The transport spine for Greater Western Sydney, connecting communities and travellers with the new Western Sydney International (Nancy-Bird Walton) Airport and the growing region. The city-shaping project, from St Marys through to the new airport and the Western Sydney Aerotropolis, will provide a major economic stimulus for western Sydney, creating more than 14,000 jobs during construction for the NSW and national economies. 

 

The 23-kilometre new railway will link residential areas with job hubs including the new Aerotropolis, and connect travellers from the new airport to the rest of Sydney’s public transport system. The project includes six new metro stations at:

• St Marys, interchanging with the existing suburban railway station and connecting customers with the rest of Sydney’s rail system

• Orchard Hills, to service a future commercial and mixed-use precinct

• Luddenham, to service a future education, innovation and commercial precinct

• two stations within the airport site, at the airport terminal and at the airport business park

• the commercial heart of the Western Sydney Aerotropolis.

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Stonepath personnel contributed to, and continue to make significant contributions to, this project. These personnel led and guided business case development and assurance activities, led and guided the development of economic and financial appraisals, developed the infrastructure funding profile available to the project as per the policy operative at the time, and contributed to the development of the Delivery Strategy and the underlying packaging strategies to support the Sydney Metro-Western Sydney Airport Final Business Case. 

During the business case development phase, Stonepath:

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• Provided leadership for the project’s business case development function to communicate goals, clarify priorities and ensure a shared understanding of project objectives. 

• Completed the business case in record timeframe with a strong rating from Infrastructure NSW.

• Coordinated stakeholder engagement through several Business Case Working Groups, Government Advisory Committees and other relevant reporting and engagement forums. 

• Coordinated with, and reviewed the accuracy of inputs from all the Project Development Workstream leads, including Technical, Commercial, Customer and Product, Governance, Transport Integration, Rail Operations and PMO, to develop and finalise the Business Case. 

• Directed the development of financial and economic strategic project plans to support the development of final business case documentation for the project. Collaborated with several agencies including NSW Treasury to finalise the Project’s benefits realisation plan. 

• Led the management of the Infrastructure NSW and Infrastructure Australia assurance review processes as well as carriage of all mandatory documentation. 

• Led several ‘lessons learnt’ workshops to inform the Executive and cross-functional teams on improving business case processes. 

• Led investigations into alternative funding arrangements and value sharing with the Commonwealth Government for the final business case. 

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The project received a ‘High’ rating at the Infrastructure NSW Gate 2 Gateway Review. 

This was the first project where a joint Commonwealth and State funding contribution was achieved on a rail project.

 

These strategies lay the groundwork for determining an estimated total cost of delivering the project that formed the basis of the funding amount sought by the business case and the funding strategy that was negotiated between the Commonwealth and the State. 

 

Following the funding announcement of the project, Stonepath continued to support the Project’s Commercial and PMO teams. 

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