LEGISLATIVE COUNCIL STANDING COMMITTEE ON ESTIMATES AND FINANCIAL OPERATIONS 2017-, 8 ANNUAL REPORTS QUESTIONS PRIORTO HEARINGS DB 09 On b b I Public Transport Authority of Western Australia ,S, <3, <3 ~ * ", Q .J The Committee asked: F N a 5 1.01' ?' . I','J11 .,,,, Ul I @ I. How frequently do you review your ^ *. ,;* ^* (a) key performance indicators iZ aZ SL Answer: Key Performance Indicators (KPl) are monitored on a daily, weekly and . monthly basis in terms of system performance (eg bus, train, ferry, patronage, infrastructure performance, complaints, commendations). In terms of reviewing whether the KPls are appropriate and warrant modification or whether new ones are required, this is considered every quarter by the Public Transport Authority (PTA) Executive. (b) key performance indicator targets? Answer See answer provided at part (a). 2. When were your key performance indicators last reviewed? Answer: .-.. August 2018. 3. Can you provide any documentation from your last review of your key performance indicators? Answer: See attachments I and 2. 4. Can you list any new key performance indicators for this year? Answer t School Bus Services reliability: Satisfaction with School Bus availability at arrival/departure time; and School Bus Services reliability: Drop off no less than 10 minutes before school starts and pick up within 10 minutes of school ending. 5. In relation to credit and debit card payments (a) Do you allow a person to pay for goods and services with credit or debit card Answer: Yes (b) If so, when a person pays a fee or fine by credit or debit card (i) What surcharge do you apply to process that card payment Answer: PTA does not apply a surcharge to card payments, . (ii) Do you impose the same surcharge irrespective of which type card is used Answer Not applicable. (iii) Is that surcharge authorised by a legislative Instrument, for example, by regulations Answer: Not applicable. (iv) What steps have you taken to ensure compliance with Reserve Bank of . Australia Standard No. 32016 titled 'Scheme rules relating to merchant pricing for credit, debit and prepaid card transactions' Answer: Not applicable, (v) As per the Standard, is your surcharge no greater than the average cost of acceptance of the lowest cost system, riot an average of all cost systems? Answer Not applicable. 2 Public Transport Authority Of Western Australia Key Performance Indicators 2017-18 PERIOD ENDED 30 JUNE 2018 Compiled by: Finance Division TABLE OF CONTENTS 1 Introduction . 1 2 Service 1: Metropolitan and Regional Passenger Services .3 2.1 Use of Public Transport Increases .4 2.1.1 Passengers per Service Kilometre .4 2.1.2 Total Passenger Place Kilometres .5 2.1.3 Total patronage .6 2.1.4 etropolitan service coverage .7 2.2 Service Reliability Is maintained at a high le el .8 2.2.1 Service Reliability 8 2.3 Customer Satisfaction Is maintained .9 2.3.1 Customer Satisfaction Index .9 2.3.2 Customer Perception of Safety 10 2.4 Safety Incidents 12 2.4.1 Security Incidents 12 2.5 Assets and Financial Resources are managed effectively to meet business objectives 13 2.5.1 Cost per Passenger Kilometre 13 2.5.2 Cost per 1,000 Place Kilometres 14 2.5.3 Cost per Service Kilometre 15 2.5.4 Operating Cost per Initial Boarding 16 2.5.5 Asset Utilisation 17 2.5.6 Cost Recovery Rates Based on Fare Revenue 17 3 Service 2: Country Passenger Rail and Road Coach Services 19 3.1 Use of public transport Increases 19 3.1.1 Passengers per Service Kilometre 19 3.1.2 Total Patronage 20 3.2 Service reliability is maintained at a high level 20 3.2.1 Service Reliability 20 3.3 Custo er satisfaction is maintained 21 3.3.1 Customer Satisfaction Index 21 3.4 Assets and financial resources are managed effectively to meet business objectives.. 22 3.4.1 Cost per Passenger Kilometre 22 3.4.2 Cost per Passenger. 23 4 Services: Regional School Bus Services 24 4.1 Customers are satisfied with high quality efficient services 24 4.1.1 Service Reliability 24 4.1.2 Satisfaction with School Bus availability at arrival/departure time 25 4.2 Safety incidents 25 4.2.1 Safety Level of Notifiable Incidents 25 4.2.2 Percentage of School Buses which passed Inspections 26 4.3 Assets and financial resources are managed effectively to meet business objectives. 26 4.3.1 Cost per contracted kilometre 26 4.3.2 Cost per child (school bus) .27 4.3.3 Cost per child (conveyance) .28 4.3.4 Asset Utilisation ,28 5 . Service 4: Rail Corridor and Residual Freight Issues Management ,29 5.1 Effectiveness Indicator .29 5.2 Cost Efficiency .29 Safety and Strategic Development .30 6.1 Safety Indicators .30 6.1.1 Notifiable Occurrences .30 6.1.2 Rail Safety Audits .31 6.1.3 Lost Time Injury .31 7 Corporate .32 7.1 People and Strategic Development Indicators .32 7.1.1 Workforce Diversity .32 7.1.2 Sick Leave .33 7.1.3 StaffVoluntaryTurnoverRate .33 Introduction 1 Introduction The Government of Western Australia is committed to the provision of a well-developed, integrated public passenger transport system to ensure Western Australians have reasonable access to work, education, leisure