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Transport & Logistics Workforce Advisory Group – Queensland

(TLWAG-Q)

Business Review 2012

Final Report, June 2012

A review by the Transport and Logistics Workforce Advisory Group - Queensland supported by the Queensland Department of Transport and Main Roads

TLWAG-Q Business Review 2012, Final Report, July 2012 2

Transport and Logistics Workforce Advisory Group – Queensland

On 20 June 2012 the findings of a business review of the Transport and Logistics Workforce Advisory Group

- Queensland (TLWAG-Q) were endorsed by members.

Name Position and Organisation

Vince Aisthorpe Manager, Supply & Procurement Business Financial Services - Stanwell Corporation Limited President, Supply Chain and Logistics Association of Australia Queensland (SCLAA)

Kim Bryan (Proxy) Vice President, Talent and Organisational Development QR National

Peter Garske Chief Executive Officer Queensland Trucking Association (QTA)

Graham Garrett (Proxy)

TWU Official Transport Workers’ Union of Australia (TWU)

Jo Hammond Operations Manager Coles Logistics

Tim Maloney Director, Industry Engagement Skills Queensland

Hal Morris Previously Chief Executive Officer, Chartered Institute of Logistics & Transport Australia (CILTA)

Greg Muscat Manager, Human Resources DP World

Skye Naismith

General Manager, Mount Gravatt Coach & Travel Treasurer, Queensland Bus Industry Council (QBIC)

Sal Petroccitto (Chair)and Main Roads

General Manager, Rail Ports and Freight Division Transport and Main Roads

Bill Potter National Learning and Development Manager Toll NQX

Rick Ralph Executive Director Waste Contractors & Recyclers Association of Queensland (WCRAQ)

Roz Shaw Chief Executive Officer, Hawkins Transport Board Member, Queensland Trucking Association (QTA)

Michael Thirgood State Manager Queensland BCR Australia

Peter Thompson (Proxy)

Queensland State Manager Kagan Logistics

Tom Wiltshire Manager – Business Improvement – Operations QR National

Endorsement of business review outcomes by Transport and Logistics Workforce Advisory Group -

Queensland, 85 George Street, Brisbane on 20 June 2012


Contents

Contents 3

Executive Summary..............................................................................................................................................................5

1. Introduction ...........................................................................................................................................6

2. Methodology..........................................................................................................................................7

3. TLWAG-Q Assessing Past Value ........................................................................................................8

4. TLWAG-Q Function ............................................................................................................................10

4.1 Function of TLWAG-Q - in scope 10

4.2 Function of TLWAG-Q – out of scope 11

5. Industry Representation.....................................................................................................................12

5.1 Feedback – membership 12

5.2 Industry perception 13

6. TLWAG-Q models, roles and functioning ........................................................................................15

6.1 Feedback – TLWAG-Q models, roles and functioning 15

6.2 Model Options 16

6.2.1 Model 1 – Existing TLWAG-Q Model 17

6.2.2 Model 2 – Wider Industry Leadership (WIL) Model 17

6.2.3 Model 3 – Split Model: TLWAG-Q (Freight) & TLWAG-Q (Passenger Transport) 20

6.3 Membership – governance 21

6.4 Role of Members 22

7. Transform .............................................................................................................................................23

7.1 Feedback – Transform 23

7.2 What should Transform be doing? 23

7.3 What should Transform not be doing? 24

7.4 How can Transform's services be improved? 25

7.5 Summary/Action 26

8. Communication and Information Sharing........................................................................................27

8.1 Preferred communication methods 27

8.2 Member requested information 27


8.3 Information and Data needs 27

8.4 Information exchange – member-to-member 28

8.5 Information exchange – members to industry 28

8.6 Existing industry communication channels 29

8.7 New Communication Strategies 30

9. Get Involved Survey ..........................................................................................................................31

9.1 Industry Engagement Model 31

9.2 Functions and Member Roles 31

9.3 Representation 31

9.4 Governance matters 31

9.5 Communication 32

9.6 Conduct of Business Review 32

10 Recommendations........................................................................................................................................................33

Attachment 1 – TLWAG-Q Business Review – Interview schedule 34

Attachment 2 – Model 1: Existing TLWAG-Q model 35

Attachment 3 – Model 2: Wider Industry Leadership (WIL) 36

Attachment 4 – Model 3: Split TLWAG-Q (Freight) & TLWAG-Q (Passenger) 37

Attachment 5 – Get Involved Survey Results 38

Attachment 6 – Recommendations of TLWAG-Q Business Review 2012 51


Executive Summary

This report reflects the findings of a business review of the Transport and Logistics Workforce Advisory

Group – Queensland (TLWAG-Q) supported by the Department of Transport and Main Roads (TMR).

TLWAG-Q is supported by the services of Transform, the contracted Transport and Logistics Industry Skills

Body. This report incorporates the results and recommendations from stakeholder interviews and a follow-up

survey undertaken as part of the review process. The review was undertaken in context of a decision by TMR

to support the TLWAG-Q from 1 July 2012 to 30 June 2015 – a significant decision without precedent across

the Australian transport, logistics and supply chain industry.

The business review has provided opportunities for all members and proxies to express our views on a range

of matters including the future scope and function of the group, composition and requirements for future

membership, members’ roles and means for improving information exchange between TLWAG-Q and

industry.

Early discussions confirmed the need for development of a dynamic model flexible enough to engage widely

across industry to meet changing workforce demands. Three industry engagement models were referred to

our members for consideration. Possibly the most significant outcome was that more than 75 per cent of

members selected Model 2: Wider Industry Engagement model. The defining feature of Model 2 is a plan to

build on the existing structure with wider engagement of industry groups and leaders via an expanded,

primarily organisational, membership base.

A number of additional decisions and strong views emerged on matters relevant to the future functioning of

the group. These included:

• Retaining the existing advisory function of the group, continuing to act on behalf of industry in advising

government on industry workforce needs.

• Retaining the name ‘Transport and Logistics Workforce Advisory Group - Queensland’.

• Continuing a ‘people focus’ in delivery of a unique transport, logistics and supply chain workforce

capability development function.

• Maintaining partnership and hosting arrangement with government including TMR chairing of the

advisory group, reflecting industry’s need for bipartisan leadership and effective governance of the

group

• Recognising the need to create a sustainable and resilient model for industry able to withstand

changes in membership and external influencers.

• Wide respect for Transport and Main Roads employees operating within Transform as the Transport

and Logistics Industry Skills Body.

• Clear guidance on improvements that can be made to optimise TLWAG-Qs communication with

industry.

An overview of the results from the follow-up survey can be found in Attachment 5. Specific

recommendations resulting from the review process will be discussed in Section 10 and represented in detail

in Attachment 6.


1. Introduction

The Transport and Logistics Workforce Advisory Group – Queensland (TLWAG-Q) was established in

February 2007 as a result of a partnership between industry leaders and the Department of Transport and

Main Roads (TMR) with the intent of identifying and prioritising workforce solutions for the transport, logistics

and supply chain industry (T&L). Members bring with them a diversified range of industry experience and

provide a multi-modal perspective for addressing industry skills and labour issues.

For the purpose of the stakeholder discussions conducted during this review, these terms have the following

meaning.

• Industry: transport, logistics and supply chain operators, including industry associations

• Sector: specific groups within the industry including road, rail, ports, aviation, warehousing and

reverse logistics as distinct sectors.

• Us/we/our: the Transport and Logistics Workforce Advisory Group - Queensland (TLWAG-Q)

members.

In early 2012 TMR has indicated its support to TLWAG-Q from 1 July 2012 - 30 June 2015, with a further

business review to be conducted to determine future direction at the completion of this period. The Transform

Unit has been established within TMR to provide specialist support to TLWAG-Q and to businesses and

individuals in the transport, logistics and supply chain industry. It also provides the function for the transport

and logistics industry skills body. This support involves sourcing appropriate funding and developing

programs to grow workforce skills and capability.

In February 2012, Sal Petroccitto, General Manager (Rail Ports and Freight) and TLWAG-Q Chair, raised the

issue of the future function and structure of TLWAG-Q, with the intent of establishing a sustainable industry

led model. We agreed to participate in a business review to address the following objectives:

• Improve autonomy of the group and independence of thought and decision making functions.

• Create a sustainable model capable of delivering T&L industry leadership and representative

functions independent of TMR activities.

• Review present functions against contemporary T&L industry needs.

• Develop a process for determination of membership consistent with TLWAG-Q purpose and

objectives.

• Optimise information exchange within TLWAG-Q, with TMR and across industry enabling sharing of

learnings and the achievement of efficiencies in workforce capability building and service delivery.

This report reflects the findings of the business review which incorporates the results and recommendations

from stakeholder interviews and a follow-up survey undertaken as part of the review process. One of the key

findings includes the selection of a Wider Leadership Group (WIL) engagement model to support our future

functioning.


