ANNUAL REPORT 2010 Annual Report 2009-10 2 257 finalised 274 complaintissuesinvestigated 2,365 finalised 2,389 issuesregistered V V V 1,766 casesreceived Case Management: o V V V ver 92% withaconciliatedresolution 92% finalisedwithin31days An increaseof50% view Index 3 Annual Report 2009-10

In closing, I am pleased to present this for the period ended 30 Annual Report June 2010 and I would like to express my thanks to all who provided assistance and support to the PTO Scheme during this very busy year. Merran Kelsall Ombudsman Public Transport Chair, air m the ch fro In reviewing the achievements from this me not to it would be remiss of year, again thank Simon Cohen for his work during his two-and-a-half years as Public Ombudsman. His leadership Transport during a period of significant growth and associated challenges across the public transport system has seen the Scheme develop from its solid foundations to being recognised within both the ombudsman and public transport sectors accessible. impartial and as being fair, It is an understatement to say that there are ongoing public transport challenges, which may impact the PTO. The myki rollout will continue during 2011 – and transitioning all commuters to a new ticketing system will result in customer issues that require response and resolution. Infrastructure developments across train, tram and bus networks to meet increased demand for public transport services will result in increased commuter choice. These elements – choice and change – need to be effectively and proactively managed and the PTO’s knowledge and experience will provide a unique perspective to all stakeholders throughout this transition period. The PTO Board is committed to meeting the challenges these changes will present the new and I welcome Janine Young, Ombudsman to lead Public Transport this approach with her team. KDR Victoria Pty Ltd became the franchised Yarra Trams operator; Trams Yarra Pty Ltd became the franchised KDR Victoria and Minister was appointed; a new Public Transport Telecommunications. our Ombudsman, moved to Simon Cohen, myki, Victoria’s new ticketing system was introduced; new ticketing system was myki, Victoria’s Melbourne replaced Connex; (Metro) Metro Trains V V V V V V V V V V While all of this was happening, the public transport system continued to face significant challenges due to increased demand coupled with capacity and infrastructure constraints. In view of this, the need for a responsive and effective Ombudsman scheme was amplified. the the Board and Proactively, Ombudsman have been preparing the scheme for the introduction of myki. As with any major change, we knew there would be an impact to the scheme. Our approach has resulted in effective management of the increased workload, within the budget established from a So, for the 2009/2010 year. customer and operator perspective, our independence, responsiveness and effectiveness has been maintained. As part of our preparation, our approach included the strategic engagement of all relevant stakeholders to assist us with working through the recommendations arising from the Independent Scheme completed in early 2009. Review (under KDR’s Trams Metro and Yarra management), quickly became integral members of the Scheme from a strategic perspective with their respective and Greg executives, Leah Waymark McGann, being appointed to the PTO Board. also sought the views of consumer We stakeholders in a Stakeholder Forum in February this year and their valuable feedback and suggestions contributed to the development of our 2010/2011 Action Plan. As a result of this holistic approach, we have further strengthened our systems and procedures, enhanced our stakeholder relationships and increased awareness of the role of the This is an ongoing focus of the PTO. organisation. 2009/2010 has been a year of welcomes and farewells: been a year of welcomes 2009/2010 has Annual Report 2009-10 4 concentrated on risk management. concentrated onriskmanagement. From perspective,we agovernance revised ourCaseHandlingGuidelines. and finalised ourGuaranteeofService focusing oncomplaintmanagement,we workplace perspective.In2009/2010, and complaint management,governance be aleadingombudsmanschemefrom continual improvement–itisourgoalto The thirditemisourongoingfocuson relationships wehaveformed. will continue,asthecollaborative is acontinuingprocesssothiswork Creating awarenessandaccessibility PTO toawiderrangeofVictorians. and furtherextendingawarenessofthe public transportcomplaintsprocesses lead toprovidinggreateraccessibility perspectives weresharedwhichwill representatives,ideasand industry Involvingbothconsumerand Forum. wasinitiated:aStakeholder services feedback andsuggestionsaboutour in 2010,anewapproachtoseeking on stakeholderengagement.Early The seconditemisthePTO’sfocus and processesinthecomingyear. systemicissuepolicies by formalising and wewillbeworkingtobuildonthis overthepastsixyears has beenformed andinvestigatesystemicissues identify works with.Theapproachwetaketo it oversightsandthestakeholders benefit ofanombudsmantotheindustry identification –thathighlightsakey is thissecondaspect–systemicissue complaints torelevantstakeholders.It feedback onthesystemicnatureofthose workload, andatthesametimeprovide effectively managea50%increasein The firstitemisthePTO’sabilityto since itsinceptionin2004. what hasbeenthePTO’sbusiestyear Three significantitemsstandoutfrom independent perspective. dispute resolutionschemefromatotally well-founded andevolvingalternative and exploretheachievementsofa opportunity toreview2009/2010 This taskpresentedmewitharare to mycommencementasOmbudsman. of reportingonayearcompletedprior this report,Ihavetheaddedchallenge pages ofanAnnualReport. Inpreparing busyyearintothe the activitiesofavery ombudsmanistosummarise industry One ofthemostchallengingtasksforan A uniquereflection… From theOmbudsman

Public Transport Ombudsman Janine Young both ofthesegroupsinthecomingyear. toworkingcloselywith I lookforward Kelsall, andtheDirectorsofscheme. direction providedbyourChair, Merran also reflectsthestrategicguidanceand and enthusiasmofthePTOstaff. It 2009/2010 yearreflectsthededication The workcompletedduringthe challenges. well equippedandreadytomeetthose back atpastachievements,thatweare I amconfidentthough,havinglooked further challengesandopportunities. 2010/2011 willnodoubtpresentuswith gas savings! we’ve madesomesignificantgreenhouse footprint. For asmallorganisation, view toreducingthePTO’secological their sightsontheenvironment,witha /Procedures. Additionally, staffalsohad Safety and Workplace Grievance Policies looked atOccupationalHealthand And, fromaworkplaceviewpointwe

