Transport for NSW Asset Management Framework · 2021. 5. 6. · Transport for NSW Transport for NSW...

Transport for NSW: Asset Management Framework

(Submitted as the Transport Cluster Strategic Asset and Services Plan) February 2021 (Final v3.0)

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Transport for NSW Asset Management Framework of 54

Document history and approval Document history

Title: Asset Management Framework (submitted as the Transport Strategic Asset and Services Plan)

Document Number: A9117267

Author: Andrew Cooper

Issue Date Revision description

1.0 May 2020 First version adopted by Executive Committee

2.0 Draft October 2020 Draft version for submission to Treasury

3.0 draft December 2020 Tidy and style conformance. Minor management edit and copy editing done

3.0 Final February 2021 Final version for submission to Treasury

Document approval Endorsed by: Name Signature Date

Deputy Secretary Safety, Environment and Regulation

Tara McCarthy

Approved by: Name Signature Date

Secretary Rodd Staples

Copyright: Transport for NSW (2021).

231 Elizabeth Street, Sydney, NSW, 2000.

10/02/2021

12.02.2021

mfarquhar2

Stamp

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Table of contents 1. Introduction ..................................................................................................... 5

1.1 Purpose and Scope ............................................................................ 5 1.2 Using this document ........................................................................... 6

2. Asset Management Framework ..................................................................... 8

2.1 Customers & Stakeholders ................................................................. 9 2.2 Organisational Context ..................................................................... 10 2.3 Alignment .......................................................................................... 11 2.4 Alignment with other Frameworks and Business Systems ............... 12 2.5 Legal context ..................................................................................... 13 2.6 TfNSW’s Asset Management Policy (the Why) ................................ 14 2.7 Asset Management Standards (the What) ....................................... 15 2.8 Management System and Procedures (the How) ............................. 15 2.9 Operationalisation ............................................................................. 15

3. Outcomes, Objectives, Indicators and Targets .......................................... 16

4. Our Assets ..................................................................................................... 18

5. Transport for NSW Asset Management System ........................................ 20

5.1 AMF Principles .................................................................................. 20 5.2 Asset investment decision-making ................................................... 20 5.3 Asset and services planning (including SASP and ASP) ................. 22 5.4 Creation and acquisition of assets .................................................... 24 5.5 Operations and maintenance ............................................................ 24 5.6 Support ............................................................................................. 25 5.7 Asset assurance and reporting ......................................................... 25 5.8 Leadership and direction .................................................................. 26 5.9 Governance ...................................................................................... 27 5.10 Configuration Management .............................................................. 29 5.11 Design and Change authority ........................................................... 30 5.12 Standards Management ................................................................... 30 5.13 Risk Management ............................................................................. 30

6. Accountabilities and Responsibilities ........................................................ 32

6.1 Roles and accountabilities ................................................................ 32 6.2 RACI ................................................................................................. 32 6.3 Competency ...................................................................................... 33

7. Asset Management Improvement Strategies ............................................. 34

7.1 Asset Information Strategy ............................................................... 34 7.2 Asset Information System ................................................................. 35 7.3 Management of Change ................................................................... 37 7.4 Asset Management Maturity Assessment ........................................ 37

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8. Asset Management Continuous Improvement ........................................... 38

8.1 Performance evaluation and improvement ....................................... 38 8.2 Transport Asset Management Framework review ............................ 39

9. Document control and labelling .................................................................. 40

10. Appendix 1: Divisional Accountabilities ..................................................... 41

10.1 Transport Divisional Asset Management Accountabilities ................ 44

11. Appendix 2: TfNSW transition plan artefacts and milestones ................. 46

12. Appendix 3: TfNSW primary outcomes, asset management objectives and outcomes/indicators .............................................................................. 50

13. Glossary ......................................................................................................... 52

14. Reference documents ................................................................................... 53

15. Feedback ........................................................................................................ 54

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1. Introduction Asset management as a function is a series of coordinated activities that balance cost, risk and

performance in the pursuit of organisational objectives to meet customer and community outcomes. Organisational objectives are agreed with NSW Treasury as State outcomes for which Transport must develop outcome-focused plans that provide a clear roadmap to deliver results. In an asset intensive organisation such as Transport for NSW (TfNSW), asset management is essential for making appropriate and well-considered whole of lifecycle decisions.

1.1 Purpose and Scope The TfNSW Asset Management Framework (AMF) is how TfNSW:

• Demonstrates a structured and systematic approach to asset management for the long-term sustainable management of assets and delivery of services to our customers,

• Enables integration between the Asset Management Framework and other management frameworks within the organisation,

• Describes the alignment between the organisational objectives and asset management objectives

• Highlights the important connection between asset management, investment, and business decisions,

• Aligns with corporate and state government planning, • Outlines our key systems, governance, processes, and planned improvements that advance

asset management maturity, • Provides a foundational document that our divisions and agencies can align to while developing

their asset management documents. This document is intended to fulfil the Asset Management Framework (AMF) and Strategic Asset

Management Plan (SAMP) requirements of TPP19-07 Asset Management Policy for the NSW Public Sector.

Transport for NSW


Figure 1: ...... Key TfNSW Asset Management documents

Figure 1 shows the relationship between this document, the Treasury Asset Management policy, the divisional strategic asset and services plans, divisional asset and services plans and the TfNSW Attestation to Treasury and Infrastructure NSW.

1.2 Using this document

Who is this document for? This document describes how asset management is coordinated across Transport, and has been

designed to assist:

• Transport integrating and improving its approach to Asset Management to implement the corporate objectives to deliver better outcomes for the customers and community of NSW.

• Transport executives, staff and service providers who manage assets or deliver services internally or to our customers,

• Those accountable for financial management or who are involved in implementing the NSW Treasury Asset Management Policy,

• People who provide support services within Transport, • Staff who plan for the future assets and services, • People who procure or construct Transport assets and services.

What does this document do?

• It provides a high level guide for how Transport manages implementation of the asset management policy consistently across its operations,

• Explains the Transport asset management framework architecture and elements, • Outlines the structure, scope and elements of the TfNSW asset management system,

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• Describes how TfNSW asset management objectives are aligned to and consistent with our organisational objectives,

• Provides a framework for alignment and consistency of divisional and service provider objectives.

• To set the framework to assist TfNSW to improve its financial sustainability and deliver improved customer outcomes.

What is not in this document?

• This document does not include the content of the standards, procedures, guidance material, templates or tools for asset management implementation.

• This document does not consider the funding required to achieve asset management objectives. That information is contained in the Transport Cluster Asset and Services Plan.

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2. Asset Management Framework Figure 2 provides a visual representation of Transport for NSW’s Asset Management Framework

seven key elements. Figure 3 shows the seven core requirements of the framework and the relationship to the seven key elements in Figure 1.

Figure 2: ...... TfNSW’s Asset Management Framework

Figure 3: ...... Seven core elements of the Asset Management Framework

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The AMF is a set of connected and related tools and includes policies, plans, strategies and business processes. This provides TfNSW with the assurance that asset management activities will deliver an integrated, modern transport system that puts the customer at the centre. TfNSW’s AMF is the business approach for translating the organisation’s objectives into risk-based sustainable asset and non-asset solutions. The AMF provides a structure to direct, coordinate and control asset management activities relating to the balancing of cost, risk and performance in order to deliver the desired customer focused outcomes.

TfNSW’s AMF will lead a common Transport cluster approach aligned with ISO 55001 Asset management - Management systems - Requirements. Each business unit will develop, operate and maintain a framework that aligns and complies with a common Transport cluster-wide approach. TfNSW’s AMF will guide the whole organisation, including stakeholders and delivery partners in achieving its objectives.

TfNSW’s AMF connects and integrates many of the organisation’s activities and functions that may be managed or operated in isolation. This approach sets out the high-level accountabilities for the elements and requirements of the AMF based on ISO 55001. Transport has a common asset lifecycle model shown in Figure 4.

Figure 4: Asset life cycle and life cycle accountabilities

TfNSW’s AMF model was developed to align with ISO 55001 and the lifecycle process described in the NSW Government finance standard business processes for enterprise asset management.

2.1 Customers & Stakeholders External and internal stakeholder requirements are a key input into the AMF. Stakeholder groups

that control, administer and influence the asset and quality management activities of Transport for NSW are shown in Figure 5.

Transport for NSW


Figure 5: ...... TfNSW Customers and Stakeholders

TfNSW’s stakeholders can also be categorised as either external or internal:

• External: NSW Treasury, relevant government Ministers of NSW, regulators, suppliers, community, customers, legislation and other government bodies.

• Internal: Transport business units, teams and staff. TfNSW has a Stakeholder and Community Engagement Policy that ensures consistency in the

way we deal with customers, business partners, community members, and organisations with an interest in the State’s transport systems and networks.

Throughout all levels of planning (e.g. strategic plans, programs and projects), TfNSW undertakes extensive community and stakeholder consultation to understand stakeholder needs and expectations.

2.2 Organisational Context

2.2.1 Treasury Asset Management Policy requirements In October 2019, NSW Treasury published TPP 19-07 Asset Management Policy for the NSW

Public Sector. The objective of the asset management policy is to improve asset management across the NSW public sector by strengthening accountability, performance and capability. It requires that NSW Government agencies develop fit-for-purpose strategic asset management plans, asset management plans, and an asset register. In this policy, TfNSW is required to meet three core policy requirements:

1. Asset management principles All assets within the policy and under TfNSW’s control are managed according to the NSW

Government's asset management principles.

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2. Asset management framework (the Framework) An asset management framework that is appropriate for the agency and aligns with the

requirements of the policy must be established and maintained. This includes a fit-for-purpose Strategic Asset Management Plan (SAMP), an agency-level asset management policy, asset management plans and an asset register.

