community communications strategy ( ccs-lw) · 2020-05-17 · smcswlwc-syc-1nl-pm-pln-000027 page 1...

SMCSWLWC-SYC-1NL-PM-PLN-000027 of 109

Community Communications Strategy (CCS-LW) Sydney Metro City & Southwest – Line-wide Work

Project number: C600 Systems Connect Project Number

N21063

Document number: SMCSWLWC-SYC-1NL-PM-PLN-000027 Revision date: 02/03/2020 Revision: 01

Document Approval

Rev. Date Prepared by Recommended by Approved by Remarks

00 15/03/19 R Lennings M Billings J Sharp Sydney Metro approved

01 14/04/20 H Orel M Billings S Hunter

Signature:


Details of revision amendments Document Control The Project Director is responsible for ensuring that this strategy be reviewed every six months throughout Line-wide Work. They will be developed, amended and updated, if necessary, to reflect changes in:

A. Design and construction program

B. Stakeholder and community needs

C. Systems Connect’s activities and stakeholder / community information requirements.

D. Lessons learned to reduce customer impacts (where there is an interface with Sydney Trains)

The Project Senior Stakeholder Engagement Manager is responsible for updating this plan to reflect changes as indicated above.

Amendments Any revisions or amendments must be approved by the Project Director and/or client before being distributed / implemented.

Revision details

Revision Details

A First issue – Draft for review by Sydney Metro

B Second issue – Draft for review by Sydney Metro

C Third issue – Amended for review by Sydney Metro

00 Fourth issue – Sydney Metro approved


Contents 1. Glossary .........................................................................................................................................................6

Standard terms and definitions ...............................................................................................................6 Abbreviations .......................................................................................................................................6 Planning approval and compliance requirements ...................................................................................9

2. Strategy overview ........................................................................................................................................ 10 Purpose ..................................................................................................................................... 10 Tailored and staged approach .............................................................................................................. 10 Community and stakeholder communication objectives ....................................................................... 11 Stakeholder and community policy ....................................................................................................... 12 Key messages ..................................................................................................................................... 12 Sustainability targets and stakeholder participation .............................................................................. 13 Community benefits and investment ..................................................................................................... 16

3. Project overview, context and key issues ................................................................................................. 18 Line wide work project locations ........................................................................................................... 19 Project wide issues ............................................................................................................................... 19 Traffic and transport ............................................................................................................................. 20 Cumulative impacts and construction fatigue ....................................................................................... 21 Impacts on homeless people ................................................................................................................ 22 Business impacts .................................................................................................................................. 22 Worker behavior and management of subcontractors .......................................................................... 22 Construction noise and vibration .......................................................................................................... 23 Property and building condition surveys ............................................................................................... 23 Out of hours work ................................................................................................................................. 24

4. Site specific issues and consultation ........................................................................................................ 25 Consultation on design elements .......................................................................................................... 25 Site specific issues management ......................................................................................................... 25 Artarmon substation ............................................................................................................................. 26 Northern and southern dive, Barangaroo – communication approach .................................................. 27 Stations between Chatswood and Sydenham ...................................................................................... 31 In tunnel and underground work ........................................................................................................... 34 Bulk power supply ................................................................................................................................ 34 Sydenham to Bankstown rail corridor upgrade ..................................................................................... 37 Compound and ancillary facilities ......................................................................................................... 44

5. Working together ......................................................................................................................................... 45 Systems Connect’s Stakeholder Engagement team: roles and responsibilities.................................... 45 Key interfaces ..................................................................................................................................... 46 Site induction process .......................................................................................................................... 49 Innovative programs, processes and methodologies ............................................................................ 49 Milestone media events and community access to construction sites .................................................. 50

6. Our stakeholders ......................................................................................................................................... 51 Overarching stakeholders ..................................................................................................................... 51 Line-wide Work stakeholders................................................................................................................ 52 Culturally and linguistically diverse communities .................................................................................. 56

7. Supporting tools and processes ................................................................................................................ 65 Project contact information ................................................................................................................... 65 Systems Connect’s public communication materials ............................................................................ 65 Traffic and transport communications ................................................................................................... 67 Project website ..................................................................................................................................... 67 Community signage .............................................................................................................................. 68 Urban design and visual amenity: site structures and equipment ......................................................... 68 Consultation forums .............................................................................................................................. 68 Monitoring program and performance measures .................................................................................. 69 Crisis communications .......................................................................................................................... 71

8. Enquiries and complaints management .................................................................................................... 72 Principles of complaints management .................................................................................................. 72 Minimising complaints .......................................................................................................................... 73 Avoiding complaint reoccurrence .......................................................................................................... 73 References and definitions ................................................................................................................... 73

Receipt of complaints ........................................................................................................................... 73 Response management process and responsibility ............................................................................. 73 Contact response timeframes ............................................................................................................... 74 Record keeping – enquiries and complaints ......................................................................................... 74 Complaint escalation ............................................................................................................................ 74 Role of the Community Complaints Mediator ....................................................................................... 75

9. Business consultation ................................................................................................................................ 76 Business consultation sessions ............................................................................................................ 76 Business management performance reporting ..................................................................................... 77 The Small Business Owners Support Program .................................................................................... 77 Business impact register ...................................................................................................................... 78

10. Communication with homeless people ..................................................................................................... 79 APPENDIX A Consultation framework ................................................................................................................ 81 APPENDIX B: Stakeholder and Community Engagement Policy ..................................................................... 83 APPENDIX C: Compliance Reference Tables ..................................................................................................... 84 APPENDIX D Complaints and enquiries management strategy ..................................................................... 103

Tables Table 1: ISCA target Sta-1 .................................................................................................................... 14 Table 2: ISCA target Sta-2 .................................................................................................................... 15 Table 3: ISCA target Sta-3 .................................................................................................................... 15 Table 4: ISCA Target Sta-4 ................................................................................................................... 15 Table 5: Artarmon substation issues and stakeholders ........................................................................ 27 Table 6: Northern dive (Chatswood) issues and stakeholders .............................................................. 28 Table 7: Barangaroo dive site Issues and stakeholders ....................................................................... 29 Table 8: SMTF South and southern dive, issues and stakeholders ...................................................... 30 Table 9: Stations; Chatswood to Sydenham issues and stakeholders ................................................. 32 Table 10: Bulk power supply – Artarmon, issues and stakeholders ..................................................... 35 Table 11: Bulk power supply - Surry Hills to Waterloo issues and stakeholders .................................. 36 Table 12: Bulk Power supply - Canterbury to Campsie issues and stakeholders................................. 36 Table 13: Sydenham to Bankstown upgrade, issues and stakeholders ............................................... 40 Table 14: Systems Connect's stakeholder engagement team .............................................................. 45 Table 18: Internal interfaces with the stakeholder engagement team .................................................. 48 Table 20: Project stakeholders, where Sydney Metro is the primary relationship manager ................. 51 Table 21: Stakeholders where Systems Connect is primary relationship manager .............................. 52 Table 22: Project contact information .................................................................................................... 65 Table 23: Systems Connect public information materials ..................................................................... 65 Table 24: Traffic and transport communication tools ............................................................................ 67 Table 25: Requirements for on line information relating to Line-wide Work ......................................... 67 Table 26: Way finding signage requirements ........................................................................................ 68 Table 28: Line-wide Works Consultation Forums ................................................................................. 69 Table 30: Complaint handling responsibilities ....................................................................................... 73 Table 31 Contact response times .......................................................................................................... 74 Table 32: Forums for consulting businesses ......................................................................................... 77 Table 33: Mitigation measures for interfacing with homeless people ................................................... 79 Table 34: Relevant Planning Approval requirements SSI 7400 and SSI 8256 ..................................... 84



Table 35: Compliance with Revised Environmental Mitigation Measures ............................................ 91 Table 36: Relevant CoA from Revised Synthesis Appendix J .............................................................. 94 Table 38: Compliance with Construction Environment Management Framework Stakeholder and Community Involvement ........................................................................................................................ 97 Table 39: Compliance with Sydney Metro's Overarching Community Communication Strategy ........ 101 Table 40: Implementation Plan ............................................................................................................ 104

Figures Figure 1: IAP2 public participation spectrum ......................................................................................... 14 Figure 2: Hierarchy of stakeholder, community and business involvement plans and subplans .......... 17 Figure 3: Line-wide Work locations ....................................................................................................... 19 Figure 4: Process to minimise community impact ................................................................................. 26 Figure 5: Entry and exit to the southern dive site and SMTF South ..................................................... 30 Figure 6: Traction substation locations between Marrickville and Bankstown ...................................... 38 Figure 7: Traction substation locations between Campsie and Bankstown .......................................... 39 Figure 9: Languages spoken at home: Sydenham ............................................................................... 58 Figure 10: Languages spoken at home: Marrickville ............................................................................. 58 Figure 11: Languages spoken at home: Dulwich Hill ............................................................................ 59 Figure 12: Languages spoken at hone: Hurlstone Park ........................................................................ 59 Figure 13: Languages spoken at home: Canterbury ............................................................................. 60 Figure 14: Languages spoken at home: Earlwood ................................................................................ 60 Figure 15: Languages spoken at home: Campsie ................................................................................ 61 Figure 16: Languages spoken at hone: Belmore .................................................................................. 62 Figure 17: Languages spoken at home: Lakemba ................................................................................ 62 Figure 18: Languages spoken at home: Punchbowl ............................................................................. 63 Figure 19: Languages spoken at home: Wiley Park ............................................................................. 63 Figure 20: Languages spoken at home: Bankstown ............................................................................. 64 Figure 21: CCS-LW enquiries and complaint management response strategy .................................. 103


1. Glossary

Standard terms and definitions

Term Definition

Project Sydney Metro City & Southwest Metro Line-Wide Project

Company Systems Connect (CPB / UGL Joint Venture)

Client Sydney Metro

Interface Contractor Central Station Metro Contractor Sydenham Metro Upgrade Contractor South West Metro Contractor Tunnel and Station Excavation Contractor Station contractors Trains Systems Operations Maintenance Contractor

Low Impact Activities Activities required to facilitate construction, that are not defined as construction as per the definitions provided under Planning Approvals SSI 7400 and SSI 8256.

Abbreviations

Term Definition

BDA Barangaroo Delivery Authority

BMP Business Management Plan

CALD Culturally and linguistically diverse communities

CCM Community Complaints Mediator (previously referred to as the Community Complaints Commissioner)

CCS LW Community Communications Strategy Line-Wide Work

CCS SMTF Community Communications Strategy Sydney Metro Trains Facility

CIC Community Information Centre

CIWG Continual Improvement Working Group

CMCG Communications Management Control Group

CMD Consultation Manager Database

CNVIS Construction Noise and Vibration Impact Statement

SSEM Senior Stakeholder Engagement Manager

CSM Central Station Metro

CSSI Critical State Significant Infrastructure

CTMP Construction Traffic Management Plan

DPIE Department of Planning, Industry and Environment

EIA Environmental Impact Assessment

EPA Environment Protection Authority

EPL Environment Protection License


Term Definition

ER Environment Representative

IPIAP Independent Property Impact Assessment Panel

ISCA Infrastructure Sustainability Council of Australia

KPI Key Performance Indicator

LOTE Languages other than English

OCCS Overarching Community Communication Strategy (Sydney Metro’s)

OOH Out of Hours

OHW Overhead wire

PAM Public Affairs Manager

PDCS Project Document Control Systems (Team Binder)

PPE Personal protective equipment

Project Planning Approval State Significant Infrastructure (SSI) Planning Approvals. • SSI 7400 Sydney Metro City & Southwest Chatswood to Sydenham • SSI 8256 Sydney Metro City & Southwest Sydenham to Bankstown

ROL Road Occupancy License

SBOSP Small Business Owners Support Program

SCO Sydney Coordination Office

SSEM Senior Stakeholder Engagement Manager

SEP Site Environment Plans

SMTF Sydney Metro Trains Facility

SMTFS Sydney Metro Trains Facility South

SSI State Significant Infrastructure

SMU Sydenham Metro Upgrade

SWM Southwest Metro

SWTC Scope of Work and Technical Criteria

SMCS TTLG Sydney Metro City & Southwest Traffic and Transport Liaison Group

TfNSW Transport for New South Wales

TMP Traffic Management Plan

TSE Work Tunnel and Station Excavation Work

TSOM Trains Systems Operations Maintenance

TTM Traffic and Transport Manager

VMS Variable Message Signs

VIP Very Important Person


Term Definition

WCAG 2.0 Web Content Accessibility Guidelines 2.0


Planning approval and compliance requirements The Sydney Metro City & South West Project Line-Wide Work has been assessed and approved via the following applications under the Environmental Planning and Assessment Act 1979 (EP&A Act). These are classified as Critical State Significant Infrastructure planning approvals:

• SSI-7400. Sydney Metro City & Southwest Chatswood to Sydenham • SSI-8256. Sydney Metro City & Southwest Sydenham to Bankstown

Line-wide Work construction activities relating to the Approvals listed above will not commence until this CCS LW is approved in accordance with project approval condition B4.

A Community Communications Strategy for Sydney Metro Trains Facility (CCS SMTF) has been prepared to address the planning approval requirements of SSI 5931 Rapid Transit Rail Facility (CoA D1 Community and Stakeholder Involvement Plan).

Sydney Metro has prepared the TfNSW Sydney Metro Overarching Community Communication Strategy (OCCS) Revision 6.2, 31 July 2019.

Line-wide early work (design investigations, utility work and site establishment) will be carried out in accordance with the low impact work provisions contained in the Sydney Metro OCCS.

The scope of the Line-wide Work is outlined in Section 3. The CCS LW will be implemented for the duration of the Line-wide Work as required by Condition B5. Community communication and complaints management for a minimum of 12 months following the Project’s construction completion as required under Condition B5 will be addressed in Plans and Strategies to be prepared by TfNSW and its contractors.

Appendix C summarises the Project approval conditions and Revised Environmental Mitigation Requirements for communication and managing community impacts, and how they are addressed in this strategy.

.


2. Strategy overview

Purpose The purpose of this CCS-LW (this Strategy) is to describe how Systems Connect (CPB Contractors and UGL Limited Joint Venture) will deliver stakeholder engagement and communication activities as part of Line-wide Work for the Sydney Metro City & Southwest work program (the Project).

Two Community Communication Strategies have been prepared to address requirements of Sydney Metro’s Overarching Community Communications Strategy (OCCS) and Construction Environmental Management Framework (CEMF), the Project Planning Approvals, and contractual requirements including the Line-wide Work contract and Scope of Work and Technical Criteria (SWTC).

This Strategy (CCS-LW) addresses the Planning Approvals SSI 7400. Sydney Metro City & Southwest Chatswood to Sydenham and SSI 8256. Sydney Metro City & Southwest Sydenham to Bankstown

A Community Communications Strategy for the Sydney Metro Trains Facility (CCS SMTF) has been prepared addressing the planning approval requirements of SSI 5931 Rapid Transit Rail Facility. Condition D1 of SSI 5931 requires the preparation of a Stakeholder Community Involvement Plan. The CCS SMTF meets that requirement. The name of the plan has been changed for the purposes of consistency with subsequent planning approvals.

The audience for the CCS LW includes Sydney Metro, relevant authorities, project staff, interface contractors, consultants and the wider public. Each revision of the Strategy will be submitted electronically to Sydney Metro in PDF format which complies with the Level AA accessibility requirements in the Web Content Accessibility Guidelines (WCAG 2.0). The Strategy will be publicly available via Systems Connect’s webpage https://www.sclww.com.au/

Tailored and staged approach The approach of Systems Connect in delivering communications and engagement throughout Line-wide Work will be influenced and guided by the nature of the Line-wide Work taking place at each location, and the relation to other project work by interfacing contractors in those areas.

Line-wide Work will occur in multiple locations including suburban streets and brownfield sites to underground tunnels and railway corridors. See Figure 3 for the Line-wide Work locations. This work will ramp up gradually with low impact investigation activities starting in some areas in mid 2019. The peak activity period is anticipated from mid 2020 to mid 2023. Completion and handover is scheduled for the third quarter of 2024. See Figure 9 for duration of Line-wide Work construction activity durations.

Systems Connect, as other contractors complete their work and hand over their sites, will be the leading contractor, and represent the Sydney Metro Project for the stakeholders and community, in the locations as listed below:

• Artarmon substation - Artarmon • Bulk power supply 33kV - Artarmon • Northern portal and dive (referred to as Northern Connection) Chatswood • Barangaroo dive and cavern cross over • Bulk power supply 33kV – Surry Hills to Waterloo • Bulk power supply 33kV – Canterbury to Campsie • Southern dive and SMTF South, (referred to as Southern Connection) Marrickville • Rail corridor work between the Southern Connection Marrickville and Bankstown Station, where

Line-wide Work will follow the contractor responsible for creating the cable route.

As the principal interface contractor, Systems Connect is responsible for coordinating stakeholder communication activities and notifications on behalf of any other interfacing contractors operating at these sites.

At the remaining locations, including train station upgrades to metro standards and corridor work between Chatswood and Bankstown, Systems Connect will be an interface contractor. The principal contractors will have established relationships with neighbouring businesses, stakeholders and communities in these locations. In these areas, where System Connect’s activities will be within or alongside the leading contractor’s work, Systems Connect will:

• contribute to their communication activities • provide content for joint notifications, newsletters, social media posts, display materials and

traffic alerts

https://www.sclww.com.au/


• attend community and business events hosted by the principal contractor and provide knowledgeable personnel and display materials.

Supporting the principal contractors in this way allows for smoother integration of Project notifications and consultation experience by stakeholders.

Systems Connect will at times take possession of sites where previous Sydney Metro contractors have implemented their approved community communication strategy and business management plans. This scenario will occur at the Northern Connection, Chatswood, Barangaroo dive and cavern cross over, Artarmon substation and Southern Connection, Marrickville. On these occasions Systems Connect will build on the established knowledge base and incorporate lessons learnt from previous contractors’ experience in our planning and delivery of communications activities. This approach includes the following activities:

• Reviewing and updating this CCS LW every six months • Preparing an overarching Systems Connect Business Management Plan • Preparing site specific CCS Subplans for each area where Systems Connect is principal

contractor • Each subplan will incorporate details on how the local community and businesses will be

managed • Submitting these plans for approval incrementally, as required to meet Planning Approval

requirements prior to construction work starting.

In Section 4 and Appendix E, the Implementation Plan provides more detailed information on the construction scope, potential impacts and corresponding engagement and communication activities.

Community and stakeholder communication objectives Line-wide Work is the project which will transform the Sydney Metro City & Southwest rail tunnels into a working railway.

The Project is comprised of numerous work packages being delivered by multiple contractors, with several contractors co-located at various times on site. Sydney Metro has established overarching communication objectives aiming to establish a unified ‘face’ of the Project from their customers’ perspective.

Sydney Metro’s overarching communication objectives are to:

• Establish and build genuine relationships with stakeholders and the community to increase Project support and understanding and encourage participation and ownership

• Minimise, where possible, Project impacts on stakeholders and the community • Actively manage Project impacts and disruption to stakeholders and the community • Appropriately address stakeholder and community issues • Ensure a ‘no surprises’ approach exists where commitments to stakeholders and the wider

community are met or bettered at all times • Ensure stakeholders and the community fully understand the activities to be undertaken by

Systems Connect, their objectives, benefits, potential impacts and expected outcomes • Communicate early and often.

Source: Sydney Metro Overarching Community Communications Strategy 31 July 2019

2.3.1 Systems Connect’s communication objectives

Systems Connect recognises supporting Sydney Metro in delivering Australia’s largest public transport project calls for regular, timely and accurate communication of useful information that enhances the Project’s reputation. Systems Connect has formulated the following communication objectives for Line-wide Work: • Support Sydney Metro to promote benefits and increase understanding of the Project with

stakeholders and the broader Sydney community • Work collaboratively with interfacing contractors and key stakeholders to minimise Project impacts

on stakeholders and the community • Mitigate issues by listening to and anticipating stakeholder and community needs • Manage stakeholder and community expectations regarding construction impacts through timely,

accurate and proactive communications


• Be a trusted, flexible and responsive partner for the NSW Government, its key stakeholders and communities.

Stakeholder and community policy Systems Connect’s Stakeholder Engagement Policy is shown in Appendix B. This policy is included in the Line-wide Work project induction, displayed prominently in project and site offices and used to plan and evaluate our actions.

Key messages The following key messages will be reinforced in Systems Connect’s written and electronic communications. They will be updated and tailored accordingly as the Project progresses.

2.5.1 Overarching messages

• Sydney Metro is Australia’s biggest public transport project • This new standalone railway will deliver 31 metro stations and more than 66 kilometres of new

metro rail • Metro means a new generation of world-class fast, safe and reliable trains easily connecting

customers to where they want to go. Customers don’t need timetables – they just turn up and go. • With customers at the centre of all design decisions, stations will be fully accessible and quick and

easy to get in and out of, trains will be fast, safe and reliable; and technology will keep people connected at every step of the journey

• Sydney Metro will integrate with new communities and transform existing urban centres, as well as the broader transport network, so customers have a range of transport options to get to and from their destinations

• Sydney’s new metro railway will have a target capacity of about 40,000 customers per hour, similar to other metro systems worldwide. Sydney’s current suburban transport systems can reliably carry 24,000 people an hour per line.

Sydney Metro is made up of:

(a) Metro North West Line (formerly the 36km North West Rail Link)

Services started in May 2019 in the city’s North West between Rouse Hill and Chatswood, with a metro train every four minutes in the peak. The project was delivered on time and $1 billion under budget.

(b) Sydney Metro City & Southwest The Sydney Metro City & Southwest project includes a new 30km metro line extending metro rail from the end of the Metro North West Line at Chatswood, under Sydney Harbour, through new CBD stations and southwest to Bankstown. It is due to open in 2024 with the ultimate capacity to run a metro train every two minutes each way through the centre of Sydney.

Sydney Metro City & Southwest will deliver new metro stations at Crows Nest, Victoria Cross, Barangaroo, Martin Place, Pitt Street, Waterloo and new underground metro platforms at Central Station. In addition it will upgrade and convert all 11 existing stations between Sydenham and Bankstown to metro standards.

Sydney Metro West Sydney Metro West is a new underground railway connecting Greater Parramatta and the Sydney CBD. This once in a century infrastructure investment will transform Sydney for generations to come, doubling rail capacity between these two areas, linking new communities to rail services and supporting employment growth and housing supply between the two CBDs.

The locations of seven proposed metro stations have been confirmed at Westmead, Parramatta, Sydney Olympic Park, North Strathfield, Burwood North, Five Dock and The Bays.

The NSW Government is assessing an optional station at Pyrmont and further planning is underway to determine the location of a new metro station in the Sydney CBD.

Sydney Metro Greater West Metro rail will also service Western Sydney and the new Western Sydney International (Nancy Bird Walton) Airport. The new railway line will become the transport spine for the Western Parkland City’s growth for generations to come, connecting communities and travellers with the rest of Sydney’s


public transport system with a fast, safe and easy metro service. The Australian and NSW governments are equal partners in the delivery of this new railway.

2.5.2 Line-wide Work specific messages

With work to deliver the new twin metro tunnels between Chatswood and Sydenham almost complete, the line wide work turns the tunnels into a working railway. The Systems Connect Line-wide Work includes:

• Installing 31 kilometres of underground railway track in the twin railway tunnels from Chatswood to Sydenham

• Installing 31 kilometres of overhead power equipment to power the metro from Chatswood to Bankstown

• Installing over 350km of high voltage, low voltage and tunnel service cabling • Building 11 traction power substations, including associated earthwork and cabling • Installing 33kV high voltage power cables between Ausgrid substations and the metro line at

Artarmon, Campsie/Canterbury Waterloo/Surry Hills • Connecting the railway tracks from the end of Sydney Metro at Chatswood to the new tracks into

the city and completing the dive portal construction where the rail tracks enter and exit the tunnels (Northern Connection)

• Expanding the Sydney Metro Trains Facility at Rouse Hill to accommodate 37 new trains for Sydney Metro City & Southwest

• Constructing the Sydney Metro Trains Facility and completing the dive portal construction at Marrickville (Southern Connection)

• Installing tunnel equipment such as ventilation, drainage and emergency evacuation and monitoring equipment, tunnel ventilation fitout and high voltage equipment in the seven new underground stations

• Fitting out the 58 tunnel cross passages.

Further key messages will be developed to meet communication requirements as the Project progresses.

Sustainability targets and stakeholder participation Systems Connect will score the sustainability performance of Line-wide Work using the Infrastructure Sustainability Council of Australia (ISCA) scorecard systems. The Sustainability Targets, provided as part of the tender documents relating to stakeholder engagement are listed in Tables 1– 4 below along with Systems Connect’s approach to meeting these requirements.

The Line-wide Work project is a component (registered package) of an overall larger project, the Sydney Metro. The engagement and consultation requirements ISCA nominates for assessing package projects in their Technical Manual (2017) include the following: • Stakeholders were encouraged to consider the project package • Engagement was conducted by an organisation with direct influence over the package project as

well as the overall larger project • The package project was not a new or substantially different component to that contemplated at

the time of the consultation • The timeline for engagement aligns with the overall and package portions of the project so that it

was possible and reasonable for an interested stakeholder to make comment on the package project that could have been influential on decisions pertaining to the package project.

