2016/2017 ANNUAL REPORT · 2019. 2. 23. · 2016/2017 highlights 2,172,249 km travelled Almost 200...

2016/2017 ANNUAL REPORT

Carnival of Flowers, Toowoomba

Morning Tea, Underwood Park

Brisbane Valley Ostrich and Fish Farm, Esk

Fire Station, Loganlea

ContentsEXECUTIVE SUMMARY 4

About TransitCare Limited 4

2016/2017 highlights 6

From the Chairman 7

From the CEO 8

ABOUT OUR ORGANISATION 10

The Story of TransitCare 10

Board 12

Key staff 14

PERFORMANCE INFORMATION 16

Background 16

2016/2017 patronage data 16

2016/2017 efficiency analysis 19

FINANCIAL REPORTING 25

Finance Director’s report 25

Income and expenses 26

Statement of financial position 27

Directors’ declaration 28

Statement by auditors 29

CONTACT US 31

BALANCING THE BUSINESS


3

EXECUTIVE SUMMARYAbout TransitCare LimitedTransitCare Limited is a non-profit organisation that provides community transport and other services to eligible clients in the Brisbane South and Logan areas, as well as in Townsville through the TOTTS service.

We are funded by the Department of Health and the Department of Communities, Child Safety and Disability Services. These programs provide transport and support services to assist frail and elderly people and younger people with disabilities so they can live independently in their own homes and participate in their communities.

OUR VISION, PURPOSE AND VALUES

VISION

Connecting people to their communities

PURPOSE

Supporting access to community inclusion, participation and independence.

VALUES

Safety: We will not compromise safety – we work to protect ourselves and others and aim to achieve an injury-free workplace

Service: We maintain the highest levels of service and act with integrity, empathy and professionalism

Relationships: We work collaboratively with our colleagues; clients; partners and suppliers to promote growth and opportunities for all

Quality: We work within a quality framework to continuously improve our service provision

Sustainability: Our actions are sustainable and ethical. Our first priority is to ensure the longevity of our service. We look for ways to minimise our environmental impact on the communities in which we work.

4

OUR SERVICES

TransitCare Community Flyer operates a shared-use mobility centre for coordinating transport services for transport disadvantaged, frail aged and disabled people who live in the Brisbane South, Logan, Redlands and Townsville areas.

Customers can access our services by registering with us and having their eligibility and individual needs assessed. If eligible, customers can use the Community Flyer for shopping and banking, social outings, medical or health related appointments and visiting friends. Bookings can be made by phone, email or online.

AGENCY TRANSPORT

We have built mutually-beneficial relationships with several different agencies including the Queensland Ambulance Service and have provided brokered or contracted transport to their clients for a number of years.

We cover the Brisbane South, Logan, Redlands and Townsville areas and can tailor transport solutions to the specific needs of agencies including the management of their fleet vehicles.

We provide point-to-point transport for agency clients and group transport including social support outings. This means agencies can purchase empty seats on our transport infrastructure at a lower price than operating their own fleet. Bookings can be made electronically or by phone.

SOCIAL SUPPORT

Our Social Support outings go to a variety of destinations. We provide both half-day and full-day trips. These trips include a drive in the country, lunch and entertainment at a club, a visit to the seaside for fish and chips, or a mystery trip, which is always popular.

1. Client makes a booking by phone or online.

2. Client is picked up from desired location.

3. TransitCare connect with scheduled bus and train route services.

4. Client is dropped off at desired destination.

My story: Bertina Filia

TransitCare has changed my life. Now I can go and see my family and friends without being worried about a thing. I love making cakes for my TransitCare family. Thank you for everything you do for me.



5

2016/2017 highlights

2,172,249 km travelled

Almost 200 suburbs serviced in South-East Queensland

97.18% of trips were on time (within our benchmark)

Each trip took an average of 27 minutes

A dead-running percentage of 17.39%

15,211 trips per month with 2.62 clients transported per revenue hour

53 volunteers and 78 staff (45 full-time, 10 part-time, 23 casual)

My story: Pam Abrahams

TransitCare is a wonderful organisation. From the drivers to the ladies on the phone, my life is easier because of them. Earlier this year, my husband, Noel, went into a nursing home on a permanent basis. This was very difficult for us. We have been married for 51 years with hardly a day apart. With TransitCare’s help, I am able to visit Noel and spend time with him, he becomes quite anxious when I am not there. TransitCare even helps me when they are not around, with taxi vouchers, a Godsend. Thank you to everybody at the Flyer, I don’t know what I would do without you.

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From the ChairmanThe 2016/2017 financial year has been a much better one for TransitCare despite the distraction of the litigation with our former CEO. That case has now been heard and we are awaiting the judgement. These legal costs and related IT costs have been the chief source of our unplanned expenses (but for these, our profit would have been considerably larger). As it is, we still managed a credible profit of more than $438,000, adding to our strong capital position.

Our patronage is nearing capacity in most cases. We have travelled almost 2.2 million kilometres averaging 15,200 trips a month. Our clients love the first-class service we provide, a key differentiator for us.

The TOTTS operation in Townsville has now turned the corner. While still loss-making in the past financial year, the organisation has picked up much-needed work from the National Disability Insurance Scheme, which has commenced in Townsville. That and other work will make TOTTS profitable in the coming year. This will allow the debt owed to TransitCare to be progressively repaid.