3. Policy compliance and disclosures Annual certification is required of TfNSW’s compliance with core requirements 1 and 2 and include

a periodic assessment of their asset management maturity. The Safety, Environment and Regulation (SER) Division is responsible for managing TfNSW’s

compliance with the policy and coordinating the cluster response to NSW Treasury.

2.2.2 Operating model On 1 April 2019, the Premier of New South Wales announced a merger of the Transport cluster.

TfNSW has developed the operating model displayed in Figure 6. One of the key drivers for change was to shift the focus from agencies and divisions managing individual transport modes to a focus on the holistic needs of our customers and the community in a mode ‘agnostic’ manner. The accountabilities of each division are discussed in Appendix 1: Divisional Accountabilities.

Figure 6: ...... Transport Operating Model

2.3 Alignment Figure 7 shows the alignment between government priorities, long-term planning, enterprise

planning and operational planning.

Transport for NSW


Government priorities and legislation are not static and significant changes may impact corporate and asset management objectives. As a minimum, Transport’s asset management objectives will be reviewed with each new version of the TfNSW Blueprint.

Future Transport 2056 outlines the NSW government’s vision for transport in NSW to 2056 while the TfNSW Blueprint, Connecting to the future, is a 10 year plan to guide and focus delivery of Transport services to 2029.

The TfNSW Asset Management Framework and divisional Strategic Asset and Services Plans (SASP) are strategic documents that are aligned to our Transport cluster plans. They may not require annual updates but are reviewed annually. Transport attestation and budget submissions are annual submissions to NSW Treasury that outline the required funding to fulfil government and community outcomes. Divisional ASPs are required annually to inform Transport cluster attestation.

Figure 7: ...... Alignment between key internal and external documents

2.4 Alignment with other Frameworks and Business Systems

An organisationally aligned and integrated business is required to achieve TfNSW’s service delivery objectives. The TfNSW Integrated Management System (IMS) provides a common ground for managing systems. All management systems and frameworks are aligned or moving into alignment with the IMS requirements, including those shown in Figure 8.

The Asset Management Branch will work with divisions and branches to ensure asset management system processes are part of business as usual and integrate into existing processes.

Transport for NSW


Figure 8 Alignment between Frameworks and Business Systems

Corporate Services and CST are preparing a number of frameworks that will set the stakeholder requirements for recording financial and non-financial information relevant to asset management, and for reporting both internally and externally. The frameworks will cover specific aspects such as investment planning, budgeting, prioritisation and investment governance as well as an overarching financial framework.

2.5 Legal context The Transport Administration Act 1988 (TAA) sets the following objectives for TfNSW: (a) To plan for a transport system that meets the needs and expectations of the public, (b) To promote economic development and investment, (c) To provide integration at the decision-making level across all public transport modes, (d) To promote greater efficiency in the delivery of transport infrastructure projects, (e) To promote the safe and reliable delivery of public transport and freight services. The Transport Administration Amendment (RMS Dissolution) Act 2019 amended the Transport

Administration Act 1988 to dissolve Roads and Maritime Services and to transfer its assets, rights, liabilities and functions (as established in the Roads Act 1993) to Transport for NSW.

Legal branch maintain a compliance framework and an obligations register detailing the legal obligations that TfNSW has across numerous pieces of legislation. The key legislative instruments that apply to TfNSW, operating agencies and many industry partners are shown in Figure 9.

Transport for NSW


Figure 9: ...... Key legislation relevant to TfNSW

Other regulatory and legal obligations may also apply under other Acts and statutory instruments. Additional requirements or considerations may also be contained in approved codes of practice, Australian standards and other guiding materials. TfNSW, operating agencies and industry partners must comply with the legislation that applies to them and their operating context and risk environment. More than one person can have the same duty at the same time and duty holders must discharge their duty to the extent to which they can influence and control the matter.

TfNSW does not intend to influence how operating agencies and transport partners comply with their duties by this framework, other than by identifying minimum standards that TfNSW considers to be appropriate to be implemented across the Transport cluster in the context of its statutory functions under the TAA.

TfNSW through its legal and asset management teams monitors changes to legislation, standards and codes of practice that may affect the TfNSW Asset Management System. Key changes to industry standards and codes of practice are monitored using governance arrangements within Safety, Environment and Regulation. Relevant areas within the operating agencies will be notified about changes to governance arrangements when required.

2.6 TfNSW’s Asset Management Policy (the Why) The TfNSW Asset Management Policy sets out the principles and practices for the application of

Asset Management across the Transport cluster. TfNSW and its suppliers, through the application of the policy will:

• Undertake strategic asset planning that delivers TfNSW’s outcomes, ensuring a more customer-focused and connected transport future,

• Adopt a total expenditure (Totex) whole of lifecycle approach to asset acquisition, operation, maintenance and disposal that delivers fit for purpose, sustainable and reliable assets with clear visibility on all associated risks, costs and applicable customer service and TfNSW requirements,

• Comply with statutory and regulatory requirements such as NSW Treasury’s Asset Management Policy for the NSW Public Sector, relevant transport and safety legislation,

• Conform with the ISO 55001 standard while managing assets over their life cycle, • Continuously improve the asset management processes, systems, resources and capability to

optimise the delivery and performance of transport assets to provide safe, effective and efficient services.

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Operating agencies may have their own relevant asset management policies and asset management systems focussing on their risks and issues and have their own processes for achieving integration and alignment with the TfNSW AMF.

2.7 Asset Management Standards (the What) The implementation of asset management within Transport is aligned to the key elements of

ISO 55001:2014 Asset management – Management systems – Requirements.

2.8 Management System and Procedures (the How) Within TfNSW, the ISO 55000 standard is implemented using our management system and high-

level procedures (Section 5). These translate the standard by specifying requirements to be met during workplace implementation. TfNSW and the various operating agencies will have their own procedures aligned to the standards and the AMF.

2.9 Operationalisation Transport for NSW has sought NSW Treasury’s approval for transitional arrangements on behalf

of the Transport cluster to support full implementation of the asset management policy. This has now been approved by Treasury and progress against the plan will need to be reported on annually. A current version of our TfNSW transition plan artefacts and milestones is shown in Appendix 2: TfNSW transition plan artefacts and milestones, Table 3.

A considered and consultative approach to operationalisation of the AMF is critical to effective and sustainable implementation. There is a need to create a shared culture that integrates TfNSW and delivery partners to continuously improve the approach to Asset Management to deliver improved outcomes for the customers and community in line with stakeholders’ objectives.

A communication and awareness plan and operationalisation strategy is being developed to guide the formalised approach. The plans will address fundamental components, including consultation arrangements, stakeholder engagement and change management. The communication and awareness plan will identify the content, timing, and methods of communicating with our staff and stakeholders and the resources we need to achieve this.

Successful operationalisation and implementation will be achieved through:

• Leadership commitment and support of the shared Transport asset management framework and shared vision for delivering improved outcomes for our customers, communities and people of NSW,

• Formalising TfNSW consultative mechanisms to enable authentic consultation and participation across the cluster,

• Timely communication via user-friendly technology platforms enabling access to information and resources from any site and via any mobile device,

• Dedicated and experienced resources to build and maintain the framework, • Continuous evaluation and monitoring of the framework to improve asset management

performance, • Integration of the framework into Transport’s planning and operational processes.

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3. Outcomes, Objectives, Indicators and Targets

To ensure TfNSW outcomes are met the TfNSW AMF aligns with the following:

• TfNSW’s purpose: making NSW a better place to live, work and visit by connecting people and communities and making journeys safer, easier and more reliable,

• TfNSW Future Transport 2056, which is an overarching planning strategy, supported by a suite of plans, to achieve a 40 year vision for NSW’s transport system,

• TfNSW 10-Year Blueprint, Connecting to the future, which outlines focus areas to best respond to emerging challenges and opportunities,

• Transport's Strategy on a Page 2020-24 (SoP), which sets out a mid-term view of those areas of strategic focus in line with our 10-Year outcomes (note that the SoP is currently in draft).

• NSW Treasury’s Capital Planning Process (CPP) alignment to service delivery priorities and strategies.

TfNSW has set clear strategic priorities and ambitions for the next ten years to achieve better outcomes for customers, communities, the people of NSW and our staff. These are outlined in the 10-Year Blueprint summary shown in Figure 10.

These asset management objectives are:

• Safe, seamless journeys for people and goods, • New mobility options and experiences, • Integrated, resilient and accessible transport networks and places, • Protecting and enhancing communities and their environments, • Quality assets and efficient networks maintained at the right price, • Transport investments and solutions that serve the people of NSW, • Aligned people working together in new ways, • Growing people, culture and capability. Table 4 in Appendix 3: TfNSW primary outcomes, asset management objectives and

outcomes/indicators contains outcomes and indicators and some sample targets developed in alignment with Transport’s asset management objectives. These outcomes and indicators are under review, as is the inclusion of proposed INSW performance measures.

Divisions are required to align with TfNSW’s asset management objectives but are free to establish asset management objectives at a divisional or modal level. These additional asset management objectives are documented in their divisional SASPs.

The asset management objectives are effectively communicated via the 10 Year Blueprint, the AMF, divisional SASPs, and TfNSW and divisional ASPs. They will be communicated using the Communication and Awareness Plan.

Transport for NSW


Figure 10: .... 10 Year Blueprint on a page

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4. Our Assets TfNSW as the asset owner manages a diverse and complex transport system. TfNSW is also

responsible for managing and shaping the future of the transport system in NSW. The scale of the existing asset base is demonstrated through key statistics and is summarised in Figure 11.

Figure 11: ....TfNSW asset base

The TfNSW asset portfolio has a value of $168b. TfNSW manages a financial asset register linked to the financial information system and updated with

information from asset registers. This information is use to provide valuation information. TfNSW Divisions are the custodians of the assets as shown in Figure 12.

