A customer-centred program of change

The Evolving Transport Transformation Program has been established to help us make important changes to the way we work, so we can deliver our 10 Year Blueprint and Future Transport 2056 outcomes to:

  • improve the outcomes we deliver for customers and communities
  • fundamentally changing the way we are perceived by stakeholders
  • improve the experience for our people at work every day
  • make sure we are sustainable as an organisation.

The program continues throughout Coronavirus, including new ways of working and change initiatives being rolled out over the coming months. Any changes to the program and key milestones will be updated on this website.

You can find out more about changes to delegations, branding, and systems and processes on this webpage.

The Evolving Transport Transformation Program has been established to help us make important changes to the way we work, so we can deliver our 10 Year Blueprint and Future Transport 2056 outcomes to:

  • improve the outcomes we deliver for customers and communities
  • fundamentally changing the way we are perceived by stakeholders
  • improve the experience for our people at work every day
  • make sure we are sustainable as an organisation.

The program continues throughout Coronavirus, including new ways of working and change initiatives being rolled out over the coming months. Any changes to the program and key milestones will be updated on this website.

You can find out more about changes to delegations, branding, and systems and processes on this webpage.

  • Wednesday 13 May 2020 - Evolving Transport News

    13 days ago

    The latest edition of ET News is live. See the latest change initiatives from workstreams Planning & Programs, Financial Sustainability, and Leadership, Culture & Behaviour. We also explain how the Evolving Transport Program is coordinated and governed from end-to-end.

    The latest edition of ET News is live. See the latest change initiatives from workstreams Planning & Programs, Financial Sustainability, and Leadership, Culture & Behaviour. We also explain how the Evolving Transport Program is coordinated and governed from end-to-end.

  • Monday 4 May 2020 - Evolving Transport organisational design will kick off again in the coming months

    22 days ago

    We recently decided to temporarily pause some of our organisational design work, so everyone could focus on supporting our people and the community during this time of uncertainty with Coronavirus.

    While pausing was the right thing to do, we haven’t lost momentum and are building on the great work that has happened so far.

    Work is currently underway to do some further groundwork on the operating model that will better inform and speed up the design of branches in key areas.

    Thank you to everyone who have taken part in branch design work to date. By making use of all...

    We recently decided to temporarily pause some of our organisational design work, so everyone could focus on supporting our people and the community during this time of uncertainty with Coronavirus.

    While pausing was the right thing to do, we haven’t lost momentum and are building on the great work that has happened so far.

    Work is currently underway to do some further groundwork on the operating model that will better inform and speed up the design of branches in key areas.

    Thank you to everyone who have taken part in branch design work to date. By making use of all the work that’s already been done we have the opportunity for branches to accelerate design, which will give people clarity and certainty sooner. Your ideas, engagement and hard work have been crucial to help set us up on this path.

    Next steps and timings

    We have now scheduled when branches will start their design process again, which will kick off from June.

    The revised design schedule focuses on giving branches more flexibility to complete their design, by providing a better understanding of how our organisation needs to operate into the future.

    Branches have reorganised into three groups based on the below criteria:

    • Group A: Branches whose organisational structure is less dependent on the design and work flows of other branches therefore can progress with organisational design at their own time and pace
    • Group B: Branches whose organisational structure is highly connected across the operating model and influences the design of branches in Group C
    • Group C: Branches whose organisational structure enables and supports the customer-centred operating model and is influenced by the design branches in Group B

    Find out when your branch will go through the design process.

    Planning for Groups A and B to progress is underway, with their branch designs continuing from June. Group C will follow from August. However, we will need to remain flexible during this time as Coronavirus continues.

    The rest of the Evolving Transport Transformation Program is still continuing with work taking place online and new ways of working being used to make sure we keep rolling out the change initiatives over the coming months.

  • Friday 1 May 2020 - Evolving Transport News

    26 days ago

    The latest edition of Evolving Transport News is out now!

    Click here to find the recent updates on executive recruitment, and also Capital Projects, Safety, and Asset Management workstreams.

    The latest edition of Evolving Transport News is out now!

    Click here to find the recent updates on executive recruitment, and also Capital Projects, Safety, and Asset Management workstreams.

  • 22 April 2020 – Assessment of Coronavirus impacts to the ET Program and Org Structure update

    about 1 month ago

    To make sure we can continue to deliver the Evolving Transport Program during these times, the Transformation Office has done an assessment of the Program to evaluate Coronavirus impacts.

