Corporate Plan 2017 to 2021 - Commercial Passenger ...
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
Corporate Plan 2017 to 2021
Table of contents
A. Message from the Chair .......................................................................................................... 2
B. About Taxi Service Commission’s corporate plan .................................................................... 3
C. Role of the Taxi Services Commission .................................................................................... 3
D. Governance of the Taxi Services Commission ......................................................................... 4
E. Organisation and functions ...................................................................................................... 5
F. Vision, mission and values ...................................................................................................... 7
G. Strategic objectives ................................................................................................................. 7
H. Operating environment ............................................................................................................ 8
I. Challenges ahead ................................................................................................................. 11
J. Approach to risk management ............................................................................................... 12
1. Facilitate safe commercial passenger vehicle services .......................................................... 13
Outcomes sought by 2020–21 ................................................................................................... 13
Major commitments and initiatives ............................................................................................. 13
Performance indicators.............................................................................................................. 14
2. Enable competition and encourage innovation in commercial passenger vehicle services...... 15
Outcomes sought by 2020–21 ................................................................................................... 15
Major commitments and initiatives ............................................................................................. 15
Performance indicators.............................................................................................................. 16
3. Promote commercial passenger vehicle services that support social and economic inclusion 17
Outcomes sought by 2020–21 ................................................................................................... 17
Major commitments and initiatives ............................................................................................. 17
Performance indicators.............................................................................................................. 18
4. Be an effective and adaptive regulator................................................................................... 19
Outcomes sought by 2020–21 ................................................................................................... 19
Major commitments and initiatives ............................................................................................. 19
Performance indicators.............................................................................................................. 20
Appendix 1: Financial statement and forward plan ......................................................................... 21
Appendix 2: Our commitment to government ................................................................................. 26
1
A. Message from the Chair
It is my pleasure to introduce the Taxi Service Commission’s corporate plan 2017 to 2021. This plan
arrives at the commencement of the most significant reforms of the commercial passenger vehicle
industry in Australia. Through a two-stage legislative process, Victoria will transition from a highly
prescriptive and expensive regulatory environment to having a truly open and competitive commercial
passenger vehicle service sector underpinned with strong, but sensible, safety and user protections.
Implementing these reforms will be a challenging but rewarding task. By abolishing the excessively
high fees for obtaining taxi and hire car licenses, and subsequently replacing licensing with a simpler
vehicle registration system, Victoria will have a regulatory environment that welcomes new entrants
and encourages the commercial passenger vehicle market to expand and better respond to the needs
of the Victorian community.
It is anticipated that over the next four years we will see considerable innovation in the market. There
will be more new entrants, service delivery models and technologies that will make booking and
paying for services even easier. The change and innovation in the market will be mirrored by change
and innovation in the TSC, as it becomes a forward-thinking, flexible and adaptable transport
regulator, willing and capable to meet the challenges it faces.
Some examples of commitments and initiatives designed to prepare the TSC for the future include:
• Improving online facilities to enable modern efficient service delivery to a much larger industry
• Contributing towards and implementing the outcomes of Transport for Victoria’s accessibility
review
• Researching, publishing and promoting information on good practice in the commercial
passenger vehicle sector
• Designing new processes and procedures to align with the changing legislative environment,
and
• Improving the TSC’s data management and reporting to enhance the available base for
decision making.
My fellow commissioners and I are very pleased to have this opportunity to lead the TSC at this
exciting time. We look forward to working with the TSC Chief Executive, Leadership Team and
employees to realising the commitments and outcomes described in this corporate plan.
Yehudi Blacher
Chair
Taxi Services Commission
2B. About Taxi Service Commission’s corporate
plan
The Taxi Services Commission (TSC) corporate plan for 2017 to 2021 represents an agreement
between the TSC and the Head, Transport for Victoria and ensures the TSC’s objectives align with
the Transport Integration Act 2010 (the Act).
This corporate plan includes the TSC’s Statement of Corporate Intent, and accords with section 64 of
the Act and sections 115SC to 115SF of the Transport Integration Amendment (Head, Transport for
Victoria and Other Governance Reforms) Act 2017.
The TSC corporate plan is reviewed and updated annually.
C. Role of the Taxi Services Commission
The TSC is the regulator of Victoria's commercial passenger vehicle industry consistent with the
vision statement and transport system objectives in the Act. Established in 2013, the TSC’s focus is
on reform and regulation of the industry to promote customer-responsive, safe, competitive, efficient
and accessible services. In the four years covered by this corporate plan, the TSC will be focussed on
implementing reforms designed to regulate new business models and make new industry entrants
accountable for safety and service to the Victorian public.
The commercial passenger vehicle industry is a significant contributor towards liveability in Victoria as
it enables point-to-point access to employment, education, cultural, entertainment and recreation
opportunities. For Victorians with special travel needs (such as elderly people or people with a
disability) commercial passenger vehicle services provide accessible transport where other forms of
public transport or private vehicles are not available.
Bridging the gap between personal transport (such as cars and bicycles) and public transport, the
commercial passenger vehicle industry also supports the tourism and hospitality sectors, and makes
an important contribution to the Victorian economy.
The TSC focuses on:
• effectively performing statutory and administrative obligations including accreditation,
registration, grants and Multi-Purpose Taxi Program (MPTP) administration
• implementing the Victorian Government’s legislative reform of the commercial passenger
vehicle industry and changes to its regulation
• actively educating the industry on its legal obligations and supporting the industry to
voluntarily and willingly comply with the law
• providing the community and industry participants with information that better enables
informed decision-making about service offerings in the market
• embracing open data principles and acting in accordance with the Data Vic access policy
• enforcing the law in an informed and proportionate manner to support compliance with
regulations, and
• pro-actively considering the operating environment to identify risks and opportunities for
industry and engaging in research and development to continually improve its regulation.
