Evolving Transport Q&As

Find the answer to your question more quickly by selecting one of the categories below.

When will the next levels of the structure be designed?

From February we will start to design structures for all divisions at the branch and team levels. This will be the opportunity for divisions and branches to look at the approved functional model and understand the structure / roles that can best deliver it.

View the design schedule for more information on the plan and sequence for the next stage of organisational design.

How was the design sequence decided?

The schedule was developed and agreed with the Executive Management Group (formerly the Strategy and Operations Committee). It has taken into account:

  • Operational and safety considerations
  • Size and complexity of teams
  • Interdependencies between teams
  • Work happening across the 12 other Evolving Transport workstreams and Future Workplace office moves

For all divisions, this sequencing means the change activity is spread out at a manageable rate to ensure a considered and careful approach and reduce operational risk.

Why are branches grouped together on the schedule?

Teams and functions that are highly interconnected across different branches have been ‘bundled' together to undertake design activity at the same time e.g. finance.

This allows us to understand the end-to-end workflow of our functions and consider the various complexities, organisational capacity, interdependencies, and current critical operations.

What is the design process for branches and teams?

Branch leaders will be responsible for the design process for their branches.

We know that there won’t be a one size fits all solution and the approach to designing a function, branch or team is going to vary depending on a range of factors. For example:

  • There are some teams that are highly interconnected and need to work in a completely new way, so they will require a lot of detailed design support.
  • Other teams aren’t as connected and their ways of working are expected to be largely unchanged, so they will require less support and can do their design faster.
  • Each detailed design process will depend on the size and complexity of teams, interdependencies, and the complexity of existing relationship networks.

How long will it take?

The design process for each branch and/or team is expected to take between four and twelve weeks, depending on the complexities of the teams and functions. However, it is possible for some areas to take even longer if it will lead to a better long term outcome.

Will there be opportunities to participate in the detailed design?

Information about how you can get involved in your branch design will be shared in the lead up to the design process for each branch.

Design activities may include focus groups, interviews, online discussion forums, surveys, team briefings and workshops. Opportunities for participation will vary depending on the context and the nature and complexity of design challenges facing each branch.

Why does this process take so long?

A systematic and measured approach has been adopted to give us the best start in building our new ways of working across our teams. Through this process we aim to:

  • Deliver improved transport experience for our customers
  • Create clear roles, structures, and capability requirements
  • Operate and work differently together to unlock future innovation
  • Build engagement amongst our teams
  • Develop collaborative relationships for staff and our stakeholders
  • Create more efficient ways of working

Designing our organisation this way does take longer but it’s much more likely to give us the right outcomes for our customers, communities and our people. Taking this considered approach will also lead to a more sustainable long term structure and reduce the need for future reforms.

What can I do in between now and my design?

Designing a structure is just one piece of the broader Evolving Transport program. Work is continuing on all other Evolving Transport workstreams in addition to the org design schedule. More information about the other workstreams and how you can be involved will be provided in the coming weeks.

What is happening to reform programs currently underway?

Reform programs that were approved and underway, before the start of Evolving Transport, are continuing. Any reform programs that were proposed but had not yet been approved at that time are being considered as part of Evolving Transport.

How are we doing change differently?

From the outset, Evolving Transport has taken a conscious decision to take an approach that coupled a Divisional focus with an Enterprise wide approach. This enables Divisions to work through how they would operate in a new model while also considering their interconnectedness.

This approach to organisation-wide change started with developing Divisional purposes and accountabilities. Identifying and understanding the interdependencies were fundamental to this foundational stage and also started development of value chains across key processes. Engagement programs were designed to obtain a diversity of thought from across the organisation to finalise the foundation planning stage.

This new approach to change has delivered a solid baseline to inform the proposed functional models that are now under consultation. During November, the engagement plan has provided over 60 opportunities for our people from across the organisation to hear from leaders face to face (in staff briefings), via teleconference or recordings of briefings, as well as the ability to ask anonymous questions in real time.

The consultation platform provides users the ability to self-select their feedback categories, remain anonymous or choose to have a response, and provides more comprehensive reporting and analysis of the feedback for leaders and decision-makers.

If you have suggestions to improve the change process, please use the online form and select the category: "The transition to the operating model".

Will there be EOIs for voluntary redundancies?

No. Retaining corporate knowledge and key talent is a priority. Where possible opportunities for mobility will be provided, so we are able to give people the opportunity to stay within transport, even if that means a change in role.

What is co-design?

Co-design is a way of getting feedback to input into our organisational design.

Co-design means involving the diverse thoughts and experiences of our people, our customers and our stakeholders in the org design process.

Co-design does not mean everyone attends a workshop, but it does mean providing opportunities for different voices to be heard, to provide feedback and challenge current thinking. Examples could be via a survey, focus group, online discussions or forums, one-to-one or group sessions. For example, getting your input into developing our divisional purpose and accountabilities.

