Sydney Olympic Park MP 2030, Feasibility analysis And Project Management

Keywords: ..................................................................................................................................... 1 
1.  Introduction ........................................................................................................................... 2 
2.  Project Appraisal ................................................................................................................... 2 
2.1.  Project appraisal Scope of work .................................................................................... 2 
3.  Conceptual Design ................................................................................................................ 5 
3.1.  Scope of work ............................................................................................................... 5 
3.2.  Work Breakdown Structure WBS ................................................................................. 7 
4.  Contract strategy ................................................................................................................... 8 
4.1.  Contract Strategies ........................................................................................................ 8 
4.2.  Contract Strategy Choose .............................................................................................. 9 
4.3.  Contractual issues .......................................................................................................... 9 
5.  Project finance options ........................................................................................................ 10 
5.1.  Finance Options........................................................................................................... 10 
5.2.  Chosen financial option ............................................................................................... 10 
6.  Project cost estimate ............................................................................................................ 11 
7.  Cash flow ............................................................................................................................ 13 
7.1.  Project control strategy, ............................................................................................... 15 
8.  Risk management ................................................................................................................ 15 
8.1.  Risk addressed ............................................................................................................. 15 
8.2.  Implementation phase ................................................................................................. 16 
8.3.  environmental impact .................................................................................................. 16 
9.  Profitability analysis ............................................................................................................ 19 

Keywords:

Feasibility study, Project appraisal, Contract strategy

1 
 
1. Introduction

The life cycle project overview includes the analysis and review of all stages of its life, such as
feasibility, construction, operation, and closure. This document discussed project appraisal,
conceptual design, contract strategy, the way is planned to control the project’s performance and
the risk management for this project.

The project around all topics was developed is the Sydney Olympic Park 2030, which mainly
consists of redesigning and implementing new areas into the existing ones, with the mission to be
able to from the increasing requirements of actual users and the futures ones.

First, it is required to create textually, which means feasibility, which is support from the project
started its development. Without money to support this, there is no project how O’Toole says it,
W. (2010). The project appraisal is "how do I justify this event to the client?" and "why are we
spending money on this event?".

A feasibility study report (Jo et al., 2015) highlighted its prior role in the decision-making process,
helping those responsible for this action obtain the best possible decision.

2. Project Appraisal

2.1. Project appraisal Scope of work

Sydney Olympic Park Master plan 2030 aims to supply an environment where people can live
and work. To raise this purpose, there is the need to develop a project to increase the residential,
commercial, and retail:

Fig 1: Goals of project

Sydney Olympic Park is a one-of-a-kind neighborhood located in the heart of Sydney. It helps
Sydney's development as a global metropolis by hosting world-class events that boost the NSW
economy and provide exceptional lifestyle choices through its sports and entertainment venues
and huge urban parklands. Sydney Olympic Park is a unique site with thousands of residents,
employees, students, and millions of tourists each year[1].
2 
 
Sydney Olympic Park is managed by the Sydney Olympic Park Authority (SOPA), an NSW
Government statutory authority, to ensure the best possible use of this significant resource for the
people of Sydney and NSW. The Park's dynamic and diversified Town Centre, historic buildings,
essential event facilities, large public spaces, and valuable natural environment are all well-
balanced to coexist peacefully.

Sydney Olympic Park's vision is to be a globally recognized destination with world-class events,
stadiums, parklands, and a terrific location to live and work, sustainably built on its Olympic
heritage. Sydney Olympic Park Authority (SOPA) has continued to actively manage and develop
the park as a world-class events destination, cultural and heritage hub, and urban parklands,
creating a place to live, work, and study. The Sydney Olympic Park-based community is estimated
at 24,000 people in 2019-20. This is comprised of:

1. 17,960 workers;

2. 4,280 residents; and

3. 1,860 students

The Sydney Olympic Park Authority has continued to pursue initiatives to develop a thriving
town center, great public spaces, and more houses and employment.

* The Sydney Olympic Park Authority has a locally integrated water conservation strategy
that includes wastewater reprocessing, stormwater harvesting, and reduced water use.