Our new premises have worked well, allowing us to increase our centre-based social support. That, combined with efficiencies in our technology and our call centre, have increased our organisational capacity by a significant amount.

The task for us will be how to continue to prosper when NDIS is fully implemented and beyond 2019 when our federal government funding may cease or be cut back. We are pursuing opportunities in many directions to ensure we can continue the good work of TransitCare.

I’d like to offer my special thanks to Terry O’Toole, our CEO, his executive team and the rest of the staff – all of whom have worked so hard in sometimes difficult circumstances. Special thanks also to our volunteers without whom we could not provide the level of service to the extent that we do. Thanks also to my colleagues on the Board. They, too, are volunteers and have been attentive and supportive, particularly during the litigation. We lost Graham Davis in January who resigned for business reasons. His wise counsel and experience has been missed. That said, our two newer board members Nadia Taylor and Noel Lord have already made valuable contributions, as have all of the Board.

The story of TransitCare is a good one. Like all organisations, particularly in the not for profit sector, we are not without challenges ahead. However, the strong leadership and dedication of our staff and board allow us to be confident in our continued success.

Peter Emery Chairman

... the strong leadership and

dedication of our staff and board allow

us to be confident in our continued

success.



7

From the CEOI am, again, very privileged to be able to report as the Chief Executive Officer of TransitCare.

2016/2017 has been a significant year for TransitCare; we are well positioned to support our clients through the transition of government reforms, we have responded favourably to opportunities occurring in the sector and we have spent time strengthening our external relationships.

For the past 23 years, TransitCare has committed to delivering services that not only meet, but also exceed, our customers’ expectations. We have been providing flexible and responsive solutions to our clients’ unmet transport needs, which has been made easier because of the outstanding quality and high standards of our employees/volunteers delivering these services.

This year we witnessed the rollout of the NDIS in Townsville followed by Mackay and Toowoomba. We have been extremely fortunate to have a presence in Townsville that has allowed us to understand, adapt and implement the many changes that the NDIS brings.

Whilst the NDIS is challenging for us, the benefits for those participating are far reaching. The rollout in Townsville has shown us the importance of a client’s preparation and planning, prioritising supports and managing a budget. Make no mistake, once the NDIS is fully implemented and plan reviews have taken place, many of our clients’ lives will be so much better than we, and they, would ever have imagined.

MyAgedCare continues to provide many new service users to our existing client base and since MyAgedCare has been operational, TransitCare has added 4,926 new clients to our service. We welcome these clients and look forward to supporting them for many years to come.

‘Disruption’ continues to be the buzzword of the decade and here at TransitCare we have not only embraced the changes within our sector, we have adapted our processes, our thinking and our technology. Change is a matter of life and we can either choose to accept and embrace it, or remain with the status quo and wither. Our changes over the past year have at times, required refinement but none of these changes have been taken lightly. TransitCare is positioned to ensure we remain the preferred transport provider in the areas we operate.

Confirmation from the federal government that contracts will be extended until 2020 has provided some comfort to TransitCare’s employees and clients. Further consultation with industry advocates and government itself has shown the need for transport funding to remain under the current structure, affording greater certainty and allowing investment into assets to occur. Financial security and fiscal responsibility remain at the forefront of our strategies for 2019 and beyond.

We have been providing flexible and responsive solutions

to our clients’ unmet transport needs, which has been made easier

because of the outstanding quality and high standards of our employees/

volunteers delivering these services.

8

This year our organisation has slowly and quietly banded together with other likeminded organisations to explore potential opportunities, using commercial acumen to benefit all involved. This is an area that we firmly believe will assist us becoming financially sustainable for many years to come.

The move into our new premises has been an overwhelming success. The client and supplier feedback has been humbling. A huge thank you to all of our staff who have embraced the new environment.

We cannot pass up the opportunity to thank long-time supporters who use our transport services to supplement their own requirements. The Queensland Ambulance Service has been a loyal supporter for 22 years and we are appreciative of their continued association. There are many other providers that also choose to engage TransitCare to transport their clients on a daily basis.

This year has been a success operationally. Over the past 12 months, we have delivered more than 180,000 outputs from Transport, Social Support and Centre Based Social Support. While our application for growth funding was unsuccessful this year, we have had the opportunity to adapt our practices and build on a resilient organisational foundation.

Thank you to our past and present Board members, who volunteer their time each and every month. Without their support, guidance and direction, TransitCare would not be the community transport provider that we are today. Thank you to our volunteers, past and present, as your daily inputs into our clients’ lives are immeasurable. We are so very fortunate that you have given of your valuable time. Thank you also to my executive team and to all of the staff who diligently provide the backbone of our daily operations, day in and day out. The client feedback continues to remind us of the excellent service that we provide and the impacts that we make. Keep up the fantastic work!

Terry O’Toole CEO

Alan VigorDriver of the Year 2016

Bill and Elaine Pearton, Volunteers Awarded the Local Legend

Awards in 2017

Lyn Potter, VolunteerNominated for Volunteering Qld’s

Volunteer of the Year Award in 2017

Bill SimpsonAchieved 20 years’ service

in April 2017



9

ABOUT OUR ORGANISATIONThe Story of TransitCareFounding chairman, the late Ann Langley, helped form a support group for people with Multiple Sclerosis in 1992. The group aimed to help each other with transport to the Royal Brisbane Hospital and to physiotherapy at the MS Centre at Dutton Park.