2.6.1 Community engagement definitions

The terms referred to in this CCS LW: inform, consult, involve, collaborate, empower refer to the public participation spectrum developed by the International Association for Public Participation (IAP2). This spectrum shown in Figure 2 is found on the IAP2 website and in their guidance materials. Systems Connect adopts these definitions as part of the approach to stakeholder and community engagement.


Figure 1: IAP2 public participation spectrum

2.6.2 ISCA requirements for communications

The following tables identify the relevant ISCA target and describes how Systems Connect intends to meet them. Systems Connect aims to achieve level two as a minimum score, and where possible we will strive for a level three score.

The ISCA requirements, and how we are meeting them, are as follows.

Table 1: ISCA target Sta-1

Sta-1 Stakeholder engagement strategy Desired outcome

Level 1 - A comprehensive stakeholder engagement strategy is developed.

This document and its future revisions.

Level 2 – The community is informed of this strategy and provided an opportunity to give feedback. Community feedback is documented and used to guide completion of the final strategy.

To be achieved. CCS LW will be placed on Systems Connect website and community feedback invited. Systems Connect’s communication materials and initial project advertising will direct community members to the document and a feedback form. Feedback will be responded to both individually and in updated versions of the CCS LW. Systems Connect will discuss site specific subplans and the Business Management Plan with key stakeholders, including potentially affected businesses to jointly develop impact management strategies.

Level 3 – Stakeholders, including the community, have input to the strategy by way of a facilitated workshop/s

OR the strategy is independently reviewed.

To be achieved.

The CCS LW will be independently reviewed.



Sta-2 Level of engagement Desired outcome

Level 1 – Negotiable issues are identified and the level of participation on these issues is at least ‘consult’ or higher.

To be achieved. Negotiables will be identified in the course of Systems Connect’s detailed design and work planning. These negotiables will be discussed with relevant stakeholders including local councils and Sydney Metro.

Level 2 – Negotiable issues are identified and the level of participation on these issues is at least ‘involve’ or higher.

To be achieved. Stakeholders will be requested to give feedback on aspects of the Project design and delivery that may be negotiable.

ISCA points out that there are likely to be elements which cannot be influenced by stakeholders due to budget, viability, safety or legislative requirements. When the opportunity arises, Systems Connect will focus stakeholder attention on the ‘negotiables’, aspects they can influence and define the level of participation undertaken for each negotiable issue in sites specific subplans. The level of participation will be informed by stakeholder mapping and issues analysis.


Sta-3 Effective communication Desired outcome

Level 1 - The community has been provided with information that: • was provided in a timely manner • supported community participation • provided was meaningful and relevant • was accessible and This has been verified by: • internal management/reviews/audits or • community feedback with 65-80% support.

Our aim is to achieve this, with verification via management reviews.

Level 2 – The community has been provided with information which was provided in a timely manner, supported community participation, was meaningful and relevant, and was accessible This has been verified by independent reviews or community feedback with >80% support.

Our aim is to achieve this, with verification via independent reviews.

Table 4: ISCA Target Sta-4

Sta-4 Addressing community concerns Desired outcome

Level 1 - The community believe their concerns have been considered and addressed. This has been verified by: • internal management/reviews/audits • community feedback with 65-80% support

To achieve this with evidence provided by reviews and audits.

Level 2 – The community believe their concerns have been considered and addressed. This has been verified by: • internal management/reviews/audits • community feedback with more than 80% support

To achieve this verification via internal management audit.

2.6.3 Assessment against ISCA targets

Systems Connect will have appropriately qualified independent professionals conduct reviews and audits starting from mid to late 2020. The timeframe proposed allows for engagement and communication activities relating to the bulk power supply construction delivery to be assessed.


Community benefits and investment Systems Connect will leave a positive legacy by investing in community life while constructing the Line-wide Work. Systems Connect will provide staff and subcontractors with fundraising and community focused initiatives to allow them to show their generosity in making a meaningful difference to the communities where Line-wide Work is present. Community benefit initiatives are outlined in the Sustainability Management Plan and include the following: • Implementing a program to encourage the workforce to volunteer time with local organisations

which benefit the local communities • Contributing to charities whose activities focus on assisting homeless people. Systems Connect’s Workplace Development and Industry Participation Plan describes how Systems Connect will create community benefits by our positive and ongoing workforce legacy. The Plan outlines strategies to increase the number of indigenous employees on the Project. It also describes initiatives to promote women in non traditional, senior leadership and management roles including the Female Engineers Early Development (FEED) Program which was piloted by Systems Connect JV partner UGL Limited on the Sydney Metro North West project in 2017. The nature of the Sydney Metro Project and its transformation of Sydney’s public transport will generate substantial community benefit. There is a high level of public interest in the project in anticipation of these benefits. Systems Connect will provide updates and access to the public to observe progress and gain an understanding of the project’s progress through: • Interaction with Systems Connect personnel in the Sydney Metro Community Information Centre,

displays, website and mobile devices • Still and time lapse photography, video and animations for use in publications, website, social

media, information displays and media • Viewing holes in hoardings and a viewing platform, where construction site layout allows • Ongoing opportunities for media, including milestone events • Public open days during the work • Site visits for key stakeholders and special interest groups such as engineering and related

industry groups • Opportunity to register for regular email updates which feature links to website, video and social

media updates • Newsletters distributed to stakeholders and communities • Strategy structure and interface with other management plans.

This Strategy includes • An overview of Systems Connect’s strategic approach (Section 2.0) • Project context, scope of work, key issues for Line-wide Work and site specific issues (Section 3) • Site specific issues, stakeholders and consultation approach (Section 4) • Description of roles and responsibilities, managing interfaces, developing opportunities and

innovations, meeting our contractual requirements (Section 5) • Overview of stakeholder segments and a profile of culturally and linguistically diverse communities

between Marrickville and Bankstown (Section 6) • Outline of supporting systems and tools, including consultation forums and information

dissemination, enquiries and complaints management system required by the Project Approval, monitoring and measuring Systems Connect’s performance and managing business and crisis communication (Section 7Supporting tools and processes)

• Description of the management system for construction related complaints (Section 8) • Outline of our strategy for minimising construction impacts on business (Section 9) • Outline of our strategy for minimising construction impacts on homeless people (Section 10).

This Strategy, the CCS for the SMTF North, site specific subplans and the Line-wide Work overarching Business Management Plan, are structured as shown in the diagram below.


Sydney Metro Sydney Metro Overarching Community Communications Strategy

Systems Connect 1. Stakeholder and Community Engagement Policy

2. Community Communications Strategy Line-wide Work (CCS LW)

3. Community Communications Strategy Sydney Metro Trains Facility (CCS SMTF)

4. Business Management Plan (Line-wide Work overarching BMP)

Community Communications Strategy Subplans to CCS LW:

5. Artarmon substation and power upgrade 6. Surry Hills to Waterloo power upgrade 7. Canterbury to Campsie power upgrade 8. Barangaroo dive and cavern crossover 9. Northern Connection, Chatswood 10. Southern Connection and SMTF South, Marrickville 11. Sydenham to Bankstown rail corridor power upgrade

Figure 2: Hierarchy of stakeholder, community and business involvement plans and subplans


3. Project overview, context and key issues The Sydney Metro City & Southwest project will extend the Sydney Metro North West Line from Chatswood to the Sydney CBD and beyond to Bankstown. The project is being delivered through multiple contracts for the tunnels, stations, line-wide infrastructure and systems.

The Line-wide Work is the permanent systems, services and building work within, adjacent, or required for rolling stock to travel through the Sydney Metro City & Southwest tunnels and trackway.

Line-wide Work includes the following key items being delivered by Systems Connect, an unincorporated Joint Venture between CPB Contractors and UGL Limited: • Installing 31 kilometres of underground railway track in the twin railway tunnels from Chatswood to

Sydenham • Installing 31 kilometres of overhead power equipment and 11 new substations to power the metro

from Chatswood to Bankstown • Installing over 350km of high voltage, low voltage and tunnel services cables • Expanding the Sydney Metro Trains Facility at Rouse Hill to accommodate 37 six car Sydney

Metro trains for Sydney Metro City & Southwest • Constructing the Sydney Metro Trains Facility South at Marrickville to accommodate 12 six car

Sydney Metro trains • Fitting out the Sydney Metro City & Southwest tunnels and stations with rail track, overhead

wiring, high voltage power reticulation, tunnel ventilation, fire services and tunnel services • Delivering bulk power feeds to meet the Sydney Metro City & Southwest high voltage reticulation

and traction power requirements • Connecting the new Sydney Metro City & Southwest tracks to the existing Metro North West Line

at Chatswood • Completing the tunnel portal and dive structures construction at Chatswood and Marrickville

where metro trains will enter and exit the tunnels • Installing high voltage power reticulation and traction power substations for the Southwest corridor

from Sydenham to Bankstown • Installing three 33kV power cables feeding power from Ausgrid substations to the metro line at

Artarmon, Waterloo/Surry Hills and Campsie/Canterbury.


Line wide work project locations The figure below shows the work locations to be delivered by Systems Connect under Line-wide Work.

Figure 3: Line-wide Work locations

Line-wide Work interfaces with Sydney Metro City & Southwest tunnel and station structures work being done by interface contractors.

A detailed scope of work breakdown for each stage of the Line-wide Work contract is provided in the Construction and Site Management Plan.

Project wide issues

3.2.1 Issues management strategy

Emerging issues will be identified by reviewing the following information sources: • Complaints and enquiries directed to the information line, community email account, postal address

and social media channels • Issues raised by visitors to the Sydney Metro Community Information Centre, Campsie • Feedback given to the stakeholder engagement members during face to face engagement activities,

including meetings with residents and businesses, door knocks, stakeholder briefings, community and business forums

• Communications Management Control Group meetings or other formal and informal information sharing opportunities

• Media coverage including letters to the editor and online coverage such as blogs • Analysis of other major projects around construction sites.


3.2.2 Stakeholder community Issue resolution and escalation

Wherever possible stakeholder issues will be reviewed and resolved by the site level integrated management team. Stakeholder engagement managers working closely with the site teams, will provide efficient responses to enquiries and complaints and implement the required notification process.

Issues which have not been resolved at site level will be recorded in the issue register which is discussed in weekly project progress and management meetings.

Critical and potential ongoing issues will be escalated to Sydney Metro to discuss coordinated strategies for resolution, including referring issues to the Community Complaints Mediator after all other attempts to resolve the issue have been unsuccessful.

Traffic and transport Line-wide Work may result in the following impacts on traffic and transport: • Temporary changes to property and vehicle access and increased road traffic • Temporary changed pedestrian access around work sites • Temporary changes or closure of parking near work sites • Increased noise and traffic impacts from truck delivery routes • Temporary changes to bus stop locations and bus stop locations • Temporary changes to parking. Systems Connect’s approach to minimising traffic impacts will include adopting a common Construction Traffic Management Plan (TMP) with interfacing contractors whenever possible. This coordinated approach will streamline traffic changes and account for the potential combined impact of trucks and construction vehicles from multiple construction sites.

Systems Connect will minimise disruption to public transport users, pedestrians and travelling public in the following ways: • Maintaining access to existing properties and buildings in consultation with property owners • Providing traffic management and signage to safely direct vehicles and pedestrians around the

construction site • Bulk goods and equipment will be delivered to logistics hubs outside Sydney CBD and packaged into

units that fit standard six metre containers. This allows for easy road transportation and avoids using chains to secure loads, which in turns reduces noise during unloading.

• All major truck movements will be registered with the Sydney Coordination Office with strict adherence to travel route requirements.

• Coordinated ‘just-in-time’ delivery programs will ensure site access areas are not congested. • Interfacing contractors will be provided with detailed information about the type and size of heavy

vehicles and a daily delivery schedule. • Site specific TMPs will be developed in consultation with local councils and endorsed and/or

approved by Transport for NSW (TfNSW) and the Sydney Metro Traffic Transport Liaison Group (TTLG) and the Sydney Coordination Office (SCO) as required.

• Any changes to bus routes and bus stops will be carried out in consultation with (TfNSW), the TTLG, the SCO, bus operators and relevant councils.

• Where existing footpath routes used by pedestrians and / or cyclists are affected by construction, a condition survey will be carried out to confirm they are suitable for use (e.g. suitably paved and lit), with any necessary modifications carried out in consultation with the relevant local council.

• Where existing parking is removed to accommodate construction activities, alternative parking facilities would be provided where feasible and reasonable.

• Systems Connect will adopt agreed communication protocols in the event of an incident, allowing timely updates to commuters and the broader community through Sydney Metro, the Transport Management Centre, Transport Info Line, TfNSW, councils and the Sydney Coordination Office.

Sydney Metro has established Traffic and Transport Liaison Groups for the Sydney Metro City & Southwest Project and the Sydney Metro Northwest. Systems Connect representatives attend these meetings and provide the following information:

• Construction staging (existing or proposed) • Traffic operations, including changes in regulatory traffic controls


• Community concerns and comments or feedback • Impacts on road-based transport operations • Issues related to pedestrians and cyclists or mobility-impaired road users • Communication strategies and actions to be taken. Further details about communication tools to notify the community of traffic changes can be found in Section 7.3

3.3.1 Communication about traffic, access and transport changes

Specific communications plans will be developed around any major traffic or transport change that can have a major impact on road users, pedestrian and cycle paths. Each of these plans provides detail about the specific activity, duration of the event, streets, roads and routes affected, stakeholders impacted, traffic, rail or bus management and staging requirements, approval frameworks, maps, key messages and any media requirements that are instigated during the project.

The plans will detail how we will provide information in advance of traffic, transport or access changes via multiple communication tools including:

• Email, website and social media updates • Notifications, newsletters and fact sheets • Key stakeholder briefings • Door knocking nearest residents and businesses • Wayfinding and customer information targeting bus users about relocated bus stops • Community educational events which allow pedestrians, cyclists or motorists to sit in the cab of

trucks, helping them the visibility restrictions of truck drivers, and for truck drivers to understand the visibility from a bicycle

• A campaign to engage with local schools likely to be affected by Line-wide Work to educate children about road safety and to encourage visual contact with drivers to ensure they are aware of children being present.

These plans will also include specific communication relating to way finding strategies for people with reduced visibility, people from non English speaking backgrounds and people with disabilities.

Implementing these plans will enable us to:

• Proactively advise stakeholders of upcoming work ensuring stakeholders are fully informed of potential impacts

• Ensure stakeholders understand how they can find out more information and who to contact if they have an enquiry or complaint

• Provide an effective and timely response to complaints and enquiries.

Cumulative impacts and construction fatigue Some residents, property owners, businesses and community facilities near construction sites have been living with construction impacts relating to Sydney Metro City & Southwest and multiple other concurrent developments for several years prior to the start of Line-wide Work.

In addition to Sydney Metro tunnel and station excavation and construction, Line-wide Work will take place adjacent to construction and maintenance activities generated by the following: • Sydney Trains maintenance work • Sydney Light Rail (trams) • WestConnex • NBNCo • TfNSW road upgrade and maintenance activities • Utility asset managers including, but not limited to – Sydney Water, Ausgrid, Telstra, Optus, Jemena, Alinta,

Origin Energy, AGL Energy • Local council’s projects and maintenance programs.

The potential cumulative effects of construction traffic from multiple sites within the project area will be considered during development of the construction traffic management plan. These issues will be addressed with assistance from the Sydney Metro City & Southwest Traffic and Transport Liaison Group.


Systems Connect will monitor the progress of development applications with councils along the Line-wide Work alignment and work with the relevant council, developers and Sydney Metro to coordinate our activities to minimise disruption.

The management approach includes: • Attending regular briefing meetings with local councils • Participating in Sydney Metro’s Communications Management Control Group and associated site

specific interface contractor communications coordination meetings • Liaison with utility service providers • Participating in Sydney Metro’s City & Southwest Traffic and Transport Liaison Group, council’s

Traffic Committees and the Traffic Management Group • Liaising with adjacent work site project teams about work staging • Attending regular meetings with stakeholder engagement teams from adjacent contractors to

coordinate communication materials timing and distribution • Developing protocols with adjoining projects so that newsletters and notifications appropriately

reference each other’s work and contact details • Attending community information sessions conducted by neighbouring contractors • Coordinating complaints management which span multiple projects • Consulting with local businesses, residents and sensitive receivers to minimise impacts and

maximise any mandated respite periods • Issuing joint communications with interfacing contractors which explain overlapping construction

impacts. A number of developments which may contribute to cumulative impacts are identified in the tables in Section 4. Site specific issues. These tables will be updated in six monthly revisions of this CCS LW. Detailed information will be provided in the work area specific CCS subplans which will be prepared progressively in advance of each Line-wide Work construction activity starting. This allows for timely and accurate reflection of current local conditions in relating to concurrent developments and potential cumulative impacts.

Impacts on homeless people The main impact of Systems Connect’s work on homeless people (also termed rough sleepers) near the construction sites includes increased construction traffic movements, deliveries by oversized vehicles and curbside concrete pour activities. These factors, along with seasonal and weather changes, will affect the location choices for rough sleepers. The approach to communicating with homeless people is outlined in Section 10.

Business impacts Systems Connects approach to minimising impacts on businesses surrounding our worksites is outlined in Section 9.

Worker behavior and management of subcontractors Neighbouring communities can become frustrated with impacts which they perceive as avoidable, such as nuisance noise from dropped tools, radios, excessively loud voices at night and offensive language. In most areas Systems Connect will have work sites and worker facilities in very close proximity to residences and businesses. It is critical to be respectful to neighbours and minimise irritation causes, particularly in long term projects where communities are expected to endure construction disruption over several years.

All Systems Connect project team personnel, direct hires, contractors and subcontractors are required to participate in project inductions, daily site specific prestart briefings and tool box talks. In the induction and training programs, Systems Connect emphasises being a good neighbor in the communities we are working, leaving a positive legacy and the importance of avoiding the following behaviours:

• Inappropriately using car parking spaces • Littering or failure to clean up work area • Subcontractors, suppliers, heavy vehicles using unapproved access routes to site • Noise and disruption during out of hours work (when employees are arriving early, leaving late for

night shifts)


• Unnecessary noisiness, banging equipment and chains and using excessively loud voices when conversing

• Offensive language • Playing loud music.

Systems Connect make it clear that professional standards of behaviour are a condition of employment with both direct hires and subcontractors. All complaints are fully investigated, with breaches of Systems Connect Code of Conduct attracting a disciplinary response.

A rigorous selection protocol will be applied to evaluating subcontractor suitability, including a pre award short listing process. Project requirements and expectations will be confirmed with the subcontractor’s construction and or traffic services teams at an initial site meeting. Regular coordination meetings will be held to discuss performance and progress.

All personnel associated with Line-wide Work, including construction workers, subcontractors and traffic management contractors will attend project inductions and site inductions, daily prestart briefings and periodic toolbox talks which cover the following topics: • Stakeholder and community policy • Location of sensitive receivers, and vulnerable communities including homeless people • Location of nearby construction activity and likely cumulative impacts • Control measures to minimise disruption to the surrounding community • Expected standards for worker behaviour and respecting our neighbours • Complaint response processes • Communication protocols for media and government representatives.

Construction noise and vibration Systems Connect will perform Line-wide Work aiming to minimise noise impacts. This is guided by the Sydney Metro City & Southwest Construction Noise and Vibration Strategy in developing System Connect’s Construction Noise and Vibration Management Plan. This plan outlines measures to be implemented to mitigate noise and vibration impacts and to achieve the prescribed noise management levels, where feasible and reasonable.

A detailed land use survey will build on the information provided in the Sydney Metro City & Southwest Environmental Impact Assessments and confirm sensitive receiver locations prior to starting Line-wide Work which may generate construction, vibration or ground borne noise.

If this survey confirms that sensitive receivers (including critical working areas such as operating theatres, medial scanning venues and precision laboratories) may be potentially exposed, appropriate mitigation measures will be put in place.

Consultation is an important mitigation measure and we will prepare CCS Subplans for key project areas outlining our approach to implement activities for engaging stakeholders for review by Sydney Metro. An important outcome of consultation activities will be developing detailed understanding of the needs and requirements of nearby sensitive receivers, and work will be programed outside sensitive periods as much as possible. Systems Connect will seek to develop agreements with sensitive receivers which detail the reasonable arrangements put in place to mitigate noise and vibration.

System Connect’s Construction Noise and Vibration Impact Statement (CNVIS) identifies specific mitigation measures agreed through consultation with affected sensitive receivers, including project specific respite offers and alternative accommodation if required. These statements will be prepared for each project construction site before construction noise and vibration impacts commence.

Property and building condition surveys If Line-wide Work construction activities have potential to cause property damage through vibration (which exceeds screening criteria for cosmetic damage) property owners will be offered a property and building condition survey. These surveys will be conducted as outlined in Sydney Metro City & Southwest Construction Noise and Vibration Strategy and in accordance AS 4349.1 ‘Inspection of Buildings’.

Property owners will be advised of the inspection scope and methodology and the process for making a property damage claim. The surveys will be conducted by a structural engineer and completed at least one month before the start of the vibration generating activity. A copy of the property or building condition report will be provided to the owners of the properties surveyed, and if agreed by the owner, to their local council, within three weeks of the report completion.


After completing the vibration generating work, a follow up building condition survey will be offered. The same process will be followed for implementing, documenting and distributing the follow up survey as for the initial survey.

Systems Connect using all reasonable efforts, will make three attempts to contact property owners and will maintain a register of all properties inspected and of properties where owners declined the inspection offer.

Out of hours work Systems Connect is guided by Sydney Metro City & Southwest out of hours (OOH) Work Strategy/Protocol and the OOH Work Application Form in planning and managing OOH work.

OOH work is defined as any work that is undertaken outside of standard construction hours. The City & Southwest CSSI planning approval conditions define standard construction hours as:

• 7:00 am to 6:00 pm Monday to Friday, inclusive • 8:00 am to 1:00 pm Saturday for work subject to Chatswood to Sydenham planning approval • 8:00 am to 6:00 pm Saturday for work subject to Sydenham to Bankstown planning approval • At no time on Sunday or public holidays.

Noise and vibration impacts of proposed OOH work activities will be modelled to identify potentially affected community and the degree of impact they are likely to experience.

Written notifications will be hand delivered or distributed by letterbox drop to identified stakeholders at least seven days prior to the start of OOH. Information provided will include the following:

• Two month schedule of likely OOH work where the information is available • Identification, location and duration of the work • Description of the noise characteristics and likely noise levels • Mitigation and management measures, including respite and relocation offers • Enquiry and complaint contact details. On some occasions Systems Connect may seek to negotiate an agreement with potentially affected sensitive receivers in accordance with the relevant Conditions of Approval. Systems Connect will prepare a CNVIS which identifies potentially affected sensitive receivers to be contacted. If written consent is obtained from a minimum of 65% of those deemed as sensitive receivers, who can be contacted, copies of the agreements will be forwarded to the Secretary, NSW Department Planning, Industry and Environment at least one week before the activities start.


4. Site specific issues and consultation

Consultation on design elements Systems Connect will consult stakeholders and the wider community about temporary and permanent built structures associated with Line-wide Work which may impact visual amenity. These elements include landscaping and building design opportunities to mitigate the visual impacts of rail infrastructure and operational fixed facilities (including the Northern Connection buildings, Southern Connection and SMTF South, the southwest corridor above ground substations and the Artarmon substation).

Visual impacts will be managed in accordance with provisions outlined in the Visual Amenity Management Plan.

Consultation is an important mitigation measure and we will prepare a communications implementation plan outlining our proposed approach and activities for engaging stakeholders for review by Sydney Metro. An important outcome of the consultation activities will be to develop a detailed understanding of the preferences and requirements of the stakeholders and submit designs for feedback. All consultation activities and outcomes will be documented and recorded in the Consultation Manager database.

Site specific issues management Systems Connect is committed to a continuous improvement approach to avoid disruption and mitigate impacts from our work. This approach is illustrated below in Figure 4, and it includes the following:

• Systems Connect’s senior management team have implemented a culture of rewarding innovation to avoid community impacts.

• The principles of Crime Prevention Through Environmental Design will be applied to all work, including temporary work, which have a public interface

• Stakeholder engagement team members will do community scans which will build on existing knowledge from previous construction activity in the area. This scan will map sensitive receiver locations, business and stakeholders at least two months prior to the start of Line-wide Work.

• Line-wide Work will be designed to maintain access for residents, businesses, and community infrastructure as much as possible. Where disruption to access cannot be avoided, the owners and occupants of affected properties will be consulted to confirm their access requirements and to arrange alternatives.

• Specific consultation will be carried out with operators of sensitive community facilities (including aged care, child care centres, educational institutions and places of worship) potentially impacted during construction. Consultation will assist identifying and developing measures to manage the specific construction impacts for individual sensitive facilities.

• Stakeholder maps will be provided to project site managers who will lead their multidisciplinary site teams in work prestart briefings about upcoming activities.

• Prestart briefings will be a forum to highlight potential stakeholder and community impacts, the environmental controls to be applied and inform communication materials and site inductions.

• Construction site lighting will be oriented to minimise glare and light spill impact on adjacent receivers.