3D. Governance of the Taxi Services Commission
The TSC is a statutory authority and transport body established under the Act, and therefore must
have regard to the transport system objectives and decision-making principles in exercising its powers
and performing its functions. The TSC contributes to an integrated transport system in Victoria,
reporting to the Minister for Public Transport and supporting the Minister for Roads.
The TSC also draws on the following acts and regulations to fulfil its regulatory functions.
• Transport (Compliance and Miscellaneous) Act 1983
• Road Safety Act 1986
• Transport (Buses, Taxi-Cabs and Other Commercial Passenger Vehicles) Regulations 2005
• Transport (Taxi-cab Industry Accreditation) Regulations 2007
The TSC is governed by a commission appointed by Governor-in-Council and day-to-day operations
are led by a Chief Executive Officer (CEO). Supporting the commission and providing independent
assurance are the Audit and Risk Management Committee chaired by a TSC commissioner and an
Executive Remuneration Committee.
4E. Organisation and functions
TSC structure and functions
The TSC has six divisions that work to support the TSC’s role as regulator of the commercial
passenger vehicle industry and the services it provides.
Operations division draws together the key regulatory functions of the TSC - accreditation and
licensing, compliance and enforcement and investigations – with the administration of the Multi-
Purpose Taxi Program providing subsidised travel for people with disabilities.
Strategy and Innovation division has a whole-of-business focus, providing research, strategic and
operational policy, and data analysis to support evidence-based decision-making. It will also be
responsible for coordinating the new reform program.
Marketing, Communications and Stakeholder Engagement division builds and strengthens
relationships with the industry, media and members of the public. It communicates information on
regulation, government initiatives and other related issues through marketing and advertising
campaigns. The division includes the TSC Call Centre, ministerial services, event management,
design and print for marketing collateral and online communications.
Legal and Regulatory Services division provides the TSC with support for disciplinary processes,
review of regulatory decisions, litigation and prosecutions, and a range of other areas necessary for
5the TSC to function to the standards required of a Victorian Government statutory authority with a
board of commissioners.
Corporate Services division provides the TSC with support in financial management, risk and
business continuity management, corporate and business planning, procurement and contracts, IT
services and records management.
Human Resources division supports both organisation and individual employee development and
capability. Partnering with organisation leaders, the division builds cohesive team performance,
delivers a robust performance management environment and encourages workplace diversity and
flexibility.
TSC stakeholders and focus of working relationships
Stakeholder Focus
TfV (DEDJTR), Minister for Public Strategic communications
Transport TSC CEO & Chair regular meeting
Commercial Passenger Vehicle Reform Steering Committee
Senior TfV (DEDJTR) officers Executive Officers’ Forum
Chief Finance Officers’ Forum
Operators’ Committee
Events
Public Transport Victoria Safe travel taskforce
Cruise ship season – also with Port of Melbourne
Racecourse and showgrounds
VicRoads Tolls for taxis, road infrastructure
Victoria Police Compliance and regulation, events
Compliance agencies
Melbourne Airport
Landside operators
Sports and entertainment precinct and major events
Melbourne City Council Licensees
Taxi ranks, protests, other
Commercial passenger vehicle industry - Briefings and consultation
various Regional events and conferences
Major sports venues, hotels, casino, Taxis replacing bus, rail level crossing removals, traffic
tollway operators and local councils management, taxi ranks. other
NDIA Implementation of the NDIS roll-out
Local councils Totem management and taxi ranks
Guide Dogs Victoria Information sessions including personal safety and travelling in taxis
Major event transport planning, compliance with requirements and
Major events organisations
debriefs
6F.Vision, mission and values
The TSC’s vision and mission are consistent with the vision statement and the transport system
objectives as specified in the Act.
Vision
A commercial passenger vehicle industry that is customer-focussed, safe, accessible
and competitive
Mission
The Taxi Services Commission will be contemporary, adaptable and
a best-practice transport regulator
Values
Values are important to the TSC being effective and operating in an environment of significant
change.
The Taxi Services Commission’s Organisational Values are:
• Collaborate
• Innovate
• be Respectful
• Communicate
• be Accountable
G. Strategic objectives
The TSC has developed four strategic objectives to achieve its vision and mission.
1. Facilitate safe commercial passenger vehicle services
2. Enable competition and encourage innovation in commercial passenger vehicle services
3. Promote commercial passenger vehicle services that support social and economic inclusion
4. Be an effective and adaptive regulator.
The objectives are fully described in separate sections commencing page 15. They have been
formulated to meet legislative requirements and challenges, and address strategic risks. Strategic
objective 4 highlights the importance of adaptiveness in implementing reform; and that reform
implementation will be part of the TSC’s ongoing role in the foreseeable future. For each objective,
the TSC is committed to achieving outcomes, and major commitments and initiatives to deliver these
outcomes. There are also performance measures to demonstrate progress towards the outcomes.
7H. Operating environment
External factors and trends
Technological change and impacts on the industry
Major transformations in technology, consumer preferences and market structure are occurring in the
commercial passenger vehicle industry in Australia and internationally.
Technology enabling platforms have dramatically changed vehicle-for-hire transport, becoming more
and more convenient for users and impacting on the overall transport system. Traditional taxi
companies are facing strong competition from companies that would have been inconceivable almost
twenty years ago. The commercial passenger vehicle industry will continue to face a number of
challenges primarily driven by technological transformation—in particular market disruptions driven by
the rise of the sharing economy, providing point-to-point services in new growth areas, and new
vehicle technology.
