Tablelands Community Transport Service Providers Group€¦ · Community planning projects completed by TRC over recent years have identified transport as a key issue for the region

Tablelands Community Transport Service

Providers Group ��

�

Tablelands Community

Transport Service

Providers Group Community Transport Coordination Feasibility Study

Date: February 2012

Version: v1.0

Tablelands Community Transport Service Providers Group Community Transport Coordination Feasibility Study

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Table of Contents Details ..................................................................................................................................................... 4

Methodology ........................................................................................................................................... 4

Abbreviations .......................................................................................................................................... 5

Acknowledgements ................................................................................................................................. 5

Executive Summary ................................................................................................................................. 6

1 Background to the Project .............................................................................................................. 7

2 Existing Transport ........................................................................................................................... 8

2.1 Transport Audit Data............................................................................................................... 8

2.1.1 Summary of Participants ................................................................................................. 8

2.1.2 Geographic Reach ........................................................................................................... 9

2.1.3 Demographic Servicing ................................................................................................. 10

2.1.4 Capacity Utilisation ....................................................................................................... 11

2.1.5 Bus Funding ................................................................................................................... 14

2.1.6 Buses for Hire ................................................................................................................ 14

2.1.7 Booking Process ............................................................................................................ 15

2.2 Transport Service Gaps ......................................................................................................... 16

2.2.1 Identified by Transport Audit Participants .................................................................... 16

2.2.2 Identified by Tablelands Regional Council .................................................................... 16

2.3 Summary and Implications ................................................................................................... 17

3 Regional Demographics and Transport Implications .................................................................... 18

3.1 Ageing Population ................................................................................................................. 18

3.2 Remoteness........................................................................................................................... 19

3.3 Indigenous Population .......................................................................................................... 21

3.4 Vehicle Ownership and Use .................................................................................................. 21

3.5 Economy ................................................................................................................................ 22

3.6 Communication ..................................................................................................................... 24

3.7 Summary and Implications ................................................................................................... 24

4 Needs Analysis .............................................................................................................................. 26

4.1 Community Transport User Requirements and Needs ......................................................... 26

4.1.1 What do they need?...................................................................................................... 26

4.1.2 Why do they need it? .................................................................................................... 26

4.1.3 Identified Benefits ......................................................................................................... 27


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4.2 Community Transport Provider Requirements and Needs................................................... 27

4.2.1 What do they need?...................................................................................................... 27

4.2.2 Why do they need it? .................................................................................................... 28

4.2.3 Identified Benefits ......................................................................................................... 28

5 SWOT Analysis ............................................................................................................................... 29

6 Sustainable Model of Community Transport Coordination .......................................................... 30

6.1 Practical Model Requirements .............................................................................................. 30

6.1.1 Community Transport Users and Organisers ................................................................ 30

6.1.2 Community Transport Providers ................................................................................... 30

6.2 Model Stages ......................................................................................................................... 31

6.2.1 Stage One ...................................................................................................................... 31

6.2.2 Stage Two ...................................................................................................................... 38

6.3 Theoretical Model Linkages .................................................................................................. 38

7 Sustainable Model Costs and Funding .......................................................................................... 40

7.1 Stage One Establishment Costs............................................................................................. 40

7.1.1 Website Development .................................................................................................. 40

7.1.2 Initial Project Management .......................................................................................... 41

7.1.3 1300 Number ................................................................................................................ 41

7.1.4 Coordinator ................................................................................................................... 41

7.1.5 Summary of Establishment Cost Assumptions ............................................................. 41

7.2 Stage One Ongoing Costs ...................................................................................................... 42

7.2.1 Website ......................................................................................................................... 42

7.2.2 Coordinator ................................................................................................................... 43

7.2.3 1300 Number ................................................................................................................ 43

7.2.4 Summary of Ongoing Cost Assumptions ....................................................................... 44

7.3 Model Cost Summary ............................................................................................................ 45

7.4 Model Funding ...................................................................................................................... 46

7.4.1 Internal Funding ............................................................................................................ 46

7.4.2 Commercial Funding ..................................................................................................... 46

7.4.3 External Funding ........................................................................................................... 47

8 Conclusions ................................................................................................................................... 49

8.1 Challenges and Risks ............................................................................................................. 49

8.2 Recommendations ................................................................................................................ 49


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8.2.1 General Recommendations .......................................................................................... 49

8.2.2 Project Specific Recommendations............................................................................... 50

Resources .............................................................................................................................................. 52

Appendix One: Transport Audit Detail .................................................................................................. 53

Appendix Two: Example of 1300 Number Reporting Capabilities ........................................................ 70


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Details

Name Tablelands Community Transport Service Providers Group

Auspiced by Tablelands Regional Council

Postal Address PO Box 154, Mareeba, QLD 4880

Street Address 65 Rankin Street, Mareeba, QLD

Contact Judy Burness: Community Support Services Supervisor

Phone 07 4092 6899

ABN 77 642 342 175

Methodology This feasibility study was completed by Conus Business Consultancy Services for the Tablelands

Community Transport Service Providers Group. The project was partially funded by the Building

Rural Communities Fund (Blueprint for the Bush).

The feasibility study commenced with a review of existing Transport Audit data (provided by

Tablelands Regional Council), desktop research into market demographics, liaison with existing

community transport service providers and an analysis of transportation required by user groups

and identification of gaps in services. The project continued with a review of sustainable

coordination models and subsequent recommendations for such models. Approximate costings

were considered and potential funding sources reviewed.

The intention of the feasibility study was to consider the establishment of a sustainable model of

community transport coordination in the Tablelands. Recommendations have been made in order

for the Tablelands Community Transport Service Providers Group to prioritise future actions

required to sustain and improve existing community transport services.

Disclaimer: This report is supplied in good faith and reflects the knowledge, expertise and experience of the consultants

involved. In conducting the analysis in the report, Conus Business Consultancy Services has endeavoured to use the best

information available at the date of publication, including information supplied by the client. Unless stated otherwise,

Conus Business Consultancy Services does not warrant the accuracy of any forecast or prediction in the report. Although

Conus Business Consultancy Services exercises reasonable care when making forecasts and predictions, factors such as

future market behaviour are uncertain and cannot be forecast or predicted reliably.


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Abbreviations

Abbreviation Full Name

ABN Australian Business Number

ABS Australian Bureau of Statistics

CT Community Transport

DEEDI Department of Employment, Economic Development and Innovation

FNQ Far North Queensland

HACC Home and Community Care

LGA Local Government Area

NGO Non-Government Organisation

TRC Tablelands Regional Council

TCTSP Group Tablelands Community Transport Service Providers Group

Acknowledgements Conus Business Consultancy Services would like to make the following acknowledgements:

• TRC for the provision of Transport Audit data.

• TRC for the coordination of all TCTSP Group meetings and minutes.

• TCTSP Group for input and participation in the project.

• Virginia Berry of DEEDI for her ongoing support and input into the project.

• Judy Burness and Joy Wii of TRC for their ongoing support and input into the project.

• Nicky Jurd of Precedence for taking the time to discuss the web development aspects of the

model with the consultants.

• Atherton Library and Community Services Tablelands for the provision of their meeting

rooms.


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Executive Summary Every community has residents who depend upon transport options other than those commercially

available. Community based transport solutions are required to service the needs of this population.

They ensure that the transport disadvantaged have sufficient access to medical facilities, shops,

banks, social events and recreation. As well as providing a necessary transport service they also

provide valuable support to potentially isolated community members thereby increasing the social

resilience and inclusiveness of the community.

This report commences by outlining the existing CT services in the Tablelands and analysing the

demographic make-up of the region. It is clear that there are a number of valuable CT assets within

the region and a large number of CT providers. The area has a higher than average (and growing)

base of elderly residents; a low socio-economic status and very little public transport options. It is

home to more than 46,000 people spread over a massive 64,768 square kilometres. The CT

challenges facing the Tablelands are therefore very diverse: user affordability, economic viability,

geographic remoteness of users and funding restraints are but a few of the more critical concerns.

The report continues by reviewing CT user needs and CT provider needs thereby recognising some of

the different groups involved in the process. An important consideration is that the CT user is often

not the person actually organising the required transportation. This acknowledgement and

separation of user groups and user needs is critical for enhanced coordination modelling. Another

important consideration is the ‘bundling’ of services provided to CT users. Transportation of the

individual is but one component of the service offering. Other elements include personal care,

provision of information and physical assistance.

Having identified the requirements of the community and different stakeholders we progress with a

consideration of possible approaches to enhanced coordination. Given that this is the first time that

a coordinated approach to CT has been taken within the region we recommend a staged approach

that primarily creates and shares information and referral networks with the support of a shared

coordinator over a three year period.

The model is fully costed and funding opportunities outlined. The cost of establishing the central

information source has been approximated at $12,780. The ongoing cost of supporting the website,

providing a 1300 number and employing a full time coordinator over the three year period has been

approximated at $76,313 to $76,413 per annum. Given the funding challenges faced by individual CT

providers we recommend that a small membership fee be charged to cover some cost but that the

majority of the cost is funded externally. It is unrealistic to attempt to completely fund the model

internally as many CT providers in the region are already financially challenged.

We conclude the report by outlining some of the key risks to the success of the project and making a

number of general and specific recommendations. The main risk faced by the community and CT

stakeholders is that the project cannot secure adequate funding and CT services provided within the

region remain fragmented, uncoordinated and underutilised. The benefits of implementing the

suggested model are far-reaching and include reducing unmet CT demand, accessing a larger CT user

base, increasing the economic return from CT assets, enhancing community engagement and

proactively managing the growing requirement for acute patient care.


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1 Background to the Project The Building Rural Communities Fund is a core component of the Tomorrow’s Regions initiative.

Under the Building Rural Communities Fund a total of $2 million will be allocated over two years

from July 2010 to implement projects in communities outside of South-East Queensland and major

regional centres.

This initiative has involved the provision of one-off grants of up to $15,000 via the Blueprint for the

Bush program for projects that improve the economic, social, cultural and environmental capacity of

rural and remote communities in Queensland. The Tablelands region is located in FNQ, which is a

Blueprint for the Bush region, so is eligible for access to this fund.

The Tablelands region has long had a number of CT providers servicing the transport disadvantaged

but no successful attempt has been made in the past to coordinate services. Community planning

projects completed by TRC over recent years have identified transport as a key issue for the region.

The Building Rural Communities Fund was therefore seen as an opportunity for regional CT providers

to investigate a model of enhanced coordinated service delivery.

The TCTSP Group was established in 2011 with the aim of service coordination improvement.

Regular meetings are held every two months. Membership includes CT providers, government

agencies, NGOs with a transport disadvantaged client base and other stakeholders.

A successful Building Rural Communities Fund submission for this project was made by the TCTSP

Group (auspiced by TRC) during 2011. Conus Business Consultancy Services was tasked with

completion of the project on 1st September 2011.

An initial meeting was held between Conus Business Consultancy Services and the TCTSP Group on

30th

June 2011. A half day workshop to investigate CT service coordination was held between the

two parties on 20th

October 2011. Presentation and delivery of the project was completed during

February 2012.


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2 Existing Transport

2.1 Transport Audit Data

TRC undertook a Transport Audit during 2011 in advance of this project commencing. The

information was collected directly from the known CT services in the region and was considered

accurate as at the end of August 2011.

All raw Transport Audit data has been included in full in Appendix One.

2.1.1 Summary of Participants

Summary of Transport Audit completed by TRC

Number of Tablelands CT providers included in the

audit

22

Private operators (9) Chillagoe Bus Services

Emerson Bus Company

Johns Kuranda Bus Service

High Country Bus Service

Kerry's Bus & Coach Service

Millaa Millaa Bus Service

Phoneabus Pty Ltd

QITE Employment Agency

Trans North Bus & Coach Service

Specific health service operators (5) Blue Care Community & Respite x21

Mulungu Aboriginal Corp Medical Centre

Ozcare

Tablelands Respite Care Association

Wuchopperen Health Services - Midin Health

Community buses (3) Community Services Tablelands

Mareeba Community Bus

Ngoonbi Community Services

Other transport providers (4) Mareeba Information & Support Centre

Eacham Community Help Organisation

FNQ Prisoner Support

Carinya Nursing Home

Head Office Locations Tablelands

Atherton

Chillagoe

Dimbulah

Kuranda

Malanda

Mareeba

Millaa Millaa

Ravenshoe

Tolga

5

1

1

2

3

5

1

2

1

Outside the Tablelands

Cairns

1

1 The Transport Audit split Blue Care Community and Respite into two separate services: those servicing the

southern Tablelands to Walkamin and those servicing the northern Tablelands from Walkamin.


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Only those transport service providers that participated in the audit have been included in this

analysis and only the information provided for the audit has been considered.

2.1.2 Geographic Reach

The following table analyses the number of transport providers by their service area.

Transport Audit: Geographic Analysis

Towns District2

District Population:

Census 20063

Number of CT Providers Servicing those

Towns

Publically

Available4

Restrictions in

Place5

Atherton

Atherton 10,267 4 6 Walkamin

Tolga

Malanda Malanda 3,331 3 1

Mareeba Mareeba 10,069 4 5

Dimbulah

Dimbulah and Far

NW 2,281 2 1

Chillagoe

Almaden

Petford

Herberton Herberton 2,084 3 2

Julatten Julatten - Molloy -

Biboohra 1,989 0 1

Mt Malloy

Kuranda

Kuranda 3,919 2 1 Koah

Speewah

Millaa Millaa Millaa Millaa 1,329 2 1

Ravenshoe

Ravenshoe 3,794 2 3 Innot Hot Springs

Mt Garnet

Yungaburra

Yungaburra -

Tinaroo - Kairi 3,158 2 3

Tinaroo

Kairi

Lake Eacham

Dimbulah Dimbulah - Arriga 1,712 1 1

Mutchilba

Cairns Cairns n/a 1 7

By looking at the district populations and comparing the number of available services for that district

we can draw conclusions as to which areas are best serviced by existing CT services.

2 The district classification has been derived using the TRC Community Profile.

3 Source: TRC Community Profile; individual district reports.

4 10 of the 22 audit participants stated that their services had no criteria or restrictions attached to them.

