aims to investigate the consequence of these regional connections on the neighbouring areas (Greater Sydney Commission, 2018).
Qualitative Analysis USE OF EVIDENCE Greater Sydney Commission draws its data from open data sources accessible to everybody. For present demographics and targets to be achieved it gathers data from ABS. For the direction adopted in the report - ‘A well connected city’ GSC clearly states that the data collected for the purpose of this theme is from Future Transport 2056. GSRP also highlights all its resources in the endnote section of the document. The data can be traced back to its source through the dashboard provided on GSC’s website. It gives the links of the data used to develop the freight corridors and public transport. All the data has been obtained from OpenData platform which is utilised by Transport for NSW. This data also showcases the surveys done until November 2019, which highlights the constant monitoring that has been taking place. ABS and OpenData are portals accessible via the internet, but the public may lack the knowledge about these sources and how to use and access them. CONSIDERATION OF STAKEHOLDERS GSC was formed in 2016 to create a cohesive and well integrated Sydney for all. Since the beginning of this process they have consulted with over 7000 people at every stage. This has helped them develop a strategic plan for people. For instance, when the idea was rst conceptualised it was discussed with the community regarding their expectations. After the next six months the plan was put up for exhibition and feedback from the community (Greater Sydney Commission, 2017). Constant consultations have been held with residents of Sydney. GSC has made it a point to include people of di erent cultures, ages and diverse backgrounds to understand the nature of a very culturally vibrant Sydney. Similarly, they engaged with stakeholders at various levels community groups that may be interested in the GSC process, the local business stakeholders, major companies involved and nally, the local councils (Greater Sydney Commission, 2017). In Arenstein’s Ladder, GSC has reached the stage of tokenism. They have an engagement strategy on their website which informs about the strategy and measures they have been and will be adopting for engagement with the community. It also speaks about the six principles they have adopted while engaging with the community - respectful, collaborative, approachable, transparent, inclusive and evaluated. Bodies such as youth panels, citizens panels have been made to receive a metric on thematic objectives. Advertisements, websites, social media and newspapers are some of the modes that have been adopted to spread awareness to the community (Greater Sydney Commission, 2017) (Appendix 9).
APPROPRIATION OF PERFORMANCE MEASURES One of the main visions of GSRP is to achieve a place where its residents reside 30 minutes away from a strategic centre or a metropolitan centre. Even for the direction chosen in this report, the method adopted is measuring the percentage of dwelling within the 30 minute radius via public transport of the strategic and metropolitan centres. The calculations are done by Network Capability Tool which is currently being developed by Transport for NSW. It maps out the time taken from residence to work using the public transport time table. It has a variation of a wait time of approximately 3 minutes which alters the outcome. (Dashboard: A well-connected city | Greater Sydney Commission, 2020) Although this tool is still under development, the assumption for a wait time of 3 minutes has not been discussed. It also does not take into consideration the time taken to reach the public transport, this may impact the result quite a bit. Further, the time taken also doesn’t consider the time that the train or bus stops at every stop. The tool also doesn’t describe from where the 30 minute is being measured - from the edge of the strategic/metropolitan centre or within. A result of these assumptions may be that all the two cities of Central and Western achieve a similar result Page 11
fi
fi
ff
PLAN9063 | Strategic Planning and Design