Autonomous technologies are fast gaining traction. Driverless vehicles are already being built and
tested (on and off public roads) around the globe. Many mass-market vehicles already have
autonomous safety features like adaptive cruise control, lane-keep assist, driverless parking, and
blind spot sensing. Moving to fully autonomous vehicles is becoming less like science fiction and
more like a natural progression.
These transformations will impact and increase competition and consumer choice in services. Over
the next five years, significant growth opportunities within the Victorian commercial passenger vehicle
industry will result from factors such as generational change, urbanisation and population increase.
Demographic, labour market and lifestyle changes
Victoria is not only growing, it is also getting older. The number of people aged 65 years and over in
Victoria is likely to almost triple from 2011 to 2051 as the large population currently 45 to 65 ages with
increasing life expectancies. The population of Greater Melbourne is projected to increase to 8 million
in 2051—with the population of Victoria’s regions expected to grow to over 2 million.1
While it is in cities that the overwhelming majority of jobs are located (and where the most new jobs
are being created), increasingly, Australians are employed in non-traditional industries, working
flexible hours and using technology to work anywhere. Work is less about having a fixed location and
schedule and more about thoughtful and engaged activity.
People more often change jobs and careers, move house, commute further to work and travel around
the world. Personal mobility (not necessarily cars or trucks) is highly desired for travelling from point-
to-point. Many local authorities and public transport operators are experimenting with or considering
flexibly delivered public transport systems, mainly with a view to improving social inclusion in areas
difficult to cover by conventional public transport.
Access to transport remains a critical social equity consideration, particularly for the outer suburbs of
Melbourne and most parts of regional Victoria. These areas generally have an undersupply of
transport services (especially public transport) and of local employment options. Commercial
passenger vehicles provide flexible, point-to-point transport that give people a level of mobility not
1
Victoria in Future 2016 Population and household projections to 2051, Department of Environment, Land, Water
and Planning 2016
8offered by other services such as trains, trams and buses. For passengers in wheelchairs, accessible
taxis can often be a necessary requirement to support their social and economic inclusion.
Implications for the TSC and industry regulation
The TSC is operating in an environment where companies are increasingly using the internet, smart
phones and social media to facilitate peer-to-peer exchanges, allowing people to share assets and
services directly with those who require them. Though different platform providers clearly pose
challenges to the community and to policy makers, there are also many opportunities to change the
way in which services are provided. Changing consumer expectations, driven by new service delivery
models, are placing increasing pressure on governments around the world to reduce barriers to entry,
open markets and create less prescriptive regulatory environments.
With new participants entering the commercial passenger vehicle industry in Victoria, the need for
traditional operators to respond is becoming more evident. The proposed changes to legislation and
regulation to be introduced over the next few years will support the industry to innovate and apply
contemporary business ideas within an environment of eased regulatory constraints. The reforms will
clarify roles and responsibilities for services and safety, as well as establishing a regulatory approach
to meet the transport needs of the future.
Transport for Victoria
The TSC is a sector transport agency supporting Transport for Victoria, Victoria’s lead transport
agency, which was created with the proclamation of the Transport Integration Amendment (Head,
Transport for Victoria and Other Governance Reforms) Act 2017.
Alignment with portfolio strategy and the Act
The department published the ‘DEDJTR Delivers Strategic Plan 2016’ in July 2016. The following
demonstrates the principal areas of alignment of the TSC corporate plan with the outcomes, priorities
and strategies in the department’s strategic plan. Other aspects are addressed in the following pages
and detail of the TSC corporate plan.
DEDJTR Ten-year TSC alignment to DEDJTR TSC alignment to DEDJTR four-year
outcomes four-year strategies – strategies – further detail
summary
Prosperous and Supporting business: Implement a risk and outcomes-based
inclusive Support the commercial approach to regulation as part of wider
Victorians passenger vehicle industry by reforms.
• Are well connected modernising regulation and • Refer TSC strategic objective 4
to jobs and improving access to markets Implement changes recommended by the
education department’s accessibility review and in line
• Have dignity and with changes introduced by the NDIS.
respect Administer subsidy and incentive schemes
to improve transport options for people with
a disability.
• Refer TSC strategic objective 3
Productive Infrastructure and services: As part of the proposed accountability
Victoria Enable the provision of transport framework for participants, empower the
and digital infrastructure that are commercial passenger vehicle industry to
• Has improved
efficient, reliable, competitively put safety at the forefront of their business
transport reliability
priced and safe model
• Has a competitive
• Refer TSC strategic objective 1
business
Reduce the cost and complexity of
9DEDJTR Ten-year TSC alignment to DEDJTR TSC alignment to DEDJTR four-year
outcomes four-year strategies – strategies – further detail
summary
environment that requirements for prospective and existing
provides confidence industry participants to enter and continue
in the market
• Refer TSC strategic objective 2
Innovative Innovation: Through the wider reform program and
Victoria Support the creation and ongoing regulatory practice initiatives,
application of new technologies reduce regulatory obligations that stifle
• Has businesses that
and practices competition and restrict innovation by
are inventive,
service providers who might offer
responsive and
differentiated services.
diverse
• Refer TSC strategic objective 2
Collaboration and
Work with government and other partners to
partnerships:
identify and address gaps in services.
Address cross-cutting issues
• Refer TSC strategic objective 3
through collaboration across
government
The TSC is required to ‘have regard’ to the transport system objectives in exercising its powers and
performing its functions under the Act, but will give different weight to each of the objectives to
support industry outcomes.