2. Methodology

TLWAG-Q members, as industry leaders were consulted to determine contemporary T&L industry

engagement needs. Our members and proxies participated in interviews and a follow-up survey to capture

our views on the success of the group in engaging industry in workforce planning and to plan for the group’s

future. This approach ensured those best placed to know and understand the transport, logistics and supply

chain industry’s needs, had input into the future function of TLWAG-Q. Key matters for discussion included

TLWAG-Qs future functioning, membership requirements and determination of a suitable model to support

future workforce planning and how the department (via Transform) would support this.

The findings in this report were obtained during interviews in April – May 2012, with the assistance of TMR,

as well as a follow-up survey in June 2012. Additionally the content of member emails and minuted

discussions from TLWAG-Q meetings in 2011 and 2012 were also considered.

The engagement process for delivery of the business review is outlines below:

Action Timing

1 Discussion of proposed business review at February 2012 TLWAG-Q

meeting

8 February 2012

2 Approval of business review objectives by TLWAG-Q members and

TMR

28 March 2012

3 Completion of face-to-face interviews with TLWAG-Q members and

proxies

11 April – 16 May

2012

4 Circulation of Interim TLWAG-Q Business Review: Consultation Findings

and Options Report to members

31 May 2012

5 Delivery of Get Involved on-line survey to capture member decisions on

key matters

6 June 2012

6 TLWAG-Q meeting – discuss decisions on future model and functioning

of TLWAG-Q

20 June 2012

7 Delivery of TLWAG-Q Business Review 2012, Final Report to TMR,

reflecting recommendations and outcomes from the business review

20 June 2012

As indicated above on behalf of TLWAG-Q, TMR coordinated the interviews which were conducted in

industry workplaces between 11 April and 17 May 2012. A schedule of participant names and dates of

interview are included as Attachment 1. To progress decisions on matters raised during the review, a two

step process (report and on-line survey) was developed to support decision-making at TLWAG-Qs meeting

on 20 June 2012. An interim report entitled TLWAG-Q Business Review: Consultation Findings and Options

Report was circulated to members reflecting views expressed during interviews. Information contained in the

report was cross referenced to questions posed in a Get Involved on-line survey which remained open

between 5 and 13 June 2012. Member quotes are included throughout the report, where possible, in support

of our views expressed and conclusions reached in the report.

The intent of this final report is to capture the recommendations of the transport, logistics and supply chain

industry, as represented by us, to TMR in relation to preferred means of engagement with industry and with

government until June 2015.


3. TLWAG-Q Assessing Past Value

In developing a vision for the skills and labour future of the industry it is beneficial to examine the past value

of TLWAG-Qs work and programs.

We support the current hosting arrangement, partnership and engagement by the Department of Transport

and Main Roads and believe this has been a critical element to the success of our group and our initiatives.

“The group is prepared and committed to working with government to find solutions and to act as a conduit between government and industry. In the last few years government has demonstrated that it is willing to listen. This has been a big change.” Peter Thompson, 1/5/12

“We have the support of government. We now need the commitment of members to our chosen model

going forward. We must put industry needs first.” Jo Hammond, 16/5/12

A significant part of our role is to act as a conduit between government and industry and we value the

investment of resources in TLWAG-Q, improved engagement with government agencies including Skills

Queensland and the lending of ‘legitimacy’ to the process achieved through government partnership.

“Queensland continues to lead in connectivity including development of the T&L brand as the group is compromised of industry leaders with associations and government in partnership producing real outcomes. The group provides thought leadership and a forum for effective brainstorming as a collective and a "cleaning house” for ideas with a mechanism provided to support action [Transform].” Hal Morris, 11/4/12.

We value the opportunity to work with industry leaders and associations from across both sectors and

industry that we may not have encountered in other circumstances. Through TLWAG-Q, members are able to

network, exchange information with other industry leaders and associations, and share common interests

while gaining an overview of ‘what is happening’ across industry. Sharing knowledge of the challenges facing

different sectors, ensures we are confident of “not reinventing the wheel” and can collaboratively leverage the

benefits of lessons learnt from past programs.

“Through building awareness of the opportunities available to us, the restrictions applying to one mode become less of an obstacle when opened up to all modes allowing us to look at the wider picture and how we can bring it together.” Skye Naismith, 19/4/12.

“TLWAG-Q provides an opportunity for us to network with other sectors in industry and to gain knowledge of their business. Programs like Transfutures have resulted in DP World gaining several successful graduates which we may not have accessed otherwise as well as providing DP World with greater exposure across the industry.” Greg Muscat, 17/4/12. “Don’t change for the sake of change as the group is presently performing well. TLWAG-Q must now ensure we keep training in step with industry needs. We need to put pride back into the industry.” Peter Biagini, 8/5/12

The targeted training programs we identify in TLWAG-Q and are delivered by Transform provide tangible

outcomes in skill development and retention. These benefits extend even to improvements in industry culture.


“We must not underestimate the importance of the programs. Some like Women Take the Wheel have contributed to greater diversity and acceptance of women in the workplace and to a change in culture providing greater recognition to women in the workforce and their contributions to industry. From 2006 to 2012 I have seen a change where women are moving into senior positions and competition is occurring between family members for leadership roles which would traditionally have gone to male family members in family owner operations.” Dave Tape, 14/5/12.

One of the key pieces of work we particularly value is the creation of a brand for the T&L industry.

Queensland’s T&L branding is far more advanced than other jurisdictions across Australia and as a result our

members are seen as valuable industry ambassadors through involvement and/or promotion of successful

programs (eg Women Take the Wheel).


4. TLWAG-Q Function

4.1 Function of TLWAG-Q - in scope

There is wide consensus among our group that there is continuing value in TLWAG-Q. Our supporting views

include “if it ain’t broke, don’t fix it” and “leave it alone, it works well”. During TLWAG-Qs life we have

remained open to improvements in engagement with industry and our stakeholders. The majority of our

representatives have maintained membership since 2009, with two members maintaining involvement since

its creation in 2007 (Peter Garske, Hal Morris). Given the seniority of the majority of our members within their

respective companies and industry associations, our continued involvement and contributions provide clear

testament to the value of the group to industry across sectors.

The stated function of the group, as represented in our Terms of Reference, is “to support the government

and industry in identifying current and future workforce capability challenges. The group also provides advice

through the Department of Transport and Main Roads to Skills Queensland on industry priorities for

government investment in education and training.”

The views expressed by our members during the interview phase supported the ongoing need for the group’s

‘people focus’. Members commented “If we did not do this work then who would?”.

“The group is a catalyst for action and decision making with good timing and scoping of work based on good relationships with industry and resulting access to industry intelligence. We must maintain our 'people focus' through creation of constructive partnerships with industry.” Hal Morris, 11/5/12. “The group’s function is to develop, support and influence development of programs. I don’t believe TLWAG-Q needs to play a greater role than this. We should remain an advisory group performing an advisory function. Skill development and retention is a critical function of government. Industry is not in a position to focus on skill development alone, although some individual groups do this well.” Peter Garske, 3/5/12 “We link industry with government, and provide a consolidated voice for industry … the group is unique and concentrates on industry led workforce planning, looking at strategies for employment in T&L not just training. We need to take the time to work out if we want to ‘fix’ issues, as training should be concentrating on primary income factors.” Tom Wiltshire, 15/5/12.

We agree there is a need to ensure that TLWAG-Q, as representatives of industry, is in a position to prioritise

work and to identify the greatest risks and opportunities for the industry. This enables an appropriate focus on

the development of better solutions for employment and training in the industry. It also recognises the group’s

ability to “snowball an outcome based on experience”.


We have a range of views on the level of strategic planning that was required to support this work. The

development of a strategic three year plan was suggested by several members, consistent with TMR’s stated

intention to support TLWAG-Q until 2015. It was suggested that the strategic plan include measurable targets

which could then become the primary focus for the group during this period and act as a key driver of future

initiatives. Consistent with the plan, TLWAG-Q would develop, lead and then monitor implementation of the

plan which would be delivered by Transform and/or nominated sub-groups. This is an opportunity not only to

progress key strategies, but to assist members to broaden individual portfolios across industry by expanding

their involvement in a wider range of initiatives. Within this context Workforce Futures 2012 which has a

predominantly operational focus, may not provide sufficient strategic guidance to fill the above need.

In contrast other members believe the group must recognise the level of fragmentation of industry and must

“assist industry to help themselves by gaining input from industry rather than setting the strategic direction”.

Similarly some members saw the opportunity for the group to exercise their “collaborative clout” to influence

workforce, as opposed to transport, policy. Suggestions to develop a role for the group to pursue government

on related workforce policy matters include “holding government to their decisions” were shared. Some of our

members called for the group, in partnership with government and industry, to think and act holistically and to

identify the “disconnects” which threaten effective and efficient industry operations.

One member suggested there would be benefit in splitting the function of the present TLWAG-Q into two

parts to reflect that the transport, logistics and supply chain can be divided into “moving people or moving

freight”. Representatives of those sectors of industry dedicated primarily to the movement of passengers as

freight would be given the opportunity to undertake specialist planning targeted to these areas. Likewise,

those dedicated to delivery of the freight task would be separately resourced (refer section 6.2.3 for further

discussion). Model 3 was raised as an option for this group to consider.

