public transport ticketing corporation annual report 2010-11 · public transport ticketing...

Public Transport Ticketing Corporation Annual Report 2010-11

Contents

Letter to Minister 3

Report of Director General’s Delegate 4

About the Public Transport Ticketing Corporation 5

Stakeholders 5Risk management and internal audit 5

Management and structure 6

Organisational chart 6

The Year In Review 7

ETS Solution Design and Contract Management 7ETS Program Delivery 7Program Management Services 8Customer Experience and Brand 8Operations Management 9Corporate Governance and OHS 9

Appendices 10

Financials 18

3Public Transport Ticketing Corporation Annual Report 2010-11

Letter to Minister

The Hon Gladys Berejiklian MP Minister for Transport Parliament House Macquarie Street Sydney NSW 2000

Dear Minister

The Public Transport Ticketing Corporation’s Annual Report for the year ending 30 June 2011 has been prepared in accordance with the Annual Reports (Statutory Bodies) Act 1984 and the Public Finance and Audit Act 1983. The financial statements have been audited by the Audit Office of NSW and that audit report is included.

I commend this report to you and it is submitted to you for presentation to Parliament.

Yours sincerely

Les Wielinga Director General Department of Transport

4 Public Transport Ticketing Corporation Annual Report 2010-11

Report of Director General’s Delegate

During 2010-11 the Public Transport Ticketing Corporation (PTTC) made significant progress with the delivery of a fast, convenient and sustainable electronic ticketing system (ETS) for greater Sydney, moving from the formal procurement stage in May 2010, when it signed the ETS Project Deed1, to the design stage.

Under legislative changes that commenced on 1 July 2010, the Board of the PTTC was dissolved and the position of Chief Executive Officer was abolished from the PTTC’s management structure. Administratively, the PTTC came under the Department of Transport (DoT) and its affairs were managed and controlled by the Director General of DoT. The PTTC became part of the Integrated Ticketing and Fares Directorate within the Transport Coordination Division.

In June 2011 the PTTC relocated from its Kent Street premises to DoT’s premises in Lee Street, Chippendale. The move formed part of the wider departmental restructure.

The PTTC, in conjunction with the contractor, Pearl Consortium, is responsible for the design, delivery, implementation and operation of a new electronic ticketing system, comparable to London’s ‘Oyster card’. Customers will use a smartcard to tag on and tag off from different modes of public transport. Each tag on and tag off results in a calculation of a fare and the price of that will be deducted from money the customer stores on the smartcard. Each smartcard can be linked to an account and there will be a variety of channels available to customers to manage their account and obtain customer services.

1 The PTTC signed the ETS Project Deed with Cubic Transportation Systems (Australia) Pty Limited (Cubic) on 7 May 2010. Cubic is the lead contractor of the Pearl Consortium which also includes Downer EDI Engineering Power Pty Ltd and the Commonwealth Bank of Australia. Throughout this annual report, references to the Pearl Consortium are intended to include all members of that consortium and are not limited to the lead contractor.

In 2010-11, the PTTC progressed with the design phase of the ETS, and its achievements in this phase were supported by an experienced, dedicated and highly professional team.

The smartcard ticketing system will be rolled-out in phases after a suitable period of testing, starting with the Sydney Ferries network in late 2012 and then the CityRail network, followed by the government and private bus networks and light rail.

In September 2011, the NSW Government announced that the smartcard ‘ticket’ would be called Opal.

I would like to acknowledge the continuing support the PTTC has received from our transport operator colleagues for the ETS Program, and look forward to working with them during 2011-12 and beyond as we deliver Opal to our customers.

Matthew Browne for and on behalf of the Public Transport Ticketing Corporation


About the Public Transport Ticketing Corporation

Stakeholders

Current and potential customers of greater Sydney’s public transport network are at the centre of the design, delivery, implementation and operation of the new electronic ticketing system.

To support our customers, we rely on the positive involvement of key stakeholders, including the public transport operator community.

The public transport operator community includes the operators of all CityRail services (RailCorp), all Sydney Harbour/Parramatta River services (Sydney Ferries), Newcastle Buses and Ferries services (State Transit), all bus services in the Sydney and Wollongong regions (State Transit), and all private buses in the Sydney Metropolitan and outer-metropolitan bus service regions.

