Community Liaison Management Plan

COMMUNITY LIAISON MANAGEMENT PLAN
Croydon Station Upgrade
Rev Date Prepared by Reviewed by Approved by
01 02/07/2015 Andie Pitsiatari Nicola Abrahams Bill Hart
02 11/08/2015 Andie Pitsiatari Nicola Abrahams Bill Hart
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Doc. No: EASUProj1-GL-PLN-DN-001
This Plan is the property of John Holland and may not be copied, distributed or used without the express written consent of John Holland
Table of Contents
1 Terms and Definitions................................................................................................. 3
2 Introduction ................................................................................................................. 4
3 Purpose and Scope ..................................................................................................... 4
4 Project Description ..................................................................................................... 5
5 Strategy ........................................................................................................................ 5
6 Authority Liaison ......................................................................................................... 6
7 Customer and Stakeholder Matrix ............................................................................. 8
8 Communication Tools and Activities ...................................................................... 14
9 Staff Induction / Education ....................................................................................... 14
10 Community Relations Action Plan / Program ......................................................... 16
11 Communication Management System ..................................................................... 19
12 Coordination of Communication Activity ................................................................ 19
13 Meetings with the Community and Other Stakeholders ........................................ 20
14 Community Notification ............................................................................................ 20
15 Enquiries and Complaints ........................................................................................ 21
16 Signage, Graffiti and Bill Posters............................................................................. 22
17 Communication Strategies ....................................................................................... 23
18 Appendix A – Community Notification Distribution Areas .................................... 24
18.1 Appendix B – Project Specific Stakeholder List ............................................................... 25
Doc. No: EASUProj1-GL-PLN-DN-001 Page 2 of 26
1 Terms and Definitions

Table Section 1.0 Glossary of Commonly Used Terms and Acronyms
Term/Abbreviation Definition
PD Project Director
CEO Community Engagement Officer
CEMP Construction Environment Management Plan
CLMP Community Liaison Management Plan
CMCG Communications Management Control Group
CM Consultation Manager (database)
CMS Communications Management System
CoA Conditions of Approval
EMR Environmental Management Representative
JHG John Holland Group, delivering Croydon Station
OEH Office of Environment and Heritage
REF Review of Environmental Factors
RMS Roads and Maritime Services
Sydney Trains – operates and maintains the Sydney Metropolitan rail

Sydney Trains
network
SQE Safety, Quality, Community and Environment Managers
TfNSW Transport for NSW
TSR’s TfNSW Standard Requirements
UDLP Urban Design and Landscaping Plan
2 Introduction
This Community Liaison Management Plan (CLMP) covers all the work necessary for JHG to fulfil
its community obligations for the Easy Access Upgrade at Croydon Station.
3 Purpose and Scope

The Community Liaison Management Plan outlines JHG’s approach to the management of
community and stakeholder relations for the Croydon Station upgrade.
Specifically this plan outlines:
 the key community stakeholders, their potential risks and opportunities.
 the community and stakeholder management strategy and planning processes in place to
ensure community and stakeholder issues are addressed and aligned.
 the framework for the coordination and management of community and stakeholder
consultation and for handling community enquiries and complaints.
 the role of the Community Engagement Officer.
 details the communication strategies and methodologies.
 describes the controls and systems in place to ensure community relations procedures are
followed and reviewed.
 responds to the project’s Conditions of Approval, Works Brief, TSR’s and Project contract.
The Community Engagement Officer (CEO) will develop and implement communications
strategies, proactively engage with the community and manage community expectations. The CEO
will provide open and clear messaging and work cooperatively with TfNSW to clearly define and
promote the benefits of the projects.
This Plan shall be prepared to the satisfaction of the TfNSW TAP Project Communications at least
14 days prior to the commencement of construction and reviewed every 12 months during the life
of the project.
4 Project Description
The Croydon Station Upgrade is part of the Transport Access Program, a TfNSW initiative to
provide a better experience for public transport customers by delivering accessible, modern,
secure and integrated transport infrastructure. The purpose is to improve pedestrian access to and
from the station, increase the stations ability to cope with the predicted future customer demands,
improve pedestrian flow, passenger information services and wayfinding between transport modes.
The station is located in the suburb of Croydon. It is situated in the Burwood and Ashfield local
government areas (LGA). There is commercial activity along The Strand and Hennessy Street, and
residential development along Paisley Road.
Key features include:

 new lifts and stairs
 a new station concourse and pedestrian footbridge
 improved shelter
 new bicycle racks
 upgrades to lighting and CCTV.
5 Strategy
The Project is committed to respecting and valuing all stakeholders and engaging positively with
the community, government and non-government stakeholders.
To achieve this we will:
 establish and maintain effective and open communication with community members,
stakeholders groups and the project partners.
 be open and accessible to the community, stakeholders and customers.
 listen and respond to what the community and stakeholders have to say.
 provide timely, informative communications material that clearly explains the project works
and any potential impacts.
 where practicable, establish a community information display area within the project site
office to provide the community with the opportunity to obtain information about the project
and view project. Information such as posters, diagrams, newsletters and progress
photographs.
 identify and address key risks, impacts and opportunities.
 ensure there are “no surprises” for stakeholders, the community, TfNSW and the wider
project team.
 do what we say we will do.
 conduct ourselves professionally in all that we do.
 actively look for opportunities to incorporate the community and stakeholder suggestions in
the design, construction and delivery phases of the project.
 support the project team in their relationships with key project stakeholders (i.e. authority
interfaces.
6 Authority Liaison
The Safety, Quality, Community and Environment Manager and Community Engagement Officer
will develop and build strong working relationships with key project stakeholders and authorities in
conjunction with the project team.
Authorities are defined as any stakeholder from whom JHG must seek and receive an approval, be
it a license, permit or other signed authority in order to deliver the works.
The strategy will be for the Safety, Quality, Community and Environment Managers and/or
Community Engagement Officer to establish and build these relationships and then align the
nominated authority representative with the appropriate Project representative to interface during
the various stages of the works.
These key authorities for the project works include:
Authority / Provider Works Requiring Approval
Sydney Water  Service identification, protection, potential relocation
Telstra, Optus, Uecomm,  Service identification, protection, potential relocation

Vocus, NBN, Powertel
Energy Australia, Ausgrid,  Services protection, temporary and permanent asset

AGL, Origin Energy relocation
RMS  Traffic management that has an effect on state road network,

road occupancy licences and traffic control plans
Local Government  Traffic management, road opening permits, road and lane
Authorities Burwood and closures, parking impacts, road design, temporary changes
Ashfield Council to bus stop and disability parking locations
 Removal / demolition / adjustment of infrastructure within
Council’s land or their assets
TfNSW – Operations and  Design, work adjacent to or under assets / track, track
Maintenance access, power outages, permanent and temporary relocation
of station/platform assets
Sydney Trains - SCLG  Station operations during works, passenger management

flows and passenger specific communication plans, work on
platforms, permanent and temporary relocation of
Authority / Provider Works Requiring Approval

station/platform assets
Police, Fire Brigade,  Traffic Management Plans, Crisis Management Plan

Ambulance, Local Area
Command Emergency
Response Group
7 Customer and Stakeholder Matrix

The preliminary customer and stakeholder matrix identifies individuals and organisations that have an interest in or an influence on the project.
This matrix will be expanded to incorporate contacts throughout the lifecycle of the project.
All stakeholders identified below will be placed on the Consultation Management System database, their issues identified and consultation
activities / mitigation measures recorded. Community sub-plans and strategies will be developed to mitigate potential stakeholder and
community disruptions due to construction activities.
Appendix B provides project specific stakeholder list identifying individuals and organisations that may have an interest in or an influence on the
project, including commercial businesses and local residents.
Table Section 7 – Customer and Stakeholder Matrix
Stakeholder Area of interest Management strategy Primary point/s of contact
TfNSW  Safety management  Plans as detailed in the TSR’s  Project Director

 Rail reliability  Monthly reporting  Interface Manager
 Asset condition/protection  Incident and issue management reporting within  Safety, Quality,
described time frames Community and
 Construction delivery Environment Managers
 Rail and settlement monitoring
 Risk management  OHS & Rail Safety
 Timely response to enquiries / complaints and
 Community and stakeholder updating the CMS
Manager
management / engagement  Construction Manager
 Coordination and interface meetings
 Public Art  Community Engagement
 Open reporting and communicative culture
 Environmental management between the organisations
Officer
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 Commercial / procurement  Environment Manager
TfNSW  Design  Design approvals process  Project Director

 Design Management Plan  Design Manager
 Interface Management Plan
TfNSW  Commissioning  Commissioning Management Plan  Commissioning Manager

 Operational Readiness Plan  Project Director
 Croydon Station Opening Communications  Community Engagement
Management Sub Plan Officer
NSW Government agencies  Construction progress  Briefing notes  TfNSW

