Role Description Senior Manager Timetable Research & Analysis

Role Description

Senior Manager Timetable

Research & Analysis

Cluster Transport

Agency Sydney Trains

Division/Branch/Unit Customer Operations / Planning / Future Planning and Readiness / Timetable Research and Analysis

Location Sydney (Rail Operations Centre)

Classification/Grade/Band TSSM

Senior Executive Work Level Standards Service / Operational Delivery

Kind of Employment Permanent Full Time

Role Number 51027045

ANZSCO Code PCAT Code Job Code

Health Assessment Category - Safety Category 4

Vision N/A - Cat 4 Only

Hearing N/A - Cat 4 Only

Date of Approval

Agency Website www.sydneytrains.nsw.gov.au

Agency overview

Sydney Trains provides train services throughout the Sydney metropolitan area and was established in July

2013. Its vision is to keep Sydney moving by putting the customer at the centre of everything it does and

delivering safe, reliable and clean rail services to the people of Sydney. The organisation is focused on

providing sustainable, efficient and cost-effective services.

Primary purpose of the role

The Senior Manager, Timetable Research and Analysis leads the effective timetable and operational research

and analysis approaches to ensure changes to operating timetables, and those brought about by infrastructure

enabling projects, are ready and fit for purpose to meet the Customer Operations Directorate planning,

performance and customer objectives, as well as driving continuous improvement in timetable performance.

Key accountabilities

 Lead the development, implementation and ongoing delivery of timetable and operational research and

analysis for the Customer Operations Directorate.

 Lead the investigation, analysis and assessment of timetable related risk, and the development of

strategies and processes which mitigate threats to the successful delivery of the organisation's corporate

and business plans, and desired outcomes.

 Oversee the critical interfaces with key stakeholders to assess the impacts and mitigations to changes to

the timetable on daily operational reliability, track maintenance access and other Planning deliverables.

 Lead development, implementation and ongoing management of timetable assurance processes, planning

rules and operational requirements to ensure delivery of safe, robust and achievable Daily and Standard

Working Timetables.

 Establish and lead ongoing timetable performance analysis and drive continuous improvement in Daily and

Standard Working Timetable products to ensure performance and attribution targets are achieved.

 Manage the interface between project management teams and internal and external stakeholders,

including driving agreement on operations requirements and specifications to ensure the communication of

information and understanding of requirements, for the Customer Operations Directorate.

 Provide ongoing strategic support and advice to senior operational stakeholders regarding timetabling

matters.

 Execute safety responsibilities, authorities and accountabilities consistent with Sydney Trains safety

management system requirements which are defined in SMS document number SMS-02-RG-3058.

Key challenges

 Supporting transformational change given the range of internal and external stakeholders, the potential

resistance to change and the need for both structural and cultural change.

 Driving a greater understanding and appreciation of timetable related risk, and the implications of failure to

respond appropriately to threats as they emerge, in a context where disciplines around timetable risk

management are still evolving to an appropriate level of sophistication.

 Establish and maintain effective assurance processes and governing rules that ensure operational

requirements are effectively considered in timetable design and subsequent timetable products are safe,

robust and operationally viable.

Key relationships

Who Why

Internal

Director Future Planning and Readiness

 Provide expert advice and contribute to decision making; Receive guidance and direction.

 Identify emerging issues/risks and their implications and propose solutions.

 Report on progress towards business objectives and discuss future directions.

Direct reports



_{Lead, inspire and motivate the team, provide direction and manage} performance.



Facilitate the development and maintenance of continuous improvement systems to ensure that all stakeholder needs and risks are captured and adequately addressed in the standards.

Who Why Customer Operations Directorate

management and employees and All divisions of Sydney Trains

 Provide expert advice, counsel and recommendations on timetable risk identification, assessment, and management and mitigation matters to influence organisational decisions and initiatives.

 Recommend and gain endorsement for business plans and goals and reform initiatives.

 Develop and foster consultative working relationships. Transport for NSW leadership and

other Transport operating agencies.