Other stakeholders include NSW Government central agencies, transport and regulatory bodies, DoT, NSW Maritime and the privately owned light rail operator, Metro Light Rail.

The Pearl Consortium is also an important stakeholder in delivering the ETS Program.

Risk management and internal audit

During 2010-11 the PTTC continued with its established processes and procedures relating to risk management and internal audit.

The PTTC’s risk management and internal audit activities during the year included:

• Reported to the PTTC Audit and Risk Committee

• Continued compliance with the ‘core requirements’ of the Internal Audit and Risk Management Policy for the NSW Public Sector (the Policy)

• Continued compliance with the international standard on risk management, namely International Organisation for Standardisation (ISO) 31000 titled ‘Risk Management – Principles and guidelines on implementation’ which are incorporated into the Policy

• Managed and oversighted the internal audit program approved by the PTTC Audit and Risk Committee.

Further information about risk management and internal audit is available on page 14. The PTTC’s Internal Audit and Risk Management Statement for 2010-11 is at page 15.


Management and structure

Legislative changes which came into effect on 1 July 2010 resulted in the dissolution of the PTTC Board and abolition of the Chief Executive Officer role from the PTTC’s management structure. Since 1 July 2010 the PTTC’s affairs have been managed and controlled by the Director General of DoT, who in July 2010 delegated that management to Ms Elizabeth Zealand and, in July 2011, to Mr Matthew Browne, Director Integrated Ticketing and Fares.

Organisational chart

The organisational structure of the PTTC as at 30 June 2011 was:

Director GeneralDepartment of Transport

ETS Solution Design & Contract

Management

ETS Program Delivery

Program Management

Services

Customer Experience

& Brand

Operations Management

Corporate Governance

& OHS

Deputy Director General Transport Coordination

Director Integrated Ticketing & Fares


The Year In Review

ETS Solution Design and Contract Management

Key activities and achievements

• Management and administration of the ETS Project Deed

• Establishment of the Contract Management team to provide appropriate governance for the ETS Project Deed

• Establishment of the Solution Design team to review and monitor ETS Project Deed deliverables and design documentation

• Managed activities associated with the detailed design elements and deliverables under the ETS Project Deed

• Worked with transport operators to ensure effective operator input into design activities under the ETS Project Deed

• Managed the relationship with the Independent Certifier, Arup Pty Ltd.

Key focus for 2011-12

• Continue the management and administration of the ETS Project Deed and the Independent Certifier Deed

• Continue to progress activities associated with the detailed design phase and deliverables under the ETS Project Deed.

ETS Program Delivery


• Consolidated the structure of the ETS Program’s Delivery Team to support the phased roll-out of smartcard travel across modes of transport

• Enhanced Business Strategy and Policy, Business and Stakeholder Readiness, Delivery Planning and Transition Program Management teams

• Provided management and oversight of the PTTC, Pearl Consortium, transport operator and other stakeholders associated with the design and implementation plans for the ETS

• Provided leadership in program management and business and stakeholder readiness processes across key stakeholder groups

• Managed the installation and testing of a new bus driver console on approximately 70 buses in the private bus operator environment.


• Ensure each stakeholder is ready for the delivery of the ETS through continued planning and preparation of programs of work

• Support stakeholders in preparatory works programs, including works at ferry wharves, train stations, bus depots and on buses

• Continue to deliver and support the private bus operators for the roll-out of the new bus driver consoles.


Program Management Services


• Enhanced the ETS Program Management Plan to include all aspects of the ETS Program

• Improved the approach for all ETS Program controls, enhanced ongoing monitoring processes and embedded these into daily practice

• Progressed the development of ETS Program compliance obligations

• Enhanced depth of financial planning and achieved all required financial audit and reporting milestones.


• Continue to apply and enhance robust program management controls to maintain accurate program status reporting and support decision-making

• Provide all necessary program management services required to inform and support the development and delivery of the ETS Program.