Not every process requires a co-design approach. There will be simple things we can get on with by using a more direct approach and these will be decided as the org design progresses.

We have been using co-design approaches since the change was first announced in April and will continue to provide opportunities for you to share your thoughts and feedback throughout the next phase.

What is organisational design?

Organisational design looks at how we operate as one transport organisation - it’s the considered design of work flow, operating rhythm, procedures, structures and systems required to achieve our business objectives.

The foundation planning phase was the starting point for organisational design in each division, where we articulated who we are as a business and what we do. This led to identifying and clarifying areas of interdependencies before developing a final proposed structure.

We will continue using a range of inputs to inform our org design, including co-design inputs in the next stage of Evolving Transport in 2020.

What other organisational design principles have been adopted?

Refer to the design principles for Evolving Transport.

I can’t find the final top level leadership. Where can I access this?

The final top level leadership for each division are found on our intranet. Just click on the division for more info.

When will the new to level structures come into effect?

The new top level leadership will come into effect on 3 February 2020, with the exception of Infrastructure & Place which has been given approval to commence on December 9 due to the timing of a number of key projects and deliverables.

Teams that are either moving in or out of the IP Division have clear transitional arrangements in place for the period from 9 December and 3 February to ensure continuity of service to our clients.

What happens to administrative and business support roles that currently report into divisional leaders?

For Infrastructure and Place, their administrative and business support roles have been realigned to their new top level leadership and have been in effect since 9 December 2019.

For all other divisions, your divisional leaders and relevant support staff are engaging now to work through how the Executive support roles will report into the new top level leadership.

While this may involve reporting line changes for some support staff, there will be no impact to people’s roles or conditions of employment.

As part of detailed organisational design, each executive leader will lead their branch through a re-design process which includes administrative and business support roles. The appropriate engagement and consultation provisions will apply for all staff during this process.

Why does the new functional model have intra-band reporting?

The organisational design characteristics and principles for Evolving Transport aim to minimise intra-band reporting across the agency. However, there continue to be exceptions where this is warranted due to the complexity, scale, and accountabilities of a particular business function.

What do we mean by 'embedded' and 'deployed' roles? What is the difference?

An embedded role is where a role is part of a centralised function and is then embedded into another division to carry out the function on a day-to-day basis (inter-division).

A deployed role is where a role is part of a business unit and is then deployed to a different business unit within that division to carry out the function on a day-to-day basis (intra-division).

How do we make decisions around job sizing and evaluation? For example, why might a role not be downgraded when its functions are reduced?

All top level leadership roles were evaluated using the Mercer CED methodology. This assessment uses points to correlate a role’s levels of complexity, responsibility and impact on the business with Transport’s career bands framework. This evaluation includes roles that have been redesigned to determine if there has been an impact to the band. An increase or reduction in the number of functions does not necessarily determine a lower or higher score of work level points using this methodology.

Naming conventions have been centrally agreed for consistency. However, at this point, these titles have only been applied to the proposed top levels of each Division.

If you have feedback about the proposed title or band of a role in the proposed structure, please provide your feedback via the online form as part of the consultation process.

What is being done to reconcile differences in senior titles and salaries between TfNSW and RMS?

The top level leadership is underpinned by a set of organisational design principles and characteristics which will provide greater consistency in relation to job titles and levels.

The new top level leadership has been designed through the application of the organisational design principles and characteristics.

Once the detailed organisational design at the branch level structures start, the application of the organisational design principles and characteristics will standardise titling and banding for senior roles.

What is talent mobility and how is this being utilised for filling senior roles?

A priority through this change is to retain our senior leadership talent, even if that means moving people to a different role. In the past few years we have removed some of the barriers to executive mobility, making it easier to develop our people and reassign Transport Senior Service Executives to roles in line with our strategic priorities.

How will decisions be made about filling the new roles in the new top level structure?

There are a lot of considerations and we will be using a mix of approaches to fill top level roles, including using the mobility provisions, direct matching, and internal and external advertising. Because there are a large number of new or changed roles, many new roles will be advertised.

  • Direct match Where the role is essentially the same, the incumbent will continue in the role.
  • Direct appointment – In a select number of cases, we will use the Senior Executive mobility provisions to assign our existing talent to a new role. These decisions are based on talent review data and leadership and capability assessments.
  • Invited EOI – If it is not immediately clear who the strongest person for the role is, and there are potentially suitable candidates based on individuals in comparable roles and talent data, then they may have been included in an Invited EOI. This means only the invited individuals will initially be considered for the role.
  • Advertising within the Cluster – For many roles, it is likely that the required skills exist across the cluster in affected or potentially affected roles. We also want to maximise the opportunity our people have to apply for new opportunities. In these cases we will advertise within the Cluster initially.
  • Advertising externally – Roles will be advertised internally and externally at the same time where there is a significantly new focus in that role and we don’t know if we have the capabilities internally. Advertising internally and externally at the same time avoids the need for running sequential processes in this case. We may also need to advertise externally for some senior roles based on practice set by the Public Service Commission.

