26 minute read
The Hon Michael McCormack MP | Deputy Prime Minister, and Minister for Infrastructure, Transport and Regional Development
It was certainly interesting to listen to the panel and their thoughts on state–federal relations, governance, and the need for more energy infrastructure. It is always fascinating to hear those perspectives. When you are right in the middle of the debate, you appreciate the fact that we do need more infrastructure and we do need to resolve the energy situation. As a Government, we are trying to resolve those sorts of things.
We’re certainly, as part of a phased-in infrastructure rollout, getting things done. That’s why we have committed to a $75 billion infrastructure investment pipeline over the next decade. All too often, governments are criticised for not having vision, not having a long-term plan. We, as a Federal Government, are putting in place the sorts of things now to have that plan over the next decade.
I am the Minister for Infrastructure, Transport and, after the latest changes, Regional Development. I’m very proud of those portfolios. I’m very proud to be a part of this Government, which has the future of these sectors front and centre of our policy making. Infrastructure supports economic activity and efficiency, livability, and the productivity capacity of our communities. It is the connector between people and markets, and the safety of our citizens.
On our roads last year, 1,227 people sadly lost their lives and 35,000 people were injured. Those figures are too high, and we should always want to make sure that whatever infrastructure we put in place is mindful of getting people home, getting people to work, getting people from point A to B – wherever they want to go – sooner and safer.
We’re taking a leadership role in infrastructure investment and reform, alongside road safety. We’re building the things that we need to – whether it’s ports, rail, whatever it is – to make sure that we get better outcomes for our industries, factories, farmers, small businesses and communities.
I welcome input from organisations such as Infrastructure Partnerships Australia, who help guide thinking on future developments. We’re focused on getting more from our infrastructure investment dollar, the taxpayer’s dollar. We need to make sure that we can get maximum value for money – maximum bang for our buck.
We also need better integration between our infrastructure needs and planning, especially around urban centres. The Commonwealth is becoming a more informed investor, and is having a say in where, how and why taxpayers’ funds are invested. We’re also encouraging those who are best placed and have the skills to fund and deliver the infrastructure we need in the private sector and capitalising on technology advances to deliver our programme. That is why the discussions that we have at forums such as Partnerships are so critical to our thinking and the way we put the plan we have into action.
There are rapid developments in our Asian region and around the world which continue to challenge our competitiveness. The capacity of nations to respond to their infrastructure needs is often marked on the league tables. This is an important measure for governments to consider, because infrastructure is essential to boosting our productive and development capacity, and to improving connections to international markets.
We have had great success in recent times. One of the first jobs of Scott Morrison as the new Prime Minister was to go and forge better trade relations with Indonesia and sign a deal that builds on a recent signing with the Trans-Pacific Partnership (TPP-11). That’s a $13 trillion opportunity for Australian businesses, Australian farmers and Australian markets. This builds on the free trade agreements we already have with Peru, South Korea, China and Japan. These deals are enabling our businesses and our farmers to be able to compete on a global stage because we are geographically best placed to do just that. The important thing is we need the infrastructure to be able to capitalise on those markets.
We know that to be successful as a Commonwealth Government, we need to work in partnership with industry and with state and local governments. The local government level is where it all starts. We should never underplay the significance of our local councils – the people that are at the very coalface of interaction between people and communities, and government. We should never forget that.
With this in mind, the Government is not going to ignore the chorus from industry for a better approach. Industry said, ‘We need certainty, we need consistency of work so we can grow our businesses and keep our skilled personnel employed’. We have future projects to plan and we know how to invest for the future. That’s industry.
Government does not always share those same ideals when we get bogged down in bureaucracy and the politicking
of the day. But we need to make sure that we are in tune with industry. Our Government is providing that certainty by being industry-focused, jobs-focused and future-focused.
I will talk about how we are supporting you and about what the informed investor is. This concept, of course, has multiple leanings. We have consistently said that we are no longer an ATM for the states, but it is also about ensuring that industry knows that we are investing taxpayer funds. We need to make sure there is value for the dollars, and we have made a major shift in the way the Australian Government invests to support industry.
We are committed to a nationwide $75 billion, decade-long infrastructure pipeline. In the 2018–2019 Budget we invested an additional $24.5 billion in new infrastructure projects. Our pipeline of projects looks out over 10 years – that planning, vision and future focus. We’ve made this commitment to create certainty for industry. We are conscious of the fact that investment of that nature does take planning and does take vision. That is where we need industry participation to tell us what we should be doing and how we should be doing it.