Customer Experience and Brand


• Contributed to the development of ETS Program customer-related aspects

• Provided key customer insight into the development of customer-facing hardware and graphic user interfaces

• Developed a market research program to assist with the identification of a brand name and support future customer insight needs

• Promoted accessible design through insights gathered during workshops with NSW disability communities

• Continued the development and delivery of stakeholder communications for each transport operator to assist with the roll-out of customer information and other customer transition support

• Assisted DoT with its delivery of various customer facing initiatives including a unifying corporate identity and the multi-mode travel information centre at Circular Quay

• Continued strategic support to the MyZone ticketing function including integration of specific MyZone tickets in the light rail network.


• Deliver all customer centric requirements under the ETS Project Deed

• Refine and deliver the ETS brand, Opal, which was announced by the Minister for Transport in September 2011.


Operations Management


• Completed the organisational design and establishment planning for Operations Management for the ETS Program

• Implemented the Operations Management elements of the ETS Program required under the ETS Project Deed

• Established key functions and roles within Operations Management and commenced operations

• Prepared Operational Spatial Data to support ETS Operations

• Provided continued governance and oversight of the MyZone fares and ticketing program

• Introduced and implemented light rail travel entitlements on select MyZone tickets.


• Continue the development of Operations Management to support the roll-out of the ETS Program

• Transition all completed elements of the ETS Program from ETS Program Delivery to Operations Management.

Corporate Governance and OHS


• Managed external specialist legal advice and the legal components of the ETS Program

• Managed organisational corporate governance compliance framework

• Managed organisational risk management framework

• Provided assistance to the PTTC Audit and Risk Committee

• Managed reporting obligations and requests for access to information under the Government Information (Public Access) Act 2009 (GIPA Act) and finalised the inaugural publication guide under that Act

• Managed privacy requirements under the Privacy and Personal Information Protection Act 1998 (Privacy Act)

• Managed OHS activities associated with the ETS Program

• Provided on-going oversight of proceedings in the Supreme Court of NSW

• Conducted inductions for personnel

• Managed and oversighted internal and external audits

• Managed confidentiality aspects of the Delivery Phase of the ETS Program.


• Continue to manage all specialist legal advice and the legal components of the ETS Program

• Continue to manage requests and reporting obligations under the GIPA Act

• Manage obligations under the Privacy Act

• Continue oversight of the Supreme Court of NSW proceedings

• Continue to provide assistance to the Audit and Risk Committee.


Appendices

Management structure – including Executive Performance Statement

Name, office held and qualifications of principal officers as at 30 June 2011

The PTTC did not have any SES positions as at 30 June 2011. As a result of legislative changes that commenced on 1 July 2010, the position of Chief Executive Officer was abolished from the PTTC’s management structure. In late 2010, the position of Chief Operating Officer was deleted from the PTTC’s SES establishment.

Number of Executive Positions at each level for the current and prior reporting periods

SES LEvEL

200

8-09

200

9-10

2010

-11

1 0 0 0

2 0 0 0

3 0 0 0

4 0 1 0

5 0 0 0

6 1 1 0

7 0 0 0

8 0 0 0

Total 1 2 0

Number of positions filled by women 1 1 0

Audit and Risk Committee

The PTTC has an Audit and Risk Committee to support it in fulfilling its obligations as prescribed by NSW legislation, guidelines and relevant standards. During the previous year, the Audit and Risk Committee met on 6 occasions and, in 2010-11, it met on 4 occasions.

The members of the Audit and Risk Committee during 2010-11 were:

• Elizabeth Crouch, independent chair

• Allan Cook, independent

• Carolyn Walsh, independent.

Attendance at Audit and Risk Committee Meetings in 2010-11

NamEmEETiNgS

hELdmEETiNgS aTTENdEd

Elizabeth Crouch 4 4

Allan Cook 4 4

Carolyn Walsh 4 4


Legal or Regulatory Change and Compliance

Current legal action involving the PTTC

The PTTC is currently involved in Supreme Court of NSW litigation with ERG and its subsidiary Integrated Transit Solution Limited (ITSL). The litigation was commenced by the PTTC in 2008 claiming damages for breach of contract. ITSL and ERG have counter-claimed that the PTTC was not entitled to terminate the contract and are seeking damages. As at 30 June 2011, both parties had served their evidence in chief, and each had further court deadlines to meet regarding evidence during August and October 2011.

