driver of economic growth. Manage the Network efficient and recognised as a key
Public transport is highly integrated, . Our strategic plan
TransLink Transit Authority Transit TransLink Our vision: Our purpose: objective to plan, deliver and manage a transport system that connects Queensland. our strategic plan and priorities will align with the Department and Main Roads’ of Transport TransLink followed this strategic TransLink plan until 31 December 2012. Division, As the new TransLink that guided our business activities to help us deliver on this vision. TransLink network was TransLink travel easy outlined five pillars, or objectives, and informed the development of our annual operational plan and budget. Our vision for the The Strategic Plan 2010–2015 strategic direction TransLink’s Our strategic plan strategic Our TransLink Transit Authority | Final Report
Performance snapshot
Pillar 1: Quality Customer Experience
“Customers are strong advocates based on a quality, consistent and seamless experience at all touch points”
Key performance indicators
1 July 2012 – 2012-13 Target 2010–11 actual 2011–12 actual Key measures 31 December Comments (annualised) (annualised) (annualised) 2012 (actual) Overall >70 70 69 70¹ Customer satisfaction with Customer TransLink services overall satisfaction continues to be strong index with an index of 70 (out of a possible 100) for the period July to December 2012. Efficiency, Reliability & Frequency and Comfort remain the most important factors influencing satisfaction. The top four performing KPIs are Accessibility, Ease of Use, Staff and Safety & Security, all performing at ‘best practice’ levels with scores above 75. Customer 6.7 6.6 6.7 6.9¹ Customer advocacy continues advocacy to rise gradually. Ferry Q4 and Q4 and six month customers are consistently averaged averaged and averaged the strongest public transport advocates Brand >90 N/A 90 93² TransLink brand has close to awareness universal recognition among (prompted) public transport users in SEQ, and strong recognition among non-users as well, further strengthening TransLink’s position as the one-stop-shop for public transport information.
¹ TransLink Customer Satisfaction Tracking Research KPIs (Quarters 1 and 2, 12/13. TNS, January 2013.
² TransLink Brand Review Research Report. Enhance Management, September 2012.
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reporting period. reporting Achieved a better result than expected, with greater coverage of significant community events such as the and New Riverfire RNA Show, Eve Celebrations. Year’s Comments A stakeholder survey was not conducted during this TransLink Transit Authority Transit TransLink
$76 206 1 July 2012 – 31 December 2012 (actual) N/A $95 000 2011–12 actual (annualised) 67% 2010–11 actual (annualised) N/A $62 000 2012-13 Target 2012-13 Target (annualised) N/A $77 000 Advertising space rate advocacy Key measures Key measures Stakeholder TransLink’s business is supported through strong and mutually beneficial relationships” through strong and mutually beneficial business is supported TransLink’s Key performance indicators “ Pillar 2: Effective Stakeholder Engagement Stakeholder Pillar 2: Effective TransLink Transit Authority | Final Report
Pillar 3: Business Excellence
“Business excellence is achieved with a highly engaged and innovative team, and effective corporate governance”
Key performance indicators
1 July 2012 – 2012-13 Target 2010–11 actual 2011–12 actual Key measures 31 December Comments (annualised) (annualised) (annualised) 2012 (actual) Employee 75% 74% 77% N/A No further surveys were satisfaction conducted during the reporting index period. The last staff Values survey was conducted in March 2012 and achieved a 97% participation rate and a near to best-practice result of 77% overall satisfaction. Staff were very satisfied with the supportive nature of their teams and TransLink as a whole.
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Survey completed with analysis yet to be finalised is for the 6 month This figure (1 July 2012 – 31 December period only. 2012) reporting Comments reported annually is This figure TransLink Transit Authority Transit TransLink
N/A 89.7 million 1 July 2012 – 31 December 2012 (actual) N/A N/A 178.3 million 2011–12 actual (annualised) 23.6% 2010–11 actual (annualised) 22.5% N/A 178.6 million 2012-13 Target 2012-13 Target (annualised) 23.59% 8.5% 181.5 million Patronage Mode share Key measures Key measures Cost recovery Public transport is highly integrated, efficient and recognised as a key driver of economic growth” integrated, efficient and recognised Public transport is highly Key performance indicators “ Pillar 4: Manage the Network Pillar 4: Manage TransLink Transit Authority | Final Report
Pillar 5: Financial Sustainability
“Effective economic management, ensuring cost-effective delivery of services”
Key performance indicators
1 July 2012 – 2012-13 Target 2010–11 actual 2011–12 actual Key measures 31 December Comments (annualised) (annualised) (annualised) 2012 (actual) Subsidy per $6.77 $6.06 $6.57 N/A This figure is reported annually passenger trip Average $2.12 $1.76 $2.02 N/A This figure is reported annually revenue per passenger trip Fare evasion To be N/A N/A N/A A survey has not been determined conducted during this reporting period.
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TransLink Transit Authority Transit TransLink card network. Our customers will network. card go passenger transport services for Queenslanders a single integrated and aim to provide transport network accessible to everyone. Division will also maintain contractual TransLink arrangements with our delivery partners while and we continue to develop ticketing products expand the 24-hour Contact stay connected via the TransLink 12 30) and website (translink.com.au). (13 Centre Currently leading the new TransLink Division leading the new TransLink Currently Matthew is Acting Deputy Director-General Director-General to the Longland, who reports and Main Roads, of the Department of Transport Neil Scales. Division, we will be responsible As the TransLink overall for leading and shaping Queensland’s onpassenger transport system and delivering the Queensland Governments’ committment to and affordability reliability frequency, the improve will facilitate of public transport services. We
as the statutory authority Transport Operations (TransLink Transit Transit Operations (TransLink Transport Authority began to transition into the Department and Main Roads as the new of Transport for the delivery Division responsible TransLink the of passenger transport services across whole of Queensland. non-executive members, accountable to Main Roads and the Minister for Transport for overseeing the strategic direction, responsible governance and performance of the organisation. Transit 2012 the TransLink 6 August From stakeholders, TransLink’s main purpose was main purpose stakeholders, TransLink’s mass transit services to lead, plan and provide 10 000 square of approximately area an across a multi-modal network through kilometres comprising train, bus and ferry services. consisted of seven Board The TransLink responsible for the delivery and management responsible of public transport services within south-east Queensland. partnership with 19 primary delivery in Working partners, other government agencies and key The TransLink Transit Authority was established Authority Transit The TransLink under the Authority) Act 2008 About About TransLink TransLink Transit Authority | Final Report
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Nambour
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N
Redcliffe
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Helidon (zone 16) Beenleigh
Robina Varsity Lakes
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12 About TransLink t 5 5 4 y neside Birkdale 4/5 (37.3km) 4 Thor 13 Lota 4 Gold Coas Cleveland line Moreton Ba Manly Ormiston llington Pt Cleveland Wynnum Central We 12 6 6 Final Report 10
9 Wynnum | 15 13
5/6 (16.5km) fe line Nerang Robina Helensvale Coomera Ormeau (15.9km) nclif (20.7km) 3/4 5 South East Busway 4 Wynnum North busway busway line Shor network Airport# (Domestic) 3/4 train and train 3 2 4 arsity Lakes national) n Busway oomben V TransLink TransLink Lindum (1.05km) D 3 Airport Springwood Beenleigh er 4 Shorncliffe 16 Airport# (Inter (41.1km) (89.1 km) Holmview 2 3 (9.9km) Sandgate 2 Ascot Easter 7/8 st Eight Mile Plains 7 3 3 Beenleigh line Bethania TransLink Transit Authority Transit TransLink Gold Coast line 2/3 Doomben line Edens Landing Langlands Park 6/7 isbane Riv Loganlea Hemmant Upper Mt Gravatt 2 Br fith University 2 Boondall 2 Nudgee Kingston 7 Hendra Deagon 6 Murarrie 2 Grif 2 oodridge 3 2 3/4 4 Banyo 5/6 W ner Cannon Hill Holland Park We ningside inder Park ove Kuraby Stones Cor 3 n Tr 5 North Boondall eenslopes 2 Mor 5 4 Bindha 2 Gr 5 2 3 Fruitgr oo 2 Runcor Norman Park Clayfield Altandi 1 2 1 Eagle Junction 4/5 1 1/2 s l Coorpar oloowin 4 1 2 lley 4 connect for long distance trains n 1 ginia r Wo Banoon Va Sunnybank oolloongabba Vi 1 Northgate W Hospita Albio t Nundah 4 4 ombul PA 3 1 Bowen Hill e Buranda Sunshine 1 To Salisbury 2 2/3 3 Fortitude y Rocklea Coopers Plains ooka Geebung 3 e 2 3 2/3 Queen Street 2 Zillmer Brisbane Central 1/2 Cultural Centre South Bank Mater Hill King George Sq e 3 Moor Roma Stree 13 on 3/4 3 e line onga erongpill r 3/4 ook Carseldine Ye Ye Kedr Br 4/5 Lutwyche Bald Hills -Cabooltur 2 (49.6km) Fairfield 4 railbus (172.9km) 2 Coast 2/3 Strathpine 4/5 1 5 Sunshin Bank Cabooltur Bray Park South Dutton Park South 6 RBWH Australia Zoo ove Nambour Lawnton Milton Brisbane Sunshine Coast line Sunshine Petrie 1 Windsor Windsor 5 2 2 6 Park Road^ Richlands Wilston Wilston 6 1/2 Alderley e Boggo Road 2 1 6 5/6 6/7 y RCH Herston Normanby ale Dakabin 1/2 1/2 Newmarket Riverview ough 7 2 Eudlo 6/7 andina ombye Dinmor 2 oowong 1/2 n Busway Cooro Cooran 1/2 Auchenflower Y 7 Narangba Elimbah Pomona T 7 raveston Beerwah Eumundi QUT Kelvin Gr T aringa Nambour Ebbw V Wo 7 Enoggera acol Morayfield Mooloolah T 19 15 Burpengary Darra Palmwoods Caboolture Beerburrum Oxley 1 W Gailes 7 22 oopilly ther 23 Bundamba 23 eet 2 23 ne 1 12 Corinda 21 Goodna 1/2 Landsbor Chelmer 5 8 Gympie North Gympie 9/10 17 Redbank 14 16 Booval 8 7/8 Graceville Glasshouse Mts UQ Lakes 3 Sherwood 2 2/3 16 er 10 7/8 Nor (2.8km) 3/4 3 4/5 3 5 East Ipswich Indoor 13 2/3 23 2 8 5/6 11 Ipswich Gaythor 2 8 Thomas Str 9 ulkuraka 3 9 W isbane Riv Mitchelton Karrabin 10 Br alloon 10/11 ove line W 13 10 Thagoona (16.1km) . Rosewood (38.7km) ny Gr Lanefield 11/12 Muirlea 12 d Park es apply) 7 Ipswich line Calvert Fer ovely Grandchester e railbus ) Oxfor Gr est Hill Laidley 15 13/14 Borallon 3 For 3 8 Keperra (Special far 16 UQ Gatton campus # line es apply. (57.0km) nvale -Cabooltur fe line ove line 3 Gatton Busway n Busway Fer Grantham nclif Esk Rosewood line 8 Ferny Grove ny Gr Helidon 12 oogoolawah railbus oogoolawah-Ipswich railbus T Lowood Sunshine Coast line Sunshine Coast Caboolture line Ipswich/Rosewood Fer Beenleigh line Doomben line Cleveland line Shor Airtrain line Gold Coast line Exhibition line and station (Open for special events only Special far South East Busway Norther Eastern Nambour Helidon-Rosewood railbus T Connecting station Zone number Wheelchair access Assisted wheelchair access 3 9 Coominya railbus ogoolawah Helidon- 10 Rosewood 5 To Key 14 Diagrammatic map - not to scale. TransLink Transit Authority | Final Report
Our structure
Former TransLink Transit Authority Structure TransLink Division Structure
Minister for Transport Minister for Transport and Main Roads and Main Roads
Director-General Department TransLink Transit Authority Board of Transport and Main Roads
Deputy Director-General Chief Executive Officer TransLink Division
General Manager General Manager General Manager TransLink Leadership Team Passenger Passenger Passenger Transport Transport Transport Technology Integration Services & Commercial Network Integration Finance and Technology and Customer Relations
Strategy and Planning People and Capability
Marketing, Infrastructure and Communications Investment and Product
Rail Bus and Ferry
External Affairs
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which took place
BEHon, MPhil, GDBA, TransLink Transit Authority Transit TransLink Transport Operations (TransLink Operations (TransLink Transport Mr Michael Caltabiano fullfilled this role fullfilled this Mr Michael Caltabiano when Mr Neil August 6 until 25 October from of Acting to the role Scales was appointed of the Department of Transport Director-General role until the and Main Roads. Neil fulfilled this the of repeal Authority) Act 2008 Transit on 1 January 2013. Mr Michael Caltabiano RPEQ, IAMA FIEAust, FAICD, Standing Member Previous Period of appointment: 2012 – 25 October 2012 28 March with the Michael started his engineering career former Department of Main Roads in Queensland in 1985. He moved to the private sector in 1993 Australia and internationallyand worked across technical design and support to some providing projects. largest road of Australia’s Michael joined the Brisbane City Council as an in 1996, and then entered elected representative state politics in 2005 as Member for Chatsworth, Shadow Minister for Roads and Shadow Treasurer. In 2006, he established his own engineering firm Delivery Australia Pty Ltd. Infrastructure