Transport for NSW


Who What Examples Why? G

S an

d R

OM

Fleet (excluding staff passenger fleet)

• Trains • Buses

• Ferries • Light Rail

Vehicles

Valu

e de

liver

y

SER is the custodian for the Asset Management Framework

Public Transport Infrastructure (Heavy rail, Metro, light rail and buses)

• Electrical • Civil • Rail • Corridor • Signals

• Security • services • Interchanges • Heritage

GS - Greater Sydney

ROM - Regional and Outer Metropolitan

Road infrastructure

• Roads • Lighting • Roadside • ITS • Interchanges

• Security services

• Heritage • Motorways

CST - Customer Strategy and Technology

CS - Corporate Services

Maritime infrastructure

• Structures • Harbour walls

• Interchanges • AToNs • Vessels

IP - Infrastructure and Place

(SER) - Safety. Environment and Regulation Who What Examples Why

CS

IT systems* • ERP • Servers • Information

• Website • Corporate real

estate

Valu

e en

able

men

t OT and IT Systems associated with the delivery of the network for rail and road infrastructure,

sits with ROM and GS

CST

OT systems* • Ticketing • Applications • Cudal facility

• Crash Lab • MMS • SCATS

IP Property** • Land

• Buildings • Structures

SER

Compliance and Regulatory Services

• Enforcement cameras

• Road weigh scales

• DRIVES standards

* Used across multiple divisions. ** Not identified as required for infrastructure above. Figure 12: ....TfNSW asset custodians

The asset portfolio generally incorporates the current state, cost, condition and age of existing assets. As each business unit develops and implement their asset investment plans, assets will be accepted into or removed from the asset portfolio.

Transport for NSW


5. Transport for NSW Asset Management System

The AMF describes the key elements of the TfNSW asset management system. Financial management, risk management and asset management assurance processes are integral to the success of the asset management system. They must be driven by organisational commitment and leadership and be effectively integrated into business as usual processes. Consultation, cooperation and coordination are integral to all elements of an asset management system.

The Executive Director – Asset Management is responsible for the establishment, implementation, maintenance and continual improvement of the asset management system. This is achieved by collaborating with the divisions, creating asset management capability and leveraging of divisional expertise and innovation.

5.1 AMF Principles TfNSW’s AMF was developed using the following guiding principles:

• TfNSW operates within one AMF. SER Division is accountable for the AMF and is accountable for assuring the AMF is used by the organisation.

• TfNSW’s AMF aligns to end capability (safe, effective and efficient journeys and management of non-operational and heritage assets).

• TfNSW’s decisions support top-down ‘asset management’ ahead of bottom-up ‘management of assets.’

• Accountability aligns to the impact on customer outcomes (asset management) as well as network outcomes (the management of assets).

• TfNSW’s asset management decisions are customer outcome focused and aligned to standard customer classifications.

• TfNSW only introduce or maintain local standards to promote consistency, specify asset interfaces or control specific network risks. We work within an outcomes based standards regime that encourages innovation, value for NSW, and references international best practices.

• Divisions are custodians and manage assets. They are accountable for the end-to-end management and performance of assets (including asset, condition and risk information and reporting) to achieve agreed customer and community outcomes and accountable for operating within the AMF.

• When making investment decisions, Totex, lifecycle investment costs, and revenue implications are considered.

• Balancing cost, risk and performance forms the basis of TfNSW asset management decision-making.

• Configuration is managed across the life cycle. • Private entity partners align the management of their assets to the TfNSW AMF. • Leverage technology, data and innovation as an enabler for effective asset management. • Comply with the principles of the NSW Circular Economy Policy Statement.

5.2 Asset investment decision-making An evidence-based and transparent approach is used to make investment and operating decisions.

The key principles for investment decision-making are as follows:

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• Identify the right demand or need issue to be addressed and consider those relevant issues prior to evaluating solutions,

• Prioritising projects based on strategic alignment and customer outcomes, • Using good-quality information to form the basis of our decisions, • Identifying options that consider Totex whole-of-life costs, are fit for purpose, sustainable and

reliable (i.e. that are the best balance of cost, risk and performance), • Limiting solutions to options which comply with all statutory and regulatory requirements, • Using an evidence-based approach to choose the best solution and consider the risks, costs and

performance through each stage of the lifecycle, • Prioritising projects based on safety, reliability, optimum value for money and optimum network

utilisation, • Using the NSW Treasury Asset Management Policy to guide our decision-making and investment

processes. The client is ultimately accountable for decision-making and will use input from subject matter experts

and delivery partners to inform their decisions. Figure 13 is an example highlighting decision criteria at the final business case when choosing the most appropriate asset solution.

Figure 13: ....Client sponsor model

Throughout the asset management lifecycle, decisions are made about what assets are required (new or modified), their design details and impacts on both capital and whole-of-life costs.

TfNSW is required to comply with the NSW Gateway Policy (TPP 17-01) which mandates the gateway process for all significant investments and expenditure. The TfNSW gateways for both investment assurance and configuration management are aligned to the Transport asset lifecycle shown in Figure 14.

Transport for NSW


Figure 14: ....Transport asset lifecycle and gateways Note: Generally for all maintenance activities including renewal, the maintenance component of the asset management plans is sufficient justification, however in limited circumstances a business case may be required. The maintenance will be considered as part of Gate 6 and there is no need to apply Gate 1 to Gate 5.

5.3 Asset and services planning (including SASP and ASP)

Within TfNSW, the long-term vision, strategies, plans and funding needs for future transport services are typically reviewed on a five-yearly cycle. This strategy is devolved into the ten-year investment plan, which caters for all modes and integrates capital, operational and maintenance needs. Delivery plans are used to guide delivery partners for effective and efficient program delivery. Long, medium and short term asset planning is displayed in Figure 15.

Figure 15: ....Asset planning long, medium and short term

The key processes and methods used in managing assets over their lifecycles are the asset and services plans and the asset class strategies.

Transport for NSW


5.3.1 Strategic Asset and Services Plans SASPs are developed for each TfNSW Division. Service providers and branches are informed of

service requirements and budgets by the relevant customer division. SASPs specify:

• How organisational objectives are converted into asset management objectives, • The approach for developing asset management plans, • The framework that supports achievement of the asset management objectives. Transport fulfils the above requirements at a cluster level through the AMF.

5.3.2 Asset and Services Plans ASPs provide an assessment of the medium term funding requirements and outline the approach to

managing asset performance, condition and risks to meet required service outcomes. An ASP for TfNSW is developed as a cluster level ASP on an annual basis. This is facilitated by SER

Division with Corporate Services coordinating the financial information for submission to NSW Treasury. Business unit and divisional ASPs inform TfNSW’s ASP. A hierarchy of documents required is provided in Figure 16. TfNSW Divisions will prepare a consolidated ASP for their assets. Operators and maintainers prepare an ASP for the assets that they are the Stewards of.

GS: Greater Sydney. ROM: Regional and Outer Metropolitan. SM: Sydney Metro. ST: Sydney Trains. HCF: Harbour City

Ferries (now Transdev Sydney Ferries). Figure 16: Asset management document hierarchy (Greater Sydney example)

5.3.3 Asset Class Strategies Asset Class Strategies (ACSs) may be prepared to inform ASPs. Divisions proactively identify

potential failures in asset performance and evaluate the need for preventative action using ASPs and asset class strategies. They would consider asset condition, risk and funding needs for a particular asset class and how these needs are forecast to change during the asset life cycle. They provide information on the level of funding required for planned maintenance and renewal activities.

Transport for NSW


5.4 Creation and acquisition of assets TfNSW develops or modifies assets using a project methodology, as identified in Figure 17. Integral to

this methodology is the active role of the client throughout the planning, acquisition and operations and maintenance phases.

Figure 17: Change accountabilities

TfNSW generally applies an external procurement model for the creation and acquisition of assets. A prequalification or Authorised Engineering Organisation (AEO) framework is used to assure the competency and quality of suppliers in accordance with TfNSW requirements. This is supported by technical supplier assurance where AEOs are audited to verify that the capability and work done is of an acceptable standard. Service providers are made aware of Transport’s asset management system, information and reporting requirements in the contract conditions.

Project management processes for planning, creation and acquisition phases track progress, assure quality and demonstrate value for money. Transport adopts a Systems Engineering approach for the engineering management of design, integration, construction, maintenance and operation of complex Transport systems over their lifecycles. Transport adopts a risk management approach to managing safety, service and other risks to Transport and our stakeholders and customers.

5.5 Operations and maintenance A similar approach is adopted for outsourcing of operations and maintenance of assets (e.g. to

stewards or councils). The client engages service delivery partners to operate and maintain assets on their behalf. Provision

for the cost of operations, maintenance, renewals and the disposal of assets are recorded in ASPs. Each service contract has a defined scope, setting the relevant system boundaries, reporting

requirements, competency and governance arrangements for the contract deliverables. Contracts are required to comply with TfNSW’s Asset Management Policy.

Transport for NSW


Service providers are required to produce an ASP that encompasses asset life cycle activities in accordance with the Transport Service Provider Asset Management Plan Standard. The ASPs define the current programs of work required to achieve asset management objectives and service outcomes within allocated budgets. Conversely, the ASPs of service providers inform the Transport ASP of risks and impacts to the delivery of service outcomes.

Operations and maintenance of assets carried out internally by Transport will also require an ASP that encompasses asset lifecycle activities. The ASPs define the current programs of work required to achieve asset management objectives and service outcomes within allocated budgets.

Reporting processes for the operations and maintenance and disposal phases will monitor condition, risks and defects and demonstrate value for money in maintenance, renewal, repurposing recycling or disposal of assets.