During 2010-11, the litigation was subject to the case management processes of the Supreme Court of NSW, which related to discovery, subpoenas to produce documents and preliminary applications. One of those preliminary applications concerned ERG and ITSL seeking access to documents which the PTTC claimed were subject to public interest immunity.

The Supreme Court heard arguments from ERG and ITSL and the State of NSW which had intervened to defend the PTTC’s public interest immunity claims. In June 2010 the Supreme Court ordered that documents which were not identified as ‘Cabinet-in-Confidence’ should be produced to ERG and ITSL. The State of NSW appealed this decision and ERG and ITSL cross-appealed.

In March 2011, the Court of Appeal handed down its judgment and determined that public interest immunity did not apply to certain categories of documents. The Court of Appeal handed down two further judgments (during July 2011) clarifying aspects of its ruling and revising its decision in relation to certain Cabinet decision papers. The remaining categories of documents for which public interest immunity was claimed were remitted to a judge of the Supreme Court to determine. In that regard, Independent Special Counsel was appointed to review those documents and make submissions to the Supreme Court.

The Supreme Court has set the primary matter down for hearing commencing on 20 February 2012. The hearing is expected to last four months.

Legislation

Under amendments to the Transport Administration Act 1988 that commenced on 1 July 2010 the:

• Board of the PTTC was dissolved

• Position of Chief Executive Officer was abolished from the PTTC’s management structure

• PTTC’s affairs were managed and controlled by the Director General of the Department of Transport.

In April 2011, the Minister for Transport and the Minister for Roads and Ports jointly announced the creation of a new integrated transport authority. Further announcements after 30 June 2011 concerned the name of the new authority (‘Transport for NSW’) and its divisional structure. The Transport Legislation Amendment Bill 2011 was introduced into Parliament on 23 August 2011 to give effect to those changes.

There were no departures from obligations under the Subordinate Legislation Act 1989.

Human Resources

Year in review

During 2010-11, the PTTC developed a new organisational structure to support the delivery of its activities and objectives and to respond to emerging priorities over time. An organisational chart as at 30 June 2011 is at page 6.

Other achievements included:

• Provided regular and ongoing information sessions for personnel

• Improved processes for new starters

• Continued to review recruitment processes and related documentation, as required.


Staff number by category

200

7-08

200

8-09

200

9-10

2010

-11

Administrative and Clerical Staff under the Public Sector Management and Employment Act and Crown Employees (Public Service Conditions of Employment) Reviewed Awards 2006

8 6 6 0

Senior Officer 1 2 2 0

Senior Executive Service

1 2 1 0

Total 10 10 9 0

During the course of 2010-11, all PTTC public sector staff members were permanently transferred to DoT, with the transfers becoming effective from 1 July 2010. Transferred staff continued to work on the ETS Program.

ETS Program activities are also performed by non-public sector personnel with skills relevant to the needs of the ETS Program to ensure its successful delivery. As the ETS Program progresses through delivery and into the operational phase, the PTTC anticipates the number of non-public sector personnel to diminish.

In accordance with the NSW Government’s Corporate Services reform initiatives, the PTTC engaged service providers for the delivery of payroll and human resource services under a Service Level Agreement. During 2010-11, payroll services were provided by ServiceFirst and additional human resource assistance was provided by the Employee Relations Unit of DoT.

Senior Executive Service (SES)

The PTTC had no SES positions during 2010-11.

Policies and Procedures

The PTTC’s public sector staff members have been transferred to DoT and are now under the Crown Employees (Public Sector Salaries 2008) Award and the Crown Employees (Public Service Conditions of Employment) Award, as well as the terms of the Memorandum of Understanding reached between the NSW Government and the Public Service Association (PSA) regarding wage increases under the Salaries Award (the MOU).

Ethical Conduct

A Code of Conduct based on the Department of Premier and Cabinet’s Model Code of Conduct is in place at the PTTC. The Code of Conduct establishes the fundamentals about the behaviour and conduct expected of all personnel in the work environment. The PTTC actively promotes a workplace that supports the principles set out in the Code of Conduct and considers these to be integral to its operations.

