Evolving Transport Q&As

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

What are we consulting about?

This consultation period is an opportunity for our division leaders to share their proposals for the functions and top level structures in each division in Transport.

Specifically, it is an opportunity for all staff across the Transport Service to consider and respond to:

  • the functional models proposed for each division
  • the proposed top level structures for each division
  • the mapping of staff units to the proposed functions and top level structures.

This consultation period is an opportunity to learn how our new structures align with our strategic priorities as we move from organising ourselves by modes of transport to organising around places and the needs of our customers and communities.

What is the timeline for the November consultation?

The consultation period runs from Monday 4 November until Friday 29 November 2019.

Face to face staff briefings in all divisions, including in regional locations, commenced on 4 November. Click here to see the briefing schedule or view a recording of one of the briefings.

Each division leader has also recorded a short video providing an overview of the proposal which you can see by clicking on your division on the side panel.

To provide your feedback about any of the proposals, please use the online form.

Why are we only consulting about top-level leadership?

We have focused on designing the top leader levels first because it is critical to get the functions right and decide on the roles that lead the functions before designing in detail. In most cases, the proposed structure includes all direct reports to the Deputy Secretary or divisional leader. In a few cases, roles at the next level have been proposed as well.

We will be seeking your input on these proposals before we go into further detailed design in the new year.

I can’t find the consultation pack for my division. Where can I access this?

Consultation packs for each division are found on our intranet. Just click on the division for more info, and then click on the consultation pack.

Can I provide feedback about other divisions, not just my own?

Yes. We are publishing the proposed leader-level structures and proposed models for all divisions so that everyone can see the full picture and how the functions relate to each other. We want to make sure everyone’s voice can be heard regardless of where they sit in the organisation.

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

Division leaders and relevant support staff will be engaged to work through how the support roles will report into the proposed structure.

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 which will occur from January 2020, each executive leader will lead their branch through a re-design process which include administrative and business support roles. The appropriate engagement and consultation provisions will apply for all staff during this process.

What happens to my feedback and how is it being reviewed?

Feedback is provided to Divisional Leaders (appropriate to their division) as members of the Strategic Operating Committee (SOC) on a weekly basis during consultation. SOC will meet over the next couple of weeks to review feedback and approve decisions to change or not change organisational structures.

Within divisions, the TfNSW People Directors are accountable for leading the review process with division leaders. This includes presenting key recommendations about any changes to proposed functions, structures or the placement or implementation approach to SOC for decision following the end of the consultation period. A final review will be undertaken the week following the end of consultation. Following consideration of all feedback, final decisions about the senior leader structures will be announced in the week of 9 December.

I’m away during the consultation period. How can I participate?

If you’re not able to attend a briefing session, there are other ways to stay informed. You can check the updates on the Evolving Transport website.

Some divisions are organising a teleconference for those who can’t attend in person. Click here to find out about the briefings for your division.

You can also get in touch with your manager to discuss the proposed changes and find out more.

How are staff on extended leave being consulted?

Division leaders have been provided with the names of all people in their division who are listed in Equip as being on extended leave during the consultation period.

Direct line managers are responsible for providing information on how to participate via the individual’s chosen preference for communication.

When will the next levels of the structure be designed?

From January 2020 we will start to design and implement 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.

Work is currently underway to plan and sequence the next stage of organisational design. The final schedule will be communicated shortly.

What is co-design?

Co-design is a way of getting input and 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.

How can I be involved in designing the next levels of the organisation?

Stay up to date on what is happening with your division, including how to be involved, by checking your division’s page on the Evolving Transport website, and looking out for updates in your division’s regular communications.

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 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.

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 proposed 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.

Can we share the consultation pack with key external stakeholders?

No. For external stakeholders, while we are consulting on the proposal, nothing has changed and all contacts remain the same.

Once a decision is made, further information will be providing on communicating with external stakeholders.

Will there be a second round of consultation on the proposed top-level leadership?

If feedback is received on the proposed top-level leadership that leads to a decision to make a significant change, further consultation could occur.

Is the RMS legislation changing and how will this impact RMS staff?

The Transport Administration Amendment (RMS Dissolution) Bill 2019 is following the democratic process through parliament. While there have been a few line management changes since RMS and TfNSW were brought together on 1 July 2019, there have been no impacts to staff conditions or entitlements through the amalgamation.