 Pedestrian and accessibility  Project and construction updates  Project Director
improvements
 Media releases  Community Engagement
 Business and community Officer
impacts  TfNSW co-ordinated meetings with Government
representatives
 Cultural, heritage and
environmental impacts  Regular meetings with local Councils, local
businesses, places of worship and community
groups
 Implementation of Community, Environment, and
Traffic Management Plans
Roads and Maritime  Traffic management  Consultation on access routes, queuing areas and  Community Engagement
Services works that may impact state roads Officer
 Road condition
 Identify project haulage route  Project Director
 Traffic control plans
 Road condition surveys

 Implementation of Traffic Management Plan
 Community sub-plans detailing traffic
changes/movements
OEH  Noise, vibration and dust  Noise, vibration and dust monitoring  Environmental Manager
EPA  Out-of-hours works  Out-of-hours work approvals process
 Environmental impacts  24-hour Construction Response Line
 Contaminated lands  Construction Environnemental Management Plan
 Fauna and Flora  Community Liaison Management Plan
 Heritage  Heritage Management Plan
Local Government  Traffic management  Early engagement and consultation  Design Director
Authorities Burwood and
Ashfield Council  Business impacts  Monthly interface meeting  Community Engagement
Officer
 Access to public transport  Input into design, where appropriate
 Safety, Quality,
 Noise, dust, vibration to  Project and construction updates Community and
community
 Community information sessions, as required Environment Managers
 Public Art 
 Pedestrian movement plans Interface Manager
 Heritage impacts
 Traffic Control Plans
 Visual impacts
 Implementation of Community, Environment,
 Road and asset damage Traffic, Heritage and Property Management Plans
 Flooding  Urban Design Landscape Plan
 Impacts on residents  Road condition surveys
Emergency Services, e.g.  Traffic management  Early engagement and consultation with local  OHS & Rail Safety
Police, Fire Brigade, Emergency Response Group Manager
Ambulance, SES  Fire
 Include contacts in CMS  Community Engagement
 Emergencies Officer
 Issue staging Traffic Management Plans when

 Incidents / Accidents /Rescue roads are impacted
 Implementation of Project Safety Management
Plan, Traffic and Community Liaison Plans
Public Utility Authorities, e.g.  Impacts on services  Service location identification drawings  Project Director
Jemena, Ausgrid, Sydney
Water, Telstra, Optus,  Liaison with service providers prior to and during  Projecct Manager
works
Uecomm, NBN, Vocus,  Community Engagement
Powertel  Service locator on site during excavation Officer
 Service provider on site during excavation, where
required
 Input into designs for service relocations
 Utility Management Plan
Residents, pedestrians and  Access to public transport  Early and on going consultation  Community Engagement
passengers Officer
 Noise, vibration and dust  Individual briefings
Refer Appendix B – Project
Specific Stakeholder list  Vegetation removal  Respite periods
 Property damage  Project information signage
 Urban design and landscaping  Property condition surveys
 Traffic  Project and construction updates
 Parking  Noise and vibration monitoring, as required
 Night works  Implementation of Community, Environment,
Traffic and Management Plans
 Urban Design Landscape Plan
 Community sub-plans detailing pedestrian and
traffic changes/movements
Businesses surrounding the  Business impacts  Early and ongoing consultation  Community Engagement
project Officer

Refer Appendix B – Project  Noise, vibration and dust  Individual briefings, where requested  Safety, Quality
Specific Stakeholder list Community and
 Building damage  Respite periods Environment Manager
 Parking  Project and construction updates
 Traffic  Project information signage
 Night works  Property condition surveys
 Specific communications strategy, as required
Traffic, Property Management Plans
Other sensitive receivers (e.g.  Access to schools and other  Early and ongoing consultation  Community Engagement
Childcare centres, education local facilities Officer
centres etc)  Individual briefings
 Parking
Refer Appendix B – Project  Respite periods
Specific Stakeholder list  Access to public transport
 Project and construction updates
 Noise, vibration and dust
 Reprogram works to reduce impacts, especially
 Traffic management during school exam periods and times of worship,
where possible and feasible
 Building damage
 Community sub-plans detailing pedestrian and
 Education program traffic changes/movements
 Urban design and landscaping  Property condition survey
Traffic Control Plans
 Specific communications strategy, as required
Bus companies  Disruption to service operations  Consultation with Sydney Buses, Sydney Trains  Community Engagement
Alternative Transport (Sydney Trains bussing) and Officer
 Relocation of bus stops Schools
 Safety, Quality
 Traffic control measures during deliveries / Community and