5 Annual Report 2009-10 The PTO Ltd Board, from left to Barnett, right: Greg McGann, Rob (Ombudsman), Janine Young Bernard Stute Leah Waymark, (Company Secretary), Maree Davidson, Merran Kelsall (Chair), Joe Nieuwnhuizen, McCormack. Toni of public passenger transport servicesof public passenger transport of Victoria’sin Victoria and operators public transport services who are where themembers of the PTO scheme, to resolveoperators have been unable the complaint in the first instance. The mission of the Public Transport Ombudsman is founded on principles of independence, natural justice, access, effectiveness, accountability and equity, community awareness. eme pto sch the about three industry who are directors an independent Chairperson appointed by the passenger carryingappointed by the passenger and members of the scheme; for appointed by the Minister Public Transport. V V The Board’s role includes appointing the Ombudsman, maintaining the independence of the Ombudsman, providing advice to the Ombudsman about policy matters, and ensuring the effective management of resources. The Ombudsman has the responsibility for the day-to-day operation of the effective governance andscheme. For management of the scheme, the Board and the Ombudsman work cohesively with the Ombudsman attending Board meetings. Our Mission The mission of the Public Transport Ombudsman is to receive, investigate and facilitate the resolution of complaints and disputes between users V V three consumer directors, appointed Southern Cross Station Pty Ltd Ticketing Authority) myki (Transport Pty Ltd V/Line Passenger (VicTrack) Track Victoria Rail Pty Ltd) (KDR Victoria Trams Yarra Bus Association Victoria Metlink Melbourne Pty Ltd Melbourne Pty Ltd Metro Trains by the Minister for Public Transport, by the Minister for Public Transport, who represent the interests of public transport services users; V V V V V V V V V Corporate Governance Ombudsman The Public Transport is a company limited by guarantee and operates in accordance with its Constitution and Charter. Ombudsman is The Public Transport governed by a Board comprising: V V V V V V V The members of the scheme are: The members of the scheme V V The Public Transport Ombudsman (PTO) Ltd was established in 2004 as a free, was established in 2004 Ombudsman (PTO) Ltd The Public Transport impartial alternativeconfidential and available to people dispute resolution scheme transport services, affected by public passenger who use or are activities of or related operators in Victoria.public transport Annual Report 2009-10 6 WHERE CUSTOMERSHEARDABOUTUS HOW CUSTOMERSCONTACTED US issues raisedfromdifferentperspectivesandtailorourcommunityoutreachactivities. andwheretheyresideenablesustoimproveouraccessibility,services analysethe Understanding whocontactsthePTO, wheretheyhearaboutus,howaccessour Ombudsman –howdwh Accessing thP or OtherOmbudsman Letter/Fax &inPerson Government Agency Directory Assistance Directory e-Complaint Forme-Complaint Own Knowledge Public Transport where theyheardaboutthePTO –mostofthesewereemailcustomers. about 2009/10. 565customers(32%) didnotprovideinformation foratleast29%ofcasesin schemes. Thiswasthesourceof referral agenciesandotherOmbudsman public transportoperators,government tothePTOby peoplemakingcomplaints are referred Most often, of encouragingdirectcustomercontact. backtotheoperator–andwetalkaboutways referral from theoperator. We provideindependentadvice and,ifneeded,a a largeproportionwherethecustomerhasnotinitiallysoughtadvice details,including of sometheoperatorswhoprovideourreferral 9%). We arereceivinganincreasednumberofcasesfromthewebsites contacts (up12%)andasimilardecreaseintelephone(down We’ve seenasignificantincreaseinemailande-complaintform Word ofMouth PTO Brochure White Pages/ PTO Website Telephone Operator Email & Other 39 12 6% 66 9% 104 106 ublic Transport 211 260 37% 09/10 45% 403 49% 54% 08/09 7 Annual Report 2009-10 Page Loads 31,671 First Time First Visitors Male Area Rural Female Victoria Regional/ Melbourne Metropolitan 23,510 Returning Visitors 7% 45% 55% 9,594 3,886 93% 7,875 09/10 08/09 Postcodes were mainly collected from the customers whose complaint Postcodes we investigated or referred transport operator senior staff – to public about 35% of all cases. 95% of public transport travel occurs in the metropolitan area so it is not surprising that the majority of customers are metropolitan based. This information will guide our outreach program for 2010/2011. This is indicative information only, collected from 90% of our This is indicative information only, customers. Collecting this type of information assists us to understand affect people differently. if issues, such as accessibility and safety, This can lead to service improvements for all. Our website traffic has again increased substantially this year, with this year, Our website traffic has again increased substantially We have also visitors. 35% more page loads and 22% more first-time started tracking unique and returning visitors. Our website will be above, it is an important re-developed in 2010/2011 – as indicated information tool for public transport users. CUSTOMERS BY GENDER CUSTOMERS BY WHERE CUSTOMERS CAME FROM WHERE CUSTOMERS CAME PTO WEBSITE TRAFFIC Annual Report 2009-10 8 V V V invaluable fromthreePTOperspectives: Having accesstothistypeoftrainingis with transitiontothenewsystem. staff employedtoassistcommuters provided tothe‘mykimates’–myki the sameproducttrainingwhichwas PTO staffattendedmykitraining– Information/training myki contactcentre. andthe stakeholders, includingtheTTA protocolswith reporting andreferral and thePTOneededtoestablish adaptation, staffneededtobetrained Our casemanagementsystemrequired the newticketingsystemin2008/2009. horizon, thePTObeganpreparingfor With theintroductionofmykion PTO preparation and supportingservices. established amykicontactcentre for implementingmykiandhas established in2003,isresponsible astate-body Ticketing Authority(TTA), across Victoriain2011.TheTransport it willbeprogressivelyimplemented now makingtheswitchtomykiand (including trains,tramsandbuses)is publictransport again. Melbourne value, andcanbeusedover smart cardwhichstoresmonetary Itisadurable,plastic and busservices. ticketing systemfortravelontrain,tram myki isVictoria’snewfullyintegrated What ismyki? A changeforVictoriacommutrsndhePTO The introductonofmyki part oftherollout. feedback waswelcomedandutilisedas ‘myki testprogram’cardsandour refining thesystem.ThePTOpurchased toassistwith provide feedbacktoTTA a groupofpeoplewhowereaskedto a partofthemykifirstuserprogram, experience, PTOstaffwereinvitedtobe PTO staffhavewithrespecttocustomer In recognitionoftheuniqueperspective myki firstuserprogram V V V complaint. issues whichmayresultincustomer experience tohighlightpotential independent roleofthePTO;and having theopportunitytousePTO sharing knowledgeaboutthe acquiring theproductinformation;

cases provided to TTA earlyin2010. cases providedtoTTA was partofthefeedbackaboutallmyki processeswhich customer information improvements tocommunicationand attribute thistotheimplementationof contacted thePTOaboutmyki.We More recently, fewercustomershave this wasnotunexpected. change topublictransportticketing, the volumeofpeopleimpactedbythis myki-related cases.Whenconsidering In 2009/2010thePTOreceived570 PTO mykicaseactivity actions byTTA. recovery implementation ofservice systemicissuesandenable identify provide specificmykireporting, This wascompletedsothatwecould myki complaintclassificationstructure. implementation, andcreatedaspecific issues whichcouldariseduringthe PTO staffworkedwithmykitoidentify isconsistentandeffective. information means thatreportingcomplaint operators alsousethissystemwhich system. Mostofthepublictransport used Resolve asourcasemanagement Since thePTOwasestablished,wehave system Resolve –ourcomplaintmanagement what customersaretellingus. about provides monthlyreportingtoTTA the rolloutisproceedingandPTO to provideuswithupdatesonhow continues the mykiimplementation.TTA educated PTOstaffabouttheprogressof early in2010andatthesametime, undertaken bythemykicontactcentre of thecomplainthandlingprocesses these meetingscontributedtoareview sharedin continued. Theinformation 2010andthesemeetingshave January staffin meetings withTTA/myki PTO staffstartedregularmonthly about theroleofPTO. at thesametimeeducatingcommuters to preventcustomercomplaints,while of sharingpublictransportinformation these sessionsdemonstratesthevalue Participationmyki inthoseforums. in tospeakabout invited stafffromTTA community grouppresentationsand PTO staffparticipatedinvarious Stakeholder engagement

transport services. contribution toimprovingpublic This isavitalcomponentofthePTO’s feedback toallrelevantstakeholders. systemic issueidentificationandprovide issues, wewillcontinuetofocuson andresolvingthese As wellasreferring cases asthesystemsettlesin. continue toreceivesomemyki-related Victoria, weanticipatethatthePTOwill train, tramandbusnetworksthroughout magnitude ofthisprojectacrossthe throughout 2010/2011.Giventhe The mykiimplementationwillcontinue Looking ahead with ourroleandprocesses. or undertakeaPTOinvestigationinline either referthecustomerbacktomyki able toprovideindependentadviceand received aresponsefrommyki.We were some casesfromcustomerswhohadnot review andresponse;wealsoreceived from themykicontactcentreforits the customerhadnotsoughtassistance myki enquiriesandcomplaintswhere we receivedasignificantnumberof more effective.Inthatearlierperiod, contact centreprocesseshadbeen been receivedinearly2010ifthemyki However, fewerPTOcaseswouldhave Receive Inform Refer Investigate Resolve Complaint Handling

The PTO’s caseload increased to 1,766 in 2009/2010. While this was an increase of 49.6%, this figure reflects the overall effectiveness of the public transport operators’ internal complaint processes. There are a number of steps in the PTO’s dispute resolution process and these are outlined over the next few pages.

