A customer centred program of change

We have the opportunity to build on our success and take the delivery of integrated, customer centred services to the next level. To do this we need to make important changes to the way we work with each other, transport providers and communities. This is so we can work more closely together, focusing on greater Sydney and regional NSW in a holistic way to deliver better customer and community outcomes.

This website will be regularly updated to keep staff and leaders working in the Transport cluster informed as we transition to our new operating model.

We have the opportunity to build on our success and take the delivery of integrated, customer centred services to the next level. To do this we need to make important changes to the way we work with each other, transport providers and communities. This is so we can work more closely together, focusing on greater Sydney and regional NSW in a holistic way to deliver better customer and community outcomes.

This website will be regularly updated to keep staff and leaders working in the Transport cluster informed as we transition to our new operating model.

  • 2 October 2019 – Purpose and accountabilities now finalised

    14 days ago
    Consolidated purpose accountabilities thumbnail

    Divisional purpose and accountabilities, including common accountabilities which all divisions are responsible for delivering, have now been finalised. Thank you to everyone who provided their input and feedback into the development of these. Using a co-design approach meant we had a range of voices heard and different points of view contributing to the creation of these. Visit the divisional pages to see the final versions or download the consolidated divisional purpose and accountabilities.

    Divisional purpose and accountabilities, including common accountabilities which all divisions are responsible for delivering, have now been finalised. Thank you to everyone who provided their input and feedback into the development of these. Using a co-design approach meant we had a range of voices heard and different points of view contributing to the creation of these. Visit the divisional pages to see the final versions or download the consolidated divisional purpose and accountabilities.

  • 27 September – Thanks for all your input. What’s next?

    19 days ago
    What's been happening with et

    Thank you to all who have contributed so far as the important foundation planning phase is drawing to a close. You have provided vital input to the co-design process by sending your feedback and inputs through surveys, and participating in working groups, online discussions, forums, one-to-one and group sessions.

    Some important pieces of work have now largely been completed, providing us with insights and information from across the organisation, which have positioned us to move into detailed organisation design.

    So far through foundation planning we have:

    • Created divisional purpose and accountability statements which help us understand what each division...

    Thank you to all who have contributed so far as the important foundation planning phase is drawing to a close. You have provided vital input to the co-design process by sending your feedback and inputs through surveys, and participating in working groups, online discussions, forums, one-to-one and group sessions.

    Some important pieces of work have now largely been completed, providing us with insights and information from across the organisation, which have positioned us to move into detailed organisation design.

    So far through foundation planning we have:

    • Created divisional purpose and accountability statements which help us understand what each division will do.
    • Created common divisional accountabilities
    • Identified the many layers of interdependencies and intra-dependencies that exist across the organisation and will inform the design of our divisions and functions.
    • Identified workstreams to develop whole of organisation ‘ways of working’ for keys areas such as safety, asset management and capital projects. These workstreams will establish standards and systems to help us optimise what and how we deliver for our customers.
    • Developed divisional metrics and KPIs for each division to inform business planning.

    Have a look at the infographic to see the amount of work that has been done to date and how you have been involved.

    What’s next?

    This next phase of the organisation design process will give you chance to see how all the feedback you have been providing so far is helping to shape the design of our organisation.

    Now we have clarity on the purpose and accountabilities for each division, we now need to determine what functions inside each division are required to deliver the work. So from here People and Culture will be working with each division to do this.

    Consultation on top-level structures and key functions for each division is likely to commence in November.

    It is taking time for us to establish ourselves in our new operating model, however Transport is a large organisation, it is complex and we want to take the time to ensure we get as right as possible.

    We want to continue to listen to as many voices as possible and we want you and your teams to know its ok to be able to suggest something new and to ask questions. This means we are taking the opportunity to build the right organisation for the future.

  • 24 September 2019 – Evolving Transport at Leader Alliance

    22 days ago

    Secretary Rodd Staples recently spoke about Evolving Transport at our annual Leader Alliance event. Around 700 of our senior leaders from across the Transport cluster attended the event which was all about ‘Connected Transport’ - looking at how we lead and connect with our customers, communities and our people.

    View Rodd’s video

    Secretary Rodd Staples recently spoke about Evolving Transport at our annual Leader Alliance event. Around 700 of our senior leaders from across the Transport cluster attended the event which was all about ‘Connected Transport’ - looking at how we lead and connect with our customers, communities and our people.

    View Rodd’s video
  • 10 September 2019 - Secretary's Evolving Transport update

    about 1 month ago

    Hi everyone,

    We have made good progress in the Foundation Planning (3A) stage and are close to finishing work in this phase. We are concurrently planning for the detailed planning and implementation process - this is where structures and new ways of working will be developed with your input.