5.6 Support Effective development, implementation and ongoing management of the AMF requires collaboration

and cooperation across many parts of the organisation. Some of the key support elements include: Supply chain: Identifying and acquiring both resources and capability required to implement and

deliver each element of the asset management framework. Investment management: How the Transport cluster ASP is funded from various fund sources and

how funds are allocated between divisions and across capital and maintenance programs. AM governance framework: Assurance, roles and accountabilities, processes and procedures for

governance and implementation of the asset management framework. Asset information systems: The systems and processes used to manage the storage and use of

data, and interfaces between different systems. Risk management: Processes for the management of risk across the asset management framework,

including identification, assessment, evaluation and treatment. Safety management: Incorporating the safety management framework and processes across the

asset life cycle. Communications and awareness management: Processes for communicating the asset

management framework, together with customer and stakeholder communication strategies. Information and document management: Transport has a records management unit and a records

management program that observes the regulatory environment in which TfNSW operates. Asset custodians and service providers need to keep asset information.

Competency management and training: (Refer to Section 6.3). Technical capability and technical design capability: Required to cover all modes and provision of

technical services including digital engineering and the relationship to information management.

5.7 Asset assurance and reporting TfNSW is required to meet NSW Government requirements with the funds allocated and to assure

and attest that these assets are fit for purpose to deliver transport services. Similarly business units and delivery partners are required to invest wisely and assure and attest that their assets are fit for purpose, as shown in Figure 18.

Internal and independent risk based audit programs will be developed to verify technical and procedural compliance and assist in identifying areas for improvement. They will be used to verify whether the needs and expectations of our stakeholders are being met.

The Executive Director – Asset Management is responsible for reporting on the performance of the asset management system to the Transport Executive.

Transport for NSW


Figure 18: ....Asset planning hierarchy. Note: The degree of assurance and reporting will depend on the maturity and perceived risk of the respective division and business unit.

The Transport assurance framework is built on the ‘three lines of defence’ principle. These are:

• Internal controls and procedures: Provide self-managed checks and balances to verify quality outcomes. It includes internal reports and reconciliations.

• Internal review and oversight: These activities are done by supervisors or other SMEs. It includes periodic management reviews, audits, and acceptance testing.

• External reviews: These are undertaken by independent assessors. It includes external audits, assurance reports and process reviews.

5.8 Leadership and direction Considerable effort has been invested to successfully implement the Evolving Transport operating

model into the business. TfNSW, through the establishment of the Evolving Transport transformation program, established asset management as a key interdependency to achieve the following:

• Have an asset management policy, AMF and asset management objectives that are developed, maintained and aligned with organisational objectives,

• Positively influence the organisation’s behaviours to integrate the AMF requirements into the organisation’s business processes,

• Make certain that the resources for the AMF are available and competent, • Communicate the importance of effective asset management and of conforming to the AMF

requirements to achieve the organisational objectives, • Enable the AMF to achieve its intended outcomes, • Direct and support staff and delivery partners to contribute to the effectiveness of the AMF, • Promote cross-functional collaboration within the organisation, • Promote continual improvement, • Support all organisational leadership levels and areas of responsibility during planning,

implementation and operation of the AMF and monitor outcome delivery against AMF objectives • Have an approach used for managing risk in asset management that is aligned with the

organisation’s approach for managing risk

Transport for NSW


Within TfNSW, SER Division is the custodian for the AMF. SER is responsible for the AMF that supports upper management to discharge its accountabilities relating to asset management including the assurance function.

TfNSW is building a strong culture that is values-driven, respects individuality, recognises achievement, provides opportunities and puts the customer at the centre of everything we do. TfNSW’s culture and values are published on the intranet and TfNSW’s Five Ways of Leading are the core principles of leaders and staff.

The Executive is ensuring that the responsibilities and authorities for relevant roles are assigned and communicated within the organisation. This is being done through the Evolving Transport process. Each division will have a functional model outlining how each division helps meet organisational and asset management objectives, for which organisational structures and position descriptions are being developed. The organisational structures are based on resource requirements to meet organisational and asset management objectives. Other resource requirements (e.g. contract, IT, plant and materials) are identified and included in the relevant annual ASP.

5.9 Governance

5.9.1 What is Asset Management Governance? An overview of TfNSW’s asset management governance is provided in Figure 19.

Figure 19: ....Asset management governance overview

5.9.2 Governance of the Asset Management Framework Corporate governance is integral to the activities of TfNSW to achieve organisational objectives, as

well as delivering improved outcomes, effectively and efficiently, for the people of NSW.

Transport for NSW


A formal ongoing governance model shown in Figure 20 for asset management frameworks, systems, processes and standards has been established within TfNSW. This ensures that the AMF is managed effectively as a “Business as Usual” activity. These asset management frameworks, systems, processes and standards provide the support to enable the TfNSW cluster and delivery partners to manage TfNSW’s assets and services to achieve the desired customer and community outcomes. This also allows TfNSW to comply with the requirements of the NSW Treasury asset management policy. The ongoing governance will support:

• The management and approval of any changes and updates to the ongoing asset management frameworks, systems, processes and standards

• The ability to manage all systems, processes and standards required to comply with the NSW Treasury asset management policy.

• Oversight of the outputs and approvals of the Transport AMF and the ASP. This creates a direct line of sight between asset management frameworks, systems, processes and

standards and the Transport Executive. It also allows all divisions to be represented on the asset management steering committee and the various working groups to collaborate on proposed improvements and decisions. The governance model drives collaboration across the cluster to integrate a holistic approach to asset management to deliver value for our customers, the community and TfNSW. It also assists in achieving financial sustainability.

Figure 20: ....TfNSW Governance Model

Corporate governance is integral to the activities of TfNSW to enable organisational objectives to be achieved, as well as attaining effective and efficient outcomes for the people of NSW. Details about Transport corporate governance is available on the intranet.

Governance of the AMF is managed by the Asset Management Steering Committee which includes representatives from the following divisions of TfNSW:

• Safety, Environment and Regulation • Regional and Outer Metropolitan • Greater Sydney • Customer, Strategy and Technology • Infrastructure and Place

Transport for NSW


• Corporate Services • People and Culture • Point to Point Commission Each division also has its own governance processes for managing investment decisions. An

example of this is the Greater Sydney Investment and Assurance Committee (GSIAC), which was established by Greater Sydney to oversee the pipeline, assurance and funding requirements of the Greater Sydney asset investment portfolio and other requests for funding. GSIAC supports the governance of Greater Sydney and consideration of matters prior to submission to Finance and Investment Assurance Committee (FIAC) or Executive Committee (previously called Executive Monthly Governance – EMG) meetings.

Governance of service providers (private operator maintainers) and agencies is via contractual or equivalent processes. Each of the agencies and major service providers provide ASPs and these are used to inform preparation of divisional ASPs. Capital investment decisions are referred to assurance committees like GSIAC.

Reports covering issues such as asset management, financial expenditure and performance reporting are provided from agencies and service providers at regular intervals to enable management review and provide assurance.

5.10 Configuration Management TfNSW has developed a Configuration Management Framework (CMF), allowing systems and

activities within TfNSW to be traceable for the purpose of effective understanding of our assets and their interfaces across the asset life cycle and change management. Figure 21 reflects configuration management and the asset life cycle. The application of systems engineering is fundamental to the CMF and will be applied in a consistent manner across the Transport Cluster.

A single set of configuration management principles will apply to the management of all configuration data and information (performance, functional and physical attributes) associated with assets, their interface, and operations. The principles will cover all assets, planned, owned, managed, or operated by or under contract to TfNSW.

TfNSW will require service providers to apply configuration management at a level and consistency that allows TfNSW to achieve and control the configuration of its assets.

Figure 21: ....Configuration management and asset life cycle

Transport for NSW


5.11 Design and Change authority TfNSW will determine the business unit that will have the delegated power to approve or reject a

change to the transport network. Those accountable need to be competent and experienced staff who make decisions based upon cost, risk and performance, while considering configuration and investment decision-making processes and the role of asset custodians.

5.12 Standards Management TfNSW will adopt a standards framework to align the process of setting standards and guidelines to

assure a level of quality and reliability considered acceptable. Where possible, industry standards will be used and local standards will only be introduced or retained to promote consistency, specify asset interfaces or control specific network risks.

SER is accountable for all standards and holds the primary relationship with external standards bodies such as Austroads and the Rail Industry Safety and Standards Board (RISSB).

TfNSW operates within an outcomes based standards regime that encourages innovation, value for NSW and references international best practices. Standards being used by the Transport cluster are published by SER.

5.13 Risk Management Risk management is an important foundation for asset management. Its overall purpose is to

understand the cause, effect and likelihood of adverse events and to optimally manage associated asset risks to an acceptable level.

Risk based asset management does not necessarily reduce risk, but rather an informed risk outcome is used to balance the operational performance of the assets against the asset lifecycle cost.

Our risk management structure is based on the principles and guidelines detailed in ISO 31000:2018 Risk Management and is detailed in the Transport Enterprise Risk Management framework. Our risk management structure is shown in Figure 22.

Figure 22: ....Risk Management Structure

The risks we face in TfNSW are key organisational risks as shown in Figure 23. We use risk management processes to identify and mitigate risks.

Transport for NSW


Figure 23 SER risk landscape

Further discussion on some current key risks and issues are contained in Table 1. Table 1: ........Risks and Issues to TfNSW Asset Management Planning

Risks and Issues

Network Growth Continued network growth through capital investment without commensurate increases to operations and maintenance budgets will result in reduced service levels.

Financial Sustainability

Revenue through the fare box does not cover costs. This has been exacerbated with low public transport passenger numbers since the outbreak of the COVID-19 pandemic. Other revenue opportunities are constrained by willingness to pay.

Safety TfNSW strives towards the ultimate goal of zero deaths and serious injuries.

Evidence-based decision making TfNSW is working towards having the necessary asset, service and financial information we need to measure performance and enable investment decisions.

Delivering the program

Planning and delivery of the program on time and within budget is an ongoing challenge. Long lead times, availability of suitably qualified contractors and changing government priorities are some of the issues that have to be addressed.

