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.


Award Employees: placement, recruitment and career support

What is the placement approach for filling award roles?

There is a two-step process for filling award roles in a new structure. A branch process to begin with, followed by an open process if required. More information on the placement strategy can be found here.

When will award employees be required to apply for their role?

Employees who are directly matched will not need to apply for a role.

An application will be required in all other processes – closed, expanded, internally or externally advertised. More information will be provided to a branch after determination.

Why have some Award staff been direct matched to roles and not others?

A direct match can occur when the proposed role and capabilities are the same or there is minimal change (<20%) to the role and there are equal or fewer employees than roles. Where this criteria is not met, an employee cannot be direct matched. For more detail see the placement approach.

The 20% figure has consistently been used in the past at TfNSW and is consistent with multiple evaluation methodologies used to evaluate roles.

Will you consider skills and experience staff have outside their current role descriptions when direct matching?

The process of direct match is a like for like matching exercise. It is dictated by a set of strict criteria that takes into account the current role, the proposed role being the same as the existing role, or only a minor change (<20%), the number of roles available and permanent employees holding the substantive position.

As a result, skills and experience of employees outside their current role are not a relevant consideration in the process of direct matching.

Will employees acting in higher duties or in a role as part of a temporary transfer be considered in the closed placement process for a branch?

Temporary employees and permanent employees acting in higher duties or part of a temporary transfer will be considered in the branch process. For more detail see the placement approach.

How will the placement approach apply to temporary employees within a branch?

All temporary employees who have completed their probation period are eligible to participate in the placement strategy for their branch. However see the placement approach for details on how stepped and gated processes apply to temporary employees at different parts of the process.

Are all temporary employees treated equally during the placement process regardless of how long they have been in the role?

In previous organisational restructures, temporary employees were required to have been in their role for 12 months before being eligible to apply for roles advertised internally. However, on this occasion, consideration has been given to the number of roles which were filled on a temporary basis since the start of Evolving Transport.

On this basis, a decision was made that all temporary employees who have completed their probation period will be given the same consideration, regardless of how long they have been in the role.

My role has been assessed to have changed more than 20 per cent. What does that mean?

During the design stage, an assessment of the role descriptions are made to determine the level of change between roles in the new structure and existing roles.

If the change is by more than 20 per cent, the role is considered ‘new’ and will be filled through the expanded process at the branch level or failing that, via internal and then external advertising.

All role descriptions across the Transport Cluster are evaluated using the Mercer CED Methodology, which aligns to the rest of the NSW Public Sector. The Mercer CED score from evaluation used to determine a role’s grading.

The closed process for Award roles includes resume, questionnaire and possibly an assessment. Can further clarification be provided about what is included in the assessment and of the criteria used to differentiate between candidates?

The assessment to be used will vary depending on the capabilities required of the role. The criteria used to differentiate between candidates will be dependent on the assessment used. The assessments used are determined by appropriately accredited Assessment Specialists in Talent.

Is the expanded process limited only to the branch or can the expanded process be widened to include all branches in a division?

The expanded process is limited to the branch. If a role is not filled using the expanded process, it can then be advertised internally and/or externally. This gives employees of other divisions the opportunity to apply for the role.

What career support is available to an award employee?

All employees will be able to access information and training to refresh their skills around applying for jobs including writing resumes and practising interview techniques.

If an employee is unsuccessful in securing a role within the branch after all recruitment has been completed, they will have to access further career transition supports including job search skills, job matching services, and other learning and development opportunities. Information on options will be provided to those employees once branch recruitment has finalised.

What will happen if I don't secure a role within my branch?

If you are not placed by the end of the branch process, you will be considered to be an ‘impacted’ employee. An impacted employee may apply for early voluntary redundancy, role exchange within the Branch, or continue to apply for any roles advertised internally and externally.

Employees who have not secured roles at a future point in time may be declared ‘excess’ or take up other options with Transport. They will be guided and supported by the Managing Excess Employee Procedure.

If I am unsuccessful in securing a role in the future structure am I eligible for redundancy?

If you have not secured a role at the conclusion of the branch process you will be considered ‘impacted’. You will then receive detailed information on the range of choices available at that point. This may include eligibility to express an interest in early voluntary redundancy.

How is redundancy payout calculated?

Redundancy calculations are governed by the Managing Excess Employee Procedure.

What do I do if I have secured a role at the end of the branch process but would prefer to take a voluntary redundancy?

In some cases there may be an opportunity for employees to be considered for a 'role exchange' with an impacted employee. A process will be put in place to manage the role exchange register within your branch and information will be provided for those who are eligible to participate in this process.

When is an employee declared 'excess'?

Transport determines when an employee is declared ‘excess’ which may occur following conclusion of the branch process, or after branches have completed their recruitment activities. However, this process and determination is subject to any commitment on no forced redundancy.

I was covered by an RMS Award when RMS dissolved. If my role changes Award coverage to the TfNSW Salaried Award, can I be made forcibly redundant while the transitional provision in the Transport Administration Act on no forced redundancy is in place?

No. If you were covered by an RMS Award at the time RMS was dissolved, even if your role changes Award coverage to the TfNSW Salaried Award, the transitional provision on no forced redundancy will continue to apply to you.

I am an RMS award covered employee and I am aware that I cannot be made forcibly redundant. What happens to me if I do not have a role at the end of the branch process?

If you do not have a role in the new structure at the completion the branch and open processes, you may be declared excess. TfNSW will decide the timing of declaring an employee excess.

As an RMS award covered employee, if you choose not to take a voluntary redundancy at this point, you will enter into a retention period (as will those employees covered by the TfNSW Salaried Award) and be provided with opportunities as set out in the Managing Excess Employees Procedure.

Should you not be successful in securing a role (either within or outside of Transport) during the retention period, you will not be made forcibly redundancy and will continue to be provided with a range of options to assist you, including work.


Senior Service Employees (TSSM and TSSE): placement, recruitment and career support

What is the placement approach for filling senior service roles?

The placement approach for senior service roles is a combination of direct match, direct appointment, closed EOI, and internal and external advertising depending on the role. This approach is unchanged from earlier phases of Evolving Transport and allows leaders maximum flexibility to choose the most suitable approach according to the priorities for their branch. The placement approach does not need to be followed in sequential order. See more information in this presentation.

What happens to senior service employees who do not have a role in the new structure?

Information about Senior Service redundancy and career transition support is available here.

Does the placement approach for senior service apply only for the branch that an employee is in?

The placement strategy for TSSM and TSSEs will be based on securing the best candidate for the role. While often this will be from the current branch, it may not be so in every instance. A flexible approach will be used.

Why do we allow the Direct Appointment of Senior Service roles instead of advertising them?

Direct appointments for Senior Service have been made where the role is new or changed and we are confident that a person is the right person for the role.

A consistent process set by our Talent specialists is applied prior to determination of the final structure. Consideration is 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 of Senior Service employees 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.

Can a TSSM or TSSE recommend themselves to be direct appointed to a role?

The placement approach, including direct appointments, are determined during organisational design by the branch with assistance from People and Culture. Individual feedback on direct appointments may be considered during the design and consultation process.

Will TSSM and TSSE salary bands be the same if roles are matched directly?

