Competency Technical Seminar - Transport for NSW · 6/22/2017  · Competency Technical Seminar | 1. Emergency evacuation information IF YOU HEAR THE FOLLOWING ALARMS: ALERT ALARM

Competency Technical Seminar

22 June 2017 | 1

Emergency evacuation information IF YOU HEAR THE

FOLLOWING ALARMS:

ALERT ALARM

Action: All wardens to respond. Staff to check immediate area for signs of danger and stand by. (Outside normal working hours immediately evacuate on sounding of the Alert Alarm)

EVACUATION ALARM I~ ~oopwnoop

Action : All staff evacuate via the nearest exit and proceed to the assembly area.

KNOW YOUR EXITS

FOR YOUR SAFETY MAKE SURE YOU KNOW THE LOCATION OF THE NEAREST EMERGENCY EXIT

ASSEMBLY AREA

LIVERPOOL STREET

1-LLJ w a: 1-(f)

GOULBURN STREET

Hyde Park

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Competency Into The Future Jim Modrouvanos, ED Asset Standards Authority

June 2017 | 3

Competency Aligned Across TfNSW Mark Smith, Principal Manager, Industry & Technical Development

June 2017 | 4

Agenda

• RIW Card Management System • Sydney Metro – Oliver Fried • I&S – David Bainbridge • ASA – Jocelyn Edwards

• Systems Engineering Competence Standard – Jocelyn Edwards

• AEO Guide to Engineering Competence Management – Stuart Hughes & Richard Shorten

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Sydney Metro Competency Oliver Fried – Director Rapid Transit Product

June 2017 | 6

Sydney Metro ­ Competence Considerations & Skills Opportunities Oliver Fried – Technical Director, Sydney Metro

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Overview

Sydney Metro - Overview

Project features & performance

Competence Management & Skills investment

Summary

Features of Sydney Metro

Sydney Metro

Stage 1 – 36km

15 km Twin Tunnels - Complete 8 new stations; 5 upgraded

Train Maintenance Facility

4,000 car spaces

Open first half of 2019

Project Overview

Skytrain | 11

Cable-Stayed Bridge

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Sydney Metro Trains Facility | 13

Sydney Metro City & Southwest

Tunnel under harbour – use harbour depth slide perhaps?

Total line length 65 km

31 metro railway stations

Tunnel - Chatswood to Sydenham

The Bankstown Line

7 New Underground stations

SYDNEY METRO PROGRAM DELIVERY STRATEGY

Cudgegong Rd Bella Vista Epping Chatswood Central r

Bankstown

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:.-,,-~-~-,-,-"- ,-~-~-,--------- ~ --------------- ---

Enabling Works - No rthwest

SYDNEY METRO NORTHWEST Construct ion started: 2012 I Operations: 2019

Trains, Systems, Operations & Maintenance (TSOM) ~!.A~r f'31 ,w;,y :fj/St~m~ ;;..,d tr.'Wf'I~ opt-rar~ s~~t; & srar1oni b-r'\.\.?:'M SCJt»(~tl:~'T'I

,Y>CJ c~ Ro mainMl'l a:1 as<ets

Enabling w orks - City & Southwest f\•fLl/ip)t_ LOPtf._Kf p .. Jc.._'4.._J5JL'!~

' ' _,y-on@)' Y.;ord A -c€-;;s l3r1C9? _)o:.mo1 t1cn v. •ri-s Dth~r avtbl1 n9 vrorlo: ;;

SYDNEY METRO CITY & SOUTHWEST Construction starts: 2017 I Operation s: 2024

• SOClofl precrncr deve/Otynents and l7>le< srot.on de~lopments iJle additlOnal roabo1oe oootraCl PJCl<.>aes 0 Pol.ootJJ/ Auf}m el)(;){Jon

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Competence Management & Skills Investment

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Sydney Metro & AEOs

• Sydney Metro Delivery Office is an Authorised Engineering Organisation (AEO)

• For concept design & for assurance of detailed design

• Increased reliance on contracted organisations to deliver under the AEO framework

• Use of appropriately competent staff – By discipline & competence level

• Confidence (Assurance) comes from approapplication of competent staff

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Sydney Metro Competence Management

The involvement of local & international contractors required to deliver Sydney Metro (& other significant rail projects) is unprecedented

The scale of the Sydney Metro program & the number of organisations operating as AEOs, poses a challenge