• Construction sites will be sited and organised to minimise visual impacts, for example materials and machinery would be stored behind fencing.

Information about environmental controls will be included in the Construction Environment Management Plan. All personnel and contractors will have access to this information via the Systems Connect intranet project management system (PMS). Site specific environmental controls will be displayed via the Site Environment Plans (SEP).


Figure 4: Process to minimise community impact

The remainder of this section provides a snapshot of the construction sites, issues and stakeholders. It includes all sites relevant to Line-wide Work except for the SMTF at Rouse Hill. A CCS-SMTF has been prepared detailing how engagement and communications will be managed to meet the Planning Approval requirements of SSI-5931, Rapid Transit Rail Facility (North West Rail Link).

Artarmon substation Systems Connect will construct an electrical power substation in the industrial area of Artarmon at 98 –104 Reserve Road, Artarmon to support the traction power systems required for the metro trains. The site is bordered by Reserve Road and Whiting Street. Reserve Road is a busy regional road connecting to the Gore Hill Freeway. Access to the site will be via Whiting Street. Whiting Street is lined with various businesses such as car repairs, vehicle accessories shops, car hire businesses and car servicing and detailing centres. The closest residential properties are over 150 metres from the substation site along Barton Road, Parkes Road and Simpson Street. The Gore Hill Freeway is between the substation site and the residential properties.

Systems Connect will also be constructing a new high voltage power supply cable between the new Artarmon substation and the Ausgrid substation at Artarmon.

Communications and engagement

Systems Connect will develop an overarching Line-Wide Work Business Management Plan (BMP) to be submitted for approval prior to the start of construction. In addition, a site specific CCS Subplan will be developed to address specific consultation and communications for the work activities in the Artarmon area, including the work to install power cables supply the Artarmon substation.

This plan includes the consultation activities for the Artarmon substation and the Station Design and Precinct Plan (SSDP) for Artarmon Substation, as required by the Conditions of Approval. The architectural treatment for the Artarmon substation will be designed to enhance visual amenity and minimise impact to the landscape character of the area.

Consultation activities includes door knocks and meetings with adjoining property owners and stakeholders to understand their needs and requirements such as, how they access their property and to identify any concurrent developments which may contribute to cumulative impacts. Where appropriate, community information sessions will be included to target the broader community within 500m of the site.

Site-based activity prestart

review

Coordinate site interfaces

Apply & monitor

environmental controls

Monitor community

reaction

Project design to limit impacts

Community map and issues

review


The aim of the consultation process is to generate stakeholder and business feedback to guide planning this work and applying impact mitigation strategies. Table 5 below provides a snapshot of likely issues and local stakeholders. Table 5: Artarmon substation issues and stakeholders

Artarmon substation

Issues Stakeholders Approach

– Light industrial area with high traffic volume

– Visual impacts of substation

– No nearby residences

– Low level of construction impact mostly from traffic controls and occasional traffic delays

– The nearest businesses are the Freeway Hotel and Beyond (film production facility) both within 50 metres

– Other premises and businesses are over 100 metres away and unlikely to be impacted. They include Papilio Early Learning Child Care Centre and vehicle service and car hire businesses along Clarendon Ave and Whiting St including Europcar, Budget, Thrifty, Hertz car hire

– Emergency services for Royal North Shore Public and Private Hospital (Artarmon entrance to P2 car park) will be consulted about work and any potential traffic changes

– Nearby businesses including the Freeway Hotel and Beyond will be consulted on the urban design plan for the substation along with environmental controls for managing construction impacts

– A CCS Subplan including register of businesses will be developed prior to work starting which will utilise any lessons learned from the work of the Tunnel and Station Excavation (TSE) contractor and continue established procedures

– Work is not expected to impact on the majority of neighbouring business operating nearby

Northern and southern dive, Barangaroo – communication approach Systems Connect will develop specific CCS Subplans which complement the overarching Line-wide CCS and Business Management Plan for these work areas and submit them for approval as necessary to meet Planning Approval requirements prior to work starting at these sites.

The effectiveness of the communications and engagement strategy will depend on how well it aligns with the activities and commitments made by previous and interfacing contractors. As part of the plan development process, Systems Connect will liaise with key stakeholders and survey local businesses to discuss previous and current communication arrangements. System Connect will use this information to decide if adjustments are required. Businesses, residents and stakeholders will be invited to provide feedback to our impact management strategies and communication tools and systems.

When in possession of these sites, as the leading contractor Systems Connect will continue the established communication forums and tools implemented to date that will include as a minimum: • Door knocks and face to face meetings • Construction notifications and traffic alerts • Bi-annual construction newsletters • Community information sessions.

4.4.1 Northern dive structure - Chatswood

The Tunnel and Station Excavation (TSE) contractor is building a covered dive in the rail corridor between Artarmon and Chatswood stations. Systems Connect will fit out the covered dive and build the open dive where the Sydney Metro North West Line will connect with Sydney Metro & City Southwest. The open dive will extend from ground level to 8m underground. The covered dive is also one of the three main access points for loading materials into the rail tunnel. Goods will be collected from storage sites, transported along arterial roads and lowered into the tunnel via a gantry crane operating within an acoustic enclosure. The primary inbound haulage routes established by the TSE are via the Pacific Highway, with access to the site via Nelson Street and Mowbray Road. Due to the residential properties located on the northern side of Nelson Street, the secondary access has been restricted to day use only.

Work scope

Building the open dive structure involves civil, structural and track work starting in late 2020 and continue until early 2022. It includes: • Fencing


• Piled retaining walls • An open dive structure to support the rail track system which connects to Sydney Metro North West

Line track • Flood and drainage collection pit • Transition slab • Rail track system and overhead wiring work. This site is bounded by Mowbray Road, Pacific Highway, Nelson Street and the North Shore Line rail corridor.

Most of the site facilities will be handed over by the TSE contractor including noise walls and hoardings, the public viewing platform, acoustically treated spoil shed, site offices and amenities.

Table 6 below reflects current understanding of the likely issues and interested stakeholders. Table 6: Northern dive (Chatswood) issues and stakeholders

Northern dive (Chatswood)


– Cumulative construction impacts and community sensitivity and fatigue from Sydney Trains, Northwest Metro and City & Southwest Metro work as well as local developments

– Traffic and pedestrian changes

– Coordination with other contractors working within the rail corridor

– Utilities relocations and potential disruption

– 24-hour heavy vehicle movements, including over-sized deliveries

– Construction impacts including noise and vibration from pile driving, night time track possessions, construction lighting

– Residents within 50 metres-200 metres either side of the work, especially those along Nelson Street, Gordon Avenue, Hopetoun Avenue, Drake Street, Raleigh Street and Berkeley Court

– Great Northern Hotel – Baby Bounce – Red Flame – Demir Leather – Caltex service station – Inspiration Paint and

Colour – Amber Tiles – Payless Tyres and Brakes

and Midas Mufflers – Maurer Funerals

Communication protocols with local businesses are currently in place via the TSE BMP.

– An SC CCS Subplan including register of businesses will be developed prior to work starting which will utilise any lessons learned from the work of the Tunnel and Station Excavation (TSE) contractor and continue established procedures

Communication activities will include the following, at a minimum

– Door knocks and face to face meetings

– Construction notifications – Traffic alerts – VMS signage – Biannual construction

newsletter – Community Information

sessions – Business matters forums

4.4.2 Barangaroo shaft:

Systems Connect will take over the TSE access shaft on Hickson Road as the launching point to construct the metro sections between Central and Victoria Cross in August 2021.

Sleepers, rail and mechanical and electrical equipment will be delivered to this shaft and lifted into the tunnel by a gantry crane operating in an acoustically treated enclosure.

This site is intended for material deliveries, with limited people access.

All major truck movements will be booked in advance with the Sydney Coordination Office. Deliveries will be on a ‘just in time’ deliveries, as there are no large laydown areas at this site. Traffic controllers will be on site and vehicles will park on a removable grate while they are offloaded.

The only people who will work at the shaft are the crane operator and support crew, delivery drivers and traffic management personnel. All other personnel will gain access from Barangaroo Station. It is expected that less than 10 people will work the top of the access shaft site.

The table below reflects current understanding of the likely issues and interested stakeholders.


Table 7: Barangaroo dive site Issues and stakeholders

Barangaroo dive shaft


Work will be contained within acoustic shed.

Low level impacts are likely to include:

– Possible traffic disruption during deliveries under traffic control

– Potential pedestrian changes due to the location of site sheds

– Management of cumulative construction impacts and community construction fatigue and sensitivity from Barangaroo station development and the wider Barangaroo precinct development

– KU Lance Childcare Centre (High Street) - parents do not park/drop-off in Hickson Road

– Wilson Car Parks- Barangaroo Reserve (Entrance Towns Place) and Barangaroo Point (entrance Hickson Road)

– Cruise ship providores use Hickson Road to supply cruise ships

– ‘Big Bus Tours’ Hickson Road bus stop has been retained

– Barangaroo Delivery Authority

– Sydney Theatre Company – Universal Pictures – no

studio or production – Langham Hotel, 89-113

Kent Street – Pallisade Hotel, 35

Bettington Street Millers Point – provides hotel accommodation

– Leo Burnett Advertising, Ground floor, 26 Hickson Road

– Nearest residents are over 100 metres from shaft site

Communication protocols with local businesses are currently in place via the TSE BMP.

– A SC CCS Subplan including register of businesses will be developed prior to work starting which will utilise any lessons learned from the work of the Tunnel and Station Excavation (TSE) contractor and continue established procedures



– Construction notifications – Traffic alerts – VMS signage – Biannual construction


sessions

4.4.3 Sydney Metro Train Facility South and southern dive - Marrickville

Systems Connect has extensive work at the southern dive including tunnel fit out and constructing the service building and the Sydney Metro Train Facility South (SMTF South).

Constructing this additional facility for train maintenance and stabling and the southern dive structure will take place from the second quarter of 2021 in an industrial site in between Sydenham and Marrickville stations. The area is bounded by the water detention basin (Sydenham Pit), Sydney Steel Road, Edinburgh Road and the rail corridor. Table 5 below shows entry and exit for the southern dive site and SMTF South.


Figure 5: Entry and exit to the southern dive site and SMTF South

The dive structure and the southern tunnel portal are in Marrickville, 400m from Sydenham Station and immediately south of Bedwin Road. The Marrickville dive site local precinct has been divided into two subprecincts referred to as the Marrickville industrial subprecinct and the Sydenham subprecinct.

Work scope

The SMTF South caters for the Sydney Metro City & Southwest metro trains and includes:

• Civil work • Track system comprising stabling, shunting and maintenance roads • Infrastructure maintenance facilities, a maintenance workshop, siding, materials storage facilities and

parking • Train maintenance facilities • Overhead wiring for new track systems • Mechanical, hydraulic and electrical services for the facility • Administration buildings • The groundwater treatment plant located within the SMTF South.

Schedule and methodology

The southern dive is located within the site as noted in Table 5. As the dive can be accessed at ground level, materials can be both driven into the dive and lifted by gantry crane. Table 8 below provides a snapshot of likely issues and stakeholders. Table 8: SMTF South and southern dive, issues and stakeholders

SMTF South and southern dive (Marrickville)


Low level impacts are likely to include:

– Traffic changes – Access for businesses in

Murray Street, including for large vehicle deliveries

– Maintaining business visibility and managing, dust and noise impacts on nearby businesses

– Marrickville sub-precinct industrial and retail is largely an industrial area, includes Silverstone Australia and predominantly, food manufacturers and suppliers

– Sydenham sub-precinct includes General Gordon Hotel, restaurants, cafes,

– A SC CCS Subplan including register of businesses will be developed prior to work starting which will utilise any lessons learned from the work of the Tunnel and Station Excavation (TSE) contractor and continue established procedures and will build on existing knowledge and


SMTF South and southern dive (Marrickville)


– 24-hour heavy vehicle movements

– Installing electrical substations and traction power (power to the train) station

factory outlets, automotive services, container services, and public spaces including Tillman Park and Sydenham Green

– The SMTFS operator is a critical business stakeholder and will be consulted in the planning and work delivery

– Nearest residents are over 100 metres away from the site

relationships established during the Environmental Impact Statement process.



– Construction notifications – Traffic alerts – VMS signage – Bi-annual construction


sessions

– Community in design – Public art

– Marrickville Council – Local community, interest

groups

Consultation regarding permanent wall for street art at Marrickville dive site

Stations between Chatswood and Sydenham Line-wide Work will take place within the station sites which are being delivered by various contractors. Five station delivery contracts have been awarded – Central, Martin Place, Victoria Cross, Pitt Street and Waterloo. Stations still in the tender phase are Crows Nest and Barangaroo.

Line-wide Work will largely take place underground in the tunnels and cross passages and include the following: • Electrical work, installing substations, overhead wiring, cable containments, high voltage and low

voltage power supply, light fittings, junction boxes and building electrical control rooms • Track installation • Mechanical fittings and installation, walkways, emergency equipment, fire hydrant and the rising main

water pipes. The activities at ground level associated with the work include concrete pours from the curb side, or within the site, into a concrete pump via a pipeline installed by an interfacing contractor. There will also be periodic deliveries of large and oversized equipment required for the electrical and mechanical tunnel fit out.

The lack of storage space within these constrained sites requires a just in time approach to delivering materials and equipment. Deliveries will be scheduled outside of peak traffic periods. Some large equipment deliveries will require traffic changes, including lane closures outside of peak traffic periods. Prior to construction starting, Systems Connect will audit each station site to identify concurrent developments and factor them into planning our work and delivery schedules.

Communication and engagement approach

Systems Connect will contribute to engaging with local residents, sensitive receivers and businesses and the communication activities coordinated by the station’s leading contractors by providing communications content and information for joint notifications, traffic alerts, newsletters and other publications. Systems Connect will support stakeholder, community and business forums organised by the leading contractors, with Systems Connect personnel who have good project knowledge and will assist in producing display and information materials.

The TSE contractor has prepared a BMP and CCS which identify potentially affected businesses, residents and sensitive receivers and outlines their agreed communication protocols. The following station sites are surrounded by businesses, the nearest within 50 metres, and by residents, within 100 metres. Table 9 below references the stakeholders and issues identified in the TSE contractor’s CCS and BMP along with information provided in the Sydney Metro City & Southwest Environmental Impact Assessment (EIA). Some of the nearest stakeholders are within 50 metres. These stakeholders will be


managed keeping consistency with the business management approach developed by the leading interface contractor, where appropriate. Table 9: Stations; Chatswood to Sydenham issues and stakeholders

Site Issues Stakeholders

Crows Nest Station The site is bounded by the Pacific Highway, Oxley Street and Clarke Lane, and Hume Street crosses the site at Crows Nest.

– Residents proximity in Clarke Street

– Potential noise impacts on sensitive businesses in Clarke Street and Hume Street

– Kelly’s Place Children’s Centre – Crows Nest Day and Eye

Surgery Centre and allied health services

– Crows Nest furniture precinct and several recording studios

Victoria Cross Station The two sites are both on Miller Street, bordered by Berry and Denison streets. The Victoria Cross North site is on the corner of Miller and McLaren streets and the VC South site is on the corner of Miller and Berry streets.

– Major business precinct, one of the main thoroughfares of North Sydney

– Minimising impacts on childcare centres, residential apartments,

– Significant pedestrian movements and high number of school students catching buses in Miller Street

– Car parking loss, noise and vibration on adjacent buildings and loss of street trees

– Monte Sant’ Angelo and Wenona schools

– Several hotels including McLaren Hotel, TreeHouse Hotel, Rag and Famish Hotel, North Sydney Harbourview Hotel and Firehouse Hotel.

– Westpac, Citrus and Spice, To’s Malaysian Gourmet, Sushia, Phat Boys Thai Restaurant. Centres: Greenwood Plaza, North Point Plaza, Berry Square

– Medical facilities including North Sydney Dental, Wisdom Dental Care, Greenwood Medical Centre

Barangaroo Station The site includes Hickson Road and is located beneath the northern end of Hickson Road and south of Munn Street in Millers Point.

– All major truck movements will be booked in advance with the Sydney Coordination Office

– Strict adherence to truck route arrangements

– Cumulative impacts of ongoing construction; coordination with adjacent Infrastructure NSW precinct development work

– The Millers Point precinct is redevelopment – more office space and recreational areas.

– Mixed use, residential area and cultural hub

– Increasing visitation and special events at Barangaroo Reserve

– Barangaroo Delivery Authority (BDA)

– Pallisade hotels – KU Lance Childcare Centre – Sydney Theatre Company – Sydney Dance Company – Universal Pictures – Cruise ship providores – Wilson Car Parks- Barangaroo

Reserve (Entrance Towns Place) and Barangaroo Point (entrance Hickson Road)

– Retail and commercial centres including KPMG, Lend Lease, Westpac, HSBC, Price Waterhouse Coopers (PwC)

Martin Place Station The sites are bordered by Hunter, Castlereagh and Elizabeth streets and include parts of Martin Place and Bligh Street.

– The integrated station development includes the new underground Martin Place Station, two new buildings above the station as well as new underground pedestrian connections to existing suburban services at Martin Place

– Business centre of Sydney CBD with many prominent business stakeholders

– High volume pedestrian and commuter zone in Martin Place

– The Aston serviced apartments – 8-12 Chifley Square – Castlereagh Centre – BHP Building – Flight Centre – Macquarie Bank – 7 Network – Radisson Hotel – Sheraton Wentworth – MLC Building



– Changes for pedestrian paths for commuters (train and bus) from TSE works

– Traffic congestion, including peak hour congestion

– Regular events (displays, concerts, demonstrations and special events e.g. Vivid Festival and Anzac Day)

Pitt Street Station The new station will be located below Pitt and Castlereagh streets, south of the Park Street intersection and north of the Bathurst Street intersection. The Park Street North site is bounded by Pitt, Castlereagh and Park streets and adjacent to the Castlereagh Boutique Hotel and 250 Pitt Street, a building containing many small businesses

– Highly constrained CBD location with heavy pedestrian flows, particularly in peak hours, lunchtime and Christmas shopping and special events

– Park Street is a major commuter bus route and end-point

– Regular services at the Great Synagogue and Uniting Church

– Near Sydney’s busiest fire station in Castlereagh Street

– There are numerous high rise commercial and residential developments underway in the vicinity.

– Adjacent businesses, hotels, heritage buildings and residential apartment blocks including:

– Liberty Place/arcade – Castlereagh Boutique Hotel – Arthouse, Criterion hotel – Hotel Coronation – Lowes – Eurotower – Fire Station,211 Castlereagh

Street Waterloo Station The station site is located adjacent to Botany Road between Raglan and Wellington Streets

– Area is undergoing urban renewal with changing land use

– Waterloo Social Housing redevelopment currently in consultation phase

– Diverse community with social disadvantage

– Many community groups and non-government organisations in support of tenants in social housing

– Cumulative impacts of concurrent developments, sensitivity and construction fatigue

– Businesses in Botany Road opposite the site

– Redfern Police Station – Waterloo Medical Centre – Alexandria Medical Centre – Various educational facilities

including Group Colleges Australia, Central College and National Centre of Indigenous Excellence, Sydney Film School, Alexandria Park Community School Junior Campus.

– Retail and commercial outlets including cafes, hotels, restaurants, fitness centres and supermarkets,

– Factories, warehouses and automotive service centres including factory outlets

– Green apaces include Alexandria Park

Central Station The Central Station local precinct is formed around the existing Central Station, which would accommodate the proposed metro station below existing platforms 13 to 15.

– Multiple interfacing contractors – Sydney trains will be a major

stakeholder as well as an impacted business

– Light Rail – Pedestrian access – Linkages to educational

establishments such as Ultimo TAFE, University of Technology and Australian Institute of Music.

– Sydney Trains and businesses less than 50 metres from construction work located in the Central sub-precinct include Central Squeeze, The Hair Train, Food Express, Sydney Central Mini Market, Eddy Avenue Florist, Railway Square Youth Hostels Association, Sydney Dental Hospital, Adina Apartments


In tunnel and underground work Line-wide Work in the rail tunnel includes concreting, track laying and mechanical and electrical installation work at 10 metres or more below the surface. It involves: • Track laying, transporting long welded lengths of rail along the tunnel section, followed by placing

railway sleepers and concreting. • Mechanical and electrical work, surveying, installing cable containment for electrical cables,

trackside cables and drainage pipes • Overhead wiring installation will follow the mechanical and electrical work. It is anticipated that Line-wide Work within the tunnel will not be discernible at the nearest residences or businesses. The communication activities for Line-wide Work in the tunnel, at a depth of 10 metres or more, will focus on capturing a visual record and identifying items of potential interest to media, social media and Sydney Metro’s education program.

Our approach for managing communication about work in the tunnel portals and dive sites, where Line-wide Work is closer to the surface is covered in Section 4.3.

Bulk power supply Line-wide Work includes constructing a new traction power system for Sydney Metro City & Southwest, to power the railway between Chatswood and Bankstown. This includes the following new high voltage power cables:

• 2 x 33kV feeders from the Ausgrid Willoughby substation to the new Artarmon substation • 2 x 33kV feeders from the Ausgrid Surry Hills substation to the new Waterloo Station substation

(via Central Station and the Sydney Metro tunnels) • 2 x 33kV feeders from the Ausgrid Canterbury substation to the new Campsie substation.

4.7.1 Construction impacts

Construction impacts will be mitigated through:

A traffic management plan detailing traffic management changes, including temporary impacts on parking, pedestrians and road users. Alternative parking facilities will be provided where feasible and reasonable.

A site specific Construction Noise and Vibration Impact Statement detailing feasible and reasonable mitigation measures to manage and mitigate noise impacts.

For each bulk power site, work area specific CCS Subplans which complement the CCS LW and the Systems Connect overarching Business Management Plan, will be submitted prior to work starting in each area.

The subplans will detail the following:

• Temporary impacts to residents, businesses, key stakeholders and mitigation • Alternative pedestrian routes and property access provided where these are affected during the

power supply route construction. • Temporary impacts to public open space and mitigation • Rehabilitation of areas impacted by construction activity (including open space) in consultation

with the local council and / or landowner.

4.7.2 Communications and engagement

Systems Connect’s consultation process emphasises face to face contact and includes door knocks with adjoining landowners, interactive forums such as, community information sessions, business briefings and pop-up information stands in high pedestrian traffic areas. Feedback will be invited in the work planning formulation of impact mitigations strategy formulation. Targeted consultation will be undertaken with vulnerable communities, including the elderly, people with disabilities, and people from culturally and linguistically diverse backgrounds (CALD) in consultation with peak stakeholder groups who can help to disseminate information and encourage participation. More information about the CALD consultation strategy is provided in Section 6.3.


4.7.3 Bulk power supply route - Artarmon

The route for the traction power feeder cable (bulk power supply) detailed in the Sydney Metro City & Southwest EIS, extends from the Ausgrid substation in Willoughby, along Clarendon Street, to its intersection with Whiting Street and then along Whiting Street to connect with the Sydney Metro substation at the intersection of Whiting Street and Reserve Road in Artarmon.

The subplan for this area will address managing construction impacts associated with this route’s design. Also included will be opportunities for feedback from potentially affected businesses, residents and stakeholders via face to face briefings, information sessions, ‘doorknocks’, the project’s 1800 community info line, emails and website Table 10 below lists stakeholders and community facilities located along and or close to the bulk power supply route nominated in the Sydney Metro City & Southwest Chatswood to Sydenham EIS. Table 10: Bulk power supply – Artarmon, issues and stakeholders

Bulk power supply - Artarmon


– Light industrial area with high traffic volume

– No nearby residences

– Construction impact mostly from traffic changes.

– The bulk power supply route is lined by businesses who will be less than 50 metres away from trenching within Clarendon Street and Whiting Road.

Nearby businesses include: – Freeway Hotel – Beyond (production facility) – Papilio Early Learning Child

Care Centre – Vehicle service and car hire

businesses along Clarendon Ave and Whiting Street including Europcar, Budget, Hertz and Thrifty car hire.

– A SC CCS Subplan including register of businesses will be developed prior to work starting which will utilise any lessons learned from the work of the Tunnel and Station Excavation (TSE) contractor and continue established procedures

– Emergency services Royal North Shore Public and Private Hospital (Artarmon entrance to P2 car park) and NSW Ambulance are being consulted about work and any potential traffic changes.


– Door knocks and face to face meetings – Construction notifications – Traffic alerts, VMS signage – Biannual construction newsletter – Community information sessions

4.7.4 Bulk power supply route – Surry Hills / Waterloo

The proposed route for the traction power feeder cable (bulk power supply) extends from the Ausgrid substation in Surry Hills along Little Albion Street, crossing Frog Hollow Reserve then along Albion Street, Bellevue Street, Foveaux, Street, Kippax Street, across Elizabeth Street and along Randle Lane, where it enters the new Metro tunnel at Central Station. From here, the cable will be installed within the Sydney Metro tunnel between Central Station and Waterloo Station, which helps avoid impacts on the community.

The subplan for this work will address managing construction impacts associated with this route’s design and will include opportunities for feedback from potentially affected businesses, residents and stakeholders.