Technology changes

Technology can create many benefits. At present, public transport demand has significantly reduced due to increased working from home. It remains to be seen what the underlying demand will be post-COVID-19. Metros, electric buses, autonomous vehicles and drones are changing our asset mix and technology obsolescence needs to be managed.

Resilience

The resilience of our networks have been tested this year through bushfires, floods and a pandemic. Many issues have been identified across our networks. Climate change impacts need to also be considered in planning for improved network resilience.

Transport for NSW


6. Accountabilities and Responsibilities

6.1 Roles and accountabilities Organisational roles and accountabilities within TfNSW are being revised in line with the continued

work of Evolving Transport. High-level asset management accountabilities for each division are shown in Appendix 1: Divisional Accountabilities, Table 2.

In preparing their ASPs and SASPs, divisions and agencies need to ensure strategic alignment with other government initiatives is considered, for example: Digital Strategy, Strategic Land and Property Framework, the Property Asset Utilisation Taskforce (PAUT).

6.2 RACI To facilitate the development of divisional SASPs and ASPs, each of the deputy secretaries has

appointed a divisional representative to convene working groups, gather information and compile divisional SASPs, ASPs and cluster summary inputs to Asset Management Branch requirements. This typically includes input from all branches, service providers and financial controllers.

A RACI (Responsibility, Accountability, Consulted, Informed) matrix for the overall TfNSW Asset Management Interdependency is provided in Figure 24. It sets out divisional accountability for key high-level processes. Further work is progressing on clarifying roles and responsibilities at a more granular level. This includes responsibility for delivering on asset management objectives.

Figure 24: ....Asset Management Interdependencies RACI Note: OoSec accountable for timeframe and deliverables of overall process.

Transport for NSW


6.3 Competency TfNSW subscribes to the NSW Public Sector Capability Framework, which is a key to develop NSW

public sector capability. It is considered that Transport asset management competencies are required to perform some functions described in the role descriptions of specific positions within Transport. It is intended that Transport utilise a competency standard from a peak industry body, such as the Asset Management Council (AMC), as a basis for the review and development of role competencies for asset management. TfNSW may also adopt an asset management training and certification scheme such as the World Partners in Asset Management Global Certification Scheme.

Different roles within the organisations will require different levels of competency and certification. This is to be determined when developing or reviewing role descriptions as part of the Evolving Transport process. The Evolving Transport transformation process has identified current competency needs and requirements and where there are gaps in competency these will be filled by training our staff or recruiting competent people.

Competency requirements will be reviewed periodically to evaluate the effectiveness of the actions taken. Documented evidence of qualifications and competence of individuals is retained as part of their personnel records.

To improve collaboration and increase the spread of asset management competency it is proposed that TfNSW will recommence monthly Communities of Practice (COP) for asset management, focussing on operators and maintainers, design organisations or construction organisations, on a quarterly basis. The SER Asset Management Branch will facilitate these COPs. They are similar to the NSW State Government Community of Practice for Asset Management developed by Infrastructure NSW (INSW) and held on a quarterly basis.

The competency of external service providers is verified as part of our supplier assurance and contract management processes.

Transport for NSW


7. Asset Management Improvement Strategies

7.1 Asset Information Strategy The Asset Information Strategy (AIS) outlines TfNSW’s approach to asset information. It details a

framework for providing a structure and governance around data to ensure the quality and availability of information adequately supports the information needs of our stakeholders.

The information management approach is specific to information and data, across the asset lifecycle, for assets owned by TfNSW to deliver services to customers. The information management approach covers information on assets that are created, exchanged and managed either internally or under asset partner contracts throughout the asset lifecycle including asset stewards, operators or maintainers. The AIS outlines:

• The framework for ensuring asset data supports the information needs of stakeholders, • Transport cluster’s approach towards creating, exchanging, and managing asset data, • Key data relationships in accordance with the asset information model (e.g.: technical, spatial, and

financial), • Key governance roles and accountabilities for managing data across the asset lifecycle including

distribution, access and usage, • The asset information standards including the relevant templates, guides, data dictionary, attributes

and reference data, • Data storage, security and preservation requirements, Asset information is a key enabler that supports planning and investment decision-making,

performance and risk monitoring, the management of asset related activities, and the asset management system to promote the achievement of Transport’s asset management objectives.

Transport’s asset information strategy is built upon the key themes outlined in the NSW Government Information Management Framework (IMF) and aligns to the principles of TfNSW’s Data and Information Asset Management Policy (CP17005.1) by committing to implement best practice data and information management enabled in a digital environment.

Transport’s asset information approach is guided by the seven key principles outlined in the Data and Information Asset Management Policy, which are applied throughout different stages of the information management lifecycle.

Asset data categories and types are used to describe the asset related data (structured and unstructured) across the asset lifecycle associated with assets owned by Transport.

Structured data associated with assets is categorised into the following:

• Configuration: Includes functional and technical data related to identifying, classifying and characterising assets owned by Transport.

• Location: Includes physical and geospatial data related to locating assets owned by Transport as well as defining both the physical and spatial relationship with other assets.

• Condition: Includes data related to past and current condition such as information on residual life. • Operational: Includes data related to usage, tonnage, restrictions and criticality. • Maintenance: Includes data related to the management and recording of maintenance activities. • Organisational: Includes data related to the identification of the asset custodian, steward,

maintainer or operator.

Transport for NSW


• Financial: includes data related to costing from capital acquisition, operation, maintenance to disposal.

Asset data may be static, periodic or dynamic in nature and is required to support all physical and non-physical, linear, non-linear and mobile assets owned by Transport.

Unstructured data associated with assets consists of detailed asset documentation including manuals, plans, drawings, models, certificates, licences, warranties, reports, procedures and diagrams.

Each of these categories is critical to the ongoing management of the assets and delivery of transport services and requires strong governance and focused management of asset information to ensure ongoing efficiency and effectiveness of business operations.

Various pieces of documented information of external origin is necessary for the planning and operation of the asset management system. This includes service provider ASPs, technical maintenance plans, maintenance records and so on, as required by service contracts and information produced by Authorised Engineering Organisations (AEOs). Contract and assurance processes are used to gather and verify this information and assure it is recorded within Transport asset information or document systems as appropriate.

7.2 Asset Information System The Asset Information Strategy recommends a 5-phase program of work as shown in Figure 25 to

establish a Transport Asset Custodian Platform (TACP) from an asset lifecycle perspective. It is recommended that this system be built incrementally following the delivery approach.

Figure 25: ....Proposed AIS 5-phase investment for Stage 1

Phase 1 • Centralised asset register and integration of maintainer core asset information (asset information

sourced from asset stewards, operators or maintainers) • Preliminary asset reporting. Phase 2 • Adding project core asset information progressively from planning, acquisition and handover

(sourced from project delivery partners) and covering data, documents, drawings and models.

Transport for NSW


• Asset information handover in relation to new or altered assets submitted to TfNSW and transitioned to asset stewards, operators or maintainers under contract

Phase 3 • Adding transactional asset information (asset condition, maintenance, operation and other

transactional information sourced from asset stewards, operators or maintainers) • Enhanced asset information platform to support contract tendering and changeover, Enhanced

asset information platform to support planning and projects Phase 4

• Asset assurance (to supplement on-site assurance) • Asset analytics and enhanced asset reporting Phase 5 • Fixed asset information (to enable integration with Fixed Asset Register) • Asset financial reporting The Transport Asset Custodian Platform (TACP) will provide TfNSW with a centralised asset register

containing asset information such as operational performance, risk exposure, asset condition, maintenance planning and execution and new project delivery of Transport cluster owned assets required to provide Transport the capability to:

• Achieve compliance with NSW Treasury Asset Management Policy TPP 19-07, • Enable the Transport Secretary to deliver annual asset attestation requirements from the policy, • Assure the delivery of $4 billion per annum in maintenance and operations programs across

service providers, • Support the transfer and acceptance of asset data from $3 billion in projects annually, • Support contract bidding and changeover processes across service providers with contracts

renewed every 5-15 years, • Ensure alignment to asset data standards to support asset investment decision making, • Improve asset resilience, availability, and safety for better customer service outcomes. The system will enable the orchestration and exchange of asset information both through the lifecycle

and with asset partners and interface with different technical, financial and document repositories that support the asset management system.

The TACP system leverages the TfNSW asset information model (AIM) which is comprised of the following:

• A structured asset register in accordance with defined schema and tagged with the required attributes and metadata,

• A structured file-based repository of the following in accordance with defined schema: drawings and engineering documents, approved for construction and as-built models,

• Partner relationship for service provider contracts (across the asset lifecycle), • Financial fixed asset relationship supporting asset capitalisation, revaluation and depreciation, • Geographical relationships in a geospatial information system containing georeferenced

coordinates information defining asset location including point, linear and area shape features The asset register is the core element as it will enable the following:

• Searching, filtering and sorting information about assets including associated attributes and metadata (core master asset data),

• Linking assets with other structured transactional asset data detailing information like defects, work orders, configuration change control and, service and measurement records,

• Linking assets with other unstructured data such as drawings, documents and models.

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7.3 Management of Change Through strong and committed leadership we will progressively change to improve services for our

customers and implement government initiatives in an environment which is constantly changing. Asset management change is led by the Asset Management Branch under the guidance of the Asset

Management Steering Committee (AM Steerco). Internal and external audits and feedback from Treasury and INSW are key inputs to help us continuously improve.

With respect to improving asset management capability, it is proposed to deal with this in four parts:

• Asset management capability and certification: That being where there is a targeted uplift in asset management competency in TfNSW. This leads to formal certification by the Asset Management Council.

• Asset management training • Communities of practice: Regularly held with industry • Role Descriptors: Where new positions or existing positions role descriptors contain asset

management or engineering competencies, qualifications or certifications.

7.4 Asset Management Maturity Assessment An annual assessment of asset management maturity will commence in 2021 and will be conducted

annually to assess the gap between current performance and that required by the NSW Treasury policy. An action plan will be developed to address gaps found.