The initial service was voluntary, with passengers simply reimbursing the fuel cost to the driver. However, as the needs of the group grew, so too did their concerns about the risk of litigation in the event of an accident. This led to the group making a submission for funding to create a formal transport service for people with disabilities to get to medical appointments.

In 1994, Logan and Albert North Disability Services was incorporated and within a short time vehicles were purchased, volunteer drivers found and community transport was up and running. In 1995, an agreement was made with Queensland Ambulance Service to carry some of their customers too, which made the organisation the first community transport organisation to provide non-urgent medical transport.

LANDS officially rebranded to TransitCare in 2012 to better reflect the organisation’s service offering and plans for the future and has since grown into South-East Queensland’s leading community transport service.

In 2014, we made the transition from an Association to a Company Limited by Guarantee.

IN MEMORY“Our consumers’

needs must reign supreme Always.”

Ann Langley, founding chairman, passed away 2012

My story: Angela Duncalfe

Choosing the flyer has certainly given Mike his independence with his travel arrangements and gives us peace of mind with such a reliable and friendly service with a great community feel.

Angela Duncalfe, pictured with Mike Polkinghorne and Mark McCoombes.

10



11

The Carnival of Flowers in Toowoomba has been one of the many exciting destinations visited as

part of the Community Flyer Adventures initiative.

BoardTransitCare has a very strong board to oversee the organisation, with representatives from the third sector, private business and local government sectors.

CHAIRMAN: PETER EMERY BA, LLB, Grad. Dip Mgt, FAICD, FIML, FFIN, FGIA, FCIS, Member Law Society of Queensland

Peter is a qualified lawyer who has almost 40 years of experience in business management as a company director, general manager and consultant. He has extensive knowledge of and lectured in law at Macquarie School of Management for the MBA program and also presents in the areas of governance, directors duties and Not for Profit for the Australian Institute of Company Directors. Peter was the CEO of a listed company and has wide experience serving with not-for-profit organisations and currently serves as Chairman of the board of TransitCare Ltd as well as being a current director of QCOSS and experience as the interim CEO of RSLCare.

DEPUTY CHAIRMAN: MARIAE LECKIE MTM, GAICD

Mariae is the current CEO for Regional Development Australia (RDA) Logan and Redlands Committee, an Australian Government initiative, which is responsible for bringing together all levels of government, business, industry, not-for-profits and the community to support the growth and development of Australia’s regions. After a successful public sector career in executive services, Mariae spent a number of years as a strategic business analyst and project management consultant. She deploys an ‘intra’-preneurial skill set and emotionally intelligent leadership style and looks forward to helping TransitCare Ltd and not-for-profits that are evolving and transitioning to deal with change.

DIRECTOR AND SECRETARY: SHANE GRIFFITHS CPA, MAICD, BBusAcctg

Shane is a qualified accountant who has more than 20 years corporate experience as a chief executive, company director, financial executive and consultant. He has completed a number of development programs across finance, leadership and governance, including the AICD Company Directors course. Shane has held a number of executive and finance (strategic and reporting) leadership roles, working in small, medium and large (international) organisations. Shane’s experience spans funds managements/investment, hospitality, finance, health care (hospital and general practice), integrated management services and executive management consulting. Shane is currently consulting to a diversified portfolio of private clients, all with growth aspirations.

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DIRECTOR: HELEN ABRAHAMS MBBS, FACOM, GDURP, MAICD

Helen is a former Councilor for The Gabba Ward of Brisbane City Council, having served in this position from 2003 to 2016. She graduated as a medical practitioner, and has worked in Rural Women’s and Occupational Health. Helen has served on the Board of West End Community House, Queensland Conservation Council, Queensland Potters Association, Comcare Commission, and the Queensland Maritime Museum. She was the Deputy Opposition Leader and Opposition Spokesperson for the Neighbourhood Planning and Development Assessment Committee. Helen was the Manager for the Active Transport Section, within the Brisbane City Council, and continues to pursue her interest in sustainable transport. Helen is a member of several environmental groups and is committed to reducing her carbon footprint.

DIRECTOR: NADIA TAYLOR BA(IR), LLB, EMBA, FAIM, CAHRI

Nadia is an executive director of Livingstones, a national industrial relations, human resources and organisational development consulting firm. She oversees all strategy and business operations of the business and has recently reviewed and restructured the company’s leadership and service teams to create broader specialised teams, and has led expansion into Sydney. Nadia has worked across many industries over the past 20 years, with specialties in education, business services, utilities, transport, health services and not-for-profit. Her charismatic and natural transformational leadership style motivates and inspires all those that work with her to go along the journey with her.

DIRECTOR: NOEL LORD MAICD, DFP, SFFIN

Noel has many years of experience in the financial planning and management sectors, and is well experienced in coaching people and leading business development. He is currently the Queensland State Manager of CommSec and has worked as a consultant to a number of businesses during his career. Previously Noel has been on the board of Autism Queensland and was a member of the Juvenile Diabetes Research Foundation advisory board. He is a Senior Fellow of the Financial Services Institute of Australasia and a Member of the Australian Institute of Company Directors, and holds a Diploma of Financial Planning.