Equal Employment Opportunity (EEO)

The PTTC applies the principles of Equal Employment Opportunity (EEO) in the recruitment and management of all personnel. The PTTC continues to support merit-based selection principles and applies these principles when sourcing personnel.

Multicultural Policies and Services Program (formerly EAPS)

The PTTC last reported on this Program in its 2009-10 Annual Report. As a small agency, the PTTC is required to report on a triennial basis and therefore it will next report on this Program in the 2012-13 Annual Report.

Disability Plan

During 2010-11, the PTTC utilised DoT’s Disability Plan to guide its practices.

The PTTC’s activities during the year included conducting workshops with NSW disability communities. Insights gathered from those workshops have assisted with the design process. The PTTC will continue to consult with relevant stakeholders for the duration of the ETS Program.


Time for payment of accounts: Accounts paid on time within each quarter

Payment of accounts: Aged analysis at the end of each quarter

QuarTEr

CurrENT (wiThiN

duE daTE) $’000

LESS ThaN 30 dayS

ovErduE $’000

BETwEEN 30 aNd 60 dayS

ovErduE $’000

BETwEEN 60 aNd 90 dayS

ovErduE $’000

morE ThaN

90 dayS ovErduE

$’000

September 2010 604 - - - -

December 2010 445 - - - -

March 2011 723 - - - -

June 2011 381 - - - -

Time for payment of accounts: Accounts paid on time within each quarter

QuarTEr

aCCouNTS Paid oN TimE

ToTaL amouNT

Paid

TargET % aCTuaL % $’000 $’000

September 2010 100 99.9 8,165 8,171

December 2010 100 99.8 9,329 9,344

March 2011 100 99.8 7,938 7,952

June 2011 100 99.9 29,681 29,696

Total 55,163

There were no instances in 2010-11 where the PTTC was charged interest for the late payment of accounts. The PTTC maintains this performance by continuing to pay creditors within given credit terms while applying best practice case management.


Risk management, internal audit and insurance issues

Risk management

During the year, the PTTC continued with activities associated with the delivery phase of the ETS Program. The PTTC’s Risk Manager continued to provide direction and support for ETS Program teams in the area of risk management. The Risk Manager worked with the Chief Audit Executive to independently monitor, review and report on risk assessments, mitigation actions and other related issues arising out of business and project reviews.

The Audit and Risk Committee (ARC) continued to oversee and monitor the PTTC’s governance, risk and control frameworks, and its external accountability requirements. The ARC assisted the PTTC in:

• Reviewing the effectiveness of the PTTC’s approach to strategic risk management

• Approving the content of the internal audit program and monitoring the PTTC’s compliance with that program

• Reviewing the effectiveness of the PTTC’s internal control framework, including over external parties such as contractors and advisors

• Considering compliance with relevant regulatory and statutory requirements

• Reviewing the financial statements and providing advice about whether appropriate action had been taken in responding to audit recommendations.

Internal audit

The PTTC’s Internal Audit advisors are a fundamental element of the PTTC’s corporate governance structure and processes. Their role is to support the ARC and the Chief Audit Executive in monitoring and reporting on governance areas including risk management, internal controls and compliance.

Risk management framework

The PTTC’s risk management framework aligns risk management to its objectives and assists with identifying and managing strategic and operational risks.

The risk management framework, which has been customised in accordance with the International Organisation for Standardisation (ISO) 31000 titled ‘Risk Management – Principles and guidelines on implementation’, follows national and international best practice.

The PTTC’s risk management framework includes:

• Customised risk management processes that embed a continuous improvement approach across the PTTC

• Facilitating risk workshops aligned to both corporate reporting and the ETS Program schedule milestones and deliverables

• Ongoing direct support to PTTC personnel on issues associated with risk management

• Monitoring and measuring risk mitigation through independent assessments, reviews and reporting

• Upgrading and enhancing electronic tools to support the application of risk management practices

• Facilitating regular executive risk management review activities to provide greater insight into risks and their impact.