The following aligns the TSC’s strategic objectives with those in the Act.
TSC strategic 1. Facilitate safe 2. Enable competition 3. Promote commercial
objectives: commercial passenger and encourage passenger vehicle services that
vehicle services. innovation in support social and economic
commercial passenger inclusion.
Contribution to vehicle services.
transport system
objectives:
Social and economic
Moderate contribution
inclusion
Economic prosperity Minor contribution Minor contribution Moderate contribution
Environmental
Minor contribution
sustainability
Integration of transport
Moderate contribution
and land use
Efficiency, coordination
Moderate contribution
and reliability
Safety, health and
Major contribution
wellbeing
NOTE: Strategic objective 4. ‘Be an effective and adaptive regulator’ focuses on ensuring the
TSC has the right capacity and capability to deliver on its mission, implement new legislation and
contribute to the transport system objectives in a changing operating environment.
10I. Challenges ahead
In August 2016, the Victorian Government announced a new suite of reforms to the commercial
passenger vehicle market to introduce Australia's first fully open and competitive commercial
passenger vehicle regulatory model, which will put users first. The government’s reforms are a
response to the significant changes in technology, consumer preferences and industry structure that
currently characterise this sector. The reforms will bring taxi and hire car services (both new and
traditional) under an aligned set of rules for the first time; introduce fare flexibility for taxis; reduce
operating restrictions and drive competition and innovation.
Providers of commercial passenger vehicle booking services will be made responsible for safety and
service delivery, and vehicle licensing requirements will be replaced with a simpler vehicle registration
process, making it easier for service providers to enter and exit the industry.
The legislative changes are of considerable complexity and for this reason, are to be introduced in
two tranches.
• The first tranche passed establishing the legislative framework comprising the core
components of a new Commercial Passenger Vehicle Industry Act and a schedule of
amendments to current transport legislation.
• The second tranche will comprise an amending bill that adds the essential provisions needed
for regulating the industry into the future and will introduce the proposed safety duties to apply
to all key participants in the industry.
The TSC has already commenced work on the government’s challenging reform agenda. While the
legislative framework will be introduced over the next two years, the TSC’s changes to its regulatory
practice and the implementation of these legislative changes will extend into the years ahead.
Changes in the nature and range of available point-to-point transport services have raised community
awareness as well as expectations. The commercial passenger vehicle industry will continue to face a
number of challenges primarily driven by technological transformation—in particular market
disruptions driven by the rise of sharing economy; providing point-to-point services in new growth
areas; and, new vehicle technology. The TSC will need to become more proactive in understanding
the major drivers of change to respond to, and accommodate, an evolving environment. As reform
continues to be implemented, the TSC will need to be prepared to critically review and improve
organisational activity at all levels.
From 1 July 2016, the National Disability Insurance Scheme (NDIS) began its roll-out to regions
across Victoria. The full roll-out will take place over the next three years and may change the way
some MPTP user's taxi trips are funded. The TSC is committed to ensuring that the point to point
transport needs of people with a disability continue to be met. It is working with the Victorian
departments, and the National Disability Insurance Agency to ensure a smooth transition for all MPTP
members who become participants in the NDIS.
The TSC has an important role in collecting, analysing and publishing industry performance and
safety information to identify opportunities for improvement, inform passengers’ choice. The challenge
will be to ensure that the data from the industry is available and our digital systems are able to meet
future demands.
11Key Challenges for the TSC Strategic Relevant
Objectives Risks*
Meeting the Minister and government’s expectations by implementing new
government policy and legislation that changes the commercial passenger
1, 2, 4 1, 2, 5
vehicle industry and responds to emergent technological developments from
outside of the traditional industry.
Improving the level of public confidence in the industry and the TSC, and
taking up the TfV focus on putting the user at the centre of all we do, through
2, 3, 4 1, 2, 3
targeted stakeholder engagement and tailoring services to those most in need.
The TSC must also ensure it regulates in the public interest.
Contributing to a safe and service-oriented industry, through robust regulatory
systems and processes, and ongoing scrutiny of industry participant capacity 1, 2, 3 1, 3, 5
and practices.
Reducing criminal activity within the industry by investigating and prosecuting
1, 4 1, 4, 5
fraud and other allegations of offences.
* Refer next section
J. Approach to risk management
The TSC has adopted a Strategic Risk Management Framework in line with AS/NZS ISO 31000:2009
Risk Management - Principles and Guidelines, appropriate for a statutory authority. The framework
meets the Victorian Government Risk Management Framework requirements released in March 2015.
The TSC regularly reviews its causes of risk and the nature and value of possible consequences in its
changing operating environment. The TSC’s approach to risk management includes improving its
preventative controls and their effectiveness; and identifying and implementing treatments to address
its key challenges and realise its strategic objectives over time.
The following high-level strategic risks summarise the events, which the TSC considers would have
the greatest impact during the period of this corporate plan. The uncertainty regarding the legislative
changes and implementing these changes are covered in strategic risks 1 and 2.
Strategic Risk Likelihood* Consequence*
1. TSC implementation of a service, initiative or other requirement does
Almost certain Major
not meet statutory, safety or other key standards.
2. The TSC does not identify or respond effectively to emerging changes. Almost certain Moderate
3. There is a serious breakdown in working relationship(s) with a partner or
Almost certain Moderate
key stakeholder.
4. TSC employees are threatened or harmed in the performance of their
Almost certain Moderate
duties.