The bulk power supply route travels through a high density residential and commercial district. The nearest residences and businesses are less than 50 metres from the work. The subplan includes a register of businesses adjacent to the work. Also included will be opportunities for feedback from potentially affected businesses, residents and stakeholders via face to face briefings, information sessions, ‘doorknocks’, the project’s 1800 community info line, emails and website

Table 11 below lists stakeholders and community facilities located along and or close to the bulk power supply route nominated in the Sydney Metro City & Southwest Chatswood to Sydenham EIS.


Table 11: Bulk power supply - Surry Hills to Waterloo issues and stakeholders

4.7.5 Bulk power supply route - Canterbury to Campsie

The proposed route for the traction power feeder cable (bulk power supply) extends through Pat O’Conner Reserve from the Ausgrid substation at Canterbury. It will be trenched underground along Anzac Street, High Street, Cooks Avenue, Canterbury Road and the length of Gould Street where it will connect with the traction power substation adjacent to Campsie Station on South Parade.

The subplan for this activity will address managing construction impacts associated with the route’s design. It also includes a register of businesses adjacent to the work and opportunities for feedback from potentially affected businesses, residents and stakeholders via face to face briefings, information sessions, ‘doorknocks’, the project’s 1800 community info line, emails and website

The nearest residences, businesses, community facilities and recreational areas are less than 50 metres from the work. The plans will include strategies for engaging with CALD communities. Table 12 below lists stakeholder categories and community facilities located along and/or close to the route. Table 12: Bulk Power supply - Canterbury to Campsie issues and stakeholders

Bulk power supply – Canterbury to Campsie


– Trenching though residential streets – Residents within 50 metres of work sites – Route crosses Canterbury Road – Trenching through recreational and open

space areas – Bulk power supply route travels though areas

with a high proportion of CALD communities

– Pat O’Conner Reserve – users and land manager

– Residents – Public transport

users – Commuters – Local traffic

network

– Systems connect will develop a business management plan prior to the work start which will include a survey of surrounding businesses and will build on existing knowledge and relationships established during the EIS.


– Construction notifications – Traffic alerts – VMS signage

Bulk power supply – Surry Hills to Waterloo


– Major commercial and high residential district.

– Temporary access disruption to businesses, residences and community facilities

– Disruptions to deliveries – Temporary loss of parking – Pedestrian safety – Traffic delays affecting

commuters, local traffic and public transport users

– Major intersection traffic disruptions

– Given age and complexity of the Surry Hills area, potential discovery of or impacts to unknown utilities and services or unexpected heritage finds

– Sensitive receivers include Sydney Dental Hospital

– Public transport users

– Pedestrians – Commuters – Local traffic

network – Sydney Trains – Light Rail – City of Sydney

Council – Utilities and

service provider owners and asset managers

– In addition to the overarching Systems Connect Business Management Plan, a CCS Subplan will be developed prior to work starting which will include a surrounding businesses survey and will build on existing knowledge and relationships established during the EIS.

– Door knocks and face to face meetings – Construction notifications – Traffic alerts – VMS signage – Bi-annual construction newsletter – Community Information sessions


Bulk power supply – Canterbury to Campsie


– Bi-annual construction newsletter

– Community information sessions

Sydenham to Bankstown rail corridor upgrade Work scope

The role of Line-wide Work in the Sydenham to Bankstown upgrade is to provide power for the overhead wire network. This includes installing high voltage power cables from the Ausgrid Canterbury substation to the Campsie traction power substation as described in Section 4.6.5.


The following maps show the new traction power substation locations along the T3 Bankstown Line between Marrickville and Bankstown.

Figure 6: Traction substation locations between Marrickville and Bankstown


Figure 7: Traction substation locations between Campsie and Bankstown


Impacts This activity will involve short term, intermittent impacts on the community from temporary traffic disruption needed for the plant and equipment delivery and installation. There are likely to be five deliveries of oversized equipment per station throughout the Line-wide Work. High voltage cables will be installed either at night or during weekend rail possessions or during standard construction hours, depending on access available within the rail corridor. Some pole mounted substations (transformers) are in the rail corridor and others are outside rail stations. Their removal will take around two to three days and require traffic control and temporary traffic lane closures, changes to pedestrian pathways and possibly temporary loss of parking.

Communication and engagement

As an interface contractor, Systems Connect will contribute to the engagement and communication activities coordinated by the leading contractor for the Sydenham to Bankstown corridor by providing information for joint notifications, traffic alerts, newsletter and other publications. Systems Connect will support community and business forums with personnel who have good project knowledge and produce display materials.

Systems Connect will work within the requirements of the CCS, and Business Management Plan prepared and implemented by the leading contractor of the station sites between Sydenham and Bankstown. This coordinated approach will provide a more integrated experience for project neighbors, commuters and transport customers.

Table 13 below notes likely issues associated with Line-wide Work in this area and references the stakeholders and issues identified in the Sydney Metro City & Southwest EIS.

Table 13: Sydenham to Bankstown upgrade, issues and stakeholders Site Issues Stakeholders

Marrickville Station and rail corridor

– Temporary closures of roads footpaths, walkways, bike paths, near stations and adjoining rail corridor

– Temporary road closures, traffic changes and delays

– Construction noise – Cumulative impacts

from station upgrade works

Nearby facilities include: – Community and health - Marrickville Medical Centre,

Community Health Centres, Herb Greedy Hall, Marrickville Town Hall and Library

– Places of worship -St Brigid Catholic Church, Marrickville Road Church, Church of Christ, Uniting Church, St Nicholas Greek Orthodox Church

Notes Marrickville station is bound by Byrnes Street to the north and Station Street to the south. Illawarra Road bridges the rail line and is the primary retail spine. Development surrounding the station is predominantly low and medium density residential.

Dulwich Station and rail corridor

– Delivery of pre-fabricated traction substation





Nearby facilities include: – Childcare and education - Deborah Little Early

Learning Centre, Montessori Learning Tree, Dulwich Hill Preschool, Dulwich Hill Public School, Dulwich High School of Visual Arts and Design

– Place of worship - Holy Trinity Church – Open space - sport and recreation include Jack

Shanahan Park (includes various sporting facilities, including Dulwich Hill Skate Park), Arlington Recreation Reserve, J.F. Laxton Reserve, Johnson Park, Marrickville Golf Club

Notes Dulwich Hill station is located in the South Dulwich Hill Heritage Conservation and bound by Bedford Crescent to the north and Dudley Street to the south. Wardell Road bridges the rail line and is the retail spine. Although predominantly low density residential and retail uses, there is medium density shop top development along Wardell Road. The station is within 150 metres of the Dulwich Hill Light Rail terminus station.



Hurlstone Park Station and rail corridor

– Construction noise impacts are expected to be limited to any track works



– Cumulative impacts from station upgrade works

Nearby facilities include: – Childcare and educational - Dulwich Hill Child Care

Centre, Hurlstone Park Children’s Centre, Dulwich Hill Child Care Centre, Happy Clown Kindergarten, Edgeware School, Canterbury Boy’s High school,

– Open space - Ewen Park, Euston Park, Warwick Reserve

– Places of worship - Immanuel Community Church Sydney

Hurlstone Park station is bound by Floss Street and Duntroon Street. Crinan Street bridges the rail line and turns into the retail main street to the north of the station. The Hurlstone Park area currently comprises low density residential and a small selection of retail and commercial uses along Crinan Street and Floss Street.

Canterbury Station and rail corridor






Nearby facilities include: – Education and child care - Canterbury Public School,

Canterbury Primary Out-of-school Care Centre, Canterbury Girls High School

– Community facilities - Former Canterbury Bow ling and Community Club includes Theatre Guild Hall on Close Street

– Accommodation and food services on Tincombe Street, Broughton Street and Canterbury Road

Notes Canterbury Station is located close to the Cooks River in the middle of the suburb. The station is bound by Broughton Street in the north. Canterbury Road bridges the rail line and is the main arterial road connecting the local business precinct to the broader region There are a number of residential properties including apartments to the north of the rail line. Between the rail line and Cooks River are commercial and retail uses, a large industrial complex, as well as community facilities including the Canterbury Theatre Guild Hall (Close Street) and a dog park.

Campsie Station and rail corridor






Nearby facilities include – Health - Campsie Day Surgery, Campsie Family

Medical Centre, Canterbury Hospital, Early Childhood Health Centres, Campsie Healthcare Medical Practice, Blessed Health Care, Campsie Med Health Centre, Associated Medical Centre, Campsie Medical and Dental Centre

– Education facilities - Harcourt Public School, Campsie Public School, Wangee Park School, St Mel’s Catholic Primary School

– Community facilities - Campsie RSL Club, Canterbury City Council Library Service (Campsie Library), Campsie Cultural Centre, Orion Function Centre

– Places of worship - Salvation Army Church, St John's Anglican Church, St Mel’s Catholic Church, St Phillips Uniting Church

– Accommodation and food services fronting North and South Parade, Lillian Lane and Beamish Street

– Retail trade fronting North and South Parade, Lillian Lane and Beamish Street



Notes – Campsie Station is and is bound by North Parade and Wilfred Avenue to the North and Lilian Lane and South Parade to the south. Beamish Street is the main business and retail street.

– Anzac Park and Square (mall) are located over Campsie Station and up to 400 meters each side. They are used as a community gathering and event space (e.g. Campsie Food Festival, Anzac Day).

– Along the rail corridor between Campsie Station and neighbouring stations are residential properties, commercial uses, car parking areas and pockets of open space. Campsie Police Station is adjacent to the rail line to the north.

Belmore Station and rail corridor





Nearby facilities include: – Education and childcare centres - Little Scribblers

Early Learning Centre, Montessori Preschool, All Saints Greek Orthodox Grammar School, All Saints Junior Campus, Belmore Boys High School, Belmore North Public School

– Community facilities - Canterbury League Club, Belmore Youth and Resource Centre, PCYC Belmore

– Aged care facilities Regis Delphi House Belmore, Belmore Senior Citizen's Centre, Rosemore Aged Care

Notes Belmore Station is bound by Redman Parade in the north and Bridge Road in the south.

Burwood Road bridges the rail line and is the main collector road connecting the local business precinct to the broader region. Some higher density residential development is underway around the station in what has traditionally been a low density urban environment.

Lakemba Station and rail corridor






Nearby facilities include: – Child care - Kids World Child Care Centre, Koorana

Croydon Street Preschool, Lakemba Children's Centre, Arabic Australian Child Care Centre, Little Troopers Childcare Centre, Colonial Preschool and Child Care Centre

– Health care - include Anowara Health Care Centre, Lakemba Family Medical Centre, BHC Medical Centre

– Community - The Lakemba Club, Lakemba Branch Library

– Retail centre offers various ethnic specialties

Notes Lakemba Station is bound by Railway Parade to the north and The Boulevarde to the south. Haldon Street bridges the rail line and is the main collector road connecting the local business precinct to the broader region. Haldon Street is also the main business and retail street, with commercial uses predominantly focussed to the south of the rail line. The Boulevarde and Railway Parade also contain some retail and business uses directly adjacent to the rail line.

Wiley Park Station and rail corridor





Nearby facilities include: – Childcare - Maryanne's Long Day Child Care Centre,

Advanced Kinder Care, Alice Street Child Care Centre – Education - Lakemba Public School, Wiley Park Girls

High School, Wiley Park Public School – Health - Wiley Park Family Practice



Notes Wiley Park station is bound by The Boulevarde and Wiley Lane. King Georges Road bridges the rail line, with a selection of commercial uses fronting the road.

Punchbowl Station and rail corridor





Nearby facilities include: – Childcare - Punchbowl Children’s Centre, Shepherd

Early Learning Centre – St Nicholas Jenday Kindergarten, Playtime Preschool Long Day Care Centre, Andy Pandy on Broadway

– Education - Punchbowl Boys High school, Punchbowl Public School, Mount Lewis Infant School

– Health - Punchbowl Family Health Care, Punchbowl Medical and Dental Centre, South Terrace Health Centre

– Places of Worship - St Jerome Catholic Church, Australian Islamic Mission, Church of Jesus Christ of Latter Day Saints, St. Saviour's Anglican Church Punchbowl, St Nicholas Antiochian Orthodox Church, Association of Islamic Da'w ah in Australia, Punchbowl Baptist Church

– Open spaces - Warren Reserve, Punchbowl Park, Salmon Reserve, Arthur Park, Mary Barry Park

– Retail on Broadway Plaza, – Community - Punchbowl Community Centre

Notes Punchbowl station is bound by Punchbowl Road and The Boulevarde. Punchbowl Road bridges the rail line and contains retail outlets and businesses near the Station. The Boulevarde also contains many retail and business uses. Predominantly low density residential and a mix of retail, commercial and community uses

Bankstown Station and rail corridor





Nearby facilities include: – Education - Bankstown Girls High School, Bankstown

Public Schools, Brendan’s Primary School, TAFE NSW, University Preparation College, Queen Anne English College, Al Amanah College

– Childcare - Goodstart Early Learning, Coolamon Children’s Centre, Montessori Academy Bankstown, KU Bankstown AMEP Child Care Centre, Roly Poly Educational Child Care

– Open space - Siding Park, Paul Keating Park, Dorothy Park, Stevens Reserve, Bankstown Memorial Park

– Community - Bankstown City Library, RSL Community Club, Bankstown Art Centre, Bankstown Senior Citizens' Centre

– Health - Bankstown Community Health Centre, Restwell Medical Centre, Bankstown Family Medical Practice

– Places of Worship - Bankstown Baptist Church, The Salvation Army, St. Euphemia Greek Orthodox Church of Bankstown, St Nicholas Antiochian Orthodox Church, Masjid Abu Bakr Bankstown Mosque

– Emergency services and justice: Bankstown Court House, Bankstown Ambulance, Bankstown Police Station, Bankstown Fire Station

– Major retail - Bankstown Central shopping centre Notes Bankstown station is bound by Bankstown City Plaza, North Terrace and South Terrace. A

bus interchange adjoins Bankstown Station, as well as various business and commercial premises built over the rail line. Commercial premises occupy a majority of the 400m radius from Bankstown Station, with the large format shopping centre of Bankstown Central. Higher density residential development is also contained within the local business precinct, with low to medium density residential uses in the surrounding localities.


Compound and ancillary facilities Temporary construction compounds are required to support the Line-wide Work construction. These facilities include:

• Site offices at the existing excavation compounds at Mowbray Road, Marrickville Road and Hickson Road

• Light vehicle parking • Amenities • Laydown and storage areas • Material and chemical storage. Work at SMTF North and SMTF South will incorporate ancillary facilities. For the station and track work, various ancillary facilities are required inside and outside the rail corridor to accommodate site offices, amenities, lay down and storage areas for materials during construction. The proposed construction compound locations are identified in the Construction Compound and Ancillary Facility Management Plan. Initial ancillary facility plans are included within the Environmental Control Maps (Refer to Appendix C6). A minimum of two logistics hubs are required. The hubs will be used to receive and assemble components prior to delivery to construction areas.


5. Working together This section describes how Systems Connect will work collaboratively with Sydney Metro, the people appointed into independent roles for the project, interfacing contractors and concurrent projects to deliver consistent communication and minimise impacts on stakeholders.

Below is an outline of the stakeholder engagement team structure, including key personnel, authority and roles of key personnel, lines of responsibility and communication, and the minimum skill levels of each role.

Systems Connect’s Stakeholder Engagement team: roles and responsibilities The Senior Stakeholder Engagement Manager will lead the overall delivery of stakeholder information, consultation and involvement for the duration of Line-wide Work. The Public Affairs Manager manages the strategy for public affairs programs, VIP events and media milestones. The Senior Stakeholder Engagement and Public Affairs Managers are supported by place managers, a communications coordinator and graphic designer. Systems Connect has two place managers, referred to as; Stakeholder Engagement Manager City Metro / SMTF North and Stakeholder Engagement Manager Southwest Metro / SMTF South. The team works closely with System Connect’s design, construction, commercial, quality, safety and environment teams. Table 14 outlines the key roles and responsibilities and lines of communications of this team.

Table 14: Systems Connect's stakeholder engagement team

Role Description

Senior Stakeholder Engagement Manager (SSEM)

Responsibilities • The Senior Stakeholder Engagement Manager is the discipline head, and is a member of the Line-wide Work Senior Leadership Team

• Oversees the development of the stakeholder and community engagement planning documents including site specific subplans and business management strategies

• Manages internal communications, including achieving adherence to Sydney Metro branding protocols

• Manages complaints unresolved by the stakeholder managers and escalates them to Sydney Metro if necessary

Role Public Affairs Manager (PAM)

Responsibilities • Responsible for delivering the overarching public affairs and event strategy • Managing production of collateral including digital resources, social media,

electronic and broadcast material • Identifies public affairs, VIP, media opportunities and manages media and major

events • Prepares and issues media and other urgent copy to the Principal as required,

on a 24 hour a day 7 day a week basis

Role Place Managers (two) Stakeholder Engagement Manager City Metro / SMTF North Stakeholder Engagement Manager Southwest Metro / SMTF South

Responsibilities • First point of contact and manager for local community • Implement site specific subplans for Systems Connect work • Liaise with interfacing contractor’s stakeholder engagement teams • Prepare notifications, publications, newsletters, presentations • Organise consultation forums

Role Graphic Designer

Responsibilities • Provide graphic design services for all print and digital communications including marketing and promotional materials, communication material for the public, customer and community notifications, advertisements, and the project website

Role Communications Coordinator

Responsibilities • Maintain Consultation Manager database • Help to coordinate project meetings, consultation forums, site tours, events,

inspections as required • Maintains the website • Manages production of print and displays • Attend meetings and prepare meeting records as required


• Attend the Community Information Centre as required

Key interfaces The stakeholder engagement functions delivered by Systems Connect intersect with the role of Sydney Metro, interface contractors, and the independent Environment Representative and Community Complaints Mediator functions as described in the Planning Approval.

5.2.1 Environment representative

An independent Environment Representative has been engaged by Sydney Metro and approved by the Planning Secretary. Part of the Environment Representative’s role is to assist the Planning Department in the resolution of community complaints, as requested by the Planning Secretary. Sydney Metro will be the main point of contact for the Environment Representative. Sydney Metro will provide a daily report which notes any complaints made in relation to Line-wide Work. More information is contained in Section 8 and Appendix D.

5.2.2 Community Complaints Mediator

An independent Community Complaints Mediator (CCM) has been engaged by Sydney Metro and approved by the Department of Planning, Industry and Environment Secretary. The CCM role is to address complaints, once all internal escalation processes have been exhausted, and the complainant is still not satisfied with the response they have received. Where the complaints management system has not succeeded in addressing the complainant’s concerns, the CCM will make recommendations to satisfactorily address complaints, resolve disputes or mitigate against the occurrence of future complaints or disputes. Sydney Metro will be the first point of contact with the CCM. See also Section 8 and Appendix D.

5.2.3 Interface with Sydney Metro – coordination, approvals and reporting

The Sydney Metro City & Southwest Project is comprised of numerous work packages being delivered by multiple contractors, with several co-located at various times. Sydney Metro maintains the outwards facing communication channels to ensure consistent and clear access to information and contacts for the community and stakeholders. Systems Connect will follow Sydney Metro’s overarching systems, processes and tools, including contributing to its website, free call service, email address, Facebook, school education program and media liaison. Sydney Metro manages key stakeholder relationships, including with government ministers, Members of Parliament, Elected Representatives of Councils and media. Systems Connect will support these where required.

Systems Connect understands effective coordination and communication with Sydney Metro and other contractors delivering Sydney Metro is essential for successful engagement, and for building long term support for the Sydney Metro. Systems Connect will inform Sydney Metro promptly of issues raised by authorities, stakeholders, and of proposed consultation activities and meetings with stakeholders.

The stakeholder engagement interface with Sydney Metro occurs at multiple levels to facilitate planning coordination, communication activities, notifications, issues response, approvals and engagement with different stakeholders. Systems Connect has developed an on call roster for the stakeholder engagement team ensuring a prompt response to questions, concerns, complaints or enquiries when construction activities are being performed. The Senior Stakeholder Engagement Manager and the Public Affairs Manager are available to meet with Sydney Metro as requested.

The following meetings provide a forum to facilitate the interface between Sydney Metro, Systems Connect and interfacing contractors:

Weekly Line-wide Work communications meeting

The fortnightly Line-wide Work communications meeting with Sydney Metro provides a forum for reviewing outstanding items and flag items intended for submission in the following period.

Communications Management Control Group meetings

The Communications Management Control Group (CMCG) meeting is convened by Sydney Metro on an as needed basis and provides a forum to exchange information and coordinate communication and consultation activities between Systems Connect, neighbouring contractors and


Sydney Metro, to ensure a consistent approach to stakeholders and the community and others is delivered.

The Senior Stakeholder Engagement Manager will attend the CMCG meetings and provide the following information: • A summary of current and upcoming activities, likely impacts, and proposed communication

strategies • An update on any current or emerging issues and or any promotional opportunities • An update on complaints received and action taken to resolve them • Other information as required and requested by Sydney Metro. Systems Connect will also provide appropriate personnel to attend and participate in any working group meetings established by Sydney Metro as requested by Sydney Metro.

Communications, marketing and promotional material approvals

Systems Connect is committed to delivering the Line-wide Work project in keeping with contract requirements. Systems Connect will follow Sydney Metro’s protocols and requirements for communications materials where applicable.

Community and communication reporting

Systems Connect will provide an updated stakeholder and stakeholder liaison program including key dates for construction activities, associated impacts and mitigation and communication strategies with each progress report.

Progress will be reported every month, together with photographic and video records, records of site visits and other required information.

Daily reports detailing stakeholder interaction including records of complaints and enquiries will be provided to Sydney Metro by close of business each working day.

Consultation Manager database

Consultation Manager is a database that provides the main platform for sharing information about stakeholder interactions with interfacing contractors.

Systems Connect will record all details of the following within 48 hours or less: • Contact and correspondence with stakeholders • Distribution details of public communication materials • Contact with media and elected government representatives. Media and government relations protocol

Systems Connect personnel will adhere to Sydney Metro requirements relating to contact with media or elected government representatives.

Sydney Metro’s education programs

Sydney Metro has developed Fast Tracking the Future, an education program that is focused on providing learning experiences for students about the Sydney Metro project; its purpose, construction and environmental and social context.

More than 12,500 students have participated in tailored presentations and learning activities, including excursions and school holiday programs.

Systems Connect will support the Fast Tracking the Future education program as requested, with both skilled personnel with information and photographs to contribute to education resource development.

Systems Connect’s Public Affairs Manager will discuss upcoming work and approved innovations and improvements with Sydney Metro’s Education team to identify activities and information likely to be of interest to the age groups of participating students.

Sydney Metro City & Southwest Community Information Centre

The Sydney Metro Community Information Centre at 243 Beamish Street, Campsie, is a place where the community to ask questions about the project, meet with Sydney Metro staff and find out the latest information on construction progress. It is a key facility in delivering communication


tailored for culturally and linguistically diverse communities (CALD) and people with languages other than English (LOTE).

From time to time, Sydney Metro may also establish mobile information centres in places of high community traffic, such as shopping centres. Systems Connect’s engagement team will attend both the mobile centres and the permanent information centre two days of the week, when requested. They will engage with centre visitors, helping to build awareness of Sydney Metro, its benefits and features, as well as respond to questions and concerns. They will also assist in establishing a register of Systems Connect’s workforce with community language skills who are willing to assist in CALD outreach activities program, including supporting events hosted at the centres.

Site photography protocol

Systems Connect acknowledges all photographs, images, film and video taken by Systems Connect are the property of Sydney Metro, and must be provided when requested for use at Sydney Metro’s.

Systems Connect will ensure all employees and subcontractors who feature in these visual records will have signed photo release forms.

5.2.4 Interface with other Sydney Metro contractors

Line-wide Work will often coincide with other City & Southwest interface contractor activities. This will require coordinated communication campaigns and joint notifications to avoid providing the community with multiple information pieces.

Where Systems Connect is the leading contractor, Systems Connect we will develop and distribute the required notification letters, communication collateral and host the appropriate communication forums.

When interface contractors are leading, Systems Connect will contribute copy and images for the notifications and other collateral and assist with their consultation forums.

5.2.5 Systems Connect key internal interfaces

Systems Connect takes a holistic, fully integrated approach to stakeholder and community engagement. Key representatives of our cross functional team assist the stakeholder engagement team to prepare accessible information for release and publication.

Table 18 below outlines the identified interfaces with Systems Connect’s overall project organisation structure.