TLWAG-Qs function and one of the key benefits of coordinated action was summed up by one member as

follows:

“TLWAG-Q pulls T&L together across Queensland providing a united body and voice. We bring all parties to the table with a common branding for industry. Previously businesses were competing for drivers and resources. We have now moved away from this to a fluid workforce able to move between sectors.” Dave Tape, 14/5/12.

4.2 Function of TLWAG-Q – out of scope

Our members have wide ranging views on what TLWAG-Q should not be doing. Individual views include

reducing the number of programs to realise the achievement of all possible benefits during program

development and implementation, changing the focus of investment in industry recognition, and avoiding of

increased bureaucracy at all costs.

Continued performance of a unique function and achievement of efficiencies were constant themes during

consultation. We believe TLWAG-Q “should not be doing anything which can be done by another industry

association” to avoid duplication of effort. As such, we recognise that TLWAG-Qs relationship with

associations may require some clarification to achieve the above.


5. Industry Representation

Since our group’s inception in 2007, we have acknowledged that we must to achieve representation across

industry to be effective in identifying and progressing industry strategies and projects. For this reason, a

balance of membership across recognised industry sectors was sought: road, rail, ports, aviation,

warehousing (freight forwarding) and reverse logistics. In addition, representation was sought from unions

(Transport Workers Union), industry associations and relevant government agencies. Finally attempts were

made to gain a balance of gender and regional participation, and to ensure small and large enterprises were

represented along with both passenger and freight sectors. Gaining geographic representation has always

been considered a challenge for the group as the majority of members continue to be located in south-east

Queensland.

We estimated that around 165,000 businesses operate nationally within the transport, logistics and supply

chain industry, with around 135,000 of these having five or less employees. Based on this, we recognised

there were a number of limitations to industry engagement in workforce solution development. These

included geographic barriers to involvement and in some instances a lack of interest or capacity to engage.

For these reasons, industry associations were accepted as speaking on behalf of smaller operators.

5.1 Feedback – membership

To date each sector, with the exception of aviation, is represented in this forum with members identifying as

representatives of the transport, logistics and supply chain industry. This would signify members’ reach

across sectors in addition to the emerging strength of the T&L brand. Members have also identified as

specialists within particular sectors including stevedoring, supply chain, procurement and customs (brokers to

clear goods), tourism (marine), bus operators, environmental management and retail.

To remedy the underrepresentation of particular sectors we should consider inviting members from the

Brisbane Airport Development Corporation on behalf of the air freight sector as well as the Port of Brisbane

Authority on behalf of ports. The movement of freight internationally should also be represented in some way.

In addition to sector representation, a common theme emerged about attracting and retaining the ‘right’

people to the membership of the group, concentrating on the positive characteristics sought of members. We

believe effective TLWAG-Q members build on their industry expertise, are passionate, enthusiastic and

willing to extend themselves to complete the duties of the role. In many ways this model of member selection

is already in place in essence.


The involvement of employee representatives, or unions, as members of the group was also discussed.

While in the most part we support continuing union membership, we believe consideration be given to

engaging unions as part of a separate process once TLWAG-Q decisions were made. Some discussion

suggested that if a union representative continued to sit on TLWAG-Q, that this representative should

represent the interests of other unions, as sector representatives attempt to represent wider sector interests.

We believe there a several benefits resulting from amended or increased membership with the potential for

generation of new and different ideas. Consideration should be given to strategies such as inviting additional

industry sector representatives to meetings as visitors, the wider use of the proxy system and the ability to

access specialist advice as needed. In support of this approach, the need to engage transport operators

supplying the mining sector may be part of the solution to manage present and future skills shortages.

There were mixed views among members concerning the size of representation for each sector on TLWAG-

Q. Some members support balanced (equal) representation for each sector and others support greater

numbers of representatives for the larger sectors.

We do see continued value in government’s involvement in future models and continued representation on

the group.

In related discussion, some members identified the current restriction of membership to industry

representatives as a contributing factor to TLWAG-Qs success. Specifically, members referred to other

TLWAGs across Australia which included providers or supplier to industry as members, and experienced

complexities of functioning as a result.

5.2 Industry perception

The majority of our members, with the exception of the bus sector, indicated that TLWAG-Q was not well

known either in their sectors or within industry. For those who indicated there was some knowledge of

TLWAG-Q within their sector, this knowledge was “usually triggered by industry finding a problem and asking

who is going to fix it”.

The majority of members attributed this lack of knowledge to a need for better marketing to target audiences.

Specifically we suggest strategic use of communication mediums, use of industry associations to ‘spread the

word’ and members to identify more readily as a part of the group. We also identify that there may be a

possible disconnect between TLWAG-Q and our programs due to a number of factors including the largely

operational focus of individual operators.

In some sectors programs are well known, without the leadership of TLWAG-Q in delivering the programs

being recognised or acknowledged. In many cases the work of Transform, as the agent of TLWAG-Q, is

better known than TLWAG-Q itself.

“Need to promote several flagships, use clear branding and linkage of programs to TLWAG-Q.” Skye Naismith, 19/4/12.


“Through Transfutures (and other programs) managers in companies and industry can see how they gain value from the program and then see value in TLWAG-Q (when clearly linked). We need practical examples of ‘what’s in it for industry’ and need to promote successes more… our members can take pride in programs like Transfutures. Industry is our audience.” Greg Muscat, 17/4/12.

Where TLWAG-Q or Transform’s work is known, it is referred to in a positive light with descriptors including

“very well regarded” and “leaders in industry”. Big businesses generally speaking seem to have a greater

knowledge of the group and TLWAG-Qs programs do in some cases trade on the reputation of its well known

and respected members. Programs mentioned during the course of interviews include People Plus,

Transfutures, Transition 2012, Women Take the Wheel, Workforce Gauge and youth engagement.

Some members do find it difficult to explain the function of the group when speaking with industry

stakeholders.

In addition to the communication strategies recommended in Section 8 of this report, we suggest that one

strategy to improve our profile with industry, would be the creation of TLWAG-Q champions for priority

programs and strategies (for example champions for the five strategies represented in Workforce Futures

2012). An induction process for new TLWAG-Q members outlining the group’s function and expectations

regarding their role and participation would assist members to perform a champion function. The champion

functions would improve knowledge within industry of the groups’ leadership role in workforce capability

development. It would also support TLWAG-Qs ability to secure future program funding.


6. TLWAG-Q models, roles and functioning

There are currently no requirements within legislation, policy or otherwise prescribing the size, model or

function of the group. Therefore, we have great flexibility in building a model which suits our industry’s needs.

As TLWAG-Q performs a unique ‘people focused’ function in the Queensland context, it is likely that the

function will always need to be fulfilled by industry. This unique position and significant industry need implies

ongoing sustainability for a group such as TLWAG-Q.

6.1 Feedback – TLWAG-Q models, roles and functioning

We support retaining the name - ‘Transport and Logistics Workforce Advisory Group - Queensland’ - as it is

well known in some parts of industry and an identifiable brand is beginning to develop. The name clearly

identifies the industry we service, and articulates our primary function: to lead industry and advise

government on workforce matters.

We agree the advisory function of the group, in a partnership between the transport, logistics and supply

chain industry and the Queensland Government, should be retained.

“The membership of TLWAG-Q had refined the model as we go so it continues to work well and must be maintained. There has been constant change over the past five years to get to where we are now.” Peter Garske, 3/5/12.

The present model continues to work well in engaging industry and providing advice to government and

industry associations on workforce challenges. The Queensland industry engagement model is being used as

a model and a benchmark for the development of TLWAGs across Australia.

There has been some discussion on whether we should transition to an advisory board. While such a move

may provide added authority, the added administrative burden far outweighs any benefit. Since there is

already a strong partnership between key stakeholders, we don’t support any transition to an advisory board.

“I do not support creation of a board. We should remain as an advisory group as it functions well at present. Other models also require additional time and resources which we don’t have.” Greg Muscat, 17/4/12 “The present model works well and will improve further with increased representation – it is not bureaucratic and quick action on matters is possible.” Skye Naismith, 19/4/12. “The group should remain an advisory group or a committee – not decision making but advice to government. QTLC is an Advisory Board – it is a company with Directors and a Board, a constitution, subcommittees and requirements for auditing etc. A great deal of time is spent on administration.” Hal Morris, 11/4/12

We share a range of views on reasons for changing the present model, including some differences of opinion

on TLWAG-Qs scope and insufficient representation and reach across all sectors of industry. In addition,


when the history of the group is viewed, the model may lack resilience and be unsustainable due to a

perceived reliance on “highly successful and charismatic TMR leaders”.