Greater visibility of, & confidence in the staff operating under the AEO “banner” is required

Competence assessments, records & matched to relevant discipline areas. Assurance that relevant competence is being applied by AEOs

Sydney Metro is now pursuing a centralized Competence platform

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Workforce Development Programs Key Objectivise

Support local labour force participation

Resolve skills shortages locally and nationally through targeted skills development

Maintain competitiveness of the construction sector - Attracting skills locally and nationally

Align procurement decisions support state and federal efforts to increase workforce participation

Encourage the next generation to pursue careers in engineering and construction

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The Changing Shape Skills in Rail

Signalling Mechanical

Signalling Electrical

Communications and Control

Systems

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Sydney Metro Workforce Development Programs

Metro Graduates

Metro Career

Pathways

Specialised Curriculum

Specialist Graduate Program Control & Comm’s

Careers Development–

aligned with STEM

Programsin schools

Developmentof new

qualifications supporting different

occupational requirements

Partnering withRTO’sto develop

specialised&Control&

Comm’sSystems curriculum

Develop world leading skills

Increase in semi andfully-

automated train systems acrossthe

world

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Opportunities and Solutions

At Sydney Metro:

Reliance on AEOs increasing.

Challenge to have greater visibility of workforce competency

Increased focus on competence of individuals, not justoverarchingAEO’s.

Competence status for staff & contractors is being transitionedto an IT platform.

Skills shift – New & advancing technologies, less bespoke,more integration. Project delivery & operations andmaintenance.

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Oliver Fried – Technical Director

Metro Product & Integration Sydney Metro Delivery Office Transport for New South Wales

[email protected]

Infrastructure & Services Division - Competency David Bainbridge – Principal Manager, Safety & Engineering Assurance

June 2017 | 25

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Infrastructure & Services Division Rail Safety Worker Competence Management Framework

Transport for NSW - Assets by Numbers

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Our Business Infrastructure & Services Division (I&S)

By bringing together the infrastructure and delivery arms of the business, I&S is expected to:

• Provide integrated end-to-end planning, development, delivery and operations of

transport services that customers value.

• Transform strategy into a seamless transport services, efficiently and effectively

• Drive strategy to ensure the right outcomes and value for money for our customers

• Ensure services are integrated for a seamless customer experience

• Be service development-focused, safe, fast, quick and easy.

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Key projects

Infrastructure and Services key projects currently in delivery are: – • Light Rail: CBD, Newcastle & Parramatta.

• Buses: Sydney’s Bus Future & Bus Priority, Northern

Beaches B-Line, rapid bus corridors.

• Ferries: Inner Harbour.

• Technology: Automatic Train Protection, Advanced

Train Control Systems & Intelligent Congestion

Management Program.

• Transport Access: station, interchange and wharf

improvements.

• Regional Rail Development: New Intercity Fleet and

Maintenance Facility.

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Challenges we face:

• Delivery of Transportation Systems – Multi-modal

• Whole of life asset management – Systems Engineering

• Change in role from “Delivery” to “Client”

• Use of AEOs as delivery partners

• High volume of work – unprecedented in Australia $27bn!

• Differing levels of maturity in supply chain including AEOs

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Use of AEOs – current experience

Challenges identified - Configuration Control Board

• Differing levels of maturity - different results

• Integrating AEO not well understood – needs toco-ordinate and integrate

• Understanding of risk – Project Hazard Logs (PHL)

• There appears to be varying levels of competency inwithin the AEO’s

• We need to address this by working together

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Legal requirements – WHS and RSNL

Requirement RSNL (RSW) WHS (all workers) Notes

Competency Assessment S117

S19 (3)(f) – provision of Information, Instruction and Training & supervision

WHS implied duty to ensure competency based on WorkCover v Milltech 2001 and insp. Barbosa v Newstart 150 2002

Security management is a

ID Card S118 No legal requirement significant risk factor in current climate, 100pt ID is a positive security measure

Rail is currently using the NTC Medical Assessment S114 S19 General Duty includes “health” guidelines 2017 for health

assessment (Cat 1-4)

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Competency - A Key Assurance Elem1en1t

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RSW Competence Management • What is Competence?

– The means and the ability of an individual to undertake responsibilities and to performactivities to a recognised standard in an effective and efficient manner on a consistentbasis.