DIRECTOR: GRAHAM DAVIS (resigned 23 January 2017) GAICD, FCILT

Graham is the CEO of Clarks Logan City Bus Service. Graham has been in the bus and coach industry in New Zealand and Australia for more than 30 years, and is in his second term as chair of the QBIC Commercial Committee after also serving three years as president. Graham completed the Enterprise Workshop Program in Business Management and Entrepreneurship, and also holds an Advanced Management Diploma. He is an active member of the State Government’s Transport and Logistics Workforce Advisory Committee and has been involved with the Logan: City of Choice Leadership Team working group on public transport gap services. Graham is a graduate of the AICD and a Fellow of Chartered Institute of Logistics and Transport Association.



13

Key staff

CHIEF EXECUTIVE OFFICER: TERRY O’TOOLE Dip Bus Mgt

Terry is a vastly experienced corporate executive. Before joining TransitCare, he was chief operating officer of a national waste management and transport operation for six years. He also spent 25 years in retail management and logistics with a national retailer, including roles as State Manager of services. Terry provides hands-on management experience to the organisation and mentoring to the executive management team. Terry has overseas and local experience in starting and growing businesses in transport and logistics. He is accomplished at change management and has grown businesses from infancy to having national and international reach. He is an operational expert who is focused on providing TransitCare with the internal capability to be NDIS compliant and to grow its reach and scale. Terry is a current Director of the Australian Community Transport Association.

PEOPLE AND QUALITY MANAGER: FRANCINE WICKS B Bus. Mgt

Francine is a human resources practitioner who adds value through her people and systems focus to drive quality outcomes. Francine has a Bachelor of Business and more than 20 years’ experience managing human resources, safety and quality systems. She has worked in both the private and not for-profit-sectors in a career that has spanned transport, manufacturing, automotive safety and mining industries. Francine’s mission is threefold:

• to make our quality systems as simple and accessible as possible• to use those systems to improve the level of service we provide to our

clients• to provide our employees and volunteers with the safest possible

environment and work processes.

Our stories: Social Support Tuesday group“This is a wonderful program. When my husband went into a nursing home, I was lost, but coming here has helped me so much” Patricia

“We have a lot of fun. The staff look after our food and drinks which are always good and plentiful” Meg

“I have seen improvements in my health since I started a year ago” Lynette

“I think this is a very good programme and I want it to continue, very enjoyable” Philip

14

OPERATIONS SYSTEMS MANAGER: GARY PANLOOK Dip Mgt, Dip Aerospace Engineering

Gary has had an eclectic career, having previously worked for Griffith University Facilities Management for six years before joining TransitCare in 2016. He has also worked in the aerospace industry for more than 30 years, sharing his time between defence and commercial enterprises. Gary has travelled extensively throughout Australia and overseas, examining the management systems of successful companies including change programs, quality management systems and the resulting computerisation of the workplace. Gary has technical aptitude with an eye for detail and is resolute on augmenting the technical aspects of scheduling and dispatch technologies.

FINANCE MANAGER: KERRYN PRENTICE Bus (Acc), CPA, GIA (Cert), JP (Qual)

Kerryn is a qualified accountant with more than 25 years’ experience in government, private and not-for-profit organisations. She is experienced in preparing Board and Management reports, as well as drafting and implementing policies and procedures. Kerryn previously served as a board member and chair of the Finance, Risk and Audit Committee at YWCA Queensland. Kerryn is interested in financial accounting, governance and providing value to an organisation with both financial and non-financial information. Kerryn enjoys working in the not-for-profit sector as she believes it gives greater purpose by assisting the wider community.

My story: Rachael Watson TransitCare supports me by transporting me mainly to medical appointments,

which are crucial to managing my condition. Without this service, it would then mean my family would need to take more time out of their day to help take me to and from places. It is also good for me to be able to be as independent as possible at the moment and TransitCare allows this to happen. I have also recently started using the service to take me to the gym, and this assists me to focus more on my training without having to worry about how I’m going to get there. TransitCare is a fantastic service.

RachaelWatsonwasamemberoftheAustralianParalympicTeamatthe Rio2016ParalympicGames(7-18September)andwongoldinthewomen’s

50mfreestyleS4inaParalympicrecordtimeof40.13.



15

PERFORMANCE INFORMATIONBackgroundWe have collected data on patronage from a number of sources, primarily the RouteMatch software. RouteMatch data provides a range of data for analysis and managing bookings, scheduling, fleets and costs to a certain extent.

This section provides an analysis on patronage data between July 2016 and June 2017, with comparison to the previous year where data is available, together with an analysis of specific components within the organisation.

2016/2017 patronage data

ANNUAL PATRONAGE

Patronage increased by 1.18 per cent in 2016/2017 from the previous year.

42,5

65

43,0

50

35,7

89

23,8

90 50

,175

48,5

56

52,6

95

63,0

01 90

,089

104,

888

117,

498

178,

255

188,

169

180,

386

182,

528

0

20,000

40,000

60,000

80,000

100,000

120,000

140,000

160,000

180,000

200,000

2002

/200

3

2003

/200

4

2004

/200

5

2005

/200

6

2006

/200

7

2007

/200

8

2008

/200

9

2009

/201

0

2010

/201

1

2011

/201

2

2012

/201

3

2013

/201

4

2014

/201

5

2015

/201

6

2016

/201

7

16

MONTHLY PATRONAGE

We have compared our monthly patronage for the past five years. Comparisons from 2013/2014 onwards include Townsville.

