4. Developing the Taxi Transformation Plan - SPAD

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Operator‟s feedback detailed in Chapter 2.12 comments that they have no way to check the driving and employment history of drivers applying for jobs with them. They believe there is a problem of rogue drivers being sacked from one company and simply moving to another operator. Under the current licensing system there is no central database held in which to store details of driver, vehicle and operator licences. This means that performance tracking of individual drivers and operators is not possible. SPAD understand it is important to develop a database system in order to track driver and vehicle history, level of experience, complaints and enforcements and to motivate them to improve performance. SPAD will ensure the system once operational is capable of quickly and easily running checks on drivers applying for work with operators. This will ensure rouge drivers are removed from the industry and help in the drive to improve quality. SPAD will link the database to the proposed new customer feedback centre in order to make sure all reports of standards not being met are investigated and entered into the database where appropriate. Together these actions will provide the public and service users in particular with confidence in the industry standards and that non compliance will be addressed appropriately, consistently and with due proportion. 4.9.2) Industry Performance Management The proposals set out within this transformation plan represent a significant investment from SPAD in terms of time and resource. These proposals are set out based on the information available and it is advised further data is collected prior to beginning a programme of significant investment. In order to ensure SPAD as an organisation remains accountable for its actions and investments it is also important to ensure data is collected to measure the impact of the policies and interventions introduced once the transformation process commences. These data will help confirm that either the policies have been effective and provide value for money, or may indicate that a particular policy is not working as well as anticipated and requires amending. Without collecting data on the performance of the industry SPAD will be unable to make informed decisions. SPAD will undertake to: Set a number of performance indicators in order to measure progress under each of the objectives Set quantitative and qualitative targets for each indicator Progress will be monitored against the targets annually Progress notes setting out the results of the monitoring exercise will be published along with any resulting amendment to the policies Targets will be reviewed every two years In addition to internal progress and monitoring it is important that customer satisfaction is measured against performance indicators and targets. The indicators set will include: Satisfaction with service Proportion of telephone bookings met Industry performance management reporting is undertaken across a range of global cities including Sydney, Dublin and Hong Kong where it is regularly reported and used in policy setting. Page 50
Summary of Recommendations – Performance Management and Enforcement Enforce existing regulations – quick win Enforcement officers – review of resource Public understanding and education Driver, Vehicle and Operator Database Industry performance measurement Penalty point system Key Conclusions A number of regulatory changes are required in order to improve the operation of the taxi market. Improvements in vehicle and driver quality must be delivered. Quick wins are possible Enforcement of standards and regulations must be a priority Public education on expectations and customer rights required. Requirement to collect data on existing operations and monitor industry improvements. Page 51
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Contents 1. Background ............
Page 4 and 5:
List of Abbreviations AM Hour Avera
Page 6 and 7: P&R RTPI RUC SMS SPAD TDM TDMP TfL
Page 8 and 9: 1. Background SPAD (Suruhanjaya Pen
Page 10 and 11: 1.2) Objectives The objectives of t
Page 12 and 13: The TTP proposes the following seve
Page 14 and 15: 2. Assessment of Current Conditions
Page 16 and 17: Population and employment densities
Page 18 and 19: Table 2.3: Budget Taxi Class - Lice
Page 20 and 21: The applicants could apply for the
Page 22 and 23: Table 2.6: Current Operator Require
Page 24 and 25: While standard fares are charged by
Page 26 and 27: Table 2.9: Current Vehicle Operatin
Page 28 and 29: certain times of day. In addition,
Page 30 and 31: Table 2.10: Public Transport Users
Page 32 and 33: 3. Looking to the Future of Taxis 3
Page 34 and 35: Table 3.2: Comparison of Driver Req
Page 36 and 37: Taxi/Population (1000s) Figure 3.2:
Page 38 and 39: It is clear that in the internation
Page 40 and 41: 3.6) Where Do We Want To We- For Th
Page 42 and 43: Developing the Taxi Transformation
Page 44 and 45: High Low 4.3) Initiative 1 - Regula
Page 46 and 47: A review of taxi operating costs an
Page 48 and 49: 4.4.3) Vehicle Standards/Specificat
Page 50 and 51: 4.5.2) Enforcing Existing Driver Re
Page 52 and 53: drivers receiving positive feedback
Page 54 and 55: Summary of Recommendations- Access,
Page 58 and 59: Phasing and Delivery 5
Page 60 and 61: Increasing SPAD Policy Influence Le
Page 62 and 63: PROPOSAL Likely Cost Likely Benefit
Page 64 and 65: Table 5.3: Vehicle Policy Intervent
Page 66 and 67: Table 5.5: Network/External Policy
Page 68 and 69: 5.4) Phasing and Implementation Bas
Page 70 and 71: Summary 6
Page 72: Table 6.1: Summary of the LPTMP Aga
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4. Developing the Taxi Transformation Plan - SPAD

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