    The good news:

    • Most workstreams only have minor impacts, meaning work continues as we pivot to an online approach and address resourcing impacts from Coronavirus.
    • There are opportunities to accelerate delivery in some workstreams, such as Leadership, Culture and Behaviours; we’re going to keep looking for these opportunities.
    • Pausing Organisational Structure is giving us time to reflect on what we’ve learnt so far and better embed our operating model – this...

    To make sure we can continue to deliver the Evolving Transport Program during these times, the Transformation Office has done an assessment of the Program to evaluate Coronavirus impacts.

    The good news:

    • Most workstreams only have minor impacts, meaning work continues as we pivot to an online approach and address resourcing impacts from Coronavirus.
    • There are opportunities to accelerate delivery in some workstreams, such as Leadership, Culture and Behaviours; we’re going to keep looking for these opportunities.
    • Pausing Organisational Structure is giving us time to reflect on what we’ve learnt so far and better embed our operating model – this is helping us to formulate an approach to fast-track branch design in key areas.
    • Some Executive recruitment is being finalised and interim structures are progressing to ensure branches can function effectively in the interim.

    Work to adapt our approach to Organisational Structure continues this week, including conversations with Dep Secs to work through some critical components such as timeframes. More to come soon about next steps and what this means for your branch.

    You can see here the assessment of Coronavirus impacts on the ET Program. It’s important during this time we keep progressing with all the great work happening in the Evolving Transport Program, as we find new ways of doing things.

  • 14 April 2020 - Stay up-to-date with our latest news

    about 1 month ago

    As part of our overall business response to Coronavirus, we have decided to put Stage 1 organisational design temporarily on pause. The teams are working hard on a revised approach and schedule, and we will send through more information in the next few weeks. There have also been some changes to Future Workplace moves. Visit the Future Workplace website for more information.

    The remaining 12 workstreams in the transformation program will continue as planned as we find new ways to continue delivering in this environment. We have already made a lot of progress across the program and as things continue to change, we have an opportunity to innovate and potentially accelerate some of our work.

    Find out here about the latest news on the Evolving Transport program, visit this page regularly or click here to subscribe.

    As part of our overall business response to Coronavirus, we have decided to put Stage 1 organisational design temporarily on pause. The teams are working hard on a revised approach and schedule, and we will send through more information in the next few weeks. There have also been some changes to Future Workplace moves. Visit the Future Workplace website for more information.

    The remaining 12 workstreams in the transformation program will continue as planned as we find new ways to continue delivering in this environment. We have already made a lot of progress across the program and as things continue to change, we have an opportunity to innovate and potentially accelerate some of our work.

    Find out here about the latest news on the Evolving Transport program, visit this page regularly or click here to subscribe.

  • 7 February 2020 - How Evolving Transport is progressing

    4 months ago

    In April 2019, we started the journey to become one Transport organisation focused on better customer and community outcomes and to change the ways we work. We established the Evolving Transport program to drive this change within our organisation.

    Throughout the year, we developed and agreed on roles and responsibilities, accountabilities of divisions, and the functions that worked across several divisions.

    From this we established a number of Evolving Transport workstreams to help us implement the transformation and shape the way we work within our new operating model.

    You can now see all of the timelines,...

    In April 2019, we started the journey to become one Transport organisation focused on better customer and community outcomes and to change the ways we work. We established the Evolving Transport program to drive this change within our organisation.

    Throughout the year, we developed and agreed on roles and responsibilities, accountabilities of divisions, and the functions that worked across several divisions.

    From this we established a number of Evolving Transport workstreams to help us implement the transformation and shape the way we work within our new operating model.

    You can now see all of the timelines, initiatives, and commitments for each workstream.

    These 13 workstreams will deliver major change initiatives over the next 6 to 12 months across a range of areas. Eleven are about ways of working, and the other two are about organisational structure and supporting the changes (enablement workstream).

    Each of these workstreams lines up with our operating pillars which ensures we are delivering:

    • the design of new processes and ways of working
    • improved financial sustainability and outcomes
    • an improved experience for our people at work
    • the design and implement the next layers of our new organisational structure.

    Timing of workstreams

    Each workstream has sponsors and project leads who have defined ambitious timelines for driving improvements to our ways of working. As you can see, we are aiming to have many workstream initiatives completed and transitioned to a BAU way of working by mid-year 2020.

    What we’ve achieved so far

    While there is more work to do, we have already made a lot of progress while continuing to deliver every day for customers and communities. Here are some of the highlights:

    • completed an extensive consultation that included receiving over 2000 pieces of feedback and 65 briefing session for the new divisions top level structure
    • set-up new divisions of our operating model which redefines how our business is structured
    • put in place our new top level leadership structures
    • moved everyone to a Transport email address
    • providing an integrated and collaborative Transport response to the NSW bushfires
    • developed a stakeholder management framework to better engage with our external stakeholders

    There will be regular updates about how the workstreams are progressing, so continue to check the Evolving Transport Transformation Program and Workstreams page.