5 12 of the 22 audit participants stated that their services had criteria or restrictions attached to them.


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As can be seen from the above chart, the two areas with the highest level of publically available

services per capita are the Millaa Millaa and Herberton districts. The lowest levels of publically

available service per capita occur in the Julatten-Molloy-Biboohra district. For restricted transport

services, the two areas best serviced are Herberton and the Yungaburra-Tinaroo-Kairi district. The

least well serviced for restricted transport options are Malanda and Kuranda.

2.1.3 Demographic Servicing

The different demographics serviced by the transport providers are detailed in the table below.

Transport Audit: Demographic Servicing

Transport Provider Target Demographic

Other

Demographic

Serviced

Blue Care Community & Respite Care - From

Southern Tablelands To Walkamin HACC eligible or attend respite None


Walkamin To Northern Tablelands HACC eligible 60-90 years None

Carinya Nursing Home Carinya resident 60-90 years None

Chillagoe Bus Services Anyone n/a

Community Services Tablelands Elderly and those with health care cards None

Eacham Community Help Organisation (ECHO) HACC or disadvantaged None

Emerson Bus Company Anyone n/a

FNQ Prisoner Support Lotus Glen prisoner visitors None

0.00

0.20

0.40

0.60

0.80

1.00

1.20

1.40

1.60

Community Transport Services per 1,000 People

Publically Available

Restrictions in Place


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Transport Audit: Demographic Servicing

Transport Provider Target Demographic

Other

Demographic

Serviced

Johns Kuranda Bus Service Youth Anyone

High Country Bus Service Anyone n/a

Kerry's Bus & Coach Service Anyone n/a

Mareeba Community Bus Anyone n/a

Mareeba Information & Support Centre (MISC) Elderly, frail, ill and disadvantaged None

Millaa Millaa Bus Service Anyone n/a

Mulungu Aboriginal Corp Medical Centre Mulungu patients only None

Ngoonbi Community Services Indigenous low socio economic status None

Oz Care Oz Care resident only None

Phoneabus Pty Ltd Youth n/a

QITE Employment Agency Unemployed None

Tableland Respite Care Association Disabled None

Trans North Bus & Coach Service Anyone n/a

Wuchopperen Health Services - Midin Health Anyone but not disabled n/a

As can be seen there are many CT providers in the region offering services to only one particular

section of the community. This section is usually the elderly, frail, ill, disabled or disadvantaged. A

number of privately owned CT operators provide services only to their residents or target market,

e.g. Carinya Nursing Home and FNQ Prisoner Support.

2.1.4 Capacity Utilisation

The following table lists all the Transport Audit service providers along with the number of buses

they have available to them and the total number of seats (where stated). There are currently at

least 51 buses operational in the region with at least 556 seats in total.

Transport Audit: Seating Capacity

Transport Provider Number of

Buses

Total Number of

Seats

Blue Care Community & Respite Care - From Southern Tablelands To

Walkamin 2 33

Blue Care Community & Respite Care - From Walkamin To Northern

Tablelands 1 10

Carinya Nursing Home 1 9

Chillagoe Bus Services 2 30

Community Services Tablelands 1 13

Eacham Community Help Organisation (ECHO) 1 21

Emerson Bus Company 11 not stated

FNQ Prisoner Support 1 13

Johns Kuranda Bus Service 2 35

High Country Bus Service 2 36

Kerry's Bus & Coach Service 4 113


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Transport Audit: Seating Capacity

Transport Provider Number of

Buses

Total Number of

Seats

Mareeba Community Bus 1 22

Mareeba Information & Support Centre (MISC) 1 9

Millaa Millaa Bus Service 2 56

Mulungu Aboriginal Corp Medical Centre not stated not stated

Ngoonbi Community Services 2 34

Oz Care 1 10

Phoneabus Pty Ltd 1 14

QITE Employment Agency 6 82

Tableland Respite Care Association 1 9

Trans North Bus & Coach Service 7 not stated

Wuchopperen Health Services - Midin Health 1 7

Total 51 556

Neither Trans North nor Emerson Bus Company provided a full breakdown of seats but between

them they have 18 buses.

• Emerson Bus Company stated that their buses have between 28 to 61 seats giving a

minimum additional number of seats of 308.

• Trans North stated that their buses have between 18 to 57 seats giving a minimum

additional number of seats of 126.

This brings the total number of seats available on any one day to at least 990 but probably well over

1,000.

Of those 51 buses available on any given day, it is important to consider how many are actually in

use and how many are sitting idle. The following table analyses capacity utilisation by looking at bus

usage (represented by a tick�) on a daily basis.

Transport Audit: Capacity Utilisation

Transport Provider Utilisation

Mon Tues Wed Thurs Fri Sat Sun

Blue Care Community &

Respite Care - From

Southern Tablelands To

Walkamin

HACC when needed

Blue Care Community &

Respite Care - From

Walkamin To Northern

Tablelands

HACC 08.30-15.00 as required x x

Carinya Nursing Home Residents only 08.30-17.00 as required x x

Chillagoe Bus Services � x � x � x x

Community Services

Tablelands x x x � � x x


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Transport Audit: Capacity Utilisation

Transport Provider Utilisation

Mon Tues Wed Thurs Fri Sat Sun

Eacham Community Help

Organisation (ECHO) � � x � � x x

Emerson Bus Company � � � � � x x

FNQ Prisoner Support x x x x x � �

Johns Kuranda Bus Service � � � � � � �

High Country Bus Service � � � � � x x

Kerry's Bus & Coach Service � � � � � x x

Mareeba Community Bus x x x x x x �

Mareeba Information &

Support Centre (MISC) x as required x x

Millaa Millaa Bus Service school bus run early mornings and late afternoons x x

Mulungu Aboriginal Corp

Medical Centre to/from clinics only when needed x x

Ngoonbi Community

Services x HACC x HACC x x x

Oz Care when needed

Phoneabus Pty Ltd � x � x � x x

QITE Employment Agency 05.30-17.30 for worker transportation x x

Tableland Respite Care

Association as needed between 07.00-20.00

Trans North Bus & Coach

Service � � � � � � �

Wuchopperen Health

Services - Midin Health weekday mornings only x x

Although many of the buses are used on an ‘as needs’ basis by the elderly, disadvantaged or sick, it is

clear that there are a large number of buses not in use at any given time. In particular:

• Only five of the 22 transport providers operate at the weekend. This means that only 10 or

11 of the 51 buses are used over weekends.

• The Mareeba Community Bus operates only on a Sunday.

• The FNQ Prisoner Support bus operates only at weekends6.

• The Community Services Tablelands bus operates only on Thursdays and Fridays.

• Ngoonbi Community Services operate their 22 seater bus only on Tuesdays and Thursdays.

6 This service was considering closing down permanently at the time of this study.


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2.1.5 Bus Funding

Where CT providers stated that they received funding from an external body, this has been detailed

in the following table.

Transport Audit: Bus Service Funding

Transport Provider Funding


Southern Tablelands To Walkamin HACC


Walkamin To Northern Tablelands HACC

Carinya Nursing Home Residents and Government Grants

Community Services Tablelands Some sponsorship from TRC

Eacham Community Help Organisation (ECHO) Disability Services Queensland, Home & Community

Care

FNQ Prisoner Support Department of Community Safety (Corrective

Services)

Mareeba Community Bus Church

Mareeba Information & Support Centre (MISC) State Government

Mulungu Aboriginal Corp Medical Centre Office of Aboriginal Torres Strait Health

Ngoonbi Community Services Disability Services Queensland

Oz Care State Government

Tableland Respite Care Association Disability Services Queensland

Wuchopperen Health Services - Midin Health Aboriginal Co Medical Service

Of the 22 transport operators who took part in the audit, nine were privately owned with no

external funding.

2.1.6 Buses for Hire

Of the 51 buses included in the Transport Audit, 42 are available to hire.

Transport Audit: Buses Available for Hire

Transport Provider Number of Buses Total Number of Seats

Chillagoe Bus Services 2 30

Community Services Tablelands 1 13

Eacham Community Help Organisation (ECHO) 1 21

Emerson Bus Company 11 not stated

FNQ Prisoner Support 1 13

Johns Kuranda Bus Service 2 35

High Country Bus Service 2 36

Kerry's Bus & Coach Service 4 113

Mareeba Community Bus 1 22

Mareeba Information & Support Centre (MISC) 1 9

Millaa Millaa Bus Service 2 56

Phoneabus Pty Ltd 1 14

QITE Employment Agency 6 82


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Transport Audit: Buses Available for Hire

Transport Provider Number of Buses Total Number of Seats

Trans North Bus & Coach Service 7 not stated

2.1.7 Booking Process

One of the requirements of this project is to consider how the booking process for CT across the

region can be enhanced. The following table details how each CT provider responded when asked

about how customers book their service:

Transport Audit: Booking Process

Transport Provider Booking Process


Southern Tablelands To Walkamin Must book through respite only.


Walkamin To Northern Tablelands Cannot book – offered to day respite clients only.

Carinya Nursing Home n/a

Chillagoe Bus Services Phone the CT provider number.

Community Services Tablelands Phone the CT provider number.

Eacham Community Help Organisation (ECHO) Phone the CT provider number or visit the office.

Emerson Bus Company Phone the CT provider number or email.

FNQ Prisoner Support Phone the CT provider number (but currently closed).

Johns Kuranda Bus Service “Just get on at the bus stops”.

High Country Bus Service “No”

Kerry's Bus & Coach Service Phone the CT provider number or book tickets at

Phillips News Atherton.

Mareeba Community Bus Phone the CT provider number.

Mareeba Information & Support Centre (MISC) Phone the CT provider number.

Millaa Millaa Bus Service Phone the CT provider number.

Mulungu Aboriginal Corp Medical Centre “Yes for trips outside the local area”.

Ngoonbi Community Services “By notifying of attendance at the office for youth or

Elders through Ngoonbi programs”.

Oz Care n/a

Phoneabus Pty Ltd Bulk bookings only no single seats.

QITE Employment Agency Information provided by employers and QITE job

seeker lists.

Tableland Respite Care Association (TRCA) Service users of TRCA only.

Trans North Bus & Coach Service No bookings. Hail and ride service.

Wuchopperen Health Services - Midin Health Book through reception.

As can be seen from the table above, there are a number of different methods of booking services

and little consistency in place.


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2.2 Transport Service Gaps

2.2.1 Identified by Transport Audit Participants

• General service gaps by route:

o Services between Dimbulah and Mareeba.

o Services between Atherton and Lotus Glen Correctional Facility.

o Services between Millaa Millaa and Atherton, Ravenshoe and Innisfail.

o Services between Kuranda and Mareeba.

o Services between Kuranda and Cairns.

o Services in the Kuranda area.

o Services north of Mareeba.

o Limited bus service in Malanda.

o Daily town service around Atherton.

o Daily services between Atherton, Millaa Millaa and Yungaburra.

• Demographic focused service gaps:

o Services to Cairns for people who are too frail or immobile to use public transport.

o Insufficient services to transport the elderly to shops in Mareeba.

o Insufficient services for job seekers across the region.

• Other:

o Hospital transportation.

o Lack of taxi service in Malanda.

o Night services.

o Patient Transport Scheme; deemed too difficult to use by many community

members.

2.2.2 Identified by Tablelands Regional Council

Extensive discussions with seniors were undertaken by Social and Community Planning employees in

2009 in six small rural communities. Transport gaps identified in these discussions were:

• Dimbulah: Services provided were deemed sufficient but the timing of the community bus

services to Mareeba and Cairns could be optimised.

• Julatten: No public transport is provided from Julatten to Cairns. A community bus has been

provided in the past from Julatten to Mareeba but was underutilised as the people of

Julatten prefer to source their services from Mossman. No community bus was available to

or from Mossman at the time of consultation.

• Mt Garnet: Although transport to Cairns is available it is very difficult to secure medical

appointments in Cairns that fit with the bus timetable. As a result people often have to

spend the night in Cairns. Consultation identified that a regular bus service from Mt Garnet

to Ravenshoe that can link up with other bus services would be useful.

• Ravenshoe: Consultation identified that a ‘better bus service’ is required but was not specific

about how services could be improved.

• Millaa Millaa: No specific gaps identified but consultation stated that were insufficient

transport services.

• Chillagoe: No specific gaps identified.


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2.3 Summary and Implications

In general there appear to be four main areas of concern identified by the TCTSP Group, CT

stakeholders, available resources and recent community consultation conducted by TRC within the

region:

1. There is a lack of information within the community about what CT services already exist.

There is also a lack of knowledge even within the CT service provider community regarding

what CT services exist.

2. There are few publicly available options of moving people effectively around the region and

beyond regional borders. This is of particular concern to those requiring transport to Cairns

for medical appointments.

3. The provision of CT services is heavily reliant upon external funding and a number of CT

providers are facing closure if additional funds cannot be secured. Although there are a

number of private operators in the region, almost 60% of all CT providers audited rely on

external funding.

4. The task of providing CT services is spread across a number of different agencies, private

organisations and individual community groups. There is no coordinated supply of service or

supply of information or any coordinated model of delivery currently in place. (This

feasibility study is the first step in addressing this concern.)

In addition to the four main concerns highlighted above, the transport audit data identified the

following considerations:

• There appears to be a high level of idleness in the buses available at any given time,

especially at the weekend. This would suggest that there is scope to share transport

infrastructure more and perhaps better service the existing users with fewer buses or

service more people with the existing buses. (Specific bus funding restrictions may make this

difficult if not impossible as funding often dictates specific user groups.)

• Many of the bus services are provided only to specific clientele associated with either a

medical service or a facility such as a prison or aged care home.

• The northern area around Kuranda, Julatten and Mareeba appears to be least serviced by

existing CT providers. The need to coordinate transport services both within the Tablelands

region and outside of TRC boundaries is particularly evident for the northern region, e.g.

Julatten with Mossman.

• Herberton and Millaa Millaa have the highest per capita publically available service of all

districts in the Tablelands.

• There is some commonality of funding. E.g. Disability Service Queensland funds at least

three of the community buses in the Tablelands Region. This should theoretically allow for

some coordination of commonly funded CT services.