    I’d like to say a big thank you to everyone who has taken part in foundation planning over the past few weeks. I can’t emphasise enough how important this piece of work has been. You’ve provided great ideas, insights and valuable feedback that is helping everyone get on the same page...

    Hi everyone,

    We have made good progress in the Foundation Planning (3A) stage and are close to finishing work in this phase. We are concurrently planning for the detailed planning and implementation process - this is where structures and new ways of working will be developed with your input.

    I’d like to say a big thank you to everyone who has taken part in foundation planning over the past few weeks. I can’t emphasise enough how important this piece of work has been. You’ve provided great ideas, insights and valuable feedback that is helping everyone get on the same page about the roles of our new divisions and how they will work together going forward.

    We have developed new draft purpose statements and accountabilities for each division, which are available on the Evolving Transport website for you to read and comment on. We’ll be finalising these later in the year, so I would encourage everyone to join the conversation and have your say on the future of our divisions.

    Your feedback has also helped us identify additional interdependencies or focus areas that we are now working on as a priority. These are areas of our work that cut across divisions and have multiple areas of our business accountable for them. Each of the eight interdependencies is being sponsored and led by a Division leader and it includes reviewing everything we do in these areas and determining the smartest and most efficient way of working in the future.

    What is organisation design and how are we doing it?

    It’s a question that keeps cropping up in your feedback. Organisation design is much more than creating structures on a page. It’s about working through and determining how we operate together as one transport organisation to achieve our Future Transport strategy. It means looking at our organisation in detail – workflows, systems, processes, structures and ways of working – to make sure they all work together to help us achieve the best for customers and communities.

    Foundation planning has been a key part of our organisation design as all the information and decisions we’ve made will underpin the next phase.

    What is co-design?

    You may have heard people talking about ‘co-design’ lately and we’ve also had many questions on this subject. Co-design is a way of creating something with people so that the result of what is being created meets their needs and is usable. It involves listening to diverse thoughts and experiences and allowing these to inform the outcome.

    Co-design doesn’t mean everyone gets to go to a workshop. But it does mean providing opportunities for different voices to be heard, to provide feedback and challenge current thinking. This could be through a survey, focus groups, online discussions and forums, one-to-one sessions and group sessions.

    It’s also important to understand that not every process will require a co-design approach. There will be basic things that we can just get on with by using a more direct approach and these will be decided as the organisation design progresses.

    We’re using co-design so you can inform and influence how we design our future organisation. I encourage you to think about what other aspects of your work could be improved by taking a co-design approach with customers, stakeholders and clients.

    What’s happening in the organisation design and implementation phase?

    We’ve broken the next phase into two parts. In the first part (3B-1), we will work through our priority interdependencies and design the functional models and top-level structures for all divisions. This phase will provide more detail around what will and won’t be done in each division and how those functions will be organised in relationship to one another.

    Where possible, all divisions have their top level structure (to the level of direct reports of division leaders/deputy secretaries) designed and proposed by mid-October. These structures will then be ideally implemented by mid December. Some divisions may also have the next layer (direct reports to the direct reports of divisional leaders/dep secretaries) defined in the timeframe as well. Working back, this means staff consultation on the functional models and top-level structures would ideally close in November.

    The second part of this phase (3B-2) is when we will start the design and implementation of the remaining structures for all divisions which will take place from January – October 2020.

    This approach means that we will have to wait some time before we know what the outcome will be for teams and individuals. However, this is a deliberate decision that I am taking to ensure a more robust design approach is put in place and reduce the need for us to continually restructure in future.

    What are the next steps?

    Divisional leaders are working with the Transformation Office and People and Culture business partners to consider the feedback and input we’ve had so far. People and Culture will then work with each division to come up with divisional functional models and top-level structures over the next 6 weeks. Your leader will be keeping you in the loop as the process continues.

    Getting support during change

    It is important to look after yourself, and each other.

    There are support services available on the Evolving Transport website. I really encourage you to take advantage of these great tools.

    Rodd Staples

    Secretary


    How you can get involved:
    • Have your say about the draft purpose statements and accountabilities for each division on the Evolving Transport website.
    • Familiarise yourself with the definitions and use them consistently across your work.
    • Participate, be part of the conversation and share your feedback when co-design opportunities come up.
    • Reach out if you have questions - email evolvingtransport@transport.nsw.gov.au


  • 9 September 2019 - Organisational Design proposed timings

    about 1 month ago

    This is an outline of the next phase of work in the detailed design and implementation phase (3B). This phase will work through priority interdependencies and designing the functional models and top-level structures for all divisions. It will provide more detail around what will and won’t be done in each division and how those functions will be organised in relationship to one another. The feedback received on divisional accountabilities and interdependencies is a key input into designing the functional model.

