Evolving Transport Q&As

Find the answer to your question by clicking one of the categories below. For more information about the coming together of TfNSW and RMS you can visit this dedicated webpage.

Click here for a printable PDF of these QAs

What impact has the Coronavirus situation had on organisational design?

In response to the ongoing Coronavirus situation, we are making a number of changes to how we progress with Evolving Transport organisational design work. We have paused Stage 1 organisational design work to better focus on delivering essential services to the community and supporting our people during this time of uncertainty.

We are also using this time to reflect on what we have learned so far and recalibrate our approach to org design. We are doing some further groundwork on our operating model, which will be used to inform and accelerate branch design in key areas.

When will my branch go through organisational design?

We have reorganised the design schedule to allow more flexibility for branches to complete their design and accelerate off the groundwork we will complete in the next few weeks.

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

How are the branches grouped in the design schedule?

Design work is organised into three groups:

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

How was the design schedule decided?

The schedule was developed and agreed with the Executive Monthly Governance (formerly the Strategy and Operations Committee). In response to the Coronavirus situation, the sequencing and grouping of branches was reorganised to allow more flexibility for branches to complete their design and accelerate in key areas.

It has taken into account:

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

Why is the design for Finance and Commercial functions being split?

The decision was made to design Corporate Services Finance as part of Group C for a couple of reasons. Finance is an enabling function and moving it to Group C means that its design can be done considering the design of the clients they will serve. This decision also reduces disruption to the function during June, which is the busiest time of year for Finance, and at a time where they are playing a significant role in our response to the Coronavirus crisis and the recovery period ahead.

For the divisions who have Finance and Commercial branches (IP, GS and ROM) – we wanted to provide them with the flexibility to continue with the design of the remaining functions of their branch, which are not dependent on the design of the finance function. The finance functions within these branches will be considered as part of Group C.

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.

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.

What is happening to reform programs currently underway?

Reform programs that sit outside of the Evolving Transport program have been assessed on a case-by-case basis to understand impacts of the Coronavirus situation. Decisions have been made to either pause or continue these reform programs. Please speak to your branch leader for more information.

There may also be some branches who need to put interim structures in place to ensure they can operate effectively over the coming months. People and Culture will work with the branch leaders to assess whether interim changes are required and will engage and consult with those teams as needed.

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.

As the org design paused and a new schedule developed, is there a need to realign the Evolving Transport Program?

We had decided to temporarily pause our org 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.

Transformation Office completed an assessment of each Evolving Transport workstream and found only minor or moderate impact to delivering these which means there isn’t a need to realign the Program. Discussions are continuing with the executive about the groundwork for the operating model to 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.

Where can I find the top-level leadership structure?

The final top level leadership for each division are found on our intranet. Just click on the division for more info. The new top level leadership came into effect on 3 February 2020.

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.

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.

As each branch goes through their detailed design, the application of the organisational design principles and characteristics will standardise titling and banding for senior roles.

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 of branches.

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 2020-21.

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 are looking 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 is continuing to be updated to reflect organisational changes as they occur.

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.

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 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.

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.


Find the answer to your question by clicking one of the categories below. For more information about the coming together of TfNSW and RMS you can visit this dedicated webpage.

Click here for a printable PDF of these QAs

What impact has the Coronavirus situation had on organisational design?

In response to the ongoing Coronavirus situation, we are making a number of changes to how we progress with Evolving Transport organisational design work. We have paused Stage 1 organisational design work to better focus on delivering essential services to the community and supporting our people during this time of uncertainty.

We are also using this time to reflect on what we have learned so far and recalibrate our approach to org design. We are doing some further groundwork on our operating model, which will be used to inform and accelerate branch design in key areas.

When will my branch go through organisational design?

We have reorganised the design schedule to allow more flexibility for branches to complete their design and accelerate off the groundwork we will complete in the next few weeks.

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

How are the branches grouped in the design schedule?

Design work is organised into three groups:

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

How was the design schedule decided?

The schedule was developed and agreed with the Executive Monthly Governance (formerly the Strategy and Operations Committee). In response to the Coronavirus situation, the sequencing and grouping of branches was reorganised to allow more flexibility for branches to complete their design and accelerate in key areas.

It has taken into account:

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

Why is the design for Finance and Commercial functions being split?

The decision was made to design Corporate Services Finance as part of Group C for a couple of reasons. Finance is an enabling function and moving it to Group C means that its design can be done considering the design of the clients they will serve. This decision also reduces disruption to the function during June, which is the busiest time of year for Finance, and at a time where they are playing a significant role in our response to the Coronavirus crisis and the recovery period ahead.

For the divisions who have Finance and Commercial branches (IP, GS and ROM) – we wanted to provide them with the flexibility to continue with the design of the remaining functions of their branch, which are not dependent on the design of the finance function. The finance functions within these branches will be considered as part of Group C.

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.

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.

What is happening to reform programs currently underway?

Reform programs that sit outside of the Evolving Transport program have been assessed on a case-by-case basis to understand impacts of the Coronavirus situation. Decisions have been made to either pause or continue these reform programs. Please speak to your branch leader for more information.

There may also be some branches who need to put interim structures in place to ensure they can operate effectively over the coming months. People and Culture will work with the branch leaders to assess whether interim changes are required and will engage and consult with those teams as needed.

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.

As the org design paused and a new schedule developed, is there a need to realign the Evolving Transport Program?

We had decided to temporarily pause our org 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.

Transformation Office completed an assessment of each Evolving Transport workstream and found only minor or moderate impact to delivering these which means there isn’t a need to realign the Program. Discussions are continuing with the executive about the groundwork for the operating model to 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.

Where can I find the top-level leadership structure?

The final top level leadership for each division are found on our intranet. Just click on the division for more info. The new top level leadership came into effect on 3 February 2020.

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.

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.

As each branch goes through their detailed design, the application of the organisational design principles and characteristics will standardise titling and banding for senior roles.

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 of branches.

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 2020-21.

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 are looking 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 is continuing to be updated to reflect organisational changes as they occur.

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.

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 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.

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.