• The booking process differs for each CT provider but most focus on the use of the telephone.

Each CT provider has a different telephone number. Only one CT provider mentioned the

availability of booking services by email.


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3 Regional Demographics and Transport Implications7

3.1 Ageing Population

Table 3.1a details the Tablelands population by age for the years 2005 to 2010. Table 3.1b compares

the Tablelands with that of Queensland and Australia as a whole in 2010.

Table 3.1a

Tablelands Population by Age

2005 2006 2007 2008 2009 2010

Estimated resident population # 42,724 43,507 44,382 45,448 46,366 46,937

Population by Age Group

0 to 14 years % 21.2 21.0 20.5 20.2 19.9 19.5

15 to 24 years % 10.5 10.5 10.8 10.9 11.0 11.1

25 to 34 years % 10.5 10.2 10.0 10.1 10.2 10.2

35 to 44 years % 14.3 14.1 13.8 13.5 13.1 12.9

45 to 54 years % 15.3 15.3 15.3 15.3 15.3 15.2

55 to 64 years % 13.4 13.9 14.2 14.4 14.4 14.6

65 to 74 years % 8.6 8.7 9.1 9.3 9.8 10.2

75 to 84 years % 4.7 4.8 4.8 4.8 4.7 4.8

85+ years % 1.4 1.5 1.6 1.6 1.6 1.6

Table 3.1b

2010 Comparison

Tablelands Queensland Australia

Population aged 65 and over % 16.6 12.7 13.5

It is clear from the data above that the Tablelands region is home to a higher than average

proportion of over 65 year olds when compared to Queensland and to Australia as a whole. In

addition, the percentage trend of older community members appears to be rising quicker than

either Queensland or Australia.

CT models must therefore take into account the increasing need for transportation for a growing

base of over 65 year olds.

7 All market demographic data has been sourced from the ABS unless specified otherwise. The most recent

‘National Regional Profile’ ABS statistics available for the Tablelands region were released in November 2011.

The results from the 2011 Census were unavailable at the time of authoring this report. Results from the 2006

Census have been included in the analysis.

10.0%

11.0%

12.0%

13.0%

14.0%

15.0%

16.0%

17.0%

2005 2006 2007 2008 2009 2010

Pe

rce

nta

ge

of

Po

pu

lati

on

Ag

ed

65

or

Ov

er

Ageing Population Trend

Tablelands

Queensland

Australia


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3.2 Remoteness

The Tablelands region covers a vast area comprising world heritage rainforests, volcanic crater lakes,

expansive savannahs, wetlands and a variety of rural habitat and agricultural farms. The region is

approximately 64,768 square kilometres in size and is home to almost 47,000 people. The map

below displays the vastness of the region8:

Population density for the region was measured by the ABS in 2010 at 0.7 persons per km2. The

comparable measurements for Queensland and Australia are 2.6 and 2.9 persons per km2

respectively.

The primary regional centres are Atherton and Mareeba, with other townships at Herberton,

Kuranda and Malanda. Smaller villages include Chillagoe, Dimbulah, Julatten, Millaa Millaa, Mount

Molloy, Ravenshoe, Tinaroo, Tolga and Yungaburra.

Two measures of remoteness are used by the ABS 2006 census statistics. The first considers the

remoteness of a locality from the nearest town9. Table 3.2a details this measure for the Tablelands

and compares it to the statistics for Queensland and Australia.

8 Source: www.trc.qld.gov.au.

9 The Remoteness Structure of the Australian Standard Geographical Classification provides a standard

geographical structure describing Australia in terms of a measurement of remoteness or distance from

services. The Remoteness Structure is based upon the Accessibility/Remoteness Index of Australia (ARIA). ARIA

measures the remoteness of a point based on the road distances to the nearest town (service centre) in each

of five population size classes. The basic premises of ARIA are that there are more services available in larger

towns than small towns and that remoteness is a factor of the relative distance one must travel to access a full

range of services. Source: ABS.


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Table 3.2a

2006 Remoteness


Proportion of population by

remoteness area

Major Cities % 0.0 60.0 68.6

Inner Regional % 0.0 21.8 19.7

Outer Regional % 94.5 15.0 9.4

Remote % 5.4 2.0 1.5

Very Remote % 0.1 1.2 0.8

Most of the approximately 47,000 people in the Tablelands region are located in what the ABS

describes as ‘Outer Regional’.

Due to the fact that no major town or city is located within the Tablelands region, 0% of the

population live in either a ‘Major City’ or ‘Inner Regional’ area. However, less than 6% of the

population live outside the ‘Outer Regional’ zone. This implies that if CT services were sufficient to

support the main population areas within the more eastern areas of the region (‘Outer Regional’),

the vast majority of the population would be catered for.

The second measure of remoteness is concerned with categorising people as living in either rural or

urban areas within their state. The following classifications are used:

• Major Urban - population of 100,000 or more

• Other Urban - population from 1,000 to 99,999

• Bounded Locality - population from 200 to 999

• Rural Balance - the remainder of the state or territory

Comparing the Tablelands region with the rest of Queensland and Australia further highlights the

rural nature of the area and the challenges faced by transport providers.

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

80.0%

90.0%

100.0%

Major

Cities

Inner

Regional

Outer

Regional

Remote Very

Remote

Relative Remoteness of the Tablelands Population:

Census 2006

Tablelands

Queensland

Australia


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Table 3.2b 2006 Urban v Rural Tablelands Queensland Australia

Proportion of population by section

of state

Major Urban % 0.0 64.0 66.6

Other Urban % 38.3 21.4 21.6

Bounded Locality % 13.4 2.6 2.5

Rural Balance % 48.3 12.0 9.4

More than 48% of the Tablelands population are considered to live outside any urban footprint

containing 200 or more residents. The transport implications of this are huge as no sustainable CT

model could realistically hope to service every individual in such a rural area.

3.3 Indigenous Population

The Tablelands region housed 9.8% of indigenous people in 2006 compared to only 3.5% in

Queensland and 2.5% in Australia as a whole. The CT model must therefore consider any unique

indigenous requirements and best practice communication methods.

3.4 Vehicle Ownership and Use

Any CT system must take into account vehicle ownership and methods of transport for reaching

places of employment. Comparison with Queensland or Australia is unnecessary as we already know

the results will be widely different due to the remoteness and rural nature of the region. Looking at

statistics for the Tablelands region alone, table 3.4a details vehicle ownership and method of travel

to work as captured by the 2006 Census.

Table 3.4a 2006 Transport Tablelands

Car Ownership: vehicles per household

No vehicle % 6.6

One vehicle % 36.7

Two vehicles % 35.6

Three or more vehicles % 16.6

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

Major

Urban

Other Urban Bounded

Locality

Rural

Balance

Urban versus Rural Comparison: Census 2006

Tablelands

Queensland

Australia


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Table 3.4a 2006 Transport Tablelands

Method of travel to work

Car as driver % 62.4

Car as passenger % 7.1

Bus % 0.0

Walk % 8.0

Work at home % 11.9

As we can see above, only 6.6% of dwellings do not have a vehicle which implies that the vast

majority of people within the region do have at least some access to a car. Many of the employed

persons within the region use their car to go to work and another 7.1% travel to work as passengers.

Public and community based transport are clearly not used as a method of travel to work.

The Community Atlas profiling available via the TRC website provides further insight into how vehicle

travel alters according to where in the region you live. Summary points include:

• Use of a car to travel to work is much more prevalent in the more populated areas in the

eastern part of the region. Those beyond the urban boundaries of the main towns are much

less likely to use the car to travel to work and far more likely to walk to work.

• Only 0.8% of people use any form of public transport to get to work in the region.

• Outside of the main urban areas public transport use is negligible.

• Bicycle use to get to work is negligible.

3.5 Economy

The economy is reliant on small businesses, often only employing the business owners. Rural land is

used mainly for farming (crops, beef and dairy) and mining, with some timber production and

tourism.

Dwelling approvals have fallen since 2007 and are currently tracking at below average levels for the

region. Dwelling approvals are often used as indicators of economic health and also reflect

confidence in investment and employment.

Table 3.5a reflects the fact that the Tablelands region has a higher than average unemployment rate,

a significantly lower than average taxable income per person and a higher than average percentage

of non-taxable individuals.

Table 3.5a

2006 Economic Indicators


Average taxable income $ 29,975 37,269 39,719

Non-taxable individuals % 26.6 18.8 18.3

Estimated unemployment rate % 7.1 5.0 5.1

In addition to the above basic economic indicators it is possible to consider the ‘Index of Relative

Socio-Economic Disadvantage’ (SEIFA index of disadvantage). The ABS has constructed the index so

that relatively disadvantaged areas (e.g. areas with many low income earners) have low index

values. The index is derived from attributes such as low income, low educational attainment, high

unemployment, jobs in relatively unskilled occupations and variables that reflect disadvantage


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rather than measure specific aspects of disadvantage (e.g., Indigenous and Separated/Divorced).

Low scores on the index occur when the area has many low income families and people with little

training and in unskilled occupations.

Table 3.5b10 shows the index for the Tablelands region. The most disadvantaged area is Ravenshoe

District and the least disadvantaged area is Yungaburra, Tinaroo and Kairi District.

Table 3.5b

SEIFA Index of Disadvantage

Index

Ravenshoe District 873.4

Herberton District 902.8

Mareeba District 913.9

Dimbulah - Far North West District 928.8

Dimbulah - Arriga 945.7

TRC 949.3

Julatten - Molloy - Biboohra District 959.9

Atherton District 966.4

Millaa Millaa District 968.4

Malanda District 977.4

Kuranda District 978.0

Yungaburra - Tinaroo - Kairi District 1026.1

A comparison with other Local Government Areas (LGAs) puts into perspective the relative

disadvantage of the Tablelands region. Table 3.5b shows the index for the Tablelands when

compared with local regional LGAs. The table is based upon 2006 census data collected before

amalgamation of a number of local areas:

• Johnstone Shire and Cardwell Shires amalgamated to form the new Cassowary Coast

Regional Council.

• Atherton, Eacham, Herberton and Mareeba Shires amalgamated to form the new TRC.

• Cairns City and Douglas Shire amalgamated to form the new Cairns Regional Council.

Table 3.5b

SEIFA Index of Disadvantage

Index Ranking within

Queensland

Carpentaria 847 37

Cook 908 47

Charters Towers 933 57

Johnstone 948 73

TRC 949.3

Hinchinbrook 950 76

Cardwell 955 78

Douglas 985 114

Etheridge 991 120

Cairns 1001 128

10

Source: ABS via the TRC website


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Although the Tablelands area is clearly quite disadvantaged it actually sits close to the middle when

compared with other local areas. However, the CT model must take into account the below average

income of the general population and the fact that the unemployment rate is higher than average.

3.6 Communication

Critical to the CT model is the need to communicate effectively with both transport users and those

responsible for arranging and booking transport. It is important to realise that these two target

audiences may well be quite different, e.g. the users of CT may be the aged but the actual

transportation organisers may be family members, health professionals, volunteers or professional

carers.

Table 3.6a

2006 Communication


English not primary language % 7.7 8.2 16.8

Access to internet at home % 54.3 63.8 63.0

Over 50% of the population in the region have access to the internet at home. This figure was

derived from the 2006 Census. It is realistic to assume that the 2011 Census will see a rise in this

percentage as the internet is generally perceived to be rapidly growing in use. Due to the fact that

transportation is not always arranged by the CT user, the internet provides a wonderfully cheap and

effective means of communicating to those responsible for organising CT for many of the users. Any

sustainable CT model must embrace the internet in order to improve communication to CT users

and organisers.

Although 7.7% of the Tablelands population do not speak English as their primary language, this is

below the national average. However, it should still be taken into account by the CT model.

3.7 Summary and Implications

• The Tablelands Region supports a higher than average elderly population which is growing

faster than the state or country average. CT models must therefore take into account the

increasing need for transportation for a growing base of over 65 year olds.

• The remoteness of many people within the region is clear:

o More than 48% of the Tablelands population are considered to live outside any

urban footprint containing 200 or more residents.

o No major town or city is deemed to exist within the region so over 94% of the

population is classified as living in an ‘Outer Regional’ area.

• If CT services were sufficient to support the main population areas within the more eastern

areas of the region, the majority of the population would be catered for. No economically

viable transport model could hope to support 100% of the population living in the more

remote western areas of the region due to the large geographic distances involved.

• The indigenous population is higher than average so their specific needs should be catered

for by the CT model wherever practical.

• Access to a car within the region is very high with only 6% of households without a car. Cars

are heavily relied upon as the primary form of transportation within the region.


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• The Tablelands region has a higher than average unemployment rate, a significantly lower

than average taxable income per person and a higher than average percentage of non-

taxable individuals. The socio-economic standing of the area is quite low but average for the

wider region. Transportation options must therefore be affordable.

• English is very widely spoken and more than 50% of homes had internet access in 2006. The

internet therefore provides an opportunity to communicate with both CT users and

organisers.


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4 Needs Analysis

4.1 Community Transport User Requirements and Needs

4.1.1 What do they need?

• Physical transport Requirements:

o Access to general health practitioners, particularly for the elderly.

o Access to health specialists in Cairns, especially for non-acute conditions.

o Access to shops and banks.

o Access to exercise programs and social events.

o Job seekers and backpacker access to employers.

o Carer access to the frail, elderly and sick.

• Other requirements:

o Physical assistance for the disabled and/or the elderly.

o Information; ease of booking and knowledge of available services.

o Time flexibility of service, especially when travelling to/from medical appointments.

o Caring support for the frail, sick and elderly.

Access requirements can be viewed as split between ‘within the CT users own locality’ and access to

a ‘larger regional centre’. Providing access to the larger regional centres is generally perceived as

vital to minimise social isolation. Providing access within the CT users own locality is deemed as

important for practical purposes.

The above split between physical transport requirements and other requirements recognises that CT

providers are not just providing transport; they are providing a ‘bundle’ of services. Part of that

bundle is the actual transportation of the customer from ‘a to b’ but the services provided as a

whole are much greater than just the transportation.