Loss of preservation of pre-GSELA salary range will occur when a TSSM (with pre-GSELA preservation status) is appointed to a role with a higher remuneration level, or, a non-ongoing TSSM or TSSE employee (with pre-GSELA preservation status) is offered and accepts an ongoing role (or vice-versa).

For the EOI process, Senior Service employees are invited based on “comparable roles and capability assessment”. How is this assessment determined and who does it? Is it based on the role that an individual is in at that time or on a broader history and competency and capability?

The placement approach, including decisions about who should be considered for an EOI process, is determined through collaboration between People Partners, the business and Talent.

Can a TSSM or TSSE be invited to be part of more than one invited (closed) EOI?

Yes, a TSSM and TSSE can be invited to be part of more than one invited (closed) EOI.

Can a TSSM or TSSE employee refuse to participate in an invited (closed) EOI process?

The invited (closed) EOI process can include the invited employees submitting a resume and covering letter, completing an assessment and participating in an interview including a scenario. An employee cannot be required to participate in this process. However, there is the ability for the TSSM or TSSE to be assigned to a role by Transport.

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 per cent 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.


General recruitment

When will branches start recruitment for roles? How long will it take?

Branches can start preparing for recruitment activity immediately following determination – Talent will work with leaders and People Partners on a sustainable recruitment schedule. The time take for recruitment will vary dependent on the number of positions vacant and the type of recruitment activity required to fill them.

Will managers be recruited before recruiting their direct reports?

Decisions on recruitment timing is made by each branch. If a manager is not in place to recruit a role, the 2 up manager can take the role of hiring manager.

How can I be considered for roles in other branches?

As branch designs are determined, and the placement strategy followed, roles that cannot be filled using the branch process may be advertised internally and externally. Current TfNSW employees will have the opportunity to apply for these roles. Make sure to bookmark Transport Careers for all active external role opportunities, and keep an eye on the 'transport careers' email that is sent every Friday afternoon or evening.

Please also check the following intranet pages:

For any questions about role opportunities, you can email talent@transport.nsw.gov.au.

What happens if you are on leave while roles are being recruited? E.g. maternity leave

Branch 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 in recruitment via the individual’s chosen preference for communication.

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.

What happens to the current e-lists? Will they still be considered when filling new/vacant roles in the branches undergoing Evolving Transport? How does this interact with the ET placement strategy?
The Evolving Transport placement strategy will be applied within the branch before considering any existing e-lists. If no suitable candidate is identified in the branch, then the e-list may be used as part of the internal and external recruitment processes.

My job title has changed, does that mean the role is new?

A change in job title does not necessarily indicate that the role has changed significantly or is new. Some job titles are being changed to improve alignment and mobility across the public sector.

During the design stage, an assessment will be made to determine the level of change to existing roles and, if the change is less than 20 per cent, it is classified as a minor change meaning the role can be direct matched or filled through a closed process.

Why can’t labour hire or Professional Services Contractors (PSC) be considered for roles at the same time as permanent employees or other internal employees?

Labour hire and PSCs are not employees of TfNSW.

TfNSW is taking action to mitigate the impact of organisational change on its employees and for this reason placement strategies under Evolving Transport give primary consideration to employees of TfNSW.

Externally advertised roles are open to applications from labour hire and PSCs as external applicants.

Are Graduates in an existing branch considered as 'internal to the branch' and have access to the branch recruitment opportunities?

Graduates who have completed 18 months of their graduate program have access to branch recruitment opportunities. Graduates are considered along with staff on higher duties, temporary transfer and temporary employees as part of the ET placement strategy

When will employees of other Transport agencies (eg Sydney Trains) be considered in recruitment processes?

Constructive feedback has been received on this point. As a result, the process of internal advertising is as follows:

Roles that are advertised internally by the Talent team are advertised across the Transport cluster. This includes TfNSW, Sydney Trains, NSW TrainLink, Metro and STA.

While applications can be received from employees of each of these agencies, a gated recruitment process will follow. This means that applications for internally advertised roles will be considered in the following order:

  • Impacted TfNSW permanent employees at grade; then
  • Matched Transport cluster excess permanent employees at grade; then
  • All other internal applicants (Transport cluster) that are permanent employees; then
  • Temporary (Transport cluster) employees.

As a gated process is followed, only applications from impacted TfNSW permanent employees at grade will be issued to the hiring manager first. Should no candidate be identified as suitable (whether following a review or interview process), the applications from the next group of employees is released to the hiring manager and so on.

Will role descriptions give the opportunity to work flexibly? E.g. working regionally or from home.

TfNSW policies and procedures on flexible work apply to all roles and can be found on the flexibility works intranet page.

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.

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

Why are we still continuing to advertise short term positions externally for recruitment during the org design process?

While the org design process is underway we are still required to serve our customers. At times we will need additional staff to do this effectively and because we are undertaking organisational design it is only fair that these roles are able to be recruited as short term appointments.


Award transition and conditions

What happens to my permanent employee benefits and conditions if I accept a limited duration role?

Your status as a permanent employee, including your benefits and conditions, are attached to you as an employee, not your role. Therefore your entitlements are not altered if you accept, or are matched to, a limited duration role. When your limited duration role ends you will either be appointed to a comparable ongoing role, if one is available, or if there is no comparable role available managed under the Managing Excess Employees Procedure.

Can my role be changed so a different Award applies?

During the design process, certain roles covered by the RMS Salaried Award may be proposed to change award coverage to the TfNSW Salaried Award. Transport for NSW and the unions agreed to a Memorandum of Understanding that provides a process for this to occur. Under the Memorandum of Understanding, Transport for NSW requires the agreement of the unions for each role to change Award coverage. Further information on terms and conditions in both Salaried Awards can be found here.

What happens to my salary and conditions if I change from an RMS Salaried Award to the TfNSW Salaried Award?

If it is agreed with the Unions that a role can change award coverage to the TfNSW Salaried Award, the terms and conditions applying to that role will be set by the TfNSW Salaried Award. An overview of the TfNSW Salaried Award and RMS Salaried Award as well as the pay translation table can be found on the Roles, Placement and Recruitment page.

Why are some roles staying on the RMS Salaried Award rather than transitioning to the TfNSW Salaried Award?

Some roles are required to remain under the RMS Salaried Award as there are certain terms and conditions in that Award that apply to those roles which are not contained in the TfNSW Salaried Award. However, there are other roles which are not in this position and the terms and conditions of the TfNSW Salaried Award could equally apply. In those circumstances, and for reasons including pay and conditions parity and to recognise commonality of roles, TfNSW may propose Award coverage change.

Where can we find out what Level we'll be at under our new Transport Grade?

As part of the Memorandum of Understanding with Unions on proposed Award coverage change, a pay translation table has been agreed. See the pay translation table for more information.

When directly matching roles or converting RMS roles to TfNSW is there a chance I get a pay cut?

The process of a direct match, when it occurs, is a like for like process. As a result, there can be no reduction in salary.

During the consultation process, TfNSW has flagged roles that are proposed to change Award coverage from the RMS Consolidated Salaried Award to the TfNSW Salaried Award. In order for the role to then change Award coverage, the agreement of the Unions is required as per a memorandum of understanding between TfNSW and the unions. Where agreement from the unions is obtained, the role will move across to the relevant grade in the TfNSW Salaried Award as per the pay translation table.

What is involved in the assessment process for USS10 roles to determine which TfNSW Award level they will transition to?

