Annual Report 2006 (main body) - RTA - NSW Government

The RTA entered into a contract in May
2006 with a provider to manage the
delivery of external training programs and
selected internal programs. This change is
expected to lower costs, increase flexibility
in meeting training needs and streamline
processes. By end June, 130 staff attended
external training coordinated by the
provider, achieving a 14 per cent saving on
course costs.
Technical training
A survey was completed of all technical
training carried out by State road
authorities, with details of existing and
proposed internal technical courses,
endorsed external technical courses and
technical scholarships and sponsorships.
The collated information was used
to assist State road authorities to develop
a collaborative national approach
to designing and delivering learning
opportunities for their technical staff.
SPONSORED
PROGRAMS
The RTA sponsors selected applicants
to enrol in postgraduate study. In
2005–06, 71 staff members attended
sponsored programs including the
Master of Engineering in Pavements,
Master of Technology in Pavements,
Graduate Certificate in Project
Management, Executive Masters in
Public Administration and the Master
of Transport Management. Ten
participants were awarded the
Advanced Certificate in Transport
and Traffic Management and
seventeen participants were awarded
the Graduate Certificate in Project
Management on completion of their
studies in 2005.
STAFF RETENTION
Table 13 shows separation rates for
salaried, wages and casual staff.
STAFF PRODUCTIVITY
Workforce capability
The priorities of the Workforce Capability
Plan 2003–08 continue to be implemented
at the RTA.The capability based model has
a focus on integrating human resources
related activities of recruitment and
selection, job design and evaluation, career
development, performance, talent and
succession management. Capability based
position profiles were designed for the new
Environment Branch in 2005–06.
The RTA Upward Feedback survey was
rolled out online, for the first time, to
directors, branch managers and line
managers with four or more staff. The
survey is a tool to help managers improve
their performance and it gave staff an
opportunity to let their manager know
what they saw as their strengths and where
improvements could be made.
Managers continued to develop Work and
Development Plans (WDP) with their staff.
Diversity
A draft document incorporating the
Disability Action Plan, Diversity and Equity
Plan and Ethnic Affairs Priority Statement and
Plan was developed in 2005–06 to improve
reporting and allow ease of implementation.
Planning staff across the RTA made a
considerable contribution to the document.
Responsibilities for diversity and Equal
Employment Opportunity (EEO) outcomes
are included in the performance agreements
of directors and general managers. Detail on
EEO statistics and activities can be found in
Appendix 7 of this report. Other relevant
appendices include Appendix 8: NSW
Action Plan for Women, Appendix 9:Ethnic
Affairs Priorities Statement and Plan, and
Appendix 10: Disability Plan.
TABLE 13 SEPARATION RATES
Financial year
Separation rate*
2003-04 6.39%
2004-05 5.99%
2005-06 6.29%
* Separations rate is the proportion of staff
who left the organisation.
PARTNERSHIPS
CONSULTING WITH
THE COMMUNITY
The RTA meets and communicates
regularly with its stakeholders and business
partners through a range of channels
including the website, call centre, motor
registries, community forums, committees,
research, surveys, workshops and
correspondence.
The RTA is committed to consulting with
the community to achieve improved
outcomes. In 2005, local communities
were involved in over 250 projects,
including:
About 76 community focus or
liaison groups were in progress.
About 690 meetings (public meeting,
workshops, focus group, consultative
committee meetings) were held.
About 193 information sessions
or staffed displays were held.
Combined with meetings, the RTA
and its private sector partners held
on average 16 community sessions
a week.
About 920 different community
updates and household letters were
prepared and distributed to over one
million people.
About 25 other community events
were held, such as the RTA community
cycle event and community BBQs.
72 VALUE FOR MONEY