Many of the elderly, sick and frail rely on CT providers to ensure that they reach their destination,

that they can then access whatever they need to access (shops, banks, medical appointments etc.)

and that any problems concerning those activities are remedied. This often results in the CT

providers acting both as a specialised transport provider and as a personal carer.

4.1.2 Why do they need it?

• The elderly state that their need to access CT arises primarily because of11

:

o The lack of public transport in the region (primary reason).

o Their inability to drive themselves around (beyond their own small town borders).

o No access to a private vehicle.

o Their need for physical assistance.

11

One source of information was a survey completed by Community Services Tablelands. They operate a

community bus and provide HACC services to approximately 195 clients in the Atherton, Tolga, Kairi, Tinaroo

and Yungaburra area. They recently completed a survey of their clientele to identify their needs and

demographic profiles. Of the 119 clients surveyed 49 responses were received. All respondents were aged 50

or over with the majority of responses from those aged 70 and above.


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• A critical barrier to women and children escaping domestic violence has been identified as

limited access to affordable transport. This causes the women and children to feel trapped12

.

• Lack of medical specialists in the Tablelands region means that many TRC residents have to

travel to Cairns to seek medical attention.

• The inherent nature of medical appointments often results in the need for time flexibility as

appointments rarely run to schedule and time delays in Cairns are common.

• Outreach service delivery to those living in remote areas is expensive as carers often have to

be recruited from main population centres and then transport themselves to the remoter

areas. As a consequence, if outreach services are not available, those in remote areas

require transport to reach alternative support services.

• The preference for people to stay in their own homes for as long as possible coupled with

the ageing population trends already discussed implies that support services for the elderly

will continue to come under pressure well into the future.

• Residential aged care facilities are full with long waiting lists; more elderly residents are

forced to remain at home.

• Ongoing desire for the elderly to attend activities with other socially isolated seniors in order

to improve their quality of life and community inclusion.

• The frail, elderly and sick usually require door-to-door service and are unable to access less

personalised transportation options.

4.1.3 Identified Benefits

The improvement of transportation within the region can be assumed to provide the following

benefits to the community:

• Improved access to services.

• Maintenance of independence, particularly for the elderly.

• Reduced feelings of social isolation.

• Improvements in community well-being and lifestyle.

• Enhanced social cohesion and existing capacity of the community.

• Means of escape for those suffering domestic violence.

• Reduced demand for Queensland Ambulance Service Patient Transport and potential savings

for Queensland Health13.

• Improved treatment of non-acute medical conditions (via improved transportation) reduces

the need for acute medical care in the future.

4.2 Community Transport Provider Requirements and Needs

4.2.1 What do they need?

• Flexibility of transport service times.

• Reliable, long-term, trained and committed drivers.

12

Source: The Tablelands Women’s Centre Inc. 13

It is estimated that significant savings can be made by Queensland Health and the Queensland Ambulance

Services by improving CT services for non-acute patients to/from Cairns. The 2010 fiscal year saw Mareeba

Community Transport provide approximately $240,000 worth of medical trips between Mareeba and Cairns.


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• A central source of information detailing timetables, routes, prices charged and accessibility.

• The ability to easily and quickly update the above information.

• A referral telephone number that can be provided to the general public seeking alternative

CT services14.

4.2.2 Why do they need it?

• Improve the underutilisation of available CT vehicles by allowing for ease of timetable

coordination and route planning.

• Increase the number of CT users, thereby making each service more viable.

• Increase the number of CT users utilising two or more services to complete a journey.

• Potentially reduce the need for external funding.

• Minimise the cost of sourcing, recruiting, training and retaining experienced drivers.

4.2.3 Identified Benefits

• Reduced booking difficulties and confusion for both CT users and organisers.

• Improved communication of available transportation services to the general public.

• Reduce the pressure existing on current CT providers to provide non-essential services. If

each CT provider could focus on their particular service and more easily refer others to

alternative specialist CT services, then individual budgets would be less pressured and social

responsibilities shared.

• Increased viability and sustainability.

A central booking point enabling CT users and organisers to easily book transportation was initially

deemed an essential model feature. However, the TCTSP Group and key stakeholder workshop

identified that for the core CT providers this was not a desired service. Their primary requirement for

flexibility of service and their contractual requirement to prioritise certain demographic CT users,

e.g. HACC, prohibit the effective use of an automated central booking point at this time.

14

Blue Care stated that they frequently take enquires from members of the community asking about CT

services (other than their own). As there is not a central contact point or referral telephone number in place,

these enquiries are not currently serviced.


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5 SWOT Analysis

STRENGTHS (internal) WEAKNESSES/CHALLENGES (internal)

• Extensive suite of CT services. Although the

region is geographically large there are

many valuable services already in place.

• Active desire to improve and coordinate CT

services across the region.

• Lack of coordinated approach.

• Lack of information: No central phone

number, website or community centre

providing information15

.

• Economic viability of services.

• Reliance on external funding.

• Varied capacity utilisation. Some CT

providers are already operating at full

capacity whilst others are underutilised.

• Lack of marketing and communication of

available services.

• Loss of trained volunteers to paid

employment.

• Reliance on voluntary drivers16

.

• Problems recruiting sufficient drivers.

• Requirement to train drivers to a high

standard of medical care so that they can

deal with medical emergencies.

• Onerous license requirements.

OPPORTUNITIES (external) THREATS/CONCERNS (external)

• Increasing trend of online booking services

and online information websites.

• Power of smartphone apps to expand online

communication amongst tech savvy user

groups and CT organisers.

• Grant funding.

• Use of a centralised 1300 number.

• Develop a driver induction process that can

be implemented by most or all CT providers.

Drivers would become more

interchangeable, better qualified, more

experienced and more cost effective.

• Welcome Pocket Community Care Facility17

will increase the potential to better service

the northern Tablelands region.

• Ageing population (longer life expectancy).

• Remoteness and rural locality of population.

• Low socio-economic standing.

• Lack of elderly care opportunities in care

homes or sheltered housing results in an

increasing number of the elderly requiring

support at home.

• Loss of ‘social capital’ within small

communities if the elderly feel they have no

choice but to move away from the area.

• Welcome Pocket Community Care Facility18

will increase the number of elderly in the

region requiring transport services.

• Restrictions placed on CT services due to

funding requirements. Priority requirement

for flexibility of service due to these

restrictions.

• Ethnic groups evident in the region require

specific communication considerations; e.g.

Italian and Aboriginal.

15

Out-of-date community bus information included on the TRC website (last updated 4 January 2010). 16

Reliance on voluntary drivers may be a false economy as evidence suggests that they are expensive to

recruit, train and retain. 17

Welcome Pocket Community Care Facility: Planned aged care development recently approved at Kuranda

for 450 units, 140 residential care beds and ancillary services. Information is currently unavailable regarding

whether they will offer their own transportation for residents but this is likely to be the case given the size of

the planned facility. 18

See above footnote.


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6 Sustainable Model of Community Transport Coordination CT coordination is generally deemed to involve the sharing of available resources to better meet the

needs of the community. The analysis completed so far in this report has looked at what CT

resources already exist in the region, what the general community needs and what the CT provider

community needs.

Coordinated transportation systems can follow a variety of model concepts from the simple to the

complex. They can involve the sharing of information, the sharing of networks and referrals, the

sharing of some or all resources and the implementation of a 100% coordinated approach where

everything is organised and managed by one body. Whatever system is determined to be optimum

for a region does not have to be implemented all at once but can instead follow a staged approach.

Given that this is the first time that a coordinated approach to CT has been taken within the region

we recommend a staged approach that primarily creates and shares information and referral

networks with the support of a shared coordinator over a three year period.

Information and referral network

The creation and sharing of a central information source will be the first step in the coordinated

model. CT users will benefit from this by being able to access more CT services thereby reducing the

risk of unmet community demand. CT providers will have the opportunity to refer any excess

demand to other CT providers and will be available to a larger CT user base.

Resource sharing

Coordination will also occur through the joint use of a central coordinator with responsibility for

managing information, referrals and community needs. CT users will benefit from the increasing

number of CT providers they will have access to via just one telephone call. CT providers will benefit

from the referral service by seeing increased demand for their services. It will also free up their time

to focus on service delivery knowing that another resource is responsible for directing CT users to

them where appropriate.

6.1 Practical Model Requirements

6.1.1 Community Transport Users and Organisers

• Ability to easily research trips, allowing for greater coordination and planning.

• Ability to book trips simply and effectively.

• Ability to book multiple trips with multiple service providers.

• Information available both to those that use the internet and those that don’t.

• Information source that is easy to find and use.

• Accurate and up-to-date CT service information.

• Ability to directly contact CT providers as required.

6.1.2 Community Transport Providers

• Must allow flexibility of service (priority requirement).

• Ability to provide information to CT users and organisers.

• Direct access by CT users and organisers with the CT provider.

• Provision of a primary point of contact.


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• Ability to use the model as a tool to assist with coordination of routes and timetables.

• Ability to update information quickly, cost-effectively and easily.

• Marketing opportunities.

• Ease of use.

• Affordable.

6.2 Model Stages

Given the large geographic area concerned, the high number and variety of CT services in existence

and the high need for flexibility of service we propose a two staged approach to enhanced

coordination.

1. Stage One: Development of a central information source with coordinator support.

2. Stage Two: Consideration of a central booking point and expansion of the central information

source with coordinator support.

6.2.1 Stage One

The first stage involves the development of a central information source designed to pull together

information from each CT provider and provide CT users and organisers with a ‘one-stop-shop’

source of information. The actual target audience for this information is very large and includes not

only CT users but family members, carers, medical practitioners, CT providers, commercial transport

providers and the general public. The natural platform for such an information source is the internet

as this is easily accessed by many of the target audience. The provision of information would be

supplied via a dedicated website allowing for ease of amendment and expansion.

In recognition of the facts that many of the transport disadvantaged do not have internet access and

CT providers require a referral telephone number, the website would need to be supported by a

dedicated telephone number. We recommend a 1300 number. This number would also be of great

value to anyone responsible for organising CT including doctors, hospitals, carers and other CT

providers.

In order for a 1300 number to be most effective we recommend that a full-time coordinator is

employed with primary responsibility for managing the 1300 calls and coordinating transportation

between CT providers and CT users and organisers.

We recommend that Stage One commence as soon as funding is secured and that the full-time

coordinator be employed for a trial three year period.

Why a website?

For many community members, the internet is a fundamental part of their life and provides so many

advantages over traditional information platforms that it cannot be ignored. These advantages

include:

• Immediate accessibility for those already online.

• Ease of compatibility with a number of different types of electronic device: desktop

computers, laptop computers, tablet computers, smart phones etc.

• Ease of expansion or deletion of website information, as required.


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• Capable of providing information to the disabled.

• Ability to capture analytical data of who is using the website and how (potentially very useful

for future funding opportunities).

• Ability to provide valuable marketing and advertising opportunities.

• Very cost-effective.

• Environmentally superior when compared to paper directories or brochures.

• Capable of maintaining pace with technological advancements.

• Professional.

It is clear from discussions with CT providers that some of their users do not have access to the

internet. However, there are a number of active programs designed to improve internet connectivity

for the community and the number of people accessing the internet is expected to continue growing

strongly into the future. It is worth noting that the ‘elderly of tomorrow’ are the young and middle

aged of today. They are already interacting with the internet in their everyday lives and will continue

to demand increased provision of information via the worldwide web.

It is important to acknowledge that CT users and organisers have never had the opportunity to

access CT information directly from the internet before and have always been reliant on sourcing

information directly via the telephone or in person. We believe that the provision of CT information

via the internet will enhance service offerings, improve coordination and increase CT user numbers.

However, sufficient time must be allowed to enable internet users to become habitual in their use of

the internet for CT information.

Who will use the website?

The identified target audience for the website has been depicted below.

Website

Audience

Transport

Providers

Transport

Users

Transport

OrganisersMedical and

Health

Specialists

CarersFamily

Members

Volunteers

General

Public


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The above diagram recognises the fact that the CT user is not always going to be the person actually

organising the transportation. The CT user and the CT organiser will frequently be different people,

e.g. an elderly person may have a hospital appointment in Cairns but a health professional may be

the person organising the transportation to and from the appointment.

What will the website do?

The website should include the following essential information and features:

Essential Information/Features Purpose of Information/Feature

Individual webpage for each CT provider (based on a

pro-forma outline)

The information included will be determined by each

CT provider but recommended inclusions are routes,

timetables (where possible), prices, contact details

and accessibility of service.

• Allow website users to independently

research the services available and to

research connectivity between services.

• Provision of contact details for each CT

provider will enable website users to contact

the CT provider directly if they so wish.

Individual webpage for each transport subsidy

scheme (based on a pro-forma outline)

Information will include relevant background to each

scheme, who can access the scheme and how etc.

Contact details for administrators and those involved

in the scheme management should also be included.

• This project (and others completed by the

authors) has identified that transport

subsidy schemes are difficult to access and

not user friendly. Provision of relevant

information goes one step towards

remedying this situation and enhances the

service offering to customers.

Dropdown menu

An interactive dropdown menu should be included

that will allow the website user to enter details about

their required transport origin and destination. The

menu function would then recommend the CT

providers that service that route.

• Provision of targeted and relevant CT

provider information specifically required by

the website user.

• Significantly improve website ease of use.

Communication capability

In addition to the standard ‘Contact Us’ page, CT

providers requested that each CT provider webpage

have ‘Contact Us’ forms that website users can

complete and send directly to the CT provider.

• Direct access by CT users and organisers

with the relevant CT provider.

Tablelands region map

Provision of a static map will provide basic locational

information. (Provision of a more dynamic map

allowing route planning may be a consideration for

Stage Two.)

• Enable users to plan trips and consider

connectivity of services.

• Recognises the fact that the CT user may be

different to the CT organiser and that the CT

organiser may not reside in the Tablelands

region.

1300 number • Enable the website user to gain more

information and assistance with planning CT

transportation.

• Ensure access to the website for those:

o Without internet connectivity or

capability.

o With reading difficulties.

o Who do not speak/read English as

their primary language.


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Optional extras

The following features provide additional benefits but will incur additional cost.

Optional Information/Features Purpose of Information/Feature

Disability Discrimination Act Compliant

Most government websites are compliant.