"The membership is not presently representative of T&L associations… representatives need to be able to speak on behalf of industry rather than just their company – this is presently a disconnect. Representatives also need to be able to make decisions and represent theirs sectors effectively … TLWAG-Q has a finite life if it continues as is.” Rick Ralph, 1/5/12. “There is presently a heavy reliance on the Director of Transform to provide leadership to TLWAG-Q. The group went off course when Louise took on another role for a short time. Any new model must reduce this risk. I would see the Director of Transform leading the support group in the future.” Kim Bryan, 15/5/12.

Some members suggested the shift towards adoption of an organisational or company membership model.

The intent of the proposed shift was to alter perceptions about how the group engages wider business and

industry. Organisational membership could enable rotation of attendance at TLWAG-Q meetings by industry

leaders on behalf their organisation. It could also build wider knowledge of the group and its functions, begin

to create successional arrangements within industry, generate ‘new conversations’, and help ‘defragment’ the

industry. Some of our members have the ability to “reach into industry and nominate suitable businesses” as

prospective members.

For TLWAG-Qs future to remain secure, all members (present and future) must commit to representing

sector and/or industry rather than individual company interests. The success of an industry model hinges on

having the ‘right’ representatives from industry engaged or the group will ‘die a fast death’. Achieving a mix of

human resource specialists, representatives from an operational perspective and industry/company leaders

are also considered important.

6.2 Model Options

The following three models are considered most likely to support Queensland’s transport, logistics and supply

chain industry engagement needs and functions. Consistent with TMR’s commitment from 1 July 2012 – 30

June 2015, Transform would continue to provide specialist services and program management functions to

the group in support of the chosen model. All positions on TLWAG-Q would remain voluntary with negotiation

of remuneration available only for extraordinary costs incurred in the course of performing TLWAG-Q

functions.

In addition to the existing model, two alternative models for engagement and representation of industry

interests were developed during the consultation phase of the review.

Model 1: Existing TLWAG-Q Model

Model 2: Wider Industry Leadership (WIL) Model

Model 3: Split Model: TLWAG-Q (Freight) and TLWAG-Q (Passenger Transport)


6.2.1 Model 1 – Existing TLWAG-Q Model

We recognise the success of the existing TLWAG-Q model which incorporates representation of industry

leaders, associations, union and government. Particularly we appreciate the priority access to other industry

leaders and wider industry information and the opportunity to share perspectives and learnings from program

implementation. Having the opportunity to lead and participate in leading edge workforce solutions targeted

for the transport, logistics and supply chain industry is an attractive benefit for our members.

As additional benefit of the current model is that the group is chaired by TMR. This aspect, which may be

transferable to other models, is valuable in facilitating the running of the group, by promoting equality of

discussions among industry representatives and introduces a level of independence (as TMR is not

perceived to have a vested interest in workforce outcomes). Priority access to TMR decision makers is also

particularly valuable. The present model is outlined in Attachment 2.

However some matters would need to be addressed to support any continuation of this model or elements of

this model:

• Investigate the feasibility of engaging representatives for those sectors presently not represented on

TLWAG-Q.

• Raise TLWAG-Qs profile as the industry leader in T&L workforce capability solution development, and

adopt a less public role for Transform consistent with the groups specialist support function.

• Investigate future shift to organisational membership.

• Consider a range of governance matters listed in this report including adoption of a membership

review on an agreed basis, creation of a process for selection of members and creating greater clarity

for TLWAG-Q and Transform roles.

• Consider means for shifting from reliance on charismatic ‘leadership’ of TMR to improve sustainability

and resilience of the model.

6.2.2 Model 2 – Wider Industry Leadership (WIL) Model

This model was developed from member interviews using feedback on current perceived weaknesses, risks

and opportunities of the current model. This model was identified as our preferred model through the

follow-up survey process.

The Wide Industry Leadership (WIL) model is composed of two equally important parts (or groups)

performing separate but complementary functions to form the Transport & Logistics Workforce Advisory

Group - Queensland. Refer to Attachment 3. It comprises a TLWAG-Q Leadership Group and a larger

TLWAG-Q Associate Membership Group - supported by Working Groups formed for specific issues as

required.


The defining feature is a plan to build on the existing structure with wider engagement of industry groups and

leaders via an expanded, primarily organisational, membership base. The WIL Model introduces improved

sustainability and resilience to the group, as membership of both groups within TLWAG-Q may change

according to the key outcomes sought in any given period, without endangering the overarching group’s

focus.

The expanded model seeks to engage passionate industry leaders with ‘reach’ across their sector and the

ability to penetrate industry through exercise of existing business and professional networks. While sector

representation will remain a key requirement for future TLWAG-Q members, the leaders must be able to

mobilise their influence to support the group’s decisions, and take ownership and drive strategies into

industry.

With two different levels of membership offered to industry stakeholders who wish to engage in this process,

there is considerable scope to capture the diverse range of interests, business models, industry views and

specialist information needs of industry.

A. TLWAG-Q Leadership Group

The proposed TLWAG-Q Leadership Group will provide necessary leadership and strategic direction to the

membership and to Transform on industry’s behalf. With the intent of creating a representative group

comprised of industry leading companies and influential industry associations, it is recommended the group

not exceed 12 members, inclusive of government and union representatives (if supported). While the

selection process will be merit based, to be eligible, an organisation or company must demonstrate that it is

an industry leader with wide influence or is an association representing a particular sector or multiple sectors.

A series of alternative names for the group were suggested during interviews including the following:

Executive Council; Executive Steering Committee; Leadership Team and Industry Executive. The group will

continue to meet quarterly or more frequently if needed.

Our members expressed specific concerns about the importance of ensuring the ‘right’ people are appointed

to work within this pivotal group. Therefore, it is recommended that any individual chosen by an organisation

to represent their interests on this group must be in a position to demonstrate ‘reach’ across industry and

substantial industry knowledge and expertise. The Leadership Group members’ reach will be instrumental in

their ability to influence industry operators to nominate for Associate Membership of TLWAG-Q. A Leadership

Group member will then nominate as a champion for each piece of work or strategy. The task may be

delegated to a Working Group with accountability for task delivery shared with the champion. In this way the

group adopts an action oriented culture and both the issue and ownership of its solution belong with industry.

The Department of Transport and Main Roads (TMR), in partnership with the present TLWAG-Q, will

consider the likely composition of the above group taking into consideration the need for sector

representation (road, rail, water, air), and a balance of other factors including representation of both

passenger and freight areas. While representation of smaller and larger operators, and smaller influential

industry associations and regional operators will be considered during this process, there is considerable

opportunity to achieve representation of these groups within the Associate Member Group.


Representation would be sought via a call for expressions of interest and a recommendation would be made

to the Minister for Transport and Main Roads to determine the TLWAG-Q Leadership Group membership.

B. Associate Member

During this review, members identified the importance of creation of effective mechanisms for wider industry

engagement. The primary role of the proposed Associate Member Group is to act as a pool of industry

knowledge and expertise, providing intelligence, advice and relevant support to the Leadership Group and

other members in development and progression of workforce programs.

In practice TLWAG-Q Associate Members will in the first instance be nominated by members of the

Leadership Group. It is expected that Leadership Group members would nominate operators or associations

from their own sector, recognising their potential or perceived contribution to the group. Each Leadership

Group representative could consider nominating up to five operators or associations in their sector, including

at least one ‘regional’ operator. These must not include operators or associations which are already

represented on the Leadership Group, but are in addition to those members organisations. There is also

sufficient flexibility within this group to include specialist organisations which the Leadership Group believe

offer future value. It is recommended that Associate Members also receive an invitation to become a

TLWAG-Q member from the Minister for Transport and Main Roads, recognising the potential contributions of

prospective members as articulated by Leadership Group nominators.

When the Leadership Group identifies a strategy or task requiring input and support from the Associate

Members, an expression of interest will be circulated throughout the membership. Associate members will

have the opportunity to nominate their wish/intention to be involved and state their business interest for

choosing to participate in a Working Group. This group will have a defined life based on either delivery of key

products or scheduled timeframes. A Leadership Group member will champion and lead each Working Group

and coordinated by a nominated Project Manager from within the Transform Unit. As a results oriented

group, the Working Group will share updates on progress and deliverables with TLWAG-Q members

regularly.

As the number of Associate Members could conceivably number in the order of between 30 and 50, the

model is considered to be sustainable as, subject to a sustained level of engagement, this is a sufficiently

large group to allow for natural attrition and a biennial (once every two years) review process. Given the large

size of the group and related resource and logistical requirements associated with a gathering of this size,

Associate Members need not meet face-to-face as a group, functioning instead as a virtual team (staying in

contact through use of email and other mechanisms). TLWAG-Q may choose to conduct regular reviews of

this group in alternate years from the Leadership Group review.

Members also raised the issue of the benefits members, and Associate Members, will be able to realise as an

outcome of their involvement and investment of resources in the group. As government is unable to provide

remuneration to members for their participation, it may be necessary to provide clear direction to prospective

members of the benefits available to Associate Members which may represent additional value for their

organisations, especially to smaller operators or associations. These benefits may include the following:


• Ready access to sector, industry and association leaders across the transport, logistics and supply

chain industry.

• Ministerial appointment and accompanying opportunities to raise company and individual profile within

industry.