5. There is a disruption to TSC operations or systems. Likely Moderate
6. A significant and extended gap in TSC capability or capacity occurs. Almost certain Major
* Following risk analysis conventions, the highest likelihood and consequence ratings are identified for each risk.
121. Facilitate safe commercial passenger vehicle
services
The TSC will implement this objective by:
• identifying and addressing risks to the safety of drivers and passengers
• developing a regulatory framework that is consistent with the government’s proposed
legislative reforms
• empowering the commercial passenger vehicle industry to put safety at the forefront of their
business model
service provider knowledge, skills and practices are recognised as critical, and
service providers will be accountable for safety of drivers and services.
The TSC will implement a risk-based approach to regulation that prioritises the facilitation of safe
services. A key component of this will be in re-aligning the TSC’s compliance activities with proposed
changes to the regulatory framework. In addition to working with industry to create appropriate codes
of practice and education materials; the TSC will need to develop new compliance systems and
support staff with appropriate training.
The safety of passengers will be strengthened by the accreditation of all drivers, which involves police
checks. Providers of commercial passenger vehicle services will be held to account for driver training,
safety and education.
The TSC monitors public confidence in services through market research and will continue to promote
the results to industry to facilitate safe services.
Safety outcomes will continue to be a key focus of the TSC’s business activities, and will be
supported by legislation and systems that hold the industry to account.
Outcomes sought by 2020–21
• Commercial passenger vehicle service providers are accountable for safe and reliable
services
• Services meet minimum safety standards and customer expectations.
• TSC compliance and enforcement strategies are consistent with the new legislative
framework
Major commitments and initiatives
Due
Commitment /Initiative 2017–18 2018–19 2019–20 2020–21
Update the Public Register incorporating new
Jun 18 - - -
legislative changes.
Implement legislative changes to the commercial
Ongoing Dec 18 - -
passenger vehicle regulatory framework.
Develop new processes and procedures to align with
Ongoing Dec 18 - -
the legislative environment.
13Due
Commitment /Initiative 2017–18 2018–19 2019–20 2020–21
Monitor safety of commercial passenger vehicle
Ongoing Ongoing Ongoing Ongoing
services.
Prepare and provide legal and strategic advice to
Ongoing Ongoing Ongoing Ongoing
support the TSC’s regulatory functions.
Identify issues from investigation and prosecute
industry participants, delivering justifiable and Ongoing Ongoing Ongoing Ongoing
consistent outcomes in all matters.
Conduct internal reviews of infringements and other
Ongoing Ongoing Ongoing Ongoing
decisions allowable under legislation.
Conduct audit and inspections to ensure that service
providers are accountable for meeting the required Ongoing Ongoing Ongoing Ongoing
standards.
Assess applications, issue and renew accreditation
Ongoing Ongoing Ongoing Ongoing
to provide commercial passenger vehicle services.
Perform partnered compliance and enforcement
operations with other agencies where they improve Ongoing Ongoing Ongoing Ongoing
efficiency and effectiveness.
Performance indicators
Performance Unit of Result Target
Indicator measure
2015-16 2016–17 2017–18 2018–19 2019–20 2020–21
Taxi services
online customer
Maintain
rating: safety and Score 67.8 69.7 69.7 69.7 Improve
improvement
comfort of
journeys*
*The TSC will measure results for these indicators through its Customer Satisfaction Monitor, which involves an online survey
of commercial passenger vehicle passengers across Victoria by a contracted market research company. Results are reported
every 6 months.
The TSC will develop more appropriate and informative performance indicators over time to align with requirements of the new
regulatory environment.
142. Enable competition and encourage innovation in
commercial passenger vehicle services
The TSC will implement this objective by:
• planning for and managing the effective and efficient implementation of the Commercial
Passenger Vehicle Industry Act 2017 and subsequent legislative changes to:
reduce the cost and complexity of requirements for prospective and existing industry
participants to enter and compete in the market, and
reduce regulatory obligations that restrict innovation by service providers who might offer
differentiated services or services with different fare structures.
• providing consumers with better access to information about the range, quality and price of
services in a new regulatory environment.
The TSC will also implement any future legislative initiatives, which currently include a proposal to
monitor trends in fares for commercial passenger vehicle services.
Outcomes sought by 2020–21
• Commercial passenger vehicle service providers are able to scale their services (up and
down) to meet fluctuating demand.
• Consumers use the increased range of services offered by the commercial passenger vehicle
industry.
• Government and industry stakeholders are well informed about the level of competition and
the effectiveness of innovation in services.
• Government and industry stakeholders have a positive view of the TSC’s contribution to
enabling competition and innovation.
• Industry participants receive independent recognition for their provision of innovative, high
quality services.
Major commitments and initiatives
Due
Commitment /Initiative 2017–18 2018–19 2019–20 2020–21
Develop more useful and informative methods for
Ongoing Dec 18 - -
evaluating competition and innovation in services.
Review and improve online facilities to enable
Ongoing Jun 19 - -
modern efficient service delivery.
Implement legislative reforms to improve services for
Ongoing Ongoing Jun 20 -
the community.
Conduct research, and publish and promote good
commercial passenger vehicle industry practices Ongoing Ongoing Ongoing Ongoing
and customer behaviours.
Monitor and report on satisfaction of customers with
Ongoing Ongoing Ongoing Ongoing
services across Victoria.
Provide data analysis and reports to DEDJTR and Ongoing Ongoing Ongoing Ongoing
other government agencies on industry
15Due
Commitment /Initiative 2017–18 2018–19 2019–20 2020–21
performance.