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

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

The proposed leader-level structure 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.

When will the new structures come into effect?

It is intended that, pending consideration of the feedback, the new top level leadership will come into effect on 3 February 2020, with the exception of the 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 proposed to either move in or out of the IP Division following consultation will have clear transitional arrangements in place for the period from 8 December and 3 February to ensure continuity of service to our clients.

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.

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 proposed structures?

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 are likely to 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 are proposing to 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 are proposing to 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 are proposed 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 proposed 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.

As a senior executive, if I’m not appointed to a role or included in an invited EOI, will there be an opportunity to appeal the decision?

The approaches for filling roles are still proposals which will go out for consultation until 29 November. Individuals personally affected by the proposed changes have the opportunity to give feedback on the proposed placement approach until 29 November.

The process for giving this feedback is:

  • Talk to your leader about your interest and potential suitability for the role
  • Send an email to the Director, People stating the role you are interested in and outlining why you believe you should be included in the process.

Will all senior roles be open to applications by staff? If not, how will this be determined?

Refer to answer [How will decisions be made about filling the new roles in the proposed structures?] above.

The proposed placement strategy for senior roles is contained within the consultation pack and is open to consultation. Should you have any feedback in relation to the placement strategy, please use the online form and select the appropriate category.

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

No. The proposed placement approach 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 senior staff?

Affected senior executive staff will have a high level of personal support from People & Culture, including career support and coaching on leading through change. Senior manager people partners are the main point of contact for support services and advice on navigating through these changes.

There are also support services available on the Evolving Transport website, 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.

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

How does the new proposed Asset Management branch work with the operating agencies?

The establishment of the Asset Management branch within the SER division was a direct result of the Asset Management interdependency work in Evolving Transport Phase 3A. The operating agencies were involved in the interdependency work and helped guide the accountabilities to sit in the Asset Management function in SER. Once the proposed structures are determined and the ED, Asset Management is in place, the ED and their teams will work closely with the operating agencies and define their operating rhythms.

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 delegations and approval workflows being updated for 3 February?

The goal is to have delegations and approval workflows updated and enabled by 3 February. However, due to the scale and complexity of this task, contingency arrangements may be required.

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.

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.

What are we consulting about?

This consultation period is an opportunity for our division leaders to share their proposals for the functions and top level structures in each division in Transport.

Specifically, it is an opportunity for all staff across the Transport Service to consider and respond to:

  • the functional models proposed for each division
  • the proposed top level structures for each division
  • the mapping of staff units to the proposed functions and top level structures.

This consultation period is an opportunity to learn how our new structures align with our strategic priorities as we move from organising ourselves by modes of transport to organising around places and the needs of our customers and communities.

What is the timeline for the November consultation?

The consultation period runs from Monday 4 November until Friday 29 November 2019.

Face to face staff briefings in all divisions, including in regional locations, commenced on 4 November. Click here to see the briefing schedule or view a recording of one of the briefings.

Each division leader has also recorded a short video providing an overview of the proposal which you can see by clicking on your division on the side panel.

To provide your feedback about any of the proposals, please use the online form.

Why are we only consulting about top-level leadership?

We have focused on designing the top leader levels first because it is critical to get the functions right and decide on the roles that lead the functions before designing in detail. In most cases, the proposed structure includes all direct reports to the Deputy Secretary or divisional leader. In a few cases, roles at the next level have been proposed as well.

We will be seeking your input on these proposals before we go into further detailed design in the new year.

I can’t find the consultation pack for my division. Where can I access this?

Consultation packs for each division are found on our intranet. Just click on the division for more info, and then click on the consultation pack.

Can I provide feedback about other divisions, not just my own?

Yes. We are publishing the proposed leader-level structures and proposed models for all divisions so that everyone can see the full picture and how the functions relate to each other. We want to make sure everyone’s voice can be heard regardless of where they sit in the organisation.

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

Division leaders and relevant support staff will be engaged to work through how the support roles will report into the proposed structure.

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 which will occur from January 2020, each executive leader will lead their branch through a re-design process which include administrative and business support roles. The appropriate engagement and consultation provisions will apply for all staff during this process.

What happens to my feedback and how is it being reviewed?

Feedback is provided to Divisional Leaders (appropriate to their division) as members of the Strategic Operating Committee (SOC) on a weekly basis during consultation. SOC will meet over the next couple of weeks to review feedback and approve decisions to change or not change organisational structures.