Table 15: Internal interfaces with the stakeholder engagement team

Project role Key stakeholder and stakeholder engagement responsibilities

Project Director • Allocate sufficient resources and authority to the Senior Stakeholder Engagement Manager to meet community liaison and stakeholder obligations

Engineering Manager, Design Managers

• Provide leadership to design teams to encourage the adoption of ‘safety-in-design’ principles

• Develop designs that minimise impacts and respond to reasonable community requirements

Construction Manager, Senior Project Managers

• Provide leadership to construction teams to ensure activities are managed to minimise impacts and respond to reasonable community requirements

• Participate in key consultation, communication and site access activities • Make appropriate allowances for community notifications in works programs

Safety / Rail Safety Manager and team

• Review safety documentation including Safe Work Method Statements to uphold the safety of our workforce, neighbours and road users

• Assist to identify community impacts during activity reviews and recommend preventative solutions or processes

Environment Manager and team Environment consultants

• Manage all consultation with authorities and agencies • Provide environmental information and reports required to be made public

or for use in communications or consultation • Oversee environmental complaints investigation and reporting to regulatory

authorities • Participate in stakeholder and community meetings as required


Project role Key stakeholder and stakeholder engagement responsibilities

Sustainability Manager and team

• Liaise with the stakeholder engagement team , monitor and report on progress towards achieving sustainability goals

Traffic Manager • Manage liaison with traffic and transport stakeholders including participation in the Traffic and Transport Liaison Group

Subcontractors and consultants

• Adhere to provisions of the Construction Environment Management Plan (CEMP), including approved hours of operation, construction vehicle routes and approved queuing locations

• Selected subcontractors will be required to participate in training to meet the provisions of Sydney Metro Interim Strategy for the Management of Homeless People

All Systems Connect employees, supervisors and subcontractors

• Required to complete Systems Connect’s Project and site specific inductions that explain desired behaviours and protocols for interaction with project neighbours including homeless people

• Personnel will sign agreements that they understand and accept their relevant community responsibilities

Site induction process Systems Connect acknowledges that community awareness is the responsibility of all members of the project team and will be a core element of induction and training. All personnel associated with Line-wide Work, including construction workers and subcontractors will attend project and site inductions, daily prestart meetings and periodic toolbox talks.

The induction will explain the Project context, key issues for managing impacts on the surrounding community and road users along with Systems Connect’s obligations. Topics covered include the following: • Project and community liaison objectives • Community profile • Local environmental, social and heritage values. • Community liaison protocols for working on site including: • Response to media enquiries • Response to community enquiries and complaints and critical incidents • Personal presentation and expected standards of behaviour • Noise • Parking and site access • Visual appearance of the site • Accessing private property • Process to be followed in respect to reporting unexpected finds • Caring for wildlife • Hours of work • Notification of changes to planned work. Induction records will be included in System Connect’s monthly report. Systems Connect will submit the proposed induction to Sydney Metro for approval at least three days prior to use. Site inductions and training will be regularly updated to address any actions taken in response to stakeholder and community complaints and any changes to the CCS LW.

Innovative programs, processes and methodologies Developing innovative processes and methodologies to support Sydney Metro’s engagement with schools, seniors, environmental groups, sporting groups, young people, businesses and other community groups is an iterative process. It is being further developed as Systems Connect’s understanding of Sydney Metro’s current methods and any perceived gaps are obtained.

System Connect has implemented a Continual Improvement Working Group (CIWG) to encourage innovative solutions development, including engagement methodologies and processes. The CIWG


facilitates the ideas generation and documentation from the broader project team. Examples of innovative programs, processes and methodologies which may support Sydney Metro’s broader engagement activities include:

• Reducing traffic congestion at worksites through car pooling mobile phone apps and providing end of trip facilities to encourage the workforce to use public and active transport.

• Using Wi-Fi tracking technologies to monitor all deliveries including approved route use. • Developing partnerships with, or supporting, two not for profit organisations who provide

beneficial services to the homeless community. • Investigating and implementing a supply chain financing solution which will enable increased

participation of small and medium sized enterprises, including local and aboriginal businesses, in the supply chain.

Systems Connect’s Senior Stakeholder Engagement Manager will provide updates to Sydney Metro about the innovations and improvements status under consideration. This will focus on innovative programs, processes and methodologies to support Sydney Metro’s engagement with and support to local communities, engagement with schools, seniors, environmental groups, sporting groups, young people, businesses and other community groups.

Biannual updates of this CCS LW will include information on innovative processes and methodologies.

Milestone media events and community access to construction sites Systems Connect recognises the importance of providing Sydney Metro representatives timely and safe access for media, and events which can be accessed by the community.

The Public Affairs Manager will maintain a program of public affairs, media milestones and community access opportunities.

5.5.1 Organised events protocol

Detailed event plans will be produced that describe how guests, media, photographers and other stakeholders and the public will be accommodated to ensure their safety, whilst providing the required access to view the work and contractor’s activities prior to key events.

5.5.2 Special and local event planning

Systems Connect appreciates events are an important part of the Sydney life, its economic growth, tourist appeal and sense of identity.

While major events may not be directly adjacent to or affected by the construction, the impact of Line-wide Work on the broader traffic and transport network, along with any pedestrian and bicycle route changes, will be considered in planning work and preparing travel communications. Specific traffic and transport management measures required for events will be factored into work delivery schedules.

The Department of Premier and Cabinet is the lead agency for major events in NSW and as necessary, Systems Connect will liaise with Sydney Metro to obtain information provided at the event coordination meetings hosted by the Premiers Department.

Special event consideration would be undertaken as part of construction work programming.

For special events requiring specific traffic measures and pedestrian management, measures will be developed in consultation with the Sydney Coordination Office (for relevant locations), TfNSW, local councils (for relevant locations) and event organisers.


6. Our stakeholders Building positive relationships with Sydney Metro’s broad range of stakeholders is a critical to the project’s success. Sydney Metro manages the relationship and interactions with overarching stakeholders whose interests extend throughout the project’s lifecycle, including the planning, approvals, procurement, construction and operations phases. In view of this, Systems Connect’s role is to build relationships with stakeholders who have a specific interest in Line-wide Work.

Overarching stakeholders Systems Connect supports Sydney Metro in meeting requirements of overarching stakeholders through providing information and participating in meetings as requested. These stakeholders, their interest in the project and communication activities are identified in Table 20 below:

Table 16: Project stakeholders, where Sydney Metro is the primary relationship manager

Stakeholder Impact or interest in work Communication approach and activities

Stakeholders:

Government – elected representatives including:

• Premier • Minister for Transport and

Roads • Minister for Planning and

Public Spaces • Minister for Energy and

Environment • State members: Castle Hill,

Willoughby, North Shore, Sydney, Newtown, Heffron, Bankstown

• Federal members: Sydney,North Sydney, Grayndler, Mitchell

• Successful delivery of project within required timeframe and budget

• Compliance with Project Planning Approval

• Management of environmental and heritage impacts and compliance with Environment Protection Licence (EPL)

• Impact on constituents during construction and community engagement process

• Regular briefings via Sydney Metro • Sydney Metro liaison protocols for

elected representatives to keep them informed and respond to enquiries

• Systems Connect will contribute to briefing note preparation

State government – departments, corporations and agencies including:

• TfNSW – Sydney Metro, Sydney Coordination Office

• Department of Planning, Industry and Environment

• Infrastructure NSW • Sydney Trains • Department of

Communities and Justice • NSW Environment

Protection Authority (EPA) • NSW Office of Water • Department of Education

• Successful delivery of the Metro project while meeting all key performance indicators

• Compliance with Project Approval Conditions

• Concurrent developments near Barangaroo Station, particularly Barangaroo Central; visitors and events at Barangaroo Reserve

• Interaction with train lines • Effective operation of the

Sydney transport network • Coordination of traffic and

transport planning for projects and major events

• Interaction with Waterloo Social Housing

• Impacts on social housing tenants and properties

• Managing environmental and heritage impacts of Line-wide Work

• Effective response to community complaints

• Interface agreements and meetings • Coordination of communication

activities with interfacing contractors • Project updates and site visits • Line-wide Work reporting • Meetings and updates with Sydney

Metro • Application for and compliance with

EPL • CCS LW consultation program • Stakeholder meeting and written

correspondence • Communications Management

Control Group meetings • Design workshops • Complaints management response • Special events strategies • Consultation on relevant

management plans including the CEMP LW and component sub-plans

• Participation in Sydney Metro Schools Education Program

• Directly affected property

owners and tenants, including adjoining owners

• Construction impacts (noise, vibration, dust, visual and traffic)

• Impact on residents and tenants (noise, vibration and access)

• Community Connect information sessions

• regular progress updates (telephone/email), notifications, newsletters, site tours, information to strata managers, social media,



• Residential owners/tenants in directly affected properties

• Body corporates and owners’ corporations

• Concern about property damage

interactive information at the Community Information Centre

• Consultation in advance of construction for noise and vibration sensitive stakeholders on environmental management measures

• Regular meetings for adjacent owners

• Businesses/tenants in directly affected properties

• Changes to pedestrian and customer access

• Changes to vehicle access and parking

• Loss of amenity during construction (noise, vibration and visual)

• Loss of business • Work hours and project

duration • Concern about property

damage • Traffic changes, detours,

lane closures and changes to public transport

• Business Management Plan • Briefings for major businesses • Building-based information sessions

(for owners and tenants), • Meetings, newsletters, email

updates, notifications, signs, displays and posters for staff

• Business matters briefings • Adjoining-owner agreements • Consultation on environmental

management

Media including: • National television

Metropolitan radio • Community radio and

newspapers • Sydney Morning Herald • Daily Telegraph • Online media

• Project status and progress Project milestones

• Items of local significance such as workforce expansion, heritage finds

• Sydney Metro media liaison protocols

• Media, video releases and Facebook posts

• Background fact sheets • Media events and site visits as

arranged by Sydney Metro

Line-wide Work stakeholders Delivery of Line-wide Work involves building relationships with stakeholders whose primary interest is site specific construction activities. Some of the stakeholders who are located close to construction sites are identified in Section 4.2 to 4.7.

Stakeholder identification will be expanded in each specific CCS Subplan, for the following sites:

• Artarmon substation • Bulk power supply - Artarmon • Northern Portal and Dive (Northern Connection) - Chatswood • Barangaroo dive and cavern cross over • Bulk power supply – Surry Hills to Waterloo • Bulk power supply – Canterbury to Campsie • Southern dive and SMTF South (Southern Connection) - Marrickville • Rail corridor work between Marrickville dive site and Bankstown Station.

Table 21 below identifies broad categories of stakeholders, their likely interests and communication approach and activities. Table 17: Stakeholders where Systems Connect is primary relationship manager


Aboriginal Stakeholders • Aboriginal heritage • Potential presence of

Aboriginal artefacts

• Should indigenous stakeholder consultation be required then Systems Connect will carry out



affected by bulk power supply routes

• Aboriginal heritage

consultation in accordance with DPIE Aboriginal Cultural Heritage Consultation Requirements for Proponents 2010

• The Aboriginal cultural heritage assessment report would address areas of archaeological potential associated with the power supply routes

• Aboriginal heritage interpretation would be incorporated into the design for the project in consultation with Aboriginal stakeholders

Local government including: • Elected representative, general

managers and officers of councils including: Blacktown City Council, Willoughby Council, North Sydney Council, City of Sydney Council, Inner West Council, City of Canterbury-Bankstown Council

• Impacts on council infrastructure including local roads, traffic, public transport, community facilities and street trees

• Impacts on residents and businesses during construction (for example, noise, vibration and dust)

• Community engagement process

• Councilor briefings in coordination with Sydney Metro

• Regular interface meetings with council officers

• Participation in Sydney Metro’s Traffic and Transport Liaison Group consultation for events

• Consultation with relevant Council on reinstatement of assets or areas affected by Line-wide Work

• CCS LW consultation program

• Sydney Metro City & Southwest Traffic and Transport Liaison Group

• Briefings on traffic management plans

• Adequate notification of traffic changes

• Presentations and briefings

Utility stakeholders including: • Sydney Water, Ausgrid, Jemena,

telecommunications providers (Telstra, Optus, NBNco, Uecomm, Amcom, Verizon, Vocus, Primus Tel, Nextgen, AAPT, AARNet,

• Impact on existing infrastructure

• Interface agreements • Written correspondence and

meetings to identify requirements and address specific issues

• Notification of planned works • Incident response protocols • Notification to residents and

businesses of any disruption to services

Transport and traffic stakeholders including:

• TfNSW • Sydney Coordination Office • Transport Management Centre • Sydney Trains • Transport operators and their

customers • Local councils • Emergency services • Couriers • Cycling groups

• Impacts on road and transport network

• Haulage routes and layover areas

• Pedestrian management

• Written correspondence, meetings, regular construction updates, traffic updates and alerts on changes to local roads and traffic conditions

• Traffic management plans, including planned lane closures and changes to cycle ways or shared paths

• Incident and special event plans

• Participation in the Sydney Metro Traffic and Transport Liaison Group

Emergency service agencies including: • District Emergency Management

Officer • NSW Ambulance Service • Fire and Rescue NSW

• Impacts on local roads during construction

• Emergency access/procedures during construction

• Introductory workshop, contact procedures, site visits and desktop emergency exercise/debrief



• NSW State Emergency Services • NSW Police Force

• Site orientation, emergency facilities and incident response and scenario planning

• Written correspondence, meetings, regular construction updates and traffic updates on changes to local roads/conditions

• Consultation on emergency, safety and security plans for relevant agencies

• Participation in the Sydney Metro Traffic and Transport Liaison Group

Other Sydney Metro contractors including:

• Northern corridor work • Tunnel and Station Excavation

Works (TSE) • Central Station Metro Works

(CSM) • Southwest Metro Works (SWM) • Sydenham Metro Upgrade Work

(SMU) • Trains, Systems, Operations &

Maintenance (TSOM) • ISD and station construction

Works • Concurrent packages when

awarded • Follow-on contractors

• Coordinating activities and information

• Enquiries and complaints referrals as appropriate

• Minimising cumulative impacts

• Written correspondence, meetings, exchange of key contacts and progress updates

• Communications Coordination Group

• Interface agreements and meetings

Sensitive receivers near construction sites will be identified in site subplans, including • Education facilities • Preschool and childcare • Health care facilities • Places of worship

• Noise, vibration and dust Work hours

• Construction traffic and safety around worksites

• Impact on teaching / exams

• Changes to pedestrian and vehicle access

• Work hours (night and weekend work)

• Impact on residents, visitors and operations

• Meetings, notifications, newsletters, telephone hotline and website

• Information for school community, participation in Sydney Metro’s education programs

• Consultation in advance of construction for noise and vibration sensitive stakeholders

Directly affected property owners and tenants, including: • Adjoining property owners • Tenants in directly affected

properties • Body corporates and owners’

corporations

• Construction impacts (noise, vibration, dust, visual and traffic)

• Impact on residents and tenants (noise, vibration and access)

• Consultation on environmental management measures

• Consultation, where relevant, on monitoring equipment


• Doorknocks / meetings • Condition surveys before and

after construction (if required) • Community Connect

information sessions • Email updates for registered

subscribers • Notifications • Consultation in advance of

construction for noise and vibration sensitive stakeholders

• Quarterly newsletters • Website updates, social

media

Businesses/tenants in directly affected properties will be identified in a Business Management Plan

• Loss of amenity during construction (noise, vibration and visual)

• Changes to pedestrian and customer access

• Changes to vehicle access and parking

• Loss of business • Work hours and project

duration

• Business management plan • Meetings • Condition surveys before and

after construction • Boardroom and building

briefings prior to construction • Business matters information

sessions as required




• Consultation on environmental management

• Building-based information sessions (for owners and tenants),

• Email updates for registered subscribers

• Notifications • Signs, displays and posters

for staff • Email updates for registered

stakeholders • Quarterly newsletters

Adjacent residents within • 100 metres (of work during

standard construction hours) • 200 metres (of work during OOH

work) • Body corporates and owners’

corporations

• Construction impacts (noise, visual and amenity)

• Impact on tenants • Traffic changes • Heavy vehicle

movements • Impacts on pedestrians,

passing trade

• Doorknocks / meetings • Condition surveys before and

after construction (if required) • Community Connect

information sessions • Email updates for subscribers • Notifications • Newsletters • Website updates, social

media • Information to strata / property

managers • Interactive information at

Community Information Centre

Residents within 500 metres • Noise, vibration, dust, visual

• Changes to access • Traffic changes • Changes to transport

• Community Connect information sessions

• Email updates for subscribers • Notifications • Newsletters • Website updates, social

media • Interactive information at


Businesses within 500 metres • Noise, vibration, dust, visual

• Changes to access • Traffic changes • Changes to transport

• Information sessions • Newsletters • Email updates to subscribers • Website updates, social

media • Interactive information at


Road users including: • Motorists, pedestrians, cyclists

and buses in streets surrounding worksites

• Commuters generally

• Traffic delays • Traffic changes including

detours, access / parking, pedestrian paths, cycleways and bus stop locations

• Signage, advertising, media liaison and website

• Coordinated strategies for major changes

• Special event organisers’ communication channels

Public Transport users including: • Bus users • Train users at adjacent

operational stations

• Changes to bus stops or timetables

• Changes in access to or from any Line-wide Work construction site

• Progress of works

• Signage and notification for changes to bus stops or temporary diversions

• Signage and coordinated wayfinding strategy with Sydney Trains

• Media articles and events

CALD communities • Subplans for corridor work

between Sydenham and Bankstown will identify needs of specific communities

• Access to construction information

• Access to translator services shown on all notifications

• Translated info materials • Live translators at

consultation events.



• People with limited mobility/access issues

• Access to construction information

• Website documents WCAG 2.0 compliant

• Access around construction sites

• Accessible viewing areas and toilets for major public site events

Culturally and linguistically diverse communities The Conditions of Approval for the Sydney Metro Sydenham to Bankstown Upgrade (SSI 8256) includes requirements for a communication strategy for people who speak languages other than English (LOTE) and culturally and linguistically diverse communities (CALD) and vulnerable communities. Condition of Approval B2 specifies that the Community Communication Strategy must:

• Identify community demographics and approaches to address the needs of people speaking languages other than English (LOTE) and culturally and linguistically diverse communities (CALD) and vulnerable communities.

• Set out procedures and mechanisms for the regular distribution of accessible information, including to LOTE and CALD communities, about or relevant to the Critical State Significant Infrastructure (CSSI). The information to be distributed must include information regarding current site construction activities, schedules and milestones at each construction site.

Systems Connect will use the following tools to identify and address the needs of the CALD community in relation to the following:

• Delivering the bulk power supply line between Canterbury and Campsie • All Line-wide Work in the railway corridor between Sydenham and Bankstown.

Sydney Metro Overarching Community Communications Strategy provides the following translation services: • The Sydney Metro website can be translated into 58 different languages using the Google

translate function at the bottom of the home page • All printed materials include contact details for the TIS translation service • Translated Sydney Metro fact sheets are available on the Sydney Metro website in Arabic,

Greek, Chinese (simplified), Chinese (traditional), Korean and Hindi • Advertisements are placed in community language newsletters where appropriate.

Interpreter phone number

Sydney Metro has set up an interpretation phone line for the project, supplied through the Project Interpreting and Translation Service. Systems Connect will use this service in conjunction with Sydney Metro as a tool for engaging with members of the CALD community.

On-site interpreters

Sydney Metro may arrange onsite interpreters through the Project Interpreting and Translation Service for onsite events, stakeholder meetings, and information sessions. Systems Connect will use this service as required for engaging with members of the CALD community.

Translated materials

Systems Connect will provide translated materials in the top languages other than English spoken by communities who live adjacent to the bulk power supply route and Line-wide Work along the rail corridor between Sydenham and Bankstown. They will be available in hard copy and online for the project. They include Chinese, Arabic, Greek, Vietnamese and Hindi.

Online content

The Sydney Metro website contains an ‘Information in your language’ page which includes in-language fact sheets and brochures, including the project interpreter number, along with the internationally recognised interpreter symbol placed on the website homepage.

Social media


Opportunities will be considered for using social media, including Facebook and Twitter, to help inform and engage CALD communities. Systems Connect will support Sydney Metro to regularly update online social media with engaging information, as well as working together to create entertaining video content about the project for the broader community.

Advertising and media relations

Systems Connect will utilise CALD media outlets to promote consultation activities and provide information relating to Line-wide Works along the alignment of the Sydenham to Bankstown Upgrade as required.

CALD community centres

Systems Connect will work together with Sydney Metro and the leading interface contractor to engage with CALD community centres along the project alignment. These centres will help to disseminate project information. Systems Connect will maintain the flow of up to date information to these community hubs.

CALD businesses

Systems Connect will develop an overarching Business Management Plan which will include a survey identifying all CALD businesses that require extra communication tools in relation to Line-wide Work along the alignment of the Sydenham to Bankstown Upgrade.

Stakeholder advocates

Sydney Metro is developing relationships with organisations and institutions with links into CALD communities. Relationships are being formed with peak organisations to help disseminate information, advocate on behalf of the project, and provide Sydney Metro with insights into the CALD groups they represent. Systems Connect will work together with Sydney Metro to include these stakeholders in the engagement process.

International Students

Systems Connect will identify major education facilities affected by the bulk power supply route between Canterbury and Campsie.

6.3.1 Community profile

The study area identified in the Sydney Metro City & Southwest EIS falls within the Inner West and Canterbury Bankstown local government areas (LGAs). These two LGAs are some of most culturally, socially and economically diverse communities in Sydney.

Almost half of the population of the Canterbury Bankstown LGA spoke a language other than English at home, compared to almost a third of the Inner West LGA population.

Several suburbs in the Canterbury Bankstown LGA have communities where over 60 per cent of residents spoke a language other than English. These include Canterbury, Campsie, Belmore, Lakemba, Wiley Park, Punchbowl and Bankstown.

Below is an overview of languages spoken at home and proficiency in English in the relevant suburbs.

Sydenham - St Peters The 2017 Estimated Resident Population for St Peters - Sydenham is 4,603

In St Peters - Sydenham, 26.0% of people spoke a language other than English at home in 2016


Figure 8: Languages spoken at home: Sydenham

Proficiency in English

In St Peters - Sydenham, 239 people who were able to speak another language in 2016

Marrickville The 2017 Estimated Resident Population for Marrickville is 28,288.

In Marrickville, 37.2% of people spoke a language other than English at home in 2016.

Figure 9: Languages spoken at home: Marrickville

The dominant language spoken at home, other than English, in Marrickville was Greek, with 7.5% of the population, or 2,003 people speaking this language at home.


In Marrickville, 2,641 people who were able to speak another language in 2016, reported difficulty speaking English.


Dulwich Hill, The 2017 Estimated Resident Population for Dulwich Hill is 14,542.

In Dulwich Hill, 32.1% of people spoke a language other than English at home in 2016.

Figure 10: Languages spoken at home: Dulwich Hill


In Dulwich Hill, 866 people who were able to speak another language in 2016, reported difficulty speaking English.

Hurlstone Park ABS Estimated Resident Population of Hurlstone Park was 4,588 in 2017.

In Hurlstone Park, 39.4% of people spoke a language other than English at home in 2016.

Figure 11: Languages spoken at hone: Hurlstone Park

The dominant language spoken at home, other than English, in Hurlstone Park was Greek, with 9.4% of the population, or 400 people speaking this language at home.


In Hurlstone Park, 328 people who were able to speak another language in 2016, reported difficulty speaking English.


Canterbury In Canterbury the ABS Estimated Resident Population 7,984 in 2017

57.8% of people spoke a language other than English at home in 2016.

Figure 12: Languages spoken at home: Canterbury

The dominant language spoken at home, other than English, in Canterbury was Mandarin, with 9.1% of the population, or 660 people speaking this language at home.


In Canterbury, 883 people who were able to speak another language in 2016, reported difficulty speaking English.

Earlwood The 2017 Estimated Resident Population for Earlwood is 18,950.

In Earlwood, 48.9% of people spoke a language other than English at home in 2016.

Figure 13: Languages spoken at home: Earlwood


The dominant language spoken at home, other than English, in Earlwood was Greek, with 19.5% of the population, or 3,447 people speaking this language at home.


In Earlwood, 1,582 people who were able to speak another language in 2016, reported difficulty speaking English.

Campsie ABS Estimated Resident Population in Campsie - Clemton Park was 28,013 in 2017


Figure 14: Languages spoken at home: Campsie

The dominant language spoken at home, other than English, in Campsie Clemton Park was Mandarin, with 20.0% of the population, or 5,223 people speaking this language at home. Proficiency in English In Campsie Clemton Park, 5,927 people who were able to speak another language in 2016, reported difficulty speaking English. Belmore ABS Estimated Resident Population 2017 is 13,464

In Belmore, 66.4% of people spoke a language other than English at home in 2016.


Figure 15: Languages spoken at hone: Belmore

The dominant language spoken at home, other than English, in Belmore was Greek, with 14.1% of the population, or 1,793 people speaking this language at home.


In Belmore, 1,916 people who were able to speak another language in 2016, reported difficulty speaking English.

Lakemba The ABS Estimated Resident Population in Lakemba was 18,134 in 2017


Figure 16: Languages spoken at home: Lakemba

The dominant language spoken at home, other than English, in Lakemba was Bengali, with 18.7% of the population, or 3,176 people speaking this language at home.


In Lakemba, 2,970 people who were able to speak another language in 2016, reported difficulty speaking English.

Punchbowl The ABS Estimated Resident Population in Punchbowl was 21,562 in 2017*



Figure 17: Languages spoken at home: Punchbowl

The dominant language spoken at home, other than English, in Punchbowl was Arabic, with 36.2% of the population, or 7,319 people speaking this language at home.


In Punchbowl, 2,979 people who were able to speak another language in 2016, reported difficulty speaking English.

Wiley Park ABS Estimated Resident Population in Wiley Park was 10,786 in 2017


Figure 18: Languages spoken at home: Wiley Park

The dominant language spoken at home, other than English, in Wiley Park was Arabic, with 17.7% of the population, or 1,791 people speaking this language at home.