FUNDED AMOUNTS

REGION UNIT TYPE NUMBER OF UNITS FUNDING ($)

Transport

Brisbane South

One way trips

90,318 3,160,881.34

Logan 24,705 864,606.98

Northern 6,000 209,953.48

Social support – groupLogan

Hour3,356 72,247.10

Northern 1,000 21,527.74

Social support – individualLogan

Hour4,755 176,785.26

Brisbane South 6,999 260,214.51

0

2,000

4,000

6,000

8,000

10,000

12,000

14,000

16,000

18,000

20,000

Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun

2012/2013 2013/2014 2014/2015 2015/2016 2016/2017



17

FUNDING SOURCES

Any client that uses the TransitCare service must be attached to a funding source, and, as a result, the funding source indicates income source. Currently there are 63 individual funding sources; however, as 10 sources supply 91.02 per cent of the patronage, only major funding sources are shown.

FUNDING SOURCE (PERCENTAGE OF TRIPS)

FUNDING SOURCE 2015/2016 2016/2017

Government funded – Brisbane South 49.53% 50.76%

Government funded – Logan 18.33% 20.04%

RSL Care 4.72% 3.78%

TOTTS Townsville 3.46% 3.12%

Tertiary place government funded – Brisbane South 3.45% 3.33%

Customer paid trip 2.41% 1.24%

Townsville Mackay Medicare Local CTG-CCSS 2.28% 3.89%

Townsville Aboriginal and Islander Health 0.01% 1.63%

Queensland Ambulance Service 2.16% 2.01%

Co.As.It HACC Brisbane South 2.14% 1.22%

TRIP PURPOSE

Each booking is attributed to a reason for travel, or trip purpose. This defines the markets and assists in creating business rules that allow prioritising of trips, such as hospital and medical receiving priority in peak demand times. While these percentages do vary slightly with seasons, such as during the festive season, the following information provides an average for the year, with comparisons to the previous year.

TRIP PURPOSE (PERCENTAGE OF TRIPS)

TRIP PURPOSE 2015/2016 2016/2017

Health 22.24% 26.65%

Hospital 15.60% 18.73%

Recreational 0.24% 0.19%

Respite 16.69% 13.47%

Shopping 11.17% 10.30%

Social 30.10% 26.49%

TransitCare Social Support 3.96% 4.18%

2015/2016

2016/2017

2015/2016

2016/2017

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2016/2017 efficiency analysisA key performance indicator in service delivery is the ability to run on time and arrive at the pick-up destination at or close to the expected time. It is critical however, that clients always arrive at the destination at the required time. Like many transport industries, keeping to scheduled running times is a challenge with traffic issues and client issues eroding estimated travel times used in the scheduling process.

While there are many opinions on what constitutes on-time running, a reasonable measure of up to 10 minutes past the scheduled pick-up time (and dropping off clients by the required appointment time) is generally used as a measure of when a trip is categorised as being on time. This allows for unknown traffic disruptions and minimal unscheduled delays. This data will vary on a daily basis and across vehicle or client groups, however a business target is used as a managing tool, and individual checks occur as needed.

TRIPS PER DRIVER

Productivity is easily measured in the number of trips a driver performs in a day. While this is the simple comparison, it is not the most accurate measure of individual driver productivity. A number of areas impacts on this result such as scheduling methodology, large groups and long distance trips and should not cloud the efficiency of a driver. The information below indicates the average trips achieved daily per driver group on a monthly basis, and provides indications of trends in improving efficiency across the system.

TRIPS PER DRIVER (DAILY AVERAGE)

MONTH BRISBANE SOUTH/LOGAN PAID

BRISBANE SOUTH/LOGAN VOLUNTEER

TOWNSVILLE PAID

TOWNSVILLE VOLUNTEER

July 2016 13.60 9.05 11.50 10.91

August 2016 13.43 9.03 16.22 10.94

September 2016 13.66 9.80 21.16 11.44

October 2016 13.82 9.80 17.83 10.09

November 2016 14.12 9.70 20.82 10.54

December 2016 13.82 8.72 21.95 9.84

January 2017 13.34 8.66 14.33 11.16

February 2017 14.42 8.91 14.07 12.19

March 2017 13.85 9.32 14.14 11.96

April 2017 13.83 9.50 11.34 14.13

May 2017 13.86 9.34 11.75 11.79

June 2017 13.62 9.53 12.63 11.61

The RouteMatch system does not differentiate between paid and volunteer drivers, and these figures do not reflect the hours worked or how trips are scheduled to vehicles and are therefore used as a guide only for staffing levels. The averages indicate a general higher productivity with paid drivers, and costs are therefore offset against the savings associated with volunteer drivers.



19

DISTANCE TRAVELLED

Distances are a key component of service data, costs and analysis. These readings are confirmed manually by drivers at the start of shift, each pick up and drop off, and at the end of each shift, and the system is updated through verification where anomalies occur.

In 2016/2017, 2,172,249 service kilometres were logged in TransitCare vehicles (1,995,764 kilometres in 2015/2016). This is calculated using start and finish garage odometers for each vehicle.

The following breakdown is extracted from detailed analysis and provides a snapshot of average trip distance over the last year. Taxi use is excluded from this data.