OBE
passion for passenger transport and logistics. appointment draws upon his vast His current experience in engineering together with an underlining vision of delivering excellent customer service. Executive and Director-General of Merseytravel in Executive and Director-General England. of the In 2005, Neil was appointed an Officer (OBE) of the British Empire Most Excellent Order for services to transport. Neil has an unbridled across Queensland. across than 30 years’ Neil brings to the department more experience in public transport, having worked Bank, the European for the World previously Commission and for the last 12 years as the Chief As Acting Director-General of the Department of As Acting Director-General and Main Roads, Neil Scales manages Transport an operating budget of $4.467 billion (2011–12), capital budget of $3.828 billion and assets worth than 10 000 staff $50.257 billion, serviced by more Mr Neil Scales Former Standing Member Period of Appointment: 25 October 2012 – 31 December 2012 on 31 December 2012. TransLink’s Board was dissolved on 2 August Board TransLink’s 6 August to 31 December 2012, 2012 and from alsocomprised one standing member who was the chief executive of the Queensland Department role and Main Roads who fulfilled this of Transport Authority was abolished Transit until the TransLink of the organisation. The Board’s primary role primary role of the organisation. The Board’s the organisation’s and approve was to review while supervising strategic planning and structure underlying management to enhance TransLink’s values. The TransLink Transit Authority’s Board Board Authority’s Transit The TransLink of seven membersmembership consisted for the stewardship responsible who were Our Our Board TransLink Transit Authority | Final Report
Mr Geoff Harley RFD, LLB, FAICD Mr Chris Freeman AM, BCom, FAICD Chair Member Period of appointment: Period of appointment: 13 June 2008 – 2 August 2012 13 June 2008 – 2 August 2012
Geoff Harley is a consultant in the Brisbane Office Chris Freeman is a company director holding of Clayton Utz and is an Adjunct Professor of Law board positions in the property, arts and sporting at the University of Queensland Law School. sectors. He consults to the Mirvac Group and is a Director within the Mirvac UK operations. His Geoff has previously served as Chair of CS Energy. directorships and appointments include Chairman He is a Director of Brisbane Marketing Pty Ltd of Watpac Limited, Director of Tennis Australia and a Member of the Advisory Board at Rowland Ltd, Chairman of Major Brisbane Festivals Pty Pty Ltd. His board experience covers fields as Ltd, Member of the Federal Government’s Major diverse as electricity generation, communications, Performing Arts Group and Member of Brisbane information technology, investment and City Council’s Urban Futures Board. agribusiness. Chris previously held the positions of Chairman, Geoff has practised law for more than 40 years. UAE, United Kingdom and Queensland and Chief His role as a company director and as Chief Executive Officer, Queensland, for Mirvac Limited. Executive of Clayton Utz in Queensland has given He is an Adjunct Professor at the University of him invaluable experience in strategy, operational Queensland. management and governance. Chris has 30 years’ experience in the finance and Geoff was Chair of the TransLink Board and a property sectors. member of both the Audit and Risk Management Committee and the Remuneration and Succession Chris was Chair of the Audit and Risk Committee. Management Committee.
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BCom, BSc, ACA TransLink Transit Authority Transit TransLink around the world. the around of Mincom the Chief Executive Officer was Richard largest and oldest Enterprise Limited (Australia’s company) before Planning software Resource inits sale to a United States Private Equity Fund spent 2007. Prior to leading Mincom, Richard withseveral years engaged in senior positions including Senior Vice President JD Edwards, International. was Chair of the Remuneration and Richard Succession Committee. Mr Richard Mathews Mr Richard Member Period of appointment: 13 June 2008 – 2 August 2012 the Chairman is currently Mathews Richard of eServGlobal, an information technology telecommunications company listed in both Australia (ASX) and the United Kingdom (AIM), of MHB Holdings, and the Managing Director a company which either fully owns or invests companies in both public and private software
BE named one of Australia’s top 100 most influential named one of Australia’s engineers by Civil Engineers Australia magazine. 31 May 2012, Colin was a member of the From Remuneration and Succession Committee. modernising the State’s planning and development planning modernising the State’s local government Queensland’s system, reforming system and shaping a new organisation following in 2007. a departmental restructure wasIn 2011, for the fourth year running, Colin had a career in the Queensland Government,had a career of Coordinator-General including the role of the Department of and Director-General and Planning. Colin was responsible Infrastructure for overseeing the delivery of the largest history, in Queensland’s program infrastructure 20 August June 2010 – 2 August 2012 Colin Jensen is the Chief Executive of Brisbane City Council. ColinPrior to joining the council in August 2010, Mr Colin Jensen Member Period of appointment: TransLink Transit Authority | Final Report
Ms Adrienne Ward BA, MAICD Mr David Barbagallo BSurv, MTM, MAICD Member Member Period of appointment: Period of appointment: 13 June 2011 – 2 August 2012 13 June 2011 – 2 August 2012
Adrienne Ward is currently Government and David Barbagallo previously served as Chairman Business Relations Advisor with Leighton of the Queensland Minister for Tourism, Regional Contractors and is a former Telstra Business Development and Industry’s Ministerial Advisory Woman of the Year award winner. She has a Council on ICT, and of Microgenx Pty Ltd. He background in corporate and government strategy was also a member of the Board of the Australian with past state and national roles with Accenture, Centre for Interaction Design and Auscript Ltd. Optus Vision and Westpac. For the past 10 years, she has been a co-director of McDonald’s David has extensive experience in many business franchises in south-east Queensland. functions including information technology, strategic planning, research and development, Adrienne is active on several boards, including and commercialisation, including as Executive Deputy Chair of Gold Coast Institute of TAFE. An Vice-President Solutions Development for Mincom avid contributor, Adrienne is the former Chair of Ltd, Chief Executive Officer of Distributed Systems the Institute of Modern Art and previous board Technology Centre Pty Ltd and Chief of Staff to member of Queensland Events Corporation, The the former Premier of Queensland, the Honourable Premier’s of Qld’s Business Round Table, The Wayne Goss. ICT Ministerial Advisory Group, Griffith University Council and Brisbane/North Point Institute of In 2003, David was awarded the inaugural TAFE. Queensland Pearcey Award for his contribution to Queensland’s ICT industry and he has been made Among her many achievements, Adrienne a Fellow of the University of Texas IC2 Institute. was awarded the Centenary Medal in 2003 for distinguished service and achievement in business and commerce.
Adrienne was a member of the Audit and Risk Management Committee.
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Project Director Ticketing, Director Project TransLink Transit Authority Transit TransLink
Neil Scales was Chief Executive Officer from from Executive Officer Neil Scales was Chief to the role 2012 until his appointment 12 March of for the Department of Acting Director-General and Main Roads on 25 October 2012. Transport was responsible for management and financial was responsible planning and analysis, corporate reporting, business systems and funding, procurement, in TransLink. assurance revenue expanded were responsibilities In 2011, Mark’s and to project ticketing reform to lead TransLink’s Gold Coast involvement in the oversee TransLink’s project. Rapid Transit than 20 years’ experience working Mark has more roles in the financial and commercial in chartered finance sector. Mark will continue to lead the development and technology management of customer-focused and drive solutions, seamless customer relations, business outcomes value for money commercial Division’s as General Manager of TransLink and Commercial Technology Passenger Transport Branch. Mark Hope Chief Financial Officer, Coast Gold Director Date of appointment: June 2009 in June 2009 and Mark Hope joined TransLink
Australia and the Institute of Public Administration Australia. Division Matthew continues to lead TransLink as Acting Deputy Director-General. Matthew has undergraduate and post-graduate in Urban and Regional Planning at degrees and the Queensland University of Technology holds memberships of the Australian Institute the Planning Institute of of Company Directors, Prior to this role Matthew held the role of Director of Director Matthew held the role Prior to this role of Network Integration and has has been a with Leadership Team member of TransLink’s for network strategy and planning, responsibility delivery and ticketing system infrastructure management. In this role Matthew was accountable for the In this role leadership of delivering south-east Queensland’s ofpublic transport network, an annual budget $1.6 billion and managing partnerships than more 19 service delivery partners. with TransLink’s Date of appointment: 25 October 2012 of Matthew Longland was appointed the role 25 October 2012 Acting Chief Executive Officer role until 31 December 2012. and fulfilled this Matthew Longland Acting Chief Executive Officer executive management body of the TransLink executive management body of the TransLink Authority. Transit Led by TransLink’s Chief Executive Officer Chief Executive Officer Led by TransLink’s Board, of the TransLink under the direction was the senior Team Leadership the TransLink Our Our leadership team TransLink Transit Authority | Final Report
Stephen Banaghan Simon Cook Director Rail Director Infrastructure and Investment Date of appointment: September 2009 Date of appointment: October 2011
Stephen Banaghan was responsible for managing Simon Cook led the planning, delivery and TransLink’s contract with Queensland Rail, management of TransLink’s infrastructure monitoring rail performance and managing and investment programs, as well as being TransLink’s revenue protection and special event responsible for establishing and maintaining activities. strong governance for all TransLink infrastructure projects and investments. In his role, Simon led Stephen has more than 30 years of international the Busway Operations team that monitors and experience in the transport sector and has been patrols south-east Queensland’s busway network. on the boards of several train operating companies in the United Kingdom. Simon has eight years of international experience in rail operations and previously held a commission Stephen’s new title is General Manager of the in Britain’s Royal Navy. Passenger Transport Services Branch, TransLink Division. Simon’s new title is Executive Director of Customer Technology, TransLink Division. Pierina Curties Michael McGee Director People and Capability Director Bus and Ferry Date of appointment: June 2009 Date of appointment: June 2009
Pierina Curties led the People and Capability team Michael McGee oversaw the management of and was responsible for people management, TransLink’s bus and ferry commercial contracts. capability development, internal communication, Michael was responsible for collaborating with governance, compliance and legal services. In delivery partners to monitor bus performance. her role, Pierina was responsible for maintaining TransLink’s unique culture, including guiding our Michael is a Graduate Member of the Australian values and leadership development. Institute of Company Directors and is a member of the Australian Institute of Management. Michael Pierina has worked in human resources and joined TransLink in 2008. organisational development roles in the private and public sectors for more than 15 years. Pierina has Michael’s new role is Executive Director of Bus, been with TransLink since 2005. Ferry, Coach and Air, TransLink Division.