Why make any direct appointments to a new role? Wouldn’t it be better to advertise to give others a fair opportunity?

Direct appointments have been made where the role is new or changed and we are confident that a person is the right person for the role, based on our talent data and a leadership and capability assessment.

Consideration is also given to whether the accountabilities and responsibilities are similar to the incumbent’s previous role(s), the retention of critical skills and capabilities and the ability to source these in the market.

In the past there have been barriers to mobility in the Transport senior service, including linking employees to specific positions in an org structure. New legislation in recent years (the Government Sector Employment Legislation Amendment Act 2016 No 2) introduced structural changes that are helping to remove these barriers and create a more agile workplace.

Direct appointment is a great strategy to help us become more agile, reduce bureaucracy, and rapidly deploy our executive talent into roles in line with our strategic priorities and for development. As our talent data grows we will be able to increase the number of direct appointments in the future.

What is a limited duration role and why are we including these in the structure?

A limited duration role is used where it is known and acknowledged that a role will have an end date. Reasons may be due to it being a project role, or in response to a complex problem that requires accountability in a position to deliver a resolution.

This is commonly used when structures are undergoing a transition and a phased approach to organisation design is undertaken.

When will the 12 month recruitment restriction be lifted?

There is currently no restriction on recruitment or backfilling. However a recruitment governance process was established in response to the announcement of the Evolving Transport Program to maximise permanent employment opportunities in the new operating model. This process involves all proposed recruitment for periods longer than 12 months being reviewed by a recruitment governance committee.

This process will be reviewed as we move into the detailed design and implementation phase in early 2020.

How are diversity priorities being promoted as part of filling our top-level leadership?

Transport is striving for diversity in senior leadership roles. To ensure diversity of gender, and to remove any inherent bias, all shortlists for senior executive and senior manager interview must comprise of at least 50% female candidates. All shortlisted candidates must meet the minimum capability requirements for the role. Any exception requires approval from the Secretary. Additionally, all selection panels must comprise both male and female representation.

We are also analysing the impacts of proposed changes on women in leadership and Aboriginal and Torres Strait Islander people.

Evolving Transport program does not change our commitments to diversity and it will be considered as part of the placement and recruitment strategies used.


Will the placement strategy for senior staff be the same for Award staff?

No. The placement approach for the top level leadership will apply only to senior service staff. The approach for award staff will be in line with award requirements. Information on the placement strategy for Award staff will be communicated as part of the next stage of Evolving Transport.

Will RMS and TfNSW systems and data be integrated?

A dedicated team in IT has been formed to work on how we manage the integration of our data and systems to support the merged organisational structure. They are specifically looking at how to merge our financials and operations within the IT systems, removing constraints related to accessing applications and redesigning our access and controls setup.

The team is focused on designing a solution to bring our agencies together within our operating environment which is consistent, flexible and easy to use. The proposed solution will be implemented in 2020.

Will RMS and TfNSW business processes be streamlined when the IT systems are integrated?

In the initial stages after the IT systems are integrated, there will be many instances where similar business processes will continue to co-exist in parallel for a period of time. Due to the size and complexity of our IT landscape we need to progress in small steps to ensure we are successful. Opportunities to merge and improve priority processes in the future are already being looked at within the broader Evolving Transport workstreams.

When will we get updated delegations? How will the new top-level leadership simplify approvals?

The delegations will be updated as we progress with changes to our structure.

The TfNSW Delegations (for company code 1000) were simplified on 1 July 2019 to provide consistent delegations to organisational levels, with fewer delegations for specific positions. This will reduce the need for updates to add or replace specific delegates with changes to structure.

We will look to integrate TfNSW and RMS financial delegations in 2020. How this is done will depend on systems.

When will the Intranet phone guide and Outlook Address Book be updated?

There is currently a project underway in IT to launch a new combined organisational chart and phone directory across the Transport cluster. The new cloud-based directory will integrate multiple sources to show accurate employee data. Employees will also be able to update some of their own information, including phone number and work location. We expect this new directory – PeopleConnect – to be available in 2020.

The Outlook Address book will continue to be updated to reflect organisational changes as they occur.

When will RMS emails move over to Transport email addresses?

The program of work to transition employees with a @rms, @rta and @tmc email address to an @transport email address is underway. This is a complex piece of work which requires us to assess how the change will impact how an employee logs into and accesses our systems. We expect this assessment to be completed in the coming weeks and to transition employees to the @transport email address by Christmas 2019.

What support is being offered to staff?