In Wiley Park, 1,512 people who were able to speak another language in 2016, reported difficulty speaking English.

Bankstown ABS Estimated Resident Population in Bankstown CBD was, 20,143 in 2017


Figure 19: Languages spoken at home: Bankstown

The dominant language spoken at home, other than English, in Bankstown CBD was Arabic, with 20.2% of the population, or 3,814 people speaking this language at home.


In Bankstown CBD, 3,621 people who were able to speak another language in 2016, reported difficulty speaking English.


7. Supporting tools and processes This Strategy describes the management system for meeting the requirements for engaging stakeholders and the community. To support this, the following tables provide descriptions of tools and processes for engagement and communication functions, and outline Sydney Metro’s requirements of Systems Connect.

Project contact information Table 22 below, shows the project contact details to be uploaded on project websites, published in papers circulating in local area prior to construction, included on hoardings at each construction site and included on written and electronic correspondence and publications

Table 18: Project contact information

Item Content Timing and frequency

Community information line (1800 171 386 number)

1800 number allows access to the Line-wide Work stakeholder engagement team during construction hours. 1800 number is included in all notifications and communications materials. Sydney Metro refers out of hours complaints to on call team member. See Section 10.1 for information about enquiry and complaint management and reporting.

Ongoing

Sydney Metro email enquiries Email enquiries are directed to [email protected]

Ongoing

Postal address for written complaints and enquiries

Sydney Metro City & Southwest PO Box K659, Haymarket, NSW 124C

Ongoing

Translation services Translation service contact details included on all Sydney Metro publications.

Translators arranged on request for face to face meetings via the translation service

Systems Connect’s public communication materials A summary of information tools is shown in Table 23 below.

Table 19: Systems Connect public information materials


Information for the CMCG Progress report – current and upcoming construction work, associated impacts and mitigations, issues and opportunities, complaints report

As requested by Sydney Metro

Information for Sydney Metro’s education program

Information relevant to Line-wide Work as requested by Sydney Metro

As requested by Sydney Metro

Materials for community information sessions, including machinery, plant and equipment

As requested by Sydney Metro As requested by Sydney Metro

Written notifications

Community and stakeholder notifications where Systems Connect is the lead contractor including: (i)construction commencement (ii) significant milestones

All relevant details including: • Scope, location and hours of

work • Duration of activity • Alterations to access routes

• For distribution to community and stakeholders seven business days prior to intended activity

mailto:[email protected]



(iii) changes to the scope of work (iv) night work (v) changes to traffic conditions

requiring traffic alerts (vi) modifications to pedestrian

routes, cycle ways and bus stops

(vii) out of hours work; (viii) disruption of residential or

business access (ix) changing or disrupting of

Utility Services (x) investigation activities.

• Type of equipment used and likely impacts of the work including noise, vibration, traffic, access and dust

• Mitigation measures • Contact details.

NB: When an interface contractor is the lead, Systems Connect will provide content to notifications issued by the interface contractor.

Project advertisements

Project advertisement Provide content for overarching display advertisements on a monthly basis Prepare and publish advertisements relating to work that are required to comply with the Law and Approvals

As requested

Traffic advertisements Advertise in local newspapers which cover the geographical areas of Line-wide Work

Significant traffic management changes, detours, traffic disruptions and work outside any working hours contained in the environmental documents

• Advertise at least five days before any detour, disruption or change occurs

Construction update newsletters

Bi-annual construction update newsletters when Systems Connect is the lead contractor at the following sites: • Chatswood Dive Site

(Northern Connection) includes corridor work between the dive site and Chatswood Station

• Barangaroo Station and crossover cavern

• Marrickville Dive Site/SMTF South (Southern Connection)

• SMTF • Artarmon substation • Corridor work – between

Marrickville Dive Site and Bankstown Station

Minimum A4 double sided full colour high-quality site-specific quarterly construction update newsletters provided to the community, including the status of current and upcoming activities for nominated sties. Systems Connect will interface co-ordinate with interface Contractors to include details of their works within the newsletters Where an interface contractor is the lead, Systems Connect will provide content to newsletters issued by the Interface Contractor

• For biannual distribution, as a minimum, to all commercial and residential properties within a 500m radius of the site and to all affected commercial and residential properties

• Be displayed at the community information centre for six months from the time of original distribution

Frequently asked questions Resource for quick, accurate response to enquiries

As needed

Community emails Systems Connect will issue monthly email updates where they are the lead contractor

The updates will describe progress of our work and that of any interfacing contractors along with milestones and activities planned for the following month

• Monthly distribution to all stakeholders registered to receive community update emails in the Consultation Manager database


Traffic and transport communications A summary of information tools relating to traffic and transport communication is shown in Table 24 below.

Table 20: Traffic and transport communication tools


Traffic alert emails to transport operators, freight industry and Authorities

Changes to traffic, changes to access arrangements

7 days before changes

Written notifications Changes to traffic, pedestrian routes, bus stops, impacts on cycleways, other traffic changes

Traffic signage Changes to pedestrian routes, bus stops, impacts on cycleways or shared paths, other traffic changes

Traffic advertisements Significant changes to traffic conditions, detours.

Social media For long term changes

Variable message sign boards Changes to traffic conditions

Specific communication and way finding strategies for people with reduced visibility, people from non-English speaking backgrounds and for people with limited mobility and access issues

Changes to pedestrian routes, bus stops, impacts on cycleways or shared paths, other traffic changes

Project website Information about Line-wide Work will be provided online as described in Table 25 below:

Table 21: Requirements for on line information relating to Line-wide Work


Contractors’ Project Website

Systems Connect will create a new website to publish status of the project work, temporary work and contractor’s activities

(i)employment or supplier opportunities; (ii) information required to be

published to comply with the Planning Approvals;

(iii) executive summaries of publicly available reports relating to the project work, temporary work and contractor’s activities;

(iv) environmental, sustainability, transport, traffic and noise and vibration reports (and the executive summaries of these reports) that are publicly available; and

(v) web content and documents that comply with the Level AA accessibility requirements as outlined in Web Content Accessibility Guidelines (WCAG 2.0)

As information becomes available



Contractor’s corporate or promotional website

Systems Connect will establish a website to be available throughout the Line-wide Work and for 12 months after completion.

Provides up to date and accessible plans and reports required by the Project Approval. These include environment, sustainability, traffic, noise and vibration plans. Updated copies of this CCS, will be available

• As information becomes available

TfNSW’s Sydney Metro City & Southwest website

Systems Connect will provide information in electronic format suitable to be uploaded onto TfNSW’s Sydney Metro City & Southwest website (which meet WCAG compliance requirements)

(i)public communication materials; (ii) marketing and promotional

materials; (iii) each version of the

Community Communications Strategy – Line-wide; and

(iv) any other copy or information, requested by the Principal’s Representative

• On the day of delivery or release to the public

Community signage Systems Connect will develop signage advising impacts to cycleways or shared paths and provide way finding signage as required. Further details of signage requirements will be provided in site specific subplans. Table 26 below details way finding signage requirements.

Table 22: Way finding signage requirements


Systems Connect will produce temporary way finding signage and to advise of impacts on public facilities.

Directional info for pedestrians, customers and vehicles around the construction site

As required

Urban design and visual amenity: site structures and equipment The Line-wide Work construction compounds will include site hoardings or fencing, acoustic sheds which may feature external banners as agreed with Sydney Metro. Systems Connect will consider urban design and address the visual impacts of these temporary structures.

Consultation forums Systems Connect will provide a range of flexible and convenient consultation forums to provide information and capture feedback from the community about the management of the environmental impact of Line-wide Work, when operating as the leading interface contractor.

These forums may include one on one meetings through door knocking and appointments, pop up information stands in high pedestrian traffic areas including shopping centres, building based information sessions in high density apartment blocks and community information sessions. Each site specific subplan will detail the types of forums, timing, frequency and targeted audience.

Each forum will provide an opportunity to discuss the construction site scope of work and relevant environmental management measures which may include stormwater and flooding, visual amenity, construction traffic and access arrangements, noise and vibration, land uses and community facilities.

Feedback forms will be provided to participants to obtain additional input they may not have the inclination to offer verbally and to gather data on their perceptions including the effectiveness of the consultation.

System Connect’s Stakeholder Managers will organise consultation forums and facilitate discussions with community members and stakeholders where required. These meetings will also be attended by site personnel who can respond to technical enquiries.


Systems Connect will engage interpreters for onsite events, stakeholder meetings, and information sessions as required for engaging with members of the CALD community.

A record of attendees and summary of discussion points raised in these forums, including any feedback and commitments made will be recorded on Consultation Manager within 48 hours. These event records, along with daily complaint reports (8.8) and amalgamated consultation reports provide community feedback to Sydney Metro and the Environmental Representative in relation to the management of construction and environmental impacts.

The following table provides a summary of the consultation forums to engage key stakeholder and community groups regarding Line-wide Work are listed below. These forums will be used in conjunction with the suite of communication tools described in section 7.2 and 7.3. Table 23: Line-wide Works Consultation Forums

Consultation forum Timing and frequency

Door knocks

Discuss potential works impacts and proposed mitigation with nearest residents, businesses and other stakeholders

Seven days in advance of work with potential to impact stakeholder

Building based information sessions

Arranged with building managers or strata committees to provide updates to all tenants and residents in a large building potentially affected by the work

Seven days in advance of work with potential to impact stakeholder

Meetings with individuals or groups

Discuss project activities including work in progress or upcoming work, and potential issues

• Meetings will be held as required

• Sydney Metro representatives will be invited to attend each meeting and given five days written notice of meetings

Community information sessions

This is the main forum for residents and community to obtain information and the opportunity to provide feedback about the effectiveness of the environmental mitigation measures at each construction site. Residents within a 500-metre radius of each construction site will be invited to attend these forums, along with representatives of Sydney Metro and the Environment Representative.

Prior to construction activities and at least every 12 months for each construction site.

Local government and key agency consultation

As the leading interface contractor, Systems Connect will brief councils and agencies to the scope of Line-wide Work, site planning, traffic, proposed key mitigation strategies, consultation and draft key environmental management plans.

Introductory briefing one month in advance of work, followed by regular meetings as agreed

Emergency services briefing

As the leading interface contractor, Systems Connect will conduct a dedicated workshop with emergency services to discuss the scope of work, site layouts, contact protocols and access arrangements

Interactive site based workshops including site visits along with ongoing progress updates

Monitoring program and performance measures A monitoring program will be undertaken to assess the effectiveness of strategies to inform and to minimise impacts of construction on businesses. The performance parameters and monitoring tools are shown in Table 29 below.

Results from the monitoring program will be provided to Sydney Metro on a monthly and six monthly basis in the same format as Table 29 and include:

• summary of monitoring data and lessons learnt included in monthly progress reports submitted to Sydney Metro


• compilation of monitoring data for a six month period, along with lessons learnt, to be submitted to Sydney Metro for inclusion in the six monthly Construction Compliance Reports submitted to the Secretary.

The overarching Business Management Plan will be reviewed every six months and updated to reflect project progress, feedback from businesses and lessons learnt via the monitoring program.

Table 29 - Monitoring program and performance measures

Performance Parameters

Measures Monitoring Reporting

Awareness of construction activity and likely impacts.

Notifications issued within required timeframes on 100% of occasions, unless otherwise agreed with Sydney Metro.

Number of business briefings, building based information sessions and face to face meetings prior to works.

The objective is to make contact via these measures with 100% of businesses within 50m prior to works that have the potential to impact the owners.

Records in Consultation Manager database on number and timing of notifications

Records in Consultation Manager database on number of (and attendance at) briefings, information sessions and completed doorknocks/face to face meetings.

Feedback from meetings, presentations and briefings (documented in Consultation Manager).

Records in Consultation Manager database on complaints received from businesses relating to lack of information about construction activities and impacts

• Number of notifications issued

• Percentage of

notifications issued on time

• Number of briefings,

information sessions and completed doorknocks

• Percentage of businesses

within 50m contacted prior to works

• Number of complaints

received from businesses relating to lack of information about construction activities and impacts

• Lessons learnt

Measures implemented to maintain business vehicle and pedestrian access, parking, visibility and amenity during construction activity.

Potential issues identified in advance and mitigation measures implemented in consultation with affected businesses to address access, parking, visibility and/or amenity issues.

The objective is 100% implementation of agreed mitigation measures relating to access, parking, visibility and other amenity aspects.

Consultation with businesses on potential impacts and mitigation measures (documented in Consultation Manager)

Feedback on effectiveness of mitigation measures (documented in Consultation Manager)

Records in Consultation Manager database on complaints received from businesses relating to vehicle and pedestrian access, parking, visibility and amenity, including details of any repeat complaints about the same issue.

• Number of businesses with mitigation measures agreed in advance to address access, parking, visibility or amenity issues

• Percentage of businesses

where mitigation measures were implemented as agreed

• Details of mitigation

measures implemented

• Business feedback on

effectiveness of mitigation measures

• Number of repeat

complaints received from businesses relating to vehicle and pedestrian access, parking, visibility and amenity


• Lessons learnt

Agreed measures to minimise noise and vibration impacts on noise and vibration sensitive businesses.

Agreed mitigations implemented, including agreed respite, work methods, proactive engagement and ongoing communication.

Businesses identified as potentially affected by high noise for extended periods, and requests for at property treatment or relocation, referred to Sydney Metro if all negotiated solutions offered under the scope of the contract fail to provide an acceptable solution to the impacted businesses.

The objective is for zero referrals to Sydney Metro over a six month timeframe during standard construction.

Consultation with businesses on noise and vibration impacts and mitigation measures documented in Consultation Manager.

Documenting affected businesses, impacts and mitigation measures in site specific CNVIS reports.

Feedback on effectiveness of mitigation measures (documented in Consultation Manager).

Records of businesses referred to Sydney Metro for additional assessment / treatment.

Records in Consultation Manager database on noise and vibration complaints from businesses.

• Number of businesses with agreed mitigation measures to address noise and vibration impacts

• Summary of non standard

mitigation measures implemented

• Number of referrals to

Sydney Metro

• Number of repeat

complaints from noise sensitive receivers relating to noise and vibration impacts

• Lessons learnt

The effectiveness of the CCS LW will also be tracked through feedback provided by stakeholders at community events and audits of complaints recorded in the Consultation Manager database, with specific reference to feedback and complaints on engagement process, tools used, timing and accuracy of information provided. The CCS LW updates will list what changes (if any) have been made to processes as a result of feedback.

Crisis communications Systems Connect will ensure crisis communications procedures are aligned with Sydney Metro City & Southwest Crisis Communications Management Plan and parent company crisis communications management plans.

These detailed procedures developed for incidents and crises include flow charts that provide early notification for the Senior Stakeholder Engagement Manager and Sydney Metro’s representative.

Systems Connect trains key personnel in implementing desktop scenarios, emergency drills and debriefs. Incident protocols are explained at site inductions.

Access to stations and surrounding properties for emergency vehicles will always be provided. Emergency service providers (i.e. police and ambulance) would be consulted throughout construction to ensure they are aware of changes to access, including lane, bridge or road closures, and changes to station or rail corridor access.

Incident and crisis plans provide specific protocols to promptly alert neighbouring stakeholders of incidents which may affect them and keep them updated. Specific communication protocols will be implemented as required for key stakeholders who adjoin construction sites to ensure they receive timely notification and updates on incidents or emergency works that may affect their operations.


8. Enquiries and complaints management All contact with the community is an opportunity to gain insight into perceptions of Systems Connect’s performance. Complaints provide an important opportunity to act on corresponding measures which avoid or minimise an issue escalating.

Systems Connect approach to enquiries and complaints management is aligned with the Sydney Metro Construction Complaints Management System, and meets the Australian Standard for Complaints Handling requirements.

Appendix D provides an overview of Systems Connect’s Complaints Management Strategy.

The following is an outline of Systems Connect’s procedure for managing enquiries and complaints for the duration of construction. This includes:

• Receiving complaints and enquiries • Classifying complaints • Responding to complaints and enquiries • Escalating complaints • Complaint mediation • Recording complaints • Reporting.

Principles of complaints management This complaint management protocol is guided by following principles:

Visibility

• Information about how and where to complain will be publicised to stakeholders • All public materials will direct stakeholders wishing to make a complaint to use the community

information line, postal address and email address.

Accessibility

• The complaint handling process is easily accessible to all complainants. • Instructions about how to make complaints is available on the project website. Information and

assistance in making complaints will be made available if required. Complaints can be made by phone, email, post or in person at the Community Information Centre.

Responsiveness

• Receipt of each complaint is acknowledged to the complainant immediately. The complainants will be treated courteously and kept informed of the progress of their complaint through the complaint-handling process.

• Our responsibilities for complaint handling include that we: • Investigate and determine the source of a complaint immediately when received during

construction hours, including an immediate call to the complainant (when received by phone) • Provide an initial response to all complaints within two hours (where a phone number is

provided) from the time of the complaint unless the enquirer agrees otherwise • Keep the complainant informed of the process until the complaint is resolved.

Objectivity

• Each complainant will be addressed in an equitable, objective and unbiased manner through the complaint handling process.

Confidentiality

• Personal identifiable information concerning the complainant will be protected from disclosures, unless the customer or complainant expressly consents to its disclosure.

• Stakeholder’s contact information along with their complaint record will be recorded in the password secured stakeholder management database (Consultation Manager) for the purposes of resolving the complaint. Should complainants wish to remain anonymous, the complaint will be registered under an anonymous stakeholder record for record keeping and reporting purposes.


Minimising complaints Prior to new work packages commencing, fully integrated site teams will participate in activity reviews to identify community impacts and develop preventative solutions or processes to limit impacts on project neighbours

Additionally, the site dedicated Stakeholder Managers will understand the extent of construction impacts and will be well positioned to anticipate complaints. They will escalate complaints as necessary for internal review and prompt action.

Avoiding complaint reoccurrence Systems Connect will take all reasonable measures to prevent the reoccurrence of stakeholder and community complaints. The Environment and Approvals Manager will take the lead in reviewing the causes of complaints and act to avoid their reoccurrence.

Project inductions will emphasise the responsibility of every employee and subcontractors to minimise the work impact on the community and stakeholders while adhering to safety and environment management controls.

Complaints received will be discussed at daily pre-start meetings along with the remedial actions required.

References and definitions Complaints are defined as any interaction with a community member or stakeholder who expresses dissatisfaction with the project, policies, staff members, actions or proposed actions during the project.

Receipt of complaints Community enquiries and complaints will generally be received via:

• The Sydney Metro City & Southwest 24-hour telephone number: 1800 171 386 • The Sydney Metro City & Southwest email: [email protected]

The 24-hour telephone number and email address are maintained by TfNSW who will notify Systems Connect of all contact specific to the Line-wide Work for investigation and response in accordance with required response timeframes. The phone number and email are included on all written project communications.

All calls to 1800 171 386 are answered and responded to 24 hours a day, seven days a week. A call centre reception service managed by TfNSW records contact details and information about the nature and location of the complaint. The complainant is advised that an on-call officer from Systems Connect will contact them shortly to address the issue.

Response management process and responsibility Systems Connect will investigate and determine the source of the complaint immediately and make an initial call to the complainant where the complaint was received by telephone or where a phone number was provided.

Members of the stakeholder engagement team are on a 24/7 on-call roster to respond to enquiries and complaints.

Stakeholder managers manage the ongoing communication with the complainant until they are satisfied with the actions taken to resolve the complaint. The Senior Stakeholder Engagement Manager oversees the investigation and resolution process.

Complaint and enquiry handling responsibilities will be undertaken as outlined in Table 31 below.

Table 24: Complaint handling responsibilities

Complaint type Responsibility

Complaint about construction activities during business hours

Stakeholder Engagement Manager

Complaint about construction activities after business hours

Rostered engagement team member


Complaint type Responsibility

Project wide complaint Senior Stakeholder Engagement Manager / Stakeholder Engagement Place Managers

Complaint about Sydney Metro works unrelated to Line-wide Works

Systems Connect to notify Sydney Metro immediately to refer to relevant contractor

Complaints unrelated to Sydney Metro Systems Connect or Sydney Metro to refer to relevant contact person, if known.

Contact response timeframes All enquiries and complaints will be responded to in accordance with the Project Approval and the requirements of the Project Deed outlined in Table 32 below:

Table 25 Contact response times

Category Response timeframe

Response times for contact made during construction hours:

Enquiries – telephone or in person At least a verbal response within 2 hours unless agreed otherwise with enquirer

Enquiries – online (online comments or email) Written response within one business day f receipt

Letters Written response within five business days of receipt.

Enquiries – social media Response within 2 hours during business hours. Outside of business hours, within 2 hours of the start of the next business day

Complaints – telephone or in person Commence investigation upon receipt; Verbal response within 2 hours on the action being undertaken to investigate and resolve complaint, unless agreed otherwise with enquirer

Complaints – emails Verbal response within 2 hours if phone number is provided; written response within 4 hours during construction hours;

Complaints – written (letter or fax) received within construction hours

Written response within one business day or verbal response within 2 hours if phone number provided on the next business day.

Response times for contact made outside of construction hours:

Enquiries – social media Response within 2 hours of the start of the next business day

Complaints via email Automated response to confirm receipt and written response within 4 hours next business day.

Complaints – written (letter or fax) received within construction hours

Written response within one business day or verbal response within 2 hours if phone number provided

Record keeping – enquiries and complaints • Systems Connect will provide feedback to requests for information about complaints from the

Sydney Metro representative or Community Complaints Mediator within two hours of receiving the request.

• All enquiries and complaints will be recorded in Consultation Manager database within 24 hours • On the days on which a complaint is received, a daily contact report will be generated by

Sydney Metro and provided to the Environmental Representative.

Complaint escalation Complaints should be escalated when:


• The complaint cannot be resolved using the procedure outlined in Appendix D, or within a timeframe agreed to by the complainant.

• The nature of the complaint falls into one of the following categories:

– An activity generates three complaints within a 24-hour period (separate complainants)

– Any construction site receives three different complaints within a 24-hour period

– A single complainant reports three or more complaints within a three day period

– A complainant threatens to escalate their issue to the media or government representative

– The complaint was avoidable

– The complaint relates to a compliance matter.

Complaints will first be escalated to the Sydney Metro Director, Communications as the designated complaints handling management representative for the relevant project.

Role of the Community Complaints Mediator If the complaints handling management representative for the project is unable to resolve the complaint related to the Critical State Significant Infrastructure approval, it would be escalated to the Project’s independent Community Complaints Mediator (CCM). The role of the Community Complaints Mediator is to: • Provide an independent party to help resolve complaints • Make recommendations to the Proponent to satisfactorily resolve complaints between the

complainant, the Sydney Metro Project communications team and the relevant contractor team; • Make recommendations about individual complaint resolution • Ensure the recommendations have been implemented by the project team once they have been

approved • Keep a record of all complaints which have been referred to them and the actions taken to

manage those complaints • Refer to the Acoustics Advisor and the Environmental Representative as required • Provide reports of these actions to the Secretary on request.

The CCM will not act before Sydney Metro has provided an initial response to a complaint and will not consider issues such as property acquisition where other dispute processes are provided for, or clear Sydney Metro government policy and resolution processes are available, or matters which are not within the Project’s scope.

If the complainant states that the Department of Planning, Industry and Environment and/or a local council have contributed to, or have a role in their complaint, the CCM may refer back to Sydney Metro for guidance and utilise their established interface pathways to liaise with either party.


9. Business consultation The concerns of businesses and the range of mitigation measures contained in technical reports associated with the Sydney Metro Environmental Impact Statement (EIS) for City & Southwest including both the Chatswood to Sydenham and the Sydenham to Bankstown upgrade EIS have been considered in our planning. These submissions emphasise the importance of maintaining visibility of business premises and access for customers, deliveries and other services. The need for a consistent point of contact who is empowered to quickly resolve issue is also a reoccurring theme.

An overarching Business Management Plan has been developed which documents key issues relating to business impacts by locality. It includes: • Identification of specific businesses within 200 metres of each construction area where Systems

Connect is the leading interface contractor. • An analysis of the potential impacts on each business and a description of the specific

mitigation measures that will be put in place to manage impacts. • A summary of the commercial character of the locality, its general trading profile (daily and

annually) and information gained from the business profiling such as: – operating hours – main delivery times – reliance on passing trade – signage or advertising that may be affected – customer origin – other specific information that will need to be considered in construction scheduling and planning

• Locality-specific business mitigation measures, including: – business management strategies for each construction site (and/or activity), identifying affected

businesses and associated management strategies, including dedicated Stakeholder Engagement Managers, and specific measures to assist small business owners adversely impacted by construction.

– signage and information to mitigate impacts on local businesses will be produced and displayed to assist where visibility is obscured by construction sites.

– other matters raised in consultation with affected business • Consultation forums linked to the consultation strategy for the project • Definition of the roles and responsibilities relating to controlling and monitoring business

disturbances • Written notifications confirming in advance the dates and timing of construction work being

planned, including maps and diagrams illustrating information for easy identification of measures to be implemented

• When required, noise, dust and vibration monitoring, auditing, and reporting procedures • Procedure for reviewing performance and implementing corrective actions • Description of the complaints handling process.

When sites are handed over to System Connect, our business management plan will build on the work of preceding interface contractors.