The PTTC has embedded dynamic risk management processes across personnel at all levels, and these contribute to organisational improvement and a high degree of risk awareness.

Insurance

The PTTC is a member of the NSW Treasury Managed Fund (TMF), which provides insurable risk protection in accordance with the TMF Contract of Coverage. All areas of risk involving insurance, such as workers compensation, property, public liability and miscellaneous liability are reviewed at least annually.

No claims were made during 2010-11.

Internal Audit and Risk Management Statement for 2010-11

The PTTC is required to attest annual compliance with the core requirements of the Internal Audit and Risk Management Policy for the NSW Public Sector. This policy provides a number of corporate governance practices that aim to strengthen internal audit, risk management and governance processes across the public sector.

Prior to 1 July 2010, the PTTC’s ARC was a sub-committee of the PTTC Board. Following legislative amendments that commenced on 1 July 2010 and included the dissolution of the PTTC Board, the ARC ceased to be a sub-committee of the PTTC Board and became a committee of the PTTC.

The PTTC’s internal audit and risk management statement for 2010-11 is at attachment 15.


Internal Audit and Risk Management Statement for the 2010-11 Financial Year for the PTTC

I, Matthew Browne, am of the opinion that the PTTC has internal audit and risk management processes in operation that are, in all material respects, compliant with the core requirements set out in Treasury Circular NSW TC 09/08 Internal Audit and Risk Management Policy.

I, Matthew Browne, am of the opinion that the Audit and Risk Committee for the PTTC is constituted and operates in accordance with the independence and governance requirements of Treasury Circular NSW TC 09-0. The Chair and Members of the PTTC Audit and Risk Committee during 2010-11 were:

• Independent Chair: Elizabeth Crouch (appointed July 2010)

• Independent Member: Allan Cook (re-appointed July 2010)

• Independent Member: Carolyn Walsh (re-appointed July 2010).

These processes provide a level of assurance that enables the senior management of the PTTC to understand, manage and satisfactorily control risk exposures.

Matthew Browne for and on behalf of the PTTC

Liability management performance

In the year ended 30 June 2011, the market value cost of the PTTC’s debt portfolio, which includes interest costs, accrued interest costs and the change in the market capital value of the debt portfolio was 4.87% on the overdraft facility supporting the Supreme Court litigation and 4.89% on existing TCorp borrowings.

These borrowings are with TCorp and are treated as short-term borrowings. They are rolled over monthly and the rate achieved each month is deemed to be the benchmark rate.

In addition, the PTTC’s debt portfolio also includes ETS long-term borrowings with a market value cost of 5.56%. This ETS debt portfolio is maintained across all TCorp benchmark and preferred maturities over the period of the ETS Program’s debt repayment and as such, the market value cost is deemed to be the benchmark rate.

Occupational health and safety performance

As a small agency, the PTTC is required to report on occupational health and safety every three years. The PTTC provided a report in its 2008-09 Annual Report and will next report on its performance in this area in its 2011-12 Annual Report.

The PTTC had no lost time due to work related injuries or illnesses during 2010-11.

Employee assistance

An Employee Assistance Program (EAP) is offered to personnel through a contract with Davidson-Trahaire Corpsych. Under this contract, services are available to PTTC personnel and their immediate family. The services include confidential counselling and advice about work or personal issues.


Budgets

The PTTC’s operating budgets for 2010-11 and 2011-12 are set out as follows

2010-11 $’000

2011-12 $’000

rEvENuE

Other revenue 158 324

Total revenue 158 324

ExPENSES

Employee related expenses

1,404 -

Depreciation and amortisation

195 213

General operating expenses

22,799 16,585

Finance costs 8,037 11,664

Total expenses 32,435 28,462

Deficit for the year (32,277) (28,138)

The 2010-11 Budget was approved by the PTTC Board in April 2010. This comprised both an Operating Budget (as reflected above) and an ETS Capital Budget of $49.526m. In the development of the 2010-11 Budget, the PTTC’s direct ETS costs were classified and budgeted as operating expenses, however they were subsequently capitalised in 2011 following a reclassification of costs.