* The structures and amenities of Sydney Olympic Park are planned and managed to reduce
energy usage and greenhouse gas emissions.

* To minimize environmental consequences and achieve compliance with relevant water,

noise, light, and air quality regulations, the Authority maintains a strong focus on ecological
awareness and due diligence.

* The Sydney Olympic Park Authority works to minimize waste production by increasing
reuse and recycling. In new projects, sustainable, recycled, and recyclable materials are
employed. asset refurbishment and maintenance programs

* Due to its major ecological significance, about half of Sydney Olympic Park is allocated
under planning environmental protection and management regulations. The remaining
forest and estuarine wetlands, the old Brickpit, artificial freshwater wetlands, and planted
grassland and woodland habitats are also important ecosystems. Over 400 native plant
species and 250 native animal species may be found in the park. Three endangered
biological groups, over 200 native bird species, seven frog species, 12 bat species, 18 reptile

3 
 
 species, native fish, tens of thousands of invertebrates, protected maritime vegetation, and
three vulnerable plant species are among them.

* Sport, leisure, artistic, cultural, educational programs and activities, and the conservation
and protection of flora and wildlife are all available in Sydney Olympic Park's public open
space. It encompasses the 430-hectare parklands (including 100-hectares of public
recreation area) and other green spaces, pocket parks, and plazas inside the growing town
center. The parklands are specified in the Sydney Olympic Park Authority Act 2001, and
the Authority manages them in line with the Parklands Plan of Management's legislative
obligations (2010).

* The Authority aims to encourage visitors, residents, workers, and students to use public
transportation as much as possible and collaborates with Transport for NSW to examine
and improve services.

* The Authority is working to integrate environmental sustainability into its administrative

and park management activities.

* The venues and amenities created for the Sydney 2000 Olympic and Paralympic Games
were planned to emphasize environmentally sustainable development principles, focusing
on energy and water-saving elements and sustainable material choices. These concepts
guide new projects constructed under the Sydney Olympic Park Master Plan 2030.

The Sydney Olympic Park Authority strives to set a high standard for environmental
performance and is always working to enhance the park's sustainability and the Authority's
corporate operations. The Authority continues to implement new initiatives to improve its
environmental performance, having done so over 160 times since 2000. These initiatives
include flora and fauna conservation, leachate management, water conservation,
transportation, heritage conservation, energy efficiency, and environmental education and
development, and they are in addition to routine ecological management activities.[1]

* In December 2019, the Green Building Council of Australia (GBCA) fully designated
the Authority as a 6-star Green Star Community, the highest grade available under the
GBCA's grading system. Sydney Olympic Park is the first 6 Star Green Star community in
NSW that the NSW Government entirely manages. This establishes Sydney Olympic Park
as a global leader in community sustainability. As part of this process, work is underway
to make the Park carbon neutral by 2030.

* Almost 14 years, the Brickpit was cleared of over 20,000 square meters of Lantana, a
Weed of National Significance owing to its invasiveness and environmental effect.

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 * The town center’s staged luminaire replacement plan for energy-saving LED lights was
completed, with re-lamping at the Yulang, Station Square, Jacaranda Square, Fig Grove,
Olympic Boulevard, Heritage Precinct, and Cathy Freeman Park, as well as luminaire
replacement at Quaycentre and the Aquatic Centre.

* Since focused surveys began in 2004, the most significant number of Latham's Snipe –
an internationally protected migratory bird species — has been observed. This year's total
of 30 birds is more than double the 10-year average, and it exceeds the Commonwealth's
'important habitat' criteria of 18 birds.

* By building a culvert through ancient bunding to link the mangrove forest with Powells
Creek, tidal exchange was restored to a damaged stretch of mangrove forest.

* The establishment of the New South Wales Rugby League Centre of Excellence, which
joined a sports community of 60 organizations, further solidified the Park's status as the
home of sport.

3. Conceptual Design

3.1. Scope of work

Master Plan 2030 directs the future development of Sydney Olympic Park[16].

