Better Rail

Skilled rail professionals are the key to efficient and reliable rail networks.

Better Rail

Better Rail

Australia needs a world-class rail sector as part of our broader transport networks. Rail will be the key mode of transport in moving growing volumes of commuters to cities, especially as our population grows and the urban sprawl continues.

However, with congestion forecast to rise exponentially over the coming years, the strain on our networks is greater than ever. In order to deliver high-quality, efficient rail networks, we need a plan to guide new investment, maintenance and management. Greater funding and better workforce development will be vital if our rail networks are to be prepared for the future.

Professionals AustraliaSTREET ADDRESS 163 Eastern Rd, South Melbourne Victoria 3205, Australia

POSTAL ADDRESS GPO Box 1272, Melbourne Victoria 3001, Australia

TELEPHONE 1300 273 762

EMAIL info@professionalsaustralia.org.au

WEB www.professionalsaustralia.org.au

Better Rail

Dear Rail Industry Professional,

Australia’s economic prosperity relies on an effective and diversified transport network. Infrastructure Australia expected congestions costs in our cities to skyrocket over the coming decade, weighing down our economy. It is vital that our governments tackle this problem now. Efficient rail networks are a key piece of this puzzle, transporting passengers and freight to destinations all across Australia. Demand for rail is growing, with patronage and freight both increasing rapidly.

In recent years investment in rail has stagnated, with governments favouring high-profile road projects over rail initiatives. As a result, rail networks are struggling to keep pace with growing patronage and an increasing national freight task. If this issue is to be resolved, governments need a firm plan for the future of the industry, to deliver the strong rail networks that the nation needs.

Efficient rail networks are vital to the overall functionality of Australia’s transport networks. Population growth and rising congestion in major cities mean that all forms of transport must be operating optimally to avoid significant economic loss and a decline in living standards. Underinvestment in rail and a lack of maintenance pose the risk that commuters will chose other forms of transport, increasing congestion on roads.

Any plan to fix our rail networks must involve additional funding, both in new investment and improved maintenance systems. At present, our rail networks are far from world-class, with asset owners unable to reasonably guarantee the reliability of rail services and equipment. Additional funding will drive our asset owners to build a vision for the sector, address the short-falls in our networks, improve rail efficiency, replace aging equipment and avoid network faults before they occur.

However, alongside additional funding, we must ensure that we are getting the best value for our money. To do this we need the right people in place to manage our rail investment. A major aspect of ensuring effective rail networks and efficient investment is the strengthening of technical expertise within the rail industry. Outsourcing rail investment and maintenance is not effective without skilled project management and oversight.

We need to increase the level of technical skill in the industry to scope, design, deliver, maintain and operate rail in a cost-effective manner. This will not be achieved without rebuilding respect, recognition and reward for professionals working in rail so they can make vital contributions to our transport networks and the nation’s economy, now and in the future. The time to act is now if we are to effectively future proof our networks. To do this, we need to make sure we have a guiding plan for the industry, with adequate funding and the necessary technical expertise to deliver and manage our rail networks.

With that, I extend an invitation to all rail industry professionals to be a part of this initiative, and help shape our plan from the ground up – to make the voice of your sector stronger.Please visit: Professionalsaustralia.org.au/_________ and register your interest. Otherwise, contact sherrington@professionalsaustralia.org.au.

Thank you,

Chris Walton, CEO | Professionals Australia

Chris Walton, CEO Professionals Australia

An open letter

“ Population growthand rising congestion inmajor cities mean that all forms of transport must be operating optimally to avoid significant economic loss and a decline in living standards.

Underinvestmentin rail and a lack ofmaintenance pose the risk that commuterswill chose other forms of transport, increasing congestion on roads.”

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Better Rail

— Australia needs a world-class rail sector as part of our broader transport networks.

Rail will be the key mode of transport in moving growing volumes of commuters to cities, especially as our population grows and the urban sprawl continues.

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A network under pressure

The consequences

In order to deliver high-quality, efficient rail networks, we need a plan to guide new investment, maintenance and management. Greater coordination and planning is needed to determine our priorities, improve our networks, and deliver best-value over low-cost.