Our communication approach will emphasise face to face communication and our frequency of communication will be matched to the level of impact of Line-wide Work.

Each business owner will be provided with opportunities to discuss the work program work and provide feedback on the proposed measures to manage impacts on their operations.

In recognition that many businesses will have their own stakeholders, we will provide advance notice to adapt to changes, discuss contingency plans and consider feedback. Safety concerns such as the impact on evacuation plans and hydrant locations will be discussed with building managers, in conjunction with NSW Fire and Rescue where appropriate.

Councils, business chambers and tourism groups will all be consulted on our approach as their support is essential.

Business consultation sessions Systems Connect will provide a range of flexible and convenient consultation forums to provide information and capture feedback from businesses about the management of construction impacts


from Line-wide Work on their business, when operating as the leading interface contractor. The Sydney Metro representative will be invited to attend each meeting and will be given five days written notice of meetings.

These forums will include one on one meetings through door knocking and appointments, board room briefings, building based information sessions in high density commercial districts and business matters information sessions. The business management plan will identify each potentially affected business and the types of forums, timing, frequency used to engage with them.

System Connect’s Engagement Managers will organise consultation meetings and facilitate discussions with business owners and operators, supported by the Senior Stakeholder Engagement Manager. These meetings will also be attended by site personnel who can respond to technical enquiries.

Systems Connect will utilise interpreters as required for engaging with members of the CALD business community.

A record of attendees and summary of discussion points raised, including feedback and commitments made will be recorded on Consultation Manager within 48 hours. These event records, along with daily complaint reports (7.1.8) and amalgamated consultation reports provide community feedback to Sydney Metro and the Environmental Representative in relation to construction and environmental impact management.

The table below provides a summary of the consultation activities to engage businesses regarding Line-wide Work. These will be used in conjunction with the suite of communication tools described in section 6.2 and 6.3. Specific business consultation activities are listed in Table 33 below: Table 26: Forums for consulting businesses

Activity Timing and frequency

Boardroom style briefings

Will be offered to major business whose offices and operations are potentially affected by our activities.

At least one month in advance of work and then at agreed intervals

Building based information sessions with several businesses

If beneficial, information sessions will be organised with building managers or tenant liaison committees to provide a two way information flow. These sessions will be held at times convenient to the participants who may have restricted availability.

At least one month in advance of work and then at agreed intervals

Meetings with individuals or groups

Discuss project activities including work in progress or upcoming work, and potential issues

Meetings will be held on an as required basis

Business management performance reporting Business will be regularly monitored and on a six month basis, performance reports will be submitted to Sydney Metro documenting the following: • Percentage of businesses where access has been maintained or alternative access protocols

have been agreed and implemented • Mitigation measures implemented to offset any visibility and amenity issues identified • The agreed measures to minimise noise and vibration impacts on noise and vibration sensitive

businesses • Feedback from businesses regarding the effectiveness of the mitigation measures

implemented. More detail is provided in Table 29: Monitoring program and performance measures.

The Small Business Owners Support Program Sydney Metro has established a Small Business Owners Support Program (SBOSP) to provide assistance, if required to small business owners located within 50 metres of Sydney Metro City & Southwest. For the purposes of this program, a ‘small business’ is defined as a business that employs fewer than 20 people.


Eligible businesses raising concerns which cannot be addressed by the mitigation measures outlined in this CCS and or the relevant stakeholder community involvement and business management plan will be referred to Sydney Metro for consideration and additional support under the SBOSP.

A Business Action Plan will be developed by Sydney Metro to provide specific support to eligible businesses and may include activities such as:

• Small business education and mentoring • Activation events • Business engagement events • Marketing and promotion.

A Retail Advisory / Support Panel will review Business Action Plans and provide advice on initiatives to support small business. The panel will also monitor the implementation of these plans and evaluate the effectiveness of the support program.

Further details on Sydney Metro’s SBOSP, including the support measures available and the role of the Retail Advisory/Support Panel, can be found in Sydney Metro City & Southwest Small Business Owners Support Program which is available on the Sydney Metro website www.sydneymetro.info.

Business impact register

The Systems Connect overarching Business Management Plan includes a business impact risk register. The register notes each individual business within 200m of each site, any specific operational requirements in relation to Line-wide Work, consultation requirements and agreements and a summary of anticipated construction impacts.

http://www.sydneymetro.info/


10. Communication with homeless people Sydney Metro’s Interim Strategy for Management of Homeless People during Construction helps ensure people experiencing homelessness are treated respectfully and appropriately and are not discriminated against on the basis of their homeless status. The Strategy also aims to assist homeless people to receive services if they need or request them.

Interactions with homeless people during Line-wide Work delivery are most likely to occur at the access and egress points of construction sites.

Systems Connect’s approach to communicating with homeless people is guided by Sydney Metro’s Interim Strategy for Management of Homeless People during Construction.

The main impact of Line-wide Work on homeless people will be from increased traffic movements and curbside concrete pours at some station construction sites.

Systems Connect will liaise with the City of Sydney Homelessness Unit as a first step in developing workforce training relevant to liaising with homeless people potentially affected by our Works. The City of Sydney has dedicated Public Space Liaison Officers (PSLO) who work with homeless people and will provide advice and training to our nominated team members.

Trained Systems Connect personnel will apply their learnings and skills in all Line-wide construction locations to identify potential safety risks regarding location of homeless people. Systems Connect will work with City of Sydney’s PSLOs in the CBD and with the appropriate Council officers in other local government areas to map potential rough sleepers (where they sleep and store belongings including consideration for seasonal movements). This information will be reviewed by site based teams and used in planning daily activities. See Table 34 below for mitigation measures when interfacing with homeless people. Table 27: Mitigation measures for interfacing with homeless people

Activity Timing and frequency

Workforce training

City of Sydney ‘Homelessness 101’ training module delivered to nominated Systems Connect team members who become ‘champions’.

At least one month in advance of work starting

Project induction

• Project induction material will acknowledging the potential of rough sleepers being in or around construction sites, deliver key messages including the principles outlined in the Interim Strategy for the Management of Homeless People During Construction and identify support and service providers.

• Project induction will build awareness of the work of charities providing services to local homeless people and encouraging our workforce to volunteer time and resources to assist these charities.

Prior to start of work

Daily pre-start meetings

• Location of nearby rough sleeper and/or stored belonging • Location and contact details for System Connect’s trained

‘champions’ if liaison with homeless people is required.

Daily

Toolbox talks

Toolbox talk will include the following information: • Location of nearby rough sleeper and/or stored belongings • Homeless person contact and liaison protocol • Update on liaison with locally based support services for

homeless people • Updates on the outcomes of Systems Connect partnering with

or contribution to charities focused on assisting homeless people

Meetings will be held on an as required basis.

Engagement with service providers to homeless people

• Provide regular updates about our construction activities to local service providers to homeless people.

Monthly


• Provide messaging in the event of the need to relocate a homeless person adjacent to construction activity

As required


APPENDIX A Consultation framework Project wide Sydney Metro

Website • Contact details • Project

information • Updates • Notifications

Consultation Manager database • Stakeholder

interactions • Event records

(meetings, notifications, information sessions)

• Activity reports and enquiry and complaint overview

SMCSW Community Info Centre • Project

information • Venue for

CALD information sessions

Community information line & email enquiries • Enquiries and

complaints • 24/7 during

construction

Systems Connect website • Copy of

Approvals, Licences, Permits

• Environmental Management Plans

• Community and Business Management Plans

Social media • Provide visual

explanation of works and progress

• Explain mitigation measures

Public information • Fact sheets • Media

releases • Frequently

asked questions

• Displays at community events

• Fast Tracking the Future education program

Project information sessions

• Project updates

• Questions and Answers

Site specific • Northern

Connection • Barangaroo Station

and cross over cavern

• Southern Connection and and SMTF South

• Bulk power supply routes

At other sites • Provide content to

leading interface contractor

Seven day construction notifications • Letterbox

within 100 metre day work or 200 metres for work outside of approved construction hours

Monthly email updates • Registered

users only • Progress • Milestones

Site signage • Contact

information • Site hoarding

Community signage • Seven days prior

to changes to cycle, pedestrian paths or bus stop locations

One on-one meetings • Nearby

residents and businesses

• Door knocks • Impacts,

mitigations • Contact details

Community • Targets

groups and residents within 500 metres

• Construction update

• Explain impact mitigation

Businesses • Business only

within 500m • Construction

update • Impact

mitigation • Feedback

Emergency work notification • Door knock within

2 hours • SMS registered

stakeholders

Biannual construction update newsletter • Letterbox drop

within 500 metres

Utility notification • Written

advice to authorities five business days before works

Pop up information stands • Coffee carts

and sausage sizzles in high-pedestrian traffic areas near sites

• Feedback

Site tours and meetings • Meet the

construction team • Provide info • Collect feedback

Business stakeholders

Business sessions • Business only

within 500m • Construction

update • Impact

mitigation • Feedback

One on one meetings • Nearby



mitigations • Contact

details


users only • Progress • Milestones

Traffic alert email/SMS • Emergency

services • Transport

operators • Freight industry • Registered users

Bi-annual construction update newsletter

Emergency work notification • Door knock

within 2 hours

Business surveys • Face to face • Info gathering

Coffee cart pop-ups • Foyers of major

buildings • Project information


• Letterbox drop within 500 metres

• SMS register stakeholders

• Options consultation

• Feedback

Traffic Traffic alert email/SMS • Emergency

services • Transport

operators • Freight industry • Registered

users

Signage for road users • Advance

warning • Duration of

changes • Directions,

detours

Pedestrian signage • Advance

warning • Duration of

changes • Directions,

detours

Traffic advertising • Significant traffic

changes • 5 business days in

advance of change

• Local newspapers

Written notification • Details of traffic

changes • Letterbox

within 100 metre day works or 200 metres for nightwork

VMS signs • Advance

notice for road users

Sensitive stakeholders

Seven-day construction notifications Letterbox within 100 metre day work or 200 metres for work outside of approved hours of construction


users only • Progress milestones

Bi-annual construction update newsletter

Emergency work notification

• Door knock within 2 hours

• SMS register stakeholders

One on-one meetings • Nearby



mitigations • Contact details

Surveys • Face to face

information gathering

• Options consultation

Culturally and linguistically diverse communities • Sydenham to

Bankstown

Interpreter phone number • Contact details

on all project information

Live interpreters • Community

Connect Forums

• Business Connect

• Targeted events

CALD advocates • One on one

meetings • Distribution of

project information

CALD media • Project

information • Advertising

major traffic changes

SMCSW Community Info Centre • Project

information • Venue for

CALD information sessions

Sydney Metro website • Website

translation service

• Translated project information

Interpreter phone number

CALD community centres • Presentations

on work progress, likely impacts in community languages

• Contact details • Feedback

Vulnerable communities •

Stakeholder meetings • Advocates • Peak bodies • Service

providers • Disseminate

project info

Training • Workforce

awareness of special needs

• Training of key personnel to de-escalate potential conflict

Support selected charities • Volunteer time • contribute

resources

Traffic alert email/SMS • Registered users


APPENDIX B: Stakeholder and Community Engagement Policy


APPENDIX C: Compliance Reference Tables This CCS – LW complies with the following requirements

• Planning Approvals SSI 7400 and SSI 8256 (Table 35), the Revised Environmental Mitigation Measures (Table 36) and

• Sydney Metro Construction Environment Management Framework (Table 38) • Sydney Metro’s Overarching Community Communications Strategy (Table 39)

Planning Approval Requirements The following tables identify Community Information, Consultation and Involvement requirements for Line-wide Works and where these requirements are addressed in this document.

The table below outlines the relevant Planning Approval Requirements SSI 7400 Sydney Metro City & Southwest Chatswood to Sydenham and SSI 8256 Sydney Metro City &Southwest Sydenham to Bankstown and points out where these requirements are addressed in this document. Table 28: Relevant Planning Approval requirements SSI 7400 and SSI 8256

Reference

Requirement C2S S2B Section

B1 A Community Communication Strategy must be prepared to provide mechanisms to facilitate communication between the Proponent, the relevant council (s) and the community (including Relevant Councils, adjoining affected landowners and businesses, and others directly impacted by the CSSI), during the design and construction of the CSSI and for a minimum of 12 months following the completion of construction of the CSSI.

• • This strategy

B2 The Community Communication Strategy must:

(a) identify people or organisations to be consulted during the design and construction phases /work stages;

• • • Section 4 (tables 5-13)

• Section 5.2

• Section 6.2

• Section 6.3

(b) identify community demographics and approaches to address the needs of LOTE and CALD and vulnerable communities;

• • Section 6.3

• Section 9.1

(b)/(c) set out procedures and mechanisms for the regular distribution of accessible information, including to LOTE and CALD communities, about or relevant to the CSSI. The information to be distributed must include information regarding current site construction activities, schedules and milestones at each construction site

• • • Section 6.1

Identify opportunities to provide accessible information regarding regularly updated site construction activities, schedules and milestones at each construction site including use of construction hoardings to provide information regarding construction, specific to the location;

• • Section 7

(d) identify opportunities for the community to visit construction sites (taking into consideration workplace, health and safety requirements);

• • Section 5.5

Involve construction personnel from each construction site in engaging with the local community;

• • Section 7.7

• Section 9.1

• Section 10


Reference


Establish place managers for each construction site to engage with the local community;

• • Section 5.1

(d) / (f) provide for the formation of issue or location-based community forums that focus on key environmental management issues of concern to the relevant community(ies) for the CSSI;


(g) /(f) set out procedures and mechanisms:

i. through which the community can discuss or provide feedback to the Proponent;

ii. through which the Proponent will respond to enquiries or feedback from the community; and

iii. to resolve any issues and mediate any disputes that may arise in relation to environmental management and delivery/construction of the CSSI.


• Section 7.7

• Section 8

• Section 9

• Appendix D

B3 The Community Communication Strategy must be submitted to the Planning Secretary for approval no later than three months from the date of this approval or one (1) month before commencement of any work, whichever is the latter.


B4 Work for the purposes of the CSSI must not commence until the Community Communication Strategy has been approved by the Planning Secretary, or within another timeframe agreed with the Secretary.


B5 The Community Communication Strategy, as approved by the Secretary, must be implemented for the duration of the works and for 12 months following the completion of construction.

• • Section 1.3 in respect to Line-wide Works

Complaints Management System

B6/B5

A Complaints Management System must be prepared before the commencement of any works in respect of the CSSI and be implemented and maintained for the duration of works and for a minimum for 12 months following completion of construction of the CSSI.

• • • Section 8 in respect to Line-wide Works

B7/

B8

The Complaints Management System must include a Complaints Register to be maintained recording information on all complaints received about the CSSI during the carrying out of any works associated with the CSSI and for a minimum of 12 months following the completion of construction. The Complaints Register must record the:

(a) number of complaints received; (b) number of people affected in relation to a

complaint; and (c) nature of the complaint and means by which the

complaint was addressed and whether resolution was reached, with or without mediation.

• • • TfNSW Overarching Community Communication Strategy and

• Sydney Metro Construction Complaints Management System

B8/

B9

The Complaints Register must be provided to the Secretary upon request, within the timeframe stated in the request

• • • Sydney Metro Construction Complaints Management System


Reference


B9/

B6

The following facilities/information must be available within one (1) month from the date of this approval and for 12 months following the completion of construction and appropriately broadcast to collect community enquiries and complaints:

(a) a 24 hour telephone number for the registration of complaints and enquiries about the CSSI;

(b) a postal address to which written complaints and enquires may be sent;

(c) an email address to which electronic complaints and enquiries may be transmitted; and

(d) place-based community manager for each of the station locations available to meet with community members on request. A mediation system for complaints unable to be resolved


• Section 5.1

• Section 8.10

B10B7

The telephone number, postal address and email address required under Condition B9 of this approval must be published in a newspaper circulating in the local area and on-site hoarding at each construction site before commencement of construction and published in the same way again before commencement of operation. This information must also be provided on the website required under Condition B15 / Condition B14 of this approval.


B12

B11

The role of the Community Complaints Mediator is to follow up on any complaint where a member of the public is not satisfied by the Proponent’s response. Any member of the public that has lodged a complaint which is registered in the Complaints Management System identified in Condition B6 may ask the Community Complaints Mediator to review the Proponent’s response. The application must be submitted in writing and the Community Complaints Mediator must respond within 28 days of the request being made or other specified timeframe agreed between the Complaints Mediator and the member of the p ublic.

• • • Sydney Metro Construction Complaints Management System

B13

B12

The Community Complaints Mediator will: (a) review the Proponent’s unresolved disputes

between the project and members of the public if the procedures and mechanisms under Condition B2(g)(iii)/ B5 or Condition B2 (f) (iii) do not satisfactorily address complaints; and

(b) make recommendations to the Proponent to satisfactorily address complaints, resolve disputes or mitigate against the occurrence of future complaints or disputes.

• • • Sydney Metro Overarching Community Communication Strategy

• Section 8.10

B14

B13

The Community Complaints Mediator will not act before the Proponent has provided an initial response to a complaint and will not consider issues such as property acquisition where other dispute processes are provided for in this approval, or clear government policy and resolution processes are available, or matters which are not within the scope of the CSSI.

• • • Sydney Metro Overarching Community Communication Strategy

• Section 8.10

B15

B14

A website providing information in relation to the CSSI must be established before commencement of works and maintained for the duration of construction, and for a minimum of 12 months following the completion of construction or other timeframe as agreed with the Secretary. The following up-to-date information



Reference


(excluding confidential, private and commercial information) must be published prior to the relative works commencing and maintained on the website or dedicated pages:

(a) information on the current implementation status of the CSSI;

(b) a copy of the documents listed in Condition A1 and Condition A2 of this approval, and any documentation relating to any modifications made to the CSSI or the terms of this approval; (b) the telephone number, postal address and email address required under B6

(c) a copy of this approval in its original form, a current consolidated copy of this approval (that is, including any approved modifications to its terms), and copies of any approval granted by the Minister to a modification of the terms of this approval; (c) a copy of the documents listed in Conditions A1 and A2 of this approval

(d) (e) a copy of any Environment Protection Licence required and obtained in relation to the CSSI; (d) a copy of this approval in its original form, a current consolidated copy of this approval (that is, including any approved modifications to its terms), and copies of any approval granted by the Minister to a modification of the terms of this approval; and

(e) a current copy of each document required under the terms of this approval and any endorsements, approvals or requirements from the ER and Secretary, all of which must be published before the commencement of any works to which they relate or before their implementation as the case may be .

(f) a current copy of each document required under the terms of this approval, which must be published before the commencement of any relevant activity to which they relate or before their implementation, as the case may be; and

(g) a copy of the compliance reports required under Conditions A29 and A32 of this approval.

Utilities and Services

E2 Utilities, services and other infrastructure potentially affected by construction must be identified before works affecting the item, to determine requirements for access to, diversion protection, and/or support. The relevant owner and/or provider of services must be consulted to make suitable arrangements for access to diversion, protection, and/or support of the affected infrastructure as required. The Proponent must ensure that disruption to any service is minimised and be responsible for advising local residents and businesses affected before any planned disruption of service.

• • Section 6.2

•

Noise and Vibration

E29 Owners of properties at risk of exceeding the screening criteria for cosmetic damage must be notified before construction that generates vibration commences in the vicinity of those properties. These properties must be considered in the Noise and Vibration management sub plan required by Condition C3.

• • Section 3.8


Reference


Construction Noise and Vibration Strategy

E33 Construction Noise and Vibration Impact Statements must be prepared for each construction site before construction noise and vibration impacts commence and include specific mitigation measures identified through consultation with affected sensitive receivers.

• • Section 3.8

E34 Noise generating works in the vicinity of potentially-affected community, religious, educational institutions and noise and vibration-sensitive businesses and critical working areas (such as theatres, laboratories and operating theatres) must not be timetabled within sensitive periods, unless other reasonable arrangements to the affected institutions are made at no cost to the affected institution or as otherwise approved by the Secretary.

• • Section 3.8

E45

E21

On becoming aware of the need for emergency construction in accordance with Condition E44(b), the Proponent must notify the AA, the ER and the EPA (if an EPL applies) of the need for those activities or work. The Proponent must also use best endeavours to notify all affected sensitive receivers of the likely impact and duration of those works.


Land Use Survey

E18 A detailed land use survey must be undertaken to confirm sensitive receivers (including critical working areas such as operating theatres and precision laboratories) potentially exposed to Construction noise and vibration, Construction ground-borne noise and Operational noise. The survey may be undertaken on a progressive basis but must be undertaken in any one area before the commencement of Work which generate Construction or Operational noise, vibration or ground-borne noise in that area. The results of the survey must be included in the Construction Noise and Vibration Impact Statement(s) or Operational Noise and Vibration Review, where relevant.

• • Section 3.8

Out of Hours Work Protocol

E47

E25

An Out of Hours Work Protocol for the assessment, management and approval of work outside of standard construction hours, as defined in Condition E36 of this approval, must be prepared in consultation with the EPA and submitted to the Secretary for approval before construction commences for works not subject to an EPL. The protocol must include: (a) the identification of low and high risk construction activities; (b) a risk assessment process in which the AA reviews all proposed out of hours activities and identifies their risk levels; (c) a process for the endorsement of out of hours activities by the AA and approval by the ER for construction activities deemed to be of: i. low environmental risk; or ii. high risk where all construction works cease by 9pm. All other high risk out of hours construction must be submitted to the Secretary for approval unless otherwise approved through an EPL. The protocol must detail standard assessment, mitigation and notification requirements for high and low risk out of hours works, and detail a standard protocol for referring applications to the Secretary.

• • • Section 3.10


Reference


Variation to Work Hours

E44

E20

(f)/ (f) where a negotiated agreement has been reached with a substantial majority of sensitive receivers who are within the vicinity of and may be potentially affected by the particular Construction, and the noise management levels and/or limit for ground-borne noise and vibration (human comfort) cannot be achieved. All agreements must be in writing and a copy forwarded to the Planning Secretary at least one (1) week before the commencement of activities.

• • • Section 3.10

Out of Hours Work Scheduling and Respite

E23 In order to undertake Out-of-Hours Work, the Proponent must identify appropriate respite periods for the Out-of-Hours Work in consultation with the community at each affected location on a regular basis. This consultation must include (but not be limited to) providing the community with: (a) a schedule of likely Out-of-Hours Work for a period no less than two (2) months; (b) the potential work, location and duration; (c) the noise characteristics and likely noise levels of the Work; and (d) likely mitigation and management measures. The outcomes of the community consultation, the identified respite periods and the scheduling of the likely Out-of-Hours Work must be provided to the EPA (if an EPL applies) and the Planning Secretary (for high risk activities after 9pm) upon request.

• • Section 3.10

Building Condition Survey

E59 Before commencement of construction, all property owners of buildings identified as being at risk of damage must be offered a building condition survey. Where an offer is accepted a structural engineer must undertake the survey. The results of the surveys must be documented in a Building Condition Survey Report for each building surveyed. Copies of Building Condition Survey Reports must be provided to the owners of the buildings surveyed, and if agreed by the owner, the Relevant Council within three (3) weeks of completing the Survey Report and no later than one (1) month before the commencement of construction.

• • Section 3.9

Within three (3) months of the completion of construction, all property owners of buildings for which a building condition survey was carried out in accordance with Condition E59 must be offered a second building condition survey. Where an offer is accepted, building condition surveys must be undertaken by a structural engineer. The results of the surveys must be documented in a Building Condition Survey Report for each building surveyed. Copies of Building Condition Survey Reports must be provided to the owners of the buildings surveyed within one (1) month of the survey being completed.

• • Section 3.9

Business Management Plan

E64

E37

The Proponent must prepare and implement a Business Management Plan to minimise impact on businesses adjacent to major construction sites during construction of the CSSI. The Plan must be prepared before construction and must include but not necessarily be limited to: (a) measures to address amenity, vehicular and

• • • Section 9


Reference


pedestrian access during business hours and visibility of the business appropriate to its reliance on such, and other reasonable matters raised in consultation with affected business; (b) a Business consultation forum linked to the Community Communication Strategy required by Condition B1; (c) Business Management Strategies for each construction sites (and/or activity), identifying affected businesses and associated management strategies, including the employment of place managers and specific measures to be put in place to assist small business owners adversely impacted by the construction of the CSSI; (d) a Small Business Owners’ Support Program to provide assistance to small business owners adversely impacted by construction of the CSSI. The Program must be administered by a Retail Advisory/Support Panel established by the Proponent. The Program must have appropriate specialist representatives and must report to the Proponent; (e) a monitoring program to assess the effectiveness of the measures including the nomination of performance parameters and criteria against which effectiveness of the measures will be measured; and (f) provision for reporting of monitoring results to the Secretary, as part of the Compliance Tracking Program required in Condition A28.ot


Revised Environmental Mitigation Measures The table below outlines the relevant Revised Environmental Mitigation Measures for:

(1) SSI 7400 Sydney Metro City & Southwest Chatswood to Sydenham, as detailed in Chapter 11 of the Preferred Infrastructure Report and

(2) SSI 8256 Sydney Metro City &Southwest | Sydenham to Bankstown Submissions and Preferred Infrastructure Report: Compilation of project specific mitigation measures

and points out where these requirements are addressed in this document. Table 29: Compliance with Revised Environmental Mitigation Measures

Revised Environmental Mitigation Measures

Reference Requirements C2S S2B Document reference

Aboriginal Heritage

AH1 Aboriginal stakeholder consultation should be carried out in accordance with the NSW Office of Environment and Heritage’s Aboriginal Cultural Consultation Requirements for Proponents 2010

• • Table 21

AH4 Appropriate Aboriginal heritage interpretation would be incorporated into the design for the project in consultation with Aboriginal stakeholders

•

• Section 6.2

• Section 4.3.3

• Design consultation visual amenity

Business Impacts

BI1 Specific consultation would be carried out with businesses potentially impacted during construction. Consultation would aim to identify and develop measures to manage the specific construction impacts for individual businesses.