There are a range of support tools and services available to staff, including the Employee Assistance Program.

The Employee Assistance Program is available at any time for a confidential discussion. The contact number for TfNSW, Sydney Metro and RMS staff is 1300 360 364.

For leaders in our top level structures who are going through change, there is a high level of personal support available from People & Culture, including career support and coaching on leading through change. Senior Manager People Partners are the main point of contact for these support services and advice on navigating through these changes.

If I move from one senior role to another, will my existing salary be maintained?

Transport Service Senior Managers and Transport Senior Service Executives as defined in the Transport Administration Act 1988 (NSW) may be assigned or transferred to another role on their current contract. Individuals assigned or transferred to another role on their current contract will have their salaries maintained.

However, if a senior service employee applies for and wins a new role that changes their employment status for e.g. from TSSM to TSSE and/or fixed term to ongoing, then the employment and salary will be in accordance with a new contract.

While the top level structure is being filled, how will stability of operations and acting arrangements be managed?

While we will seek to fill the top level structures as quickly and as effectively as possible, finalising these structures could take 6-8 weeks. The full recruitment and placement process could easily progress through to February or longer, particularly for external advertising, which means that acting arrangements will be in place for some months to guarantee continuity of service.

What will happen to the other operating agencies?

Operating agencies will work within a new division, but will remain as separate agencies:

Greater Sydney Division: Sydney Trains, State Transit, Sydney Metro Authority

Regional and Outer Metropolitan Division: NSW Trains

What will happen to Sydney Trains and NSW Trains staff?

The agencies are retained, as are the employment functions. The head of the agency will work with the Deputy Secretary of the new Greater Sydney and Regional and Outer Metropolitan divisions. There are no changes to existing roles and employment arrangements. The agencies will continue to be in the Federal jurisdiction and staff will be remain covered by existing Enterprise Agreements.

What is a job family?

Job families are groups of jobs that share common characteristics, requiring similar knowledge, skills, and abilities. Within a job family, an individual is able to identify the learning and development requirements needed to progress from entry-level to complex roles requiring deep experience.

Examples of job families include: Finance, Marketing, Legal, Human Resources, Engineering, Development, and Information and Technology.

Will the changes impact staff in Group Rail?

No decision has been made to make any changes to the Group Rail structure as part of Evolving Transport. Group Rail staff will not be impacted as part of phase 3B-1 and any future proposal that might impact any NSW Trainlink or Sydney Trains employees. If impact were to occur, we would need to consultation in accordance with existing enterprise agreements.

Does the no forced redundancy commitment apply to all people under a RMS award between 1 July 2019 (the stand up of the new operating model) and 1 December (the effective date of the legislation)?

The no forced redundancy commitment applies to all current staff (as at 30 November 2019) covered by an RMS award.

Does the ‘No forced redundancies’ for RMS award staff mean they are guaranteed a job in the new structures?

No. We are committed to merit-based selection for appointments to roles. These changes will not affect the way we approach the Evolving Transport program nor will it affect our decision making in upcoming reform, changes to roles as part organisational design nor recruitment. We remain committed to selection processes consistent with merit selection.

Does the legislation allow RMS award staff to be offered a voluntary redundancy during a restructure? What happens if the person rejects the offer of a voluntary redundancy and can’t be redeployed?

This change does not affect the ability of all employees after they are declared excess to accept voluntary redundancy under the Managing Excess Employees Policy (MEE Policy). During the retention period, all employees will be provided with support to find alternative roles. If former RMS award staff do not accept the offer of voluntary redundancy, following the MEE Policy retention period, former RMS award staff will continue to be supported and we will seek opportunities to redeploy or temporarily assign you to roles you.


Does the legislation mean that TfNSW award staff can be made forcibly redundant but not RMS employees? How is this fair?

The Managing Excess Employees Policy continues to apply to TfNSW Award staff as it does today. We are committed to continuing with merit-based selection for appointments to roles and supporting all employees seeking redeployment.

The commitment to no forced redundancies for RMS award staff is for the life of the existing awards and came about through the parliamentary process. Negotiations for new awards will begin in 2021.

How will issues of pay parity between RMS and TfNSW colleagues in similar roles be addressed if RMS awards must be maintained for 4 years?

We will begin bargaining for new awards in 2021. This may be for separate or merged awards subject to the relevant unions consenting. The MOU signed in 2019 provides other mechanisms for addressing movement between awards in the meantime.

What if I was declared excess prior to 1 December, but my last day of duty is after this date?

If an RMS award employee has been declared excess and their retention period has not finished prior to 1 December, then the commitment of no forced redundancies for RMS award staff will apply.

If an employee has previously accepted a voluntary redundancy, the 1 December changes will have no impact on this agreement.

How will roles be advertised after 1 December 2019?

Roles will be advertised for TfNSW and will specify the relevant award coverage.