Pierina’s new title is Executive Director of Customer Interface and Business Improvement, TransLink Division.
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TransLink Transit Authority Transit TransLink
card product development, retail development, retail product card go *Note: As at 2 August 2012, the TransLink Transit Transit *Note: As at 2 August 2012, the TransLink Authority was integrated into the Department and Main Roads with a new Leadership of Transport Structure (see page 11) Team Lexie joined TransLink in 2009 bringing more in 2009 bringing more Lexie joined TransLink range ofthan 12 years of experience working in a from organisations in both Australia and London 150 companies, advertising agencies, ASX Top ofStatutory Authorities and the Department she and Main Roads. In these roles Transport charities, from a range of products has promoted andconsumables, financial services, education transport. Nicole Moy in the Lexie temporarily replaced Communications and Marketing, of Director role 2012 (maternity October from leave) and Product of Customer subsequently Executive Director Experience. Lexie McHugh Marketing, A/Director Communications and Product Date of appointment: October 2012 for the strategic Lexie McHugh is responsible customer- development and delivery of TransLink’s communications, research, marketing, centred online and and commercial and distribution, ticketing policy, initiatives.
card product development, retail development, retail product card go planning of the public transport network. Sally has since 2007. been with TransLink of Service new title is Executive Director Sally’s Division. Planning, TransLink who led TransLink’s strategic planning, service who led TransLink’s the Sally oversaw delivery and business strategy. development and implementation of all new and additional public transport services, as well as acting as the principal interface with other state and local government the long-term agencies in Sally Stannard Strategy and Planning Director Date of appointment: April 2010 is a strategic planning specialist Sally Stannard industries including travel, premium whitegoods, industries including travel, premium and publishing, both in Australia wine, petroleum and overseas. of Customer new title is Executive Director Nicole’s Division. Experience, TransLink and distribution as well as ticketing policy andand distribution as well as ticketing policy initiatives. commercial 2011 bringing in March Nicole joined TransLink 20 years’ experience in the commercial than more a diverse range of application of marketing across Date of appointment: March 2011 Date of appointment: March for the strategic Nicole Moy was responsible development and delivery of TransLink’s marketing, communications, customer-centred online, Nicole Moy Marketing, Director Communications and Product TransLink Transit Authority | Final Report
Our partners
Our ticketing partner Our customer service partner
Cubic Transportation Systems Stellar
With over 35 years of international experience The 24 hour TransLink Contact Centre is operated in the transit industry, Cubic (jointly Cubic by our customer service partner Stellar, providing Transportation Systems Inc and CTS (Australia) TransLink customers with a single point of Pty Limited) provides integrated smartcard contact to access timetable, fares and ticketing ticketing systems, customer products and information and provide feedback on public operational services relating to TransLink’s transport matters. As an Australian call centre go card. Cubic currently deliver a range of company with a global reach, Stellar has delivered services for transit authorities in 15 regions contact centre solutions to the transport, travel worldwide with nearly 10 billion rides taken and tourism industries for over a decade. each year using Cubic’s automated fare collection systems.
22 About TransLink 23
Final Report
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TransLink Transit Authority Transit TransLink contractual arrangements across the TransLink the TransLink across contractual arrangements arrangements havenetwork. These contractual to be managed and will continue been retained Division. by the new TransLink Queensland network $463.9 million 1225 buses 63 859 urban services per week; 245 urban routes, 1465 school services per week 217 school routes, (school terms only) $141 million 19 CityCats, 9 CityFerries 3604 services per week $8.18 million 2 buses 35 urban services per week 1 urban route, $44 242 207 three-car train sets 207 three-car 147 stations and 740 km track in the south-east
Number of routes and services Number of routes Service contract expense 1 July 2012 – 31 December 2012 Number of routes and services Number of routes Service contract expense 1 July 2012 – 31 December 2012 BRISBANE BUS LINES Number of buses* Service contract expense 1 July 2012 – 31 December 2012 BRISBANE CITY COUNCIL Number and type of ferries 1 July 2012 – 31 December 2012 Greater Brisbane BRISBANE TRANSPORT Number of buses* and services Number of routes QUEENSLAND RAIL (CityTrain) Number of train sets and services Number of routes Service contract expense south-east Queensland * Only refers to fleet used to provide TransLink services. * Only refers to fleet used to provide Queensland. Working together with our 19 service Queensland. Working through delivered delivery partners, services are A record $1.6 billion for the 2012-13 financial A record to deliver TransLink’s has been allocated year, in south-eastpublic transport services Our public Our delivery transport partners TransLink Transit Authority | Final Report
Northern region THOMPSON BUS SERVICES Number of buses* 42 buses Number of routes and services 11 urban routes, 2642 urban services per week; 35 school routes, 690 school services per week (school terms only) Service contract expense $3.92 million 1 July 2012 – 31 December 2012 HORNIBROOK BUS LINES Number of buses* 61 buses Number of routes and services 16 urban routes, 1959 urban services per week; 20 school routes, 205 school services per week (school terms only) Service contract expense $6.96 million 1 July 2012 – 31 December 2012 KANGAROO BUS LINES Number of buses* 73 buses Number of routes and services 8 urban routes, 1647 urban services per week; 53 school routes, 545 school services per week (school terms only) Service contract expense $7.05 million 1 July 2012 – 31 December 2012 CABOOLTURE BUS LINES Number of buses* 37 buses Number of routes and services 6 urban routes, 668 urban services per week; 35 school routes, 331 school services per week (school terms only) Service contract expense $3.33 million 1 July 2012 – 31 December 2012 BRIBIE ISLAND COACHES Number of buses* 28 buses Number of routes and services 5 urban routes, 736 urban services per week; 33 school routes, 175 urban services per week (school terms only) Service contract expense $2.60 million 1 July 2012 – 31 December 2012
* Only refers to fleet used to provide TransLink services.
24 About TransLink 25
Final Report
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TransLink Transit Authority Transit TransLink
$6.54 million $9.78 million Rail Bus) (includes $137,750 for Westside NIL 120 school services per week 12 school routes, (school terms only) $75 916 123 buses 4509 urban services per week; 28 urban routes, 365 school services per week 66 school routes, (school terms only) $13.93 million 79 buses 1394 urban services per week; 8 urban routes, 510 school services per week 120 school routes, (school terms only) 4 buses 144 urban services per week 1 urban route, $551 374 94 buses 3944 urban services per week; 18 urban routes, 400 school services per week 80 school routes, (school terms only)
Number of routes and services Number of routes Service contract expense 1 July 2012 – 31 December 2012 Service contract expense 1 July 2012 – 31 December 2012 RIDGE TRANSIT) BUS QUEENSLAND (PARK Number of buses* Southern region CLARKS LOGAN CITY BUS SERVICE Number of buses* and services Number of routes SOUTHERN CROSS TRANSIT Number of buses* and services Number of routes Service contract expense 1 July 2012 – 31 December 2012 Number of routes and services Number of routes Service contract expense 1 July 2012 – 31 December 2012 Number of buses* and services Number of routes Service contract expense 1 July 2012 – 31 December 2012 Bus Company) BUS QUEENSLAND (Westside Number of buses* Western region Western Valley) BUS QUEENSLAND (Lockyer * Only refers to fleet used to provide TransLink services. * Only refers to fleet used to provide TransLink Transit Authority | Final Report
Eastern region VEOLIA TRANSDEV QUEENSLAND Number of buses* 117 buses Number of routes and services 31 urban routes, 3394 urban services per week; 63 school routes, 455 school services per week (school terms only) Service contract expense $13.26 million 1 July 2012 – 31 December 2012 MT GRAVATT BUS SERVICE Number of buses* 34 buses Number of routes and services 4 urban routes, 235 urban services per week; 23 school routes, 230 school services per week (school terms only) Service contract expense $2.23 million 1 July 2012 – 31 December 2012 Gold Coast region SURFSIDE BUSLINES Number of buses* 306 buses Number of routes and services 53 urban routes, 13 274 urban services per week; 209 school routes, 1395 school services per week (school terms only) Service contract expense $39.64 million 1 July 2012 – 31 December 2012 Sunshine Coast region SUNBUS SUNSHINE COAST Number of buses* 90 buses Number of routes and services 28 urban routes, 6023 urban services per week Service contract expense $16.96 million 1 July 2012 – 31 December 2012 BUSLINK QUEENSLAND Number of buses* 125 buses Number of routes and services 117 school routes, 1150 school services per week (school terms only) Service contract expense $6.65 million 1 July 2012 – 31 December 2012
* Only refers to fleet used to provide TransLink services. 26 About TransLink 27 Final Report
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TransLink Transit Authority Transit TransLink TransLink Transit Authority | Final Report
Our customers and community
Overview From engaging with customers on the front line to ensure their safety and security to the Throughout the reporting period TransLink passenger participation activities associated engaged with its customers and the community with the south-east Queensland bus network on a number of key projects and initiatives to review, TransLink continued to provide ensure our activities and initiatives aligned with opportunities for the community to participate our customer’s needs. in matters of interest to them.
OUR CHALLENGES / OUR STRATEGIES
Engaging better Boosting community with our customers dialogue
TransLink continued to focus on customer feedback and engaged with the community on key public transport issues and major changes to the network. Catering for Improving accessibility the needs of and comfort all customers To ensure TransLink’s infrastructure and information campaigns better meet the needs of seniors, culturally and linguistically diverse customers and people living with a disability. Protecting Prioritising safety customers across and security the network TransLink continued it’s focus on safety and security at all of our stations and waiting environments. TransLink wants customers to feel safe and confident when using the public transport network.
28 TransLink Transit Authority | Final Report Our customers and community
Key achievements
Overall customer satisfaction rating of 70 – based Connecting with our customers on a set of 10 weighted key performance indicators and calculated as a score out of 100 Website: more than 21 million visits to Implementation of first contact resolution strategy the TransLink website during the reporting at the TransLink Contact Centre to improve our period (1 July 2012 – 31 December 2012) customer complaints process and provide better Customer service: responded to more customer outcomes than 9500 emails submitted via our online Launch of Trip Tracker (real-time passenger feedback form during the reporting period information system), on Clarks Logan City Bus Contact centre: more than 697 000 calls Services (July 2012) and Brisbane City Council’s to our 24 hour contact centre during the CityGlider fleet (November 2012) reporting period Enhancements to the go card website (August 2012) Correspondence: responded to more than to improve customer access to go card account 1300 pieces of written correspondence information during the reporting period Improved public access to key transport performance Community education sessions: data through the release of data as part of the 3 community education workshops Queensland Government’s new open data initiative delivered to familiarise customers with (November 2012) go card and our new journey planner
Community consultation: community consultations and information sessions held for major service and infrastructure projects, including the Redland Bay Marina and Victoria Point Stations
south-east Queensland Bus Network Review: received approximately 7 000 pieces of customer feedback to inform the six month review of services across the TransLink network
Helping Hands: 56 Customer Liaison Officers provided 5314 hours of assistance to customers and provided support at service and fare changes and 15 events, including the EKKA, Disability Awareness and Opportunity Expo
29 TransLink Transit Authority | Final Report
Customer information From 1 July 2012, Stellar Asia Pacific (Stellar) commenced operating our customer contact As part of the Queensland Government’s centre. Currently an average of 4500 – 5000 commitment to provide greater public access customers call the 24 hour, 7 day a week to government information, TransLink started TransLink Contact Centre every day to seek publishing key data and statistics across journey planning information, manage their a range of areas, in regularly updated formats. go card or provide feedback on public transport The weekly analysis of patronage, fixed fare, services. A key objective for Stellar is to deliver and public transport complaint data and the high quality customer service while developing monthly analysis of customer satisfaction data the functions of the Contact Centre. This has replaces TransLink’s Tracker which was previously included the implementation of first call resolution, released every three months. The data is available a process which will ensure customers around- at www.data.qld.gov.au or on the TransLink the-clock can access the right information the first website at www.translink.com.au. time they call.