 Work collaboratively with project teams and Transport for NSW stakeholders to deliver initiatives that improve customer and business outcomes.

 Liaise with NSW TrainLink, and across Sydney Trains, and with other relevant key stakeholders across the Transport cluster to ensure that all strategies being put forward are customer focused, aligned to the Corporate Plan and deliver tangible benefits.

External

Strategic partners and service providers  Drive initiatives and improvements to ensure good customer

outcomes across the Customer Operations Directorate and the wider Sydney Trains organisation.

 Work collaboratively with project teams to deliver initiatives that improve customer and business outcomes.

Role dimensions

Decision making

The Senior Manager Timetable Research and Analysis:

 Is fully accountable for the formulation of advice and coordination across all operational objectives

regarding timetable and operational research and analysis.

 Develops plans and activities for the investigation, analysis and assessment of timetable related risks and

issues, and the development of strategies and processes which mitigate threats to the successful delivery

of the Standard Working Timetable.

 Contributes to collaborative decision making regarding possessions, new passenger and freight Standard

Working Timetable, network geography, QMS continuous improvement, rolling stock and other projects,

and the Standard Working Timetable.

Reporting line

The role reports to Director Future Planning and Readiness.

Direct reports

The role has approximately four direct reports.

Budget/Expenditure

Key knowledge and experience

 Extensive experience and knowledge in the planning of train operations utilising safe working rules and

procedures, system safety plans, the Rail Safety Act and other applicable legislation with experience and

knowledge of signalling and safe working rules and procedures.

Essential requirements

 Tertiary qualifications in a relevant discipline or equivalent experience.

 Certificate III in Transport and Distribution - Train Planning, or equivalent work experience.

Capabilities for the role

The

NSW public sector capability framework

describes the capabilities (knowledge, skills and abilities) needed

to perform a role. There are four main groups of capabilities: personal attributes, relationships, results and

business enablers, with a fifth people management group of capabilities for roles with managerial

responsibilities. These groups, combined with capabilities drawn from occupation-specific capability sets where

relevant, work together to provide an understanding of the capabilities needed for the role.

The capabilities are separated into focus capabilities and complementary capabilities.

Focus capabilities

Focus capabilities are the capabilities considered the most important for effective performance of the role.

These capabilities will be assessed at recruitment.

The focus capabilities for this role are shown below with a brief explanation of what each capability covers and

the indicators describing the types of behaviours expected at each level.

FOCUS CAPABILITIES

Capability group/sets

Capability name Behavioural indicators Level

Act with Integrity

Be ethical and professional, and uphold and promote the public sector values

 Model the highest standards of ethical and professional behaviour and reinforce their use  Represent the organisation in an honest, ethical

and professional way and set an example for others to follow

 Promote a culture of integrity and

professionalism within the organisation and in dealings external to government

 Monitor ethical practices, standards and systems and reinforce their use

 Act promptly on reported breaches of legislation, policies and guidelines

Advanced

Communicate Effectively

Communicate clearly, actively listen to others, and respond with understanding and respect

 Present with credibility, engage diverse audiences and test levels of understanding  Translate technical and complex information

clearly and concisely for diverse audiences  Create opportunities for others to contribute to

discussion and debate

 Contribute to and promote information sharing across the organisation

 Manage complex communications that involve understanding and responding to multiple and divergent viewpoints

 Explore creative ways to engage diverse audiences and communicate information  Adjust style and approach to optimise outcomes  Write fluently and persuasively in plain English

and in a range of styles and formats

Advanced

Commit to Customer Service

Provide customer-focused services in line with public sector and organisational objectives

 Take responsibility for delivering high-quality customer-focused services

 Design processes and policies based on the customer’s point of view and needs

 Understand and measure what is important to customers

 Use data and information to monitor and improve customer service delivery

 Find opportunities to cooperate with internal and external stakeholders to improve outcomes for customers