• Priority access to TLWAG-Q programs including opportunities to pilot or participate in programs.

• Wider industry recognition that accompanies membership to an award winning industry representative

body.

• Access to key workforce and industry information which will be circulated on a regular basis by

Transform members.

• Opportunities to develop as an industry leader in their sector.

C. Summary

The advantages of this model include:

• Improved model for sustainable industry engagement, delivering wider and improved industry

engagement in transport, logistics and supply chain workforce planning, solutions development and

delivery.

• Increased representation of industry in TLWAG-Q decision making structure with potential for

improved “collaborative clout”.

• The Leadership Group will have greater access to industry intelligence and will be supported by

working groups (as needed) to progress/resolve industry issues.

• Broadening of knowledge regarding the work of TLWAG-Q across industry and timely information

transfer.

• Improved perception and actualisation of industry leadership of TLWAG-Q within industry and

government.

The specific challenges faced by this model include:

• The model relies on the Leadership Group’s ability to ‘reach’ into industry and to engage with

businesses by using their acquired influence to build the Associate Members Group.

• Gaining wider engagement from industry to ensure the creation of a sustainable model.

• Coordination of communication and engagement for a vastly expanded virtual membership.

6.2.3 Model 3 – Split Model: TLWAG-Q (Freight) & TLWAG-Q (Passenger Transport)

As an alternative model for engagement and representation of industry interests, this proposal recognises

that the industry can be divided into “moving people or moving freight”. The premise of this is the need to

focus scarce and valuable industry resources on core activities which provided benefit to those industry

sectors represented on each group.


While there was no suggestion for a change in TLWAG-Qs present scope or function, in this model there will

be a division of TLWAG-Q into two halves to service passenger transport focused industry on the one hand

and freight transport on the other. It was argued that one group would service road, rail, sea and air freight,

while a second group would service passenger transport focused areas including bus, coach and marine

tourism. From a freight perspective, an additional benefit of this model was the flexibility to concentrate on

workforce issues associated with the movement of freight internationally.

It was determined that the WIL model (Model 2), could form a basis for Model 3 if split into the passenger

transport and freight aspects as suggested. Additional work will be required to reach agreement on a

meaningful division between the two groups and to establish suitable communication mechanisms and

governance arrangements. Refer to Attachment 4.

6.3 Membership – governance

The possible composition of membership has been discussed in some detail above. Given a recent influx of

requests for membership to the group accompanying the recent change in government, criteria for

membership will be developed around the skills and characteristics discussed above including relational

criteria.

Regular review of membership was discussed during interviews. Members see benefit in reviewing

membership on an annual or biennial basis to offer members (or member organisations) the opportunity to

opt in or opt out based on other business commitments. Regular review of membership will also provide an

opportunity to look at the outcomes sought for a given period to determine if changed membership is

warranted in some form, such as, to progress specific agreed strategies. The contributions of members could

also be reviewed against agreed roles for members.

As discussed, it has been suggested that invitations to members be forwarded from the Minister for Transport

and Main Roads and that member contributions to TLWAG-Q be acknowledged for the intervening period.

Ministerial involvement is important as the Minister would share ownership of the group. While the Minister

may provide invitations to prospective members, TMR will make recommendations to the Minister based on

knowledge of industry players and primary influencers. To a prospective member, Ministerial nomination will

reflect the nominated party’s industry leadership and the significance of contributions made by that party. This

appointment strategy, plus establishment of clear linkages to government priorities (such as the government’s

four per cent unemployment target), may also contribute to building resilience to political influence within a

given term of government.

The present arrangement for creation of proxies is supported and could be used more widely to achieve

wider engagement and access to new ideas. On an annual basis all proxies could be invited to attend a

minimum of one meeting along with other members.


6.4 Role of Members

TLWAG-Q has been described as the government’s link to industry and industry leaders in workforce

capability development. With the present advisory group consisting of passionate and committed

representatives willing to commit time to the functions of the group, the future role of TLWAG-Q members is

outlined in the above model options.

While the majority of programs are delivered by Transform under TLWAG-Q leadership, the advisory group

is, at least in part due to the nature of industry communication, reliant upon member networks to promote and

to distribute relevant information. Membership of the group does provide certain industry-wide credibility to

individual members and in turn TLWAG-Qs reputation and standing benefits from the engagement of well

respected industry leaders as members. Members in some cases need to have a better understanding of the

workforce challenges faced by other sectors so support can be more readily given particularly for programs in

regional areas.

There are some views that some members are currently operating in a predominantly reactive mode, waiting

on Transform to take the lead in development of workforce program ideas. At present, members may speak

to TMR/Transform ‘out of session’ to progress programs rather than acting in a collaborative manner and

prioritising training, skilling or other options as a group.

In relation to the actual tasks performed by members on behalf their sector, association or company there are

a wide range of matters considered to fall within the role of members. These are listed below:

• Serving as champions for workforce capability programs to industry. This may include completion of

tasks outside TLWAG-Q forums such as making visits to industry, continuing to support and engage

industry competitors, to promote TLWAG-Q and its programs with the intent of achieving wider

benefits and providing an alternative point of contact for industry unsure of how to access TLWAG-Q

products and services.

• Accurately representing the interests of TLWAG-Q to industry and stakeholders as an ambassador for

the T&L industry, making industry and the wider community aware of the group, its functions and

member involvement.

• Gathering and transmitting industry intelligence to TLWAG-Q on behalf each sector to influence

program development and outcomes. It is a function of representation that members provide an

unbiased view to the group including challenges and opportunities of relevance to workforce capability

development.

• Using both their own sector and provided channels to transmit relevant TLWAG-Q information to

industry.

Another key role is promotion of the work and programs of the group and the sharing of responsibilities for

communication of key information to “the marketplace” on a more regular basis using established networks,

existing and targeted communication channels and tools. Participants commonly seek the assistance of

Transform in developing suitable messaging for this purpose.

“Our success is measured by getting out into the marketplace – the main reason to achieve sustainability of the group and to ‘leave something behind’.” Skye Naismith, 19/4/12.


7. Transform

Transform performs a critical support and at times leadership function in maintaining the partnership between

TMR and the T&L industry. First created in late 2006, Transform exists primarily to support the building of

workforce capability within this industry, and has changed and grown during that time to suit our needs.

7.1 Feedback – Transform

We have a close partnership with the Transform Unit and TMR and share mutual respect. We place value in

Transform’s services and consider it “our voice” in many respects.

“The Transform group is one of a kind, government people I can relate to. We need more initiatives like this in industry/government liaison – true partnership.” Roz Shaw, 18/4/12.

"Transform is our voice, industry’s voice.” Jo Hammond 16/5/12 “Provide a critical support and leadership role in maintaining the TLWAG-Q… in the future Transform must not be parked on the side lines. The right people in the right roles. The groundwork on programs provided by Transform is amazing – and the high skill level of the team has been clearly demonstrated.” Michael Thirgood, 11/5/12. “Transform group perform far in excess of all expectations – one of the best government units I have ever worked with.” Col McKenzie, 3/5/12 “Transform are dedicated people not seeking recognition for the job they do. Passionate, dedicated great representatives of TMR and valued industry partners. Genuinely inclusive.” Vince Aisthorpe, 2/5/12. “Development of tools for industry to assist recruitment, retention, letters of engagement etc to assist industry players. These are resources and outcomes that would be out of grasp for many members who do not have the capability to produce same. Assured delivery every time. “An invaluable resource to industry.” Dave Tape, 14/5/12 “Transform knows what community and small business needs are. Big business can miss this otherwise.” Bill Potter, 24/4/12

7.2 What should Transform be doing?

Transform must continue to perform the functions it presently delivers on our behalf. We must be able to

maintain sufficient flexibility in all aspects to undertake initiatives as required and avoid bureaucratic

processes unless they provide a value-add.

The top seven functions performed by Transform which we place value on are to:

• Utilise expertise to access funding for programs and ‘remain on government radar’ - seen as a critical input.


• Create programs and support workforce solutions and undertake related engagement with industry, on our behalf.

• Gain recognition for TLWAG-Q within industry by delivering on our direction.

• Implement and monitor Workforce Futures 2012 - promote the benefits of the five strategies to industry.

• Manage industry data generated by programs including Workforce Gauge.

• Development of tools for industry including products like People Plus.

• Demystify government on behalf of industry.

We believe we need to provide sufficient leadership or as a result Transform may be seen to be

independently developing and pushing ideas and programs up to TLWAG-Q for consideration. To counteract

this we may need to interact more regularly, through more frequent meetings or in another manner, and

improve the way which feedback on programs is presently provided to us. Greater role clarity and an increase

in accountability for each party are important outcomes of adopting an alternative engagement model (refer

section 6). The greater participation of industry required under one of the alternative engagement models

also necessitates greater role clarity for us and Transform.

While Transform is “taking on a function that industry should be performing if resourced” there are clear

benefits of the existing partnership with government.