Performance indicators
Performance Unit of Result Target
Indicator measure
2015-16 2016–17 2017–18 2018–19 2019–20 2020–21
Taxi services
online customer
rating: overall Maintain
Score 61.4 62.1 61.0 61.0 Improve
satisfaction in improvement
metropolitan
Melbourne*
Taxi services
online customer
Maintain
rating: overall Score 72.7 74.1 72.8 72.8 Improve
improvement
satisfaction in
regional Victoria*
* The TSC will measure results for these indicators through its Customer Satisfaction Monitor, which involves an online survey
of commercial passenger vehicle passengers across Victoria. Results are reported every 6 months.
The TSC will develop more appropriate and informative performance indicators over time to align with requirements of the new
regulatory environment.
.
163. Promote commercial passenger vehicle services
that support social and economic inclusion
The TSC will implement this objective by:
• administering subsidy and incentive schemes to improve transport options for people with a
disability
• working with government and other partners to identify and address gaps in services and
• working with government to support the role and work of the future accessibility
commissioner.
Outcomes sought by 2020–21
• Members of the Multi-Purpose Taxi Program (MPTP) are satisfied with the commercial
passenger vehicle services they receive.
• Passengers living or working in communities under-serviced by public transport increase their
use of services offered by the commercial passenger vehicle industry.
• Subsidy and incentive schemes improve services for people with a disability.
• Government and industry stakeholders are well informed about service gaps in the context of
the commercial passenger vehicle market.
• Closer engagement by the TSC with the disability and disability transport sectors.
Major commitments and initiatives
Due
Commitment /Initiative 2017–18 2018–19 2019–20 2020–21
Contribute to the comprehensive review of
accessible point-to-point transport services led by Jun 18 - - -
TfV (DEDJTR).
Implement the outcomes of the TfV (DEDJTR)
- Ongoing Ongoing Ongoing
accessibility review.
Work with the lead Victorian government agencies to
establish the National Disability Insurance Scheme Ongoing Ongoing Ongoing Ongoing
in Victoria.
Implement the determination on fares by the
Ongoing Ongoing Ongoing Ongoing
Essential Services Commission.
Receive and investigate MPTP fraud allegations and
Ongoing Ongoing Ongoing Ongoing
other industry related crime.
Assess applications and issue membership of the
Ongoing Ongoing Ongoing Ongoing
MPTP for eligible people with disabilities.
Administer subsidised commercial passenger
vehicle trips through the MPTP. Maintain reciprocal
Ongoing Ongoing Ongoing Ongoing
administrative arrangements with other Australian
states.
Maintain engagement with MPTP members and
Ongoing Ongoing Ongoing Ongoing
representatives of the disability services sector.
17Performance indicators
Performance Unit of Result Target
Indicator measure
2015-16 2016–17 2017–18 2018–19 2019–20 2020–21
Average wait time
for conventional
Maintain
taxis booked to minutes 9.6 9.9 9.6 9.2 Improve
improvement
arrive at peak
periods of demand
Average wait time
for wheelchair
accessible taxis
minutes 27.8 26.4 28.0 26.5 Improve Improve
booked to arrive at
peak periods of
demand
Over time the TSC will develop more useful measures of social and economic inclusion to align with requirements of the new
regulatory environment.
184. Be an effective and adaptive regulator
The TSC will achieve this objective by:
• implementing the Commercial Passenger Vehicle Industry Bill 2017 and subsequent
legislation
• cascading TfV strategic direction across sector transport agencies and aligning governance
frameworks
• implementing an adaptive regulatory practice program that is risk and outcomes focussed,
and enhances the TSC's use of evidence, monitoring and evaluation
• improving the TSC’s environment scanning capability and collaboration with other regulators
to more quickly identify emerging trends, risks and harms, and
• matching our capability to the delivery of our objectives.
Outcomes sought by 2020–21
• TSC leadership demonstrate best practice in actively engage the broader workforce to review,
develop and live the TSC's organisational values in work performance and behaviour.
• The TSC will have an approach to regulation that is adaptive, and driven by risk and
outcomes and consistent with the legislative framework.
• The TSC regulatory and operating model will put the user at the centre of its regulatory
practice to ensure its regulatory activities create public value.
• Every TSC employee delivers their contribution to the TSC's business plan by working with
their identified partners (internal and external) and to the satisfaction of management and
customers (internal and external).
• TSC provides a safe and flexible workplace environment that attracts, develops and retains a
valued workforce that is highly skilled, experienced and knowledgeable.
Major commitments and initiatives
Due
Commitment /Initiative 2017–18 2018–19 2019–20 2020–21
Develop a TSC stakeholder engagement strategy. Dec 17 - - -
Develop and implement an adaptive workforce plan
that provides people with the right skills to navigate a Jun 18 - - -
changing environment.
Develop a regulatory model for the TSC’s future risk-
based approach to regulating the commercial Jun 18 - - -
passenger vehicle industry.
Continuously improve the TSC’s regulatory model
for operating and partnering to support better Jun 18 Ongoing Ongoing Ongoing
services and more effective use of resources.
Improve the TSC’s data management and reporting
to enhance the available evidence base for decision Jun 18 Ongoing Ongoing Ongoing
making.
Develop the TSC’s people to create an engaged and
Ongoing Jun 19 - -
high performing workforce.
19Due
Commitment /Initiative 2017–18 2018–19 2019–20 2020–21
Ensure that TSC employees are well informed of
developments including in the taxi and hire car
Ongoing Ongoing Ongoing Ongoing
industry and new or amended government
requirements.
Develop and maintain a risk management framework
Ongoing Ongoing Ongoing Ongoing
to government standards.