Transport for NSW


8. Asset Management Continuous Improvement

8.1 Performance evaluation and improvement Performance evaluation involves measuring, monitoring, analysing and evaluating the asset and

asset management performance against the asset management objectives and Transport’s outcomes, as defined in the AMF and the activities defined in the ASP. In time, this journey of performance and improvement consideration will align and integrate with Transport's Outcome and Business Plan.

Regular performance reports including lead and lag indicators, will be prepared to assess the impact of the outcomes and delivery to agreed objectives.

Risk based assurance reviews and audits will be conducted on Transport asset management and the framework, including reviews following asset incidents.

The performance of the NSW transport networks is integral to enable safe and reliable journeys for our customers. The asset management system, as outlined in this document, is required to support the successful ongoing management of these networks.

It is important that we implement a ‘plan,’ ‘do,’ ‘check’ and ‘act’ approach to the implementation of the AMF. Through internal feedback, external feedback, audits and reviews, we will identify areas for improvement and gaps in our process. Through the AM Steerco TfNSW will implement the necessary corrective and preventive actions to continuously improve.

Nonconformity, areas for improvement and corrective and preventive actions identified from performance reviews will be managed in accordance with TfNSW’s corporate quality processes and be reflected in ASPs and ACSs where appropriate. Opportunities will be identified for improvement within TfNSW’s AMF to continually improve and deliver the best outcomes for our customers and communities. Central to this we will focus on the following five areas:

a. The requirements of the new Treasury Asset Management Policy will be progressively implemented in line with the Treasury Outcome Based Budgeting Policy.

b. Services will be improved by understanding customer, community and stakeholder needs, outcomes impact, evidence-based decision making and balancing cost, risk, and performance to provide value for money.

c. Asset management capability will be improved through strong leadership, a learning culture and development of asset management capabilities to support delivery of services to our customers, communities and stakeholders.

d. Information management will be improved by having clearly defined, reliable, current and available sets of data about our assets to support transparent performance reporting and evidence-based decision-making.

e. Business processes that are integrated and well defined will support decision-making, provide robust governance, clarify roles and responsibilities, demonstrate benefits and provide assurance.

The investment governance and assurance processes will provide for post implementation reviews, including lessons learnt and benefit realisation reviews, which provide feedback about identified opportunities for improvement.

The Executive Director – Asset Management is responsible for ensuring the suitability, adequacy and effectiveness of the asset management system.

Transport for NSW


8.2 Transport Asset Management Framework review Asset management performance and systems are monitored and assessed through periodic reports,

performance data, stakeholder forums and assurance activities to identify trends, measure progress, assess conformance and drive continual improvement

A formal review of the Framework will be done at least on a three-yearly basis to support its continued suitability, adequacy and effectiveness. This review will include participation from key stakeholders across all levels and functions of the organisation.

A review of the AMF will be conducted as a result of stakeholder feedback, material changes to delivery models, legislation changes, operational context and any significant safety incidents or changes to organisational risk profile.

Transport will conduct internal audits at planned intervals to provide information to help assess whether the asset management system:

• Is effectively implemented and maintained. • Meets TfNSW’s requirements for its asset management system • Meets the requirements of ISO 55001 • Addresses relevant changes in external and internal issues The frequency, scope and methods for audits will be as directed by the AM Steerco. In planning the

audits, the AM Steerco will take into consideration asset management activity, changes in the risk profiles, opportunities for improvement, the importance of the processes concerned and the results of previous audits. Auditors will be selected and will do audits to ensure process objectivity and impartiality.

The AM Steerco will review, action and close out audit findings and ensure that the results of the audits are reported to relevant management. Documented evidence of the implemented audit programme and the audit results will be kept on file.

Transport for NSW


9. Document control and labelling Divisional and service provider or agency SASPs and ASPs are prepared to enable each division to

manage its assets and services through their lifecycle. Since they are used for day to day management of agency assets, they are not prepared for the dominant purpose of submission to Cabinet. Accordingly, they are not Cabinet documents.

However, the Cabinet process for approval and allocation of budgets across the public sector requires the cluster AMF, and the agency ASPs to be submitted through INSW and NSW Treasury for Cabinet’s consideration as part of the budget process. These versions should remain confidential, along with drafts and working documents created only as part of the process of preparing the Cabinet submission.

If Cabinet suggests amendments and the revised documents are then submitted for Cabinet’s consideration, the revised documents should also be marked as Cabinet documents. Once Cabinet’s funding decision is made, each division or agency should create a non-Cabinet version of the document. This may contain the identical information as the Cabinet version but is created for the agency’s use in day-to-day management of its assets. The version for agency use will not be marked as a Cabinet document but may be marked “Sensitive: NSW Government”. This process is visually represented in Figure 26.

Figure 26 Asset management document labelling

Transport for NSW


10. Appendix 1: Divisional Accountabilities

The TfNSW operating model is being developed as part of the evolving transport transformation program. The various divisions comprising the new TfNSW structure in Figure 6 have operating accountabilities which are summarised below.

Greater Sydney • Integrated transport services: Design, develop and deliver integrated transport services for

Greater Sydney customers and communities. • Customer, stakeholder and community engagement: Be the face of Transport and engage with

customers, stakeholders and community around integrated transport choices. • Operating the transport network: Plan, build maintain and operate the Greater Sydney transport

network. • Investment portfolio: Manage the Greater Sydney investment portfolio to deliver customer value. • Service and Asset management: Procure, commission and manage projects, services and

assets. • Integrated service planning and scheduling: Provide integrated near-term and inform long-term

integrated service planning and scheduling. • Safety and wellbeing: Provide a safe environment for our people, partners and customers. • Working together: Work in partnership with other transport divisions and across government on

strategy, planning, delivery and operations.

Regional and Outer Metropolitan • Integrated transport services: Design, develop and deliver integrated transport services for

regional and outer metropolitan customers and communities. • Customer, stakeholder and community engagement: Be the face of Transport and engage with

customers, stakeholders and community around integrated transport choices. • Operating the transport network: Plan, build, maintain and operate the regional and outer

metropolitan transport network. • Investment portfolio: Manage the regional and outer metropolitan investment portfolio to deliver

customer value. • Service and asset management: Procure, commission and manage projects, services and

assets. • Integrated service planning and scheduling: Provide integrated near-term and inform long-term

integrated service planning and scheduling. • Safety and wellbeing: Provide a safe environment for our people, partners and customers • Working together: Work in partnership with other transport divisions and across government on

strategy, planning, delivery and operations.

Customer Strategy and Technology • The future of transport: Imagine and plan the transport network and infrastructure that our state

will need over the long-term. • National and global partnerships: Lead the Transport cluster’s relationship with other

jurisdictions and international partners to shape strategic policy, technology and customer agendas.

Transport for NSW


• Data and insights: Harness data and insights to drive planning and decision-making and lead data governance, strategy and management across the organisation.

• Technology: Take a leadership role in engaging across the Transport cluster to deliver and manage world-leading customer and operational technologies, systems and data services, and be at the forefront of innovation.

• Customer experience and products: Champion the customer across Transport, define and develop world-class end-to-end customer journeys, products, services and places.

• Customer strategy: Maximise revenue opportunities and define and implement policy and legislative settings to deliver customer and community value.

• Freight: Lead and coordinate the freight task to enable the efficient movement of goods around the state.

• Integrated customer services: Build, maintain and operate integrated ticketing, tolling, information and service channel.

• Communications: Manage Transport’s public reputation and lead the communications approach to customers, stakeholders and communities.

• Collaboration: Partner with other divisions, industry and across government to deliver projects, programs and services.

Infrastructure and Place • Infrastructure development and delivery: Develop and safely deliver transport infrastructure

projects and outcomes as commissioned by the client leading up to and from successful Investment Gate 0 (Go or No-Go), to Investment Gate 5 (Readiness for Service), through to handover.

• Project management and assurance: Provide the expertise, frameworks, methodologies, systems, reporting and assurance to enable the delivery of quality infrastructure projects on time and within budget.

• Commercial management and project financing: Ensure sound commercial management of our projects through development and deployment of tools, frameworks and capabilities throughout the project lifecycle, as well as development, execution and management of project financing strategies including private sector financing and concession arrangements.

• Engineering and technical services: Provide and coordinate specialised engineering and technical advice and services to enable the multi-modal delivery, operations and management of our Transport network.

• Precinct renewal and place-making: Develop, integrate and embed place-making principles within infrastructure planning and development and lead all precinct renewal projects through the project lifecycle to enable the development and delivery of successful places.

• Asset optimisation and recycling: Identify and execute opportunities for asset optimisation and recycling and value creation through rezoning and property development to unlock financial value. Lead development transactions through partnerships with industry and other Government departments including statutory and strategic planning.

• Infrastructure industry engagement and partnering: Develop industry wide capability, competencies and outcomes as well as driving and fostering innovation throughout the sector that is aligned and coordinated with customer divisions.

Corporate Services • Shared services business support to the Cluster:

Provide and coordinate shared services and solutions across all transactional activities, ensuring payments to suppliers and payroll services are made accurately and on time and delivering health and return to work solutions,

Transport for NSW


Portfolio Financial and Investment strategy, management, compliance, risk and assurance: Lead governance, frameworks, reporting and capabilities across the Transport portfolio to ensure compliant management of investments and financial risk, including strategic advice and confident outcomes focused decision making.

• Commercial and Strategic Procurement: Drive commerciality through the procurement of goods and services and provision of corporate services to internal clients.

• Information Technology and Services: Provide and support quality and secure technology solutions that enhance the experience of our clients and people.

• Legal services: Provide effective legal advice and services to meet our clients’ expectations, deliver value, advocate for Transport across government and safeguard Transport’s corporate reputation.

• Privacy and information access: Help Transport protect privacy by incorporating it into the design and delivery of future transport systems, and facilitate the public’s access to government information in line with community expectations and our legal obligations.