Its goal is to:

*provide a holistic strategy for the development of Sydney Olympic Park

*ensure that Sydney Olympic Park becomes a dynamic and vibrant Town Centre within
Metropolitan Sydney

*protect and improve the public domain

*protect and enhance the Sydney Olympic Park parklands

*protect and enhance the role of Sydney Olympic Park as a major destination for cultural,
entertainment, recreation, and athletic events

*provide precise planning and design guidelines and regulations to promote development
that reacts to its surroundings and adds to the built environment's quality and the site's future
character and cultural value[15].

As part of the NSW Government's promise to develop Sydney Metro West, a new Metro station
is proposed for Sydney Olympic Park. The authority needs to modify the planning regulations for
5 
 
Sydney Olympic Park to construct an integrated station precinct. The Explanation of Intended
Effect (EIE) describes how the new Metro station precinct would affect the built form and
roadway network in Sydney Olympic Park's Central Precinct.

This Includes:-

• Land use and planning controls are being changed to integrate the Sydney Metro West
station into the Central Precinct.

• A new pedestrian plaza connecting the Metro station to Olympic Boulevard

• A bus interchange on Figtree Drive

• Changes to the street network to ease access to the Metro station

• A new Central Urban Park adjacent to the Abattoir Precinct.

With a new school, five additional or enhanced parks, job possibilities, residential communities,
and retail, the Master Plan outlines opportunities to convert the precinct into a bustling urban
core[15].

Fig 2: Graphical scope of the project

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 3.2. Work Breakdown Structure WBS

A schematic WBS was developed for the SOP project; this includes three main stages, design,
construction and operation, and maintenances. In the Design phase, it could be divided into basic
studies and detailed studies. Moreover, Construction has the major WBS packages for every
project, which is no exception. In this case, it was considered the main areas to be built
(Residential, commercial, education, and other). The stadium and metro station WBS level with
its activities.

The AREAS WBS packages were employed to make cost estimation for this project, which is
explained in their respective section.

SOP 2030

Operation and 
Design Construction
Maintenance

Basic Studies Detailed desing AREAS Stadium Metro Station

Residential 
Topography Architectural Civil Works Civil works
Area

Mechanical 
Geotechnical Structural Commercial Electrical Workl
Works

Electrical 
Water study Education
Facilities

Safety Accomodation

Retail

Entertainment

Facilities

Fig 3: WBS of the SOP project

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4. Contract strategy

In this section, various contract strategies shall be discussed and analyzed to finalize a process
that is best suited for the redevelopment of the Sydney Olympic Park. An in-depth consideration
of the advantages, disadvantages and contractual issues that malls arise is also discussed below.

4.1. Contract Strategies

Many organizations with a construction plan outsource their work to an outside company to
decide upon the best-suited company for their jobs. The best-suited contract strategy is selected,
and work is handed over. There are numerous contract strategies that suit any position, from a
small building to a massive project, so choosing the best contract strategy is necessary. There are
various contract strategies, but only a few are suitable for a vast redevelopment project like the
Sydney Olympic Park. Two contract strategies suit this project best: Build-Own-Operate-Transfer
contract and the Design & Construct contract.

4.1.1 Build - Own - Operate - Transfer (BOOT) Contract

Build, Own, Operate, and Transfer is a contract used for large projects developed through Public-
Private Partnerships, which encompasses both public and private sectors for mutual benefits. In
this contract, a private organization takes the contract for a big project granted funds by the public
sector, [6] mainly being the Government. The organization is given the right to own, maintain
and operate the project for a given period. On completing the stipulated period, the project
transfers to the public sector partner, the NSW Government, to redevelop the Sydney Olympic
Park. The contract has its limitations as this type of contract is only suited for large projects. It
requires successful fundraising since the private sector won’t start its works until the funding is
cleared; hence, in this contract, the public sector is sought after [7].