The average trip distance is also a measure of service and adjustments to RouteMatch. Monitoring the average trip distance provides the ability to ensure clients are not subject to extra trip distances unnecessarily as a result of share riding efficiencies.

AVERAGE TRIP DISTANCE (KM)

BRISBANE SOUTH/LOGAN TOWNSVILLE

July 2016 13.31 17.61

August 2016 12.83 15.19

September 2016 12.52 14.43

October 2016 11.89 15.89

November 2016 10.98 16.96

December 2016 11.68 16.25

January 2017 12.60 17.75

February 2017 11.03 18.34

March 2017 10.92 17.31

April 2017 11.03 16.79

May 2017 11.04 18.57

June 2017 11.27 17.94

0

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4

6

8

10

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14

16

18

20

Jul 2016 Aug 2016 Sep 2016 Oct 2016 Nov 2016 Dec 2016 Jan 2017 Feb 2017 Mar 2017 Apr 2017 May 2017 Jun 2017

Brisbane South/Logan Townsville

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DEAD RUNNING

A pivotal cost of providing transport is in the allowance of dead-running, or the distance a vehicle travels from base to a pick-up and back to base, and in between trips, while not earning revenue.

This is an efficiency measure, with lower dead-running indicating greater efficiency in the scheduling by having trips closely connected to start and finish times. The dead-running measure calculates the distance between garage and first or last trip, and does not include the gap between trips, although RouteMatch has been asked to provide the facility to calculate this. A larger geographical service area will naturally increase this measure, while a larger concentration of trips in the service area (clustering) will assist in reducing the measure by having little dead-running with decreased distance between trips.

The information below indicates the percentage of dead-running over the past year for both areas.

Ongoing monitoring of this measure is a key performance indicator.

0.00%

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14.00%

16.00%

18.00%

20.00%



DEAD-RUNNING (PERCENTAGE)


July 2016 16.72% 17.37%

August 2016 17.72% 16.02%

September 2016 17.32% 14.12%

October 2016 16.59% 14.31%

November 2016 17.10% 17.19%

December 2016 16.77% 16.85%

January 2017 16.68% 17.90%

February 2017 17.61% 16.52%

March 2017 17.41% 16.60%

April 2017 18.16% 15.88%

May 2017 17.91% 17.61%

June 2017 18.63% 18.27%



21


0

5

10

15

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25

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35


TRIP TIMES

The amount of time a client is on a service is critical given the demographics of our client base. Extended trip times cause fatigue in elderly clients and health issues for medical clients.

Amendments to RouteMatch schedule settings to increase efficiency can inadvertently increase this time as share riding percentage is increased and attributes such as divergence and drift are increased. As such this is used as a KPI for scheduling changes.

AVERAGE TRIP TIMES (MINUTES)


July 2016 25.39 24.19

August 2016 16.31 23.19

September 2016 25.43 25.38

October 2016 27.57 23.88

November 2016 27.22 25.67

December 2016 25.98 26.04

January 2017 24.79 26.78

February 2017 27.35 24.67

March 2017 27.72 22.39

April 2017 29.37 21.23

May 2017 28.72 23.74

June 2017 27.95 23.19

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90.00%

100.00%


FLEET USAGE

Using the fleet as much as possible reduces the unit cost of providing trips as the fleet has the lowest cost/ km to the business. As such, this is a measure used to understand how much of the fleet is idle or unavailable for various reasons such as maintenance, accidents, lack of drivers and lack of trips.

The use of taxis in the vehicle pool mix enables maximum use of available vehicles without oversupply. Fleet shortages are taken up by the taxi fleet, however this can result in increased costs to the business in many trips.

FLEET USAGE (PERCENTAGE)


July 2016 94.79% 77.50%

August 2016 90.75% 75.54%

September 2016 90.33% 71.59%

October 2016 90.26% 80.00%

November 2016 90.38% 79.55%

December 2016 84.62% 68.63%

January 2017 76.79% 71.88%

February 2017 89.34% 90.63%

March 2017 88.75% 82.95%

April 2017 87.02% 87.50%

May 2017 92.66% 89.20%

June 2017 91.14% 94.32%



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20.00%

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50.00%

60.00%

70.00%

80.00%

90.00%

100.00%


USE OF VOLUNTEERS

As an essential element in our operations, volunteers perform a range of important duties including operational transport. These are performed along similar lines to paid drivers and play a key role in delivering the required services. All volunteer drivers are trained to the same level of paid drivers, both operationally and in the emergency medical sphere.

Volunteer numbers change daily due to availability, and work is scheduled differently to accommodate the infrequency of availability. The information indicates volunteer contribution for demand on a monthly basis for both areas.

It is noteworthy that volunteers also provide these essential services on Saturdays to accommodate clients’ needs.

TRIPS DONE BY VOLUNTEERS (PERCENTAGE)


July 2016 8.81% 85.87%

August 2016 7.41% 59.79%

September 2016 8.14% 54.89%

October 2016 9.91% 51.65%

November 2016 9.28% 53.81%

December 2016 9.35% 53.21%

January 2017 9.45% 75.23%

February 2017 9.75% 75.69%

March 2017 9.71% 67.64%

April 2017 11.08% 75.90%

May 2017 12.56% 71.57%

June 2017 11.35% 73.07%

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FINANCIAL REPORTINGFinance Director’s reportThe 2016/2017 financial year has seen a continuation of our change program, preparing for the still somewhat uncertainty in funding arrangement changes stemming from the NDIS and CHSP. We continue to introduce further systems and process enhancements to deliver more efficient delivery of services, and have completed a detailed assessment of all assets. We are very fortunate to be able to have learnt from the rollout of the NDIS into Townsville. These learnings will hold us in good stead once the NDIS arrives into Logan, Brisbane South and the Redlands next year.