Click here for a printable PDF of the Q&As

Find the answer to your question more quickly by selecting one of the categories below.

When will the next levels of the structure be designed?

From February we will start to design structures for all divisions at the branch and team levels. This will be the opportunity for divisions and branches to look at the approved functional model and understand the structure / roles that can best deliver it.

View the design schedule for more information on the plan and sequence for the next stage of organisational design.

How was the design sequence decided?

The schedule was developed and agreed with the Executive Management Group (formerly the Strategy and Operations Committee). It has taken into account:

  • Operational and safety considerations
  • Size and complexity of teams
  • Interdependencies between teams
  • Work happening across the 12 other Evolving Transport workstreams and Future Workplace office moves

For all divisions, this sequencing means the change activity is spread out at a manageable rate to ensure a considered and careful approach and reduce operational risk.

Why are branches grouped together on the schedule?

Teams and functions that are highly interconnected across different branches have been ‘bundled' together to undertake design activity at the same time e.g. finance.

This allows us to understand the end-to-end workflow of our functions and consider the various complexities, organisational capacity, interdependencies, and current critical operations.

What is the design process for branches and teams?

Branch leaders will be responsible for the design process for their branches.

We know that there won’t be a one size fits all solution and the approach to designing a function, branch or team is going to vary depending on a range of factors. For example:

  • There are some teams that are highly interconnected and need to work in a completely new way, so they will require a lot of detailed design support.
  • Other teams aren’t as connected and their ways of working are expected to be largely unchanged, so they will require less support and can do their design faster.
  • Each detailed design process will depend on the size and complexity of teams, interdependencies, and the complexity of existing relationship networks.

How long will it take?

The design process for each branch and/or team is expected to take between four and twelve weeks, depending on the complexities of the teams and functions. However, it is possible for some areas to take even longer if it will lead to a better long term outcome.

Will there be opportunities to participate in the detailed design?

Information about how you can get involved in your branch design will be shared in the lead up to the design process for each branch.

Design activities may include focus groups, interviews, online discussion forums, surveys, team briefings and workshops. Opportunities for participation will vary depending on the context and the nature and complexity of design challenges facing each branch.

Why does this process take so long?

A systematic and measured approach has been adopted to give us the best start in building our new ways of working across our teams. Through this process we aim to:

  • Deliver improved transport experience for our customers
  • Create clear roles, structures, and capability requirements
  • Operate and work differently together to unlock future innovation
  • Build engagement amongst our teams
  • Develop collaborative relationships for staff and our stakeholders
  • Create more efficient ways of working

Designing our organisation this way does take longer but it’s much more likely to give us the right outcomes for our customers, communities and our people. Taking this considered approach will also lead to a more sustainable long term structure and reduce the need for future reforms.

What can I do in between now and my design?

Designing a structure is just one piece of the broader Evolving Transport program. Work is continuing on all other Evolving Transport workstreams in addition to the org design schedule. More information about the other workstreams and how you can be involved will be provided in the coming weeks.

What is happening to reform programs currently underway?

Reform programs that were approved and underway, before the start of Evolving Transport, are continuing. Any reform programs that were proposed but had not yet been approved at that time are being considered as part of Evolving Transport.

How are we doing change differently?

From the outset, Evolving Transport has taken a conscious decision to take an approach that coupled a Divisional focus with an Enterprise wide approach. This enables Divisions to work through how they would operate in a new model while also considering their interconnectedness.

This approach to organisation-wide change started with developing Divisional purposes and accountabilities. Identifying and understanding the interdependencies were fundamental to this foundational stage and also started development of value chains across key processes. Engagement programs were designed to obtain a diversity of thought from across the organisation to finalise the foundation planning stage.

This new approach to change has delivered a solid baseline to inform the proposed functional models that are now under consultation. During November, the engagement plan has provided over 60 opportunities for our people from across the organisation to hear from leaders face to face (in staff briefings), via teleconference or recordings of briefings, as well as the ability to ask anonymous questions in real time.

The consultation platform provides users the ability to self-select their feedback categories, remain anonymous or choose to have a response, and provides more comprehensive reporting and analysis of the feedback for leaders and decision-makers.

If you have suggestions to improve the change process, please use the online form and select the category: "The transition to the operating model".

Will there be EOIs for voluntary redundancies?

No. Retaining corporate knowledge and key talent is a priority. Where possible opportunities for mobility will be provided, so we are able to give people the opportunity to stay within transport, even if that means a change in role.

What is co-design?

Co-design is a way of getting feedback to input into our organisational design.

Co-design means involving the diverse thoughts and experiences of our people, our customers and our stakeholders in the org design process.

Co-design does not mean everyone attends a workshop, but it does mean providing opportunities for different voices to be heard, to provide feedback and challenge current thinking. Examples could be via a survey, focus group, online discussions or forums, one-to-one or group sessions. For example, getting your input into developing our divisional purpose and accountabilities.