NEW CASES RECEIVED

09/10 1,766 New Cases Received By case category, these included: 08/09 1,180 Requests for Information 270 Referred Complaints – no 1,138 further PTO action Escalated Operator The total number of cases received captures the number of customers Complaints – PTO Resolution 211 who contacted the PTO during the year. Of equal importance are the Review complaint issues associated with each complaint. In many cases, there is more than one complaint issue – and these can be of varying PTO Investigated Complaints 147 complexity. By focusing on each issue, operators can address the actual 1,766 causes of each complaint. Total cases

COMPLAINT ISSUES RAISED

676 Service Delivery Complaint Issues Raised 241 By case category, these included: 9

Requests for Information 308 Annual Report 2009-10 442 Ticketing Referred Complaints 165 1,487 – no further PTO action 372 Escalated Operator Complaints Staff 320 236 – PTO Resolution Review 258 Investigated Complaints 274 Infrastructure and 251 2,389 Rolling Stock 255 Total issues 265 Infringement Notice 347

188 Authorised Officer 248

164 Other Increases in complaints about 82 service delivery, ticketing and staff related mainly to the introduction 31 Land of myki. Most of these were 21 referred to the myki contact centre for resolution. Positively, complaints about Authorised 09/10 08/09 Officers decreased this year – and this corresponded with a reduction in complaints about infringement notices, which are referred to the Department of Transport. Annual Report 2009-10 10 V V V V V V V V category: a descriptionofthetypecomplaintsthatfallintoeach The PTOhaseightcomplaintissuecategories.Following is complaintissues How weclassify Complaint Handlng V V V V V V V V fencing andmaintenancework. totheappropriatebody;and are referred These andsometimesotherservices. transport information the exerciseofdiscretionandsafetysecurity; conduct (eg.intimidationanduseofforce),communication, tickets andticketmachines; led totheissuingofaninfringementnoticesuchasfaulty providingadviceaboutthecircumstanceswhich body after jurisdiction sowereferthesecomplaintstotheappropriate residents andothersarisingfrommaintenance; signage, announcements,overcrowdingandtheimpacton vehicles (trains,tramsandbuses),stations,tracks,toilets, provision, behaviour, andcomplainthandling; conditions; and refunds, replacements,compensation,information website information; to timetables),failurepickup/setdowncommutersand timetabling(includingchanges cancellations, disruptions, Land – complaints about car parks, rail and tram corridors, Land –complaintsaboutcarparks,railandtramcorridors, aboutthegeneralpublic Other –requestsforinformation Authorised Officer–complaintsaboutbehaviourand Infringement Notices–theseissuesareoutofthePTO’s andRollingInfrastructure Stock–complaintsabout information Staff –complaintsaboutcustomerservice, Ticketing –complaintsaboutfaultyticketsandmachines, –complaintsaboutpunctuality, Delivery Service Issue Land –31issues Other –164issues Authorised Officer–188issues Infringement Notices–265issues andRolling Stock–251issues Infrastructure Staff –372issues Ticketing –442issues –676issues Delivery Service Receive

Rail/Tram Corridor Fencing/Maintenance Work/Other Car Park Non PublicTransport Information General PublicTransport Information Safety/Security Inconsistent Actions/NotCheckingTickets Identification/Other Discretion/Powers Unreasonable Force Exceeding Authority/Misleading/ Behaviour/Demeanour Other Ticket Fine Stair/Ramp/Escalator/Elevator Injury/Loss Buildings/Toilets/Other Tracks/Boomgates/Crossings Platform/Shelter/Tram Stop/BusStop Trains/Trams/Buses Conductors/Other staff Station Attendant Driver Customer Service Validators/Website/Other Ticket Vending Machines/Readers Ticket Availability Information/Conditions Ticket Replacement/Refund Property Fail toPickUp/SetDown Timetables/Timetable Changes Connecting/Other Insufficient Service/Not Change Cancellation/Disruption/Platform Punctuality/Reliability Website Account information/privacy Resolve Investigate Refer Inform

No. of Issues 217 129 139 174 125 197 177 198 15 69 95 31 48 93 10 38 19 38 52 19 40 19 50 51 17 28 35 55 74 92 8 8 3 4 9 4 9

11 Annual Report 2009-10 80 46 22 11 10 9 8 7 7 myki service delivery myki general information Infrastructure and rolling stock – trains, trams, buses Metcard ticket replacement/ refund Metcard ticket information/ conditions myki ticketing infrastructure Authorised Officer behaviour/ demeanour Driver announcements myki ticketing The 2009/2010 common requests requests The 2009/2010 common about: for information were 308 ing Han dl pla int Com The PTO advised the visitor to contact Metlink as it provides information on services, fares and ticketing. We provided Metlink’s contact details, including its website link, and suggested he view Metlink’s website to utilise the online journey planner. The PTO also advised the visitor of the many brochures, publications and timetables that Metlink provide free of charge to the public upon request. Refer Investigate Resolve 09/10

Inform From the 2,389 issues raised in 2009/2010, we responded to 308 the 2,389 issues raised in From requests for information, a specific case category introduced from 1 initial PTO response. In some July 2009 for cases resolved based on an to address the issue they cases, PTO advice is all the customer requires seek our independent raised with our office. In other cases, customers the operator to address advice so that they can confidently approach their concern. We don’t simply provide We information – we take the time to ensure that we respond fully to the enquiry and provide an avenue for further information. (P2010/0982) An interstate visitor emailed the PTO advising that he wanted to get a ‘link’ from the Airport to his hotel. He also sought advice about the best travel option, bus or rail, travel cost and whether he would need to book in advance. ks visitor seeks interstate e pto advic Receive A key role of the PTO is to provide customers with independent advice and general with independent advice PTO is to provide customers A key role of the information understand their This includes helping customers about public transport. transport. when using public rights and responsibilities REQUESTS FOR INFORMATION Annual Report 2009-10 12 referral processes. referral areatthefoundationofour The PTO’sjurisdictionandproceduralfairness Complaint Handlng based on a uniform complaint-handling complaint-handling based onauniform dispute resolutionprocesseswhichare 43,720 complaintsusingtheirinternal In 2009/2010,operatorsmanaged Procedural fairness transport infringementnotices. relatesto – particularlyiftheconcern of Transport orOmbudsmanVictoria thatistheDepartment for advice.Often the customertoanotheragency/body werefer customer abouttheirconcern, tothe providing relevantinformation outside PTO’sjurisdictionso,after Some complaintsandenquiriesfall PTO jurisdiction ISSUES REFERRED appropriate organisation. tothe commuter rightsandresponsibilitiesareferral of this, provide anoverview cannot investigate–weclarify Commuters canattimesbeunsureofwhatthePTOor provided herwithDoTcontactinformation. notice throughtheDepartmentofTransport (DoT), and herofrightto appeal theinfringement and weinformed infringement noticeswasoutsideofthePTO’sjurisdiction, thecommuterthat theissuingofticket The PTOinformed regulations. and thatshedidnothaveaclearunderstandingofticketing Sheadvisedshewasanoverseastourist board atramservice. infringement noticeforfailingtopossessavalidticketon A commuteradvisedthatshewasissuedwithaticket (P2009/0554) Appealing aticketfrementnotic Referred toOperator Referred toOther Agency/Body Note 09/10 referral outcomesarebasedonissuesreceived,notclosed Note 09/10referral and responsibilities. oftheirrights andanoverview concern abouttheir with generalinformation firstprovidingthem operator –after customers backtotheappropriate completing thisprocess,wereferthose customers contactthePTOwithout directly withthecustomer. Where opportunity toresolvethecomplaint unless theoperatorhashadareasonable PTO willnotundertakeaninvestigation the In linewithproceduralfairness, 2010 to30June2010. Ticketing Authorityfrom1January complaints receivedbytheTransport public transportindustry. Thisincludes process adoptedbytheVictorian 499 511