Whilst the exact timing of full funding changes still remains uncertain, we are ensuring we are ready for whenever government policy brings this in. As the leading provider of transport in the South Brisbane and Logan and Redlands area, we take great pride in high performance that we deliver, and we continually seek new innovative ways to ensure our members and clients receive a pleasant experience every time with us.

In previous years reports I acknowledged the appointment of our auditors, BDO. This being the third year of their appointment, the process and governance has again delivered beyond our expectations and thus our Annual Report is of high quality and accuracy. The audit did not present any matters of concern for the Board and as such acknowledged the sound financial management practices of TransitCare.

Our financial performance in 2016/17 was impressive. Overall we achieved a 13.4% increase in revenue to $9.5 million. The surplus reported is due to excellent operational controls and reviews and a return of funds through our insurers. I am pleased to report that we are well positioned for the future changes in funding, with a very strong net assets figure of $4.153 million and $6.493 million in total assets at the end of the financial year. With NDIS on the horizon in our service area, we are well positioned to react to these demands and opportunities in this environment.

The Board has committed to a further period of financial and operational support to TOTTS. The hard work of the TOTTS and TransitCare teams continues to improve the overall result as compared to the prior financial years. We have forecasted this support to further decrease in the coming financial years, with a goal of TOTTS being self-sufficient now within reach.

For TransitCare we have forecast a continued surplus in 2017/2018 as we look to improve on what has been an excellent year in terms of patronage and further improvement in customer service and efficiencies.

Our thanks to everyone behind the scenes who have contributed to the more than 20 years of success. To the volunteers, staff, fellow board members and external suppliers – we are grateful for all you do for our members and clients.

Finally, a thank you to all our members and clients, who are the sole reason we are committed to the high quality provision of these vital services.

Shane Griffiths Director [Finance] and Secretary



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Income and expenses

INCOME BREAKDOWN

2017 2016 VARIANCE

$ % $ % $ %

Grants 7,255,779 76.10% 7,027,375 83.59% 228,403 3.25%

Fundraising 22,031 0.23% 23,158 0.28% (1,127) -4.87%

Trading Activities 1,248,039 13.09% 1,294,860 15.40% (46,822) -3.62%

Other Income 1,008,506 10.58% 61,779 0.73% 946,726 1532.43%

Total Income $9,534,354 $8,407,172 $1,127,181

EXPENSES BREAKDOWN

2017 2016 VARIANCE

$ % $ % $ %

Employment Costs 4,910,636 53.99% 4,776,984 55.44% 133,652 2.80%

Operating Costs 1,139,952 12.53% 810,106 9.40% 329,846 40.72%

Motor Vehicle costs 941,698 10.35% 1,004,407 11.66% (62,709) -6.24%

Client Support Costs 989,120 10.87% 913,769 10.60% 75,351 8.25%

Facility and Administrative Costs

474,025 5.21% 448,734 5.21% 25,292 5.64%

IT and Communications 640,848 7.05% 580,337 6.74% 60,511 10.43%

TOTTS - 0.00% 82,264 0.95% (82,264) -100.00%

Total Expenses $9,096,279 $8,616,601 $479,679

SURPLUS / (DEFICIT) $438,074 ($209,428)

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Statement of financial position2017 2016 VARIANCE

$ % $ % $ %

ASSETS

Current Assets

Cash and Cash Equivalents 1,444,929 56.48% 3,992,423 92.05% (2,547,494) -63.81%

Trade and Other Receivables 914,724 35.75% 163,351 3.77% 751,373 459.97%

Other Current Assets 198,669 7.77% 181,370 4.18% 17,299 9.54%

Total Current Assets $2,558,322 $4,337,144 ($1,778,822)

Non-current Assets

Property Plant and Equipment 1,694,765 43.07% 325,883 100.00% 1,368,882 420.05%

Intangible Assets 16,798 0.43% - 0.00% 16,798 100.00%

Trade and Other Receivables 223,188 5.67% - 0.00% 223,188 100.00%

Other Non-current Assets 2,000,000 50.83% - 0.00% 2,000,000 100.00%

Total Non-current Assets $3,934,751 $325,883 $3,608,868

TOTAL ASSETS $6,493,073 $4,663,027 $1,830,046

LIABILITIES

Current Liabilities

Trade and Other Payables 673,284 60.63% 634,197 71.41% 39,087 6.16%

Employee Benefits 225,341 20.29% 253,848 28.59% (28,507) -11.23%

Lease Liability 211,847 19.08% - 0.00% 211,847 100.00%

Total Current Liabilities $1,110,472 $888,045 $222,427

Non-current Liabilities

Employee Benefits 105,293 8.57% 59,424 100.00% 45,869 77.19%

Lease Liability 1,123,677 91.43% - 0.00% 1,123,677 100.00%

Total Non-current Liabilities $1,228,970 $59,424 $1,169,546

TOTAL LIABILITIES $2,339,441 $947,469 $1,391,972

NET ASSETS $4,153,632 $3,715,558 $438,074

EQUITY

Retained Surplus 4,153,632 3,715,558 438,074 11.79%

TOTAL EQUITY $4,153,632 $3,715,558 $438,074



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Directors’ declaration

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Statement by auditorsLevel 10, 12 Creek St Brisbane QLD 4000 GPO Box 457 Brisbane QLD 4001 Australia

