1996/97 STATE TRANSIT ANNUAL REPORT
Report on Operations Part 2
Customer Service
All State Transit staff have now completed customer service training and the induction program includes a customer service component.
Specific programs to improve customer service were implemented:-
- a new bus network map was produced in 1996/97 and its distribution expanded,
- credit card facilities were made available at ticket selling windows at Circular Quay and Manly,
- renovations were completed at Circular Quay to provide portable ticket offices, and
- public address systems were installed at nine remote wharves to keep customers informed of changes to services. The system was installed at Rose Bay, Darling Harbour, Wolseley Street Drummoyne, Gladesville, Chiswick, Abbotsford, Charles Street Parramatta, John Street Rydalmere and Meadowbank.
Internal and external reviews
To better meet customer needs, State Transit completed a number of internal service reviews in 1996/97, including:-
- Northern Beaches bus services,
- Ryde bus services,
- Kingsgrove bus services,
- Epping Road bus services,
- Port Botany bus services,
- Randwick bus services,
- Parramatta River ferry services,
- Watsons Bay/Rose Bay ferry services,
- Darling Harbour ferry services, and
- Manly JetCat services.
Community consultation was undertaken as a key part of all reviews. For a full list of service changes click here.
Safety
To address the issue of staff and passenger security, a number of programs have been implemented:-
- Operation Bus Stop in which buses are randomly patrolled by officers of the NSW Police Service,
- trial of "set down on request" services,
- completion of door safety upgrade program,
- trial of security cameras,
- investigation of security screens, and
- installation of extra lighting and video surveillance on wharves at Circular Quay.
A violence prevention strategy is also under development which will incorporate a profile of the risk of violence against employees and details of existing strategies for the prevention and management of workplace violence.
Key new features of the strategy will be a policy and management framework for the prevention of workplace violence, a plan for the development, implementation and evaluation of the management framework and written procedures for critical incident management.
Accessibility
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The first fully accessible bus service was introduced in the Rockdale area. |
State Transit is committed to making its services more accessible in line with the draft National Accessibility Standards for public transport. A number of programs were implemented to improve accessibility:-
- the tenth fully wheelchair accessible bus was put in service,
- 192 fully wheelchair accessible buses are on order,
- the new bus contract will introduce a further 300 fully accessible buses over the next five years,
- new wider vessel gangways are being trialed,
- ramps were replaced at Mosman Wharf to ensure access for disabled, and
- ferry gang planks at Newcastle wharves were improved to provide better access.
Ensuring services are accessible to the less mobile members of the community does have a cost. Each fully accessible bus is $30,000 more expensive than higher floor buses with no ramps. The new buses together with the other measures detailed above cost around $2.7 million to implement in 1996/97. It should be noted that, at this stage, State Transit is the only NSW operator committed to an accessible fleet.
Environmental Issues
State Transit has an Environmental Management System which is being improved through ongoing monthly reports, compliance reviews and ensuring corrective actions are completed within an agreed timeframe.
Specific environmental initiatives during the year included:
- participation in the Diesel Emission Reduction Project with the Environment Protection Authority and the Roads and Traffic Authority,
- development of a video for promotion of the environmental benefits of buses and ferries and the use of alternative fuels such as Compressed Natural Gas and diesohol,
- development of a bus advertising program promoting the environmental benefits of public transport, particularly buses and ferries,
- involvement with the NRMA Clean Air 2000 team in development of a promotional campaign to highlight the role of public transport as a solution to air pollution, and
- a program of training key staff in emergency procedures.
In addition, the following projects were undertaken to reduce environmental risk factors:
- acoustic treatment at Willoughby Depot to reduce noise transmission to neighbouring properties,
- upgrading of Trade Waste Treatment Plant at Balmain Shipyard to avoid contaminants entering the harbour,
- installation of additional trade waste facilities at Ryde Depot to protect Buffalo Creek,
- renewal of fuel delivery lines at Port Botany Depot,
- installation of a stormwater penstock valve at Waverley Depot to eliminate the possibility of contaminants entering the stormwater system, and
- replacement of roofs containing asbestos at Brookvale and Hamilton Depots.
Risk Management and Insurance
State Transit manages its risks through risk management strategies and the Integrated Insurance program.
Risk management programs through 1996/97 included:
- wharf ownership and maintenance,
- impact of RiverCat wash on foreshores,
- security of revenue collection processes,
- safety measures on school buses,
- accident review processes, and
- bus refurbishment
State Transit continued to cover insurable risk at catastrophe level by obtaining insurance for general property, consequential loss, general and marine liability and personal injury.
The cost of Compulsory Third Party (CTP) insurance has increased by $7.2 million over the last year. State Transit will be working to reduce this cost through implementing strategies to reduce the number of accidents.