660 satisfaction asaresultofthePTO’s referral. PTO –soitappearsthematterwas resolvedtobothparties’ resolve theissue.Inthiscase, commuterdidnotrecontact first instance,andallowtheoperator theopportunityto Commuters needtoraisecomplaintswithoperatorsinthe remained dissatisfiedwithitsresponse. did notreceivearesponsefromthebuscompany, or ifshe commuter wasadvisedshecouldrecontactthePTOif prior tothePTObeingableinvestigatehercomplaint.The so, andallowthebuscompanyopportunitytorespond, done so.ThePTOadvisedthecommuterofneedtodo a complaintwiththebusoperator–shesaidhadnot The PTOenquiredastowhetherthecommuterhadlodged 1, thedriveryelledatherrudely. thedriverthatroutehad beenchangedtoZone informed Zone 2ticketinstead.Thecommuteradvisedthatwhenshe validating aZone1ticket,thedriveraskedhertouse and A commuteradvisedthat,onboardingabusservice Driver beha Receive 09/10 988 08/09 Inform viour inqueston – topsixcomplaintissues Refer toOtherAgency/Body – topsixcomplaintissues Refer toOperator Timetable changes Infringement notice–ticket stock –trains,trams,buses androlling Infrastructure Public transportinformation Infringement notice–fine punctuality delivery Service stock –trains,trams,buses androlling Infrastructure myki ticketing demeanour Authorised Officerbehaviour/ information Driver announcements/ delivery myki service Refer Resolve Investigate (P2010/0068)

14 15 18 30 232 60 64 67 68 73 193

13 Annual Report 2009-10

89 76 57 13 11 10 10 myki service delivery myki ticketing myki staff Infrastructure and rolling stock – trains, trams, buses Service delivery punctuality Customer service Driver announcements/ information Refer for Internal Escalation Escalation for Internal Refer – top seven complaint issues effective, we will continue to revieweffective, we will continue andthe outcome of these complaints that they canensure the customer knows dissatisfied. recontact us if they remain Commuters need to understand the conditions imposed on ticketing products. The RFIE process enabled the operator an opportunity at a higher level to attempt to resolve the complaint. In this instance, the customer recontacted the PTO and acknowledged his actions caused the fault. He was still dissatisfied, however, that the fee applied. 320 ing Han dl pla int Com 47% 47% review by a senior staff member at the Ticketing Authority (TTA). Transport After investigating the complaint, TTA responded to the commuter directly and confirmedfee is that an administration applied to refund requests if a damaged myki was caused by the commuter, rather than the myki being defective. As the reason for the commuter’s myki being unable to function was clearly his request for caused by the commuter, the administration fee to be waived was dismissed. PTO to a senior manager at the operatorPTO to a senior manager and efficientwould result in an effective the best outcomecomplaint outcome – monitorsfor both parties. The PTO complaints tothe outcomes of these is effective andensure that the process surveycustomer satisfaction results To ensure that it remains confirm this. 34% 88 26% Investigate Resolve 16% 15% Note 09/10 RFIE outcomes are based on issues received, not issues closed Note 09/10 RFIE outcomes are based on issues received, not issues Refer 09/10 08/09 Ticket Detailed Provided Monetary (P2010/1204) Explanation Inform Compensation Compensation Apology Given Other Outcome The success of this process is evident in the above chart which shows aThe success of this process is evident in the compared to 2008/2009.264% increase in RFIE complaint issues when this process and only 13Both customers and operators benefit from unsuccessful RFIE referral.customers recontacted the PTO following an s ged myki – who bears Goodwill Gesture ama d A commuter advised that he purchased a myki and proceeded to punch a hole on the myki so that he could attach a lanyard to it. After doing so, he found that he could not use his myki anymore. He contacted the myki contact centre requesting a new myki and he was informed that he would need to pay an administration fee of $9.80 which The PTO he was not willing to pay. subsequently referred for his complaint the cost? Receive ISSUES REFERRED FOR INTERNAL ESCALATION: OUTCOMES RESOLUTION OPERATOR an apology and an explanation) eg. (320 issues – some may have more than one outcome ISSUES REFERRED FOR INTERNAL ESCALATION (RFIE) FOR INTERNAL ESCALATION ISSUES REFERRED Complaints Referred for Internal for Internal Complaints Referred Escalation complaintsIn early 2009, we identified initial dealingswhere the customer had the complaintwith the operator without to a seniorbeing resolved or escalated In a number of these staff member. a referralcases, it appeared that by the Annual Report 2009-10 14 Complaint Handlng we focus on what is fair and reasonable we focusonwhatisfairandreasonable in linewiththePTOCharterensuresthat Investigating what mostlikelyoccurred. to independentlyandobjectivelyassess Thisenablesus relevant information. and theoperatorprovideuswithall thoroughly, ensuringboththecustomer We investigatethecomplaintissue Investigation process literacy orlanguagedifficulties. andweassistcustomerswhomayhave Our complainthandlingprocessisinformal ISSUES INVESTIGATED process improvement. improvement. process – customergoodwillandoperator win/win situationforbothparties A PTOinvestigationcanresultin a to preventfutureescalationsofcases. processes V/Line also updated its internal ticketsasagoodwillgesture. return the issue,itwouldrefundunused recognition ofthetimetakentoresolve refund. V/Lineadvised,however, in processinnotprovidinga correct that inthecircumstances,itfollowed printed ontheticket’.V/Linestated presented priortothedeparturedate may be…refunded,providedtheywere advised that‘unusedV/Linetickets Fares andTicketingManual,which documentation fromtheVictorian V/Line’s responsetothePTO, provided came tothePTO. in receivingafurtherresponse.Sohe reconsideration, buthadchallenges He againcontactedV/Linetorequest before thedateprintedontickets. a refund,becausehehadn’tapplied advised thathewasnotentitledto and thewrittenresponsefromV/Line toV/Line.Hedidthis complaint form advised tocompleteandsubmita a refundathisdestination,hewas until hetravelled,andwhensought by mistake.Hedidnotrealisethis journey, tickets butwassoldreturn single ticketsforafamilyV/Line A commuterstatedthathepurchased (P2010/1142) Al w a ys checky 08/09 09/10 our ticket Note 09/10investigationsarebasedonissuesreceived,notclosed

nose Bus fume–abitonh relationship. relationship. torebuildingthe a greatwayforward feedback. Providing adirect contact is this canincludeseekingcustomer step ismonitoringtheoutcome–and complaints is the first step. This second Implementing policiestodealwith immediately actedupon. breaches ofthedirectivecouldbe provided totheownersothatspecific the directive.Adirectcontactwasalso against driversfoundtobeignoring actions would undertakedisciplinary of driversintheareaandthatit to morecloselymonitortheactions as aresultofthiscomplaint,itagreed property.owner’s Italsoadvisedthat not toleavebusesidlingoutsidethe drivers hadbeenpreviouslyreminded the buscompanyadvisedPTOthat Upon completionofitsinvestigation, issue. requesting assistanceinresolvingthe been resolved,shecontactedthePTO her property. Astheissuehadnot idling busesnottobeparkedoutside contacted thebuscompanyaskingfor buses outsideherproperty. Shehad aboutfumesfromidling concerned A propertyowneradvisedthatshewas industry experts. industry consult withrelevantregulatorsand and visit sites,viewinfrastructure we sometimesmeetwithbothparties, should beconsidered.Thismeansthat which laws,regulationsandguidelines practiceareevidentand of goodindustry in allthecircumstances,whatelements (P2010/1106) Receive 274