Currently, there are 600 major projects and more than 24,000 smaller projects that have been delivered, are being delivered, have been committed to or are under construction. This has been made possible by us focusing on what is needed and taking on board industry advice. It further proves that we cannot deliver all the projects at the same time, and that’s why we are focused now over a 10-year period.
An ‘informed investor’ means that we’re smoothing out the boom and bust of the construction cycle. That means there’s phasing in, consistency, continuity and certainty. We know that it’s important to have an eye to market capacity.
I also want to work with state governments to make sure that we do roll out the infrastructure where we need it. I don’t care what colour they might be, as long as we get the infrastructure pipeline rolled out and in a timely fashion. Solving those intergovernmental agreements and making sure we get on with the job – that’s what people expect us to do, in a bipartisan way. Though we might be the Liberal-National Government in Canberra, we are working for all of Australia, no matter who might be in government at a particular state level.
We are getting on with the job of working with the states to deliver the other sorts of projects that we should be doing. Right now in Sydney, Melbourne, Brisbane and Perth, there’s an enormous amount of infrastructure. Work is happening in other capitals, too. I was very pleased to stand with Steven Marshall, the South Australian Premier, and Stephan Knoll on the NorthSouth Corridor recently. We were looking at what we’ve done, but more importantly, we were talking about what we need to get on with and do for Adelaide and South Australia more generally.
Through the pipeline, we’re investing in projects at differing scales – from mega urban rail projects such as the long-awaited Melbourne Airport Rail Link (I’m delighted to hear about private sector investment and the encouragement in that regard),
to Western Sydney Rail, METRONET in Perth, upgrades on regional freight corridors through our new Roads of Strategic Importance Initiative, and the $9.3 billion investment that we’ve committed to Inland Rail connecting 1700 kilometres – a corridor of commerce – between Melbourne and Brisbane. This shows we’re getting on with the job of delivering nation-building infrastructure, not just for the areas between Melbourne and Brisbane, but for the entire nation. When you build that sort of nation-building infrastructure, everybody benefits, not just the states through which it goes.
It’s providing opportunities for all areas of the construction sector to benefit from this investment. The booming infrastructure work has pushed the number of cranes across Australia’s skylines to a new high of 735, more than all of the United States according to the latest RLB Crane Index.
In Melbourne, there’s a record 192 cranes over the skyline and in Sydney, that number is about 320. They’re impressive numbers. It shows that it’s not only Government getting on with the job, but that there’s confidence in the private sector, and that’s perhaps even more important because we need to have people backing themselves. We need to have large and small businesses backing themselves. Obviously, we’re getting behind and backing them, with record low tax rates – the lowest the small business tax rate has been in 78 years – but also making sure there’s the confidence, the certainty, to invest and to go forward.
The 2018−2019 Budget pipeline provides for the next tranche of major projects. Even we realise that this is not enough. That’s why we’ve committed $250 million to a new Major Project Business Case Fund. The Business Case Fund will ensure that as projects in the pipeline are built, the next wave of priority projects are being planned. That’s the key to our rolling investment approach.
We’ve also heard from industry that we need to consider the long-term development of the industry, by ensuring that procurement and tendering practices are competitive in delivering value to taxpayers, and a level playing field to tiertwo and tier-three companies and contractors through the supply chain. That’s of critical importance, and I know each and every one of you understands it as well.
The Australian Government generally does not have a direct role in procurement – that’s generally the responsibility of states. However, national leadership demands greater interest in ensuring that tendering processes are efficient, cost-effective and flexible, and promote competition in the market.
The majority of the Infrastructure Investment Program is delivered to states and territories through the National Partnership Agreement on Land Transport Infrastructure (NPA). Under the NPA, all projects receiving more than $20 million in Australian Government funding require local industry participation plans. That’s critical in ensuring that local jobs
Encouraging a competitive infrastructure construction market
In connection with Partnerships, the Deputy Prime Minister announced he would commission a report to examine how procurement policy and practices can deliver better value for taxpayers, and foster the development of expertise and experience in the construction sector.
The Deputy Prime Minister said the community should have confidence that the size of the Government’s infrastructure investment provides opportunities across the construction supply chain.
