ACHIEVEMENTS STRATEGIC OBJECTIVE ONE Facilitate safe commercial passenger vehicle services INTERNAL REVIEWS OF ADMINISTRATIVE LEGAL DECISIONS FINALISED. SUMMARY AND INDICTABLE PROSECUTIONS COMPLETED. 14,310 NEW DRIVER ISSUED. TAXI OPERATOR AUDITS COMPLETED. STRATEGIC OBJECTIVE TWO Enable competition and encourage innovation in commercial passenger vehicle services % OF TAXI, HIRE CAR AND BUS DRIVER, ACCREDITATION APPLICATIONS PROCESSED 3060 EDUCATIONAL WITHIN 14 DAYS. TARGETING UNACCREDITED DRIVERS.
FUNCTIONS The TSC’s focus is on a strong and vibrant commercial passenger vehicle industry that is customer focused, safe, accessible and competitive. In 2016–17, the key functions of the TSC included: administering licensing, accreditation and other requirements imposed on industry participants administering the Multi Purpose Taxi Program (MPTP) administering the country and regional Wheelchair Accessible Taxi (WAT) Vehicle Subsidy Scheme to maintain and improve services for people with disabilities administering grants to local councils to improve taxi ranks developing and implementing operational policy assisting the Head, TfV in developing strategic policy and legislation receiving and dealing with complaints relating to the operation and performance of the industry monitoring the industry to ensure compliance with relevant legislation and regulations liaising and communicating with consumers and the industry implementing a broad range of commercial passenger vehicle industry reforms working with the Head, TfV to identify and reduce red tape impacting on the industry. TAXISERVICESCOMMISSION ANNUAL REPORT 2016–17 17
COMMISSIONERS Commissioners were first appointed to the Taxi Services Commission on 26 May 2013 under the Transport Integration Act 2010. The Commissioners’ role is to ensure that the Taxi Services Commission its objectives and performance targets. They govern the way the TSC operates, setting the strategic directions, governance, and risk management activities on behalf of the Minister. The current commissioners commenced their terms on 1 August 2016. YEHUDI BLACHER PSM (CHAIR) B.A. (Hons), M.A. Yehudi Blacher has over thirty years’ experience in a variety of senior roles in the Victorian Public Service. From 2002 to 2011 Yehudi was the Secretary of the Departments of Planning and Community Development, and Victorian Communities. He also held Deputy Secretary level roles in the Departments of Premier and Cabinet, Human Services and Infrastructure and Housing. Yehudi is currently Deputy VicTrack and a Deputy Chancellor at Monash University. He is also an honorary Professorial Fellow in the School of Social and Political Sciences, Melbourne University, and a National Fellow, Institute of Public Administration Australia.
JANET DORE B.App.Sc. (Planning), MBA, FAICD Dore held senior executive roles in local government as Chief Executive Officer of the Cities of Ballarat and Newcastle NSW, and was the Chief Executive Officer of the Transport Accident Commission from 2008 until her retirement in 2015. In October 2015, she was appointed as Chair Committee for Ballarat. Currently on the of Central Highlands Water, M.A.D.E and the Geelong Authority, Janet is an experienced Board Director. Her previous board experience has included nib Health Funds, Newcastle Airport, Institute for Safety Compensation and Recovery Research, and Residential Independence Ltd. Janet holds an Masters of Business Administration from Deakin University and is a Fellow of the Australian Institute of Company Directors MONIQUE CONHEADY B.Eng. (Hons), B.A. (Hons) Monique Conheady is an experienced entrepreneur and marketer. She founded the car-share business Flexicar, which she sold to in 2010. In 2009, she was awarded the Victorian Telstra Business Private Sector Award. She is also a recipient of a Churchill Fellowship and is an Australia Day Ambassador. Monique is currently Chair of the Moreland Energy Foundation Limited, a Director with the Victorian Responsible Gambling Foundation, and a member of the Environment Protection Authority Advisory Board. Monique holds a Bachelor of Engineering and Bachelor of Arts from the University of Melbourne, is a graduate of the Australian Institute of Company Directors and a Centre for Sustainability Leadership Fellow. Commission meeting attendance Yehudi Blacher 11 of 11 Janet Dore 11 of 11 Monique Conheady 11 of 11 TAXISERVICESCOMMISSION ANNUAL REPORT 2016–17 43