All role descriptions have been independently evaluated and benchmarked, with the Mercer CED score from evaluation used to determine the TfNSW grade. This proposed Award coverage change including grade is proposed as part of consultation, and if agreed to by the Unions will be converted to TfNSW grade through determination.

Where a role is proposed to change Award coverage from the RMS Consolidated Salaried Award to the TfNSW Consolidated Salaried Award, it must be agreed with Unions during consultation that that is the most optimal Award coverage for that role.

Will my current salary be maintained?

If you are successful in obtaining a role at the same grade, you will maintain that salary level in your new position. For example, if you are currently at the level of Grade 5E, you will start the new role at the level of Grade 5E.

Will my 'personal salary' be maintained?

Those on personal salaries will have them maintained until they are appointed to a role with a higher salary. However, if they apply for and accept offers to a lesser graded role than their substantive role, their salaries will not be maintained for any longer than three months.

If my salary has been maintained, what does this mean for salary progression in future years?

See the pay translation table for overview of RMS and TfNSW grade translations.

When is the RMS Award up for review and replacement?
The RMS Awards have a nominal expiry date of 30 June 2021. We will begin bargaining for new awards in early 2021.

Does the TfNSW Salaried Award allow for the additional week of Annual Leave for regional staff? (Five weeks’ total annual leave)
Yes. Clause 22.1 (g) of the TfNSW Salaried Award states:

An Employee who is stationed indefinitely in a remote area of the State, being the Western and Central Division of the State described as such in the Second Schedule to the Crown Lands Consolidation Act 1913 before its repeal, accrues additional annual leave at the rate of 5 days per annum.


Legislation

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.

Does the legislation also refer to Transport Senior Service Executives (TSSE) or Transport Senior Service Managers (TSSM)?

Yes, there is a provision in the legislation that permits a TSSE or TSSM member of staff of RMS immediately before the dissolution to apply for a review if they consider they have been materially disadvantaged. Further information can be requested from your People Partner.

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.


Organisational design process and timings

When will org design finish? Is there a completion date for this reform?

For most branches in Evolving Transport, org design and consultation processes will be completed by the end of December 2020. A small number of branches may continue design and consultation activity into the New Year.

For most branches that are part of Evolving Transport, new structures will come into effect (or ‘stand up’) in early 2021. However the exact timing may vary between branches and divisions. Activities to implement the changes will be ongoing following the stand up of each branch. These activities include recruitment, onboarding of staff, establishing new ways of working within the branch and with other branches, and other change management activity.

Who reviews consultation feedback?

Consultation feedback is reviewed by your branch leader, as well as People and Culture. In some cases, feedback may also be reviewed by the Deputy Secretary, the wider branch leadership team and other relevant stakeholders – for example another branch leader if teams are proposed to move to another branch. Your feedback will remain anonymous throughout the process and is de-identified when required.

What is the difference between ‘determination’ and ‘stand-up’?

Determination is when the decision on the final structure is made, including any changes in response to feedback from consultation. No changes take effect at this stage but determination will provide certainty about the structure we will be proceeding with and any associated impacts. Stand-up is when the determined structure will come into effect and become operational, including any reporting line changes and acting arrangements.

When is the stand-up date for new branch structures?

We are conducting organisational design on a branch by branch basis which means each branch will stand-up their structure on a date fixed by the branch. You will be advised of your branch’s progress through reform and can keep up to date with other branches by going to the Evolving Transport intranet page.

What is being done to fix job title inconsistencies across branches?
Branch designs are underpinned by a set of organisational design principles and characteristics which will provide greater consistency in relation to job titles and levels.

Each branch structure 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 roles.

For some job families, such as project management, inconsistencies in job titles extend across other Transport agencies and cannot be addressed through Evolving Transport in isolation.

Do TSSMs and TSSEs need to have a direct number of reports?
The organisational design principles and characteristics provide guidance on the ideal number of direct reports, or span of control, that leadership roles should have. These are guiding principles only, and where a branch needs cannot meet certain characteristics, this is discussed and considered through the Evolving Transport governance process.

There may be valid reasons why some roles do not meet the span of control principle, for example Transport Specialist roles or roles managing project resources that report to another line manager.

How can I see proposed structures for other branches?
The Evolving Transport intranet page provides links to all current open consultations. You can also visit each division and branch page using the menu on the left hand side for more information.

How have operating agencies been involved in Evolving Transport?
Operating agencies work within a new division, but remain as separate agencies:

  • Greater Sydney Division: Sydney Trains, State Transit, Sydney Metro Authority
  • Regional and Outer Metropolitan Division: NSW TrainLink

If a team works closely with an agency, a stakeholder within the agency may be engaged through the design process to discuss important considerations such as accountabilities, ways of working and policies and procedures.

Who gets to participate in co-design? Why was I not asked for input on the structure?
Co-design involves every touchpoint, leader update and opportunity for feedback throughout the organisational design process. For example, branch Livestreams with Q&A, sharing draft functional models, regular newsletters on org design, branch surveys on vision and purpose statements – these are all elements of co-design and a different way for Transport to engage staff during this process.

The detailed design aspect of org design, drawing lines and boxes, is the responsibility of branch leaders. The output of this is a detailed branch structure down to individual roles that will be presented for feedback during the formal consultation period. Formal Consultation remains an important part of the co-design process where staff can provide feedback on everything that is proposed, including structures, role descriptions and how those roles are proposed to be filled.

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.

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.


Operating model

Where can I find the top-level leadership structure?

The final top-level leadership can be found on our intranet. Click through each division for more information. This top-level leadership came into effect on 3 February 2020.

We were well under way with Evolving Transport before Coronavirus. Did this situation change the way we thought about the operating model and the work of this program?

Evolving Transport was formed to set us up to deliver on our 10-Year Blueprint and Future Transport 2056. With this in mind, this program’s foundation planning established the core aspects of our operating model and our common and divisional accountabilities and purposes, interdependencies and intra-dependencies.

During the height of Coronavirus it was important that we paused the organisational design. We made the decision not to do anything really disruptive so we could focus on supporting the community and our people.

In this time, it gave us the opportunity to do some further work on key questions about how our organisation operates and also look for ways to accelerate the branch organisational design. It gave us the opportunity to look at lessons learnt and the feedback from the workstreams.

Now that we are on the road to recovery, we are taking strides in moving the branch designs forward, and aligning and delivering the workstream commitments.

We’re great at coming together in a crisis, how can we embed this in our day-to-day?

During a crisis, we drop our ‘us and them’ mentality to come together for the greater good of our people, community, and our customers. Doing this changes our behaviour and mindset as we come together and bring experts from different parts of the business to deliver solutions for our customers.

Each of us can lead by example through the five ways of leading model. The ‘how we work’ tool can also help you map out and enhance the way we can work together.

How do we get the right balance between having clear accountabilities, and establishing a culture and behaviours that promote collaboration?

The Transformation Office, workstream steering committees and coordination groups, People and Culture, divisional leaders, and branch leaders are working together to provide clarity of accountabilities through the organisational design process. At the same time all these groups are modelling collaborative ways of working and problem solving together to set up our new organisation.

In foundation planning of Evolving Transport, we have confirmed our shared accountabilities and divisional accountabilities. The focus on the branch designs will also bring more clarity and balance for how we work with each other and define accountabilities between functions and branches.

What will be the biggest achievement of Evolving Transport once we’re on the other side of organisational design?