– TfNSW considers that competence is based on a combination of the followingattributes.

• practical and thinking skills• experience (via CVs)• knowledge (via qualifications)• behaviours/attitudes• physical fitness to undertake rail safety work.

Source: 60-PR-265/2.0 Rail Safety Competence Assessment Procedure

• What is the 70:20:10 model? – An model for indicating a combination of on the job (70%), coaching (20%) and

formal learning (10%) as an agreed approach to development – TfNSW definition

Source: T HR MD 10001 GU Glossary of Defined Terms – Competency Management (Feb 2016)

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RSW Competence Management

• What is a Competence Management System?

– The documented system by which an organisation aims to ensure that:• There is a defined competence standard, and• Workers constantly perform to the required standard, and• The system is subject to continuous improvement

• What is an Assessment of Competence?

– The process of collecting a range of evidence and making judgementson whether the defined competence standard has been achieved, and

– To confirm that an individual can perform to the standard expected inthe workplace

Source: T HR MD 10001 GU Glossary of Defined Terms – Competency Management (Feb 2016)

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I&SD RSW Competence Management Framework

• Principles being applied:

– A system that is fit for purpose – not the most advanced competence managementframework in existence, but it will:

• Deliver a legally compliant system• Consistent with the ASA requirements, aligned to the AEO model• Is scalable and flexible enough to change as required across TfNSW

– A system that is usable – this system can be delivered internally without adverselyimpacting on our ability to do work, it:

• Uses simple tools to prompt people through the assessment process• Uses the expert knowledge in house to determine if competence is achieved• Uses expert judgement as the tool to assess, not a paper gathering exercise

– Provides everyone with usable evidence – provides benefit to the workers as well as thecompany, by facilitating:

• Professional recognition by preparing for assessment (e.g. Engineers Australia)• Recording of CPD activities for submission to professional bodies

– Majority of contractors are familiar with the RIW system – collaborative and e fficient: • easier to initiate,• uses existing information entered into the system, and• TfNSW can help them determine where any gaps in their current competence is

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I&SD RSW Competence Management Framework

• Part 1 - RSW Decision Matrix– Evaluation of each Role Description to determine if Section 8 RSNL applies– Evaluated by SMEs using the TfNSW RSW checklist– Decision rationale captured

• Part 2 – RSW Role Assignment Matrix– Assign a role from the TfNSW realm in the Rail Industry Worker Scheme– TfNSW Project Manager broadly aligns to ARTC (National) Project Manager– Identifies role minimum mandatory requirements for working within TfNSW

• Part 3 – RSW Role Specifications– Balance of Qualifications and Experience– Identifies required relevant experience through questions– Basis for assessment by SMEs

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I&SD RSW Competence Management Framework

Next Steps – I&S delivery program:

• Complete Framework (Q1 2017/18)– Supporting processes and forms– RSW role identification – Part 1– RSW role alignment – Part 2– RSW role assessment specification – Part 3

• Establish Assessment (Q2 2017/18)– Identify staff against RSW roles and assessors– Schedule and assign RSW assessments

• Review and Improve (by Q4 2017/18)– Establish KPIs and establish quarterly reviews– Establish TfNSW and Industry collaboration– Review extension of RSW competence assessment process to all roles

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I&SD RSW Competence Management Framework

Conclusions

• This is the beginning of a journey, not the end

• There are many solutions, all of them could work

• This is a tried and tested system, it needs further development, but it doeswork

• Engage with us to provide a joint solution, one solution that we can all use

• One way, reducing time, effort and duplication and therefore cost – we allwant that!

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Rail Industry Worker (RIW) Jocelyn Edwards, Manager Competency Systems

June 2017 | 40

10%

Generic Domain Product 70%

20%

TfNSW Harmonising Competence Requirements

• Harmonising generic competence requirements across heavy rail, light rail and metro system provides greater visibility and clarity for the same functions across modes.

• Value to industry is what is different between us all to allow greater efficiency in mobilising teams between projects.

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Rail Industry Worker (RIW)

Why use the RIW competence management system? • Industry solution already in use at TfNSW & nationally • Reduced cost for contractors by not introducing another card

system

What do I need to do? • Prepare your organisations – appropriate resourcing

How do I keep informed? • Community of Practice to review and advise • ASA website • Industry workshops to demonstrate integrating RIW into existing

competence management systems.