Inform 324 – mostcommonissues Investigations Registered Service delivery punctuality delivery Service Customer service Ticket replacement/refund demeanour Authorised Officerbehaviour/ myki staff delivery myki service myki ticketing stock –trains,trams,buses androlling Infrastructure information Driver announcements/ RFIE process. was theeffective reason forthedecrease 2008/2009. Themajor when comparedto issues, down15% investigated 274 In 2009/2010we Refer Investigate Resolve

10 14 15 17 18 19 20 23 36 15 Annual Report 2009-10

35 23 19 15 15 14 14 14 10

The Ombudsman did not make any Binding Decisions during 2009/2010 although 17 investigations were finalised with a ‘discretion not to further investigate’ outcome and 3 customers ceased contact during the investigation. Infrastructure and rolling stock – trains, trams, buses myki ticketing Authorised Officer behaviour/ demeanour myki service delivery myki staff – customer service Customer service Ticket replacement/refund Service delivery – punctuality Driver announcements/ information Investigations Finalised Investigations Finalised – most common issues where it is assessed that a case haswhere it is assessed that continueinsufficient merit to investigating. Most often this occurs made a fair andwhere the operator has customer. reasonable offer to the provided withThe customer is always their viewsthe opportunity to present to the Ombudsman before this final decision is made. The AO completed a declaration that she communicated professionally, and as perceptions of rudeness or the PTO officiousness will vary, exercised its discretion not to investigate further. AO processes for cases such as this are displayed on trains, trams and buses and commuters are encouraged to familiarise themselves with these. Although the commuter was not happy with this outcome, it illustrates PTO’s processes for achieving independent outcomes. 237 ing Han dl pla int Com 60% Resolve eg. an apology and an explanation.) an apology and eg. person who could verify the commuter’s The commuter was upset at identity. this, and said the AO was rude. It is clear from the Code of Conduct that an AO may, for Public Transport in the absence of acceptable proof, ‘contact a close relative of the offender or the offender’s workplace’. The PTO appreciates that some commuters find this upsetting, but all commuters travelling on a concession fare are required to carry proof of entitlement to that fare. In the absence of that, purchasing a full price ticket is required. The Ombudsman may make a BindingThe Ombudsman may on theDecision, which is binding accepts theoperator if the customer can The customer Ombudsman’s view. view and seekreject the Ombudsman’s a remedy in another forum, such as that case thea court if they wish. In decision is not imposed on the operator. the Ombudsman may Alternatively, decide to discontinue an investigation 35% 30% Investigate 18% 17% 16% 3 8% 17

Refer Other Training Apology Procedure Explanation Inform Detailed Issue Compensation Discretion Not To viour of an Goodwill Gesture (money or tickets) Staff Counselling/ Further Investigate Further Changed Operator No Further Contact No Further uthorised Officer (AO) Conciliated Resolution Beha (P2009/0836) A tram commuter complained to about what she regarded Trams Yarra as upsetting and rude behaviour by an AO and, being dissatisfied with She their response, came to the PTO. had presented a validated concession Metcard when approached by an AO. She advised the AO that she had left her wallet at home and was unable to produce her concession card or other identification. The AO contacted a A Receive The PTO focuses on achieving a conciliated resolution – working towards an outcome resolution – working towards on achieving a conciliated The PTO focuses investigations to an agreement. 92.2% of and the operator come where the customer in 2009/2010.were conciliated CONCILIATED RESOLUTION OUTCOMES OUTCOMES RESOLUTION CONCILIATED (237 issues – some may have more than one outcome, FINALISED INVESTIGATIONS To do this we identify do all relevant facts To and theand help both the operator those facts fromcustomer understand This increases each other’s point of view. which willthe likelihood of an outcome restore the customer’s in confidence public transport services. When a conciliated resolution cannot be achieved, a decision needs to be made in line with the PTO Charter. Annual Report 2009-10 16 CASES HANDLED2009/2010 DAYS TOFINALISE–INVESTIGATED COMPLAINTSWITHIN31DAYS IN 2009/2010 DAYS TOFINALISE–2,365COMPLAINTISSUESWERERESOLVED complaint ana Benchmarking our the PTO. response fromMetro,hecontacted the stationbutashedidnotreceive a at filled outaMetrocomplaintform potential forfutureseriousinjury. He wasthe was unhurtbuthisconcern the pram.Headvisedthathischild closed suddenlyandmadecontactwith his childinapram,thetraindoors was disembarkingfromatrainwith A commuteradvisedthatwhenhe (P2009/0805) Faulty traindoors Total CasesReceived Total CasesClosed Open Casesasat Open Casesasat longer toresolve. completed byPTOConciliatorsaregenerallymorecomplexandtake complaints resolvedbysenioroperatorstaff. Asaresult,investigations of theReferred Escalationprocesshasseennon-complex forInternal 45% ofinvestigationswerecompletedwithin31days.Theintroduction more toresolve. issues within31days.Only8%ofcomplainttookdaysor We finalised89%ofallcaseissueswithin14daysand92% 30 Jun10 01 Jul09 08/09 09/10 09/10 08/09 20 44 Within 14days