The biggest achievement for Sydney and regional NSW would be that our customers and communities will notice a big difference in their choice and end-to-end journey experience. Together we will be delivering more tailored, personalised services and better outcomes across NSW. We all have a role in making this happen by delivering the priorities in the 10-Year Blueprint.

How are the workstreams outcomes (commitments) being integrated with each other?

The 13 workstreams are being integrated and aligned through the governance of the ET Program. This includes joint SteerCos and coordination groups, cross-representation of workstream leads on SteerCos, Transformation Office Partners assigned to work with each workstream. It also includes monthly reporting to the Executive Committee on key decisions needed across workstreams, and regular touch points between workstream sponsors and the Chief Transformation Officer.


Systems and process

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.


Redundancy and conditions on future employment

How will the voluntary redundancy program be implemented?

Eligible TfNSW employees will receive notification that they are eligible to express interest in voluntary redundancy (VR). They will be given a closing date to submit their expression of interest, if interested. Following this, the Director P&C Business partnering and Executive Director will consider all the expressions of interest (EOIs) received against business requirements.

The VR program is guided by the NSW Public Service Commission Voluntary Redundancy Program Guidelines.

Will I be guaranteed a VR if I submit an EOI?

No, submitting an EOI does not guarantee that a formal offer of a VR will be made to you. A VR is offered at the discretion of Transport for NSW. Your EOI will be assessed with consideration given to the roles that remain to be filled in the new structure.

Will this be the only opportunity for a VR during the reform program?

No. If an employee is declared excess to the needs of the business, they will be managed in accordance with the Managing Excess Employees policy. Employees who are declared excess will be provided with an estimated VR calculation to assist them to make an informed decision.

How long will it take before I find out if my VR was accepted?

Applications will be assessed as soon as possible after the closing date. You will be advised of how your application is progressing by your manager. You can also email the Career Transition team to request an update on your application.

What happens if I am offered a VR in response to my EOI?

If a VR offer is made, you will have 14 calendar days to accept/reject the offer. The VR offer will detail your estimated VR payment as provided by payroll and includes accrued entitlements.

Can I change my mind after submitting my EOI for a VR?

Yes, please advise the Career Transition team if you decide to rescind the EOI you submitted; however you are only able to rescind your EOI prior to a formal offer of a VR being made to you.

Note: if you have been identified as part of a many to few process and you have opted to submit an EOI for VR (and not participate in the many to few process) rescinding your EOI will not place you back in the many to few process.

Can I change my mind after accepting a VR offer?

Once a formal VR offer is offered and accepted, it cannot be revoked.

What happens if I make an application under this Redundancy Program that is not accepted? Am I prejudicing my future employment in any way?

No. If you express an interest in redundancy and it is not approved, you are not prejudicing your employment in any way. You may still participate in the expanded process and internal and external advertising steps.

How can I access financial expertise on the implications of accepting voluntary redundancy packages?

Staff are encouraged to seek their own finance advice. The Voluntary Redundancy Program Guidelines provide information about the payment and financial tax and superannuation implications.

How can I calculate my VR payment?

If you are offered and accept a voluntary redundancy you are entitled to the following payments:

  • Four weeks notice or payment in lieu, plus
  • for employees aged 45 years and over with five or more years of completed service, an additional one weeks notice or payment in lieu, plus
  • a severance payment at the rate of three weeks per year of continuous service with a maximum of 39 weeks, with pro-rata payments for incomplete years of service to be on a quarterly basis, plus
  • the benefit allowable as a contributor to a retirement fund , plus pro rata annual leave loading for leave accumulated at the date of termination, plus
  • an incentive payment based on years of service:

Length of Service

Incentive payment

Less than 1 year

2 weeks’ pay

1 year and more but less than 2 years

4 weeks’ pay

2 years and less than 3 years

6 weeks’ pay

3 or more years

8 weeks’ pay

Can a former Transport Service of New South Wales (Transport for NSW) employee be re-employed or re-engaged in the Government Sector following their employment with Transport ending due to redundancy?

There are no restrictions or restraints on a former employee being re-engaged or re-employed following the ending of their employment for reason of redundancy. However, depending on the time that has elapsed, the former employee may be required to repay an amount of money paid to them due to redundancy having occurred depending on when the employment with Transport ended and the start of the re-employment or re-engagement in the Government Sector.

What are the amounts that are required to be repaid?

A former Transport Service Senior Manager or Senior Executive cannot be re-employed or re-engaged in the Government Sector during the period in which compensation for the termination of the employment has been paid by Transport unless arrangements have been made for a refund of the proportionate amount of the compensation.

For example, a former Transport Service Senior Manager or Senior Executive was paid 38 weeks’ compensation (in the form of payment in lieu of notice) for the termination of their employment with Transport following their role being deleted and no longer required to be performed by anyone. If that former employee was to be re-employed in the Government Sector 12 weeks after their termination of employment with Transport, the former employee would be required to repay 26 weeks compensation (38 weeks minus 12 weeks = 26 weeks).

For former Award covered employees (TfNSW and RMS) that elected voluntary redundancy, the amount to be repaid is the equivalent to:

  • the number of days covered by the severance payment (i.e. the 3 weeks’ severance payment for each year of continuous service) and the additional payment of up to 8 weeks
  • minus the number of days between the date the former employee was made redundant and the date the former employee was re-employed or re-engaged.

For former Award covered employees (TfNSW and RMS) that were made forcibly redundant, the amount to be repaid is the equivalent to:

  • the number of days covered by the redundancy payment and the additional payment of up to 5 weeks
  • minus the number of days between the date you were made redundant and the date you are to be re-employed or re-engaged.

What is the Government Sector?

The Government Sector covers NSW Government departments, agencies and statutory corporations. If you are unsure as to whether you are applying to a role in the Government Sector, you should always check with the agency or entity to see whether you might be required to repay any compensation in the form of payment in lieu of notice paid to you as part of redundancy payments.

What does “re-employed” and “re-engaged” mean? What about labour hire roles or consultant type roles?

The meaning includes:

  • The employment of the former employee; and
  • The engagement of the former employee as a consultant or contractor; and
  • The engagement of the former employee through a labour hire arrangement; and
  • The engagement of a company or partnership that provides the services of which the former employee performed.

The meaning of re-employed and re-engaged is broader than an employment relationship and will cover labour hire and professional services consultant roles and circumstances where an employee might be working for a company or organisation that is providing services back to Transport for NSW or one of the Transport agencies.

For example, having a role with a private contractor and being dedicated and deployed to one of Transport’s infrastructure projects will likely be covered by these provisions.

Where can I get a definitive ruling as to whether I will have repay any amounts?

These FAQs and answers are designed to provide general advice only. Former employees who have received redundancy payment are encouraged to either seek their own independent advice in relation to their individual circumstances or to speak hiring agency to determine whether repayment of redundancy payment amounts may be required.

Will Transport provide any exemption to the requirement to repay compensation if a former employee is re-employed or re-engaged in the Government Sector during the period for which compensation has been paid?

Transport is unable to provide any exemptions, as the requirement to repay compensation being contained in the relevant legislation and procedure.

Where can I find out more?

Please speak to your line manager if you have queries or concerns or contact the Career Transition team -@ careertransition@transport.nsw.gov.au

Support and BAU

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 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.

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.