  • 3 February 2020 - Top level leadership appointment and acting arrangements now in place

    4 months ago
    From today, our new top level leadership structure comes into effect with new branches, leaders and reporting lines. Let’s run through what this may mean for you and your team.

    Appointed branch leaders and other leader movements

    Throughout January, recruitment has been progressing to appoint leaders for the top level leadership. You can get to know a little more about the appointed leaders on 'Our leaders' webpage to help you start putting a face to the name.

    Please visit this page for the latest information on appointed leaders, and also leader movements and acting arrangements on your divisional pages found...

    From today, our new top level leadership structure comes into effect with new branches, leaders and reporting lines. Let’s run through what this may mean for you and your team.

    Appointed branch leaders and other leader movements

    Throughout January, recruitment has been progressing to appoint leaders for the top level leadership. You can get to know a little more about the appointed leaders on 'Our leaders' webpage to help you start putting a face to the name.

    Please visit this page for the latest information on appointed leaders, and also leader movements and acting arrangements on your divisional pages found on the right hand panel.

    For the remaining vacant roles, recruitment is progressing well and your divisional and branch leaders will make further announcements about these soon.

    How this may affect you

    • Reporting lines - As part of the transition to our new top level structure, we have a number of teams moving in and out of divisions, as well as between branches. This means your reporting lines may have changed. If you are unsure which branch your team belongs to in the new structure, please check the updated structure information pack on your divisional page. This pack also includes information on the new reporting lines for Executive administrative and business support staff.
    • Systems – we are working to have our systems reflect the new structure as quickly as possible. In the meantime, there may be discrepancies between what is in the system and how your branch is functioning.
    • Governance – branch leaders will be reviewing and setting up divisional governance for us to operate efficiently as quickly as possible.
    • Operating rhythm – each branch leader will prioritise meeting new teams in the next few weeks, and establishing how the branch will operate.

    How you can help

    Teething problems are inevitable for this scale of change, so we ask that you speak up when you spot something that is not working. Please share thoughts and recommendations to your manager and divisional management office.

    Next steps

    We are now moving onto the detailed design of 15 branches with several of them bundled in the Finance and Investment, Operations, or Place design activities. Another five branches will be designed individually.

    For our other branches, our organisational design is only one part of how we are transforming into a more integrated and collaborative organisation. There are other ways we can start working differently, such as reviewing our processes and workflows.

    Details about the next steps for your branch will come through in the coming weeks from your branch leaders.

  • 20 January 2020 - Our leaders page now live

    4 months ago
    Over the next few months, leaders will be appointed to roles in the new structure. We have a new ‘Our leaders’ page that will help you get to know a little bit more about them including putting a face to the name.

    As we finalise our operating model we will be regularly updated to profile more of our leaders, so stay tuned for more to come.

    You can find further information of the teams under these leaders and other people movements on the divisional pages found on the right hand panel.

    Over the next few months, leaders will be appointed to roles in the new structure. We have a new ‘Our leaders’ page that will help you get to know a little bit more about them including putting a face to the name.

    As we finalise our operating model we will be regularly updated to profile more of our leaders, so stay tuned for more to come.

    You can find further information of the teams under these leaders and other people movements on the divisional pages found on the right hand panel.

  • 13 January 2020 – When will my branch and team be designed? Find out more.

    4 months ago

    We’ve now moved into the next phase of Evolving Transport, where we will look at the organisational design for branches and teams. This work will happen across 3 stages and will be led by our new top level leadership, which comes into effect on Monday 3 February.

    Key information:

    • Detailed organisational design will be done in 3 stages – first stage starting in February, second stage starting in May and third stage starting in August.
    • The design process for each stage is expected to take between four and twelve weeks, depending on the complexities of the...

    We’ve now moved into the next phase of Evolving Transport, where we will look at the organisational design for branches and teams. This work will happen across 3 stages and will be led by our new top level leadership, which comes into effect on Monday 3 February.