the commuter for the oversight, and the commuterforoversight, and initial complaint,Metroapologised to explain whyithadnotreceivedthe for maintenance.Althoughunable to Metro removedthetrainfromservice by thePTOthroughCCTVfootage. causing contactwiththepram,verified doors hadindeedclosedprematurely 3 days.Itidentifiedthatthetrain respond toacomplaintlikethiswithin Itspracticeisto complaint form. that itdidnotreceivetheinitial In responsetothePTO, Metroadvised 45% gement Within 31days 51% More than31days 84% 1,742 1,766 89% 6% 3% 10% 8% harm has not occurred. hasnotoccurred. harm evenifactual raising theirconcerns issues andappreciatecommuters toactualandpotentialsafety swiftly Public Transport Operatorsrespond investigation andresolutionoffered. was satisfiedwiththeoutcomeof a gestureofgoodwill.Thecommuter also providedhimwithaMetcardas distress causedtothecommuter. It offered itssincereapologiesforany V V V V Ombudsman asfollows: 4 casereviewswerefinalisedbythe the handlingofcase.Thisyear, is notsatisfiedwiththeoutcomeor complaint orapublictransportoperator any matterwhereapersonmaking The Ombudsmanpersonallyreviews Review ofPTOdecision V V V V and and undertaking dutiesinplainclothes; deployment ofAuthorisedOfficers to haveclearguidelinesforthe recommendations tothemember manner; need tobeappliedinatimely his expectationthatagreedoutcomes Transport Ombudsmanemphasised implemented asagreed.ThePublic complainant andthememberwasnot an agreedoutcomebetweenthe CCTV harddrivesinthefuture; developed apolicytomanagefaulty consistency withprivacylaws.Italso CCTVfootagetoensure surrounding by theoperatortoreviewitspolicy and reasonable. procedures andtheoutcomewasfair initial investigationfollowedcorrect investigation ofthecomplaintas that therewasnobasisforfurther the third review made the thirdreviewmade the secondreviewfoundthat the firstreviewledtoanagreement The fourthOmbudsmanreviewfound 17 Annual Report 2009-10 s vice did the operator respond on a was the customer kept informed? were all issues addressed? were agreed actions completed? and was the operator resolution response rate – 86%; timely responses – 82%; customers kept informed – 86%; issues addressed – 78%; and appropriate resolutions – 82%. timely basis? appropriate? V V V V V V V V V V Operator Complaint Management Operator Complaint experiencesPTO cases represent the of commutersof a small percentage volume of issueswhen compared to the – but they provideresolved by operators a unique insight into both the complaint issue and the customer’s experience of complaining. PTO investigations focus on two complaint aspects – the actual complaint issue and the effectiveness of the operator’s complaint handling also incorporate the latter process. We when monitoring the outcomes of PTO referrals to senior operator staff. This year we reviewed operator complaint handling, so that we could provide an independent view of its are currently seekingeffectiveness. We operator views and feedback about our findings, to assist us in formulating suggestions and recommendations. The specific operator complaint handling tasks the PTO focused on were: Overall, the results of our review were positive, although there are opportunities for operators to improve their processes from these benchmarks: The review looked at complaints received in 2008/2009. One of the complaints reviewed is detailed at left. V V V V V V V V V V Ser sport ic Tran ubl ailure to complete agreed actions Systemic Issues overview to the Further of the page 8, theintroduction of myki on anfollowing case study provides ramificationsexample of the systemic which can arise. The PTO received a number of similar cases and our reports Ticketing Authority to the Transport contributed to its review of myki contact centre processes and procedures. by an internal error. TTA reprocessed by an internal error. the refund and sent a cheque to the waiving the administration commuter, fee that could have applied. TTA also advised the commuter it had undertaken a complete review of its customer care operations which resulted in a number of improvements and apologised to the commuter for The the inconvenience caused to her. commuter was satisfied with this outcome. F can result in Ombudsman cases. In this case, the overall outcome was very positive with the customer being informed about the review of customer care processes and improvements. An as offered in this case, goes apology, a long way to restoring a positive customer relationship. information recorded, and the steps taken to improve the reliability of ticket validators. As a result of the PTO investigation steps were also taken to improve the template response to refund applications. The PTO investigation would not have been necessary if the first response to the complaint had been adequate. the new template response Positively, should prevent future PTO complaints.

(P2008/0514) P Better y prevent a (P2010/1234) g myki y in processing myki ctions Dela refund – and follow up a A commuter advised the PTO that she filled out a myki refund form when her myki failed to work. She advised that, after waiting for three months, the refund cheque was not sent to myki call despite contacting the her, centre on a number of occasions. The PTO offered to refer her complaint for review by a senior staff member Ticketing Authority at the Transport (TTA), and the commuter accepted this referral, understanding that if she was dissatisfied with the outcome, she could seek a PTO investigation. After investigating the complaint, TTA responded to the commuter directly and confirmed that the delay in processing her refund was caused ion PTO Investigat A complete initial A commuter complained that their 10-trip Metcard had skipped a trip, meaning that they had not received all the trips for which they had paid. The refund application was rejected in a template letter that used tick boxes. During the PTO investigation detailed information was provided to the including that a ticket trace commuter, had been performed which identified all 10 trips had been used, the reasons why the Metcard may not have travel response ma In 2009/2010, we reviewed systemicIn 2009/2010, we reviewed introductionissues arising from the complaintof myki and operator ourmanagement. Also, following officersystemic review of authorised complaint issues in 2008/2009, we continued to monitor complaint issues related to authorised officers. The PTO Charter requires the Ombudsman to receive and record complaints relating to receive and record complaints requires the Ombudsman The PTO Charter regulators to the attention of the members, – and draw these issues to systemic issues contribute to this, the PTO is able to By doing the for Public Transport. or the Minister servicesof public transport improvement complaints.resolving individual as well as – Annual Report 2009-10 18 Better P development aboutmattersincluding: provided inputtodiscussionsandpolicy other stakeholders.Thisyear, we of publictransportoperatorsand comment onthepoliciesandprocedures askedtoreviewand The PTOisoften Policy Review andAdvice V V V V V this information back to operators, backtooperators, this information case trendsandissuestofeed we havecontinuedtomonitorAO Authorised Officer(AO)complaints, Following our2008/09reviewof Authorised OfficerComplaint Trends complaint management. continue tomonitorandreviewoperator can bemadeandwewill,ofcourse, address theareaswhereimprovements work withpublictransportoperatorsto In 2010/2011wewillcontinueour V V V V V integration. the DepartmentofTransport; with theSocialTransit Unitof Handling Procedure; manual; behaved inappropriatelytowardsher. AO proceededtoblockherviewand on hermobilephonewhenasenior She begantorecordtheincident that theAOactedinappropriately. Authorised Officer(AO),shebelieved reporting ofacommuterbyan advised thatwhilewitnessingthe A shopattendantatatrainstation (P2010/0311) by A Inappropriate beha Cycling andpublictransport Fare compliance;and Public Transport Accessibility Metlink’s reviewofitsComplaints faresandticketing myki draft Jason Goh. Terry O’Brien,KristenBarnes, Christine Arthur, JanineYoung, Clare Tucker, MeganCooper, Danijela Zaric,LisaMuir, toright: The PTOteam,fromleft uthorised Officer ublic Transport Ser viour

organisations. Additionally, aspart handling agreementbetweenthetwo These lettersresultedinacomplaint powers. when exercisingstatutory complaints abouttheconductofAOs jurisdiction todealwitharangeof letters withOV, withwhomweshare During thisyearweexchanged complaints. relatingtothese additional information case managementsystemtocapture doing thiswork,wehaveupdatedour Department ofTransport. To assistusin Ombudsman Victoria(OV)andthe the first Authorised Officer was the firstAuthorisedOfficerwas that theshopattendant’sclaimabout response, thePTOagreedwithMetro and response.OnreceivingMetro’s phone footagetoMetroforitsreview attendant’s complaintandthemobile The PTOprovideddetailsoftheshop investigation. The shopattendantrequestedaPTO was nowrongdoingbyeitherAO. her claimsandadvisedthatthere She advisedthatMetrodismissed vices PTO’s investigation. was satisfiedwiththeoutcomeof shop attendant.Theattendant Metro alsoprovidedanapologytothe actionagainsthim. disciplinary in linewithitsexpectationsandtook behaviour oftheseniorAOwasnot towards her. Metroadvisedthatthe senior AOhadactedinappropriately herclaimsthatthe footage confirmed acknowledge thatthemobilephone unsubstantiated. Metrodid,however, investigations. undertaking independentAO-related record-keeping whichwillassistusin we receiveandsuggestionsabouttheir advice aboutthetypesofcomplaints induction. Inthosesessions,weprovided about ourroletoAOsaspartoftheir We alsocontinuedtoprovidetraining issuing ofinfringementnotices. of complaintswemanagerelatingtothe discussion withOVstaffaboutthetypes PTO staffparticipatedinaninformal of areviewbeingundertakenbyOV,