To help inform the report, workshops with industry were held in Melbourne and Brisbane during October.
This report has now been considered by the COAG Transport and Infrastructure Ministerial Council. At the meeting, Ministers acknowledged issues raised by industry, including the importance of developing market capacity, improving procurement processes and adopting more market-responsive approaches to risk allocation, and improving skills and training.
The Ministerial Council endorsed seven high-level principles, against which all jurisdictions have committed to reporting within 12 months on the actions taken.
are going to local projects, delivered by local contractors. This policy aims to ensure full, fair and reasonable opportunity for Australian businesses to complete the work. That’s really critical and has been apparent in the Western Sydney Airport project.
Investment in transport infrastructure is providing certainty for industry that there is work ahead. It’s about maximising the benefits of the investment. It’s making sure that we get on with the job of rolling out the infrastructure pipeline.
If the Commonwealth is being an informed investor, we need to be involved earlier in decision-making processes to best influence the desired social and economic returns on investment. We need expert advice to inform that investment strategy. So, we established Infrastructure Australia as an independent body and tasked it with maintaining the national Infrastructure Priority List and providing assessments of major project business cases.
Infrastructure Australia’s Infrastructure Priority List was a major input into the development of the project pipeline that was announced in the Budget. In fact, 85 per cent of that pipeline was identified as high priorities or priorities on the Priority List published in March. I compliment and congratulate Infrastructure Australia on the work that it has been doing. We need to pick the right projects and then plan, design and invest
to make sure that the project maximises its benefits – whether it be improved safety or reduced congestion, a very big topic for anybody who lives in a capital city.
We’ve invested $1 billion of the Budget into just that: breaking through some of that congestion. We’ve got a lot of work to do. We’ve just made Alan Tudge the Minister for busting congestion, as well as urban infrastructure projects and population. It’s really important that we have population as a portfolio on its own, standing alongside urban infrastructure and congestion busting. It’s critical that we make sure that the population is evenly distributed so that we can maximise the benefits of those infrastructure projects.
Over recent years, the Government has undertaken numerous initiatives to encourage and support wider use of innovative financing. We’re interested in using alternative funding mechanisms, such as equity where appropriate, but continue to recognise that financing should not drive investment decisions alone. When determining how best to invest in a project, the Government considers a number of factors, including the best way to manage risk and how to deliver value for money for taxpayers. Commonwealth equity investments recognise that the Federal Government takes a longer-term view to investments than the private sector does. That’s certainly the case for a project such as Western Sydney Airport.
I mentioned Inland Rail earlier. The businesses I speak with don’t care if the Government’s investing in Inland Rail through an equity contribution or as a grant. They just want to see it done. What they care about is the Government funding real construction and getting on with the job. We dropped off the first 600 tonnes of steel at a little place called Peak Hill in Central Western New South Wales, earlier this year. We’ve just had the Narromine-Parkes section Environmental Impact Statement ticked off on and work is beginning. It’s going to be a marvellous project, and offers rewards and investment opportunities, especially for regional areas.
The establishment of the Infrastructure Project and Financing Agency (IPFA) has strengthened our ability to maximise the use of innovative funding measures. IPFA has been in operation for around a year now. Prior to IPFA’s creation, there was a misconception from some in the industry that they would be competing in the market as a financier. I hope that a year on those fears have been laid to rest. This approach of better utilising innovative financing and funding mechanisms delivers better value for taxpayers.
Under the leadership of Chief Executive Officer Leilani Frew, IPFA has delivered milestone achievements on a number of nationally significant projects. I look forward to continuing to work with Leilani and her dedicated team to making sure IPFA ticks off on its KPIs and provides specialist Public Private Partnership expertise through conducting market soundings for things such as intermodal terminals. IPFA is supporting the negotiations process for the Western Sydney City Deal with the New South Wales Government. There’s so much that’s going to be done.
But of course, we need to consult with all stakeholders, whether it’s private or public. We need to make sure that stakeholders are engaged and aware of what’s happening, and the investment opportunities. This ensures that benefits are maximised for the people who use that infrastructure.
The Government understands its responsibilities in ensuring the whole construction industry benefits from the opportunities that we’re helping to create. It’s not old-school industry policy. It’s about the Australian Government supporting the development of expertise and experience in our construction market to continue to be able to bid for work.