Within divisions, the TfNSW People Directors are accountable for leading the review process with division leaders. This includes presenting key recommendations about any changes to proposed functions, structures or the placement or implementation approach to SOC for decision following the end of the consultation period. A final review will be undertaken the week following the end of consultation. Following consideration of all feedback, final decisions about the senior leader structures will be announced in the week of 9 December.

I’m away during the consultation period. How can I participate?

If you’re not able to attend a briefing session, there are other ways to stay informed. You can check the updates on the Evolving Transport website.

Some divisions are organising a teleconference for those who can’t attend in person. Click here to find out about the briefings for your division.

You can also get in touch with your manager to discuss the proposed changes and find out more.

How are staff on extended leave being consulted?

Division leaders have been provided with the names of all people in their division who are listed in Equip as being on extended leave during the consultation period.

Direct line managers are responsible for providing information on how to participate via the individual’s chosen preference for communication.

When will the next levels of the structure be designed?

From January 2020 we will start to design and implement 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.

Work is currently underway to plan and sequence the next stage of organisational design. The final schedule will be communicated shortly.

What is co-design?

Co-design is a way of getting input and 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.

How can I be involved in designing the next levels of the organisation?

Stay up to date on what is happening with your division, including how to be involved, by checking your division’s page on the Evolving Transport website, and looking out for updates in your division’s regular communications.

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 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.

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 proposed 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.

Can we share the consultation pack with key external stakeholders?

No. For external stakeholders, while we are consulting on the proposal, nothing has changed and all contacts remain the same.

Once a decision is made, further information will be providing on communicating with external stakeholders.

Will there be a second round of consultation on the proposed top-level leadership?

If feedback is received on the proposed top-level leadership that leads to a decision to make a significant change, further consultation could occur.

Is the RMS legislation changing and how will this impact RMS staff?

The Transport Administration Amendment (RMS Dissolution) Bill 2019 is following the democratic process through parliament. While there have been a few line management changes since RMS and TfNSW were brought together on 1 July 2019, there have been no impacts to staff conditions or entitlements through the amalgamation.

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

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

The proposed leader-level structure 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.

When will the new structures come into effect?

It is intended that, pending consideration of the feedback, the new top level leadership will come into effect on 3 February 2020, with the exception of the 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 proposed to either move in or out of the IP Division following consultation will have clear transitional arrangements in place for the period from 8 December and 3 February to ensure continuity of service to our clients.

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.

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 proposed structures?

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 are likely to 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 are proposing to 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 are proposing to 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 are proposed 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 proposed 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.

As a senior executive, if I’m not appointed to a role or included in an invited EOI, will there be an opportunity to appeal the decision?

The approaches for filling roles are still proposals which will go out for consultation until 29 November. Individuals personally affected by the proposed changes have the opportunity to give feedback on the proposed placement approach until 29 November.

The process for giving this feedback is:

  • Talk to your leader about your interest and potential suitability for the role
  • Send an email to the Director, People stating the role you are interested in and outlining why you believe you should be included in the process.

Will all senior roles be open to applications by staff? If not, how will this be determined?

Refer to answer [How will decisions be made about filling the new roles in the proposed structures?] above.

The proposed placement strategy for senior roles is contained within the consultation pack and is open to consultation. Should you have any feedback in relation to the placement strategy, please use the online form and select the appropriate category.

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

No. The proposed placement approach 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 senior staff?

Affected senior executive staff will have a high level of personal support from People & Culture, including career support and coaching on leading through change. Senior manager people partners are the main point of contact for support services and advice on navigating through these changes.

There are also support services available on the Evolving Transport website, 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.

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

How does the new proposed Asset Management branch work with the operating agencies?

The establishment of the Asset Management branch within the SER division was a direct result of the Asset Management interdependency work in Evolving Transport Phase 3A. The operating agencies were involved in the interdependency work and helped guide the accountabilities to sit in the Asset Management function in SER. Once the proposed structures are determined and the ED, Asset Management is in place, the ED and their teams will work closely with the operating agencies and define their operating rhythms.

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 delegations and approval workflows being updated for 3 February?

The goal is to have delegations and approval workflows updated and enabled by 3 February. However, due to the scale and complexity of this task, contingency arrangements may be required.

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.

Click here for a printable PDF of the Q&As