“The primary value of Transform and partnership with TMR is the link with state government and availability of funding programs – provides an important conduit between government and industry. Not sure if we could achieve the same equality in sharing of messages, learnings and equity in giving all players a hearing if the group was independent of government or facilitated differently.” Dave Tape, 14/5/12.

7.3 What should Transform not be doing?

Recognising the real value of the public resources and expertise at our disposal, we need to avoid all

duplication of effort with industry associations ensuring that TLWAG-Q and Transform perform unique

functions within industry. While we do not wish Transform to ‘back off’ on delivery of its present function,

spreading resources too thinly would limit both Transform and our ability to leverage ‘real value’ from

programs and we may miss ‘better opportunities’.

“Transform must not be seen as a fix-all for everything. We must avoid overloading and create a platform for the negotiation of future needs and operations by clearly scoping Transform’s available services.” Kim Bryan, 15/5/12

We believe Transform should not be running programs, but rather developing programs based on TLWAG-

Qs needs and then handing these over to industry and RTOs for delivery.

There is also value in adopting a more collaborative approach to development and submission of funding

applications with member support demonstrated with each application.

We appreciate past efforts by Transform to build the T&L brand in part through nomination of the group for a

wide range of industry awards though we could be more strategic in selecting awards to enter in the future.

This would ‘leave room for the new ideas likely to be generated by new members’.


7.4 How can Transform's services be improved?

We are satisfied with the range of services provided by Transform but we need to improve overall

communication between TLWAG-Q and industry with Transform’s support. Industry communication

particularly needs to be addressed and is outlined further in Section 8. Some specific strategies are also

detailed below:

• Improved promotion of TLWAG-Q programs and good news stories to industry using this as a tool to build the TLWAG-Q brand and promote wider services - “more pinups and flagships”.

• Development of key program information for distribution to TLWAG-Q members in a form that may be readily distributed through industry networks.

• Start to sell the benefits of coordinated workforce capability development in an articulate way to industry.

We request more information on Transform generated events and activities occurring with industry across

the state. This provides opportunities for us to either participate in the event or to convey details to industry to

gain maximum support and participation. This could take the form of a schedule circulated regularly to

members rather than a more detailed periodic report. We also wish to know more about the functions

performed by individual staff within Transform so we can develop more productive relationships and better

direct our enquiries. Regular forwarding of information on significant TMR and government changes or

updates of relevance, such as recent changes and decisions of Ministers and Directors-General, is also

important.

TLWAG-Q members appreciated the opportunity to meet with the Director of Transform one-on-one during

stakeholder interviews and would like further one-on-one meetings in the future. The benefit of these

meetings include aiding members to gain a more holistic knowledge of activities in government and other

industry sectors and to discuss possible strategies of benefit to their sector prior to airing ideas more widely

with members. Completion of these meetings in addition to the quarterly TLWAG-Q forums and regular

emails from Transform regarding program matters will provide great value.

Clearer governance around the roles of Transform and TLWAG-Q will help demonstrate that the group is

industry, rather than government, led. To support this, advice could be collaboratively prepared and

forwarded to Transform, following TLWAG-Q meetings where particular activities are agreed to, clearly

scoping the activity and requesting action. This action would clearly document the interchange and would be

consistent with TLWAG-Qs strategic leadership role and Transform’s role in supporting and progressing

priority activities.

In summarising the value of Transform’s services to industry and to the wider community, one member

commented as follows:

“Taxpayers would see clear value for money in assessing Transform’s outputs – money well spent.” Dave Tape, 14/5/12.


7.5 Summary/Action

Transform should continue to provide the same specialist advice and services in relation to program

development, support and delivery on behalf TLWAG-Q. Transform should continue to work with TLWAG-Q

to develop greater role clarity and implement our preferred engagement model. Transform should develop

clear governance arrangements around decision making processes and actions from the group, including

seeking wider endorsement of programs and submissions for funding from members in accordance with the

group’s strategic industry leadership role.

The Director of Transform, should also investigate demand for one-on-one catch-ups with members,

recognising the information sharing benefits for both parties. A process should be developed to encourage

transparency around these discussions with the balance of TLWAG-Q. This may be achieved through

discussion on the content of individual member meetings during quarterly forums.


8. Communication and Information Sharing

8.1 Preferred communication methods

It is important to consider present members’ communication preferences to ensure future investment in new

communication tools or mechanisms will result in tools being adopted and used. In order of preference we

prefer the following methods of communicating information within our group.

• Face-to-face meetings (quarterly or otherwise) - opportunities to build relationships.

• Email - timely, always accessible and easy to look at when convenient. Requests for short, clear messaging with required action identified clearly in title of message and links be provided to further information should members wish to follow up.

• Phone - from members or Transform team with updates or triggering quick responses to enquiries.

• LinkedIn - useful for following on-line group discussions and gaining information. Inexpensive and widely accessible. Opportunity for members to provide regular updates or initiating discussions with other members in this space.

8.2 Member requested information

We would like to see the following type of information:

• Strategy level information in relation to TLWAG-Q chosen priorities (once strategic planning is complete). Members then have sufficient information to promote programs within industry.

• Details of independent approaches made by industry members to Transform. Perceived benefit in relevant TLWAG-Q representative knowing about and having the opportunity to contribute to such discussions on behalf TLWAG-Q.

• General program information list, including Transform team roles and contact details to assist members to direct their enquiries to project managers.

• Information on regional program delivery to TLWAG-Q members so that local people can be involved or invited to participate.

• Industry statistics, particularly state and national perspective, eg in relation to T&L contribution to Gross Domestic Product (GDP).

8.3 Information and Data needs

Sourcing of reliable data is a common issue for the industry, but generally we are satisfied with the

information supplied and circulated by Transform. Rather than being data driven, we rely primarily on the

experience of our members and the success of individual and group networks as an input to discussions and

decision making. Based on a combination of the two methods, members feel able to proceed with confidence.

There are difficulties in gaining sufficient information direct from industry and consistent data on skill

shortages, as well as government statistics around transport, logistics and supply chain industry contributions

to Gross Domestic Product (eg Who Moves Australia). The latter provides the greatest value in discussions

with government representatives, especially Ministers, in highlighting industry’s contributions to the Australian

economy. Transform should continue to share industry data and intelligence as they have in the past, and

improve knowledge sharing within the group to leverage any additional benefits.


8.4 Information exchange – member-to-member

The primary information exchanged between members is in relation to discussions that had commenced in

session, or matters that fall out of TLWAG-Q scope, such as organisation for industry association

conferences. The level of communication received through various channels appears to mostly meet

members’ needs. In addition, senior members undertake ‘peer mentoring’ and share learnings from their own

experiences when asked to do so.

Some members raised the potential for an on-line tool, such as a dedicated page on a collaborative forum

(such as LinkedIn), to improve information exchange between members. This could be managed as a closed

site for members only also offering possible storage solutions for business documents (agendas, minutes and

common documents) and allowing monitoring of the progress of agreed actions. An open forum could also be

used to share the successes of member organisations (TLWAG-Q programs and other sector initiatives). A

national TLWAG group has previously been created on LinkedIn and is presently utilised by some of our

members. Although not identified as a priority during the Get Involved survey, this issue may revisited at a

later date once a new model for the group has been established.

The primary means for communicating information across the group at present appears to be either in

session at quarterly TLWAG-Q meetings or via emails distributed by Director, Transform on information of

relevance to the membership. “If we miss a meeting we fall behind” which indicates that information

exchange is not presently optimal out of session. A range of opportunities are available for us to gain

additional value during these forums and in between meetings.

Adopting a strategic focus would shift the content of meetings away from discussion of individual programs

and information sharing and more towards strategic planning consistent with TLWAG-Qs objectives. In this

case there would be a greater reliance on other communication channels to keep members up-to-date with

program developments and other matters.

Lastly, as an industry advisory group, there would be benefit in supporting industry to host meetings in their

workplaces on a rotational basis. Transform should continue to provide all required support in organising and

facilitating these forums.

8.5 Information exchange – members to industry

Members believe there is room for improvement in communication with the transport, logistics and supply

chain industry and that the group is presently “keeping our light under a bushel”. We suggest creating an

encompassing communication plan to guide future communication with industry in a form which will best

serve a new or invigorated engagement model. This should include the development of targeted messaging

including ‘what industry needs to know’ about TLWAG-Q work and programs.

Creation of a separate TLWAG-Q newsletter for industry at the present time is likely to cause some confusion

with other industry groups as the ‘brand’ is presently not well enough known to gain adequate return on

investment. In the future, creation of a quarterly newsletter style tool may have merit should contributions be

made by all members and TLWAG-Q member profiles included.


Strategies for addressing this need would fall into three parts:

• targeting the right information to our industry audience

• providing sufficiently targeted information to members in an agreed form for distribution to industry

• ensuring suitable (dedicated) channels are in place to communicate on behalf of us as a group to

industry, government and stakeholders.

The benefits of this approach will be to better engage our audience, build individual profiles for TLWAG-Q

members as program or strategy champions for Workforce Futures 2012, and to build on the unique profile of

TLWAG-Q as an industry led entity working with industry to produce targeted workforce solutions.