Not every process requires a co-design approach. There will be simple things we can get on with by using a more direct approach and these will be decided as the org design progresses.

We have been using co-design approaches since the change was first announced in April and will continue to provide opportunities for you to share your thoughts and feedback throughout the next phase.

What is organisational design?

Organisational design looks at how we operate as one transport organisation - it’s the considered design of work flow, operating rhythm, procedures, structures and systems required to achieve our business objectives.

The foundation planning phase was the starting point for organisational design in each division, where we articulated who we are as a business and what we do. This led to identifying and clarifying areas of interdependencies before developing a final proposed structure.

We will continue using a range of inputs to inform our org design, including co-design inputs in the next stage of Evolving Transport in 2020.

What other organisational design principles have been adopted?

Refer to the design principles for Evolving Transport.

I can’t find the final top level leadership. Where can I access this?

The final top level leadership for each division are found on our intranet. Just click on the division for more info.

When will the new to level structures come into effect?

The new top level leadership will come into effect on 3 February 2020, with the exception of Infrastructure & Place which has been given approval to commence on December 9 due to the timing of a number of key projects and deliverables.

Teams that are either moving in or out of the IP Division have clear transitional arrangements in place for the period from 9 December and 3 February to ensure continuity of service to our clients.

What happens to administrative and business support roles that currently report into divisional leaders?

For Infrastructure and Place, their administrative and business support roles have been realigned to their new top level leadership and have been in effect since 9 December 2019.

For all other divisions, your divisional leaders and relevant support staff are engaging now to work through how the Executive support roles will report into the new top level leadership.

While this may involve reporting line changes for some support staff, there will be no impact to people’s roles or conditions of employment.

As part of detailed organisational design, each executive leader will lead their branch through a re-design process which includes administrative and business support roles. The appropriate engagement and consultation provisions will apply for all staff during this process.

Why does the new functional model have intra-band reporting?

The organisational design characteristics and principles for Evolving Transport aim to minimise intra-band reporting across the agency. However, there continue to be exceptions where this is warranted due to the complexity, scale, and accountabilities of a particular business function.

What do we mean by 'embedded' and 'deployed' roles? What is the difference?

An embedded role is where a role is part of a centralised function and is then embedded into another division to carry out the function on a day-to-day basis (inter-division).

A deployed role is where a role is part of a business unit and is then deployed to a different business unit within that division to carry out the function on a day-to-day basis (intra-division).

How do we make decisions around job sizing and evaluation? For example, why might a role not be downgraded when its functions are reduced?

All top level leadership roles were evaluated using the Mercer CED methodology. This assessment uses points to correlate a role’s levels of complexity, responsibility and impact on the business with Transport’s career bands framework. This evaluation includes roles that have been redesigned to determine if there has been an impact to the band. An increase or reduction in the number of functions does not necessarily determine a lower or higher score of work level points using this methodology.

Naming conventions have been centrally agreed for consistency. However, at this point, these titles have only been applied to the proposed top levels of each Division.

If you have feedback about the proposed title or band of a role in the proposed structure, please provide your feedback via the online form as part of the consultation process.

What is being done to reconcile differences in senior titles and salaries between TfNSW and RMS?

The top level leadership is underpinned by a set of organisational design principles and characteristics which will provide greater consistency in relation to job titles and levels.

The new top level leadership has been designed through the application of the organisational design principles and characteristics.

Once the detailed organisational design at the branch level structures start, the application of the organisational design principles and characteristics will standardise titling and banding for senior roles.

What is talent mobility and how is this being utilised for filling senior roles?

A priority through this change is to retain our senior leadership talent, even if that means moving people to a different role. In the past few years we have removed some of the barriers to executive mobility, making it easier to develop our people and reassign Transport Senior Service Executives to roles in line with our strategic priorities.

How will decisions be made about filling the new roles in the new top level structure?

There are a lot of considerations and we will be using a mix of approaches to fill top level roles, including using the mobility provisions, direct matching, and internal and external advertising. Because there are a large number of new or changed roles, many new roles will be advertised.

  • Direct match Where the role is essentially the same, the incumbent will continue in the role.
  • Direct appointment – In a select number of cases, we will use the Senior Executive mobility provisions to assign our existing talent to a new role. These decisions are based on talent review data and leadership and capability assessments.
  • Invited EOI – If it is not immediately clear who the strongest person for the role is, and there are potentially suitable candidates based on individuals in comparable roles and talent data, then they may have been included in an Invited EOI. This means only the invited individuals will initially be considered for the role.
  • Advertising within the Cluster – For many roles, it is likely that the required skills exist across the cluster in affected or potentially affected roles. We also want to maximise the opportunity our people have to apply for new opportunities. In these cases we will advertise within the Cluster initially.
  • Advertising externally – Roles will be advertised internally and externally at the same time where there is a significantly new focus in that role and we don’t know if we have the capabilities internally. Advertising internally and externally at the same time avoids the need for running sequential processes in this case. We may also need to advertise externally for some senior roles based on practice set by the Public Service Commission.