    Key information:

    • Detailed organisational design will be done in 3 stages – first stage starting in February, second stage starting in May and third stage starting in August.
    • The design process for each stage is expected to take between four and twelve weeks, depending on the complexities of the teams and functions.
    • We’ve grouped together or ‘bundled’ some highly interconnected branch teams and functions, for example Finance related branches will be designed at the same time so we can more effectively understand and consider the complexities of these teams together. It also means our people have the opportunity to consider more than one role they might be interested in as similar or aligned areas will be designed together.
    • We will share information about how you can get involved in your branch design in the lead up to each stage.
    • If your branch is scheduled for the later stages, there are things you can do now, such as teams within a branch starting to work together to look at better ways to combine or streamline processes, and how relationships can be improved through your day-to-day activities.

    Work is continuing on the 13 Evolving Transport workstreams as we move through changing our structure. For more information, please visit our FAQ’s relating to this announcement. You can also still access the December 9 consolidated top level leadership information


  • 13 January 2020 - Message from the Secretary

    4 months ago

    Hi everyone,

    As I said in my message last week, the continued bushfire crisis has made for a challenging start to the year for us, and for communities across the state and nation. After another difficult day last Friday, I’m pleased that the conditions have again started to ease. The State of Emergency has also now ended. Unfortunately, the need to respond continues and the period of recovery will be even longer. This creates the challenge of supporting the bushfire recovery, including major repairs to roads such as the Gwydir, Oxley, Princes, Snowy Mountains and Kings Highways and the rail...

    Hi everyone,

    As I said in my message last week, the continued bushfire crisis has made for a challenging start to the year for us, and for communities across the state and nation. After another difficult day last Friday, I’m pleased that the conditions have again started to ease. The State of Emergency has also now ended. Unfortunately, the need to respond continues and the period of recovery will be even longer. This creates the challenge of supporting the bushfire recovery, including major repairs to roads such as the Gwydir, Oxley, Princes, Snowy Mountains and Kings Highways and the rail line between Mt Victoria and Lithgow, while continuing our focus on how we can create better outcomes for customers and communities across NSW for the longer term.

    Over the last several weeks, I have seen firsthand how the early stages of our integrated operating model helped us during the bushfire crises. Despite our structure not yet fully aligning with the new model, teams under pressure and in the thick of the bushfire response came together, got in and got it done. I know that a crisis can help people to come together and make things happen, regardless of titles and structures. But what I saw went beyond this. We had people working together with a deeper understanding of their colleagues and other parts of the Transport network than would have been the case even six months ago. Our response during the bushfires is a good example that ways of working can get us a long way. The fully developed operating model will get us even further. During 2020 we will continue to design our organisation to ensure everyone experiences the benefits of the integrated operating model.

    Update on Deputy Secretary roles and the Transport leadership team

    Since last year, I’ve been focused on recruiting to three Deputy Secretary roles. I’m pleased to announce the people who will be leading these divisions:

    Tara McCarthy will join us on 3 February as Deputy Secretary, Safety, Environment and Regulation – Tara has worked across government, not for profit and commercial sectors, and is not new to Transport. Tara was formerly Executive Director in Point to Point Transport, successfully leading the establishment of the new regulator. More recently, she was Chief Executive of Local Government NSW where she brought together all local government, supporting and advocating for them so they could continue to meet the needs of local communities. She has extensive operational and strategic leadership experience, from leading programs totalling billions in Transport to being the Deputy Commissioner of the NSW SES.

    Carol-Anne Nelson will join us on 2 March as Deputy Secretary, Regional and Outer Metropolitan – Carol-Anne is an experienced leader in operational management and strategic planning, with a great track record in delivering outstanding outcomes and leading business transformation. She has worked in both the public and private sector in rail, energy and infrastructure. She was with Queensland Rail for over 5 years. As Chief Operating Officer for V/Line in Victoria, she oversaw 45% growth in patronage, three timetable changes and significant cultural change, with operational responsibility for all rail and coach operations in regional Victoria. Carol-Anne has more recently worked in the private sector as General Manager at GFG Alliance, with focus on mining, energy generation, metals and engineering.

    I am equally excited to have appointed a strong candidate as Deputy Secretary Customer Strategy and Technology and will be in a position to announce further details once the appropriate communications have been completed with their current employer. I expect to be able to announce specifics at the end of January, along with more information about Tara and Carol-Anne as we get closer to their start dates.

    While I’m very excited to welcome these new leaders into Transport, I did not expect all three roles to come from outside the organisation. These roles attracted a lot of interest from people in both the public and private sectors across the country. Feedback shows us that leaders think Transport is doing really innovative things in new ways and there is very positive sentiment for our new operating model and Future Transport strategy, especially our more prominent focus on regional NSW, safety, innovation and technology, and how we want to build on our customer and community focus.