Award Employees: placement, recruitment and career support

What is the placement approach for filling award roles?

There is a two-step process for filling award roles in a new structure. A branch process to begin with, followed by an open process if required. More information on the placement strategy can be found here.

When will award employees be required to apply for their role?

Employees who are directly matched will not need to apply for a role.

An application will be required in all other processes – closed, expanded, internally or externally advertised. More information will be provided to a branch after determination.

Why have some Award staff been direct matched to roles and not others?

A direct match can occur when the proposed role and capabilities are the same or there is minimal change (<20%) to the role and there are equal or fewer employees than roles. Where this criteria is not met, an employee cannot be direct matched. For more detail see the placement approach.

The 20% figure has consistently been used in the past at TfNSW and is consistent with multiple evaluation methodologies used to evaluate roles.

Will you consider skills and experience staff have outside their current role descriptions when direct matching?

The process of direct match is a like for like matching exercise. It is dictated by a set of strict criteria that takes into account the current role, the proposed role being the same as the existing role, or only a minor change (<20%), the number of roles available and permanent employees holding the substantive position.

As a result, skills and experience of employees outside their current role are not a relevant consideration in the process of direct matching.

Will employees acting in higher duties or in a role as part of a temporary transfer be considered in the closed placement process for a branch?

Temporary employees and permanent employees acting in higher duties or part of a temporary transfer will be considered in the branch process. For more detail see the placement approach.

How will the placement approach apply to temporary employees within a branch?

All temporary employees who have completed their probation period are eligible to participate in the placement strategy for their branch. However see the placement approach for details on how stepped and gated processes apply to temporary employees at different parts of the process.

Are all temporary employees treated equally during the placement process regardless of how long they have been in the role?

In previous organisational restructures, temporary employees were required to have been in their role for 12 months before being eligible to apply for roles advertised internally. However, on this occasion, consideration has been given to the number of roles which were filled on a temporary basis since the start of Evolving Transport.

On this basis, a decision was made that all temporary employees who have completed their probation period will be given the same consideration, regardless of how long they have been in the role.

My role has been assessed to have changed more than 20 per cent. What does that mean?

During the design stage, an assessment of the role descriptions are made to determine the level of change between roles in the new structure and existing roles.

If the change is by more than 20 per cent, the role is considered ‘new’ and will be filled through the expanded process at the branch level or failing that, via internal and then external advertising.

All role descriptions across the Transport Cluster are evaluated using the Mercer CED Methodology, which aligns to the rest of the NSW Public Sector. The Mercer CED score from evaluation used to determine a role’s grading.

The closed process for Award roles includes resume, questionnaire and possibly an assessment. Can further clarification be provided about what is included in the assessment and of the criteria used to differentiate between candidates?

The assessment to be used will vary depending on the capabilities required of the role. The criteria used to differentiate between candidates will be dependent on the assessment used. The assessments used are determined by appropriately accredited Assessment Specialists in Talent.

Is the expanded process limited only to the branch or can the expanded process be widened to include all branches in a division?

The expanded process is limited to the branch. If a role is not filled using the expanded process, it can then be advertised internally and/or externally. This gives employees of other divisions the opportunity to apply for the role.

What career support is available to an award employee?

All employees will be able to access information and training to refresh their skills around applying for jobs including writing resumes and practising interview techniques.

If an employee is unsuccessful in securing a role within the branch after all recruitment has been completed, they will have to access further career transition supports including job search skills, job matching services, and other learning and development opportunities. Information on options will be provided to those employees once branch recruitment has finalised.

What will happen if I don't secure a role within my branch?

If you are not placed by the end of the branch process, you will be considered to be an ‘impacted’ employee. An impacted employee may apply for early voluntary redundancy, role exchange within the Branch, or continue to apply for any roles advertised internally and externally.

Employees who have not secured roles at a future point in time may be declared ‘excess’ or take up other options with Transport. They will be guided and supported by the Managing Excess Employee Procedure.

If I am unsuccessful in securing a role in the future structure am I eligible for redundancy?

If you have not secured a role at the conclusion of the branch process you will be considered ‘impacted’. You will then receive detailed information on the range of choices available at that point. This may include eligibility to express an interest in early voluntary redundancy.

How is redundancy payout calculated?

Redundancy calculations are governed by the Managing Excess Employee Procedure.

What do I do if I have secured a role at the end of the branch process but would prefer to take a voluntary redundancy?

In some cases there may be an opportunity for employees to be considered for a 'role exchange' with an impacted employee. A process will be put in place to manage the role exchange register within your branch and information will be provided for those who are eligible to participate in this process.

When is an employee declared 'excess'?

Transport determines when an employee is declared ‘excess’ which may occur following conclusion of the branch process, or after branches have completed their recruitment activities. However, this process and determination is subject to any commitment on no forced redundancy.

I was covered by an RMS Award when RMS dissolved. If my role changes Award coverage to the TfNSW Salaried Award, can I be made forcibly redundant while the transitional provision in the Transport Administration Act on no forced redundancy is in place?

No. If you were covered by an RMS Award at the time RMS was dissolved, even if your role changes Award coverage to the TfNSW Salaried Award, the transitional provision on no forced redundancy will continue to apply to you.

I am an RMS award covered employee and I am aware that I cannot be made forcibly redundant. What happens to me if I do not have a role at the end of the branch process?

If you do not have a role in the new structure at the completion the branch and open processes, you may be declared excess. TfNSW will decide the timing of declaring an employee excess.

As an RMS award covered employee, if you choose not to take a voluntary redundancy at this point, you will enter into a retention period (as will those employees covered by the TfNSW Salaried Award) and be provided with opportunities as set out in the Managing Excess Employees Procedure.

Should you not be successful in securing a role (either within or outside of Transport) during the retention period, you will not be made forcibly redundancy and will continue to be provided with a range of options to assist you, including work.


Senior Service Employees (TSSM and TSSE): placement, recruitment and career support

What is the placement approach for filling senior service roles?

The placement approach for senior service roles is a combination of direct match, direct appointment, closed EOI, and internal and external advertising depending on the role. This approach is unchanged from earlier phases of Evolving Transport and allows leaders maximum flexibility to choose the most suitable approach according to the priorities for their branch. The placement approach does not need to be followed in sequential order. See more information in this presentation.

What happens to senior service employees who do not have a role in the new structure?

Information about Senior Service redundancy and career transition support is available here.

Does the placement approach for senior service apply only for the branch that an employee is in?

The placement strategy for TSSM and TSSEs will be based on securing the best candidate for the role. While often this will be from the current branch, it may not be so in every instance. A flexible approach will be used.

Why do we allow the Direct Appointment of Senior Service roles instead of advertising them?

Direct appointments for Senior Service have been made where the role is new or changed and we are confident that a person is the right person for the role.

A consistent process set by our Talent specialists is applied prior to determination of the final structure. Consideration is 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 of Senior Service employees 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.

Can a TSSM or TSSE recommend themselves to be direct appointed to a role?

The placement approach, including direct appointments, are determined during organisational design by the branch with assistance from People and Culture. Individual feedback on direct appointments may be considered during the design and consultation process.

Will TSSM and TSSE salary bands be the same if roles are matched directly?

Loss of preservation of pre-GSELA salary range will occur when a TSSM (with pre-GSELA preservation status) is appointed to a role with a higher remuneration level, or, a non-ongoing TSSM or TSSE employee (with pre-GSELA preservation status) is offered and accepts an ongoing role (or vice-versa).