TransLink’s Trip Tracker pilot was launched on TransLink also made it easier for Sunshine Clarks Logan City buses in July 2012 and later Coast and Gold Coast visitors to use public added to one of Brisbane’s most popular routes, transport with the release of go card visitor the CityGlider, in November 2012. Trip Tracker information packs. Each pack includes a guide provides customers with accurate real-time to using public transport, a list of 10 top local information on the predicted arrival and departure things to see and do, as well as maps of key times of bus services with on-bus displays and destinations and interchanges. The information audio information. Trip Tracker also provides packs are available from selected retailers TransLink with valuable performance and on-time or can be downloaded from the TransLink running data that will greatly assist our efforts in website www.translink.com.au. delivering an efficient and reliable public transport network. A wider roll-out of Trip Tracker will be subject to the success of the trial, customer acceptance and funding availability.
We also made enhancements to TransLink’s go card website allowing customers to better access go card information including their card account balance and transaction history. Almost 40 000 customers use the go card website each week and now benefit from improved clarity and size of the website’s display - making it even easier for customers to manage their go card online or via mobile devices.
30 TransLink Transit Authority | Final Report Our customers and community
Meaningful engagement Tracking customer satisfaction with stakeholders TransLink tracks customer satisfaction through an Throughout the reporting period TransLink independently conducted customer satisfaction continued to engage with customers, the survey that assesses and benchmarks our community and industry stakeholders customers’ satisfaction with their public transport to provide real user input into the development experience throughout the year. of the passenger transport network. The survey captures the customer experience Key forums included: from planning and undertaking a journey to the use of passenger information, go cards and Public Transport Advisory Group (PTAG) paper tickets, and interaction with our contact which draws on the significant expertise and centre, TransLink staff and our delivery partners. advice of peak community and advocacy Based on a set of 10 weighted key performance groups to improve public transport in indicators (KPIs), customer satisfaction levels are Queensland. Key work will include informing calculated as score out of 100, with a level of TransLink’s future fare path. 60 representing satisfaction and 70 representing Bus Safety Committee meetings chaired strong satisfaction. by the Assistant Minister which provides a government/industry forum to discuss In the six months to December 2012, 6301 operational issues affecting bus driver safety customers from across south-east Queensland and the relationship of those issues with participated in the survey, which not only recorded government policy. the changes in customer satisfaction, but also captured changes in customers’ priorities. The Cubic Forum provides an opportunity to overall Customer Satisfaction Index for this six discuss our relationship with our ticketing month period recorded a satisfaction level of 70. partner and innovations within the industry. The service areas attracting the highest customer International Association of Public satisfaction levels are Safety & Security, Ease Transport (UITP) Board Member of Use, Accessibility and Staff which continue participating in Australia and New Zealand’s to perform at ‘best practice’ levels with scores forum for worldwide cooperation, business above 75. development and knowledge sharing. UITP is the global advocate of public transport, Satisfaction with Affordability has increased over innovation and sustainable mobility. Quarters 1 and 2 2012, with a score of 53 for the six month period July to December 2012. Queensland Bus Industry Council (QBIC) Forum regular discussion with QBIC members Furthermore, during Quarter 2 2012, the survey who represent bus and coach operators recorded significant increases in satisfaction with throughout Queensland, and is committed to the Reliability & Frequency, Efficiency, Accessibility the safe travel of all passengers and drivers and Proximity of public transport on the TransLink when using our public transport network. network.
31 TransLink Transit Authority | Final Report
TransLink customer Proximity. Convenience of available routes, distances from stops and stations and satisfaction proximity of go card outlets. Efficiency. Door-to-door travel time, Customer satisfaction KPIs connections with other services and avoidance of congestion.
Safety and security. Safety at stops, Information. Ability to understand onboard stations and onboard vehicles. and at-station information, timetables, maps and journey planning information. Reliability and frequency. Ability to meet departure times, frequency of services and Helpfulness of staff. Knowledge, conduct, reliability of go card readers. presentation and helpfulness of staff.
Comfort of ride. Cleanliness, availability Affordability. Cost of tickets and benefits of seats, temperature on board and facilities for not having to pay for parking. at stops and stations. Accessibility. Ease of getting on and off the Ease of use. Using and understanding platform, and on and off the vehicles; reliability ticketing including transferring between of escalators and elevators. modes, purchasing, topping up and using go card, ease of using stops. Overall satisfaction. A combination of all reported categories.
Safety & Reliability & Comfort Ease of use Proximity Efficiency Information Accessibility Staff Affordability security frequency
32 TransLink Transit Authority | Final Report Our customers and community
Our performance
2010-11 2011-12 1 July 2012-31 Activity actual actual December 2012 Comment (annualised) (annualised) actual Overall Customer 70 69 70 Customer satisfaction with TransLink Satisfaction Index services overall continued to be strong with an index of 70 (out of a possible 100) for the period July to December 2012. Hours of service 19 426 10 102 5314 Hours of service reflect efficiencies in delivered by rostering and placement of CLOs during Customer Liaison campaigns, with improved placement for Officers (CLOs) more effective communication directly with relevant customers. Total visits to 31 600 889 40 859 943 21 990 099 The increase has been driven by a range TransLink website of factors – including:
the 9 and free incentive the launch of the new journey planner the launch of the refreshed go card website. TransLink Contact 1 077 940 1 375 715 697 929 This figure constitutes all calls Centre calls offered to TransLink between offered (including 1 July 2012 and 31 December. information enquiries and customer feedback) Number of 4.46 4.61 3.40 This figure comprises all complaints customer registered to TransLink via the complaints per Commentline Feedback management 10 000 passenger system. The year to date figure has trips decreased from the annual results over the past 3 years, primarily due to the initiation of a First Call Resolution process for “Fixed Fare” adjustment requests.
33 TransLink Transit Authority | Final Report
Our network
Overview 13 780 seats to the bus network and the rollout of 130 500 additional seats on the rail network. During the reporting period, TransLink continued TransLink also began the process of expanding its to deliver on the Queensland Government’s role to deliver passenger transport services across commitment to create a passenger focussed the whole of Queensland. public transport network. This saw the completion of a number of infrastructure projects, adding
OUR CHALLENGES / OUR STRATEGIES
Improving Streamline current productivity services and maximise across the existing assets network TransLink continued to streamline services and capitalise on existing infrastructure. TransLink will continue to improve efficiency and reliability for customers. Managing Reorienting the network peak constraints to encourage off-peak travel
By acknowledging and addressing changing off-peak travel requirements, TransLink will continue to manage peak demand and improve the overall cost-recovery of the network. Increasing Making use of public mode share transport easy
TransLink will continue to provide a single integrated transport network that is accessible to everyone.
34 TransLink Transit Authority | Final Report Our network
Key achievements
Launched a full review of the south-east We also acted on the government’s commitment Queensland bus network to improve service to investigate expanding the TransLink network to reliability and frequency the Southern Moreton Bay Islands, encompassing Lamb, Karragarra, Macleay and Russell Islands.
Commenced work to integrate the Southern This means that from 1 July 2013 passengers will Moreton Bay Island ferry services into the be able to use go cards on the Bay Island Transit TransLink network Ferries which will see considerable savings for Opened the new Logan Central Bus Station both residents and visitors. in August 2012 ($6.6m) and Slacks Creek Findings from the independent audit park ‘n’ ride in December 2012 ($9.6m) commissioned by the Minister for Transport Completed upgrade of Jindalee and Main Roads into the performance of the park ‘n’ ride in August 2012 ($3.25m) Queensland Rail Citytrain network have now been published. Work is underway to implement Implemented a two year trial of 15 minute the report’s 26 recommendations to improve the off-peak services on the Ferny Grove rail line reliability of south-east Queensland’s rail network in October 2012 ($18m) for passengers and encourage patronage growth.
Ongoing program worth $4.49 million On 8 October 2012 TransLink and Queensland to upgrade bus stop infrastructure across Rail delivered on the government’s commitment south-east Queensland funded in partnership to undertake a two year trial of weekday with local councils. 15 minute off-peak services on the Ferny Grove rail line. The two year $18 million trial has seen the Focus on patronage introduction of an additional 28 new train services operating every 15 minutes during off-peak on Growing patronage is a key priority of the weekdays Ferny Grove to Park Road station on Queensland Government. In line with the the Beenleigh line, also providing more options for government’s commitment to improve service passengers on the southern side of the river. This reliability, affordability and frequency, TransLink additional frequency means passengers can just commenced a full review of the south-east turn up and go while reducing traffic congestion Queensland bus network to reduce duplication, on roads in north-west Brisbane. simplify the network, improve under-utilised bus services and deliver more services to where they are most needed. This is the largest and Working together with local most significant review of the TransLink bus councils network since its creation in 2004. Two rounds of passenger participation were carried out with Strengthening partnerships with local councils more than 7 000 pieces of feedback received across south-east Queensland remained a key from passengers, which was being used to inform priority for TransLink. Over the six month reporting the final recommendations of the report. period, TransLink continued to work with local councils to deliver a range of services and upgrades to public transport infrastructure.
35 TransLink Transit Authority | Final Report
Brisbane City Council Sunshine Coast
For the reporting period TransLink continued Regional Council to work closely with Brisbane City Council (BCC) as the owner of TransLink’s service delivery In 2012-13 the Sunshine Coast Regional Council partner, Brisbane Transport and the Brisbane committed funding through its public transport ferry and CityCat fleet. TransLink and BCC levy to jointly fund public transport improvements continued to co-fund CityGlider services at a cost which included free holiday buses for everyone of $2.34 million for the period of 1 July 2012 – 31 on the Sunshine Coast from 26 December 2012 December 2012. In November 2012, TransLink to 6 January 2013. also delivered on the government’s commitment The Sunshine Coast Regional Council are also to investigate linking go card with the Brisbane working actively on future planning for transport City Council CityCycle scheme to encourage in the region through its Sustainable Transport people to use public and active transport. Strategy which outlines the emerging priorities and key strategies council will pursue to deliver Gold Coast City Council a sustainable transport system which increases the share of trips made by public and active In response to rapid growth in the region, transport. the Gold Coast City Council has commenced planning for future transport projects and initiatives to support the demand on TransLink’s public transport network. This included finalising the Gold Coast City Transport Strategy 2031 which outlines the improvements Council aims to implement across the coast’s transport network over the next 20 years. It also included Council’s commitment of more than $3.38 million ( for the period 1 July 2012 – 31 December 2012) to boost bus services provided by Surfside Buslines under contract to TransLink. The Queensland Government allocated $279 million in the 2012-13 budget for on-going construction of the Gold Coast Rapid Transit project with council contributing $120 million towards the project.