Compliance enables the website to be accessible to

members of the community with a disability. The

implementation of best practice solutions at the

development stage of the website would achieve this

compliance.

• Accessible to a wider section of the

community.

• Utilises best practice web-based solutions.

Mobile compliant

There is the potential to develop the website so that

it is compliant with a smartphone. There is also the

possibility of developing a mobile version of the

website that provides just the essential data required

by website users.

Either option requires some additional technical code

upon establishment but should not incur significant

cost. Neither option would require an ‘app’ for the

mobile compliant version of the website to work.

• Increased accessibility of the website by

those using a mobile phone or tablet

computer for access.

• Positioning for the future.

Language

7.7% of the Tablelands population do not speak

English as their primary language. The website could

be available in a number of languages including

English and Italian.

The following concerns should be noted regarding

adding language capability:

• The additional cost would be very high due

to the content requiring translation and

each webpage requiring two versions.

• All amendments and revisions to the

website would have to be completed in each

language.

• People tend to assume that if the website is

available in a certain language, the

individual answering the telephone will also

speak that language.

• Improve communication abilities of the

website.

• Reach those already potentially socially

disadvantaged within the community.

Advertising capability

The website could be easily and cost-effectively

developed so that commercial advertisements could

be placed on some or all pages.

• Provision of additional value to CT providers

(the ability to place ads directly targeted at

CT user and CT organiser groups).

• Increase business community involvement

by enabling local businesses to advertise.

• Enhance the direct revenue generational

capabilities of the website.


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What will the website look like?

Proposed website content mapping:

The development of an information website will not in itself provide the coordinated model that the

group is looking for. The website will be a powerful information tool but may not always provide the

information a person is seeking or the information may be required by someone without internet

access or user capability. For that reason the website should be supported by a 1300 number

directed to a fixed landline and answerable by a full-time CT coordinator.

Why a full-time coordinator?

The 1300 number allows access to the website via the coordinator by those without internet access.

However, to be effective the 1300 number must be manned at all times. This requires a person to be

available to take and manage calls on a full-time basis. It also requires that person to be committed

to the role and to be accountable for answering the telephone and coordinating all enquiries. For

these reasons we recommend a full-time TCTSP Group coordinator and not a volunteer or an

existing CT provider coordinator.

Why a 1300 number?

The 1300 number caller pays a normal local call fee from any fixed line phone anywhere in Australia.

Calling from a fixed landline is therefore very affordable. (Callers using a mobile phone will pay a rate

that is determined by their mobile service provider.)

The 1300 number account holder often receives some free initial minutes for calls originating from a

local fixed line phone and terminating on the account holders fixed landline. After the free talk time

minutes (if applicable) have been used, call rates apply. Free minutes vary depending on supplier

and plan.

1300 numbers do not have a physical phone line of their own. They are highly configurable

redirection numbers and can be setup to redirect or route calls to be answered at any valid phone

number. This means that the call is redirected as required. Nominated redirections can be to

landlines or mobiles. As the 1300 number can be redirected to any nominated number, if the

coordinator moves around the region operating from different offices, the 1300 number will move

Home Page

Dropdown

menu

capability

About Us Page

CT Overview

Tablelands

map

CT Services

One page per

CT provider

with

individual

'Contact Us'

capability

Transport

Subsidy Scemes

One page per

scheme

featured, e.g.

Patient

Transport

Subsidy

Scheme

Contact Us

Page

1300 Number


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with him/her. All that will be required is a simple redirection of the 1300 number to the new

landline.

There are a number of providers of 1300 number services and monthly pricing plans. It is beyond the

scope of this report to make specific supplier recommendations. However, many of the providers

support their service with sophisticated reporting capability. The reports accessed online can inform

the coordinator and TCTSP Group of a range of extremely valuable information such as:

• Call volumes per month.

• Cost of calls received per month.

• Total number of calls.

• Total number of minutes used.

• Referral urls19

.

• Invoice amount.

• Call usage stats – e.g. who is calling you, where are they calling from and how long did you

speak to them for?

An example of a supplier’s reporting capability has been provided in Appendix Two20.

Why directed to a fixed landline?

The cost of accepting calls directed via a 1300 number to a mobile is significantly higher than the

cost of accepting calls directed to a fixed landline. While there may be advantages of having the

1300 number divert to a mobile, e.g. the coordinator could respond to out-of-hours enquiries or

work from home, the cost of calls received would likely be more than three times higher. For this

reason, we recommend that the 1300 number be directed to a fixed landline.

What would the full-time coordinator role involve?

• Operate as the first point of contact for CT organisers and users.

• Be responsible for responding to all 1300 number enquiries and ensuring that all enquiries

are appropriately managed to achieve a positive outcome, i.e. referring the enquiry to the

appropriate person/body if it cannot be answered by the coordinator and following up on

the referral.

• Manage the website (with outsourced web developer support if necessary):

o Coordinate with all featured CT providers on a regular basis to ensure website

information is up-to-date and accurate.

o Write and amend content as required.

o Identify gaps within the website and make recommendations as to their remedy.

o Identify additional opportunities to expand the website service provided.

o Promote the website and ensure links with appropriate third party websites are

established and maintained.

o Recommend marketing opportunities via the website in order to supplement

ongoing website costs.

19

URL: Uniform (or universal) resource locator, the address of a World Wide Web page. 20

This is not a consultant recommendation to use the services of this particular supplier, simply an illustration

of the type of reporting capabilities that may be accessed.


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• Provide superior customer service to the community.

• Monitor 1300 number data (provided by the 1300 number supplier) and report back to the

TCTSP Group on 1300 number usage.

• Monitor and report website user statistics (provided by the Content Management System,

see section 8) to the TCTSP Group.

• Assist with identification of CT service gaps, underutilisation of services and capacity

expansion opportunities through their everyday contact with stakeholders.

• Identify other transportation providers who may benefit from involvement in the project

and the website.

• Take leadership from and report to the TCTSP Group regularly.

• Develop procedural processes and documentation in order to support their role.

• Continually research and investigate grant opportunities for CT providers and the project.

What skills would they need?

• Computer literate (website management skills would be a bonus but can be taught).

• Commitment to superior customer service.

• Ability to communicate effectively with all members of the community.

• Ability to communicate both verbally and in writing.

• Highly organised and capable of working autonomously.

• Time management skills.

• Limited financial management skills (sufficient to record and manage project costs).

• Caring and flexible nature.

Who would employ them?

Discussion with the TCTSP Group indicated that the preferred method of employing a coordinator

would be to share the role on an annual basis amongst the existing NGOs within the TCTSP Group.

This would require great flexibility on behalf of the coordinator as over the three year period they

would have three different employers.

To minimise the potential pitfalls of such a situation we recommend that clear guidelines are

developed to guide both the coordinator and the host employer in their duties, reporting

requirements and responsibilities. However, this arrangement will require careful management and

remains a key challenge to the success of the business model.

Each host employer would incur annual support costs such as office space, equipment, general

overheads, etc. as well as a dedicated fixed landline.

What support would they require?

• Clear guidelines outlining their responsibilities, key milestones and reporting requirements.

• Office space, a computer and a dedicated fixed landline.

• Documented procedures and systems.

• Appropriate software and software training.

• Customer service training.

• Leadership from the TCTSP Group.


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• Employer support and general guidance from the current NGO employer.

6.2.2 Stage Two

Discussion with a number of CT providers identified that the use of an automated booking system

would not work because of the priority need for flexibility of service. Many CT providers have a duty

to provide services to a certain demographic or target market, e.g. HACC, and offer door-to-door

services thereby forcing timetables to be fluid. For this reason we have not recommended booking

capability within Stage One of the model. We instead recommend that the second stage of the

coordinated model consider the feasibility of adding booking capability to the website developed in

Stage One.

An additional element of Stage Two could be the expansion of the website by inclusion of

commercial transport operators and cross LGA border transport providers to provide a total

transport information solution for the region.

We do not recommend that booking capability be incorporated into the model until the original

website has been developed and trialled over a three year period with coordinator support. We have

not therefore costed Stage Two as its requirements (and desirability) will not be clear until Stage

One has been successfully accomplished.

6.3 Theoretical Model Linkages

Although the practical foundations for this model were identified at the TCTSP Group workshop held

in October 2011, the model concept bears some resemblance to the ‘mobility management model’

developed by Queensland Transport.

“The mobility management model is based on the more effective coordination of existing transport

services in order to increase the use of seating capacity and to improve service flexibility.

This type of approach may be based on the electronic transfer of booking and scheduling information

from a central booking point. The model has great potential for further development particularly in

relation to bringing transport modes together as a system and in linking transport information,

operations and planning across the industry as a whole.

In effect, a mobility manager creates a market for local transport and acts as a clearinghouse for

transport transactions which benefits passengers and transport operators alike. The mobility

manager does not have a role in providing services, setting prices or setting service policies. However,

where suitable transport services do not exist the mobility manager may have a role in the planning

and development of suitable local services21

.”

This type of model was also incorporated into the 2005 study completed for Vancouver Island and

termed the “transportation brokerage” model.

“With a transportation brokerage approach, a new entity is created. However, this new umbrella

organization is only the broker/coordinator of the transportation system. This system includes public

transit and other public agencies, in addition to private and volunteer associations. The new

21

Source: Community-based Transport Queensland Guidelines published December 2006.


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organization assumes the administration as well as coordinating/booking/scheduling functions of the

transportation system. This "one-stop centre" acts as a transportation resource centre. It is a single

entry point process for users who are in direct contact with the centre for all their transportation

needs. The centre determines which available service provider is most appropriate for each user.

Thus, the registration process is simplified, while resources are optimized. Transportation providers

remain separate entities and continue to be responsible for the operation and management of their

own organizations. Centralized management of coordination permits better control of resources and

quality of service22

.”

Generally speaking this type of model is used in areas with far greater population mass, e.g. The

Gold Coast, but we believe that elements of this model can be very effectively applied to the

Tablelands region.

22

Source: Coordinated Accessible Transportation: A Vision for the CRD 2005.


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7 Sustainable Model Costs and Funding23

7.1 Stage One Establishment Costs

7.1.1 Website Development

Development cost of the website will depend on a number of technical requirements.

Website Functionality

A website can either be static or dynamic. The simplest form of website is one that presents

information to the user in an easy page-by-page format but does not allow for any kind of

interaction or search functionality. If the user is to interact with the website then the website needs

to be more dynamic. For example, if a dropdown menu to assist users with identifying CT providers

who can service their desired route is to be provided, then a dynamic website is required. In the

future, if booking capability is to be added to the website then it will need to be dynamic and will

need to provide e-commerce capability. We recommend that the website allow for dynamic

navigation and that a dropdown menu be incorporated as an essential feature. Our modelling costs

therefore include allowance for the development of a dynamic website.

Website Size

The number of pages developed will impact the cost of the website. However, once the website has

five or more pages, the marginal cost of each additional page is much lower.

Content Management System

The ability of the website owner to alter their website depends on the content management system

(CMS) utilised to build the website. There are a number of relatively simple CMS platforms that

could be used or the web developer could recommend that you use one that they have developed.

Optional Extras

As discussed above, there are additional features that could be incorporated into the website at the

development stage that will impact cost. These include:

• Disability Discrimination Act compliant $330.

• Mobile compliant version(s) $1,100.

• Additional language capability $3,300+.

Due to the community focused nature of the project we have included Disability Discrimination Act

compliance and mobile compliance within our basic modelling costs. This will expand the reach of

the website to a larger demographic and enhance its ease of use for the disabled, mobile health

professionals or mobile carers.

However, due to the high cost of establishing and then maintaining language capability in an

alternative language and associated support difficulties, we have excluded this feature from the

basic modelling cost.

23

All costs have been quoted as GST inclusive and all are approximate in nature. Final costs may vary

substantially depending on selections made.


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7.1.2 Initial Project Management

Compilation and coordination of the information required to create the website could be completed

in-house by the CT coordinator or could be outsourced to a consultant/project manager. The TCTSP

Group may also want to consider using the services of a copywriter to ensure that the information

included is easily readable, consistent and professional. We have allowed for $4,000 in total for

project management and copywriting.

7.1.3 1300 Number

Most 1300 number providers will activate the setup for free when you sign up for a monthly

contract. No allowance has therefore been made in the budget for setup costs.

7.1.4 Coordinator

• The coordinator will require recruiting. The cost of advertising and the time spent by

management during the recruitment process to source and secure the best candidate has

been approximated at a conservative $1,500.

• External training may be required if the candidate does not have sufficient customer service

or financial management skills. We have assumed that the candidate selected will have

these skills.

• Basic office essentials including a dedicated computer with appropriate software have been

assumed to be purchased by the project and not by the host employer. The continuity of

computer will greatly minimise the disruption caused by moving office on an annual basis24.

A desktop computer with the full suite of Microsoft Office 2010 Professional software will

cost anything from $1,500 to $3,000 depending on the capability of the computer. We have

allowed for $2,250.

7.1.5 Summary of Establishment Cost Assumptions

Establishment Costs Basic Model Assumptions (including GST)

Website development Basic website $3,600

Disability Discrimination Act compliant $330

Mobile version of website $1,100

Website management Project management $2,000

Copywriting $2,000

1300 number setup Zero cost

Coordinator recruitment $1,500

Coordinator training courses Zero cost

Desktop computer with Microsoft Office 2010

software

$2,250

TOTAL COST $12,780

24

Ensuring the coordinator has a dedicated computer that they can take with them when they move in order

will reduce the disruption caused by moving. It will also help ensure separation of the coordinator from the

host employer (e.g. the coordinator will not need to store files on the host employer’s server as they can use

their own computer with a mobile back-up drive).


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7.2 Stage One Ongoing Costs

7.2.1 Website

Website Maintenance

The success of the website depends heavily upon accurate and complete information. An out-of-

date website is almost worse than no website at all. For this reason we recommend that the website

is carefully maintained and information updated, revised and amended as required on a timely basis.

This is known as website maintenance.

It is probably unrealistic to assume that the coordinator will have the skills required to perform the

technical aspects of website maintenance. Such a task could easily and cost-effectively be

outsourced to a web developer, allowing the coordinator to focus upon customer service and

coordination of information. We recommend that website maintenance is outsourced.