Why make any direct appointments to a new role? Wouldn’t it be better to advertise to give others a fair opportunity?

Direct appointments have been made where the role is new or changed and we are confident that a person is the right person for the role, based on our talent data and a leadership and capability assessment.

Consideration is also given to whether the accountabilities and responsibilities are similar to the incumbent’s previous role(s), the retention of critical skills and capabilities and the ability to source these in the market.

In the past there have been barriers to mobility in the Transport senior service, including linking employees to specific positions in an org structure. New legislation in recent years (the Government Sector Employment Legislation Amendment Act 2016 No 2) introduced structural changes that are helping to remove these barriers and create a more agile workplace.

Direct appointment is a great strategy to help us become more agile, reduce bureaucracy, and rapidly deploy our executive talent into roles in line with our strategic priorities and for development. As our talent data grows we will be able to increase the number of direct appointments in the future.

What is a limited duration role and why are we including these in the structure?

A limited duration role is used where it is known and acknowledged that a role will have an end date. Reasons may be due to it being a project role, or in response to a complex problem that requires accountability in a position to deliver a resolution.

This is commonly used when structures are undergoing a transition and a phased approach to organisation design is undertaken.

When will the 12 month recruitment restriction be lifted?

There is currently no restriction on recruitment or backfilling. However a recruitment governance process was established in response to the announcement of the Evolving Transport Program to maximise permanent employment opportunities in the new operating model. This process involves all proposed recruitment for periods longer than 12 months being reviewed by a recruitment governance committee.

This process will be reviewed as we move into the detailed design and implementation phase in early 2020.

How are diversity priorities being promoted as part of filling our top-level leadership?

Transport is striving for diversity in senior leadership roles. To ensure diversity of gender, and to remove any inherent bias, all shortlists for senior executive and senior manager interview must comprise of at least 50% female candidates. All shortlisted candidates must meet the minimum capability requirements for the role. Any exception requires approval from the Secretary. Additionally, all selection panels must comprise both male and female representation.

We are also analysing the impacts of proposed changes on women in leadership and Aboriginal and Torres Strait Islander people.

Evolving Transport program does not change our commitments to diversity and it will be considered as part of the placement and recruitment strategies used.


Will the placement strategy for senior staff be the same for Award staff?

No. The placement approach for the top level leadership will apply only to senior service staff. The approach for award staff will be in line with award requirements. Information on the placement strategy for Award staff will be communicated as part of the next stage of Evolving Transport.

Will RMS and TfNSW systems and data be integrated?

A dedicated team in IT has been formed to work on how we manage the integration of our data and systems to support the merged organisational structure. They are specifically looking at how to merge our financials and operations within the IT systems, removing constraints related to accessing applications and redesigning our access and controls setup.

The team is focused on designing a solution to bring our agencies together within our operating environment which is consistent, flexible and easy to use. The proposed solution will be implemented in 2020.

Will RMS and TfNSW business processes be streamlined when the IT systems are integrated?

In the initial stages after the IT systems are integrated, there will be many instances where similar business processes will continue to co-exist in parallel for a period of time. Due to the size and complexity of our IT landscape we need to progress in small steps to ensure we are successful. Opportunities to merge and improve priority processes in the future are already being looked at within the broader Evolving Transport workstreams.

When will we get updated delegations? How will the new top-level leadership simplify approvals?

The delegations will be updated as we progress with changes to our structure.

The TfNSW Delegations (for company code 1000) were simplified on 1 July 2019 to provide consistent delegations to organisational levels, with fewer delegations for specific positions. This will reduce the need for updates to add or replace specific delegates with changes to structure.

We will look to integrate TfNSW and RMS financial delegations in 2020. How this is done will depend on systems.

When will the Intranet phone guide and Outlook Address Book be updated?

There is currently a project underway in IT to launch a new combined organisational chart and phone directory across the Transport cluster. The new cloud-based directory will integrate multiple sources to show accurate employee data. Employees will also be able to update some of their own information, including phone number and work location. We expect this new directory – PeopleConnect – to be available in 2020.

The Outlook Address book will continue to be updated to reflect organisational changes as they occur.

When will RMS emails move over to Transport email addresses?

The program of work to transition employees with a @rms, @rta and @tmc email address to an @transport email address is underway. This is a complex piece of work which requires us to assess how the change will impact how an employee logs into and accesses our systems. We expect this assessment to be completed in the coming weeks and to transition employees to the @transport email address by Christmas 2019.

What support is being offered to staff?