4.1.2 Design and Construct Contracts

The Design and construction contract is widely famous for being used in major projects. In this
type of contract, the contractor is responsible for designing and constructing. The payment for the
project is made to the contractor on a lump sum basis, allowing the contractor to have better
certainty as to the project's final cost. Since the contractor deals with design and construction, the
owner doesn’t have to deal with disputes and works. This allows the project to be completed in
less than the duration another contract strategy may take. It is likely for the contractor that the
construction methods and various other buildability issues are better dealt with. However, it isn’t
easy to assess cost if the designs differ, resulting in under a plan. The contractor may find it
difficult to negotiate once the contract is signed.

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 4.2. Contract Strategy Choose

Any organization must understand its needs and wants from the contract strategies. A proper study
done after exploring all options shall set a bar for the organization with the manner and standard
of work that needs to be carried out. The organization decides the type of contract it wants; the
company must consider its approach towards the strategy concerning the project’s kind of
management and design. The company also decides upon wishing to design the project
themselves or set it out too for the contractor to deal with. For the Redevelopment of the Sydney
Olympic Park, the best-suited contract strategy shall be the Build - Own - Operate - Transfer
Contract. Considering the size of the project and the work to be carried out, it is essential to have
a structure to it, and this type of contract strategy helps deal with all the requirements for the
project. Since the project is looked after by a public sector party, the NSW Government, this
contact strategy helps as it deals with the Public-Private Partnerships. The right to own, maintain
and operate gives a broader scope of handling and managing the work over the longer run.
Collecting the pieces in portions for a large project shall allow fluidity in work and can hand over
the project in the stipulated period. Hence for the redevelopment of the Sydney Olympic Park,
the BOOT contract strategy is most suited.

4.3. Contractual issues

The issue with the Build - Own - Operate - Transfer Contract shall be that since the contract has
the right to own, maintain and operate the project, the client has less control. There is a high risk
of the quality of work since there is no authorized body to keep track of the results. This is also
in the case of using unskilled laborers also, in an attempt of cost-cutting this too shall affect the
quality of works.

Amid a pandemic, there could be a significant setback to the work progress. There may not be
much the clients may be able to do upon the trouble caused. This may lead to a loss and a delay
in the project. Difficulties in getting labor shall be the most crucial factor that may lead to other
inconveniences.

Weather also remains an essential factor since it results in delays due to transportation and damage
caused to the materials.

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5. Project finance options

For a project to commence, it is critical to be clear on the finances as the works and finances go
hand in hand. To determine a stable operation of the project, the financial aspects need to be
analyzed and worked out. Various strategies are discussed to derive a suitable financing option
for the project.

5.1. Finance Options

There are various finance options for the redevelopment of the Sydney Olympic Park: Payment
by the client, Government, Stakeholders, and the Local community.

In the first option, the client, the Sydney Olympic Park Authority, shall fund the project, which is
the most viable method of financing the project works. However, for such a large project, the
Authority may not be able to support the entirety of the project and shall need another body to
help finance along with it.

The second shall be the Government that contributes to the project’s funding. Being a public
sector, the governments are known to contribute a significant amount to the development of
projects that contribute to the welfare and beautification of the city or state, which directly adds
value to the state's economy. But it is pretty challenging to get the grant for the funding from the
government, and the process may as well take a longer time.

Next are the stakeholders who prove crucial to the project’s financing through investments and
taxes. The downside to this is that the money may be received later in many cases and may not
allow in funding for the initial stages where the funds requirement may be crucial for kickstarting
a project.

Lastly, the local community contributes its share towards the project as they understand the
benefits they may receive from it and possess profits and value from the developments. However,
this shall be comparably a significantly smaller share in funds than the other options.

5.2. Chosen financial option

A significant project can’t have a single body bare the funding weights and help the project; it
must have several sources funding them. In the case of the Sydney Olympic Park, all the options
discussed above shall contribute overtime to the progress and completion of the project.
Combining all the options shall be helpful, but the two most crucial financial options shall be the
client and the government. These two options may contribute to most of the funding until the

10 
 
handover process. It is not possible to set out any possible task without the budgets set out by the
Sydney Olympic Park Authority and the NSW Government. It can be assumed that these sources
shall contribute to approximately 80-90% of the funding for the project.