For the EOI process, Senior Service employees are invited based on “comparable roles and capability assessment”. How is this assessment determined and who does it? Is it based on the role that an individual is in at that time or on a broader history and competency and capability?

The placement approach, including decisions about who should be considered for an EOI process, is determined through collaboration between People Partners, the business and Talent.

Can a TSSM or TSSE be invited to be part of more than one invited (closed) EOI?

Yes, a TSSM and TSSE can be invited to be part of more than one invited (closed) EOI.

Can a TSSM or TSSE employee refuse to participate in an invited (closed) EOI process?

The invited (closed) EOI process can include the invited employees submitting a resume and covering letter, completing an assessment and participating in an interview including a scenario. An employee cannot be required to participate in this process. However, there is the ability for the TSSM or TSSE to be assigned to a role by Transport.

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 per cent 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.


General recruitment

When will branches start recruitment for roles? How long will it take?

Branches can start preparing for recruitment activity immediately following determination – Talent will work with leaders and People Partners on a sustainable recruitment schedule. The time take for recruitment will vary dependent on the number of positions vacant and the type of recruitment activity required to fill them.

Will managers be recruited before recruiting their direct reports?

Decisions on recruitment timing is made by each branch. If a manager is not in place to recruit a role, the 2 up manager can take the role of hiring manager.

How can I be considered for roles in other branches?

As branch designs are determined, and the placement strategy followed, roles that cannot be filled using the branch process may be advertised internally and externally. Current TfNSW employees will have the opportunity to apply for these roles. Make sure to bookmark Transport Careers for all active external role opportunities, and keep an eye on the 'transport careers' email that is sent every Friday afternoon or evening.

Please also check the following intranet pages:

For any questions about role opportunities, you can email talent@transport.nsw.gov.au.

What happens if you are on leave while roles are being recruited? E.g. maternity leave

Branch 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 in recruitment via the individual’s chosen preference for communication.

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.

What happens to the current e-lists? Will they still be considered when filling new/vacant roles in the branches undergoing Evolving Transport? How does this interact with the ET placement strategy?
The Evolving Transport placement strategy will be applied within the branch before considering any existing e-lists. If no suitable candidate is identified in the branch, then the e-list may be used as part of the internal and external recruitment processes.

My job title has changed, does that mean the role is new?

A change in job title does not necessarily indicate that the role has changed significantly or is new. Some job titles are being changed to improve alignment and mobility across the public sector.

During the design stage, an assessment will be made to determine the level of change to existing roles and, if the change is less than 20 per cent, it is classified as a minor change meaning the role can be direct matched or filled through a closed process.

Why can’t labour hire or Professional Services Contractors (PSC) be considered for roles at the same time as permanent employees or other internal employees?

Labour hire and PSCs are not employees of TfNSW.

TfNSW is taking action to mitigate the impact of organisational change on its employees and for this reason placement strategies under Evolving Transport give primary consideration to employees of TfNSW.

Externally advertised roles are open to applications from labour hire and PSCs as external applicants.

Are Graduates in an existing branch considered as 'internal to the branch' and have access to the branch recruitment opportunities?

Graduates who have completed 18 months of their graduate program have access to branch recruitment opportunities. Graduates are considered along with staff on higher duties, temporary transfer and temporary employees as part of the ET placement strategy

When will employees of other Transport agencies (eg Sydney Trains) be considered in recruitment processes?

Constructive feedback has been received on this point. As a result, the process of internal advertising is as follows:

Roles that are advertised internally by the Talent team are advertised across the Transport cluster. This includes TfNSW, Sydney Trains, NSW TrainLink, Metro and STA.

While applications can be received from employees of each of these agencies, a gated recruitment process will follow. This means that applications for internally advertised roles will be considered in the following order:

  • Impacted TfNSW permanent employees at grade; then
  • Matched Transport cluster excess permanent employees at grade; then
  • All other internal applicants (Transport cluster) that are permanent employees; then
  • Temporary (Transport cluster) employees.

As a gated process is followed, only applications from impacted TfNSW permanent employees at grade will be issued to the hiring manager first. Should no candidate be identified as suitable (whether following a review or interview process), the applications from the next group of employees is released to the hiring manager and so on.

Will role descriptions give the opportunity to work flexibly? E.g. working regionally or from home.

TfNSW policies and procedures on flexible work apply to all roles and can be found on the flexibility works intranet page.

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.

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

Why are we still continuing to advertise short term positions externally for recruitment during the org design process?

While the org design process is underway we are still required to serve our customers. At times we will need additional staff to do this effectively and because we are undertaking organisational design it is only fair that these roles are able to be recruited as short term appointments.


Award transition and conditions

What happens to my permanent employee benefits and conditions if I accept a limited duration role?

Your status as a permanent employee, including your benefits and conditions, are attached to you as an employee, not your role. Therefore your entitlements are not altered if you accept, or are matched to, a limited duration role. When your limited duration role ends you will either be appointed to a comparable ongoing role, if one is available, or if there is no comparable role available managed under the Managing Excess Employees Procedure.

Can my role be changed so a different Award applies?

During the design process, certain roles covered by the RMS Salaried Award may be proposed to change award coverage to the TfNSW Salaried Award. Transport for NSW and the unions agreed to a Memorandum of Understanding that provides a process for this to occur. Under the Memorandum of Understanding, Transport for NSW requires the agreement of the unions for each role to change Award coverage. Further information on terms and conditions in both Salaried Awards can be found here.

What happens to my salary and conditions if I change from an RMS Salaried Award to the TfNSW Salaried Award?

If it is agreed with the Unions that a role can change award coverage to the TfNSW Salaried Award, the terms and conditions applying to that role will be set by the TfNSW Salaried Award. An overview of the TfNSW Salaried Award and RMS Salaried Award as well as the pay translation table can be found on the Roles, Placement and Recruitment page.

Why are some roles staying on the RMS Salaried Award rather than transitioning to the TfNSW Salaried Award?

Some roles are required to remain under the RMS Salaried Award as there are certain terms and conditions in that Award that apply to those roles which are not contained in the TfNSW Salaried Award. However, there are other roles which are not in this position and the terms and conditions of the TfNSW Salaried Award could equally apply. In those circumstances, and for reasons including pay and conditions parity and to recognise commonality of roles, TfNSW may propose Award coverage change.

Where can we find out what Level we'll be at under our new Transport Grade?

As part of the Memorandum of Understanding with Unions on proposed Award coverage change, a pay translation table has been agreed. See the pay translation table for more information.

When directly matching roles or converting RMS roles to TfNSW is there a chance I get a pay cut?

The process of a direct match, when it occurs, is a like for like process. As a result, there can be no reduction in salary.

During the consultation process, TfNSW has flagged roles that are proposed to change Award coverage from the RMS Consolidated Salaried Award to the TfNSW Salaried Award. In order for the role to then change Award coverage, the agreement of the Unions is required as per a memorandum of understanding between TfNSW and the unions. Where agreement from the unions is obtained, the role will move across to the relevant grade in the TfNSW Salaried Award as per the pay translation table.

What is involved in the assessment process for USS10 roles to determine which TfNSW Award level they will transition to?