19 Annual Report 2009-10 specific complaint review meetings/ the PTO Ltd Chair and Ombudsman the PTO conciliation team continued site visits were scheduled to assist in the resolution of individual investigations. met with the Chief Executive Officers from each of the operators throughout the year; to meet quarterly with Customer Managers from each of Feedback the operators to discuss case-related issues; and V V V Public Transport Operators Public Transport Improving specific areas of complaint management by providing specialist training for public transport operators continued to be part of our work with the industry in 2009/2010. As part of this approach, in May 2010, the PTO arranged for Brain Injuryto Australia deliver a workshop focusing on assisting customers with acquired brain injuries to scheme members. In addition to specialist workshops such as this, PTO staff also facilitated a number of PTO Sessions for authorised Member Training officers and bus company staff. Also in 2009/2010 the Ombudsman and Conciliation Manager met with the management of 30 bus companies across Victoria. The purpose of these meetings was two-fold: we needed to learn more about their operation and we wanted to share with them how the PTO operates. The bus operators were very open to discussing their challenges and operations with the PTO and to better understanding the approach we take when managing PTO complaints. Meetings such as these provide an in- depth insight to the industries we oversee and assist us in improving our case will continue these management. We meetings into the future. our regular meetings with Finally, operators included: V V V

orum ps ionshi elat ctive R Effe identifying options to promote the Transport Safety Victoria; and Transport from a number of the Representatives enhancing community access to using the PTO’s complaint the Public Transport Users the Public Transport a specialist state wide Youthlaw, Aid, a support service to Travellers Department of Transport; PTO to reluctant complainants – people who are concerned about adverse consequences if they complain. public transport operators. public transport complaint processes; information to identify and improve public transport services; and Association; community legal centre for young people; the travelling public with special requirements, and to those in emergency situations; V V V V V V V V V Stakeholder F Obtaining feedback from key stakeholders about how we do our work with the aim of continually improving our services is a key part of our role. ways approached this in different We’ve over the past six years and for the first time, in February a 2010, we scheduled Stakeholder Forum involving: As a result of the forum, the PTO’s 2010/2011 Action Plan incorporates initiatives to address the above items. will convene a 2011 Stakeholder We Forum to report back and identify further opportunities to improve our service. A significant benefit of this holistic approach was that the different perspectives of the individual stakeholders were shared and explored. The key issues workshopped were: V V V V V V V V V VicDeaf; Seniors Information Victoria; and Evergreen Senior Citizens Club. Vietnamese Welfare Resource Centre; Resource Vietnamese Welfare Centre for Multicultural Youth; Aid; Travellers Embassy; Korean Federation of Chinese Associations; Federation ‘O week’ open days at five universities; V V V V V V V V V ew Zealand Australian and New Zealand Ombudsman Association (ANZOA) In May 2010, ANZOA, a professional association and the peak body for ombudsmen in Australia and New Zealand, held its second biennial New Zealand. conference in Wellington, Simon Cohen, a member of the ANZOA Executive Committee, presented a paper on the National Benchmarks for Industry-based Customer Dispute Schemes. PTO staff also Resolution participated in a number of ANZOA interest groups forums, focusing on human resources, first contact, learning and development, policy and information through teleconferences or technology, round-table meetings in Melbourne. V V V V V V V V V Community The PTO Charter requires us to ensure that appropriate public information initiatives to promote the scheme and its complaint-handling procedures are achieved we undertaken. This year, this through many outreach activities involving community groups including: There is a natural tension between an industryThere is a natural and the industry ombudsman scheme achieving an is positive is the key to that the degree of tension it oversees. Ensuring do that, we To with all stakeholders. effective working relationship independent and work very so that our relationships with stakeholders to establish and enhance hard needs of both and understanding of the to increase our knowledge we can continue public transport operators. commuters and Annual Report 2009-10 20 V V V about: information complaints. IncludedintheGuidelinesis andthepromptresolution of informality complainants. TheGuidelinesencourage officers, schememembers’staffand processes andisaimedtoassistPTO our disputeresolutionpoliciesand 12 guidelines,coversallaspectsof CHIRG, acomprehensivesetof in 2004. Disputes whichweredevelopedinitially for theHandlingofComplaintsand ‘CHIRG’. ThesereplacedtheGuidelines and Resolution Guidelines,knownas our CaseHandling,Investigation In July2009,wefinalisedandpublished Resolution Guidelines(CHIRG) Case Handling,Investigationand the processestomanagerisk. commitment toriskmanagementand strong PTOBoardandManagement organisation. Thisresultreflectsthe outcome giventhesizeandageof in 2009/2010.Thisisanimpressive by only39%oforganisationsreviewed highest ratingavailableandachieved management “Very Good”,thesecond NZS 4360.VMIAratedthePTO’srisk against theAustralianStandardAS/ PTO’s riskmanagementframework comprehensiveness andmaturityofthe Quality Review measuringthequality, conductedaRiskFramework VMIA, In 2009/2010,thePTOinsurer, Authority (VMIA)reviewsPTO’srisk Victorian ManagedInsurance humanresourcesmanagementandtheenvironment. case handling,governance, feedback fromallstakeholders.Theinitiativeswehaveundertakenthisyearrelateto reviewourpoliciesandproceduresseek we continuallymonitorourperformance, or exceedtheexpectationsofcommutersandpublictransportoperators.To dothis, thatmeet We aimtobealeadingombudsmanschemeandprovideeffectiveservices a leadingombudsmanschem… V V V complaints. and confidentialityindealingwith participate inPTOinvestigations;and assist personswithspecialneedsto complaint; and reasonablewhendealingwitha how thePTOmaintainsprivacy the stepsPTOofficerswilltaketo how thePTOassesseswhatisfair V V V V V V V We’ve also: emissions) per year as a result of: emissions) peryearasaresultof: 11,455 kgCO2(Greenhousegas year haveledtothePTOsaving goals, andourinitiativesinthepast towards achievableandmeasurable ecological footprint.We’ve beenworking with theaimofcontinuallyreducingour management inallaspectsofourwork, to practiseeffectiveenvironmental The PTOteamconsidersitimportant too! accountability –fortheenvironment Effectiveness, efficiencyand office grievancesshouldtheyoccur. for quickandearlyresolutionofgeneral Procedure process providesaninformal discrimination, theWorkplace Grievance serious misconductsuchasbullyingand management actionistakenagainst the CodeofConductensuresthat during the2008/2009period. While the PTOCodeofConduct,developed was implementedtocomplement A Workplace GrievanceProcedure may ariseduringtheiremployment. grievancesthat deal withinternal have guidanceabouthowtoeffectively the importanceofensuringPTOofficers During 2009/2010,thePTOrecognised Workplace GrievanceProcedure V V V V V V V pens forpromotions; shredder toreplaceindividualunits; operating 6amto6pmweekdays; energy; laptops. and lightcontrolsensors; fluorescent tubes; purchased recycled,biodegradable purchased asingle,energyefficient installed abeveragehotwaterunit, contracted forrenewable-sourced replacing PCswithenergy-saving installing anenergyefficientserver revising officelighting–18fewer