construction on roads Environment Manager
 Dedicated haul route
 Implementation of Traffic Management Plan
 Community Sub Plans – Pedestrian and traffic
movements
Road users  Traffic management  Early and ongoing consultation with Councils and  Community Engagement
RMS Officer
 Parking
 Project display signage
 Variable messaging signs
 Traffic Management Plans and traffic controllers,
where required
Community Interest Groups  Pedestrian routes  Project information signs  Community Engagement
Officer
Refer Appendix B – Project  Cycle routes  Meetings with cycling groups, as required
Specific Stakeholder list  Consultation with local Councils
 Implementation of Community and Traffic
Management Plans
8 Communication Tools and Activities

The following communications tools and activities will be used to inform, consult and involve the
local councils, residents, business, property owners, transport users and other sensitive receivers:
Inform by:
 Producing and displaying project information signage.

 Regular project / construction updates.
 Providing special notices such as out-of-hours work notices, as required.
 Direct consultation including briefings, meetings, phone calls, emails and letters
 Providing the TfNSW Infoline and 24 Hour Construction Response Line on all
communications materials.
 Responding to complaints within 2 hours and enquiries within 24 hours.
 Project worksite signage.
 Newspaper advertisements, as required.
 Media releases.
 TfNSW website.
 TfNSW social media.
Consult by:
 Engaging and liaising with local Councils, the community and business representatives and
organisations to incorporate, where appropriate, their feedback.
 Conducting one on one briefings with local residents and businesses, where required
 Consulting directly with sensitive receivers such as schools to identify noise sensitive
periods and respite periods, e.g. during exam periods.
 Inviting written submissions and offering feedback during the project.
Involve by:
 Engaging the schools through educational opportunities including safety programs and
Plant a Tree Day.
 Inviting local schools / community / Council to provide input and ideas into the landscaping
and any art project that may be implemented.
Prior to the project team undertaking any public events, information sessions, establishing any
artistic programs, school or community projects, JHG will brief TfNSW to seek endorsement for the
activity.
9 Staff Induction / Education

A number of policies, procedures and tools will be produced to drive and educate worker behaviour
within the community. The list below provides an example of some of these tools, which will be
reviewed and expanded as the project evolves:
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Educate the workforce by:

 Providing a Community Expectation handout to all personnel at induction.
 Establishing a Driver Behaviour policy, and
 Providing specific Information Sessions to project personnel to educate them on community
expectations. Examples of such sessions would include:
- Community Perception – what we do and how the community perceives us.

- Cultural diversity – respecting our neighbours.
- Events – what is happening in the area to consider (prayer hours etc?)
- Environmental Management – what happens if we don’t comply?
The Project’s permanent and temporary site staff and subcontractors are required to attend a site
induction, prior to commencing work, which covers all aspects of the project including:
From a community perspective, all personnel are expected to understand the importance of being
a “good neighbour” on site and respecting the community. This includes:
 Minimising disruption to adjacent residents, property owners and transport users.

 Understanding the Project’s commitment to keeping the community informed in a timely,
clear and concise manner.
 Working to the approved project hours.
 Watching our language in public spaces.
 Site management – keeping areas clean and tidy – within and outside site.
 Understanding the enquiries /complaints / media enquiries process.
 Understanding incident management.
 Always carrying the TfNSW Project Information Card in case of an enquiry or complaint.
 When dedicated staff parking is not available, staff must not park within 400m radius of the
railway station/town centre.
The Induction has been submitted to TfNSW for review and approval prior to being rolled out on
the project. The “Onsite Track Easy” system will be implemented as an on-line induction system.
This is then followed up with a face-to-face induction when a person comes to site for the first time.
Daily and weekly Toolbox Inductions will also occur, introducing Safety Alerts, revisiting parts of
the formal Induction and reminding staff and subcontractors of the project requirements.
10 Community Relations Action Plan / Program

The Project will provide detail to TfNSW forthcoming and current construction activities at the CMCG meetings and as and when requested by
TfNSW. This will include details of the forthcoming works, the proposed impact and mitigation measures and the communication activities as
outlined below.
This table provides a list of the works scheduled to occur within the first several months of the project followed by an overview of the activities /
mitigations measures to be utilized. Communication activity lead times are indicative and will be included in the detailed construction program.
Works and Impacts Communications Activities / Mitigation Communications Commence