People and Culture • Culture: Create a culture that puts customer at the centre, people at the heart, and works together

for the greater good. • Talent and Learning: Enable the Transport cluster to attract, develop and retain the best people. • Evolving Work: Plan and prepare for the future workforce requirements of Transport. • People Strategy: Set and drive the strategic direction for the people and culture of Transport. • Employment practices: Ensure reporting obligations, compliance and people risk management

requirements are met. • Workplaces: Achieve workplaces which enable greater flexibility and collaboration, with great

technology.

Safety, Environment and Regulation • Strategy: Develop and communicate evidence based safety, environment and regulatory strategy

for our people, customers and the community. • Frameworks: Create, deliver and maintain clear, outcome focused frameworks, policies, standards

and regulatory programs to enable consistent delivery and continuous improvement. • Assurance: Provide risk based guidance, support, tools, evaluation and assurance to provide

confidence to customers and the community on the safety and environmental sustainability of the transport network.

• People: Provide subject matter expertise, thought leadership and education to develop and support safety, regulatory and environmental awareness and capability for our people, customers and the community.

• Sustainability: Provide innovative, safe, sustainable solutions that deliver whole of life value to the customer and the community.

Office of The Secretary • Government relations, Secretary communications, and executive coordination: support the

Secretary and Transport leadership govern the Cluster including managing information flow between Transport and the NSW government, and Cabinet and the Ministers.

Point to Point Transport Commission • Work with industry to ensure they have the knowledge, capability and confidence to promote a

culture of accountability for Point-to-Point safety, including working with regional service providers.

Transport for NSW


• Ensuring industry is complying with their safety obligations and wider requirements of the act and regulation through safety auditing, advisory visits, education campaigns, on-road compliance and investigations.

• Provide easy to use online safety tools to assist industry manage their safety duties. • Advise the Minister for Transport and Roads on passenger and booking service matters. • Work with other divisions in TfNSW to address any point-to-point transport issues. • Ensure adequate access to services for people requiring wheelchair accessible vehicles • Administer the authorisation, licencing and passenger service levy schemes.

10.1 Transport Divisional Asset Management Accountabilities

The asset management accountabilities which each division has are summarised at a high level in Table 2.

Table 2 Transport division high-level asset management accountabilities

Division Accountabilities

Greater Sydney and Regional & Outer Metropolitan

Asset management: end to end accountability for the procurement (including schedule, investment decisions, Totex, asset outcome and quality of product); management and performance of assets (including asset, condition and risk information, configuration and reporting), to achieve agreed customer and community outcomes for: • Fleet (excluding staff passenger fleet) • Public Transport Infrastructure (heavy rail, Metro, light rail, buses, active transport) • Road infrastructure • Maritime infrastructure

Safety, Environment and Regulation

Asset management: end to end accountability for the procurement (including schedule, Investment decisions, Totex, asset outcome and quality of product); management and performance of assets (including asset, condition and risk information, configuration and reporting) to achieve agreed customer and community outcomes for compliance and regulatory assets (e.g. enforcement cameras, DRIVES, weigh scales etc). Standards: Set standards for the whole of life of TfNSW and public transport assets Asset Management Framework: Custodian of the overarching asset management framework for TfNSW Assurance: Definite asset management assurance requirements including reporting, monitoring and measuring performance and interventions (where required) Relationship management: Lead relationship with INSW for asset management

Corporate Services

Asset management: end to end accountability for the procurement, (including schedule, investment decisions, Totex, asset outcome and quality of product), management and performance of assets (including asset, condition and risk information, configuration and reporting) to achieve agreed client outcomes for: • IT systems used across multiple divisions (e.g: ERP, servers, intranet and internet) • Corporate real estate (e.g. office accommodation and non-operational property)

Customer Strategy and Technology

Asset management: end to end accountability for the procurement, (including schedule, investment decisions, Totex, asset outcome and quality of product), management and performance of assets (including asset, condition and risk information, configuration and reporting) to achieve agreed customer and community outcomes for OT systems used across multiple division (e.g. ticketing, P-Tips, MMS and SCATS).

Transport for NSW


Division Accountabilities

Infrastructure and Place

Asset management: end to end accountability for the procurement, (including schedule, Investment decisions, Totex, asset outcome and quality of product), management and performance of assets (including asset, condition and risk information, configuration and reporting) to achieve agreed client outcomes for: • Property, including land, buildings and structures, either acquired for future transport

network use under Transport custodianship, or residual to transport project needs. Asset design and construction: Implement processes that support design, construct and handover assets that meet TfNSW asset management requirements and delivery required client and customer outcomes

Transport for NSW


11. Appendix 2: TfNSW transition plan artefacts and milestones

Table 3:........ The current TfNSW transition plan artefacts and milestones

AM Policy requirement TfNSW implementation artefact or milestone

Timeframe and status

Core Requirement 1: Asset Management Principles

Assets exist to provide value by supporting government services. Agencies are required to consider asset and non-asset solutions, make asset management decisions (including acquisition and disposal), and measure performance, based on the current and expected contribution the asset makes to the agency’s existing and planned service delivery needs.

TfNSW ASP. Note: This document fulfils the requirements of an Asset Management Plan (AMP) and reflects the template as provided by INSW.

Submitted Draft TfNSW ASP November 2, 2020. On track to submit Final TfNSW ASP February 2021.

Agencies act as stewards of public assets on behalf of the government. As a responsible steward, an agency’s Asset Management Framework must enable collaboration between agencies to support NSW Government priorities. It must also incorporate medium and long-term planning to recognise the needs of current and future generations, support long-term sustainability (financial and non-financial), and include commitment to continual improvement.

TfNSW AMF. Note: This document fulfils the requirements of Strategic Asset Management Plan (SAMP) and reflects the template as provided by INSW. TfNSW Asset Management Policy.

Version 1 of the AMF is completed and available. Version 2 of the AMF was submitted in Nov 2020. Version 3 of the AMF will be finalised by June 2021. Version 1 of the TfNSW Asset Management policy is completed. Version 2 of the TfNSW Asset Management policy expected to be reviewed and finalised by May 2021.

Asset management decisions must have regard to the appropriate balance of cost, risk and performance. Costs are typically measured in financial units using a whole-of-life costing approach. Risk incorporates both risk and opportunities associated with achieving the agency’s stated objectives. Where practicable, performance should be measurable and expressed in terms of the performance of the service, the asset(s) itself and the asset management activities.

TfNSW ASP. Submitted Draft TfNSW ASP November 2, 2020. On track to submit Final TfNSW ASP February 2021.

Transport for NSW





Asset management must be integrated with other organisation functions, processes, activities and data. The agency’s AMF should be integrated with other frameworks and functions within the organisation, including all existing asset policies, budget process, financial management, external reporting, procurement, investment assurance, project management and delivery, corporate planning, risk management, human resources, information management, operations, contingency planning and audit.

Finalisation of the Evolving Transport transformation program. Finalisation of Transport Asset Holding Entity (TAHE).

Completion of Evolving Transport expected by December 2022. Completed by December 2022.

Asset management decisions must be made using a whole-of-lifecycle approach. Asset management decisions must consider a range of potential solutions (both asset and non-asset based) to respond to recognised service needs and assess alternative options, which account for full lifecycle costs, benefits and risks (financial and non-financial).

TfNSW ASP. This document considers alternative funding scenarios, and the impact that these will have to both asset and non-asset (service) outcomes.

• Submitted Draft TfNSW ASP November 2, 2020

• On track to submit Final TfNSW ASP in February 2021

Core Requirement 2: Asset Management Framework (the framework) Establishing and managing the Asset Management Framework. The accountable authority must ensure that a fit-for-purpose asset management framework is in place within the agency, is managed and continually improved. The AMFmust incorporate the requirements of this policy and align with ISO 55001 (International Standard for asset management).

TfNSW AMF. • Version 1 of the AMF is completed and available

• Version 2 of the AMF was submitted in Nov 2020

• Version 3 of the AMF will be finalised by June 2021

Scope of the agency’s AMF. The assets and activities included in the agency’s internal AMF must include all assets and related activities under the control of the agency, including future planned investments.

TfNSW AMF. Version 1 of the Asset Management Framework AMF is completed and available. Version 2 of the Asset Management Framework was submitted in Nov 2020. Version 3 of the Asset Management Framework will be finalised by June 2021.

Transport for NSW





Lifecycle planning and operation. Key elements of lifecycle planning and operations are: Developing and maintaining ASP s • Operational controls, processes

and actions required to implement the planned activities outlined in the ASPs and achieve the agency objectives.

• A fit-for-purpose Asset Register containing accurate and comprehensive information on the agency’s planned and existing assets. The Asset Register NSW should also support the data requirements of the Asset Utilisation and Recycling Plan, for inclusion in the ASPs.

Service provider (private operators and agencies) Asset Management Plans or Asset and Services Plans. TfNSW Divisional ASPs (or equivalent). TfNSW ASP. Transport Asset Information Strategy. Finalisation of the Evolving Transport transformation program.

Dates as agreed with TfNSW provided each year. Dates as agreed with TfNSW provided each year. Draft November 2020, Final February 2021 and every year thereafter. Implementation to be completed by December 2024. Completion of Evolving Transport expected by December 2022.

Integration with other organisation functions, processes, activities and data. Asset management should be regarded as a critical component of any agency that relies on their assets to deliver services. It should be supported by integration with the agency’s planning approach, human resources (typically incorporating people, recruitment, workforce management and skills development), risk management and internal audit, finance and information management.

Finalisation of the Evolving Transport transformation program.

Completion of Evolving Transport expected by December 2022.

Improving and reporting on performance. Monitoring, measuring, analysis and evaluation; encompassing setting performance measures and targets, including qualitative and quantitative measurements to assess the desired asset and asset management performance. Incorporating management reviews and internal audit outputs into the continuous improvement requirements of the agency’s AMF. Planning and implementing corrective and preventative measures to improve the effectiveness of the agency’s assets, asset management and AMF.