However, at present this is not occurring. Our rail networks suffer from a lack of funding, staffing cuts, increased outsourcing and inadequate project management skill in our asset owners. Maintenance schedules are compromised by a focus on cost, while outsourcing of projects also compromises maintenance, due to a lack of access to replacement equipment and spares. To fix these issues, we need to ensure that we are investing in our rail professionals, giving them the ability to oversee investment, effectively maintain our systems, and improve the overall quality of our rail.

Planning:• No formal plan to direct investment;• aging infrastructure at risk of failure;• increased congestion and high economic cost;• inadequate asset maintenance;• higher-cost replacements required due to inadequate maintenance; • poor project selection; and• outsourced projects not meeting needs and delivered without adequate access to replacement equipment and spares.

Funding:• inadequate investment to strengthen in-house skill;• inadequate investment in strengthen and future-proof our networks;• inadequate maintenance funding increasing risk of failures; • cuts to vital maintenance programs; and• low budgets compromise the effectiveness of new projects.

Workforce: • no workforce development framework exists to encourage the attraction and retention of quality technical staff;• lack of funding is causing a decline in technical skill within asset owners; • higher maintenance costs per project due to a depletion of in-house skills;• regulators not listening to industry experts, discouraging expert opinion; and• the exodus of skilled staff will threaten the ability of network businesses to respond to future challenges.

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Better Rail

If Australia’s rail networks are going to be prepared for the forecast demand growth over the coming years, we need to fix the industry now. By improving the planning across all parts of the industry, we will be better placed tackle the challenges of the future. A thorough, well-designed plan would allow decision makers to direct funds where they are most needed, and would provide a strong case for additional funding across the industry. A plan to attract, retain and fully utilise a skilled workforce of rail professionals would also provide a massive boost for the industry. Asset owners would be better positioned to manage their investment, design more effective maintenance systems, and minimise failures and network down time.

PlanningProfessionals in the rail industry are telling us that there is a planning problem in the industry. The lack of planning and coordination between decision makers, rail professionals and the private sector, is leading to inefficient investment, poorly-scoped projects, and waste across the industry. To fix the industry, we must start with a plan that prioritises efficient rail management. Proper planning requires decision makers to determine what sort of rail networks we need, and ensure that the funding, systems and workforce are available to deliver the necessary change. Strong, effective rail networks, with modern systems will become increasingly important over the coming years, however they will not eventuate unless we plan for them. A whole of industry plan to drive new investment, improve maintenance programs, target network weaknesses, strengthen the workforce and develop future rail professionals would go a long way to delivering the better rail industry that the nation needs.

FundingBy the year 2031, the volumes of commuters and freight transported on our rail networks every day are expected to increase by 90 per cent. While our networks are often able to cope with the current level of demand, they are not prepared for the growth that is expected over the coming years. In order to ensure that our rail is capable of managing future demand, we need to build new infrastructure and maintain our current infrastructure more effectively. However, this improvement will require an investment. Governments have a responsibility to strengthen our networks, and this will only occur if the required funding is delivered.

Workforce While additional funding will go some way to bridging the gap, without efficient spending and management we are unlikely to receive the maximum benefit from our investment. As a result, we need to ensure that additional funding is also used to develop the workforce within rail asset owners, rather than relying on outsourcing to the private sector. We need to ensure that our asset owners know what they are buying, and that they are in the best position to operate and maintain our networks. Strong asset owners will place us in the best position to direct new investment, efficiently maintain our networks, minimise waste and deliver the best value for taxpayer dollars.

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Better Rail

Solution

1. Establish a whole-of-government policyIn order to strengthen Australia’s rail networks, we need a coherent and well-developed policy for the rail sector. Government policy must prioritise the strength and reliability of rail, while ensuring that our networks are capable of meeting future demand. A guiding vision for the industry will ensure that governments at state and federal level make the decisions regarding investment, maintenance and workforce to deliver strong and reliable rail systems.

2. Invest in infrastructureAdditional investment in rail assets will be vital over the coming years in order to cater for growing demand. This investment should recognise infrastructure as a long-term investment with significant social, economic and political dividend. New sources of funds for rail infrastructure and maintenance should also be identified. Rail investment should be prioritised alongside road investment, as the development of a strong diversified transport network is the only way to avoid massive congestion costs in the future.

3. Plan an infrastructure pipelineThe rail sector requires a strong, cohesive plan for future investment if the needs of commuters and businesses are to be met into the future. At present, politically-driven decision making provides little transparency in planning investments, and does not lead to optimal project choices. A strong pipeline of projects and maintenance programs would assist in addressing these issues and ensure that Australia’s rail networks are always improving.