EXECUTIVE AARON DE ROZARIO, CHIEF EXECUTIVE OFFICER Aaron de Rozario has been involved in the regulation of commercial passenger vehicles 2012. He previously advised the Western Australian government on industry reforms, regulatory matters, and the changing nature of commercial passenger vehicle services. Aaron has twenty years’ experience working in the Australian and United Kingdom public sectors. He has a strong public policy background, having held multiple executive positions in State Government and has a Masters in Public Policy from Murdoch University. LEADERSHIP TEAM The TSC Leadership Team assists the Chief Executive Officer in managing the business of the TSC to achieve outcomes. Each member of the TSC Leadership Team manages one of the six divisions that work together to support the TSC’s role as regulator of the commercial passenger vehicle industry. Director Strategy and Innovation Michelle Delaire Chief Finance Officer Christine Bertolotti (1 July to 13 January 2017 then on secondment) Acting Chief Finance Officer Milena Ripiloska (16 January 2017 to 30 June 2017) Director Human Resources, Director Marketing, Communications and Stakeholder Engagement Sean Jameson Director Legal and Regulatory Services, General Counsel Margot Johnson (1 July 2016 to 19 July 2016) Director Legal and Regulatory Services, General Counsel Steven Brnovic (acting from 20 July 2016 to 9 March 2017, appointed to substantive role on 10 March 2017) Director Operations Adam Ockwell 44 TAXISERVICESCOMMISSION ANNUAL REPORT 2016–17
STRATEGY AND INNOVATION The Strategy and Innovation division had a business focus, providing research, strategic policy advice and support, operational policy and data analysis to support decision-making. It provided specialist economic advice and led strategic policy considerations for the TSC with a focus on regulatory reform and market analysis. The division delivered business intelligence and data analysis relating to the commercial passenger vehicle industry for the whole organisation and undertook environmental scanning to monitor future changes in the operating environment. CORPORATE SERVICES The Corporate Services division provided support and advice to drive organisational efficiency, with a focus on improving systems, processes and governance. It did this by providing assistance in the areas of financial management, risk and business continuity management, corporate planning, business planning and reporting, procurement and contracts, IT services, and records management and workplace services. The division was also responsible for audit assurance and provided the secretariat function for the Audit and Risk Management Committee. LEGAL AND REGULATORY SERVICES The Legal and Regulatory Services division provided the TSC with support and services in a range of necessary for the TSC to properly deliver on its functions as a statutory authority with a Board of Commissioners. The division provided the secretariat function for the TSC Commission meetings and worked closely with DEDJTR on the development of legislation. This division had three teams focussed on the following: Operations and litigation made administrative decisions on applications for accreditation or driving instructor authority, and took disciplinary action against industry participants made decisions to cancel or suspend (including on an interim, urgent basis) the accreditations of industry participants in to protect the public managed and represented the TSC in all VCAT and Supreme Court litigation provided general, operational and reform- related legal advice managed requests relating to the Public Register of industry participants. Corporate and governance provided in-house legal services to all divisions managed the TSC’s compliance with privacy legislation made administrative decisions on internal review applications performed the TSC’s functions under Freedom of Information legislation provided contract and commercial drafting, advice and negotiation services provided general legal advice. Prosecutions prosecuted for fraud and other offences against taxi and hire car legislation and regulations managed applications for review of infringement notices issued by Compliance Services. TAXISERVICESCOMMISSION ANNUAL REPORT 2016–17 45