Implementation of Asset Management Capability Uplift Plan. Finalised TfNSW Outcome Driver Framework being completed by Office of the Secretary. Note: For the 2021/22 TfNSW Asset and Services Plan, the organisation mapped scenarios to an approved table of primary and intermediate outcomes and indicators. The intent is that future ASPs will reflect the work that is currently being undertaken by Office of the Secretary, i.e. updated outcomes/indicators.

Completion expected by December 2022. Completion expected by December 2021.

Transport for NSW





Asset Management Maturity Assessments. Agencies are required to undertake periodic assessments of their asset management maturity and provide that information to Infrastructure NSW.

TfNSW Feedback Register to INSW on draft Tool. TfNSW Asset Management Maturity tool (trial).

TfNSW feedback was provided by 24 October 2020. Trial of Asset Management Maturity Tool will be completed by November 2021. Completed Asset Management Maturity Tool annually thereafter.

Core Requirement 3: Policy compliance and disclosures

Requirements for an Attestation Statement. The accountable authority is required to annually certify compliance with core requirements 1 and 2 of this policy for the prior financial year (the ‘reporting period’). Agencies must use the relevant Attestation Statement template contained within the Guidance and Explanatory Details section of this policy.

TfNSW Attestation Statement by Secretary, including transitional arrangements.

TfNSW Attestation Statement by Secretary which includes transitional arrangements will be supplied by June 2021. TfNSW Attestation Statement by Secretary of full compliance to Policy requirements by 2024.

Transitional arrangements for new agencies.

N/A. N/A.

Transitional arrangements for existing arrangements.

Letter from Secretary to INSW. Completed.

Exemptions process. N/A. N/A.

Monitoring policy compliance and operations. The policy requires that agencies send the Attestation Statement, completed by the accountable authority, to NSW Treasury.

TfNSW Attestation Statement by Secretary, including transitional arrangements.

TfNSW Attestation Statement by Secretary which includes transitional arrangements will be supplied by June 2021. TfNSW Attestation Statement by Secretary of full compliance to policy requirements by 2024.

Transport for NSW


12. Appendix 3: TfNSW primary outcomes, asset management objectives and outcomes/indicators

See Table 4: TfNSW primary outcomes, asset management objectives and outcomes/indicators on the following page for the range of outcomes, indicators and objectives that TfNSW align with.

Transport for NSW


Table 4: TfNSW primary outcomes, asset management objectives and outcomes/indicators

TfNSW Primary Outcomes

Connecting our customers' whole lives Successful places for communities Strong economy and quality of life through transport solutions

Thriving people doing meaningful work

Transport Intermediate outcomes and Asset Management Objectives

Safe, seamless journeys for people and goods

New mobility options and experiences

Integrated, resilient and accessible transport networks and places

Protecting and enhancing communities and their environments

Quality assets and efficient networks maintained at the right price

Transport investments and solutions that serve the people of NSW

Aligned people working together in new ways

Growing people, culture and capability

Outcomes, indicators. (Sample targets in italics)

Customer satisfaction (modal) including for end-to-end journeys (Customer Satisfaction Survey and Customer Feedback)

Public and active transport patronage and mode shares

Planning and Delivering Integrated solutions that provides accessibility and connectivity within the community (human-centred design)

Community feedback 30-minute city Asset whole-of-life costs and returns

Employee engagement (PMES)

Talent acquisition, management, mobility and retention

Reliability, availability, congestion, modal prioritisation. (On time running Freight and Passenger)

Delivering innovations. Removing barriers to new technology (e.g. e-bikes and e-scooters)

Quality customer information and wayfinding

Reputation index Freight efficiency Rail: available, usable paths, Roads: direct routes, reduced or minimal load restrictions, special accessibility routes, e.g. Port Botany

Overall return on investment and cost recovery (Totex)

Diversity and inclusion Employee and leader experience

Asset and network related incidents

Digital uptake e.g. Apps

Community satisfaction

Emissions and environmental management (health and wellbeing)

Connectivity Carry out benefits realisation and input validation

Workplace safety, health and wellbeing

Agreed levels of service

Freight road and rail usage

Planning for a more resilient transport network (reactive, proactive)

Security (customer and staff)

Maintenance portfolio delivery: time, cost, quality

Internal Customer agreed levels of service

Efficiency and effectiveness of key business processes

Safety: fatalities, injuries and health (Public transport and road safety-towards zero fatalities)

Transport networks meet demand

Disability accessibility Maintenance backlog (dollars)

Financial sustainability. Total cost versus operating revenue and benchmarking major capital projects.

Customer satisfaction for people with disability

Future built assets are enabled to drive data driven decisions. Note: pending approval

Capital project delivery: time, cost, quality.

Transport for NSW


13. Glossary AM asset management; the coordinated activity of an

organisation to realise value from assets (AS ISO 55000). AMF Asset Management Framework AMP Asset Management Plan; the plan developed for work

to be carried out in respect of the asset life cycle for assets, which provides an assessment of the long term funding requirements and the approach to manage asset performance/condition risks to meet the required service outcomes.

ASP Asset and Services Plan; fulfils the requirements of an AMP.

Asset an item, thing or entity that has potential or actual value to an organisation.

Asset class used to define and group assets having a similar nature in the operations of an entity and comprised of a number of related asset functions. Often split into Infrastructure and Fleet.

Asset custodian: the entity accountable for the end to end lifecycle management and performance of assets (including asset condition, risk and reporting) on behalf of the asset owner to achieve agreed customer and community outcomes. (i.e. respective TfNSW divisions). The Asset Custodian is often referred to as the Client Division.

Asset life the period from asset creation to asset end-of-life. Asset maintenance includes any activity performed on an

existing asset with an intention of enabling the asset to perform to the required level of service for the design life of the asset; this includes routine and cyclic maintenance and any renewal or upgrading that is required as a result of asset condition or obsolescence.

Asset owner: the entity that is the owner of the asset. (e.g. TfNSW and TAHE)

Asset steward: the entity responsible for the management and performance of assets (including asset condition, risk and reporting) on behalf of the asset custodian for the required lifecycle stage and duration of the partner relationship. (e.g. contracted operators and maintainers)

Asset Steward - Delivery: the entity responsible for: • Procurement of asset from investment decision to

commissioning • Delivering the benefits • Translating requirements from the client and

managing delivery outcomes • Selecting the most appropriate supplier/s to meet

project objectives Asset Steward – Operate or Maintain: the entity

responsible for day to day operations and maintenance of asset once commissioned. May be a part of the asset custodian division or a separate entity. operator and maintainer of the assets might be separate entities

Client: Refer to asset custodian definition. Community a particular type of stakeholder and refers to

groups of people in particular places who are both affected by our work (for example residents living near to construction sites) and experience the outcomes and benefits of our activities (for example residents of a newly constructed Place).

Configuration interrelated functional and physical characteristics of a product defined in product configuration information.

Configuration management coordinated activities to direct and control configuration.

Customers those who use transport networks and services. They include car drivers, heavy vehicle operators, public transport and point to point passengers, pedestrians, cyclists and freight & goods providers.

Design authority the delegated power to approve or reject a change to the transport network (system) based upon cost, risk and performance.

Infrastructure assets physical assets owned within the Customer Divisions (includes rolling stock and buses). Infrastructure with social infrastructure and commercial activity. These are the areas within and around transit stops where people live and commute.

Outcome a quality of life condition for customers, communities or the people of NSW (Transport’s Primary and Intermediate Outcomes are described in our 10 year Blueprint, Connecting to the future)

Property Asset Utilisation Taskforce (PAUT) was established to identify and make recommendations about capturing efficiencies in the NSW Government’s ownership, utilisation and management of its owned and leased property portfolio. The PAUT delivered their report to Cabinet in November 2012.

Place: the Transport context is an intersection of transport Policy: intention and direction of an organisation as formally

expressed by its top management. Rail Industry Safety and Standards Board (RISSB)

provides essential tools rail organisations need, including good practice standards, codes of practice, guidelines and rules. RISSB is the only accredited Standards development organisation for the rail industry in Australia.

Standards guidelines or rules for products, processes or materials to assure a level of quality and reliability considered acceptable.

Sustainable where the customer service outcomes can be sustained for an indefinite period and there is not an increase in maintenance backlog.

SASP Strategic Asset and Services Plan; fulfils the requirements of a SAMP.

SAMP Strategic Asset Management Plan; documented information that specifies how organisational objectives are to be converted into asset management objectives, the approach for developing asset management plans, and the role of the asset management framework in supporting achievement of the asset management objectives.

Sponsor: As outlined in iNSW Investment Framework the Sponsor is the entity who: • Secures the funding • Owns the business case • Responsible for specifying the asset requirements • Ensures the project remains strategically aligned

and viable • Ensures benefits are on track The sponsor works on behalf of the Asset Custodian and acts as the client function on behalf of that division.

SteerCo Steering Committee TfNSW Asset Management Policy: describes how TfNSW

and service providers apply asset life cycle principles and practices to meet TfNSW’s Corporate Plan objectives.

Totex: the sum of total recurrent expenditure (Opex) and total capital expenditure (Capex).

Transport for NSW


14. Reference documents The following documents are cited in the text. For dated references, only the cited edition applies. For

undated references, the latest edition of the referenced document applies.

• ISO 55000 Asset management - Overview, principles and terminology • ISO 55001 Asset management - Management systems - Requirements • NSW Public Sector Capability Framework • NSW Treasury TPP 19-07 Asset Management Policy for the NSW Public Sector • NSW Circular Economy Policy Statement • World Partners in Asset Management – Global Certification Scheme

https://www.saiglobal.com/online/Script/Details.asp?DocN=EPCO5855413504

Transport for NSW


15. Feedback Feedback on this document can be provided by emailing [email protected].

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