If website maintenance is outsourced to a web developer, hourly charges will apply for work done.

Charges will vary depending on the supplier selected. Professional web developers based in Cairns

tend to charge approximately $110 per hour for website maintenance. Once the website is

developed, maintenance will only be required if CT providers wish to alter their information or if

pages need to be added or deleted.

We have assumed in the model that each CT provider may wish to make 60 minutes worth of

changes each year. If 15 providers wish to have a webpage as part of the website, then this equates

to $1,650 per annum. An additional allowance of $1,650 per annum would enable any general

changes to be made by the TCTSP Group.

Website Hosting

Basic website hosting fees are approximately $25 per month. There is the option of securing a

premium hosting service in the future at an additional cost of approximately $10 per month. Only

the $25 per month has been included in the basic modelling cost.

Website Domain

To register a domain name of the type ‘.com.au’ requires an ABN so it may be more appropriate to

register a ‘.com’ or an ‘.org’ domain name25

. To register a domain name costs approximately $50 per

annum regardless of the type of name registered. Registration usually requires two years to be paid

in advance. Many web developers include domain name management as part of their ongoing

support service.

Search Engine Optimisation

Search Engine Optimisation (SEO) is a term used to describe strategies and techniques for improving

the search engine rankings of a website without paying for specific advertising or promotions. It

involves activities such as identification and incorporation of keywords for your website and

ensuring important third party websites, e.g. TRC website or Cairns Chamber of Commerce website,

are linked to your website enabling cross traffic between the two.

25

Examples of possible domain names: www.tablelandstransport.org or

www.tablelandscommunitytransport.com. www.tablelandscommunitytransport.com.au is already in use by

the Northern Tablelands Region of NSW.


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Most web developers will incorporate initial SEO into the development stage of the website. They

will advise upon the keywords used within the content and will assist with establishing links with

third parties. However, ongoing SEO should also be addressed.

The more effective your SEO strategies and actions are the more people will locate and use your

website. It is therefore recommended that the model takes into account the desirability to budget

for regular SEO. An allowance of $500 per year has been made.

7.2.2 Coordinator

Salary and Superannuation

The full-time coordinator role would be provided on a permanent basis and requires a sufficient

level of skill. An allowance of $50,000 per annum has been made for the coordinator salary. This

equates to $25.30 per hour based on a 38 hour week.

On-costs

Coordinator on-costs have been modelled as follows26:

• Workcover – included in the support costs payable by the host employer (see below).

• Superannuation at 9% of salary.

• Annual leave loading at 17.5% for four weeks per year.

• Long-service leave at 1.9% of salary.

• Training at 2.5% of salary.

Coordinator Support

Support will need to be provided to the coordinator by the host employer. This support will include

office space and a dedicated telephone landline as well as an allocation of general overheads such as

power, internet access, workcover and rates. This will vary greatly between host employers. An

allowance of $5,000 per annum has been made in the model.

7.2.3 1300 Number

Monthly Plan

A monthly call plan of $20 to $30 per month should be sufficient to manage the level of calls

expected. The model has assumed an initial monthly call plan of $20 per month for Stage One as this

is recommended for small to medium businesses with an average volume of local and national calls.

If calls received became heavier over the three year period then the monthly plan could be revised

upwards to the next level.

Telephone Bill

The monthly telephone bill will depend on a number of factors:

• The 1300 number monthly plan selected. The cost of calls received by the 1300 number

account holder tends to vary according to the monthly plan selected.

• The telecommunications provider of the fixed landline and the rent charged for that service.

26

On-costs have been based on suggested cost percentages for CT coordinator positions. Source: Community-

based Transport Queensland Toolbox published December 2006.


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• Volume of calls made and received. The volume of calls is an unknown quantity at the

present time and can only be approximated.

We approximate the telephone bill to be between $500 to $1,000 per month based on 1300 number

calls received and general purpose calls made. To be conservative, $800 per month has been used as

the base assumption.

There is a high element of uncertainty surrounding the ongoing monthly telephone cost. Flexibility

and a regular review of call costs and available competitive 1300 number plans is recommended.

7.2.4 Summary of Ongoing Cost Assumptions

Ongoing Costs Ongoing Model Assumptions (including GST)

Website maintenance $3,300 per annum:

• $1,650 for CT provider updates

• $1,650 for general updates

Website hosting $25 per month

Website domain $100 per two years

Search engine optimisation $500 per annum

Coordinator salary $50,000 per annum

Coordinator On-costs $7,373 per annum

Coordinator support for the host employer $5,000 per annum

1300 number monthly plan $20 per month

Telephone Bill $800 per month

TOTAL ANNUAL ONOGING COST $76,413 per annum

The above ongoing cost estimations do not take into account inflation. Annual inflation may be

assumed to lie somewhere in the range 2-3% over the three years under review. This should be

taken into account when applying for grants.


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7.3 Model Cost Summary

Stage One Model Establishment Costs

Year One Year Two Year Three

Website Development

Basic Website $3,600 - -

Copywriter $2,000 - -

Project Manager $2,000 - -

Disability Discrimination Act Compliance $330 - -

Mobile version $1,100 - -

Total Website Development $9,030 - -

Coordinator

Coordinator recruitment $1,500 - -

Coordinator computer and software $2,250 - -

Total Coordinator $3,750 - -

Total Model Establishment Costs $12,780 - -

Stage One Ongoing Costs

Year One Year Two Year Three

Website

Domain Name $100 - $100

Hosting $300 $300 $300

Optimisation $500 $500 $500

CT Provider Page Maintenance $1,650 $1,650 $1,650

General Maintenance $1,650 $1,650 $1,650

Total Website $4,200 $4,100 $4,200

Telecommunications

1300 Monthly Plan $240 $240 $240

Telephone Bill $9,600 $9,600 $9,600

Total Telecommunications $9,840 $9,840 $9,840

Coordinator

Coordinator Support $5,000 $5,000 $5,000

Coordinator Salary $50,000 $50,000 $50,000

Coordinator On-costs $7,373 $7,373 $7,373

Total Coordinator $62,373 $62,373 $62,373

Total Ongoing Costs $76,413 $76,313 $76,413

Total estimated cost of the first stage of the model is $12,780 to establish and $76,313 to $76,413

per annum to support and maintain. Over the three years this amounts to $241,919 (ignoring

inflationary impacts).


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7.4 Model Funding

There are a number of possible sources of revenue to fund the proposed model.

7.4.1 Internal Funding

There is an expectation that CT providers contribute funds in order to enjoy the benefits that the

model should provide. Discussion with a number of CT providers suggests that any financial

contribution would have to be relatively small as many are already financially challenged and do not

currently have the capacity to contribute anything other than in-kind support.

We have assumed that the following financial contributions could be reasonably provided:

• CT providers contribute to the model costs on a subscription basis of $1,000 per annum. This

entitles them to a dedicated webpage on the website and associated support from the

coordinator. We have assumed that 15 of the CT providers take up this offer.

• CT providers pay for their own webpage maintenance. The model assumed that $1,650 per

annum was paid to a web developer for website maintenance of all CT provider pages27.

• The host NGOs provide in-kind support for the full-time coordinator. This implies that each

host employer would provide up to $5,000 worth of in-kind support for the 12 months that

the coordinator is employed by them. We would recommend that each host employer seek

individual grant funding to support this cost.

Given that the website will primarily be an information source and support tool and will not initially

be used for booking, we do not recommend that the project use a ‘fee for service’ model as there is

no definable ‘service’. Using a subscription model will be more equitable and simpler to manage and

invoice.

7.4.2 Commercial Funding

Website advertising is a possibility once the website is established and promoted. Some CT providers

have already expressed an interest in advertising their services through the website. In addition, any

business within the Tablelands region may consider advertising via the website to be economically

beneficial, particularly those associated with complementary products or services, e.g. chiropractor,

community bank, sports club, specialist retail etc. We recommend that this is pursued as an active

revenue stream because both the direct and indirect benefits will be valuable.

• Any advertising income generated can be used to pay for the ongoing costs of the website.

Advertising income is likely to be relatively minor but will help support the website within

the community and help build community engagement.

• Advertising will potentially improve the economic viability of the individual CT providers by

increasing their CT user base and/or CT user frequency.

• Advertising has the potential to improve the website rankings and therefore drive more

people to the website. Indirectly, this has value for all CT providers.

27

We suggest that these fees are paid by the project (via the coordinator) and then invoiced to the individual

CT providers.


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Because the website will need to be established before advertisers will commit, we have not

incorporated any advertising revenue into the model funding until year two. We have included

$1,000 per annum as revenue derived from advertising in years two and three.

7.4.3 External Funding

In order for the model to be self-funding, external funding must make up the difference between

total costs and revenue generated from internal funding and commercial funding. The following

financial breakdown details the level of external funding required (ignoring inflation).

Stage One Funding Model

Year One Year Two Year Three Total

Revenue

CT Provider Subscription $15,000 $15,000 $15,000 $45,000

CT Provider Page Maintenance $1,650 $1,650 $1,650 $4,950

Host employer in-kind support $5,000 $5,000 $5,000 $15,000

Website ads - $1,000 $1,000 $2,000

External Funding $67,543 $53,663 $53,763 $174,969

Total Revenue $89,193 $76,313 $76,413 $241,919

Model Establishment Costs

Website Development $9,030 - - $9,030

Coordinator $3,750 - - $3,750

Total Model Establishment Costs $12,780 - - $12,780

Ongoing Costs

Website $4,200 $4,100 $4,200 $12,500

Telecommunications $9,840 $9,840 $9,840 $29,520

Coordinator $62,373 $62,373 $62,373 $187,119

Total Ongoing Costs $76,413 $76,313 $76,413 $229,139

Total Costs $89,193 $76,313 $76,413 $241,919

Break-even $0 $0 $0 $0

This is a significant level of external funding required; almost $175,000 over the three year period.

We recommend that the following organisations are contacted with regard to securing their financial

support for the project:

Department of Transport and Main Roads (Far Northern Region)

Discussions with the Department suggest that they would be keen to assist where possible. Their

ongoing association with the TCTSP Group should ensure that they are given the opportunity to

review project costings in order to identify if and how they can financially contribute.

Queensland Health

Much of the consultation process with the TCTSP Group and stakeholders suggested that there is a

direct benefit to Queensland Health of the provision of CT for non-acute patient services. This

benefit could be quantified with further work. We believe that the benefit would probably exceed

the total cost of this project but we do not have the evidence to substantiate that claim.


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Our recommendations with regard to Queensland Health include the following:

• Approach them to discuss the concept of CT providers being responsible for the provision of

certain non-acute patient services. This provision should be for a fee that accurately reflects

the cost to Queensland Health of timely non-acute patient transport. If such a contract fee

could be agreed then the economic viability of associated CT providers would be assured.

• There is the option of lobbying Queensland Health to cover the full cost of the project as the

benefits to them are obvious and tangible.

Tablelands Regional Council

TRC has been supportive throughout this consultative process. We recommend that the TCTSP

Group continue to involve TRC and enquire as to whether funding could be secured from Council.

Other sources of revenue may include:

• CT focused grants.

• Commercial sponsorship from local businesses.

• Community bank sponsorship.

• Home and Community Care (HACC) www.health.qld.gov.au/hacc

• Department of Veteran’s Affairs (DVA) - phone: 13 32 54 or 1800 555254.

• Queensland Ambulance Service - phone: 13 12 33.

• Gambling Community Benefit Fund www.olgr.qld.gov.au.

• Jupiters Casino Benefit Fund www.jccbf.org.au.

• Mazda Foundation www.mazdafoundation.org.au.

• Seniors Week or Disability Awareness Week Grants

www.communities.qld.gov.au/department/funding/index.html

• Macquarie Bank Foundation - contact: Julie White, Phone: (02) 8232 9673 or Email:

[email protected]

• The Queensland Council of Social Service (Funding Resources Guide) - phone: (07) 3832

1266.

• Alternative Blueprint for the Bush funding administered by DEEDI. The Blueprint for the Bush

program has now ended although overall outcomes have yet to be analysed. There is always

the possibility that a new program will be introduced in 2012 with similar guidelines and

funding opportunities for CT coordinators.


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8 Conclusions

8.1 Challenges and Risks

Implementing a coordinated approach to the provision of CT carries some significant challenges and

risks. It requires the cooperation of a number of stakeholders with different agendas, needs and

structures. Consideration of the following will assist with successful implementation:

• Unrealistic expectations: The implementation of a central information source supported by a

coordinator will not provide a solution for every CT related problem in the Tablelands

region. Coordination will be time consuming and expensive in the initial stages. The benefits

of enhanced coordination will take time to be evidenced and may prove frustratingly elusive

within the first year or two. Stakeholders need to be aware of these concerns and be

realistic about what the model can achieve.

• Loss of control: An element of control will be lost by CT providers as the coordinator will be

involved in dealing with customer enquiries and managing information flow. To overcome

this challenge the stakeholders should ensure sufficient information, knowledge and training

is provided to both CT providers and the coordinator.

• Requirement for total commitment, flexibility, responsiveness and compromise.

• Funding challenges for the project itself and funding requirements/restrictions in place for

existing CT providers. Funding for CT projects has traditionally always been challenging as no

one Government department appears to have responsibility.

• Reporting requirements for the coordinator remain a key challenge due to practical

employment restrictions. The coordinator will be required to report to the TCTSP Group but

will not be employed by the TCTSP Group.

8.2 Recommendations

8.2.1 General Recommendations

Operational

• Run services only when required in order to limit operational costs of running vehicles when

demand does not warrant their use. This frees up vehicles for alternative revenue generating

uses such as commercial hire.

• Keep services simple; this has been identified as key to ensuring useability and long term

viability. This concept can be applied to many areas including timetables, routes, access to

information etc.

• Consider the alternative use of any of the available CT vehicles at the weekends, e.g. to

supply irregular transport to community events such as sports events, markets, annual

shows etc. TRC could be approached to financially support this idea.

• Consider the possibility of consolidating driver induction courses so that one course can be

developed and implemented to all CT drivers. This may require the use of a consultant

specialising in CT driver induction and safety courses.