Performance indicators
Performance Unit of Result Target
Indicator measure
2015-16 2016–17 2017–18 2018–19 2019–20 2020–21
Percentage of
employees per cent 17.0 10.0** 10.0 9.5 9.5 9.5
departing per year*
Number of
Occupational
Health and Safety number 7 6 6 6 6 6
Committee
meetings per year
*The TSC will measure results for these indicators through internal analysis of TSC human resources data and advice from
TSC Finance.** This result will be able to be confirmed at a later stage.
Over time the TSC will develop more useful measures of its effectiveness and adaptability as a regulator to align with
requirements of the new regulatory environment.
20Appendix 1: Financial statement and forward plan
Accounting Policy
TSC prepares its financial statements in accordance with the Financial Management Act 1994 (FMA), applicable
Australian Accounting Standards (AAS) which include interpretations, issued by the Australian Accounting Standards
Board (AASB) and the requirements of the Transport Integration Act 2010 (TIA).
Operating Statement - as per current approved forward estimates to 2020-21
2016-17 2017-18 2018-19 2019-20 2020-21
Actual Forecast Forecast Forecast Forecast
$000 $000 $000 $000 $000
CONTROLLABLE TRANSACTIONS
Income from transactions
Grant Contributions from Victorian Government (i) 95,679 433,905 95,640 99,783 104,061
Services Received Free Of Charge 623 625 625 625 625
Interes t Income 137 88 88 88 88
Total income from transactions 96,439 434,618 96,353 100,496 104,774
Expenses from Taxi Program transactions
Multi Purpose Taxi Program (MPTP) (ii) 66,145 67,417 57,965 73,463 77,136
NDIS Subs idy (iii) - 5,000 12,000 - -
Legal Centres 89 - - - -
Taxi Safety Ranks (iv) (219) 243 - - -
Total expenses from Taxi Program transactions 66,015 72,660 69,965 73,463 77,136
Expenses from Other Operating transactions
Salary & Related Cos ts 14,209 14,619 15,038 15,471 15,916
TII Reform Costs 1,107 - - - -
CPV Next (v) 5,506 336,688 557 294 -
Interes t Paid 6 11 11 11 11
Other Operating Cos ts 8,358 9,452 9,594 10,069 10,522
Capital Ass et Charge 1,100 1,100 1,100 1,100 1,100
Total expenses from Other Operating transactions 30,287 361,870 26,300 26,945 27,550
Total expenses from all controllable transactions 96,302 434,530 96,265 100,408 104,686
Net result from controllable transactions 137 88 88 88 88
NON-CONTROLLABLE TRANSACTIONS
Expenses from Other Non-Controllable transactions
Depreciation & Am ortisation 5,092 3,642 3,049 2,123 1,321
Total expenses from Other Non-Controllable transactions 5,092 3,642 3,049 2,123 1,321
Total expenses including depreciation and amortisation 101,394 438,172 99,314 102,531 106,007
Net result including non-controllable transactions (4,955) (3,554) (2,961) (2,035) (1,233)
21Comments:
(i) The 2017-18 Financial Year Forecast includes the following:
• approved funding for Commercial Passenger Vehicle Reforms for $153.311 million for
Transition Assistance Payments.
• Approved carryover of $2.800milliion by the Expenditure Review Sub-Committee (ERSC)
• $0.409 million approved release from contingency to fund increased processing demands
associated with increased transaction volumes.
In addition the following requests for carryovers and reinstatements have been included:
• Transitional Assistance Payments $178.401 million
• Taxi Safety Ranks $0.243 million
• Implementation Funding $1.767 million
• Rideshare - Disability $1.284 million
(ii) This amount equals funding for the MPTP scheme and approved budget of $4.5 million for Rideshare -
Disability identified in comment (i) above, less the proposed NDIS subsidy amount identified in comment
(iii) below.
(iii) These amounts are referencing the Bilateral Agreement between the Commonwealth and Victoria -
Transition to a National Disability Insurance Scheme, 16 September 2015.
(iv) As per comment (i) above the following request for carryover has been included:
• Taxi Safety Ranks $0.243 million
(v) As per comment (i) above the following requests for carryovers and reinstatements has been included:
• Transitional Assistance Payments $178.401 million
• Implementation Funding $1.767 million
22Capital Expenditure - as per current approved forward estimates to 2020-21
2016-17 2017-18 2018-19 2019-20 2020-21
Actual Forecast Forecast Forecast Forecast
$000 $000 $000 $000 $000
Expenses from transactions
Victorian Taxi Management System (VTMS) - - - - -
Taxi Meter functionality, Opt out of NSP, Business Process
- - - - -
and Project Management
MPTP System Review - 528 - - -
WAT Central Booking Services System Review - 76 - - -
CPV Next 449 3,491 - - -
Total expenses from transactions 449 4,095 - - -
23Balance sheet as per current approved forward estimates to 2020-21
2016-17 2017-18 2018-19 2019-20 2020-21
Actual Forecast Forecast Forecast Forecast
$000 $000 $000 $000 $000
Assets
Financial assets
Cash and deposits 1,819 3,303 3,630 4,117 4,604
Receivables 6,618 5,621 5,781 5,781 5,781
Total financial assets 8,437 8,924 9,411 9,898 10,385
Non-financial assets
Prepayments 236 242 248 254 260
Property, plant and equipment 1,936 1,085 428 457 599
Intangible assets 4,682 5,918 3,617 1,580 345
Total non-financial assets 6,854 7,245 4,294 2,291 1,204
Total assets 15,291 16,169 13,705 12,189 11,589
Liabilities
Payables 4,903 5,776 6,236 6,994 7,494
Vehicle Finance Lease Borrowings 282 336 298 276 330
Employee Benefits Provisions 2,951 3,025 3,100 3,178 3,257
Provision for Dismantling Property, plant and equipment 959 295 295 - -
Total liabilities 9,095 9,432 9,929 10,448 11,081
Net assets 6,196 6,737 3,776 1,741 508
Equity
Contributed Capital 23,779 27,874 27,874 27,874 27,874
Accumulated Funds (17,583) (21,137) (24,098) (26,133) (27,366)
Net worth * 6,196 6,737 3,776 1,741 508
* A letter of support is obtained from DEDJTR each financial year as an assurance to continue to receive sufficient funding via grant
contributions to cover TSC's contractual commitments as and when they fall due.