There are a range of support tools and services available to staff, including the Employee Assistance Program.

The Employee Assistance Program is available at any time for a confidential discussion. The contact number for TfNSW, Sydney Metro and RMS staff is 1300 360 364.

For leaders in our top level structures who are going through change, there is a high level of personal support available from People & Culture, including career support and coaching on leading through change. Senior Manager People Partners are the main point of contact for these support services and advice on navigating through these changes.

If I move from one senior role to another, will my existing salary be maintained?

Transport Service Senior Managers and Transport Senior Service Executives as defined in the Transport Administration Act 1988 (NSW) may be assigned or transferred to another role on their current contract. Individuals assigned or transferred to another role on their current contract will have their salaries maintained.

However, if a senior service employee applies for and wins a new role that changes their employment status for e.g. from TSSM to TSSE and/or fixed term to ongoing, then the employment and salary will be in accordance with a new contract.

While the top level structure is being filled, how will stability of operations and acting arrangements be managed?

While we will seek to fill the top level structures as quickly and as effectively as possible, finalising these structures could take 6-8 weeks. The full recruitment and placement process could easily progress through to February or longer, particularly for external advertising, which means that acting arrangements will be in place for some months to guarantee continuity of service.

What will happen to the other operating agencies?

Operating agencies will work within a new division, but will remain as separate agencies:

Greater Sydney Division: Sydney Trains, State Transit, Sydney Metro Authority

Regional and Outer Metropolitan Division: NSW Trains

What will happen to Sydney Trains and NSW Trains staff?

The agencies are retained, as are the employment functions. The head of the agency will work with the Deputy Secretary of the new Greater Sydney and Regional and Outer Metropolitan divisions. There are no changes to existing roles and employment arrangements. The agencies will continue to be in the Federal jurisdiction and staff will be remain covered by existing Enterprise Agreements.

What is a job family?

Job families are groups of jobs that share common characteristics, requiring similar knowledge, skills, and abilities. Within a job family, an individual is able to identify the learning and development requirements needed to progress from entry-level to complex roles requiring deep experience.

Examples of job families include: Finance, Marketing, Legal, Human Resources, Engineering, Development, and Information and Technology.

Will the changes impact staff in Group Rail?

No decision has been made to make any changes to the Group Rail structure as part of Evolving Transport. Group Rail staff will not be impacted as part of phase 3B-1 and any future proposal that might impact any NSW Trainlink or Sydney Trains employees. If impact were to occur, we would need to consultation in accordance with existing enterprise agreements.

Does the no forced redundancy commitment apply to all people under a RMS award between 1 July 2019 (the stand up of the new operating model) and 1 December (the effective date of the legislation)?

The no forced redundancy commitment applies to all current staff (as at 30 November 2019) covered by an RMS award.

Does the ‘No forced redundancies’ for RMS award staff mean they are guaranteed a job in the new structures?

No. We are committed to merit-based selection for appointments to roles. These changes will not affect the way we approach the Evolving Transport program nor will it affect our decision making in upcoming reform, changes to roles as part organisational design nor recruitment. We remain committed to selection processes consistent with merit selection.

Does the legislation allow RMS award staff to be offered a voluntary redundancy during a restructure? What happens if the person rejects the offer of a voluntary redundancy and can’t be redeployed?

This change does not affect the ability of all employees after they are declared excess to accept voluntary redundancy under the Managing Excess Employees Policy (MEE Policy). During the retention period, all employees will be provided with support to find alternative roles. If former RMS award staff do not accept the offer of voluntary redundancy, following the MEE Policy retention period, former RMS award staff will continue to be supported and we will seek opportunities to redeploy or temporarily assign you to roles you.


Does the legislation mean that TfNSW award staff can be made forcibly redundant but not RMS employees? How is this fair?

The Managing Excess Employees Policy continues to apply to TfNSW Award staff as it does today. We are committed to continuing with merit-based selection for appointments to roles and supporting all employees seeking redeployment.

The commitment to no forced redundancies for RMS award staff is for the life of the existing awards and came about through the parliamentary process. Negotiations for new awards will begin in 2021.

How will issues of pay parity between RMS and TfNSW colleagues in similar roles be addressed if RMS awards must be maintained for 4 years?

We will begin bargaining for new awards in 2021. This may be for separate or merged awards subject to the relevant unions consenting. The MOU signed in 2019 provides other mechanisms for addressing movement between awards in the meantime.

What if I was declared excess prior to 1 December, but my last day of duty is after this date?

If an RMS award employee has been declared excess and their retention period has not finished prior to 1 December, then the commitment of no forced redundancies for RMS award staff will apply.

If an employee has previously accepted a voluntary redundancy, the 1 December changes will have no impact on this agreement.

How will roles be advertised after 1 December 2019?

Roles will be advertised for TfNSW and will specify the relevant award coverage.

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