• If the community requests specific CT provision in the future, consider alternatives such as

bringing the service to the person as opposed to taking the person to the service. There may

be a number of cost-effective alternatives to simply providing another CT vehicle. There are


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already a number of valuable CT assets within the community. Expanding their use and

reducing their idle time is preferable to investing in another CT vehicle.

• Pursue contract services as providers to Queensland Health for the transportation of non-

acute patients to medical appointments.

• Each CT provider should review their pricing policy regularly to ensure that CT users are

paying an appropriate price for the service delivered. Prices should reflect the distance

travelled and the level of personal attention ‘bundled’ into the service. Ideally, no CT service

should be free unless specifically provided to community members already paying for an

alternative service, e.g. Carinya Nursing Home residents.

Community Engagement

Full engagement with the community and existing community organisations improves sustainable

viability. “Transport options that are developed with a strong level of community participation and

ownership have the best chance of being sustainable in the long term. Ongoing consultation with the

community is also important to ensure services are continually evolving to meet changing community

needs28

.” Consider the need to undertake a more detailed community consultation process with all

members of the community (not just the disadvantaged) to assess long-term CT requirements.

Collaboration

• Collaboration between different stakeholders has been proven to improve services and

enable access to alternative resources. The collaboration process is now established within

the Tablelands region with the formation of the TCTSP Group. We recommend that this

group meet regularly and continue to collaborate.

• Collaboration regionally with local councils can enhance service delivery and allow for

sharing of resources. Stage Two includes the recommendation to expand the website based

model outside of the Tablelands LGA boundaries.

• Ensure that the findings of this study are fed into any transport planning by TRC.

8.2.2 Project Specific Recommendations

In addition to the overall recommendation that Stage One be implemented as soon as funding

allows and trialled with a 1300 number and full-time coordinator for three years, we also make the

following project specific recommendations:

Operational

• Create a small steering/reference group to guide the project once a model has been agreed

upon. We recommend that the group consists of 4-6 people including a representative from

both the current NGO coordinator host and the next NGO coordinator host plus a

representative from TRC29

. Their task will be to champion the project and provide leadership

and advice to the TCTSP Group. The steering group will benefit from structure. We

recommend the following implementation:

o An assigned chair.

28

Source: Burdekin Community Coordinated Transport Report. 29

Queensland Transport experience suggests that steering committees with Council representation are more

successful than those without. Source: Community-based Transport Queensland Guidelines published

December 2006.


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o Minutes and meeting agendas.

o Terms of reference or a charter.

o Achievable milestones.

o Regular meetings.

o Elected representative process.

o Input and evaluation process.

• Develop a Job Description for the full-time coordinator with reporting requirements clearly

outlined.

• Carefully monitor the 1300 number and website user statistics as this data will prove

invaluable when sourcing future grants and ensuring resources are targeted as required.

• Review the effectiveness of the project regularly. Consider an annual review by the

steering/reference group that asks the following three core questions:

o What should we continue doing?

o What should we stop doing?

o What should we start doing?

Promotional

• Initial promotion of the website will be required once established:

o Launch party.

o Initial assistance with website promotion to be provided by TRC through their

valuable network of people, websites and organisations.

o Initial media release via community radio and local newspapers.

o Links with relevant community based websites.

o Consider the provision of free information sessions to the community, particularly

intended website users, CT organisers, CT providers and TCTSP Group stakeholders.

• Contact commercial businesses in the area that may benefit from advertising on the

website. Be active in trying to secure promotional revenue from the website. This will

financially support the website but also help build a solid foundation of website stakeholders

and community engagement.

Longer -Term

• Reconsider the appropriateness and desirability of Stage Two within year three of Stage

One. This includes considering:

o Website expansion to include booking service functionality.

o Website expansion to include information relating to CT providers servicing outside

TRC boundaries.

o Website expansion to include commercial transport operators.

• Review the continued need for a full-time coordinator in year two and commence pursuit of

funding opportunities to secure the coordinator for an extended period of time.

• Ensure you are continually aware of technological improvements and changes that may be

available to enhance the performance of the website. We recommend that the web

developer is tasked with updating the TCTSP Group with web developments at least

annually.


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Resources

• Community-based Transport Queensland Guidelines Prepared by Jerryn Zwart and Anna

Welsby, Cardno Eppell Olsen 2006.

• Community-based Transport Queensland Toolbox Prepared by Jerryn Zwart and Anna

Welsby, Cardno Eppell Olsen 2006.

• An Australian vision for active transport Prepared by Australian Local Government

Association, Bus Industry Confederation, Cycling Promotion Fund, National Heart Foundation

of Australia and International Association of Public Transport 2010.

• Proximity to Transport is a Health, Gender and Equity Issue... Carmel Boyce MPIA CPP, Equity

Justice Access 2011.

• The Way Forward: Disability Service Organisations Transport System Study For ACROD

Victoria and VICRAID Evolving Ways 2004

• Coordinated Accessible Transportation: A Vision for the CRD 2005 Corinne C. Dibert, MSc

Candidate, Diane E. Allan, MA and Phyllis D. McGee, EdD

• Greater Inner West Community Transport Strategic Plan: A Community Transport Plan for the

Greater Inner West of Sydney Prepared by Transport Planning and Management for Greater

Inner West Community Transport 2009

• Burdekin Community Coordinated Transport Prepared by Dianne Schultz, Project Manager,

Burdekin Community Coordinated Transport 2007.

• www.abs.gov.au.

• www.trc.qld.gov.au.

• www.cdc.gov/healthyplaces/transportation/HIA_toolkit.

Tablelands Community Transport Service Providers Group Community Transport Co-ordination Feasibility Study ��


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Appendix One: Transport Audit Detail Table One: Blue Care Community & Respite Care, Carinya Nursing Home and Chillagoe Bus Services

NAME OF ORGANISATION BLUE CARE COMMUNITY &

RESPITE CARE - FROM

SOUTHERN TABLELANDS TO

WALKAMIN

BLUE CARE COMMUNITY &

RESPITE CARE - FROM

WALKAMIN TO NORTHERN

TABLELANDS

CARINYA NURSING HOME CHILLAGOE BUS SERVICES

CONTACT PHONE

NUMBER(s)

07 4091 3660 07 4092 3446

0439 740 942

07 4091 3660 (respite)

07 4091 2177

07 4091 2599

07 4094 7155

0408 988 392

CONTACT PERSON(s) Shelly Mantio

Kerri Rix

Adam Thomson Sue Nicholls Helen & David Chant

(Managers)

Lyn & Ian Porter (owners)

EMAIL ADDRESS [email protected] [email protected] [email protected] [email protected]

PHYSICAL & POSTAL

ADDRESS

47 Kelly St, Atherton P.O Box 23 Mareeba 1 Mazlin Street, Atherton 1 Hospital avenue, Chillagoe

PO Box 35, Chillagoe 4871

TARGET USER GROUP Elderly or Disabled Cliental

Must be HACC eligible

Predominantly HACC clients Elderly Residents of the nursing

home

Community

USER AGE GROUP 60 - 90 60-90 All ages

CRITERIA THAT SERVICE

CLIENTEL MUST MEET

Must be HACC eligible or attend

respite

HACC eligible Have to be a Carinya Nursing

Home resident

No criteria

AREAS SERVICED Southern Tablelands region Mareeba and Walkamin Local area for nursing home

residents

Very occasionally to medical

specialists in Cairns

Chillagoe, Almaden, Petford,

Dimbulah, Mutchilba, Mareeba

and return

SPECIFIC ROUTES? No No No See above


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RESPITE CARE - FROM


WALKAMIN


RESPITE CARE - FROM


TABLELANDS


HOURS OF OPERATION n/a Monday to Friday

08.30 – 15.00

Monday to Friday

08.30 to 17.00

Mondays, Wednesdays and

Fridays - depart Chillagoe

7.30am and depart Mareeba

1.00pm

Wednesday 11.30am to meet

Savannahlander in Almaden

HOURS OF NON-

OPERATION

n/a n/a Saturday & Sunday and after

5.00pm all days

Weekends, Tuesdays and

Thursdays

AVAILABLE FOR HIRE TO

THE GENERAL PUBLIC

No No No Yes

CUSTOMER CHARGES Nil Nil Nil (gold coin donation only) Dependent upon time, distance

and availability

Can the hirer supply an

accredited driver?

n/a n/a n/a No

Must the driver be from

within your organization?

Yes Yes Preference is for the driver to be

a staff member or volunteer of

the organisation

Yes

Are there any conditions

associated with hiring the

bus out?

Must be attending respite n/a n/a None stated

What are the conditions? n/a n/a n/a n/a

How many buses do you

have?

1 x11 seater & 2 x 22 seater. 1 x 10 seater 1 2

How many seats on the

bus?

11 and 22 10 9 20 and 10


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RESPITE CARE - FROM


WALKAMIN


RESPITE CARE - FROM


TABLELANDS


Do you have an assistant

on the bus to provide help

to people?

Yes Yes (mostly volunteers) Yes

Does your service have

disability access?

Yes Yes No - only hand rails No

Is the bus Air

Conditioned?

Yes Yes Yes Yes

What is the age of your

bus?

4 years Modern 4 years and 6 years

Who is your service

funded/auspiced by?

HACC funded and auspiced by

Blue Care

HACC funded and auspiced by

Blue Care

Residents

Government Grants

Nil

Do you know of any gaps

in transport services in

the Tablelands area & if

so what are they?

Dimbulah to Mareeba Nil

How do customers book a

seat on your bus?

Must book through respite only Cannot book - offered to day

respite clients only

n/a Ring the above numbers


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Table Two: Community Services Tablelands, Eacham Community Help Organisation, Emerson Bus Company and FNQ Prisoner Support

NAME OF ORGANISATION COMMUNITY SERVICES

TABLELANDS (CST)

EACHAM COMMUNITY HELP

ORGANISATION (ECHO)

EMERSON BUS COMPANY FNQ PRISONER SUPPORT

(FAPS)

CONTACT PHONE

NUMBER(s)

07 4091 3733 Work 4096 6634

Mobile 0412 856 300

Home 4091 5803

07 4096 5262

0437 765 719

07 4051 4485

CONTACT PERSON(s) Claudia Morris Malcolm Roach John Emerson - Fleet Manager Kevin Dobinson

EMAIL ADDRESS [email protected] [email protected] [email protected]

m.au

[email protected];

[email protected]

PHYSICAL & POSTAL

ADDRESS

13a Herberton Rd, Atherton

4883.

15 Catherine St, Malanda PO Box 64, Malanda 4885 208 Draper Street, Cairns

TARGET USER GROUP Elderly - though will provide

transport for other groups with

health care card

Aged

Disable

Disadvantaged

All age groups Only people associated with

prisoners at Lotus Glen

Correctional facility

USER AGE GROUP Elderly - though will provide

transport for other groups with

health care card.

All age groups 12 months to 80 years


CLIENTEL MUST MEET

Yes - Pension / Health Care Card HACC and/or disadvantaged No restriction Must be visitors of prisoners at

Lotus Glen Penitentiary

AREAS SERVICED Cairns, Tolga, Mt Garnet,

Tinaroo, Atherton and Mareeba

Atherton, Eacham, Herberton,

Innot Hot Springs, Cairns

Atherton, Yungaburra,

Malanda, Herberton, Millaa

Millaa

Pick up in Cairns then up to

Mareeba then on to Lotus Glen

Must be booked in

SPECIFIC ROUTES? As above As above Yes Cairns City, Smithfield, Mareeba

Lotus Glen and return

HOURS OF OPERATION Thursdays and Fridays Tuesday, Thursday and Fridays

Times vary for each route /

destination; see timetable

Usually Monday to Friday but

available 7 days for charter

Saturday and Sunday

52 weeks per year


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TABLELANDS (CST)


ORGANISATION (ECHO)


(FAPS)

HOURS OF NON-

OPERATION

The rest of the week Monday (except bi-monthly to

Cairns for Morning Melodies),

Wednesday, Weekends and

Public Holidays

Monday to Friday


THE GENERAL PUBLIC

Yes Yes Yes Yes

CUSTOMER CHARGES Charge per km for funded and

un-funded groups

Per km rate - negotiated

approximately $1.66 per km

Depends on charter details n/a


accredited driver?

No - for insurance purposes

must be CST Driver

Yes No Must be Accredited



Yes No, at committee discretion Yes n/a



bus out?

Yes must use a CST driver and

can't hire for outside 200 km

radius of Atherton as none of

our drivers have a National Log

Book

Yes, Contact hire agreement No n/a

What are the conditions? Cannot be hired when needed

for scheduled routes

Times also subject to availability

of volunteer drivers

Available weekends, Monday

and Wednesday

n/a n/a


have?

1 1 11 1


bus?

13 seater plus driver 17 + 2x W/C or 21 seats From 28 to 61 13 seater



to people?

Some runs do Yes to gain entry and safety

restraints

Not usually but could provide if

requested

No


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TABLELANDS (CST)


ORGANISATION (ECHO)


(FAPS)


disability access?

No Yes, entry ramp + 2 wheel chair

access

No No

Is the bus Air Conditioned? Yes Yes on entry & exit only Majority of them are Yes


bus?

1 year old 18 months Ranges from 1 to 15 years 2005, 200,000km in very good

condition, well maintained and

current Machinery Inspection

Who is your service

funded/auspiced by?

Self-funded

With sponsorship from TRC

DSQ,Home & Community Care Privately owned Department of Community

Safety (Corrective Services)


in transport services in the

Tablelands area & if so

what are they?

Gaps in hospital transportation Daily town service around

Atherton

No services between Atherton

and Lotus Glen


seat on your bus?

They phone the office Phone or come into ECHO

Office

Phone 07 4096 5262

Email

Phone 07 4051 4485 but

currently closed until further

notice

COMMENTS OR EXTRA

INFORMATION (of a public

nature)

“…our Bus Service ceased on 30

June 2011. DCS is considering

funding our Halfway House as a

separate service. FAPS is

considering closing

permanently.”


