|Title:||The impact of discontinuity in governance: How transport planning went off the rails in Sydney|
|Keywords:||Governance; institutions; transport planning; public transport|
|Abstract:||The impacts on transport planning of discontinuity in governance within the same political administration are illustrated through a case study of NSW, Australia. The Labor government in power in NSW for 16 years from 1995 to 2011 was committed to public transport in its strategic plans. But from 2003, unprecedented changes in the premier, ministers, and departments responsible for transport planning, disrupted public transport planning and delivery. The impacts of discontinuity included delays to public transport projects, waste of scarce funds, and loss of trust and confidence amongst stakeholders including the community, planning professionals, and the federal government. The impact is best seen with the North West Rail Link project for a major growth area: originally identified in 1998 for delivery in 2010, it was in 2010 proposed for completion in 2024. Conflict over funding of transport contributed to the changes in premiers and ministers and the subsequent impacts on transport planning with compounding effects over time. The NSW experience shows that a strategic commitment to public transport must be accompanied by longterm funding sources to ensure the public transport goals articulated in strategic plans are delivered. Given the long-term nature of transport planning and infrastructure delivery, the impacts of transport planning going off the rails in Sydney will take years to overcome.|
|Type of Work:||Working Paper|
|Appears in Collections:||ITLS Working Papers 2011|
|ITLS-WP-11-24.pdf||211.8 kB||Adobe PDF|
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