    This is an outline of the next phase of work in the detailed design and implementation phase (3B). This phase will work through priority interdependencies and designing the functional models and top-level structures for all divisions. It will provide more detail around what will and won’t be done in each division and how those functions will be organised in relationship to one another. The feedback received on divisional accountabilities and interdependencies is a key input into designing the functional model.

  • 4 September 2019 - Why do purpose statements and clear accountabilities matter?

    about 1 month ago

    Our overall Transport cluster purpose is To make NSW a better place to live, work and visit. It tells people what we stand for and serves as a ‘North Star’ to keep everyone clear on our direction.

    A purpose statement for each division is essential in achieving clarity, and for illustrating to everyone how your part of the organisation will improve the lives of customers and communities. Here are all the DRAFT purpose and accountabilities for all of the Divisions.

    Over the last few weeks, leaders have spent time working in teams to really drill down into ‘why’ we...

    Our overall Transport cluster purpose is To make NSW a better place to live, work and visit. It tells people what we stand for and serves as a ‘North Star’ to keep everyone clear on our direction.

    A purpose statement for each division is essential in achieving clarity, and for illustrating to everyone how your part of the organisation will improve the lives of customers and communities. Here are all the DRAFT purpose and accountabilities for all of the Divisions.

    Over the last few weeks, leaders have spent time working in teams to really drill down into ‘why’ we come to work, and getting clear on what the teams in each division do and how they contribute to Transport achieving its purpose.

    Through this work, the draft purpose statements and accountabilities for each new division are now available on the divisional pages.

    Have a look at them and think about the work you do in your role, and how it aligns. Is your division’s purpose compelling? Do the accountabilities cover the breadth of your work? Share your thoughts and feedback online or via email.

    We’ll be finalising these later in the year so there is plenty of time to have your say.

  • 4 September 2019 - New interdependencies added, now eight

    about 1 month ago

    Interdependencies in our new operating model are areas of our business which we are prioritising and working through first.

    The first step was to set out criteria about what would make something an interdependency. Since then we have used these parameters to identify four more areas to start working on:

    1. Strategic Transport Planning and Placemaking
    2. Customer and Community Engagement and Communications
    3. Capital Projects
    4. Safety
    5. Stakeholder Engagement
    6. Asset Management
    7. Governance
    8. Corporate planning and budgeting
    Have a look at the eight interdependencies.

    Interdependencies in our new operating model are areas of our business which we are prioritising and working through first.

    The first step was to set out criteria about what would make something an interdependency. Since then we have used these parameters to identify four more areas to start working on:

    1. Strategic Transport Planning and Placemaking
    2. Customer and Community Engagement and Communications
    3. Capital Projects
    4. Safety
    5. Stakeholder Engagement
    6. Asset Management
    7. Governance
    8. Corporate planning and budgeting
    Have a look at the eight interdependencies.

  • 30 August 2019 - Ongoing changes of reporting lines

    about 1 month ago

    Since our initial integration on 1 July, it has been identified there are some additional areas where we need to adjust reporting lines so we’re more practically aligned to the new operating model.

    In most cases these will be reporting line changes for whole teams to a different division, or a different branch within their division. There will be no changes to individual roles, responsibilities or employee entitlements.

    Over the next few weeks, relevant teams will be briefed on changes to their reporting lines. Where appropriate, teams will be able to provide input before changes are...

    Since our initial integration on 1 July, it has been identified there are some additional areas where we need to adjust reporting lines so we’re more practically aligned to the new operating model.

    In most cases these will be reporting line changes for whole teams to a different division, or a different branch within their division. There will be no changes to individual roles, responsibilities or employee entitlements.

    Over the next few weeks, relevant teams will be briefed on changes to their reporting lines. Where appropriate, teams will be able to provide input before changes are made.

    We’re choosing to do these changes now, before divisions embark on the organisational design phase, so that our people are better placed when it comes to participating in future phases of Evolving Transport.

  • 19 August 2019 - Evolving Transport Definitions

    about 1 month ago

    There are common terms and language we need to use to explain our ways of working. To make sure we are all talking about the same thing consistently, familiarise yourself with the definitions within.

    There are common terms and language we need to use to explain our ways of working. To make sure we are all talking about the same thing consistently, familiarise yourself with the definitions within.

  • 8 August 2019 - Getting ourselves ready to make a bigger difference

    about 1 month ago

    How will our divisions and agencies work together? Who does what and where is the crossover? How will we take customer andcommunity outcomes to the next level?

    How will our divisions and agencies work together? Who does what and where is the crossover? How will we take customer andcommunity outcomes to the next level?