36 TransLink Transit Authority | Final Report Our network
Infrastructure programs improving Citytrain Station Upgrade Program access to the network (CSUP)
During the reporting period TransLink completed Delivers improvements to existing rail a number of infrastructure projects including the infrastructure including: new Logan Central Bus Station, Slacks Creek park ‘n’ ride and Jindalee park ‘n’ ride facilities upgrades to stations to achieve DDA while continuing construction of The Gap and compliance Capalaba park ‘n’ ride and the North Lakes Bus Station. station safety and security enhancements
station enhancement and rectification works TransLink delivered new and improved public transport infrastructure through three overarching intermodal upgrades. infrastructure programs: the TransLink Station Upgrade Program (TSUP), Citytrain Station Bus Station Upgrade Program Upgrade Program (CSUP) and Bus Station Upgrade Program (BSUP). Future public transport (BSUP) infrastructure projects will be delivered through Provides funding assistance to councils to the Department of Transport and Main Roads. upgrade existing bus stops to meet the Disability Discrimination Act 1992 (DDA) and the Disability TransLink Station Upgrade Standards for Accessible Public Transport Program (TSUP) (DSAPT) requirements.
Delivers new and improved bus station and bus park ‘n’ ride infrastructure across the TransLink network including:
bus stations
bus stops at key activity nodes along premium service corridors
bus park ‘n’ rides
end of trip facilities
signage and branding
layover facilities
green links and bus-only priority connections.
37 Greater Brisbane region
Local government Brisbane City Council and small parts of Moreton Bay Regional Council Population of 1 080 000 56 per cent of people travelling to the Central Business District ^ Demographics use public transport 55 per cent of workers travel less than 10 kilometres to get to work Transport operators Queensland Rail, Brisbane Transport, Brisbane City Council Ferries, in region Brisbane Bus Lines
^ Source: Australian Bureau of Statistics, 3218.0 - Regional Population Growth, Australia, 2010-11 Key highlights
Project Progress as at 31 Total budget Features December 2012 of project The Gap park ‘n’ ride Construction $6 million approximately 85 new car parking bays commenced bus station with four bus bays New bus park ‘n’ ride facility in April 2012 sheltered and secure platforms with on Waterworks Road comfortable seating and lighting at The Gap direct pedestrian and bicycle access with bicycle storage security cameras and lighting extensive landscaping using more than 13 000 native plants 48 jobs created in the community over the life of the project Jindalee park ‘n’ ride Completed $3.25 million 69 car parking bays, including motorcycle in August 2012 and disability parking bays security cameras and lighting improved access for pedestrians and cyclists bicycle storage facilities 24 jobs created in the community over the life of the project 15 minute off-peak Commenced $18 million increase frequency and provide more weekday frequency trial on the 8 October 2012 off-peak service options Ferny Grove line 125 550 additional weekly seats Bus/Rail connections Implemented $29 662 connectivity and reliability improvements to bus Service Package 8 October 2012 routes that service the Ferny Grove, Shorncliffe, Beenleigh and Doomben rail lines Bus Stops Upgrade Ongoing $2.3 million 676 Bus Stops approved for funding Program budgeted in 2012-13 for 2012-13
38 39 TransLink Transit Authority | Final Report Our network
Project Progress as at 31 Total budget Features December 2012 of project Keperra to Ferny Construction $100 million duplication of 2.6km of track between Keperra Grove Rail Upgrade completed and Ferny Grove stations December 2012 new Ferny Grove station building with plaza entry car park wider and higher island platform with shelters works ongoing approximately 1000 new car parking bays, including disability car parking bays two bus interchanges and kiss 'n' ride facilities improved safety and security new secure cycle facilities Sandgate train station Commenced $20 million improved access paths to and from the station accessibility upgrade construction platforms via new lifts May 2012 new footbridge, stairs and ramps improved navigation measures including tactile ground surface indicators, signage, passenger information displays and audible communications platforms raised to avoid need for access ramps South Brisbane train Completed $10 million raising the height of all platforms station upgrade July 2012 new accessible toilet and baby-change table new accessible ticket window improved signage and hearing loops new electronic passenger information screens additional security cameras Eagle Junction train Completed $10 million new station building and ticket office station upgrade July 2012 reconfiguration of Junction Road car park storage for 38 bicycles new escalator and lift energy efficient lighting platform upgrade
38 39 Western region
Local government Ipswich City Council and Lockyer Valley Regional Council Population of 173 000 ^ Demographics Average distance travelled to work is 18 kilometres Transport operators Queensland Rail, Bus Queensland (Lockyer Valley), Bus Queensland in region (Westside Bus Company), Southern Cross Transit
^ Source: Australian Bureau of Statistics, 3218.0 - Regional Population Growth, Australia, 2010-11
Key highlights
Project Progress as at 31 Total budget Features December 2012 of project Darra to Springfield Construction $475 million 9.5 km of new dual track Transport Corridor commenced two new train stations — Springfield and Stage Two — November 2011 Springfield Central new 900 m long, 15m high rail bridge to carry Richlands to the new rail line over the Logan Motorway Springfield interchange
New rail lines between Richlands and Springfield Bus Stops Upgrade Ongoing $0.16 million 13 Bus Stops approved for funding in 2012-13 Program budgeted for 2012-13 Ipswich City Council Bus Stops Upgrade Ongoing $24 325 4 Bus Stops approved for funding in 2012-13 Program budgeted for 2012-13 Lockyer Valley Regional Council
40 41 Northern region
Local government Moreton Bay Regional Council Demographics^ Population of 390 000 Transport operators Queensland Rail, Bribie Island Coaches, Caboolture Bus Lines, Hornibrook Bus in region Lines, Kangaroo Bus Lines, Thompson Bus Services
^ Source: Australian Bureau of Statistics, 3218.0 - Regional Population Growth, Australia, 2010-11
Key highlights
Project Progress as at 31 Total budget Features December 2012 of project Narangba rail station Construction $26 million improved access paths to and from the station upgrade commenced platforms via lifts April 2011 new footbridge, stairs and ramps extra car parking spaces new platform on the Main Street side of the station improved way-finding and improved lighting new station building and amenities improved waiting shelters North Lakes Completed $7 million capacity for six buses bus station January 2013 sheltered seating, security cameras and lighting improved access for cyclists and secure New bus station bicycle storage at North Lakes 55 jobs created in the community over the life of the project Bus Stops Ongoing $0.3 million 135 Bus Stops approved for funding Upgrade Program budgeted in 2012 -13 for 2012-13
40 41 Southern region
Local government Logan City Council Population of approximately 287 000 Demographics^ Average distance travelled to work is 19.4 kilometres 12 per cent of residents do not have a driver’s licence Transport operators Queensland Rail, Clarks Logan City Bus Service, Bus Queensland in region (Park Ridge Transit)
^ Source: Australian Bureau of Statistics, 3218.0 - Regional Population Growth, Australia, 2010-11
Key highlights
Project Progress as at 31 Total budget Features December 2012 of project Logan Central Completed $6.5 million two bus platforms, one on each side bus station August 2012 of Wembley Road sheltered waiting areas with New bus station comfortable seating in Logan Central dedicated bus lanes improved pedestrian access and provision for cyclists across Wembley Road improved lighting and security with 24-hour recording 44 jobs created in the community over the life of the project Slacks Creek Completed $9.6 million 200 car parking bays, including seven park ‘n’ ride December 2012 disability car parking bays and seven motorbike parking bays New park ‘n’ ride facility improved bicycle and pedestrian access at Slacks Creek bicycle storage facility improved lighting and security with 24-hour recording 75 jobs created in the community over the life of the project Browns Plains Design and $11 million improved station layout to allow for efficient bus station community bus operations and more space for waiting consultation passengers ongoing in 2012-13 four new indented on-road bus stops along Browns Plains Road fully sheltered passenger waiting platforms with comfortable seating, security cameras and lighting better pedestrian and cyclist connectivity between the bus station, the shopping centre and Browns Plains Road bicycle storage facilities 86 jobs created in the community over the life of the project Bus Stops Ongoing $0.3 million 65 Bus Stops approved for funding Upgrade Program budgeted in 2012-13 for 2012-13 42 43 Eastern region
Local government Redland City Council Population of approximately 145 000 Demographics^ 45 per cent of trips to work are more than 20 kilometres 5.7 per cent of households do not own a car
Transport operators Queensland Rail, Mt Gravatt Bus Service, Veolia Transdev Queensland in region
^ Source: Australian Bureau of Statistics, 3218.0 - Regional Population Growth, Australia, 2010-11
Key highlights
Project Progress as at 31 Total budget Features December 2012 of project Capalaba Construction $11.8 million approximately 210 customer car parking bays park ‘n’ ride commenced in Stage One, with up to 100 more car parking October 2011 bays in Stage Two New bus park ‘n’ ride comfortable waiting area with high-quality facilities in Capalaba shelters and seating for passengers improved access for pedestrians and cyclists, including bicycle storage 92 jobs created in the community over the life of the project Redland Bay Marina Currently in $6 million new sheltered bus station with capacity bus station detailed design for three buses transit lounge for bus and ferry passengers ticketing office for ferry operators and passengers improved lighting and security cameras with 24-hour recording bicycle racks 47 jobs created in the community over the life of the project Victoria Point Currently in $4.6 million new bus station to include additional Jetty Station detailed design bus capacity improved passenger waiting area Redevelopment improved lighting and security of existing bus station Cleveland train Completed $1.2 million new entrance and ticket counter station upgrade November 2012 new fare gates and lighting upgraded closed-circuit television (CCTV) system Bus Stops Ongoing $0.1 million 19 Bus Stops approved for funding Upgrade Program budgeted in 2012-13 for 2012-13
42 43 Gold Coast region
Local government Gold Coast City Council Population of approximately 536 000 ^ Demographics 49 per cent of work trips are less than 10 kilometres
Transport operators Queensland Rail, Surfside Buslines in region
^ Source: Australian Bureau of Statistics, 3218.0 - Regional Population Growth, Australia, 2010-11
Key highlights
Project Progress as at 31 Total budget Features December 2012 of project Gold Coast Rapid Stage One- $1.2 billion when completed, will transport approximately Transit Project GoldLinQ’s (includes 50 000 workers per day into Southport, construction 15 years Surfers Paradise and Broadbeach by 2016 New light rail system of the light rail of systems construction and operations of Stage One for the Gold Coast system is currently operation/ will create almost 6300 direct and indirect jobs progressing. maintenance) stations will become activity centres for the region, attracting new business and development Bus Stops Ongoing $0.6 million 106 Bus Stops approved for funding Upgrade Program budgeted in 2012-13 for 2012-13
44 45 Sunshine Coast region
Local government Sunshine Coast Regional Council Population of approximately 335 000 ^ Demographics 50 per cent of journeys to work are less than 10 kilometres
Transport operators Queensland Rail, Sunbus Sunshine Coast, Buslink Queensland in region
^ Source: Australian Bureau of Statistics, 3218.0 - Regional Population Growth, Australia, 2010-11
Key highlights
Project Progress as at 31 Total budget Features December 2012 of project Maroochydore Early works $8.3 million six bus bays bus station construction (three on either side of Horton Parade) including site high-quality bus shelters with seating New bus station in clearing completed and timetable information and secure Maroochydore in 2012. bicycle storage improved lighting and security with 24-hour recording convenient, safe pedestrian links to Sunshine Plaza, with provision for a pedestrian overpass in the future integrated urban design including a public plaza that reflects the Sunshine Coast culture 64 jobs created in the community over the life of the project Bus Stops Ongoing $0.3 million 29 Bus Stops approved for funding Upgrade Program budgeted in 2012-13 for 2012-13
44 45 TransLink Transit Authority | Final Report
Our performance
Activity 2010–11 2011–12 6 month period Comment actual actual (1 July 2012– (annualised) (annualised) 31 Dec 2012) Patronage 178.6 million 178.3 million 89.7 million These figures are for the — all modes 6 month (1 July 2012 – 31 December 2012) reporting Bus patronage 119.2 million 120.3 million 60.8 million period only. Train patronage 55 million 52.8 million 25.8 million Ferry patronage 4.3 million 5.2 million 3.1 million On-time 93.07% 92.51% 95.41% Performance for this period running was above the target — train threshold of 94.53% On-time 98.09% 95.65% 95.74%* Performance for this period running was above the target — bus threshold of 90% Services 99.86% 99.78% 99.84% During this period only two running without consecutive months were cancellation below target. The major — train cause of cancellations during this period was as a result of level crossing incidents and signal failures Incidents on 0.62 per 0.57 per 0.58 per These figures are for the busway as 100 000 100 000 100 000 6 month (1 July 2012 – 31 proportion of journeys journeys journeys December 2012) reporting passenger period only. trips (figures as per 100 000 journeys)
* figures only available up to October 2012
46 TransLink Transit Authority | Final Report Our fares and ticketing
Our fares and ticketing
Overview
During the reporting period TransLink continued to deliver on the Queensland Government’s commitment to make public transport more affordable, introducing new incentives and initiatives to help tackle cost of living burdens for regular public transport users.
