Rail System Operations & Maintenance

The MTM network covers and extent of 990km of track infrastructure. Being an operational infrastructure asset that is being renewed and life extended, the works needed to be planned in accordance with the highest safety assurance, Works and Operational readiness and within a limited operational window.

T&S Team members led MTM to achieve best for project and network outcomes while ensuring MTM’s accreditation and technical standards were met with no safety incidents.

Our Role in the Project

Our nominated T&S team members held a variety of senior roles (see listed below) within the project.

• The MTM Project Controls Manager — Track infrastructure role on the program involved overall responsibility for the interface, financial management, budget ownership $170+m per annum, operational disruption management, Safety compliance towards ONRSR, occupation and planning management, ARTO training, risk management and, acceptance and handover, commercial amendments to assets / operations / infrastructure lease including Operating and Maintenance Cost claims on a monthly basis, Works Readiness and Operational Readiness management.
• The MTM Commercial & Financial Management — this role included the oversight and management of the finances and claims with the State government of Victoria. This included daily target outturn costs (TOC) reconciliations against a set agreed claimable units from the State government. This was rolled up into a monthly claim to the State in excess of $10-25m+ on a monthly basis. To do this effectively we had to develop robust benchmarking, claims assessment, cost control mechanism on a daily and nightly basis (as a lot of the work was completed after the last train at night). To do this effectively, there was a need to ensure all mapping of plant, machinery, staff, contractors and overheads were estimated though a standard estimating and claims process. This enabled claims to be review and endorsed from Department of Transport (DOT)/Public Transport Victoria (PTV) with minimal queries or questions. When there was a need to complete larger scope of works, that needed tier 1 or Tier 2 major contractors, a detailed tendering and procurement process was administer by the T&S Representative. Overseeing a budget of over $170+m there was a need to ensure value for money, transparency and oversight was in place to ensure the contractors that were selected were appointed with detailed scope, bespoke and specific contracts that would not enable variation claims.
• The MTM Technical Interface Manager — Track Infrastructure, where our key T&S member was responsible for design and engineering management with associated standard waivers, refinement to improve design solution, construction methodology, staging, constructability assessments and analysis on operational impacts for railway, verification works and operational / maintenance (whole-of-life assessment) analysis of construction versus operational impact confirmation. This role was responsible for Track renewals, turnout renewals and wheel / rail husbandry. The role covered key track maintenance activities and O&M contract procurement and management of specialised and niche track maintenance, such as rail milling, track geometry capture and lubrication strategy upgrades. Further, there was a requirement to negotiate and oversee any lease boundaries changes with VicTrack for DOT & PTV as the authorised Rail infrastructure manager. This included amendments to PASS systems update, ellipse asset data registration and development of lease boundary deed amendments. This was also inclusive for power, utilities, gas and other entities whose assets that are within the rail corridor that we were maintaining and renewing as MTM representatives.