The funding shall come from the NSW Government, which has already allotted approximately
$16 million to redevelop the Sydney Olympic Park in 2020. The Government considers the
Sydney Olympic Park as the main attraction that shall contribute majorly to the economy of the
state because of which they are willing to donate a lump sum towards the park; Also, the
government has contributed an amount of $6.2 billion for construction of the new metro which
also passes through the Sydney Olympic Park while the clients have contributed their share
towards the park.[5]

6. Project cost estimate

Developing the estimate of a project is the phase in which the project team employs techniques
and tools to find the most accruable amount that the project will cost to the owner regardless of
the purpose of the estimate; according to the AACE, the forecast of a project could have five
levels of accuracy, and so on there is a methodology for every case, for this, in this case
considering the high-level information and the approach of the assignment, was developed and
estimate mainly in class 4. (International, 2004)

Fig 4: Estimate levels described in AACE

After it was founded that the direct costs of a project to this amount is required to add some other
expenses to obtain the price that the owner will pay for the construction of the project, in general,
there is the need to add the cost of indirect cost (overhead) margin or profit of main contractor,
contingency for risk, design cost, supervision. The following scheme is taken for the guidance

11 
 
note 2 Base cost estimation, from the department of infrastructure and regional development
Australian Government. (Development, 2017)

Fig 5: Structure of a Total Project Cost

In the first stage of a project, it is only required to develop a high-level cost estimation of the
project to compare with some economic cost-related. For that, this report will be generated an
estimate with ratios per unit or sqm. This ratio was taken from a previous cost in New South
Wales, where this project is located.

Fig 6: Basic estimate support in the gross area and cost/m2

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For this case, some percentages typical of the construction industry were employed to escalate
the direct cost until the project’s total cost for its cycle life. For example, the Indirect cost was
estimated at 25% of the Direct. Instead, the profit is typical 10% of the direct cost. With the sum
of these three costs, the construction cost was founded; it needs the addition of design cost, which
will represent around 10%, and is an excellent practice to add some cost for managing the risk,
commonly called contingency cost.

Fig 7: Total Project Life cycle cost

Finally, the total cost of a project is related also to maintain and operation of the product, so
although commonly the people ignored this cost, the truth is that this one is higher than the
construction cost approximately. There is a ratio of 80% / 20% for the operation/construction cost.
We finally escalate the cost in this ratio to obtain the total life cycle project cost.

7. Cash flow

For the cash flow, there will consider the project estimate cost, it will carry on with some
percentages every year from 2016 until 2030, and for the payments, there will be a delay of 1
month between the progress and the order of price. So, we have the following figure for this
project.

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 Cumulative Expenditure
year Cumulative Income ($) Draft
($)
2015 0 0
2016 S/ 629,425,886.76 329350754.7 -629425886.8
2017 S/ 1,384,736,950.87 724,571,660 -1,055,386,196
2018 S/ 2,206,650,056.49 1,185,662,717 -1,482,078,396
2019 S/ 2,580,529,033.23 1,943,169,453 -1,394,866,316
2020 S/ 3,194,332,263.56 2,733,611,264 -1,251,162,811
2021 S/ 4,141,180,800.90 3,886,338,905 -1,407,569,537
2022 S/ 5,313,826,286.10 4,973,196,396 -1,427,487,381
2023 S/ 7,029,507,519.73 6,356,469,566 -2,056,311,124
2024 S/ 8,264,170,475.63 7,673,872,585 -1,907,700,910
2025 S/ 9,536,734,592.94 8,925,405,452 -1,862,862,008
2026 S/ 11,035,962,582.78 9,979,327,867 -2,110,557,130
2027 S/ 11,740,087,671.38 10,901,509,981 -1,760,759,804
2028 S/ 11,959,384,604.67 11,724,886,867 -1,057,874,624
2029 S/ 12,077,950,876.36 12,581,198,830 -353,064,009
2030 S/ 12,120,107,772.96 13,174,030,188 461,091,057
12,120,107,773 Markup 1,053,922,415
Average ‐1411221867

Fig 8: Assume cumulative expenditure vs cumulative income

With the data in the fig, it was possible to draw the associated graph, in which it can see that only
in the final years it’s likely to obtain profit; this is due to the delay between the payments and the
actual expenditure, this is a commons situation and the best situation for the owner, because, in
his perspective, he will assurance the completion of the project, and avoid abandonment until the
contractor obtain a profit.