OUR CHALLENGES / OUR STRATEGIES
Improving New fare incentives to affordability deliver value for money
By providing new go card products and discounts, TransLink continued to grow public transport use and help lower the cost of living for families. Reducing Improved revenue fare evasion protection measures
By progressing with our revenue protection strategy, TransLink continued to maximise fare revenue and reinvest this back into services on our network. Increasing Maximising go card’s reach go card’s potential
By developing new go card products that meet the needs of different user groups and expanding the go card network, TransLink has ensured that go card remains Australia’s best transport smartcard.
47 TransLink Transit Authority | Final Report
Key achievements
Ticketing products to suit everyone
TransLink implemented a number of ticketing options to meet the varied needs of customers that use and rely on public transport. This has included:
Launching the SEEQ tourist go card: tourists visiting south-east Queensland now have the option to purchase a regular pay-as- you-travel go card with a visitor information pack or the new, pay-up-front unlimited travel three or five day adult and childSEEQ go card
Integrating go card and CityCycle: making it even easier for Brisbane passengers to transfer between bus, train, ferry and bicycle
Introducing the Ekka travel ticket: TransLink and the RNA delivered an affordable option for the thousands of customers attending this year’s event while removing the surcharges that previously applied to train travel between Ekka station and the CBD.
This year also saw the continued take up of other ticketing products including:
Seniors Card + go: 48 623 cards now in use on the network
TransLink Access Pass: From 1 July 2012 – 31 December 2012, TransLink received 142 applications for the TransLink Access Pass.
U-Pass: an initiative funded by the University of the Sunshine Coast providing travel subsidies for students and staff. 5500 cards have been purchased to date under the scheme.
48 AboutOur fares TransLink and ticketing 49
Final Report
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card card go card card go updated the installing new during the reporting during the reporting carried out by Senior card network including: card card retail network: retail card card network go TransLink Transit Authority Transit TransLink go go card readers were installed on were readers card transit staff issued 3465 fines and transit staff go card website allowing registered website allowing registered card card gates at Ferny and Cleveland gates card Grove and 63 the network. buses across rail stations blitzes: evasion fare in conjunction with the Network Officers Queensland Police Service and Education fare Queensland targeting bad behaviour and evasion on Gold Coast buses. expanding the locations than 580 purchase now more the network across enhancing online options: go transactions, customers to view recent account balance and set up auto top-up additional equipment: installed 7 new period, TransLink Terminals gates, 16 additional Ticket Office deployment of Senior Network Officers deployment of Senior Network Officers (SNOs): 7942 warnings period for the reporting new station lockdowns: go
Growing the continued to make In 2012–13 TransLink to the improvements Targeting fare evasion evasion fare Targeting continued period TransLink During the reporting a number of evasion through to tackle fare including: improvements protection revenue
to tackle fare evasion. to tackle fare During the second half of 2012 we commenced increase to half the planned fare preparations for January 2013 down to 7.5% to deliver commitment. on the Queensland Government’s In addition to the widely accepted 9 and free In addition to the widely accepted 9 and free also commenced planning initiative, TransLink ferryto integrate Southern Bay Islands Moreton network and carried services into the TransLink network the TransLink out security blitzes across The new 9 and free incentive has proven incentive has proven The new 9 and free than 4.4 million popular with more extremely taken during the six month period since trips free in June 2012. Up to 76 000 its introduction this initiative now benefitting from passengers are each week. Improving public transport affordability TransLink Transit Authority | Final Report
Our performance
Activity 2010–11 2011–12 6 month period Comment actual actual (1 July 2012– (annualised) (annualised) 31 Dec 2012) Total go card 126.7 million 145.1 million 74.24 million These figures are for the trips 6 month (1 July 2012 – 31 December 2012) reporting period only. % of all trips 72.6% 81.4% 82.8% This figure is determined made using as an average across the go card reporting period Customer 79.7 79.9 78.9 Ease of use of go cards satisfaction with continues to track at a ease of use high level with a score of of go card 78.9, well within the ‘best practice’ zone Cost recovery 22.5% 23.6% N/A This figure is reported annually Average fare $1.80 $2.02 N/A This figure is reported revenue per annually passenger Cost subsidy $6.12 $6.55 N/A This figure is reported per passenger annually trip
50 TransLink Transit Authority | Final Report Our people
Our people
Overview
In line with the Queensland Government’s whole of public sector renewal program, this year saw significant changes to the TransLink workforce. As part of these reforms, TransLink staff have increased their focus on front line service delivery and innovation, to ensure the efficient provision of essential services.
OUR CHALLENGES / OUR STRATEGIES
Right people to Attract and retain deliver customer top talent outcomes By implementing a smart Sourcing Strategy to recruit the right people with the right skills that align with our goals and values, TransLink ensures we have the best people in public transport serve our community. Maintain a Enhance our highly skilled, current capability agile workforce By identifying organisational, team and individual development opportunities, TransLink always ensured our people had the technical training and expertise to meet our customers’ expectations. Employer Maintain our of choice values-driven culture
By focusing on living and breathing the seven core values that underpin all that we do, TransLink will continue to maintain our supportive and positive work environment to further build our reputation as an employer of choice.
51 TransLink Transit Authority | Final Report
Key activities
Our organisation Voluntary Redundancies
TransLink staffing in as at December 31 2012: In line with the review of the public sector to find savings and address the fiscal repair of the state, the TransLink Transit Authority Employing a decision was made to change the way in which Office employed the equivalent of 279 public transport was delivered to the people full-time employees of Queensland. To support this, a decision was made to transition the TransLink Transit Authority 88.76 per cent were office based staff into the Department of Transport and Main Roads to provide a more efficient approach 11.22 per cent of staff worked within to the delivery of public transport to the whole the Brisbane Metropolitan Traffic state of Queensland. Management Centre
10.43 per cent of staff worked as Senior This decision resulted in a restructure of the Network Officers operating from our Kelvin TransLink Transit Authority, former Passenger Grove Offices Transport and Services and TravelSmart Divisions of the Department of Transport and Main Roads our permanent retention rate was 66.55 per into the new TransLink Division. This workforce cent and our permanent separation rate was change resulted in a number of positions being 33.45 per cent identified as no longer required.
during the period, there were no voluntary A number of employees requiring placement were early retirements and no medical retirements given the option to accept a voluntary redundancy or pursue transfer opportunities. Expressions of interest were sought from staff who wished to identify their interest in a voluntary redundancy.
52 TransLink Transit Authority | Final Report Our people
Industrial relations TransLink Consultative Committee
Up until 31 December, 2012, the TransLink TransLink’s Consultative Committee met every six weeks Transit Authority Employment Office to facilitate consultation between TransLink and relevant operated under the State Government union representatives on industrial issues that have the Departments Certified Agreement 2012. potential to impact on our workforce. The parties to the Under this agreement, TransLink staff were consultative committee were as follows: entitled to:
a 36.25-hour working week for corporate staff. Busway Safety Officers Management and Senior Network Officers had Director People and Capability a 38-hour working week Relevant director/s, depending on matters to be discussed superannuation of 12.75 per cent Principal Employee Relations employer contribution based on a five per cent employee contribution
leave loading on 20 days of annual Union leave per year. Busway Safety Officers Delegates from Queensland public sector received 25 days of annual leave union Together Together member (rotating) 10 days of sick leave per year Other relevant union organisers, salary sacrificing delegates and/or members as agreed by the Committee
Secretariat Employee Relations Advisor
53 TransLink Transit Authority | Final Report
Organisational Change Panel Learning and development
The Organisational Change Panel was the TransLink was committed to supporting staff decision-making body for any organisational or in developing their professional skills and workforce changes within the TransLink Transit capability by offering a comprehensive learning Authority. The panel was established to consider and development program under our Capability proposed changes holistically to ensure the platform. In early 2012, TransLink rolled out its right people with the right skills were available to first formal Mentoring Program, in which staff TransLink at the right time. This approach has were matched with senior managers across the enabled TransLink to improve cross-functional business to gain invaluable support, knowledge work, remove role duplication and make best use and experience from successful role models. The of available resources. program wrapped up in December 2012 and was cited as a resounding success from both mentors During the reporting period a sub-committee of and mentees across the business. the Organisation Change Panel was established to implement the priorities of the Establishment Other learning and development options included: Management Program (EMP) within TransLink. internal and on-the-job training The EMP was established by the Queensland Government to ensure recruitment decisions coaching and shadowing regarding non-frontline vacancies were carefully considered and aligned with government priorities. internal and external training programs, workshops and seminars PACE supported academic study for qualification membership of industry and professional As part of our People Strategy, TransLink bodies continued to roll out initiatives from our four key platforms of Performance, Alignment, Capability participating in conferences and Engagement (PACE). The PACE platforms and industry forums aligned with and contribute to our strategic objective of Achieving Business Excellence. secondments and placements with other Delivery of programs and projects through PACE government agencies and projects was directed and measured by the PACE Board, which comprised senior management from People and Performance and selected leaders from across the business.
Following the workplace changes of 2012, the terms of reference for PACE are being reviewed and a new process for managing people initiatives will be implemented in 2013.
54 TransLink Transit Authority | Final Report Our people
Achievement and Development Health and safety Planning TransLink had a strong commitment to ensuring TransLink recognised the importance of the safety, comfort and wellbeing of all of our maintaining a high level of staff satisfaction, employees. Through our Occupational Health and engagement and performance to achieve our Safety Policy, we reduced the incidence, severity goals. TransLink’s achievement and development and cost of work-related injuries by implementing framework was designed to: safe working procedures in all aspects of our organisation. This included compulsory OH&S ensure that all staff have clear, measurable sessions for all new staff in compliance with the performance objectives aligned with team Workplace Health and Safety Act 2005. TransLink and business goals for the year continued to provide assistance for employees returning to work following illness or injury through ensure that all staff understand how their TransLink’s Return to Work Policy. work links to TransLink’s strategic vision
encourage staff to take greater ownership Flexible work opportunities of their career development TransLink provided a range of flexible work
encourage regular, constructive performance options to help staff balance work with other appraisal and feedback life priorities. Options include accessing flexible ensure exceptional performance is working hours, telecommuting, compressed acknowledged under our Rewards and work weeks, paid parental leave, career breaks, Recognition Policy purchasing additional leave and use of workplace carer facilities. identify talent and future leaders
identify and address opportunities for increasing staff capability
55 TransLink Transit Authority | Final Report
Our performance
Activity 2010–11 2011–12 6 month period Comment actual actual (1 July 2012– (annualised) (annualised) 31 Dec 2012) Lost-time injury 1.58 3.04 3.28 Renewed efforts are being made frequency rate to reverse this upward trend Number of 8 11 1 See WorkCover claims section page 57 WorkCover claims Days lost through 190 150 2 See lost-time injuries section page 57 lost-time injury Figure is based on claims accepted by WorkCover and excludes days lost for journey claims Reported work- 21 18 9 Figure excludes incidents related related incidents to journeys to or from work Employee 74% 77% N/A The last staff Values survey was satisfaction index conducted in March 2012 and achieved a 97% participation rate and a near to best-practice result of 77% overall satisfaction. Staff were very satisfied with the supportive nature of their teams and TransLink as a whole TransLink full time 347 354 279 A number of employees accepted employees Voluntary Redundancies and exited during the month of October 2012 Permanent 87.21% 73.8% 66.55% A number of employees accepted retention rate Voluntary Redundancies and exited during the month of October 2012 Permanent 12.79% 26.2% 33.45% A number of employees accepted separation rate Voluntary Redundancies and exited during the month of October 2012 Voluntary early 4 0 0 retirement Medical retirements 0 0 0
56 TransLink Transit Authority | Final Report Our people
Workers’ compensation and injury
From 1 July 2012 to 31 December 2012, there were 9 reported incidents:
0 incidents related to journeys to or from work 0 incidents involved busway operations 2 incidents involved revenue protection operations 7 incidents related to office staff at our corporate offices.