Forums such as Partnerships help form our framework for what we need to do. Of course, I can stand here as the Infrastructure, and the Transport and the Regional Development Minister and talk to you, but it’s also important that I listen. And it’s important I take on board those soundings with a better view, with a greater view, and with a more widely held view from public perception about what we need to do as a Government to better serve the people who voted us in and for those people who didn’t vote for us. We need to also make sure that we deliver value for money for our taxpayers, and we see this through our road projects, rail projects, and in investments in the aviation sector. These are the sorts of investments that people need, want, expect, and deserve so that they can get home sooner and safer. We can make the right financing decisions, we can take on board financing help from the private sector, and we can get on with the job of building a better Australia.
The Hon Michael McCormack MP – Deputy Prime Minister, Minister for Infrastructure, Transport and Regional Development
Prior to entering Parliament, Mr McCormack began professional life as a cadet with The Daily Advertiser. At the age of 27, he was appointed to the newspaper’s editorship, becoming the youngest person appointed to edit a daily newspaper in Australia at the time. During his career at the newspaper, Mr McCormack was a champion of many community issues. Mr McCormack was elected as The Nationals’ Member for Riverina on 21 August 2010. Following the 2013 Federal Election, Mr McCormack was appointed Parliamentary Secretary to the Minister for Finance and in September 2015 he was then appointed Assistant Minister to the Deputy Prime Minister. In this role, Mr McCormack worked alongside then Nationals’ Leader and Deputy Prime Minister, Warren Truss, in the administration of regional development programmes. Following the announcement of Mr Truss’s retirement in February 2016, Mr McCormack became the Assistant Minister for Defence and after the 2016 Federal Election, Mr McCormack was appointed to the Ministry as the Federal Small Business Minister. On 26 February 2018, Mr McCormack became the 14th Leader of The Nationals and the 18th Deputy Prime Minister of Australia.
Parramatta Light Rail project on track to drive smart city transformation
World-class infrastructure will benefit residents, business and broader region.
The Parramatta Light Rail project will support Parramatta’s development as Sydney’s second CBD, as well as the New South Wales Government’s vision of Greater Sydney as ‘a metropolis of three cities’ where people live within 30 minutes of their job, education and key services.
‘Stage 1 of the project, due to commence operations in 2023, will transform travel in Greater Parramatta, improve community amenities and create vibrant public spaces,’ says Parramatta Light Rail Project Director Tim Poole.
By 2026, nearly 30,000 people are expected to use Parramatta Light Rail daily, and 130,000 residents will live within walking distance of the line’s 16 stops.
More people visiting the CBD daily will generate employment and investment opportunities, and will help Parramatta to realise its potential to become one of Australia’s leading smart cities. Stage 1 of the project is expected to create 5000 direct and indirect jobs.
Parramatta is the epicentre of an economic boom in western Sydney. Approximately 40 developments are approved or under construction in Parramatta, and more than half of all new jobs in Sydney are expected to be created in Greater Western Sydney by 2031.
The region was home to an estimated 2.17 million people in 2016, and its population is forecast to reach 2.92 million in 2036. Parramatta’s population is expected to rise from 237,250 residents in 2016 to 388,900 in 2036, according to New South Wales Government forecasts.
Parramatta Light Rail is integral to managing this growth. The 12-kilometre line will support high-frequency, turnup-and-go light rail services seven days a week, thus enhancing Parramatta’s mobility, connectivity and productivity as its population grows.
Environmental benefits are significant. Parramatta Light Rail is expected to take the equivalent of 25,000 cars off the road each day in Greater Parramatta by 2041. Many trees will be planted along the light rail corridor, and the existing Carlingford Line will be transformed into a green corridor with a dedicated link for pedestrians and cyclists between Carlingford and Parramatta.
Parramatta Light Rail at Macquarie Street near Western Sydney University’s Parramatta CBD campus
Community support for project
The New South Wales Government recognised the potential of the light rail in the region in 2012, and the need to collaborate with the City of Parramatta to identify a new transport network that would best serve the city’s growth.
Council completed the Western Sydney Light Rail Feasibility Study in 2013. The benefits of light rail aligned with the Department of Planning and Environment’s ‘A Plan for Growing Sydney’ (2014), which recognised Parramatta’s potential to become a much larger employment, housing and services hub.