All role descriptions have been independently evaluated and benchmarked, with the Mercer CED score from evaluation used to determine the TfNSW grade. This proposed Award coverage change including grade is proposed as part of consultation, and if agreed to by the Unions will be converted to TfNSW grade through determination.

Where a role is proposed to change Award coverage from the RMS Consolidated Salaried Award to the TfNSW Consolidated Salaried Award, it must be agreed with Unions during consultation that that is the most optimal Award coverage for that role.

Will my current salary be maintained?

If you are successful in obtaining a role at the same grade, you will maintain that salary level in your new position. For example, if you are currently at the level of Grade 5E, you will start the new role at the level of Grade 5E.

Will my 'personal salary' be maintained?

Those on personal salaries will have them maintained until they are appointed to a role with a higher salary. However, if they apply for and accept offers to a lesser graded role than their substantive role, their salaries will not be maintained for any longer than three months.

If my salary has been maintained, what does this mean for salary progression in future years?

See the pay translation table for overview of RMS and TfNSW grade translations.

When is the RMS Award up for review and replacement?
The RMS Awards have a nominal expiry date of 30 June 2021. We will begin bargaining for new awards in early 2021.

Does the TfNSW Salaried Award allow for the additional week of Annual Leave for regional staff? (Five weeks’ total annual leave)
Yes. Clause 22.1 (g) of the TfNSW Salaried Award states:

An Employee who is stationed indefinitely in a remote area of the State, being the Western and Central Division of the State described as such in the Second Schedule to the Crown Lands Consolidation Act 1913 before its repeal, accrues additional annual leave at the rate of 5 days per annum.


Legislation

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.

Does the legislation also refer to Transport Senior Service Executives (TSSE) or Transport Senior Service Managers (TSSM)?

Yes, there is a provision in the legislation that permits a TSSE or TSSM member of staff of RMS immediately before the dissolution to apply for a review if they consider they have been materially disadvantaged. Further information can be requested from your People Partner.

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.


Organisational design process and timings

When will org design finish? Is there a completion date for this reform?

For most branches in Evolving Transport, org design and consultation processes will be completed by the end of December 2020. A small number of branches may continue design and consultation activity into the New Year.

For most branches that are part of Evolving Transport, new structures will come into effect (or ‘stand up’) in early 2021. However the exact timing may vary between branches and divisions. Activities to implement the changes will be ongoing following the stand up of each branch. These activities include recruitment, onboarding of staff, establishing new ways of working within the branch and with other branches, and other change management activity.

Who reviews consultation feedback?

Consultation feedback is reviewed by your branch leader, as well as People and Culture. In some cases, feedback may also be reviewed by the Deputy Secretary, the wider branch leadership team and other relevant stakeholders – for example another branch leader if teams are proposed to move to another branch. Your feedback will remain anonymous throughout the process and is de-identified when required.

What is the difference between ‘determination’ and ‘stand-up’?

Determination is when the decision on the final structure is made, including any changes in response to feedback from consultation. No changes take effect at this stage but determination will provide certainty about the structure we will be proceeding with and any associated impacts. Stand-up is when the determined structure will come into effect and become operational, including any reporting line changes and acting arrangements.

When is the stand-up date for new branch structures?

We are conducting organisational design on a branch by branch basis which means each branch will stand-up their structure on a date fixed by the branch. You will be advised of your branch’s progress through reform and can keep up to date with other branches by going to the Evolving Transport intranet page.

What is being done to fix job title inconsistencies across branches?
Branch designs are underpinned by a set of organisational design principles and characteristics which will provide greater consistency in relation to job titles and levels.

Each branch structure 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 roles.

For some job families, such as project management, inconsistencies in job titles extend across other Transport agencies and cannot be addressed through Evolving Transport in isolation.

Do TSSMs and TSSEs need to have a direct number of reports?
The organisational design principles and characteristics provide guidance on the ideal number of direct reports, or span of control, that leadership roles should have. These are guiding principles only, and where a branch needs cannot meet certain characteristics, this is discussed and considered through the Evolving Transport governance process.

There may be valid reasons why some roles do not meet the span of control principle, for example Transport Specialist roles or roles managing project resources that report to another line manager.

How can I see proposed structures for other branches?
The Evolving Transport intranet page provides links to all current open consultations. You can also visit each division and branch page using the menu on the left hand side for more information.

How have operating agencies been involved in Evolving Transport?
Operating agencies work within a new division, but remain as separate agencies:

  • Greater Sydney Division: Sydney Trains, State Transit, Sydney Metro Authority
  • Regional and Outer Metropolitan Division: NSW TrainLink

If a team works closely with an agency, a stakeholder within the agency may be engaged through the design process to discuss important considerations such as accountabilities, ways of working and policies and procedures.

Who gets to participate in co-design? Why was I not asked for input on the structure?
Co-design involves every touchpoint, leader update and opportunity for feedback throughout the organisational design process. For example, branch Livestreams with Q&A, sharing draft functional models, regular newsletters on org design, branch surveys on vision and purpose statements – these are all elements of co-design and a different way for Transport to engage staff during this process.

The detailed design aspect of org design, drawing lines and boxes, is the responsibility of branch leaders. The output of this is a detailed branch structure down to individual roles that will be presented for feedback during the formal consultation period. Formal Consultation remains an important part of the co-design process where staff can provide feedback on everything that is proposed, including structures, role descriptions and how those roles are proposed to be filled.

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.

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.


Operating model

Where can I find the top-level leadership structure?

The final top-level leadership can be found on our intranet. Click through each division for more information. This top-level leadership came into effect on 3 February 2020.

We were well under way with Evolving Transport before Coronavirus. Did this situation change the way we thought about the operating model and the work of this program?

Evolving Transport was formed to set us up to deliver on our 10-Year Blueprint and Future Transport 2056. With this in mind, this program’s foundation planning established the core aspects of our operating model and our common and divisional accountabilities and purposes, interdependencies and intra-dependencies.

During the height of Coronavirus it was important that we paused the organisational design. We made the decision not to do anything really disruptive so we could focus on supporting the community and our people.

In this time, it gave us the opportunity to do some further work on key questions about how our organisation operates and also look for ways to accelerate the branch organisational design. It gave us the opportunity to look at lessons learnt and the feedback from the workstreams.

Now that we are on the road to recovery, we are taking strides in moving the branch designs forward, and aligning and delivering the workstream commitments.

We’re great at coming together in a crisis, how can we embed this in our day-to-day?

During a crisis, we drop our ‘us and them’ mentality to come together for the greater good of our people, community, and our customers. Doing this changes our behaviour and mindset as we come together and bring experts from different parts of the business to deliver solutions for our customers.

Each of us can lead by example through the five ways of leading model. The ‘how we work’ tool can also help you map out and enhance the way we can work together.

How do we get the right balance between having clear accountabilities, and establishing a culture and behaviours that promote collaboration?

The Transformation Office, workstream steering committees and coordination groups, People and Culture, divisional leaders, and branch leaders are working together to provide clarity of accountabilities through the organisational design process. At the same time all these groups are modelling collaborative ways of working and problem solving together to set up our new organisation.

In foundation planning of Evolving Transport, we have confirmed our shared accountabilities and divisional accountabilities. The focus on the branch designs will also bring more clarity and balance for how we work with each other and define accountabilities between functions and branches.

What will be the biggest achievement of Evolving Transport once we’re on the other side of organisational design?