In July 2011, the Director General of DoT approved the PTTC’s 2011-12 Budget. This comprises both an Operating Budget (as reflected above) and an ETS Capital Budget of $110.263m.

The 2011-12 Budget incorporates the changing needs of the ETS Program as the PTTC continues to work with the Pearl Consortium to design and deliver the ETS under the ETS Project Deed.

The 2011-12 Budget is funded from two borrowing sources – one to fund the ETS Program and the other to support the litigation associated with the termination of the contract with ERG/ITSL.

Consultants

Consultants over $50,000

No consultants were engaged that cost $50,000 and above.

Consultants under $50,000

Fees were paid to 5 consultancies, which totalled $134,000. These consultancies were for the provision of professional financial and advisory services to support the management of the PTTC.

Annual Report costs

This year, the PTTC published its Annual Report as part of DoT’s Annual Report and printing costs are paid for by DoT. The PTTC’s Annual Report will be available online at www.pttc.nsw.gov.au.

Exemptions from the reporting provisions

The PTTC is a small statutory body as it has fewer than 200 full-time equivalent officers and employees. The PTTC reported on EEO, EAPS (now called Multicultural Policies and Services Program) and WRAPP in its 2009-10 Annual Report. As a small statutory body, the PTTC’s reporting in these areas is triennial and accordingly the PTTC will next report on these areas in 2012-13. The PTTC reported on OH&S in its 2008-09 Annual Report and will next report in the 2011-12 Annual Report.

Promotion

Information about the ETS Program is published on the PTTC’s website or via media releases issued by DoT or the Minister for Transport. Information on the website includes general information, media releases and publications, and will continue to be released as the ETS Program progresses.

http://www.pttc.nsw.gov.au


Overseas travel

During the year, the following personnel undertook ETS Program related overseas travel.

1. Ms Elizabeth Zealand

Date: 30 October 2010 – 7 November 2010. Destination: United Kingdom Purpose: To witness, inspect, critically assess

and validate progress by the Pearl Consortium in relation to the development of the ETS Program.

2. Mr Matthew Browne

Date: 30 October 2010 – 7 November 2010. Destination: United Kingdom Purpose: To witness, inspect, critically assess

and validate progress by the Pearl Consortium in relation to the development of the ETS Program.

Government Information (Public Access) Act 2009

From 1 July 2010, the Freedom of Information Act 1989 was replaced by the Government Information (Public Access) Act 2009 (GIPA Act).

In December 2010, following discussions with and review by the NSW Information Commissioner, the PTTC adopted its first Publication Guide, which was updated in August 2011 and is available on its website.

The PTTC publishes information about the ETS Program on its website and updates that information as the delivery of the ETS progresses.

Requests for access to information under the GIPA Act are received and handled by:

The GIPA Officer Public Transport Ticketing Corporation PO Box K659 Haymarket NSW 1240

T (02) 8202 3341

During 2010-11, the PTTC received and processed one application for access to documents or information under the GIPA Act. The application was from a media applicant and sought access to a number of documents. Access to the documents was refused due to an overriding public interest against disclosure of documents sought as described in:

• Note (g) in the table at Section 14 of the GIPA Act as the documents were subject to commercial-in-confidence obligations

• Notes 4(b), (c) and (d) in the table at Section 14 of the GIPA Act as the documents related to the business interests of third parties.

The decision to refuse access did not result in applications for internal or external review. There were no complaints to the NSW Information Commissioner or applications to the Administrative Decisions Tribunal resulting from the PTTC’s functions under the GIPA Act. There were no applications for amendment of records.

Privacy Management Plan

The PTTC has not received any allegations that it has contravened any of the provisions of the Privacy and Personal Information Protection Act 1998.

The PTTC’s Privacy Management Plan is available on the PTTC’s website.

Credit Card Certification

The Director Integrated Ticketing and Fares, who has delegation from the Director General to manage the PTTC, has certified that credit card usage in the PTTC during 2010-11 was in accordance with NSW Premier’s Memoranda and Treasurer’s Directions.

Disclosure of controlled entities

The PTTC had no controlled entities as at 30 June 2011.


Financials

public transport ticketing corporation annual report 2010-11 · public transport ticketing...

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