HUMAN RESOURCES The Resources division was responsible for providing people policies, procedures and processes to support organisation leaders and employees to develop a fair, respectful, engaged and high-performing workforce. Key strategic priorities included workforce planning, occupational health and safety, learning and development, employee relations and provision of competitive conditions of employment including flexible work arrangements. These conditions supported the organisation to attract, develop and retain people with required skills, knowledge and experience. Partnering with organisation leaders, the division delivered services and initiatives that supported individual and team performance, leadership capability development, a robust performance management environment, and encouraged workplace diversity and flexibility. MARKETING, COMMUNICATIONS AND STAKEHOLDER ENGAGEMENT The Marketing, Communications and Stakeholder Engagement division was responsible for establishing, building and strengthening the TSC’s brand and relationships with the commercial passenger vehicle industry, media and members of the public. It communicated information on regulation, government initiatives and other related issues through marketing and advertising campaigns. The division included the TSC Call Centre, ministerial services, event management, design and print for marketing collateral and online communications. OPERATIONS The Operations division was responsible for a number of key functions to support the TSC as industry regulator, including the provision of frontline counter and telephone services to the commercial passenger vehicle industry. This division had four branches focused on the following: Accessible Transport Services administered and provided advice on the MPTP providing subsidised travel for people with disabilities administered the Performance Booking System, an incentive scheme designed to improve the level of service for Victorians using WATs chaired the Accessible Taxi Advisory Committee (ATAC). Accreditation and Licensing administered the accreditation scheme for suitable taxi and hire car applicants authorised driving instructors to teach unlicensed car drivers in Victoria evaluated driver medical assessments assessed driver and other industry participants’ criminal records checks reviewed suitability of drivers based on criminal offences, serious traffic infractions and poor service delivery managed WAT training subsidies issued commercial passenger vehicle licences to suitable applicants provided ongoing management of licences including transfers (sales), assignments and replacement of vehicles managed the Country WAT Vehicle Subsidy Scheme. Compliance Services managed on-road compliance, audit and complaint resolution activities to regulate the commercial passenger vehicle industry undertook in-car safety camera downloads at the request of Victoria Police and relevant agencies. Investigations investigated involving the MPTP subsidy scheme investigated breaches of commercial passenger vehicle legislation and regulations. 46 TAXISERVICESCOMMISSION ANNUAL REPORT 2016–17
June 2017 June 2016 Employment levels Ongoing Fixed term and casual Ongoing Fixed term and casual Employees (headcount) FTE Employees FTE Employees (headcount) FTE Employees (headcount) FTE Gender Female 60 56.3 6 5.2 66 61.6 14 13.6 Age 25–34 19 17.6 4 3.6 25 22.8 7 6.6 45–54 45 44.3 0 0 38 38.0 4 4.0 Over 64 1 1.0 0 0 1 1.0 0 0 Classification VPS 2 14 13.8 0 0 13 12.8 0 0 VPS 4 28 26.8 2 2.0 27 26.2 6 6.0 VPS 6 6 5.8 4 3.0 10 9.4 2 1.8 Executives 0 0 4 4.0 0 0 4 4.0 0 0 0 0 0 0 0 0
to the financial statements (continued) Financing our operations vehicle lease liability, cash flow information, leases and assets pledged as security Motor vehicle lease liability Leases Cash flow information and balances Commitments for expenditure Assets pledged as security Financial risk management, contingent assets and liabilities as well as fair determination Financial instruments specific disclosures Contingent assets and contingent liabilities Fair value determination Ex-gratia expenses Other economic flows included in net result Responsible persons Remuneration of executives and other personnel Related parties Remuneration of auditors Australian Accounting Standards issued that are not yet effective Glossary of technical terms Style conventions 58 TAXISERVICESCOMMISSION ANNUAL REPORT 2016–17