A preferred network for Parramatta Light Rail was unveiled in December 2015, and after two years of extensive public and stakeholder consultation, Stage 1 of the project received planning approval in May 2018. Key contracts for project works are expected to be awarded by the end of this year.
Stage 1 will connect Westmead to Carlingford via the Parramatta CBD
Parramatta Light Rail at Church Street near Parramatta’s Centenary Square
and Camellia. The two-way track runs past the Westmead Precinct, one of Australia’s largest health, education, research and training precincts; several historical sites; the new Western Sydney Stadium and Powerhouse Museum; Rosehill Gardens Racecourse; three Western Sydney University campuses; and the cultural precinct on Parramatta River.
It also traverses the Parramatta North Growth Centre, the new Camellia Town Centre, and the private and social housing redevelopment at Telopea.
The project’s proposed second stage will connect to Stage 1 at Camellia and run north of the Parramatta River through the fastgrowing suburbs of Ermington, Melrose Park and Wentworth Point to Sydney Olympic Park, providing a new public transport option to this booming sport, entertainment and employment hub.
In October 2017, the New South Wales Government announced the preferred route for Stage 2, and a final business case is expected to be completed in 2018. If approved, Stage 2 will add another nine kilometres to the light rail system, making it one of Australia’s longest light rail networks.
Project governance and community consultation have underpinned Parramatta Light Rail’s early progress. More than 200 project staff members, based in Parramatta, are working directly with contractors, suppliers and stakeholders. ‘Robust processes and monitoring are in place to ensure that the Parramatta Light Rail project delivers benefits to both the community and government,’ says Poole.
He adds: ‘Project integration is central to the strategy. The Parramatta Light Rail team is working closely with stakeholders, community and other projects including Sydney Metro (Metro West) to deliver an integrated, city-shaping solution that creates sustainable value for the community, industry and region for decades to come’.
Light rail integral to smart cities
Light rail is a feature of many of the world’s great cities and smart city transformations. International experience shows that light rail can improve community connectivity and mobility, energise CBDs by making them livelier and more cosmopolitan, and can support the development of knowledge hubs, including education or health precincts, which create jobs.
Several Australian cities have constructed, are currently building or are investigating the feasibility of light rail networks in their CBD. Stage 1 of Parramatta Light Rail is similar in length to the Sydney Light Rail, Gold Coast Stage 1 and Canberra Light Rail projects.
‘The experience of these and other light rail projects are being studied to produce the best outcome for Parramatta and the Greater Western Sydney region,’ says Poole.
‘The 10-year goal for Parramatta Light Rail is that anybody in Greater Parramatta can use light rail to enjoy new and existing leisure and recreational options in the region. That could include watching a game at Western Sydney Stadium, visiting a blockbuster exhibition at the Powerhouse Museum or dining out on Eat Street.’
Tens of thousands of students could use Parramatta Light Rail each year to go to university.
There is potential for people to walk or cycle to a light rail stop and hop on a service that runs every seven-and-ahalf minutes in peak periods.
Parramatta Light Rail will be a catalyst for new investment in Parramatta’s CBD and around the main stops on the corridor, as more people choose to live close to public transport, adding to Parramatta’s smart city transformation. ♦
To learn more about Parramatta Light Rail, visit www.parramattalightrail.nsw.gov.au.
1 Deloitte Australia, ‘Parramatta Crane Survey’,
December 2017. 2 NSW Government Planning & Environment, ‘Western Sydney Land Extension’, December 2014. 3 O’Neill, P. Centre for Western Sydney, Western
Sydney University, ‘Addressing Western Sydney’s
Jobs Slide’, 2016. 4 NSW Government Planning & Environment, ‘2016
New South Wales Government State and Local
Government Area Population Projections’, 2016.
A dynamic gateway to regional Australia
The Port of Newcastle is one of Australia’s largest and most diverse ports. A global gateway to regional Australia, the Port handles all cargo types, including dry bulk, bulk liquids, project cargo, general cargoes, roll-on roll-off (RORO) vessels and containers.
Few Australian ports can match the unique capacity, connectivity and capability of the Port of Newcastle. Its channel can accommodate double the current trade and direct connections to uncongested road and rail networks, linking the Port with a large and diverse catchment across New South Wales.
The Port of Newcastle has embarked on an ambitious diversification strategy to expand trade and service new markets.