Tel: +61 7 3237 5999 Fax: +61 7 3221 9227 www.bdo.com.au

BDO Audit Pty Ltd ABN 33 134 022 870 is a member of a national association of independent entities which are all members of BDO Australia Ltd ABN 77 050 110 275, an Australian company limited by guarantee. BDO Audit Pty Ltd and BDO Australia Ltd are members of BDO International Ltd, a UK company limited by guarantee, and form part of the international BDO network of independent member firms. Liability limited by a scheme approved under Professional Standards Legislation, other than for the acts or omissions of financial services licensees.

INDEPENDENT AUDITOR'S REPORT

To the members of TransitCare Limited

Report on the Audit of the Financial Report

Opinion

We have audited the financial report of TransitCare Limited (the registered entity), which comprises the statement of financial position as at 30 June 2017, the statement of profit or loss and other comprehensive income, the statement of changes in equity and the statement of cash flows for the year then ended, and notes to the financial report, including a summary of significant accounting policies, and the responsible entities’ declaration.

In our opinion the accompanying financial report of TransitCare Limited, is in accordance with Division 60 of the Australian Charities and Not-for-profits Commission Act 2012, including:

(i) Giving a true and fair view of the registered entity’s financial position as at 30 June 2017 and of its financial performance for the year then ended; and

(ii) Complying with Australian Accounting Standards – Reduced Disclosure Requirements and Division 60 of the Australian Charities and Not-for-profits Commission Regulation 2013.

Basis for opinion

We conducted our audit in accordance with Australian Auditing Standards. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the Financial Report section of our report. We are independent of the registered entity in accordance with the auditor independence requirements of the Australian Charities and Not-for-profits Commission Act 2012 (ACNC Act) and the ethical requirements of the Accounting Professional and Ethical Standards Board’s APES 110 Code of Ethics for Professional Accountants (the Code) that are relevant to our audit of the financial report in Australia. We have also fulfilled our other ethical responsibilities in accordance with the Code.

We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Other information

Those charged with governance are responsible for the other information. The other information obtained at the date of this auditor’s report is information included in the director’s report, but does not include the financial report and our auditor’s report thereon.

Our opinion on the financial report does not cover the other information and accordingly we do not express any form of assurance conclusion thereon.

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BDO Audit Pty Ltd ABN 33 134 022 870 is a member of a national association of independent entities which are all members of BDO Australia Ltd ABN 77 050 110 275, an Australian company limited by guarantee. BDO Audit Pty Ltd and BDO Australia Ltd are members of BDO International Ltd, a UK company limited by guarantee, and form part of the international BDO network of independent member firms. Liability limited by a scheme approved under Professional Standards Legislation, other than for the acts or omissions of financial services licensees.

In connection with our audit of the financial report, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial report or our knowledge obtained in the audit or otherwise appears to be materially misstated.

If, based on the work we have performed on the other information obtained prior to the date of this auditor’s report, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard.

Responsibilities of responsible entities for the Financial Report

The responsible entities of the registered entity are responsible for the preparation and fair presentation of the financial report in accordance with Australian Accounting Standards – Reduced Disclosure Requirements and the ACNC Act, and for such internal control as the responsible entities determine is necessary to enable the preparation of the financial report that is free from material misstatement, whether due to fraud or error.

In preparing the financial report, responsible entities are responsible for assessing the registered entity’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the responsible entities either intends to liquidate the registered entity or to cease operations, or has no realistic alternative but to do so.

Those charged with governance are responsible for overseeing the registered entity’s financial reporting process.

Auditor’s responsibilities for the audit of the Financial Report

Our objectives are to obtain reasonable assurance about whether the financial report as a whole is free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with the Australian Auditing Standards will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of this financial report.

A further description of our responsibilities for the audit of the financial report is located at the Auditing and Assurance Standards Board website (http://www.auasb.gov.au/Home.aspx) at:

http://www.auasb.gov.au/auditors_responsibilities/ar4.pdf

This description forms part of our auditor’s report.

BDO Audit Pty Ltd

C R Jenkins Director

Brisbane, 27 September 2017

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FUNDING BODIES

TransitCare Ltd is supported by the Department of Communities, Child Safety and Disability Services and the Australian Government Department of Health. Visit the Department of Health website www.health.qld.gov.au for more information.

ACCREDITATIONS

Contact usLevel 1 628 Kingston Rd Loganlea Qld 4131

PO Box 981 Marsden Qld 4132

Phone: 07 3422 7900

Fax: 07 3805 5475

Email: [email protected]

Web: www.transitcare.com.au

KINGSTON RD

LOGAN MOTORWAY



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2016/2017 ANNUAL REPORTABN 17 156 534 513 ACN 601 588 774

2016/2017 ANNUAL REPORT · 2019. 2. 23. · 2016/2017 highlights 2,172,249 km travelled Almost 200...

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