Fig 9: Graphical cash flow

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 7.1. Project control strategy,

For the different stages of the project, there are various techniques; these can be, for example, but
are not limited to: earned value, value engineering, cash flow monitoring, and cost forecasting,
each with its advantages and disadvantages (Oyegoke et al., 2021)

As indicated (Al-Jibouri, 2003), in a construction project, the control cycle can be considered in
5 stages: carry out the plan, implement it, monitor, report, and take action. During these stages,
the project manager will be responsible for the complete success in all control phases, supported
by a diverse team with the skills and commitment to their responsibilities. (Arabiyat & Al-
Momani, 2020)

For the project control the project team employed the earned value, because it is technically easy
to implement and to maintain, obtaining information of two of the mos important KPI, cost and
schedule, the next equations are required to maintain the project performance updated to every
data date.

𝐶𝑉 𝐸𝑉 𝐴𝐶 S𝑉 𝐸𝑉 𝐴𝐶

𝐶𝑃𝐼 𝑆𝑃𝐼

8. Risk management

8.1. Risk addressed

The Olympic Sydney Park is a suburb of more excellent western Sydney located only 13km away
from the central CBD of Sydney. The main risk was identified as the redevelopment of the park.
It will impact many ways on the environment, as well as the main risk are traffic and cyclone
impacts and other minimal impact risks, floods, and gradual temperature increases. Moreover,
several designs and decisions were considered stakeholder’s issues.

Distinctively, these were:

1. project goes/ no go decision: while planning for the redevelopment of the park, many designs
were taken into consideration, includes to get a new metro station, as well a new residential area,
and new parks. The Park is in the redevelopment phase and operating growth to predict
projections; building a new garden, entertainment zones, and new town parks is the most
appropriate.

15 
 
2. placement of the new metro station and its design: initially, there were only a few options
available for the transportation, and it was taking time more than 30 minutes to be there in the
park; so they decided to build a new track from the central CBD to Sydney Olympic Park. I
considered the issues like cost, safety, operations, and climate change[2].

3. new park and entertainment zone: the central issue faced by the authorities was the place for
more visitors and entertainment places. All accounts from history were taken into consideration.
Due to high demand, new construction is taken into consideration.

4. waste management: with the redevelopment, the central issue is controlling waste and its
management. From previous experience, they are planning to build a new wastewater treatment
plant for the park.

8.2. Implementation phase

The project has gone through gradual phases: research and finding/arrangements/ decision
making/ design and groundwork/ construction/ management. The groundwork of the park was
developed in 2000. The Park has consumed 640 hectares of land. The redevelopment was
commenced, keeping the risks involved, and necessary mitigation plans were taken[1].

8.3. environmental impact

The following issues are faced during the redevelopment construction of Sydney Olympic Park.
The onsite management crew takes all the necessary measures to keep the guidelines intact.

Distinctively, these are:

1. Air quality, environment: air emissions from the dust particles while dredging
and construction are accounted for. Once the air traffic increases, the emissions will also
increase.

2. Land use, environment: if the project uses the previous land, it becomes more
sustainable.

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 Fig 9: Land ownership plan[4]

3. Wastewater, environment: if the used water is not correctly disposed of, it could
lead to water pollution. Hence, authorities decided to use water treatment methods to reuse
it in a different part of the park. The rules give importance to natural water disposal and
water quality tests.

17 
 
 Fig 9: Map 1 Town Centre Stormwater Drainage Areas[3]

4. Social responsibility, social: issues like stakeholder reaction, community

interaction, duties, and social events. A successful park keeps the balance of everything.