    I’d like to take this opportunity to sincerely thank Steve Jones, Rachel Wheeler and Matt Fuller for doing a great job leading these three divisions during a challenging time of change for the organisation and as leaders. I very much appreciate their dedication and contribution to the organisation, especially throughout 2019, and I’m very pleased to share that they have agreed to remain acting deputy secretaries until the new leaders start.

    I am also pleased to share that all three have now been appointed to roles within Transport. Steve will take on the role of the Executive Director, Safety in Safety, Environment and Regulation, Rachel will join Greater Sydney in the Executive Director, Community and Place role and Matt is stepping into the Executive Director, Commercial and Strategic Projects role in Corporate Services.

    In a further update regarding the executive leadership team, with RMS and TfNSW officially becoming one organisation last December, Fiona Trussell is no longer acting Chief Executive of RMS, but continues as acting Chief Transformation Officer, working closely with me on the evolution of our organisation and our move to the new operating model. I have also asked Fiona to lead the Office of the Secretary in the interim while Alison Cunningham takes on an acting Executive Director role in the Safety, Environment and Regulation division.

    Bringing our new operating model to life

    Before I move into Evolving Transport updates in more detail, here’s a quick refresh on where we’re up to. The Evolving Transport program has a number of workstreams to help bring our operating model to life. More information on these and how you can get involved will be communicated soon. One of these workstreams is focused on organisation design and structure and I’d like to share an update on this today.

    Recruiting to branch leader roles:

    In December, we finalised the divisional structures and functions of the Transport cluster based on your feedback and input. On 10 December we released job ads for leadership roles heading up some of the new branches. More will be released today, with the final four to be advertised in the week commencing 27 January.

    Our new branch arrangements will come into effect on 3 February and where we’re unable to finalise recruitment to leadership roles before this date, we are putting in place acting arrangements. This means we’ll have leaders in place who can begin establishing the new branches as soon as possible. These acting arrangements are outlined here and will also be effective from 3 February. There is a small number of acting arrangements that will be confirmed during the last weeks of January.

    Thank you to these leaders for taking on this opportunity. I have asked that the people taking on acting roles approach their task with the full delegation to lead their functions as required, especially during this time of change. I would also like everyone to understand that their selection is not indication of a recruitment outcome.

    Designing our new branches:

    From February, we will begin the design of our new branches in three stages across the year, and we now have a schedule for how this will happen. With an organisation as diverse as Transport, it’s important we do this carefully and we consider each branch’s requirements, whether straightforward or complex in both their size and how they interrelate with other teams and functions across the Transport cluster.

    In deciding on the sequencing and timing, we have taken into consideration a number of things such as operational and safety considerations, the size and complexity of teams, interdependencies between teams, work happening across the other Evolving Transport workstreams and the Future Workplace office moves happening this year.

    We are doing the design of our organisation in a different, more systematic way to keep our focus on interdependencies across divisions. We are being careful to not compromise the integrity of the process but it does mean it will take time. It’s important to get this right so we can set ourselves up to deliver even better outcomes in the future.

    The following are some key points about the process. You will hear more about what this means for you from your Divisional leader this week.

    Detailed design of branches will be in 3 stages with the first stage starting in February, second stage in May and third stage in August.

    The design process for each branch is expected to take between four and twelve weeks, depending on the complexities of the teams and functions.

    We’ve grouped together or ‘bundled’ branches with interconnected functions so they can be designed in a way that considers their similarities and interdependencies. For example, finance related branches will be designed at the same time so we can more effectively understand and consider the complexities of these teams together. It also means our people have the opportunity to consider more than one role they might be interested in as similar or aligned areas will be designed together.

    We will share information about how you can get involved in branch design in the lead up to each stage.

    If your branch is scheduled for the second or third stage, there are things you can do now, such as teams within a branch starting to work together to look at better ways to combine or streamline processes, and how relationships can be improved through your day-to-day activities.

    Looking out for yourself and each other

    Now more than ever, it’s important that you prioritise your personal safety, and that of your colleagues, friends and family. Whether that’s in relation to the bushfires or as we go through the ups and downs of change, please look after yourselves and each other, and always reach out for help and support if you need it – lots of support is on hand and outlined here for you.

    We also now have a dedicated site that has been developed to keep all our people across the Transport cluster informed and supported during the bushfire crisis. You can find out what we’re doing to help those in need across NSW, the support available for you including various leave options, how you can help and information to help leaders manage their people during this time. Go to www.stayinformed.com.au anytime, from any device to find the latest information.

    Thank you again to those of you supporting communities and customers across the state, and those who are supporting our people in their efforts to do this.

    Keep safe.

    Rodd Staples

    Secretary