and services. The Public Transport Authority forms part of the Transport Portfolio. The Portfolio aims to create better places to live for all Western Australians by working with the community to deliver integrated land and transport infrastructure and services for sustainable growth. Broad Government goals are supported at agency level by specific outcomes. The PTA delivers services to achieve these outcomes. The following table illustrates the relationship between the PTA s services and desired outcomes, and the Government s goal to which it contributes: Government Strategic PTA Outcomes Services Goal(s) Accessible, reliable and 1. etropolitan and regional passenger services safe public transport 2. Country passenger rail and road coach services Better Places - A quality environment system with liveable and affordable 3. Regional school bus services communities and vibrant regions. Protection of the long term 4. Rail corridor and residual freight issues functionality of the rail management corridor and railway infrastructure Key Agency Internal Outcome Increase the use of public transport. Service 1 Service 2 Ser ice 3 Service 4 Metropolitan and regional Country passenger rail Regional school bus Rail corridor and residual passenger services and coach services. services. freight issues management. Outcomes Outcomes 1. An extremely high safety standard. 7. The long-term value of 2. A committed workforce prepared for current and future needs. the rail corridor is 3. Increased use of public transport. protected and the 4. Customers are satisfied with the quality of services. railway remains fit for 5. A cost-effective service. purpose during and 6. Effective organisational management. after the current lease. 8. Residual freight issues managed effectively. 1 Introd ction Measu ing Performance The key effectiveness indicators measure the extent of impact of the delivery of services on the achievement of desired outcomes. The key efficiency indicators monitor the relationship between the service delivered and the resources used to produce the services. Key Performance Indicator Measure 1. Use of public transport increases. • Passengers per service kilometre. • Metropolitan service coverage. 2. Service reliability is maintained at a high • Service reliability. level. • Satisfaction with on-time arrival/departure 3. Customer satisfaction is maintained. • Customer satisfaction index. • Customer perception of safety. 4. Safety incidents decrease • Notifiable occurrences. • Lost-time injury rate. 5. Assets and financial resources are managed • Costs per passenger or students carried, and effectively to meet business objectives costs per service kilometre or 1,000 place kms or passenger km. • Cost recovery rates based on fare revenue. • Asset utilisation. 6. Increase in staff engagement. • Absenteeism and turnover rate. 7. Improved diversity across the workforce. • Diversity index. 8. Customer-focussed communication and marketing. • Passenger satisfaction monitor. 9. Obligations under the Rail Freight Corridor lease • Lease breaches. are adhered to. • Five-year independent audit. 10. Residual freight issues are managed • Total cost managing the rail freight corridor effectively. and the residual freight issues. 2 Service 1: Metropolitan and Regional Passenger Ser ices 2 Service 1: Metropolitan and Regional Passenger Services Metropolitan and regional passenger services provide customer focussed, safe and cost effective passenger transport to the Metropolitan area and regional towns. Transperth is the brand name and operating name of the public transport system in the metropolitan Perth. It consists of the bus network (Transperth Bus Operations), an electrified suburban train.system (Transperth Train Operations) and a ferry service (Transperth Ferry Operations). The Regional Town Bus Services Section (RTBS) also resides within the Transperth division and it is responsible for the management of public transport in regional Western Australia, primarily involving regional town bus services and a small number of contracted inter-regional bus services. The outcomes under this service are measured using the following key performance indicators. Outcomes Measure 1. Use of public transport increases • Passengers per service kilometre. • Total passenger place kilometres. (Regional bus services only) • Total patronage. • Metropolitan service coverage: The proportion of street addresses within the Perth Public Transport Area (PPTA) which are within 500 metres of a Transperth stop providing an acceptable level of service. 2. Service reliability is maintained at a high • Service reliability. level. 3. Customer satisfaction is maintained • Customer satisfaction index. • Customer perception of safety. 4. Safety incidents per million passengers • Security incidents. decrease 5. Assets and financial resources are managed • Costs per passenger kilometre. effectively to meet business objectives • Cost per 1,000 place kilometres (Regional bus services only). • Cost per service kilometre. • Operating cost per initial boarding.