Information of greatest value to us and industry relate to three themes:

• Specific program information, how members and industry can engage (contacts) and how to access

government funding, ‘Operators want to know what is going on in their region’.

• Good news stories, showcasing programs and key economic data.

• ‘What’s in it for me’ benefits of training and program engagement for ‘our people and supply chain’.

From an immediate and operational perspective, the ‘repackaging’ of program information is suggested as

one of the most cost effective and beneficial means of assisting members to communicate with existing

networks. Information forwarded to TLWAG-Q for distribution to industry should be formulated as ‘short,

sharp messages’ incorporating key points around the program and providing key contacts and relevant links

for more information. The group may then leverage benefits from existing links with industry associations to

circulate information through their networks, industry publications and distribution lists.

Driving traffic to the TLWAG-Q page on the TMR website (or an eventual separate TLWAG-Q site) is also a

valid strategy as the site provides a central point for industry information. Such strategies could also prove

beneficial in creating a platform for a possible future move of the group away from TMR and government and

into industry.

8.6 Existing industry communication channels

Although not all members are attempting to communicate TLWAG-Q information directly to industry at

present, those that are choosing to do so are making use of a wide range of industry channels. We prefer to

receive TLWAG-Q information in a form that could be either forwarded on (by email) to our network, or be

used as a basis for development of stories in industry publications. The preference for inclusion of material in

existing industry publications is that there is an established readership targeted at specific sectors in each

instance. The use of existing industry mediums would help avoid duplication of information received by

industry by other means.


Industry publications suggested as vehicles for TLWAG-Q material included the following:

• Publications: TOLL Today, Big Rigs, QTA Transporter, SCLAA magazine and supply chain reviews,

Association of Marine Park Tourism Operators (AMPTO) newsletter, Owner Driver, TWU – On the

Move, CBFCA use Flash Bulletins to Qld members, WME (Waste Management), Port of Brisbane

Newsletter.

• Social media: LinkedIn.

• Word-of-mouth (meetings, site visits etc).

QBIC would appear to be one of the associations funnelling greatest resources into communication with its

members providing a wide range of channels including the following: QBIC Flash (bi-weekly), QBIC News

(glossy) monthly, QBIC website, QBIC monthly meetings (include TLWAG information in general business)

and QBIC Regional visits.

‘Speed to market’ is clearly important in transmitting information to possible industry partners and operators.

A clear brand should be established for TLWAG-Q email transmission prior to use of a TLWAG-Q email

address to avoid confusion with other groups. This will then ensure that messages are both opened following

transmission and valued.

8.7 New Communication Strategies

The following strategies should be implemented in the immediate future.

• Transform team to consider information requirements outlined in sections 8.1 and 8.5 when

circulating material to TLWAG-Q.

• Continue to use existing industry channels for promotional purposes prior to creation of dedicated

TLWAG-Q mailbox and related tools.

• Transform team profile including name, role and projects managed by each officer to be developed

and made available to TLWAG-Q members on a bi-annual basis.

• Transform to appropriately title emails to TLWAG-Q to indicate the action required of members in

response (eg Action required, For Information, Not for Circulation etc).

• Repackaged information on programs, funding sources and other matters is to be forwarded to

members in a form that is appropriate for on-forwarding to industry.

• Develop TLWAG-Q industry profiles/biographies for inclusion on Transform web-site.

• The Director of Transform to investigate demand for regular one-on-one catch ups with individual

TLWAG-Q members.

• Develop a process for informing TLWAG-Q of individual industry approaches to Transform.


9. Get Involved Survey

As an outcome of the business review we have access to a range of member views on matters ranging from

group function and suitable engagement models through to members’ preferred communication methods. As

an aid to our decision making, Transform developed a short on-line survey to capture member views on key

matters (http://www.getinvolved.qld.gov.au/).

The Get Involved survey opened for one week only from 6-13 June 2012 for all members and proxies. Of the

TLWAG-Q members who commenced the business review process in April 2012, 88 per cent completed the

on-line survey while the balance of members contributed views during interview.

Survey results and business review recommendations will be discussed at the TLWAG-Q meeting on 20

June 2012 where members will have the opportunity to discuss any unresolved matters. While an overview of

these results is included as Attachment 5, a summary is provided below.

9.1 Industry Engagement Model

The selection of a suitable industry engagement model was quickly decided with more than 75 per cent of

members choosing to support Model 2: Wider Industry Engagement model. Survey comments made by

members included: need to limit fragmentation of industry; need to concentrate on freight to limit dilution of

group focus; requirement for continuing government support and resourcing; benefits of increased industry

penetration represented by Model 2.

9.2 Functions and Member Roles

There was wide support for the functions of TLWAG-Q and the role of members as reflected in the survey.

9.3 Representation

There was clear consensus in determination of required industry representation and selection of industry partners. TLWAG-Q membership will be drawn from leading industry associations, multiple industry sectors, a relevant union representative and Queensland government (Transport and Main Roads and Skills Queensland).

Of the seven sectors listed in the survey, more than 70 per cent of members supported the continued involvement of all sectors. Survey comments highlighted the need to limit the size of the Executive Council to ensure timely and effective decision making while maximising the engagement opportunities represented by the Associate Member group. A further suggestion was made for the development of subgroups within the leadership team to service passenger transport and freight group needs.

9.4 Governance matters

Key decisions about TLWAG-Q governance raised in the survey are reflected below.


• The Chair will remain the Transport and Main Roads responsible officer (presently the General

Manager, Rail, Ports and Freight) reflecting industry’s need for bipartisan leadership.

• An Executive Council (previously referred to as TLWAG-Q Leadership Group) to be established and

meet quarterly, with special meetings to be organised at the discretion of the Chair, for example for

strategic planning purposes.

• Executive Council membership to be reviewed biennially and invitation from Minster for Transport and

Main Roads to be used as a mechanism to encourage engagement of industry.

• Members of TLWAG-Q will not be remunerated for their participation.

9.5 Communication

TLWAG-Q will optimise existing networks across industry, industry publications and communications tools

and ‘fit for purpose’ communication developed by Transform to more effectively articulate TLWAG-Qs

functions to industry. Transform will investigate the development of a TLWAG-Q newsletter.

9.6 Conduct of Business Review

Survey respondents were strongly supportive of the engagement opportunities offered to members during

conduct of the business review, describing the process as very professionally handled and indicating that

they believed the process to have been of great benefit.


10 Recommendations

As the Transport and Logistics Workforce Advisory Group - Queensland, we endorse the findings of this

business review, and survey, as represented in this report. We refer the recommendations of the review as

represented in Attachment 6 to the Department of Transport and Main Roads for its consideration and future

action.


Attachment 1 – TLWAG-Q Business Review – Interview schedule

Name Position and Organisation Date

1 Morris, Hal (previously) Chief Executive Officer

Chartered Institute of Logistics & Transport Australia

11/4/12

2 Muscat, Greg Manager, Human Resources DP World

17/4/12

3 Shaw, Roz Chief Executive Officer

Hawkins Transport

Queensland Trucking Association Board

18/4/12

4 Naismith, Skye

General Manager,

Mount Gravatt Coach & Travel Treasurer, Queensland Bus Industry Council

19/4/12

5 Potter, Bill National Learning and Development Manager

NQX College

24/4/12

6 Ralph, Rick Executive Director

Waste Contractors & Recyclers Association of Queensland (WCRAQ)

1/5/12

7 Thompson, Peter

(PROXY for Greg Muscat)

Queensland State Manager

Kagan Logistics 1/5/12

8 Aisthorpe, Vince Manager (Supply & Procurement Business

Financial Services) Stanwell Corporation Limited

2/5/12

9 Garske, Peter Chief Executive Officer

Queensland Trucking Association 3/5/12

10 McKenzie, Col Executive Director Association of Marine Park Tourism Operations

3/5/12

11 Biagini, Peter Queensland State Secretary Transport Workers’ Union of Australia (TWU)

8/5/12

12 Thirgood, Michael State Manager Qld

BCR Australia 11/5/12

13 Tape, Dave (PROXY for Skye Naismith)

Executive Director Queensland Bus Industry Council

14/5/12

14 Wiltshire, Tom Manager Business Improvement -

Operations QR National

15/5/12

15 Bryan, Kim

(PROXY for Tom Wiltshire)

Vice President

Talent and Organisational Development QR National

15/5/12

16 Hammond, Jo Operations Manager

Coles Logistics

16/5/12


Attachment 2 – Model 1: Existing TLWAG-Q model

Delivering Workforce Futures 2012 Connecting Industry, encouraging diversity, creating industry awareness, building

skills and workforce development

Transport and Logistics Workforce Advisory Group –

Queensland (TLWAG-Q)

(Approx 15 members from associations, industry, government

and union)

• will meet quarterly

• will be departmentally appointed

• will identify industry workforce issues

• will communicate TLWAG-Q information and opportunities

Transform (led by TLWAG-Q, report internally within TMR)