5. Health and well-being, social: the security, health, and safety issues of the
community staying in the park and the works which are construction sites are taken care of
the above hazards can originate from the operation of the project.

6. Stakeholder satisfaction, social: the employees, authorities, consumers,

community, and stakeholders should be satisfied.

7. Materials, natural resources: the minimal use of the new material and more reuse,
recycling, and renewable materials lead to more successful and sustainable projects.

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 8. Energy, natural resources: the project should be energy efficient.

9. Profitability analysis

It is operational throughout the year, seven days a week; the park consists of parks, townships,
and stadiums organizing all the main events, matches, and entertainment concerts. It is the biggest
park in Australia.

The Park has a remarkably diverse and complex work. The project cost analysis has an enormous
impact on the authorities and the economy. There are other impacts like noise and distortions in
the surrounding parts of the park.

If the roads are less congested and have less time for traveling, it is much easier for consumers to
travel from CBD to the park, thus improving the living standards of the park. Australia, Sydney
Olympic Park Authority, and the NSW government will be benefited the most and are valued as
a socioeconomic challenge.

By growing and recovering, all businesses will take advantage; around 34000 new jobs by 2030.
This project will also help NEW and the Olympic Sydney Park manage the funding, and
redevelopment plays the most crucial part. It will attract tourists, businesses, and families to the
park.

Fig 10: Increase of homes students and jobs for the SOP 2030

The new park will also increase the number of visitors to the park. The annual visitors will be
more than 10 million by the year 2030. This will lead to more street life centered around
magnificent events and more housing close to jobs, services, and transport [4].

19 
 
It will help Australia in long-term economic growth; it is estimated that by 2030, the park will
have more visitors than you, creating more than 4000 plus casual and part-time jobs. this park is
one of the best in Australia; the benefits included are:

1. While at its peak construction, it will create more jobs

2. By 2030, 34000 jobs will be created for people.

3. Faster public transport in the park.

4. In 2020, the park generated a revenue of $1.85 million from accommodation in the
park.

5. Sydney Olympic Park runs on 80% recycled water-saving thousands of kiloliters of

drinking water every year

6. It is estimated that by 2030 the number of people staying in the park will be
23500and 107000 new homes.

Fig 11: Key factors related to jobs and visitors to SOP

7. Sydney Olympic Park helps the Community differently by connecting the city
with a park, a safe environment to live in, improving the community members’ access to
essential centers, transportation, and a better-planned network, creating more jobs, and
hosting more entertainment events.

20 
 
 8. The government also gets the profits as fewer cars are on the road, so less parking
is needed, road damage decreases, and repairs.

9. Environmental point of view: It gets less road traffic noise, so the noise pollution
decreases, also with the water management system saves water wastage and pollution.

Bibliography

1. Sydney Olympic Park Authority, Annual Report 2019-20

2. Traffic and Transport Strategy, NSW government
3. Stormwater Management and Water Sensitive Urban Design, Sydney Olympic
Park authority policy, 18 October 2016.
4. Sydney Olympic Park, SUMMARY OF PROPOSED PLANNING CHANGES,
Sydney Olympic Park Master Plan 2030; State Environmental Planning Policy
(State Significant Precincts) 2005.
5. Sydney Metro. 2016. NSW Budget: $12 billion for metro rail revolution | Sydney
Metro. [online] Available at: <https://www.sydneymetro.info/article/nsw-budget-
12-billion-metro-rail-revolution> [Accessed 20 June 2006].
6. Designingbuildings.co.uk. 2021. Build, own, operate and transfer (BOOT).
[online] Available at:
<https://www.designingbuildings.co.uk/wiki/Build,_own,_operate_and_transfer
_(BOOT)> [Accessed 31 May 2022].
7. Build, own, operate, and transfer (BOOT). (2021). Retrieved 31 May 2022, from
https://www.designingbuildings.co.uk/wiki/Build,_own,_operate_and_transfer_(
BOOT)
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