 Maintain relationships with key customers in area of expertise

 Connect and collaborate with relevant customers within the community

FOCUS CAPABILITIES

Capability group/sets

Capability name Behavioural indicators Level

Work Collaboratively

Collaborate with others and value their contribution

 Encourage a culture that recognises the value of collaboration

 Build cooperation and overcome barriers to information sharing and communication across teams and units

 Share lessons learned across teams and units  Identify opportunities to leverage the strengths of

others to solve issues and develop better processes and approaches to work

 Actively use collaboration tools, including digital technologies, to engage diverse audiences in solving problems and improving services

Adept

Deliver Results

Achieve results through the efficient use of resources and a commitment to quality outcomes

 Seek and apply the expertise of key individuals to achieve organisational outcomes

 Drive a culture of achievement and acknowledge input from others

 Determine how outcomes will be measured and guide others on evaluation methods

 Investigate and create opportunities to enhance the achievement of organisational objectives  Make sure others understand that on-time and

on-budget results are required and how overall success is defined

 Control business unit output to ensure government outcomes are achieved within budgets

 Progress organisational priorities and ensure that resources are acquired and used effectively

FOCUS CAPABILITIES

Capability group/sets

Capability name Behavioural indicators Level

Plan and Prioritise

Plan to achieve priority

outcomes and respond flexibly to changing circumstances

 Understand the links between the business unit, organisation and the whole-of-government agenda

 Ensure business plan goals are clear and appropriate and include contingency provisions  Monitor the progress of initiatives and make

necessary adjustments

 Anticipate and assess the impact of changes, including government policy and economic conditions, on business plans and initiatives and respond appropriately

 Consider the implications of a wide range of complex issues and shift business priorities when necessary

 Undertake planning to help the organisation transition through change initiatives, and

evaluate progress and outcomes to inform future planning

Advanced

Manage and Develop People

Engage and motivate staff, and develop capability and potential in others

 Refine roles and responsibilities over time to achieve better business outcomes

 Recognise talent, develop team capability and undertake succession planning

 Coach and mentor staff and encourage professional development and continuous learning

 Prioritise addressing and resolving team and individual performance issues and ensure that this approach is cascaded throughout the organisation

 Implement performance development

frameworks to align workforce capability with the organisation’s current and future priorities and objectives

Advanced

Inspire Direction and Purpose

Communicate goals, priorities and vision, and recognise achievements

 Promote a sense of purpose, and help the team to understand the strategic direction of the organisation and the needs of customers and stakeholders

 Translate broad organisational strategy and goals into tangible team goals and explain the links for the team

 Ensure that team objectives and outcomes lead to the implementation of government priorities and create value for customers and stakeholders

Complementary capabilities

Complementary capabilities are also identified from the Capability Framework and relevant occupation-specific

capability sets. They are important to identifying performance required for the role and development

opportunities.

Note: capabilities listed as ‘not essential’ for this role are not relevant for recruitment purposes however may be

relevant for future career development.

COMPLEMENTARY CAPABILITIES

Capability group/sets

Capability name Description Level

Display Resilience and Courage Be open and honest, prepared to express your

views, and willing to accept and commit to change Adept Manage Self Show drive and motivation, an ability to self-reflect

and a commitment to learning Adept Value Diversity and Inclusion Demonstrate inclusive behaviour and show respect

for diverse backgrounds, experiences and perspectives

Intermediate

Influence and Negotiate Gain consensus and commitment from others, and

resolve issues and conflicts Adept

Think and Solve Problems Think, analyse and consider the broader context to

develop practical solutions Adept Demonstrate Accountability Be proactive and responsible for own actions, and

adhere to legislation, policy and guidelines Adept

Finance Understand and apply financial processes to achieve value for money and minimise financial risk Adept Technology Understand and use available technologies to

maximise efficiencies and effectiveness Intermediate Procurement and Contract

Management

Understand and apply procurement processes to ensure effective purchasing and contract

performance

Adept

Project Management Understand and apply effective planning,

coordination and control methods Advanced Optimise Business Outcomes Manage people and resources effectively to achieve

public value Intermediate

Manage Reform and Change Support, promote and champion change, and assist