Movement and Place can be useful at all stages in the delivery of a project or program, as well as in the ordinary operation and maintenance of both movement infrastructure and places.
People use and experience roads and streets in different ways for different purposes. People use transport networks to get somewhere for a variety of purposes, such as commuting to work, school, or university; going shopping; accessing healthcare and other vital services and facilities; visiting friends; and delivering goods. At the same time, people often interact with a street in a way that has no relationship to transport networks. For these people the concept of place extends beyond the dimensions of the road or street and includes public open spaces and other adjacent land uses.
Roads and streets need to serve people of all ages and abilities. They may be residents, regular or occasional visitors, business operators, workers, service providers, students or tourists. People often quickly move from one category to another, such as residents boarding a bus, or walkers or people on bikes stopping at a shop.
Movement and Place is about working collaboratively to arrive at a shared vision and objectives. The interventions required to arrive at that shared vision do not always include capital investments or physical infrastructure. For example, they could include operational improvements or behaviour change.
Using space efficiently
Movement and Place considers all modes of transport and considers whether the balance is right for managing current and future conditions. Where road users share the same space, Movement and Place balances the needs of the different users and the needs of the communities they pass through. This balance may need to change over time or according to different times of day, or over different seasons.
Applying Movement and Place at different scales and stages
Movement and Place applies across a range of scales and stages:
Design and delivery
Operations and maintenance
City / Region / Network
Town / District
Integrated land and transport plan
Rolling investment programs
Precinct / Subdistrict
Local strategic planning statement (LSPS) / Strategic framework
Precinct structure plan
Precinct master plan
Precinct management plan
Neighbourhood / Corridor
Place management plan
Street improvement project
Street concept design
Street upgrades, testing, and pilot projects
Street operations improvements
Monitoring the benefits
The NSW Movement and Place Framework supports a holistic, place-based way of understanding users' needs, identifying opportunities, integrating possibilities, and designing appropriate responses that serve the public good.
The greatest benefits can be derived from this approach when the strategies and processes that align movement and place are implemented at the earliest stages of projects and supported throughout project life cycles.
A well-documented, collaborative process guided by a shared vision and objectives can prevent project drift or erosion of benefits that were identified at the early stages of the project. In addition, monitoring of benefits and outcomes can continue after the completion of a project.
Supporting a business case
Benefits management is the cornerstone of a successful business case. Identifying and understanding the benefits will provide evidence the proposal will be effective and represent value for money.
To support the business case, map the relationships between the project vision and objectives, the required interventions and the benefits. Assign owners for those benefits, and confirm the benefits will align with their owners' needs. Explain how achieving the Movement and Place vision and objectives will deliver the benefits, and how this will be measured. This is the basis of the 'benefits realisation plan' for your project.
Realising the benefits
Benefit realisation management is a process that proactively forecasts benefits, plans how they will be realised, and then tracks progress towards achieving them. It involves identifying and measuring potential benefits, then steering and monitoring the project so it delivers the anticipated return on investment. Monitoring progress against the plan continues throughout the whole project life cycle. The plan defines key dates, the person who is responsible for delivery, and how the benefits will be reported.