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How does it fit with AEO requirements?

• Portability of assurance between AEOs • Visibility of competence gaps between other

operator/maintainers • Database to assist in competence assurance of

subcontractors • Assessments still completed by AEOs – verification uploaded

against requirements, signed by assessor/subject matter expert

• Audit simplification

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Morning Tea

June 2017 | 44

Systems Engineering Competency Standard Introduction

Mark Smith, Principal Manager, Industry & Technical Development

June 2017 | 45

Background

• Why systems engineering?

• Change to the way engineering competence is assured

• Underpinning competence for other disciplines – signalling & control systems

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AEO Guide to Engineering Competence Management Stuart Hughes, Engineering Competency Development Manager Richard Shorten, Business Analyst

June 2017 | 47

What’s new?

AEO Self-assessment

Checklist Version 2.0

8 Competency Management requirements

AEO Guide to Engineering Competence Management T MU CY 10503 GU

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CPM 2

CPM 3

CPM 4

CPM 7

CPM 8 CPM 1 CPM 2 CPM 3 CPM 4 CPM 6

CPM 9 CPM 11

CPM 7

CPM 10

CPM 8

CPM 13

CPM 12

CPM 14

CPM 15

CPM 16

CPM 17

CPM 19 CPM 18

QAM 2

CPM 20

CPM 1

CPM 5

CPM 6

CPM x = new requirements CPM x = superseded requirements

CPM 5 Now in Systems Safety Awareness ENM15

New vs Old requirements (where are the changes?)

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Requirement 1 CPM 1

A complete supply chain competency management system

“An AEO shall have comprehensive arrangements and systems for managing the competence of its staff, contractors, sub-contractors and other third party suppliers, relevant to the engineering services provided."

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The system is the sum of its individual parts…

CMS Recruitment

Skills and Qualifications benchmarking

Competency assessments

Role definitions including

responsibilities

Training anddevelopment

ContinuingDevelopment

Records

Register

CompetencyManager

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Non AEO Subcontractor

AEO Subcontractor

Lead AEO Competency Management

System

Recruited staff

Quality service/product delivered by competent personnel

A competency management system remit

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Requirement 1 – what we are learning from the industry?

Systematic

Proficiency levels

Subcontractors

Deployment

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Requirement 2 CPM 2

External benchmarking

"An AEO shall consider relevant external qualification standards to benchmark the skills to be assessed and maintain evidence that relevant industry competence requirements, including TfNSW Standards, have been analysed and interpreted for the appropriate engineering services offered."

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Requirement 2

TfNSW Standards

International / National

Standards Qualification and/or AQTF

Professional memberships

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Requirement 2

asa.transport.nsw.gov.au | 56

Requirement 3 CPM 3

Train, develop and assess competence

"An AEO shall have arrangements in place to train, develop and assess the competence of staff using established methods and competence standards, including establishing training and development needs for staff delivering engineering services."

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Requirement 3

Training ≠ Competency

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Requirement 3

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Requirement 4 CPM 4

Continuing Development

"An AEO shall provide for the planning, implementation, recording, assessment and recognition of relevant continuing professional development activities to enhance the knowledge and skills and the organisation as a whole."

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Requirement 5 CPM 5

Record keeping & governance

"An AEO shall maintain competence management records that contain appropriate and up to date information about all competence aspects of a candidate. All records shall be maintained for audit purposes and must be stored in a secure location for the duration of the AEO certification validity period."

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When records prevent potential errors…

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Requirement 5

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Requirement 6 CPM 6

Keeping track of who can do what

"An AEO shall establish and maintain a register of all engineering and other engineering related services provided by staff and their competencies."

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Requirement 7 CPM 7

Assess the assessors

"An AEO shall maintain the competence of those managers and assessors implementing the competence management system and ensure that the managers and assessors understand their responsibilities."

This includes the following: • defining competence management roles and

responsibilities • assigning ownership and responsibility to suitably

qualified and experienced individuals

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Example?

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Requirement 8 CPM 8

Knowledge transfer and management

"An AEO shall demonstrate its knowledge management capability as suitable to the scope of services and the sharing of industry relevant lessons learnt within the organisation and with the ASA."

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Knowledge management

Lessons learned from projects both

good and bad

Capture andrecord

Categorise by type

Promote to future

activities

New project seeks

lessons learned from

past ones

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Further guidance…

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