A small unit of Government employees funded primarily by

TMR, with support from Skills Queensland and other

Queensland Government departments (from time to time)

• will lead the Queensland Government function under the

TLWAG-Q direction

• will lead the function of the Transport and Logistics Skills

Body (Qld)

• will secretariat the TLWAG-Q function

• will coordinate and deliver the workforce projects

identified by the TLWAG-Q

• will deliver Workforce Futures 2012

• will provide specialist advice and solutions to TLWAG-Q in

response to identified issues

• will not be members of the TLWAG-Q


Leadership Group (to be named) (Approx 10 members)


• will be ministerially appointed


• will communicate TLWAG-Q information, opportunities and

feedback requests

• will lead working groups on issues of relevance to them

Attachment 3 – Model 2: Wider Industry Leadership (WIL)



Associate membership (Approx 50 organisations identified by the

Leadership group – including the Leadership Group’s organisations)

• will not meet as a total group (will be a virtual membership)

• will be ministerially invited

• will receive TLWAG-Q information, consultation and feedback

requests

• will be invited to join working groups of their choice and relevance

to them

Transform (led by TLWAG-Q Leadership Group, report internally within

TMR)

A small unit of Government employees funded primarily by TMR, with

support from Skills Queensland and other Queensland Government

departments (from time to time)

• will lead the Queensland Government function under the TLWAG-Q

Leadership Group’s direction

• will lead the function of the Transport and Logistics Skills Body (Qld)

• will secretariat the TLWAG-Q function

• will coordinate the workforce projects identified by the TLWAG-Q

Leadership Group and feedback from its associate membership


• will provide specialist advice and solutions to TLWAG-Q in response

to identified issues

• will not be members of the TLWAG-Q

Working Groups

• will have a specific issue

and timeframe

• will come from associate

membership

• will be led by a TLWAG-Q

Leadership Team member

• will be allocated a Project

Coordinator from

Transform


Attachment 4 – Model 3: Split TLWAG-Q (Freight) & TLWAG-Q (Passenger)




Queensland (TLWAG-Q) - Freight

(Approx 15 members from freight associations, industry,

government and union)




• will communicate TLWAG-Q information and

opportunities


Queensland (TLWAG-Q) - Passenger

(Approx 15 members from passenger transport

associations, industry, government and union)




• will communicate TLWAG-Q information and

opportunities

Transform (led by TLWAG-Q, report internally within TMR)

A small unit of Government employees funded primarily by TMR, with

support from Skills Queensland and other Queensland Government

departments (from time to time)

• will lead the Queensland Government function under the

TLWAG-Q’s direction

• will lead the function of the Transport and Logistics Skills

Body (Qld)

• will secretariat the TLWAG-Q function/s

• will coordinate and deliver the workforce projects identified

by the TLWAG-Qs


• will provide specialist advice and solutions to TLWAG-Qs in

response to identified issues

• will not be members of the TLWAG-Qs


Attachment 5: Get Involved Survey Results


Attachment 6 – Recommendations of TLWAG-Q Business Review 2012

Recommendation Implementation Actions Issue 1 – Industry Engagement Model

R1.1 Establish Transport & Logistics Workforce Advisory Group – Queensland consistent with Model 2: Wider Industry Leadership Model referred to in s6.2.2 of this report

• Expand membership base of TLWAG-Q (consistent with review finding recommending increased organisational membership)

• Create Executive Council and Associate Member groups within TLWAG-Q

• Brief the Minister Transport and Main Roads on role in endorsing/selecting TLWAG-Q membership

Issue 2 - Industry and Sector Representation R2.1 TLWAG-Q represent industry through the

membership of industry leading companies/organisations, influential associations, union involvement and government partnership (TMR) across Executive Council and Associate Membership.

• Criteria for membership of TLWAG-Q Executive Council and Associate Members be developed

• Circulate Expression of Interest seeking nominations for Executive Council membership (TMR maintains membership as Chair of TLWAG-Q)

• Forward nominees for Executive Council to the Minister for Transport and Main Roads for approval

• Invitation forwarded to prospective Executive Council members by the Minister for Transport and Main Roads

• Following nomination by Executive Council members, an invitation be forwarded to prospective Associate Members possibly by Minister for Transport and Main Roads

R2.2 TLWAG-Q seek representation of the following industry sectors on the Advisory Group:

• Road Transport

• Rail

• Ports

• Aviation

• Warehousing

• Reverse Logistics

• Marine Tourism

• Ensure Expression of Interest selection process for Executive Council membership incorporates consideration of sector representation

• Ensure process for Associate Member nomination incorporates consideration of sector representation, and a balance of other factors including representation of both passenger and freight areas, smaller and larger operators, smaller influential industry associations and regional operators.

Issue 3 – Governance R3.1 Retain ‘Transport & Logistics Workforce Advisory

Group – Queensland” as the name of the group • No additional action needed.

R3.2 Retain partnership and hosting arrangements with Queensland government

• Gain endorsement of TLWAG-Q Business Review recommendations by Transport and Main Roads

R3.3 TLWAG-Q Chair remain the Department of Transport and Main Roads Responsible Officer (presently General Manager, Rail Ports & Freight), as nominated by industry, to provide bipartisan leadership to the group

• No additional action needed. Position not subject to Expression of Interest outcomes

R3.4 Membership of the TLWAG-Q Executive Council be reviewed biennially.

• Update TLWAG-Q Terms of Reference/Charter to reflect membership review period

R3.5 Membership of the TLWAG-Q Associate Membership group be reviewed biennially (in alternating years from Executive Council).

• Update TLWAG-Q Terms of Reference/Charter to reflect membership review period


R3.6 TLWAG-Q Associate Members be nominated by members of the Executive Council

• Executive Council nominate Associate Members consistent with agreed criteria.

• The Associate Membership is a virtual group with no scheduled face to face meetings.

• A New Members Induction Package be developed.

• A membership benefits summary be prepared for inclusion in the New Members Induction Package, as a resource for the Executive Council and possible inclusion on TMR website

R3.7 TLWAG-Q Executive Council meetings be scheduled quarterly, with additional meetings called at the discretion of the Chair.

• Twelve month meeting schedule be prepared based on recommended frequency.

R3.8 Remuneration not be offered to members for participation in TLWAG-Q activities and discussions

• Update TLWAG-Q Terms of Reference/Charter to reflect remuneration guidance

Issue 4 – Function R4.1 The Transport and Logistics Workforce Advisory

Group - Queensland will deliver the following functions on behalf industry:

• Identify current and future workforce capability challenges

• Partner and advise government in the development of targeted workforce programs

• Support and champion the delivery of targeted workforce programs

• Influence the development of relevant workforce policy

• Contribute to the development of an identifiable and consistent transport, logistics and supply chain brand

• Update TLWAG-Q Terms of Reference/Charter to reflect agreed TLWAG-Q functions

• Agreed functions be used as a basis for future strategic planning discussions

R4.2 TLWAG-Q Executive Council undertake strategic planning activity to provide direction to membership and context for Workforce Futures 2012

• Strategic planning workshop be conducted to develop group vision, priorities and objectives for 2012 - 2015

Issue 5 – Role of Members R5.1 TLWAG-Q members roles encompass:

• Accurately representing the interests of TLWAG-Q to industry and stakeholders

• Representing my sectors’ interests on TLWAG-Q

• Gathering and transmitting industry intelligence to TLWAG-Q

• Using my own and provided channels to transmit TLWAG-Q information to industry

• Serving as a champion for workforce capability programs to industry

• Update TLWAG-Q Terms of Reference/Charter to reflect member roles

• Develop TLWAG-Q Executive Council profiles

Issue 6 – Communication – Strengthening relationships with industry R6.1 TLWAG-Q Communication Plan be reviewed to

investigate and incorporate outcomes of the review • TLWAG-Q Communication Plan be updated to

reflect communication preferences including the following

o usage of industry channels to promote TLWAG-Q programs,

o title-bar prefacing of email to members identifying actions required,

o ‘repackaging’ of information on


project/programs and available funding sources in a form suitable for circulation to industry

o and other matters referred in the attached report

R6.2 Priority be given to optimising use of the following communication tools and channels in transmitting information to industry:

• Concise emails to TLWAG-Q members

• Use of industry publications and communication tools eg QTA Transporter

• Development of TLWAG-Q Newsletter, or similar

• Use of existing networks across industry (word of mouth)

• Update Communications Plan as appropriate.

R6.3 Improve TLWAG-Q knowledge of Transform projects, programs and project managers

• Develop Transform team profile and project listing as an aid to directing member enquiries

R6.4 Provide identifiable industry contacts and champions for TLWAG-Q programs to support wider industry engagement

• Develop TLWAG-Q Leadership Group profiles for use including nomination of program champions

R6.5 Improve knowledge sharing opportunities between TLWAG-Q and TMR

• Investigate demand for establishment of regular one-on-one catch-ups between Executive Council members and the Director of Transform

• Develop a process for informing TLWAG-Q of individual industry approaches to Transform

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