Technology
State Transit has continued to implement new technology to improve information processing and analysis, ticketing systems and customer service. Achievements in the technology area for 1996/97 included:-
- implemented new accounts payable system to achieve improved integration with other financial systems,
- completed the development of electronic data interchange,
- awarded tender to replace the automated fare collection for ferries at Manly and Circular Quay,
- implemented a new voice and data communication network to save over $100,000 per annum,
- committed to expanding the HASTUS scheduling system which will provide State Transit with a state-of-the-art scheduling and rostering system,
- implemented access to the Internet, and
- enhanced the bus automatic fare collection system to process time-based ticketing in Newcastle.
Our Staff
Employee Attitude Survey
The Employee Attitude Survey which was carried out in late 1996, provided a clear 'snapshot' of State Transit's strengths and weaknesses as seen by staff.
A comparison of the employee attitude survey results to the previous survey in 1994 shows that there have been improvements in most areas.
However, in some areas, especially process related areas, there is still some way to go. Importantly, the message about the organisation's direction is better understood now than it was in 1994.
An important part of the Employee Attitude survey was the recommendations for action. These have been discussed with the unions and consultative committees in each workplace, and now form a key part of the operations of each consultative committee and peak council.
Work/Family Survey
A Work/Family Survey carried out in 1996 was based on the principle of better balancing employees' work and personal responsibilities to achieve benefits such as reduced absenteeism, improved employee retention and superior performance through better employee motivation and commitment.
The survey found a high level of family commitments among State Transit staff, for both children and elderly relatives. On average, State Transit employees take 2 days off per year for family related reasons - a wage/salary cost of approximately $3.2 million.
More than half of these absences related to dependant care responsibilities.
As a result of the survey a range of strategies to further improve the balance between work and private commitments of staff are being evaluated.
Equal Employment Opportunity
State Transit is fully committed to its responsibilities as an Equal Opportunity employer, a service provider and a stakeholder in a diverse community.
To further improve the equality of employment opportunity within State Transit, the key strategies proposed for the coming year include:
- ensuring that job recruitment and selection are based solely on merit, by identifying job competencies for identified positions and implementing an evaluation process based on those competencies,
- continuing to cross-reference State Transit's Equity/Diversity Management Plan with the Principles of Cultural Diversity,
- ensuring that State Transit's proposed new Human Resources Information System will accommodate better, more complete EEO information,
- continuing to address the needs of NESB employees through the Induction Program,
- continuing to ensure that all training maximises staff understanding of the value of diversity,
- continuing to address diversity and other equity issues through each Business Unit's Management Plan,
- implementing further programs to ensure a discrimination free workplace, such as the Contact Officer Network and audio tape information to staff,
- implementing a pilot program to extend the provision of religious and contemplative retreat space within workplaces, and
- reviewing all safety and other signage to optimise its clarity to NESB employees.
State Transit participated in the Government's Women in Transport taskforce in 1996/97.
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State Transit recognises that women are under represented in its workforce and management is committed to increasing the representation of women at all levels in the organisation - already the representation of women in the highest salary band has increased from zero in 1995/96 to three in 1996/97. |
A number of initiatives are being implemented to increase the employment application and recruitment rates of women, continue to breakdown structural and cultural barriers that prevent women from considering State Transit as an employer of choice and promote career development opportunities for existing female employees.
Initiatives include:-
- increasing flexibility in hours of work and utilisation of part time work,
- piloting job sharing arrangements,
- enhancing flexible leave arrangements,
- educating employees on discrimination and harassment,
- piloting a mentoring program,
- improving the public image of bus operating, and
- continuing to support the Spokeswomen Program and Public Sector Women's Network.
Occupational Health and Safety
Extensive training programs were conducted in Occupational Health & Safety (OH&S) areas including manual handling, OH&S Quality System and hepatitis facts. Programs were delivered at two levels - manager and supervisory responsibilities and staff procedures. There is a continuing improvement in State Transit's OH&S performance, with trends for total days lost, average days lost per lost time injury and per employee and the number of workers' compensation claims all improving.
There has been a decrease in both the number of lost time injuries and the average days lost for such injuries, despite the 4.9% increase in the number of full time equivalent employees from 4,101 in June 1996 to 4,303 in June 1997.
Days lost & workers compensation claims
Personnel Policies
A new salary structure and performance management system has been implemented for all senior officers in State Transit (140 employees). The previous service related salary structure has been replaced with a salary structure which provides for increases to be applied, based on assessment of performance against pre-established targets and objectives. The first increase was successfully applied from 1 July 1996.
In 1996/97 State Transit participated in a human resource benchmarking program to measure the effectiveness of its people related indicators. This program allows State Transit to measure its performance against industry generally, the private and public sectors.
State Transit's performance is better than industry average in several areas, including, recruitment costs, human resources expenditure and total terminations. However, the areas where most improvement is required are preventative occupational health and safety, average time lost rates and unscheduled absences.
Over the next year State Transit will examine these areas in closer detail and develop programs to improve performance.
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