4. Improve procurementRestructure and reform procurement procedures to reduce waste and delays and achieve better outcomes for the community and promote confidence in decision making. High-quality rail professionals are the key to delivering efficient infrastructure management in the rail sector. This process should involve: Up-skilling of in-house technical capacity, strong workforce development, the development of a long-term plan for infrastructure management, and the implementation of vital maintenance programs. A key part of this process should involve the introduction of wages and conditions that facilitate the attraction and retention of skilled rail professionals.

5. Register engineersThe rail sector relies on a wide range of rail professionals, from many different disciplines. Engineers represent a large portion of these professionals, and are integral in the management of new investment and maintenance. To avoid economic loss, deliver best-value investment, and protect the health and safety of the community, the registration of engineers should be a priority across the sector. Registered and accredited professional engineers who maintain and enhance their professional skills provide the best opportunity for a strong rail sector for the future.

6. Develop a sustainable workforceA national workforce development framework for rail professionals should be developed to provide a high-quality, experienced knowledge base within our rail operators. The funding framework should provide incentives for improving in-house knowledge, encouraging rail operators to up-skill and reduce their reliance on outsourcing. Funding should also provide support for cadetship programs, professional development allowances and payment of registration for engineers. Improved in-house technical teams would allow rail operators to better manage projects, improve maintenance systems, and deliver better-value for taxpayers’ money. While proper workforce development requires an initial investment, the returns far outweigh the costs.

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Better Rail

Advancing change to achieve solutions_

Strengthening our Rail networks requires a plan and expert guidance. This is our plan, but it only works with your direction and input.

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1. Identify, confirm and understand the issueTo begin, there needs to be an issue, or an opportunity. In most cases, issues lead to opportunity. We know there are issues in planning, funding and managing our rail networks because our members have told us, but it is ensure we fully understand the problems. Once the issues are known, we consult, research, and confirm.

2. Engage with stakeholdersThe best arguments are backed by evidence and are supported by experts. Once the issue is known, we seek out experienced industry experts and get their evidence. If our argument can be improved, we want to know.

3. Identify and test solutionsNow that we know the issue and have developed our vision for a better rail sector, we can build the campaign. The purpose of a campaign is to identify the key stakeholders and to raise awareness of the issues. We do this by demonstrating support for the campaign and promoting the consequences if the problems are not resolved.

4. Build the campaignFor every issue to be overcome, we need a viable solution – the light at the end of the tunnel. Using the best minds at our disposal, we will develop a list of solutions, guided by industry experts. We might not win over everybody, but through gaining feedback from qualified rail professionals, we can form new solutions.

5. Create community awarenessIt is critical that decision-makers understand there is support for the solutions being presented in the campaign. Building support means engaging in activities designed to target different audiences and generate wide-spread backing. Activities include generating media coverage, writing to members, consulting with industry, engaging social media, and producing and distributing information such as flyers, posters, videos.

6. Lobby the decision-makersWe know the issue. We know the solution. We’ve collected as much support as possible, and it’s overwhelming. The next step is to package it up, and begin lobbying the decision-makers. The idea is to present our story and the arguments in a manner in which the decision-makers cannot ignore. If the argument is sound, support is strong and the solutions are deliverable and achievable, there should be no reason for the decision-makers not to listen and act. While they might not fear us, they probably fear you.

7. BargainingA key part of delivering better rail is the development, attraction and retention of a skilled workforce. Organising and bargaining is critical in achieving better career paths, job security, payment of registration for engineers, access to professional development, and wages and conditions that facilitate the attraction and retention of skilled rail professionals.

8. Maintain the relationshipsWe have done a lot of hard work bridging the gap between those on the ground, and those calling the shots. Regardless of the outcome, we’ll have formed valuable relationships that should be maintained. Please contact __________, at ________@professionalsaustralia.org.au to have your say in our plan.

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Better Rail

Professionals AustraliaSTREET ADDRESS 163 Eastern Rd, South Melbourne Victoria 3205, Australia

POSTAL ADDRESS GPO Box 1272, Melbourne Victoria 3001, Australia

TELEPHONE 1300 273 762

EMAIL info@professionalsaustralia.org.au

WEB www.professionalsaustralia.org.au