• • Section 9

BI2 A business impact risk register would be developed to identify, rate and manage the specific construction impacts for individual businesses.

• • Section 9

BI3 Appropriate signage would be provided around construction sites to provide visibility to retained businesses.

• • Section 9

Construction Traffic and Transport

T1 Ongoing consultation would be carried out with (as relevant to the location) the CBD Coordination Office, Roads and Maritime Services, Sydney Trains, NSW Trains, the Port Authority of NSW, Barangaroo Delivery Authority, local councils, emergency services and bus operators in order to minimise traffic and transport impacts during construction.

• • Section 3.3

T5

The community would be notified in advance of proposed road and pedestrian network changes through media channels and other appropriate forms of community liaison.


• Section 6.3

T8 TC20

Access to existing properties and buildings would be maintained in consultation with property owners. Impacts to Access for residents, businesses, and community infrastructure would be maintained. Where disruption to access cannot be avoided, consultation




would be undertaken with the owners and occupants of affected properties, to confirm their access requirements and to discuss alternatives

T11 TC14

Consideration of special events would be undertaken as part of construction work programming for special events that require specific traffic measures, and pedestrian management those measures would be developed in consultation the CBD Coordination Office (for relevant locations), Roads and Maritime Services, Barangaroo Delivery Authority (for relevant locations) Inner West and Bankstown-Canterbury councils (for relevant locations) and the organisers of the event.

• • • Section 5.5.2

T22 Where existing footpath routes used by pedestrians and / or cyclists are affected by construction, a condition survey would be carried out to confirm they are suitable for use (eg suitably paved and lit), with any necessary modifications to be carried out in consultation with the relevant local council.

• • Section 3.3

TC24 Access to stations and surrounding properties for emergency vehicles would be provided at all times. Emergency service providers (i.e. police and ambulance) would be consulted throughout construction to ensure they are aware of changes to access, including lane, bridge or road closures, and changes to station or rail corridor access.

• • Section 7.9

Construction Noise and Vibration

NVC5 Construction noise and vibration management The Construction Noise and Vibration Strategy would be implemented with the aim of achieving the noise management levels where feasible and reasonable. This may include the following example mitigation measures alone or in combination, where feasible and reasonable: Active community consultation and the maintenance of positive, cooperative relationships with schools, local residents and building owners and occupiers, through: – periodic notification or work activities and progress (eg regular letterbox drops, e-consult) – specific notification (letter-box drop) prior to especially noisy activities – comprehensive website information – project information and construction response telephone line – email distribution lists.

• • Section 3.8

Cumulative Impacts

CU1 Transport for NSW would manage and co-ordinate the interface with projects under construction at the same time. Co-ordination and consultation with the following stakeholders would occur, where required: › CBD Coordination Office › Department of Planning and Environment › Roads and Maritime Services › Sydney Trains › NSW Trains › Sydney Buses › Sydney Water › Port Authority of NSW › Willoughby Council › North Sydney Council › City of Sydney Council

•

• Section 3.4



› Marrickville Council › Sydney Motorways Corporation › Barangaroo Delivery Authority › Emergency service providers › Utility providers › Construction contractors.

› Co-ordination and consultation with these stakeholders would include:

› Provision of regular updates to the detailed construction program, construction sites and haul routes

› Identification of key potential conflict points with other construction projects

› Developing mitigation strategies in order to manage conflicts.

Depending on the nature of the conflict, this could involve:

Adjustments to the Sydney Metro construction program, work activities or haul routes; or adjustments to the program, activities or haul routes of other construction projects

Co-ordination of traffic management arrangements between projects.

Landscape Character and Visual Amenity

LV4 Visual mitigation would be implemented as soon as feasible and reasonable after the commencement of construction, and remain for the duration of the construction period.

• Section 7.6

LV6 The design and maintenance of construction site hoardings would aim to minimise visual amenity and landscape character impacts, including the prompt removal of graffiti. Public art opportunities would be considered.

• Section 7.6

LV10 Temporary impacts to public open space would be rehabilitated in consultation with the relevant local council and / or landowner.

• Section 4.7.1

LV14 The architectural treatment of Artarmon substation would minimise visual amenity and landscape character impacts.

• Section 4.3

LV17 Opportunities would be investigated to provide a permanent wall for street art at Marrickville dive site in consultation with Marrickville Council.

• Section 4.4.3

Groundwater and Geology

GWG2 Condition surveys of buildings and structures in the vicinity of the tunnel and excavations would be carried out prior to the commencement of excavation at each site.

• • Section 3.9

Social Impacts and Community Infrastructure



S02 Specific consultation would be carried out with sensitive community facilities (including aged care, child care centres, educational institutions and places of worship) potentially impacted during construction. Consultation would aim to identify and develop measures to manage the specific construction impacts for individual sensitive community facilities.

• Sections 4.1

• 4.3, 4.4, 4.5, 4.6, 4.7

Sydney Metro | Chatswood to Sydenham Submissions and Preferred Infrastructure Report: Appendix J Revised Synthesis The table below outlines the consolidated mitigation measures from Appendix J of the Chatswood to Sydenham Submissions and Preferred Infrastructure Report that are relevant to community and stakeholder involvement in Line-wide Works, and points out where these requirements are addressed in this document.

Table 30: Relevant CoA from Revised Synthesis Appendix J

ID Consolidated Mitigation measure CCS-LW Reference

Aboriginal Heritage

AH1

Aboriginal stakeholder consultation would be carried out in accordance with the NSW Office of Environment and Heritage’s Aboriginal Cultural Heritage Consultation Requirements for Proponents 2010.

AH4

Appropriate Aboriginal heritage interpretation would be incorporated into the design for the project in consultation with Aboriginal stakeholders

• Section 6.2 • Section 4.3.3 • Design

consultation visual amenity

Construction traffic and transport

T1

Ongoing consultation would be carried out with (as relevant to the location) the CBD Coordination Office, Roads and Maritime Services, Sydney Trains, NSW Trains, the Port Authority of NSW, Barangaroo Delivery Authority, local councils, emergency services and bus operators in order to minimise traffic and transport impacts during construction.

• Section 3.3

T5 The community would be notified in advance of proposed road and pedestrian network changes through media channels and other appropriate forms of community liaison.

• Section 3.3,

• Section 6.3

T7

Additional enhancements for pedestrian, cyclist and motorist safety in the vicinity of the construction sites would be implemented during construction. This would include measures such as:

Community educational events that allow pedestrians, cyclists or motorists to sit in trucks and understand the visibility restrictions of truck drivers, and for truck drivers to understand the visibility from a bicycle and a campaign to engage with local schools to educate children about road safety and to encourage visual contact with drivers to ensure they are aware of the presence of children

• Section 3.3.1



T8 Access to existing properties and buildings would be maintained in consultation with property owners.

• Section 4.2

T10

Any relocation of bus stops would be carried out by Transport for NSW in consultation with Roads and Maritime Services, the CBD Coordination Office (for relevant locations), the relevant local council and bus operators. Wayfinding and customer information would be provided to notify customers of relocated bus stops.

• Section 3.3 • Section 3.3.1

T11

For special events that require specific traffic measures, those measures would be developed in consultation the CBD Coordination Office (for relevant locations), Roads and Maritime Services, Barangaroo Delivery Authority (for relevant locations) and the organisers of the event.

• Section 5.5.2

T22

Where existing footpath routes used by pedestrians and / or cyclists are affected by construction, a condition survey would be carried out to confirm they are suitable for use (eg suitably paved and lit), with any necessary modifications to be carried out in consultation with the relevant local council.

• Section 3.3

Business impacts

BI1

Specific consultation would be carried out with businesses potentially impacted during construction. Consultation would aim to identify and develop measures to manage the specific construction impacts for individual businesses.

• Section 9

BI2 A business impact risk register would be developed to identify, rate and manage the specific construction impacts for individual businesses.

• Section 9

BI3 Appropriate signage would be provided around construction sites to provide visibility to retained businesses.

• Section 9

Groundwater and Geology

GWG2 Condition surveys of buildings and structures in the vicinity of the tunnel and excavations would be carried out prior to the commencement of excavation at each site.

• Section 3.9

Landscape character and visual amenity (operation)

LV14 The architectural treatment of Artarmon substation would minimise visual amenity and landscape character impacts.

• Section 4.3

LV17 Opportunities would be investigated to provide a permanent wall for street art at Marrickville dive site in consultation with Marrickville Council.

• Section 4.4.3



Social impacts and community infrastructure

SO2

Specific consultation would be carried out with sensitive community facilities (including aged care, child care centres, educational institutions and places of worship) potentially impacted during construction. Consultation would aim to identify and develop measures to manage the specific construction impacts for individual sensitive community facilities.

• Sections 4.1, 4.3, 4.4, 4.5, 4.6, 4.7

Cumulative impacts

CU1

Transport for NSW would manage and co-ordinate the interface with projects under construction at the same time. Co-ordination and consultation with the following stakeholders would occur, where required:

› CBD Coordination Office

› Department of Planning and Environment

› Roads and Maritime Services

› Sydney Trains

› NSW Trains

› Sydney Buses

› Sydney Water

› Port Authority of NSW

› Willoughby Council

› North Sydney Council

› City of Sydney Council

› Marrickville Council

› Sydney Motorways Corporation

› Barangaroo Delivery Authority

› Emergency service providers

› Utility providers

› Construction contractors.

› Co-ordination and consultation with these stakeholders would include:

› Provision of regular updates to the detailed construction program, construction sites and haul routes

› Identification of key potential conflict points with other construction projects

› Developing mitigation strategies in order to manage conflicts.

Depending on the nature of the conflict, this could involve:

Adjustments to the Sydney Metro construction program, work activities or haul routes; or adjustments to the program, activities or haul routes of other construction projects

Co-ordination of traffic management arrangements between projects.

• Section 3.4


Sydney Metro Construction Environment Management Framework - Stakeholder and Community Involvement The table below outlines the relevant Stakeholder and Community Involvement provisions of Sydney Metro Construction Environment Management Framework and points out where these requirements are addressed in this document.

Table 31: Compliance with Construction Environment Management Framework Stakeholder and Community Involvement

Construction Environment Management Framework Stakeholder and Community Involvement

Reference Requirements Refer to Plan/Element

4.1 (a) Throughout construction, Sydney Metro and the Principal Contractors will work closely with stakeholders and the community to ensure they are well informed regarding the construction works.

This Strategy

4.1 (b) Stakeholders and the community will be informed of significant events or changes that affect or may affect individual properties, residences and businesses. These will include: i. Significant milestones; ii. Design changes; iii. Changes to traffic conditions and access arrangements for road users and the affected public; and

Construction operations which will have a direct impact on stakeholders and the community including noisy works, interruptions to utility services or construction work outside of normal work hours.

This Strategy

4.2 (a) A Community Communication Strategy will be developed by each Sydney Metro Principal Contractor.

This Strategy



4.2 (b) Community Communication Strategy Key elements of the Community Communication Strategy, which will be implemented at appropriate times in the construction process, will include: i. Notification (including targeted letterbox drops and email) of any works that may disturb local residents and businesses (such as noisy activities and night works) at least seven days prior to those works commencing; ii. Notification (including targeted letterbox drops and email) of works that may affect transport (such as road closures, changes to pedestrian routes and changes to bus stops); iii. Traffic alerts (via email) to all key traffic and transport stakeholders advising of any changes to access and local traffic arrangements (at least seven days prior to significant events); iv. Print and radio advertisements regarding major traffic changes; v. 24-hour toll-free community project information phone

line; vi. Complaints management process; vii. Community information sessions, as required; viii. Regular updates to the Sydney Metro website (sydneymetro.info), including uploading of all relevant documents, and contact details for the stakeholder and community relations team; ix. Provision of information to the Sydney Metro Community Information Centre including community newsletters, information brochures and fact sheets and interactive web- based activities; x. Clear signage at the construction sites; xi Regular newspaper advertisements in local and metropolitan papers; xii. Regular inter-agency group meetings; xiii. Community, business and stakeholder satisfaction surveys and feedback forms; xiv. Translator and interpreter services; and xv. The Principal Contractor’s Community Relations Team will liaise with the Sydney Metro Project Communications team as the point of contact for the community.

Section 7.2 Section 7.3 Section 8 Section 7.7 Section 7.4 Section 5.2.3 Section 7.6 Section 7.2 Section 7.8 Section 6.3 Section 5.1

4.3 (a) Complaint Handling Community liaison and complaints handling will be undertaken in accordance with the Construction Complaints Management System and will include: i. Principal Contractors will deal with complaints in a responsive manner so that stakeholders’ concerns are managed effectively and promptly; and ii. A verbal response will be provided to the complainant as soon as possible and within a maximum of two hours from the time of the complaint (unless the complainant requests otherwise). A detailed written response will then be provided, if required, to the complainant within one week.

Section 8



4.4 (a) Urban Design of Temporary Works Principal Contractors will ensure as a minimum: Temporary construction works including site hoardings and acoustic sheds consider urban design and visual impacts, including: Artwork, graphics and images to enhance the visual appearance of temporary works in high visibility locations; Project information to raise awareness on benefits, explain the proposed works at each site and provide updates on construction progress; Community information, including contact numbers for enquiries / complaints; Signage and information to mitigate impacts on local businesses which may be obscured by the construction site; Sydney Metro advertising / public awareness campaigns; and Logos / branding, including Sydney Metro, NSW Government, and Contractor branding.

Section 7.6

4.4 (b) The design of all temporary works will require Sydney Metro approval in relation to urban design and visual impacts.

Section 7.6

4.4 (c) Construction hoardings, scaffolding and acoustic sheds will be regularly inspected and kept clean and free of dust build up. Graffiti on construction hoardings, scaffolding or acoustic sheds will be removed or painted over promptly

Section 7.6

4.4 (d) The principles of Crime Prevention Through Environmental Design will be applied to all works, including temporary works, that have a public interface

Section 4.1

4.5 (a) Business and Property Impacts Principal Contractors will proactively work with potentially affected stakeholders to identify the likely impacts and put in place measures to minimise impacts.

Section 9

4.5 (b) Construction works will be undertaken to meet the following objectives: i. Minimise the potential impact of the project to businesses affected by construction works; ii. Ensure businesses are kept informed of the project and consulted in advance of major works or factors that are likely to have a direct impact; iii. Consult with all business directly affected by changes to access arrangements regarding specific requirements at least two weeks prior to those changes coming into effect; and iv. Ensure that business stakeholder enquiries and complaints regarding the project are managed and resolved effectively.

Section 9



4.5 (c) Principal Contractors will document in the Community Communication Strategy key issues relating to business impacts by locality with a particular focus on proactive consultation with affected businesses. Including: i. Identification of specific businesses which are sensitive to construction activity disturbances; ii. Summary of the commercial character of the locality, its general trading profile (daily and annually) and information gained from the business profiling such as:

(a) Operating hours; (b) Main delivery times; (c) Reliance on foot traffic; (d) Any signage or advertising that may be impacted; (e) Customer origin; and (c) Other information specific to the business that

will need to be considered in construction planning

iii. Define the roles and responsibilities in relation to the control and monitoring of business disturbances; iv. Identification of locality specific standard business mitigation measures which would be implemented; v. Maps and diagrams to illustrate the information for easy identification of measures which would be implemented; vi. Description of the monitoring, auditing and reporting procedures; vii. Procedure for reviewing performance and implementing corrective actions; viii. Description of the complaints handling process; and ix. Procedure for community consultation and liaison.

Section 9


Sydney Metro Overarching Community Communications Strategy The table below indicates how this document complies with Sydney Metro Overarching Community Communications Strategy Table 32: Compliance with Sydney Metro's Overarching Community Communication Strategy

Sydney Metro Overarching Community Communications Strategy (rev. 5.4, dated 21/09/17)

Section Title Document reference

1 About this plan Section 2.

1.2 Outline Section 2.8

1.3 Conditions of Approval Appendix C

2 Accountabilities Section 5 1 Section 5.2

2.1 Reviewing this plan Document Control

2.2 Relationships with other plans Section 2.8

3 Our approach Section 2.2

3.1 Transport for NSW approach Section 2.3

3.2 Sydney Metro approach Section 2.3

3.3 Program objectives Section 2.3.1

3.4 Our relationships Section 5

4 Stakeholder identification Section 6

4.1 Definition Section 6

4.2 Sydney Metro stakeholders Section 6

5 Known issues Section 3 Section 4

5.1 Understanding the issues Section 3

5.2 Key issues Section 3

5.3 Managing the impacts and issues This Strategy

6 Communication tools Section 7

7 Structure Section 5

7.1 Roles Section 5.1

7.2 Sydney Metro team key accountabilities and deliverables

7.3 Contractor delivery communications teams 5.1

8 Responsibilities 5.1

8.1 Stakeholder liaison Section 6

8.2 Stakeholder database Section 5.2.3


Sydney Metro Overarching Community Communications Strategy (rev. 5.4, dated 21/09/17)

8.3 Community Communication Strategies This Strategy

8.4 Communications Management Control Group Section 5.2.3

8.5 Meetings with stakeholders and the community Section 7.7 and 9.1 Appendix E


APPENDIX D Complaints and enquiries management strategy Figure 20: CCS-LW enquiries and complaint management response strategy


APPENDIX E: Implementation plan The Implementation Plan provides a framework program of communication activity tied to the current high level program of works. It is designed to be flexible and will be reviewed to anticipate upcoming activities and any emerging community and stakeholder issues. These will be used as the basis for ongoing forecasts to Sydney Metro and contractor coordination meetings. Table 33: Implementation Plan

Project Element Activity Communication action Stakeholder Resources Timing

Project start up

Planning and detailed design

Establish communication coordination forums with Sydney Metro Communication approval procedure agreed with Sydney Metro Enquiries and complaint referral protocols agreed Branding incorporated into project templates including signage, clothing, vehicles, etc.

Sydney Metro and key regulatory stakeholders

Senior Stakeholder Engagement Manager (SSEM)

Before construction

Consultation Manager training and protocols

Templates for notifications, site construction update newsletters agreed

Develop initial Line-wide Work presentation in interactive portal

Templates for updates to Sydney Metro City & Southwest newsletter, website, school program, elected representative briefings agreed

Systems Connect web page established

FAQ and key messages development (FAQs completed for electromagnetic frequency, key messages completed for Line-wide Work)

Community component of Systems Connect project induction developed

Media monitoring implemented

Elected representative briefing notes for Sydney Metro, as required

Environmental Documentation

Planning Agency briefings and workshops Formal consultation on environmental plans Liaison with approval authorities

As per CEMP consultation

Environment and Approvals Manager

As detailed in CEMP



Load approved Environmental Planning documents to Systems Connect website General public Systems Integration Manager

Before construction

Low impact work Site investigations Door knock consultation with property owners/neighbours Provision of translation services as required Notification letter Liaison with TfNSW/Councils/TTLG re traffic management

Property owners /neighbours TfNSW/Councils/TTLG Utilities

Approvals Manager Construction Director SSEM Stakeholder Manager

At least seven days prior to activities

Bulk power supply

Site specific subplan and Business Management Plan

Community scan and business survey, consultation meetings to develop plan and obtain input with key stakeholders, businesses and sensitive receivers, community information session, Business Matters Briefing

Key stakeholders Local community Businesses

SSEM Stakeholder Manager

Before construction From mid 2019

Road work and traffic changes

Briefing for Traffic and Transport Liaison Group Traffic alerts VMS or other signage Neighbour notification letter Bus stop notices if required Progress email and other updates

TTLG members Travelling public, traffic media Travelling public, pedestrians, cyclists Works neighbours Public transport users All traffic and local stakeholders

Project Manager, Place Managers

At least 7 days in advance of work

Site establishment Project introduction letter Site signage installed Site specific construction newsletter Hoarding design containing Project contact details, emergency services briefing and site familiarisation Incident communication desktop exercise and debrief Stakeholder meetings Doorknock meetings with immediate neighbours including business owners Community Connect information sessions on environmental controls, including noise barriers

Local community Emergency services Key stakeholders Work site neighbours Businesses

SSEM Stakeholder Manager Environment and Approvals Manager

Before construction



Business Matters forums

Site hoardings Directional signage when footpaths are disrupted Advice to businesses, schools and other regular footpath user groups Notification letters to site neighbours

Pedestrians schools Businesses Local community

Project Manager, Stakeholder Managers

As required in advance of work

Construction along bulk power supply routes

Notification of spoil haulage routes Notification letters Doorknock consultation with immediate neighbours including businesses Construction update newsletters Email news updates Website update Email and social media update Community information sessions as required

Site neighbours and businesses Users of nearby facilities Travelling public Transport industry Nearby sensitive receivers

SSEM Stakeholder Managers

Throughout work

Completion event Thank you letters Media event

Site neighbours and businesses Users of nearby facilities


At completion

Artarmon Substation

Site-specific subplan and Business Management Plan

Community scan and business survey, develop plan and obtain input from key stakeholders, businesses and sensitive receivers, community information session, Business Matters Briefing



Before construction

Design consultation Develop communication strategy for design consultation, conduct stakeholder meetings, community and business forums to obtain input to substation design. Finalise design.



Before construction

Site establishment Project introduction letter Site signage installed Site-specific construction newsletter Hoarding design containing Project contact details

Local community Emergency services Key stakeholders

SSEM Stakeholder Managers Environment and Approvals

Before construction



Emergency services briefing and site familiarisation Incident communication desktop exercise and debrief Stakeholder meetings Doorknock meetings with immediate neighbours

Work neighbours Businesses

Manager

Start of work Start of work milestone event Government Media Stakeholders

PAM SSEM Stakeholder Managers

Before construction

Construction and fit out of substation

Notification letters Doorknock consultation with immediate neighbours Construction update newsletters Email news updates Website update Email and social media update Community Connect forum Business Matters forum



Throughout construction

Completion event Thank you letters Media Milestone events Community open days

Local community Key stakeholders Businesses


On completion

Dive structures: Northern Connection (Chatswood) Barangaroo Shaft Southern Connection and SMTF South (Marrickville)

Site-specific subplan and Business Management Plan

Community scan and business survey, consultation meetings to obtain input to substation design, develop plan and obtain input from key stakeholders, businesses and sensitive receivers, community information session, Business Matters Briefing



Before construction

Design consultation Develop communication strategy for design consultation, conduct stakeholder meetings, community and business forums to obtain input to substation design. Finalise design.


SSEM Managers

Before construction

Site establishment Project introduction letter Site signage installed

Local community Emergency services


Before construction



Site specific construction newsletter Hoarding design containing Project contact details Emergency services briefing and site familiarisation Incident communication desktop exercise and debrief Stakeholder meetings Doorknock meetings with immediate neighbours including businesses

Key stakeholders Works neighbours Businesses

Environment and Approvals Manager

Start work Start of work milestone event Government Media Stakeholders

PAM SSEM Place Manager

Before construction

Fencing Piled retaining walls Construct open dive structure Flood and drainage collection pit Transition slab Track system and OHW

Notification letters Doorknock consultation with immediate neighbours Construction update newsletters Email news updates Website update Email and social media update Community Connect forum Business Matters forum



During construction

Completion event Thank you letters Media Milestone events Community open days

Local community Key stakeholders Businesses


On completion

Fit out stations between Chatswood and Sydenham

Install tunnel equipment for underground stations

Contribute to engagement activities coordinated by the leading interface contractor.

As per Leading Contractors CCS And Business Management Plan


During construction

Concrete pour Traffic alert, if required Social media and email updates

Transport operators, Travelling public, Local community


As required in advance of activity



Deliver oversized equipment

Traffic alert, if required Social media and email updates


Project Manager, Place Managers


Line-wide Work in T3 rail corridor between Sydenham and Bankstown

Provide high voltage reticulation and traction power

Contribute to engagement activities coordinated by the leading interface contractor.

As per Leading Contractors CCS And Business Management Plan



Deliver oversized equipment

Traffic alert, if required Social media and email updates




Remove(existing) pole mounted substations in rail corridor and outside stations and install new substations

Traffic changes in place for 2-3 days, may require traffic control including temporary traffic lane closures and changes to pedestrian and possibly temporary loss of parking. Briefing for Traffic and Transport Liaison Group Traffic alerts VMS and community signage Construction notification letter Bus stop notices if required

TTLG members Travelling public, traffic media Travelling public, pedestrians, cyclists Works neighbours Bus users All traffic and local stakeholders



community communications strategy ( ccs-lw) · 2020-05-17 · smcswlwc-syc-1nl-pm-pln-000027 page 1...

Documents