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
| 2
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
| 5
Sydney Metro Competence Considerations & Skills Opportunities Oliver Fried – Technical Director, Sydney Metro
| 8
Overview
Sydney Metro - Overview
Project features & performance
Competence Management & Skills investment
Summary
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
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
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Enabling w orks - City & Southwest f\•fLl/ip)t_ LOPtf._Kf p .. Jc.._'4.._J5JL'!~
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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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| 16
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
| 18
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
| 19
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
| 20
The Changing Shape Skills in Rail
Signalling Mechanical
Signalling Electrical
Communications and Control
Systems
| 21
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
| 22
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.
| 23
Oliver Fried – Technical Director
Metro Product & Integration Sydney Metro Delivery Office Transport for New South Wales
Infrastructure & Services Division - Competency David Bainbridge – Principal Manager, Safety & Engineering Assurance
June 2017 | 25
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.
| 28
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.
| 29
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
| 30
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
| 31
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)
| 32
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)
| 34
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)
| 35
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
| 36
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
| 37
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
| 38
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!
| 39
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.
| 41
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.
| 42
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
| 43
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
| 46
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
| 48
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?)
| 49
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."
| 50
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
| 51
Non AEO Subcontractor
AEO Subcontractor
Lead AEO Competency Management
System
Recruited staff
Quality service/product delivered by competent personnel
A competency management system remit
| 52
Requirement 1 – what we are learning from the industry?
Systematic
Proficiency levels
Subcontractors
Deployment
| 53
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."
| 54
Requirement 2
TfNSW Standards
International / National
Standards Qualification and/or AQTF
Professional memberships
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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."
| 57
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."
| 60
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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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
| 65
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."
| 67
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
| 68