The biggest achievement for Sydney and regional NSW would be that our customers and communities will notice a big difference in their choice and end-to-end journey experience. Together we will be delivering more tailored, personalised services and better outcomes across NSW. We all have a role in making this happen by delivering the priorities in the 10-Year Blueprint.

How are the workstreams outcomes (commitments) being integrated with each other?

The 13 workstreams are being integrated and aligned through the governance of the ET Program. This includes joint SteerCos and coordination groups, cross-representation of workstream leads on SteerCos, Transformation Office Partners assigned to work with each workstream. It also includes monthly reporting to the Executive Committee on key decisions needed across workstreams, and regular touch points between workstream sponsors and the Chief Transformation Officer.


Systems and process

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.


Redundancy and conditions on future employment

How will the voluntary redundancy program be implemented?

Eligible TfNSW employees will receive notification that they are eligible to express interest in voluntary redundancy (VR). They will be given a closing date to submit their expression of interest, if interested. Following this, the Director P&C Business partnering and Executive Director will consider all the expressions of interest (EOIs) received against business requirements.

The VR program is guided by the NSW Public Service Commission Voluntary Redundancy Program Guidelines.

Will I be guaranteed a VR if I submit an EOI?

No, submitting an EOI does not guarantee that a formal offer of a VR will be made to you. A VR is offered at the discretion of Transport for NSW. Your EOI will be assessed with consideration given to the roles that remain to be filled in the new structure.

Will this be the only opportunity for a VR during the reform program?

No. If an employee is declared excess to the needs of the business, they will be managed in accordance with the Managing Excess Employees policy. Employees who are declared excess will be provided with an estimated VR calculation to assist them to make an informed decision.

How long will it take before I find out if my VR was accepted?

Applications will be assessed as soon as possible after the closing date. You will be advised of how your application is progressing by your manager. You can also email the Career Transition team to request an update on your application.

What happens if I am offered a VR in response to my EOI?

If a VR offer is made, you will have 14 calendar days to accept/reject the offer. The VR offer will detail your estimated VR payment as provided by payroll and includes accrued entitlements.

Can I change my mind after submitting my EOI for a VR?

Yes, please advise the Career Transition team if you decide to rescind the EOI you submitted; however you are only able to rescind your EOI prior to a formal offer of a VR being made to you.

Note: if you have been identified as part of a many to few process and you have opted to submit an EOI for VR (and not participate in the many to few process) rescinding your EOI will not place you back in the many to few process.

Can I change my mind after accepting a VR offer?

Once a formal VR offer is offered and accepted, it cannot be revoked.

What happens if I make an application under this Redundancy Program that is not accepted? Am I prejudicing my future employment in any way?

No. If you express an interest in redundancy and it is not approved, you are not prejudicing your employment in any way. You may still participate in the expanded process and internal and external advertising steps.

How can I access financial expertise on the implications of accepting voluntary redundancy packages?

Staff are encouraged to seek their own finance advice. The Voluntary Redundancy Program Guidelines provide information about the payment and financial tax and superannuation implications.

How can I calculate my VR payment?

If you are offered and accept a voluntary redundancy you are entitled to the following payments:

  • Four weeks notice or payment in lieu, plus
  • for employees aged 45 years and over with five or more years of completed service, an additional one weeks notice or payment in lieu, plus
  • a severance payment at the rate of three weeks per year of continuous service with a maximum of 39 weeks, with pro-rata payments for incomplete years of service to be on a quarterly basis, plus
  • the benefit allowable as a contributor to a retirement fund , plus pro rata annual leave loading for leave accumulated at the date of termination, plus
  • an incentive payment based on years of service:

Length of Service

Incentive payment

Less than 1 year

2 weeks’ pay

1 year and more but less than 2 years

4 weeks’ pay

2 years and less than 3 years

6 weeks’ pay

3 or more years

8 weeks’ pay

Can a former Transport Service of New South Wales (Transport for NSW) employee be re-employed or re-engaged in the Government Sector following their employment with Transport ending due to redundancy?

There are no restrictions or restraints on a former employee being re-engaged or re-employed following the ending of their employment for reason of redundancy. However, depending on the time that has elapsed, the former employee may be required to repay an amount of money paid to them due to redundancy having occurred depending on when the employment with Transport ended and the start of the re-employment or re-engagement in the Government Sector.

What are the amounts that are required to be repaid?

A former Transport Service Senior Manager or Senior Executive cannot be re-employed or re-engaged in the Government Sector during the period in which compensation for the termination of the employment has been paid by Transport unless arrangements have been made for a refund of the proportionate amount of the compensation.

For example, a former Transport Service Senior Manager or Senior Executive was paid 38 weeks’ compensation (in the form of payment in lieu of notice) for the termination of their employment with Transport following their role being deleted and no longer required to be performed by anyone. If that former employee was to be re-employed in the Government Sector 12 weeks after their termination of employment with Transport, the former employee would be required to repay 26 weeks compensation (38 weeks minus 12 weeks = 26 weeks).

For former Award covered employees (TfNSW and RMS) that elected voluntary redundancy, the amount to be repaid is the equivalent to:

  • the number of days covered by the severance payment (i.e. the 3 weeks’ severance payment for each year of continuous service) and the additional payment of up to 8 weeks
  • minus the number of days between the date the former employee was made redundant and the date the former employee was re-employed or re-engaged.

For former Award covered employees (TfNSW and RMS) that were made forcibly redundant, the amount to be repaid is the equivalent to:

  • the number of days covered by the redundancy payment and the additional payment of up to 5 weeks
  • minus the number of days between the date you were made redundant and the date you are to be re-employed or re-engaged.

What is the Government Sector?

The Government Sector covers NSW Government departments, agencies and statutory corporations. If you are unsure as to whether you are applying to a role in the Government Sector, you should always check with the agency or entity to see whether you might be required to repay any compensation in the form of payment in lieu of notice paid to you as part of redundancy payments.

What does “re-employed” and “re-engaged” mean? What about labour hire roles or consultant type roles?

The meaning includes:

  • The employment of the former employee; and
  • The engagement of the former employee as a consultant or contractor; and
  • The engagement of the former employee through a labour hire arrangement; and
  • The engagement of a company or partnership that provides the services of which the former employee performed.

The meaning of re-employed and re-engaged is broader than an employment relationship and will cover labour hire and professional services consultant roles and circumstances where an employee might be working for a company or organisation that is providing services back to Transport for NSW or one of the Transport agencies.

For example, having a role with a private contractor and being dedicated and deployed to one of Transport’s infrastructure projects will likely be covered by these provisions.

Where can I get a definitive ruling as to whether I will have repay any amounts?

These FAQs and answers are designed to provide general advice only. Former employees who have received redundancy payment are encouraged to either seek their own independent advice in relation to their individual circumstances or to speak hiring agency to determine whether repayment of redundancy payment amounts may be required.

Will Transport provide any exemption to the requirement to repay compensation if a former employee is re-employed or re-engaged in the Government Sector during the period for which compensation has been paid?

Transport is unable to provide any exemptions, as the requirement to repay compensation being contained in the relevant legislation and procedure.

Where can I find out more?

Please speak to your line manager if you have queries or concerns or contact the Career Transition team -@ careertransition@transport.nsw.gov.au

Support and BAU

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 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.

Page last updated: 25 May 2021, 16:37