ANNUAL REPORT 2010 OVERVIEW Case Management: 1,766 cases received VV An increase of 50% 2,389 issues registered 2,365 finalised VV 92% finalised within 31 days 274 complaint issues investigated 257 finalised VV 92% with a conciliated resolution Index 2 Annual Report 2009-10 Annual Report FROM THE CHAIR 2009/2010 has been a year of welcomes and farewells: VV myki, Victoria’s new ticketing system was introduced; VV Metro Trains Melbourne (Metro) replaced Connex; VV KDR Victoria Pty Ltd became the franchised Yarra Trams operator; VV a new Public Transport Minister was appointed; and VV Simon Cohen, our Ombudsman, moved to Telecommunications. While all of this was happening, the In reviewing the achievements from this In closing, I am pleased to present this public transport system continued year, it would be remiss of me not to Annual Report for the period ended 30 to face significant challenges due to again thank Simon Cohen for his work June 2010 and I would like to express increased demand coupled with capacity during his two-and-a-half years as Public my thanks to all who provided assistance and infrastructure constraints. In view Transport Ombudsman. His leadership and support to the PTO Scheme during of this, the need for a responsive and during a period of significant growth and this very busy year. effective Ombudsman scheme was associated challenges across the public amplified. transport system has seen the Scheme develop from its solid foundations Proactively, the Board and the to being recognised within both the Ombudsman have been preparing ombudsman and public transport sectors the scheme for the introduction of as being fair, impartial and accessible. myki. As with any major change, we Merran Kelsall knew there would be an impact to the It is an understatement to say that Chair, Public Transport Ombudsman scheme. Our approach has resulted in there are ongoing public transport effective management of the increased challenges, which may impact the PTO. workload, within the budget established The myki rollout will continue during for the 2009/2010 year. So, from a 2011 – and transitioning all commuters customer and operator perspective, to a new ticketing system will result 3 our independence, responsiveness and in customer issues that require effectiveness has been maintained. response and resolution. Infrastructure developments across train, tram and 2009-10 Annual Report As part of our preparation, our approach bus networks to meet increased demand included the strategic engagement of all for public transport services will result relevant stakeholders to assist us with in increased commuter choice. These working through the recommendations elements – choice and change – need to arising from the Independent Scheme be effectively and proactively managed Review completed in early 2009. and the PTO’s knowledge and experience Metro and Yarra Trams (under KDR’s will provide a unique perspective to all management), quickly became integral stakeholders throughout this transition members of the Scheme from a strategic period. perspective with their respective executives, Leah Waymark and Greg The PTO Board is committed to meeting McGann, being appointed to the PTO the challenges these changes will present Board. and I welcome Janine Young, the new Public Transport Ombudsman to lead We also sought the views of consumer this approach with her team. 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 PTO. This is an ongoing focus of the organisation. FROM THE OMBUDSMAN A unique reflection… One of the most challenging tasks for an And, from a workplace viewpoint we industry ombudsman is to summarise looked at Occupational Health and the activities of a very busy year into the Safety and Workplace Grievance Policies pages of an Annual Report. In preparing /Procedures. Additionally, staff also had this report, I have the added challenge their sights on the environment, with a of reporting on a year completed prior view to reducing the PTO’s ecological to my commencement as Ombudsman. footprint. For a small organisation, This task presented me with a rare we’ve made some significant greenhouse opportunity to review 2009/2010 gas savings! and explore the achievements of a well-founded and evolving alternative 2010/2011 will no doubt present us with dispute resolution scheme from a totally further challenges and opportunities. independent perspective. I am confident though, having looked back at past achievements, that we are Three significant items stand out from well equipped and ready to meet those what has been the PTO’s busiest year challenges. since its inception in 2004. The work completed during the The first item is the PTO’s ability to 2009/2010 year reflects the dedication effectively manage a 50% increase in and enthusiasm of the PTO staff. It workload, and at the same time provide also reflects the strategic guidance and feedback on the systemic nature of those direction provided by our Chair, Merran complaints to relevant stakeholders. It Kelsall, and the Directors of the scheme. is this second aspect – systemic issue I look forward to working closely with identification – that highlights a key both of these groups in the coming year. benefit of an ombudsman to the industry it oversights and the stakeholders it works with. The approach we take to identify and investigate systemic issues has been formed over the past six years 4 and we will be working to build on this Janine Young by formalising systemic issue policies Public Transport Ombudsman and processes in the coming year. The second item is the PTO’s focus on stakeholder engagement. Early in 2010, a new approach to seeking feedback and suggestions about our services was initiated: a Stakeholder Forum. Involving both consumer and industry representatives, ideas and Annual Report 2009-10 Annual Report perspectives were shared which will lead to providing greater accessibility to public transport complaints processes and further extending awareness of the PTO to a wider range of Victorians. Creating awareness and accessibility is a continuing process so this work will continue, as will the collaborative relationships we have formed. The third item is our ongoing focus on continual improvement – it is our goal to be a leading ombudsman scheme from a complaint management, governance and workplace perspective. In 2009/2010, focusing on complaint management, we finalised our Guarantee of Service and revised our Case Handling Guidelines. From a governance perspective, we concentrated on risk management. ABOUT THE PTO SCHEME The Public Transport Ombudsman (PTO) Ltd was established in 2004 as a free, confidential and impartial alternative dispute resolution scheme available to people who use or are affected by public passenger transport services, or related activities of public transport operators in Victoria. The members of the scheme are: VV three industry directors who are of public passenger transport services VV appointed by the passenger carrying in Victoria and operators of Victoria’s Bus Association Victoria members of the scheme; and public transport services who are VV Metlink Melbourne Pty Ltd VV members of the PTO scheme, where the an independent Chairperson operators have been unable to resolve VV Metro Trains Melbourne Pty Ltd appointed by the Minister for the complaint in the first instance. Public Transport. VV Southern Cross Station Pty Ltd The mission of the Public Transport The Board’s role includes appointing VV myki (Transport Ticketing Authority) Ombudsman is founded on principles of the Ombudsman, maintaining the independence, natural justice, access, VV V/Line Passenger Pty Ltd independence of the Ombudsman, equity, effectiveness, accountability and providing advice to the Ombudsman community awareness. VV Victoria Rail Track (VicTrack) about policy matters, and ensuring the VV Yarra Trams (KDR Victoria Pty Ltd) effective management of resources. The Ombudsman has the responsibility Corporate Governance for the day-to-day operation of the scheme. For effective governance and The Public Transport Ombudsman management of the scheme, the Board is a company limited by guarantee and the Ombudsman work cohesively and operates in accordance with its with the Ombudsman attending Board Constitution and Charter. The PTO Ltd Board, from left to meetings. right: Greg McGann, Rob Barnett, The Public Transport Ombudsman is Janine Young (Ombudsman), governed by a Board comprising: Our Mission Leah Waymark, Bernard Stute VV (Company Secretary), 5 three consumer directors, appointed The mission of the Public Transport Maree Davidson, Merran Kelsall by the Minister for Public Transport, Ombudsman is to receive, investigate (Chair), Joe Nieuwnhuizen, 2009-10 Annual Report who represent the interests of public and facilitate the resolution of Toni McCormack. transport services users; complaints and disputes between users ACCESSING THE PUBLIC TRANSport OMBUDSMAN – hOW AND WHO Understanding who contacts the PTO, where they hear about us, how they access our services and where they reside enables us to improve our accessibility, analyse the issues raised from different perspectives and tailor our community outreach activities. HOW CUSTOMERS CONTACTED US Email & 49% e-Complaint Form