WorkCover claims
For the period 1 July 2012 to 31 December 2012:
1 claim for compensation was accepted by WorkCover 0 claims were for medical expenses only 1 claim was for time off work and medical expenses.
Lost-time injuries
For the period 1 July 2012 to 31 December 2012:
4 days in total were lost as a result of lost-time injuries (excluding journey claims) 2 days were lost involving office-based employees 2 days were lost involving revenue protection operations 0 days were lost involving journey claims.
57 TransLink Transit Authority | Final Report
Our governance
Overview retained as a legal entity until 31 December 2012 to facilitate the transition of functions to the On 30 July 2012, the Queensland Government Department of Transport and Main Roads. announced the dissolution of the TransLink Transit Authority. All TransLink’s functions, staff and On 2 August 2012, the government dissolved assets were incorporated into the Department the seven-member TransLink Transit Authority of Transport and Main Roads. These functions Board resulting in the Board meeting held on 26 were combined with the department’s existing July 2012 being the last meeting of the TransLink passenger transport functions to form a new Transit Authority Board. The last Board meeting TransLink Division. This division has a state-wide was attended by six of the Board members, focus on public transport service delivery premised namely Geoff Harley, David Barbagallo, Michael on the delivery of efficient, coordinated and fiscally Caltabiano, Chris Freeman, Richard Mathews and responsible public transport services. Adrienne Ward. Colin Jensen was an apology for this meeting. These changes were a highly important aspect of the Queensland Government’s reform agenda and In lieu of these board meetings, the Director assists in delivering the government’s five point General of the Department of Transport and Main action plan. Roads under legislation took on the role of the Board Chair and assumed these responsibilities The TransLink Transit Authority’s enabling up until the abolishment of the TransLink Transit legislation the Transport Operations (TransLink Authority on 1 January 2013. Transit Authority) Act 2008 was repealed on 1 January 2013 with the TransLink Transit Authority
OUR CHALLENGES / OUR STRATEGIES
Demonstrating Demonstrating accountable strong financial leadership control TransLink remained committed to promoting accountable leadership across all of TransLink’s business functions and projects to ensure we deliver value for money outcomes for our community.
Transparent Ensuring ethical and responsible and meaningful decision making reporting TransLink has established internal decision-making bodies that supported the Leadership Team in delivering our core business functions. These groups provided a strong framework for consistent and rigorous decision making across the business.
58 TransLink Transit Authority | Final Report Our governance
Our key activities
TransLink Board committees TransLink Board Working Groups
The Board had two committees being the The Ticketing System Reform Working Group Audit and Risk Management Committee and met on 19 July 2012. Geoff Harley and Richard Remuneration and Succession Committee. Mathews, the two board members forming part Their roles and membership are outlined of this working group, both attended. in the table below.
Committee Key responsibilities and activities Membership *
Audit and Risk Monitor the integrity of financial reporting Chris Freeman (Chair) Management and internal controls Geoff Harley Committee Monitor safety performance Adrienne Ward Oversee the work of the internal and external auditors Review the effectiveness of risk management, fraud and corruption control and compliance frameworks Remuneration Review the performance of the CEO Richard Mathews (Chair) and Succession and senior executives Geoff Harley Committee Advise the Board on the CEO’s employment Colin Jensen contract and compensation package Review succession plans for the CEO and senior executives
Working Group Key responsibilities and activities Membership *
Ticketing System Assisting management in reviewing the Geoff Harley (Chair) Reform Working commercial and contractual frameworks Richard Mathews Group of the ticketing system Assisting the Board’s oversight in relation to ticketing system reform Commercial Utilising relevant experience of the Board Geoff Harley (Chair) Working Group to add value to commercial opportunities Chris Freeman Assisting the Board’s oversight Richard Mathews of commercial activities
* No meetings of the ARMC or RSC were held after 1 July 2012.
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External audit TransLink Code of Conduct
In this period of transition TransLink retained the The TransLink Code of Conduct outlined the high services of KPMG as internal auditors to provide standard of ethical and professional behaviour independent, objective assurance and advice expected by Board members, employees, on our risk management, internal control and consultants and contractors. The code was governance processes. based on the TransLink Values and the principles of the Public Sector Ethics Act 1994. It included KPMG operated under an internal audit charter scenarios and examples to support ethical and that was consistent with all relevant audit responsible decision making. and ethical standards, and had due regard to Treasury’s Audit Committee Guidelines. The A copy of the code was made available on the work undertaken by KPMG followed the Board- TransLink intranet. approved Annual Internal Audit Plan which covered TransLink’s key strategic risks. Any non-audit services provided by the internal auditor were disclosed and assessed to determine that the auditor’s independence was not compromised.
During this reporting period, TransLink also continued to follow TransLink Transit Authority established governance policies and procedures. From 1 January 2013, TransLink Division business will be governed by the policies and procedures in place for the Department of Transport and Main Roads. TransLink remains committed to achieving the highest standards of ethical, responsible and professional conduct in carrying out all of its business activities.
60 TransLink Transit Authority | Final Report Financials
TransLink Transit Authority financial statement overview
TransLink Transit Authority Total expenses for the year was $801.3 million Financial Statement Overview and is mainly represented by contract and CSO payments to the rail operator of $455.6 million and contract payments to bus, railbus and ferry This financial statement overview covers the operators of $284.7 million. The balance of consolidated accounts for TransLink Transit expenditure relates to expenses associated with Authority (TransLink) and the TransLink Transit the operations of TransLink to enable delivery on Authority Employing Office (the Employing Office). its responsibilities including network planning, Both TransLink and the Employing Office were integrated ticketing, go card operations, operator established under the Transport Operations contract management, infrastructure planning (TransLink Transit Authority) Act 2008 on 1 July and investment and busway operations. 2008. This legislation was repealed and from 1 January 2013, the functions, assets and liabilities Employee numbers employed through the attributable to these entities were transferred Employing Office measured on a full time equivalent to the Department of Transport and Main Roads basis totalled 279. These resources supported at their existing book values immediately prior the effective management of and investment in to the abolition of the entities. As a result, the network and supported revenue protection these financial statements have been prepared strategies. on a basis consistent with the going concern basis of preparation. Statement of Financial Position Trading Performance and Statement of Changes in Equity
For the reporting period TransLink delivered During the period TransLink’s net asset base a balanced operating position. increased by $12.6 million mainly due to continued enhancements in ticketing equipment and public transport network infrastructure. Statement of Comprehensive Income Statement of Cash Flows Total income for the period was $801.3 million The Statement of Cash Flows highlights balances and is primarily represented by fare revenue of held and movements in cash resources. During $185.2 million, and is supplemented by Queensland the period to 31 December 2012 TransLink trading State Government funding of $585.4 million. activities were cash positive, with net cash received from operating activities totalling $9.4 million.
61 TransLink Transit Authority | Final Report
Chief Financial Officer’s report
TransLink delivered on the responsibility to provide Improving public transport south-east Queensland with the best possible affordability public transport services at a reasonable cost to the community and government. During the During this period TransLink also implemented period, the organisation continued to manage strategies to improve affordability across the fiscal responsibility in a professional manner, network. These included the very popular delivering on agreed outputs. 9 and free policy, new Ekka travel tickets and supporting Brisbane City Council’s Ensuring financial sustainability implementation of the free City Hopper.
Operating costs to $801.3m State Government subsidy of $585.4m
Our key focus has been on exercising strong The financial sustainability of TransLink was financial stewardship over our budget to dependent upon the support and financial enable strategic investment in new services, subsidy from the Queensland Government. infrastructure and new products to drive TransLink continued to deliver efficient and efficiencies across the network and achieve the reliable public transport services in south-east best possible value for money for our customers Queensland within the capacity constraints and taxpayers. of our inflows.
We worked with local government to increase investment in local public transport initiatives. During the period we partnered with councils including Brisbane City Council, Gold Coast City Council and the Sunshine Coast Regional Council.
Fare revenue of $179.6m
Revenue growth compared to last year ($174.8m for the same period 2011-12) was supported by the continued rollout of the current five-year fare path strategy. This strategy was also supported by continued efforts to target fare evasion including revenue protection initiatives such as the deployment of Senior Network Officers (SNOs).
The subsidy from the State Government and the continued implementation of fare revenue strategies facilitated the investment in the TransLink public transport network of $801.3 million to the period ended 31 December 2012.
62 TransLink Transit Authority | Final Report Financials
Investment in public transport infrastructure
TransLink continued to undertake significant infrastructure projects as part of the TransLink Station Upgrade Program (TSUP). During the period, the program successfully completed projects including the North Lakes Bus Station and Slacks Creek park ’n’ ride.
TransLink also strived to deliver and improve the integrated TransLink network through investment in the go card ticketing system and the piloting of a world class real time customer information system.
Looking ahead
Pursuant to the Governor-in-Council approved proclamation, the Transport Operations (TransLink Transit Authority) Act 2008 was repealed in accordance with the Transport Operations (Passenger Transport and Other Legislation Amendment Act 2012 on 1 January 2013. As a result, the former TransLink Transit Authority ceased to exist as a legal entity from that date. All assets and liabilities were transferred to the Department of Transport and Main Roads at their existing book values immediately prior to the entities’ abolition.
Mark Hope Former Chief Financial Officer
63 TransLink Transit Authority | Final Report
Performance statement
TransLink Transit Authority Notes 6 month 2012-13 (1 July 2012- (annual) 31 Dec 2012) Target/est. Est. actual
Service standards
Patronage on TransLink services (millions) 1 89.7 181.5 60.8 123.9 bus 25.8 52.5 rail 3.1 5.1 ferry User satisfaction ratings 2 of public transport by service type (using a 0 - 100 index – 100 being excellent) 69 >70 bus 69 >70 rail 79 >70 ferry Customer complaints on go card per 10,000 trips 3 0.73 <4 Customer service complaints (other than go card) 4 2.33 <4 per 10,000 trips Percentage of unscheduled cancellations 5 0.16 <0.13 – Citytrain Average on-time running performance in peak 6 95.4% 94.5% times – Citytrain Average cost of subsidy per passenger trip 7 N/A $6.77 – bus, rail and ferry
1. This service standard is being reported on for the 6 month period (1 July 2012 – 31 December 2012) only. The annual figure will be reported on in the Department of Transport and Main Roads 2012-13 Annual Report. 2. TransLink undertakes quarterly customer satisfaction surveys to measure and compare changes in the opinions of public transport users across South East Queensland. Scores are out of a possible 100 – levels of 75 and above are classed ‘best practice’ while 60 and above is considered ‘satisfactory’. 3. This service standard is to measure the performance of the go card system and represents the number of complaints per 10,000 passenger trips. This service standard is being reported on for the 6 month period (1 July 2012 – 31 December 2012) only. The annual figure will be reported on in the Department of Transport and Main Roads 2012-13 Annual Report. 4. This service standard is to measure the performance of non-go card related activity and represents the number of complaints per 10,000 passenger trips. This service standard is being reported on for the 6 month period (1 July 2012 – 31 December 2012) only. The annual figure will be reported on in the Department of Transport and Main Roads 2012-13 Annual Report. 5. Performance was above threshold. 6. The 2012-13 Target/est. is based on benchmarks set within the existing service contract between TransLink and Queensland Rail. 7. This service standard, will be included in the Department of Transport and Main Roads 2012-13 Annual Report.