The development of a container terminal is a key element of this strategy. The Port has developed the concept for a container terminal development that takes advantage of the best-connected vacant port land site on the Australian eastern seaboard. The site has the capacity for a twomillion twenty-foot equivalent unit (TEU) per annum terminal, and the Port has plans for an efficient, best practice operation that will be unlike that of any other Australian port.
As part of the Port’s diversification agenda, the team is working on a number of additional key strategic development opportunities.
Plans are currently being finalised to develop a General Cargo Hub with a focus on making Newcastle the east coast’s port of choice for steel and general cargo handling, with improved berth availability and the best in cargo care.
The recently commenced Newcastle Bulk Terminal project is a $33-million investment into worldleading bulk-handling equipment, which will also drive efficiency and maximise trade growth at the busy common user bulk terminal.
Port of Newcastle is also continuing to progress the establishment of a niche automotive and oversized RORO facility, and is ready to leverage the future disruption of traditional automotive import supply chains.
The Port of Newcastle may be well known as the world’s largest coal export port, but its supply chain is also recognised as a global leader. The Port maintains a proven track record in the delivery of complex logistics projects, and is ready to work with the supply chain to support current and future infrastructure projects planned across the state.
The Port of Newcastle has recently released its Port Master Plan, which provides a broad and strategic approach to future port developments and opportunities through to 2040. The plan will be a key part of the Port’s ongoing conversation with its customers, partners, government and the community. ♦
To find out more about Port of Newcastle, call 02 4908 8200 or visit www.portofnewcastle.com.au.
Putting people at the heart of the transport revolution
Keolis Downer is a leading multimodal transport operator with global experience. Our customer-driven culture encourages us to constantly innovate and provide a seamlessly integrated public transport service.
A paradigm shift in public transport is happening, as we are going through a major technology revolution that is changing the way we travel, modifying the mobility ecosystem, and encouraging us to be agile and to reinvent the way we do transport – from policy to regulation, infrastructure, transport offering and skills standpoints.
Transport modes have already evolved to be electric, more automated, comfortable and fuel efficient. We are now about to experience another disruption with digitisation, connectivity, and artificial intelligence (AI). The impact these will have is difficult to anticipate.
As a public transport operator, we are preparing to face this disruption to continue to deliver, in partnership with governments and transport authorities, a public transport service that is safe, reliable and adapted to people’s needs.
Designing the ‘ideal’ public transport service through local insight
Keolis Downer, through its ‘thinking like a passenger’ approach, has developed unique methodologies, research capabilities and tools to thoroughly understand mobility needs and behaviours, future trends, and how these factors impact the way people travel. This approach helps us to design a transport offering that is adapted to local communities.
Through the integrated public transport network in Newcastle and the implementation of a new bus network, Keolis Downer delivers 40,000 extra trips per month, and enables an optimal use of assets.
In the city of Bordeaux in France, where Keolis has been operating the transport network for 10 years, the patronage on buses increased by 40 per cent in the first four years following a new bus network design.
Our objective is to make public transport and shared mobility the preferred choice for people, and this requires an offer that is adapted, but is also a change of culture.
Changing mindsets and perception toward public transport
We believe that understanding habits and what drives people to share their mobility even more in the future is key to increasing cities’ livability.
Private vehicles offer comfort and flexibility, but individualised mobility results in congestion and pollution.
Narrowing the gap between public and private transport is about changing mindsets and offering a service that is convenient; however, bringing transport infrastructure close to homes is expensive. Technology allows us to close the last-mile gap and render the experience more time-efficient and cost-effective.
Through the new On Demand service that Keolis Downer operates in Sydney’s Northern Beaches, as part of the New South Wales On Demand pilot program, we are changing the way people travel. As much as 96 per cent of our customers think that the service is a better alternative to their private car.
Progressively, we need to give
David Franks, CEO, Keolis Downer people sufficient confidence that a combination of mass transit and shared mobility services will enable them to access a seamless end-to-end journey, and give them the freedom to choose the way they travel.
Keolis was an early entrant in the shared mobility market by partnering with start-ups and industry organisations whose know-how and agility have proven to be real sources of added value.
We will continue to engage with industry partners, transport authorities and governments to ensure that innovation is used to improve performance, enhance the passenger experience, and encourage modal shift to face population growth and create more livable cities. ♦