24Cash flow statement - as per current approved forward estimates to 2020-21
2016-17 2017-18 2018-19 2019-20 2020-21
Actual Forecast Forecast Forecast Forecast
$000 $000 $000 $000 $000
Cash flows from operating activities
Receipts
Proceeds from grant contributions by Victorian Government 93,505 434,902 95,480 99,783 104,061
Goods and Services Tax recovered from the ATO (net) 7,615 41,880 8,012 8,383 8,766
Interest received 137 100 100 100 100
Total receipts 101,257 476,882 103,592 108,266 112,927
Payments
Payments to suppliers, employees and grant recipients (97,681) (143,587) (103,166) (107,680) (112,341)
Payments to licence holders (3,584) (331,712) - - -
Interest paid (6) (11) (11) (11) (11)
Total payments (101,271) (475,310) (103,177) (107,691) (112,352)
Net cash flows from operating activities (14) 1,572 415 575 575
Cash flows from investing activities
Payments for intangible assets (446) (4,095) - - -
Proceeds from disposals of property, plant and equipment 37 86 42 49 86
Net cash flows used in investing activities (409) (4,009) 42 49 86
Cash flows from financing activities
Proceeds from capital grant contributions by Victorian Government - 4,095 - - -
Repayments of finance lease liabilities (117) (174) (130) (137) (174)
Net cash flows used in financing activities (117) 3,921 (130) (137) (174)
Net decrease in cash and cash equivalents (540) 1,484 327 487 487
Cash and cash equivalents at the beginning of the year 2,359 1,819 3,303 3,630 4,117
Cumulative cash and cash equivalents at the end of each year 1,819 3,303 3,630 4,117 4,604
25Appendix 2: Our commitment to government
As part of the TSC’s accountability to the Victorian Government, the following targets have been set for 2017-18 and
are listed in the Victorian Government Budget Paper No. 3, Service Delivery under the ‘Taxi and Hire Vehicle Services’
and ‘Transport Safety, Security and Emergency Management’ outputs.
The TSC has responsibilities to support DEDJTR outputs for improving safety on Victoria’s public transport and
improving accessibility to the transport system.
New performance measures added for 2017–18 will have ‘nm’ (new measure) instead of results for the previous year.
Budget output: Taxi and Hire Vehicle Services
Unit of 2017–18 2016–17 2016–17
Performance measures
measure Target Target Result
Quantity
number
Multi-Purpose Taxi Program: trips subsidised 4,450 4,450 4,790
(‘000)
Multi-Purpose Taxi Program: wheelchair and scooter lifting number
950 950 1,039
fees paid (‘000)
Taxi and hire vehicle complaints and other feedback
number 3,450 3,450 2,776
assessed, investigated and closed*
Taxi and hire vehicle compliance and enforcement
number 19,200 19,200 19,818
interventions
Average occupancy rate of metropolitan taxis in
per cent 29.0 31.0 28.0
December (period of high service demand)
Average occupancy rate of metropolitan taxis in June
per cent 26.0 28.0 25.6
(period of low service demand)
Quality
Taxis and hire vehicles conform to safety and quality
per cent 83.0 82.0 81.1
standards
Average wait time for conventional taxis booked to arrive
minutes 9.6 9.2 9.9
at peak periods of demand
Average wait time for wheelchair accessible taxis booked
minutes 28.0 29.0 26.4
to arrive at peak periods of demand
Taxi services online customer rating: overall satisfaction in
score 61.0 60.4 62.1
metropolitan Melbourne
Taxi services online customer rating: overall satisfaction in
score 72.8 72.3 74.1
regional Victoria
Taxi services online customer rating: safety and comfort of
score 69.7 69.7 69.7
journeys
Timeliness
Commercial passenger vehicle service complaints and
intelligence reports investigated and closed within 45 per cent 85.0 nm nm
days.
Taxi and hire vehicle: calls to the Taxi Services per cent 56.0 54.0 61.5
26Unit of 2017–18 2016–17 2016–17
Performance measures
measure Target Target Result
Commission call centre answered within 20 seconds
Budget output: Transport Safety, Security and Emergency Management
Unit of 2017–18 2016–17 2016–17
Performance measures
measure Target Target Result
Timeliness
Multi-Purpose Taxi Program: applications assessed and
per cent 97.0 97.0 93.7
completed within 14 days
Taxi, hire vehicle and other commercial passenger vehicle
per cent 85.0 85.0 66.0
licence applications processed within 14 days
Road vehicle and driver regulation: new and renewed
driving instructor authority applications processed within per cent 85.0 85.0 90.0
14 days
New and renewed taxi, hire vehicle and bus driver
per cent 85.0 85.0 93.0
accreditation applications processed within 14 days
* The TSC has requested that this measure be discontinued. The outcome of this request will not be determined before the start of
the financial year.
27You can also read