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Compliance Checklist FAA Financial Accountability Act 2009 FPMS Financial and Performance Management Standard 2009 ARRs Annual report requirements for Queensland Government agencies
Summary of requirement Basis for requirement Annual report reference Accessibility Table of contents ARRs – section 8.1 Page 1 Glossary Page 114 Public availability ARRs – section 8.2 Back cover Interpreter service statement Queensland Government Inside back cover Language Services Policy ARRs – section 8.3 Copyright notice Copyright Act 1968 Back Cover ARRs – section 8.4 Government Information Licensing Government Information N/A Framework (GILF) Licence Licensing Framework (GILF) QGEA Policy ARRs – section 8.5 Letter of compliance A letter of compliance from the ARRs – section 9 Page ii accountable officer or statutory body to the relevant Minister(s) General information Introductory Information ARRs – section 10.1 Page iii, 11 Agency role and main functions ARRs – section 10.2 Page 14 Operating environment ARRs – section 10.3 Page 5-13 External scrutiny ARRs – section 10.4 Page 59-60 Machinery of government changes ARRs – section 10.5 Page 11, 52, 58-60 Review of proposed forward operations ARRs – section 10.6 Page 5-8 Non-financial Government objectives for the community ARRs – section 11.1 Page 5 performance Other whole-of-government plans ARRs – section 11.2 Page iii, 2-3 / specific initiatives Council of Australian Government ARRs – section 11.3 N/A (COAG) initiatives Agency objectives and performance ARRs – section 11.4 Page 5-8, 33, 50, indicators 56, 59 Agency service areas, service standards and ARRs – section 11.5 Page 5-8, 32, 50, other measures 56, 59, 64 Financial performance Summary of financial performance ARRs – section 12.1 Page 62 Chief Finance Officer (CFO) statement ARRs – section 12.2 Page 63 Governance – Organisational structure ARRs – section 13.1 Page 14 management Executive management ARRs – section 13.2 Page 15-21 and structure Related entities ARRs – section 13.3 Page 98 Schedule of statutory authorities ARRs – section 13.4 N/A or instrumentalities Boards and committees ARRs – section 13.5 Page 59 Public Sector Ethics Act 1994 Public Sector Ethics Act 1994 Page 60 (section 23 and Schedule) ARRs – section 13.6
112 TransLink Transit Authority | Final Report Compliance
Summary of requirement Basis for requirement Annual report reference Governance – risk Risk management ARRs – section 14.1 Page 59 management and Audit committee ARRs – section 14.2 Page 59 accountability Internal Audit ARRs – section 14.3 Page 59 Governance – human Workforce planning, attraction and retention ARRs – section 15.1 Page 51-57 resources Early retirement, redundancy and Directive No.17/09 Early Page 52, 56 retrenchment Retirement, Redundancy and Retrenchment ARRs – section 15.2 Voluntary Separation Program ARRs – section 15.3 Page 52, 56 Financial statements Certification of financial statements FAA – section 62 Page 101, 109 FPMS – sections 42, 43 and 50 ARRs – section 16.1 Independent Auditors Report FAA – section 62 Page 92, 110 FPMS – section 50 ARRs – section 16.2 Remuneration disclosures Financial Reporting Page 78-80, 85, Requirements for Queensland 103-105 Government Agencies ARRs – section 16.3 Disclosure of Additional information to be reported online ARRs – section 17 Available at additional information translink.com.au
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Glossary
Capacity Disability Act
A The total possible number of The Disability Discrimination Act 1992 passengers on a service. For buses (Cwlth) protects individuals from direct Auto top-up the average capacity for both seated and indirect discrimination in areas Customers with registered go cards and standing passengers is 62; for such as employment, education can choose a pre-selected amount trains it is 125 per carriage. and access to premises and public (top-up) of their choice to transfer from transport. their credit card to their go card when Citytrain Station Upgrade Program the balance falls below $5.00. (CSUP) Disability Standards for Accessible Public Transport 2002 CSUP provides rail station infrastructure B upgrades, disability compliance A set of transport standards formulated infrastructure, intermodal upgrades, under the Disability Discrimination Act and safety and security upgrades on 1992 (Cwlth) that came into operation Busway the 145 Citytrain train stations. on 23 October 2002. All public A dedicated roadway that separates transport operators must make their buses from general traffic. Busways Customer Liaison Officer (CLO) services accessible for people with offer commuters congestion-free travel. disabilities within the timeframes and Busway stations have two platforms, Casual staff that are deployed at bus compliance targets stipulated in both electronic timetable information, full and train stations and ferry terminals these standards and legislation. accessibility and 24-hour security. across the TransLink network to assist customers and provide information about service changes and initiatives. Bus Station Upgrade Program F CLOs also attend key community (BSUP) events to educate customers and raise Fare machine BSUP provides bus stop upgrades, awareness of public transport services. disability compliance infrastructure, and Customers can use TransLink fare safety and security upgrades for local machines to buy tickets or top-up bus stops in partnership with councils. D go cards using notes and coins or EFTPOS. Fare machines are located Delivery partners at train and busway stations. Selected C fare machines also have go card TransLink’s 19 primary bus, train and purchase facilities available. ferry operators are contracted to Closed Circuit Television (CCTV) deliver public transport services across Full-time equivalent Overhead video cameras used on south-east Queensland. TransLink also the TransLink network as a crime contracts Stellar to manage our call Calculated by the number of hours prevention and safety measure. CCTV centre operations and staff, and works worked in a period divided by the is located on board bus, train and ferry with Cubic (jointly Cubic Transportation standard full-time hours stipulated services, as well as on platforms and Systems Inc and CTS (Australia) Pty by the relevant industrial award; for stations. Limited) to operate our go card and example, a full-time equivalent of 0.5 fare collection systems. signals the worker is only half-time. Corporate governance
The set of processes, customs, Department of Transport policies, laws and institutions affecting and Main Roads (TMR) the way a corporation is directed or The Queensland Government administered. department responsible for planning, managing and delivering Queensland’s integrated transport environment to achieve sustainable transport solutions for road, rail, air and sea.
114 TransLink Transit Authority | Final Report Glossary
G J O go card Journey Off-peak
TransLink’s smartcard product, which The distance travelled from origin to TransLink’s off-peak period is from stores up to $250 of electronic credit. destination. A journey might involve 9.00am to 3.30pm and after 7.00pm The go card is a thin, compact card several trips using different transport on weekdays until the last service of about the size of a credit card. The modes. the day, and all day on weekends and card surface is made of recyclable gazetted public holidays. Customers plastic material. A tamper-proof Journey planner travelling in off-peak periods may be microchip and antenna are built into the eligible for a discounted fare. card. The card contains no battery, but An online program available through the operates from electromagnetic energy TransLink website that helps customers received from the go card reader. plan their journey. Customers enter P their starting point and destination and the journey planner calculates the Patronage go card reader/Stand Alone available public transport travel options, Customer Interface Device (SACID) Measurement of the total number including journey times and fares. of passenger trips on the TransLink Devices that customers use to “touch network, or on a particular service or on” with their go card at the start transport mode. and finish of each trip. The fare is K automatically calculated and deducted at the completion of their journey. go Key Performance Indicator (KPI) Peak card readers are on board buses at the TransLink’s performance indicators, Those times where passenger demand front and rear doors, at the front and aligned with the five strategic objectives for public transport services is highest. rear of CityCat and CityFerry vessels, outlined in the TransLink Transit Historically, TransLink’s peak periods and at the entry and exit points to train Authority Strategic Plan 2010–2015. are consistent with normal weekday platforms/stations. peak commuter periods where kiss ‘n’ ride passengers are travelling to and from Guardian train work or school. A dedicated passenger pick-up and Designated train services after 7pm set-down area located close to public park ‘n’ ride that carry private security guards for transport entry points, such as train increased customer safety after dark. and busway stations. A dedicated car park located at bus and train stations for customers to I park their car and then catch public L transport to their destination.
Integrated ticketing Lost-time injuries
Passengers can use the same ticket A permanent staff member suffering to travel on, and transfer between, a physical injury from a safety incident. TransLink’s bus, train and ferry services, across the 23 zone network. Lost-time injury frequency rate
Calculated by multiplying the number of lost time injuries by one million, divided by the number of hours worked.
115 TransLink Transit Authority | Final Report
Service kilometres Transport Operations (TransLink Transit Authority) R For bus services, this is the total Act 2008 kilometre distance of passenger routes Right to Information (RTI) Act 2009 across TransLink’s contracted bus The Queensland Government The Right to Information (RTI) Act fleet. For train services, this is the total legislation under which the TransLink 2009 provides a legal right of access number of train kilometres travelled on Transit Authority was established. to information held by state and local passenger services in the TransLink The main purpose of the Act was government agencies. A person network, multiplied by the average to deliver in the TransLink region the may exercise this right without number of carriages per train set. best possible mass transit services at demonstrating any need or reason reasonable cost to the community and for the information. government, while keeping government T regulation to a minimum.
Transfer S TransLink Transit Authority Passenger movement between Employing Office Salary sacrificing services or modes of transport when A public service office established to more than one trip is required to When an employee uses pre-tax employ staff on behalf of TransLink. earnings to pay for benefits, such as complete a journey. For example, extra superannuation contributions, a passenger may catch a bus service TransLink Transit Officers a car or laptop computer, reducing to a train station and transfer to a train their taxable income. service to complete their journey. TransLink Transit Officers are operational staff employed by Queensland Rail that patrol bus, Senior Network Officer (SNO) TransLink Station Upgrade Program (TSUP) train and ferry services throughout Operational staff that patrol the the day to uphold safety and security A major infrastructure program that TransLink network. The role of SNOs is on TransLink services. to provide customer service, security delivers new or upgraded infrastructure and revenue protection services. In the at key public transport hubs, such Trip case of serious incidents, SNOs have as bus stations and bus–train the power to detain offenders until the interchanges; park ‘n’ ride, kiss ‘n’ One segment or leg of a journey. police arrive. ride and taxi facilities; bus stops along A single trip is the distance travelled major service corridors; and end-of-trip from the point a passenger boards facilities at bus and train stations within a service to the point at which they Statutory authority the TransLink network. leave that service. A government body with the right to enact legislation for specific areas of TransLink Busway Safety Officers the law. TransLink was established W as a statutory authority on 1 July Busway Safety Officers patrol the 2008 under the Transport Operations busways and busway stations 24 hours WorkCover Queensland (TransLink Transit Authority) Act 2008. a day, seven days per week providing a safety and security presence and Queensland Government body offering assistance to customers. responsible for managing the workers’ compensation fund and overseeing workplace occupational health and TransLink Transit Authority Board safety standards. TransLink’s seven-person management board that reports to the Minister for WorkCover claims Transport and Main Roads. Workers’ compensation provided by WorkCover Queensland.
116 Financials
117 Final Report
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