RELATED PARTIES Related parties of the TSC include: all key management personnel and close family members portfolio minister and her close family members. All related party transactions have been entered into on an arm’s length basis. Significant transactions and outstanding balances with government-related entities During the year, the TSC had the following government-related entity transactions and outstanding balances: DEDJTR Provides revenue, services received free of charge and reimbursement of other expenses. Receipts Outstanding receivables 428,178,178 337,693,979 Victoria Police Reimbursement of employee related transfers. 75,541 — Public Transport Victoria Reimbursement of contractor costs and other miscellaneous expenses. 23,143 — Victorian Commission for Gambling and Liquor Regulation Reimbursement of employee related transfers. 14,500 — Transport Safety Victoria Reimbursement of software licence renewal 3,842 — VicRoads DEDJTR Reimbursement of other miscellaneous expenses. Remittance of administered licence revenue for payment back to consolidated fund and other expense reimbursements. 183 — Payments Outstanding payables 11,045,382 22,262 Department of Treasury and Finance Provision of shared services provider accommodation charges and other miscellaneous expense reimbursements. 2,037,969 45,830 CenITex Provision of workplace information technology services. 1,350,622 61,881 VicRoads Monthly provision of online and access usage charges, searches and extract fees. 234,017 3,483 Victoria Police Provision of police check services 83,383 — Department of Justice and Regulation Provision of monthly listings of deaths, births and marriages. 14,307 7,639 Department of Premier and Cabinet Hosting, maintenance and support services fee for careers.vic.gov.au website. 7,917 7,917 All amounts disclosed above are inclusive of GST. Key management personnel of the TSC include the Commissioners and Chief Executive Officer. The compensation detailed below excludes the salaries and benefits the Portfolio Minister receives. Our Minister’s remuneration and allowances are set by the Parliamentary Salaries and Superannuation Act 1968 and are reported in the DPS Financial Report. 108 TAXISERVICESCOMMISSION ANNUAL REPORT 2016–17
AUSTRALIAN ACCOUNTING STANDARDS ISSUED THAT ARE NOT YET EFFECTIVE Certain new AASs have been published that are not mandatory for the 30 June 2017 reporting period. DTF assesses the impact of these new standards and advises the TSC of their applicability and early adoption. As at 30 June 2017, the following standards and interpretations applicable to the TSC had been issued but are not yet effective for the financial year ending 30 June 2017. The TSC has not early adopted these standards. AASB 9 Financial Instruments The key changes include the simplified requirements for the classification and measurement of financial assets, a new hedging accounting model and a revised impairment loss model to recognise impairment losses earlier, as opposed to the current approach that recognises impairment only when incurred. 1 January 2018 The assessment has identified that the amendments are likely to result in earlier recognition of impairment losses and at more regular intervals. While there will be no significant impact arising from AASB 9, there will be a change to the way financial instruments are disclosed. AASB Amendments to AASs [Part Financial Instruments] Amends various AASs to reflect the AASB’s decision to defer the mandatory application date of AASB 9 to annual reporting periods beginning on or after 1 January 2018 as a consequence of Chapter 6 Hedge Accounting, and to amend reduced disclosure requirements. 1 January 2018 This amending standard will defer the application period of AASB 9 to the 2018–19 reporting period in accordance with the transition requirements. 110 TAXISERVICESCOMMISSION ANNUAL REPORT 2016–17
WASTE The generated by the TSC’s processes is divided into three general classes: landfill, recycling and compost. The waste management program facilitates the easy segregation of waste materials for recycling, composting or landfill. The data derives from a five-day waste audit conducted independently at 1 Spring Street, where 100 per cent of TSC employees including contractors and others are normally accommodated. Data on secure document disposal was included in the Indicator Landfill Co-mingled recycling Compost Secure docs Contamination in recycling Percentage of total units of waste disposed of by destination 36.1 27.2 11.8 24.8 6.5 of waste disposed of per FTE by destination (kg/FTE)(2) 20.42 15.36 6.69 14.03 n/a Recycling rate as a percentage of total waste 63.9 Greenhouse gas emissions associated with waste disposal (tCO2e) 1.98 3.53 0.71 n/a 0.27 2015–16 Indicator Landfill Co-mingled recycling Compost Secure docs Contamination in recycling disposed of by destination destination (kg/FTE)(2) with waste disposal (tCO2e) Notes FTE has been defined by the independent waste audit report Actions undertaken Bulletins Environmental representatives regularly sent out waste awareness bulletins to all employees. TAXISERVICESCOMMISSION ANNUAL REPORT 2016–17 125