V V V V and safetyatourstaffmeetings. office reviewsanddiscussstaff health and safety. We alsoundertakeregular on theimportanceofworkplacehealth This providesstaffwithclearguidance legislative requirements,wasfinalised. new policy, whichmeetsallcurrent intensive OH&Scourse.Alsoa appointed andattendedatwo-day In 2009,anewOH&Sofficerwas OH&S Policy isavailableonourwebsite. Service ThePTOGuaranteeof our performance. feedback orlodgingacomplaintabout process andtheforproviding the Ombudsmaninvestigationreview operators. Importantly, italsodetails both customersandpublictransport our processesandwhatweexpectfrom ofouraccessibility,provides anoverview It they canexpectfromourservices. allpartieswhat in May2010toinform wasintroduced our GuaranteeofService a world-classdisputeresolutionservice, As partofourcommitmenttoproviding Guarantee ofService continue thisgreatworkin2010/2011. rewarding toseeourresults,andwe’ll of enthusiasm,tosaveenergy. It’svery just asmallamountoftime,andlots core role.Infact,we’verealisedittakes Importantly, thisworkcomplementsour V V V V publications andstationery. and carbonneutralpaperforall walk whenattendingmeetings;and to Work Day; events suchasEarthHourandWalk competitions andparticipatedin work andathome; close blindsandreducewaste–at off appliancesatthepowerpoint, Engagement Program soweswitch used Australianmade,recycled continued tousepublictransportor environmental held internal developed aStaffAwareness and 21 Annual Report 2009-10 60% 45% 43% 39% 38% 12% 9% 9% 7% 7% 6% 5% 16% 2% 1% 1% 44 348 88 Request for Request for Request for Information Information Information Referred for Referred for Referred for Compliment Refer to Other Refer to Other Refer to Other 2008/2009 2008/2009 2008/2009 Refer to Operator Refer to Operator Refer to Operator PTO Investigation PTO Investigation PTO Investigation Internal Escalation Internal Escalation Internal Escalation CASE TYPE CASE CASE TYPE CASE CASE TYPE CASE

38 400 95 17 162 onnex prior to 1 December 2009) from 1 December 2009 – Connex 2009/2010 2009/2010 2009/2010 63 117 117 102 43 8 7 7 51 4 18 7 1 24 2 23 3 18 Cases Received Cases Received Cases Received Staff Staff Staff myki myki Land Other Other Other Notice Ticketing Ticketing Ticketing Infringement Rolling Stock Rolling Stock Rolling Stock ty – 2009/2010 tivi se Ac mber Ca eme Me Sch Service Delivery Service Delivery Service Delivery Infrastructure and Infrastructure and Infrastructure and Authorised Officer Authorised COMPLAINT ISSUES COMPLAINT ISSUES COMPLAINT ISSUES As evident in the tables above and on the next page, some cases involve more than one complaint issue. As evident in the tables above and on the next page, some cases involve more than one

metlink Metro Trains Melbourne (Metro s Bus Operator Annual Report 2009-10 22 V/Line No caseswereregistered againstVicTrack during 2009/2010. CrossStationPtyLtdduring2009/2010. 1 complaintwasregisteredagainstSouthern Yarra Trams(KDRV Transport ticketingauthority Schem MemberCase Activiy –2009/2010 COMPLAINT ISSUES COMPLAINT ISSUES COMPLAINT ISSUES Authorised Officer Authorised Officer Infrastructure and Infrastructure and Service Delivery Service Service Delivery Service Service Delivery Service Rolling Stock Rolling Stock Infringement Infringement Ticketing Ticketing Ticketing Notice Notice Other Other Other Land Land myki Staff Staff Staff Cases Received Cases Received Cases Received 1 1 2 2 1 1 3 6 5 19 20 12 ic. P/Lfrom1December2009–Metrolinkpriorto) 30 42 50 50 30 2009/2010 2009/2010 2009/2010 67 38 40 755 82 158 612

CASE TYPE CASE TYPE CASE TYPE Internal Escalation Internal Escalation Internal Escalation PTO Investigation PTO Investigation PTO Investigation Refer toOperator Refer toOperator Refer toOperator 2008/2009 2008/2009 2008/2009 Refer toOther Refer toOther Refer toOther Compliment Referred for Referred for Referred for Information Information Information Request for Request for Request for

73 163 49 1% 1% 1% 2% 2% 16% 16% 4% 18% 11% 11% 29% 33% 41% 52% 63% 23 Annual Report 2009-10 $ 29,779 17,298 2009 808,269 242,565 412,409 125,950 538,359 (17,896) 1,506,040 (1,093,033) $ 7,814 4,940 7,814 4,940 73,297 26,350 31,497 18,952 2010 242,565 212,786 315,862 242,565 884,901 911,251 839,766 919,065 844,706 315,862 242,565 315,862 315,862 242,565 354,964 430,305 282,377 538,359 820,736 (72,587) (72,587) (17,896) 1,521,107 (1,185,095) Profit/(loss) for the year Profit/(loss) Equity at the end Total of the financial year ment of Changes in Equity State Equity at the beginning Total of the financial year ment Flow State sh Ca Cash flows from operating activities from customers Receipts Current liabilities Other Payables and Trade Provisions current liabilities Total Non-current liabilities Provisions non-current liabilities Total LIABILITIES TOTAL Net assets Equity profits Retained EQUITY TOTAL to suppliers and employees Payments Interest received Net cash inflow/(outflow) from operating activities Cash flows from investing activities for plant and equipment Payments Net cash inflow/(outflow) from investing activities Net increase/(decrease) in cash held Cash at beginning of financial year Cash at the end of financial year - - 900 $ 53,209 87,109 98,311 74,092 17,297 2009 114,938 795,955 140,885 538,359 474,820 1,301,989 - - $ 1,539 44,536 44,503 73,297 29,779 73,297 29,779 73,297 29,779 84,618 18,952 2010 112,919 820,736 102,035 74,092 889,674 115,180 312,156 102,035 1,364,727 1,320,186 1,234,927 1,087,271 1,132,892 1,013,179 1,344,236 s ment State cial y Finan

The Australian Taxation Office has issued a private tax declaring that the company is deemed exempt from income tax for the financial ruling The Australian Taxation years 1 July 2008 to 30 June 2011. Current assets Cash and cash equivalents Total income Total Expenses from ordinary activities Depreciation and amortisation expense Consultancy expenses Other expenses from ordinary activities from ordinary activities Profit before income tax expense Income tax expense relating to ordinary activities for the period from Profit continuing operations Other comprehensive income for the year income comprehensive Total for the year Balance Sheet non-current assets Total ASSETS TOTAL Employee benefits expense Occupancy Costs and IT expenses Telephone and other receivables Trade current assets Total Non-current assets Plant and equipment Other income

ment e Income State Comprehensiv ar Summ 30 June for the year ending Ombudsman Ltd. the Public Transport for of the Financial Reports is a concise version The following derived from the full in this concise financial report have been statements and specific disclosures contained 2010. The financial the financial to provide as full an understanding of concise financial report cannot be expected financial report and the performance, entity as the financial report. financing and investing activities of the financial position and Limited have, in accordance with the Ombudsman for the Public Transport and Directors’ Report Audited Financial Statements and Investments Commission. been lodged with the Australian Securities Corporations Act 2001, Continuing operations levies from annual Revenue Non-operating activities Interest income Contacting the Public Transport Ombudsman

The Public Transport Ombudsman provides a fair and independent way to resolve complaints about trains, trams, buses, ticketing and other public transport services. The Public Transport Ombudsman can help if you cannot solve your complaint with the public transport provider. Our services are cost-free and available to anyone who travels on, or is affected by, public transport in Victoria.

Free Call: 1800 466 865 TTY: 1800 809 623 Interpreter Service: 131 450 Fax: 03 8623 2100 Email: Website: Mail: PO Box 538, Collins St West, Melbourne VIC 8007

The PTO is an active signatory of CitySwitch.