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Table Three: Johns Kuranda Bus Service, High Country Bus Service, Kerry’s Bus & Coach Service and Mareeba Community Bus

NAME OF ORGANISATION JOHNS KURANDA BUS SERVICE HIGH COUNTRY BUS SERVICE KERRY'S BUS & COACH SERVICE MAREEBA COMMUNITY BUS

CONTACT PHONE

NUMBER(s)

0418 772 953 07 4097 7222

0409 77100

0417 191 632

07 4091 1754

0427 841 483

0407 968 232

07 4092 5318

CONTACT PERSON(s) John Ray Boldero Trevor & Jodi Cheeseman Lyle Morris

EMAIL ADDRESS [email protected] [email protected]

m

[email protected] [email protected]

PHYSICAL & POSTAL

ADDRESS

Kuranda 15 Moore St, Ravenshoe 4888 74 Grigg St, Ravenshoe 4888 22 Courtney St, Mareeba

TARGET USER GROUP Anybody Anybody Anybody Anybody

USER AGE GROUP Young people Anybody Anybody Anybody


CLIENTEL MUST MEET

No No restriction No

Pensioners get a discount

AREAS SERVICED Kuranda to Cairns & Mareeba RCC - Blueprint for the Bush

Ravenshoe to Mt Garnett,

Battle Creek & Ravenshoe to

Malanda

Ravenshoe/Herberton/Atherton Across the Tablelands & around

Mareeba

SPECIFIC ROUTES? Yes to Cairns No Restriction Yes No

HOURS OF OPERATION Monday to Friday runs to Cairns

Saturday morning Kuranda to

Mareeba

Sunday afternoon Kuranda to

Mareeba

Bus starts at Ravenshoe Chemist

and goes to Malanda as a

scheduled bus for school

children but is not a school bus

and will take anyone to

Malanda

Monday to Friday departing

outside St Vinnies, Ravenshoe

to Atherton via Herberton.

Departs Ravenshoe 7.30am and

2pm. Departs Atherton outside

Phillips News to Ravenshoe via

Herberton 11am and 5.15pm.

Sunday

HOURS OF NON-

OPERATION

Mostly do school runs and runs

to Cairns from Kuranda

Weekends and school holidays Weekends and public holidays Monday to Friday if not rented

out


THE GENERAL PUBLIC

Yes Yes Yes Yes


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CUSTOMER CHARGES Negotiate with John Per km or per hour

Negotiate with Company

Price per km

Negotiate with Company

Negotiable


accredited driver?

No Driver must come from High

Country

Driver must come from Kerry's

Buses

Yes



Yes Yes Yes No



bus out?

No Limit of 350km or 700km return No. Yes

What are the conditions? No As above No On application


have?

2 2 4 1


bus?

1 x 21 seater and 1 x 14 seater 1x 22 seaters and 1x 14 seater 3x22 seater and 1x47 seater 22 seater



to people?

No Yes Driver No


disability access?

No No. No. No

Is the bus Air Conditioned? Yes Yes. Yes. Yes


bus?

New Modern. Modern/New.

Who is your service

funded/auspiced by?

Private Business Private Business. Private Business. Yes by the Church




what are they?

Yes there is no night service No. Yes.


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seat on your bus?

Just get on at bus stops No Can ring on 0427 841483/4091

1754 or book tickets at Phillips

News Atherton

Phone


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Table Four: Mareeba Information Support Centre, Millaa Millaa Bus Service, Mulungu Aboriginal Corp Medical Centre and Ngoonbi Community Services

NAME OF ORGANISATION MAREEBA INFORMATION &

SUPPORT CENTRE (MISC)

MILLAA MILLAA BUS SERVICE MULUNGU ABORIGINAL CORP

MEDICAL CENTRE

NGOONBI COMMUNITY

SERVICES

CONTACT PHONE

NUMBER(s)

07 4092 1948 Carmen Foster

(Operations) Mob: 0400 101 068

David Armstrong 0418 756

665

Marianne Braun 0407 590 503

Home 4097 2043

07 4092 6568 Work 4093 7177

Mob: Lionel 0417 903 643

Mob: Cheryl 0448 252 614

CONTACT PERSON(s) Carmen Foster Marianne Braun Samanthia Dooley (EO) Sheryl & Lionel Quartermaine

EMAIL ADDRESS [email protected]

[email protected]

[email protected] [email protected] [email protected]

PHYSICAL & POSTAL

ADDRESS

122 Walsh St, Mareeba 4880 15 Coral Street, Millaa Millaa 14 Sutherland Street Mareeba

4880

36 Coondoo Street, Kuranda

TARGET USER GROUP Aged

Frail

Ill

Transport Disadvantaged.

All ages - no disability access ATSI and non-indigenous

registered clients of the Service

Indigenous Housing, Social

Support, Centrelink, Sport &

Recreation Program, Home &

Community Care

USER AGE GROUP Aged 60 and over All ages All All ages

Families

Elders and Youth


CLIENTEL MUST MEET

Unable to access mainstream

transport services

No A Registered Patient of

Mulungu

Indigenous low socio economic

status programs

AREAS SERVICED Local transport services in

Mareeba. Mareeba to Cairns

return medical appointments.

Millaa Millaa School bus -

open to any suggestions

Local pick-ups then the clinics

and home. Atherton Dialysis

Patients 3 days a week. Cairns

Specialist appointments

Tuesdays and Thursdays

Home & Community Care,

Youth Projects, Community

events

SPECIFIC ROUTES? No Yes School route Millaa Millaa n/a No - community orientated and

community projects

transportation


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MEDICAL CENTRE

NGOONBI COMMUNITY

SERVICES

HOURS OF OPERATION Tuesday to Friday. Times are

variable due to client needs. Local

Mareeba shopping, library &

friendship groups are scheduled.

Monday to Friday (7.00-

8.00am and 3.00-4.00pm)

Local Transport is only to and

from the clinics. Service is all

week 8am-5pm Monday to

Friday

12 Seater bus when needed for

community organised events

22 Seater Bus for HACC

purposes on Tuesday &

Thursday

HOURS OF NON-

OPERATION

Monday Monday to Friday 9.00am -

2.00pm

Weekends and public holidays 22 Seater Bus not used on

Monday, Wednesday or Friday


THE GENERAL PUBLIC

Yes Yes No No

CUSTOMER CHARGES Rate/Kilometre $10.00 Millaa Millaa to

Atherton when running

Local- nil, Cairns we asked for a

$20 donation as we are not

funded for trips outside

Mareeba. Atherton Dialysis

patients $12 a week.

donations


accredited driver?

Yes Yes Yes



No Yes Yes Yes



bus out?

Yes Yes n/a Do not hire

What are the conditions? Day only On application Do not hire


have?

1 2 2


bus?

9 seater. 22 seater & 34 seater 1 - 12 seater 1 - 22 seater



to people?

Yes No No - only the driver who is

trained in triage and first aid

Yes


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MEDICAL CENTRE

NGOONBI COMMUNITY

SERVICES


disability access?

No No Yes Yes

Is the bus Air Conditioned? Yes No for first bus

Yes for 2nd bus

Yes Yes


bus?

Modern 18 years & 1 year old 4 years 10 years

Who is your service

funded/auspiced by?

State Government No private Office of Aboriginal Torres

Straight Health

Disability Queensland




what are they?

Yes. No transport options to Cairns

for clients who cannot access the

public bus due to various reasons

e.g. Frailty, mobility aids etc.

Millaa Millaa to Malanda to

Atherton & Millaa Millaa to

Ravenshoe & Millaa Millaa to

Innisfail

Yes, the Patient transport

Scheme is very hard for our

patients. Too many forms, have

to get approval by doctors first,

then send the form to hospital

then they give you a blue form

to get specialist to sign….Too

hard especially when you have

a sick client, or clients who

have literacy & numeracy

issues.

Lack of transport in the

Kuranda area to Mareeba or

Cairns and around local

communities


seat on your bus?

Phoning MISC on 4092 1948 Ring the number Yes for Trips outside the local

area

By notifying of attendance at

the office for youth or Elders

through Ngoonbi programs


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Table Five: Ozcare, Phoneabus, QITE Employment Agency and Tableland Respite Care Association

NAME OF ORGANISATION OZCARE PHONEABUS PTY LTD QITE EMPLOYMENT AGENCY TABLELAND RESPITE CARE

ASSOCIATION (TRCA)

CONTACT PHONE

NUMBER(s)

07 4096 7000 Aged Care Facility 07 4093 5038

07 4092 5914 After hours

0408 988392 Bus phone

07 4092 9716 Mathew

Woodcock

0427 929700 Gillian Trout

07 4091 6528 Renate

Pramstaller

07 4091 3840 all other admin

CONTACT PERSON(s) Mary English (DON) or Sheree

Boserio (Diversional Therapist &

Driver) or Jane Beard

Peter Callis & Craig Justice Mathew Woodcock Renate Pramstaller

EMAIL ADDRESS [email protected];

[email protected]

[email protected] [email protected]

[email protected]

[email protected]

PHYSICAL & POSTAL

ADDRESS

Turnball Rd, Malanda, 4885 24 Kennedy Road, Dimbulah 39 Byrne St, Mareeba 32 Mabel St (Admin Office - SM,

Flexi, ROPC, Holiday House,

Supported Accommodation)

1 Alice St (Centre based respite

house)

Atherton, 4883

TARGET USER GROUP Ozcare Residents Youth Unemployed People with a disability

USER AGE GROUP 70 – 90 years School Ages - Primary to TEC 16 - 60 years All age groups


CLIENTEL MUST MEET

Must be an Ozcare Resident Nil Registered with Centrelink or a

backpacker

Must have a Disability as

defined by DSQ

AREAS SERVICED The Tablelands Area

Outings for Residents

Tablelands & Chillagoe Tablelands Farms & Mareeba &

Atherton

Everywhere in the Tablelands,

and Cairns.

SPECIFIC ROUTES? No No No No

HOURS OF OPERATION At any time required by Ozcare Monday & Friday @ 1300hrs

Wednesday @ 1130hrs

& all hours when needed

Monday to Friday 5.30am to

5.30pm

generally between 07.00 and

20.00

HOURS OF NON-

OPERATION

n/a Christmas Time Weekends unless there is a call

for workers at that time

nil


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ASSOCIATION (TRCA)


THE GENERAL PUBLIC

No Yes Yes No

CUSTOMER CHARGES Nil On request Free for registered with

Centrelink unemployed

Backpackers can purchase a

ticket

n/a


accredited driver?

n/a No Yes n/a



n/a Yes No n/a



bus out?

n/a Yes - on application Yes - on application n/a

What are the conditions? n/a Yes - on application No n/a


have?

1 1 6 1


bus?

10 14 + Driver

Have access to 60 seater

through Cairns Charters & Tours

1 x 10 seater

2 x 13 seater

1 x 14 seater

1 x 17 seater

1 x 24 seater

9 Seater plus Driver



to people?

Yes n/a No Yes


disability access?

Yes No No Yes

Is the bus Air Conditioned? Yes Yes Yes Yes


bus?

2010 18 years old Range from 10 years old to new Modern


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ASSOCIATION (TRCA)

Who is your service

funded/auspiced by?

State Government Privately owned Privately owned Disability Services Queensland




what are they?

No taxi service in Malanda

Limited bus service in the

Malanda area

North of Mareeba Yes buses needed to get people

to job interviews across the

Tablelands, take the elderly for

shopping in Mareeba & there is

limited transport across the

Tablelands


seat on your bus?

n/a Bulk bookings only no single

seats

We get the bus list from the

farmers on who to take to the

farm & job seekers from our

own books

Service Users TRCA only

COMMENTS OR EXTRA

INFORMATION (of a public

nature)

The bus is used mostly as part

of the diversional therapy

program for residents of

Ozcare, offering outings to local

events such as cent sales, bingo

and scenic drives. On occasions

we may use the bus for

transporting residents to

medical appointments.

Bus stop is located old railway

station Mareeba [Behind

Mareeba post office].


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Table Six: Trans North and Wuchopperen Health Services

NAME OF ORGANISATION TRANS NORTH BUS & COACH SERVICE WUCHOPPEREN HEALTH SERVICES - MIDIN

HEALTH

CONTACT PHONE

NUMBER(s)

0400 749 476 07 4091 6103

CONTACT PERSON(s) Joe Paronella Amanda Edwards (Manager)

Marsha Davis (Team Leader)

EMAIL ADDRESS [email protected] [email protected];

[email protected]

PHYSICAL & POSTAL

ADDRESS

19 Isabella Street, Tolga 4882 22c Evans Street Atherton

TARGET USER GROUP All age groups All except people with a disability

USER AGE GROUP All age groups All age groups


CLIENTEL MUST MEET

Various cards are excepted No

AREAS SERVICED Atherton, Tolga Walkamin, Mareeba, Emerald

CK, Koah Speewah, Kuranda, Cairns

Also express service between Cairns &

Karumba

Herberton, Malanda, Kairi, Tolga, Atherton &

Yungaburra

SPECIFIC ROUTES? No pick up & drop off at house

HOURS OF OPERATION 7 days Morning – Monday to Friday

HOURS OF NON-

OPERATION

Differs daily Afternoons - Monday to Friday

Weekends


THE GENERAL PUBLIC

Yes No

CUSTOMER CHARGES Depends on type of charter Nil


accredited driver?

Yes on smaller buses n/a


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NAME OF ORGANISATION TRANS NORTH BUS & COACH SERVICE WUCHOPPEREN HEALTH SERVICES - MIDIN

HEALTH



No n/a



bus out?

Depends on the charter n/a

What are the conditions? Buses are only available when not on normal

routes and conditions may vary depending on

destination

n/a


have?

7 1


bus?

From 18 to 57 7 seater plus driver



to people?

No No


disability access?

Some do No

Is the bus Air Conditioned? Yes Yes


bus?

From 1 to 5 years Qfleet - 2 years old

Who is your service

funded/auspiced by?

Privately owned Aboriginal Co Medical Service




what are they?

Daily service from Atherton to Millaa Millaa

via Yungaburra

No


seat on your bus?

No Bookings

Hail and Ride Service

Book through reception


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Appendix Two: Example of 1300 Number Reporting Capabilities

Documents

Tablelands Community Transport Service Providers Group€¦ · Community planning projects completed by TRC over recent years have identified transport as a key issue for the region