Measures
Site establishment and field investigations
Set up of site offices  Meet with local Councils December 2015 – January 2016
Establish site compounds  Issue initial Project Update
Installation of monitoring equipment  Install project information signs
Temporary traffic control measures
Tree removal
Road, Property and Asset condition surveys:  Road and asset surveys  January 2016
 Door knock and issue letters requesting  January 2016
property condition survey
 Consult with service providers and Sydney
 December 2015 – February 2016
Trains to undertake asset surveys
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Measures
Site works commence  Install Project Update posters  December 2015 – January 2016
 Clearing and grubbing  Issue construction updates  Life of project
 Commence ground support works  Liaise with local schools, residents, transport
users, businesses and council
 Install clear pedestrian detours with
associated notification and signage
 Undertake footpath works and install clear
pedestrian detours
 Notify residents, transport users and
businesses
Traffic Management  Ongoing through life of the project  Life of Project

 Temporary parking impacts  Impacts communicated via:
 Temporary lane closures  Construction updates
 Specific work updates
 Consultation with adjacent properties and
council
 Variable Messaging Signs and traffic
control as required
 Signage
Station openings  Specific notice flyer  2018

 Newspaper advertisement
 Project Update

Measures
 Project Information signs
11 Communication Management System

The Project team will utilise TfNSW’s Communication Management System (CMS) – Consultation
Manager – to enable the project to record, monitor and report on interaction with all stakeholders,
community and service providers. Specifically, the Consultation Manager (CM) database
management system is a tool that will:
 Record all community and stakeholders contacts.

 Record letterbox drops, project updates, notifications, stakeholder interaction.
 Be the management tool for recording all complaints, enquiries, issues and responses.
 Record the utility/service providers and key personnel.
 Provide monthly reports on community contact, complaints, enquiries and issues
management.
 Be utilised to identify issues and opportunities through key word referencing.
In addition to stakeholder engagement, the CMS will be used to record all project related articles
(paper and web based) and any online discussions.
12 Coordination of Communication Activity

The project CEO will work with TfNSW through a Communications Management Control Group
(CMCG), to plan and coordinate the release of portion specific community information.
The aim of the CMCG is to provide a forum to exchange information and coordinate
communication and consultation activities with other Contractors and TfNSW to ensure a
consistent approach to the community and other stakeholders is delivered.
At these meetings:
 The CMCG will meet fortnightly to coordinate communications activities and messages for
all programmed works (or less frequently if determined by TfNSW).
 The project will provide a table of current and upcoming activities, likely impacts and
proposed communication strategies.
 The project will provide a list of any current or emerging issues and/or any promotional
opportunities.
 The meetings will be minuted by TfNSW and project team members will be invited as
required to provide input.
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13 Meetings with the Community and Other Stakeholders

As required, the CEO and Safety, Quality, Community and Environment Managers will meet with
the community and stakeholders. This may include regular interface meetings with the local
councils, special interest groups, meetings with local residents or businesses (including after
hours) and as required by TfNSW.
Relevant materials will be provided by the project for these meetings and suitably qualified and
informed persons will be made available to participate at the meetings and provide detail of the
works or issues. These meetings will provide the opportunity for community issues to be
discussed and resolved (where possible) when community issues arise.
Where feasible, the project will comply with the reasonable suggestions and request of the
community. Details of all such meetings will be recorded in the CMS within 24 hours of the
meeting taking place.
The Project Team will provide TfNSW a minimum of 3 Business Days’ notice prior to any planned
meeting with the community or stakeholders.
14 Community Notification
All Community Updates, Out-of-Hours notices, project information flyers and other communications
material (including but not limited to posters, newspaper advertisements, and signage) must
comply with the “TfNSW Transport Projects Style Guide for Contractors and Consultants – 8TP-st-
100” and the “TfNSW” Editorial Style Guidelines”.
The communications material will proactively notify the community and key stakeholders of current
and forthcoming activities including those that have the potential to impact on the community.
Materials must be issued to the community at least 7 days prior to commencing any activity with
the potential to impact the community. All materials will include the project contact numbers, details
of the TfNSW website and an email address to refer any enquiries.
The Project Team will produce and distribute all community notifications relating to the project in
English and as required in languages widely spoken in the communities where the notifications are
distributed.
The Project Team will submit for approval to TfNSW proposed communications materials for
review at least 5 business days prior to the planned release of all communication material.
At a minimum, the community will be provided with quarterly Construction/Project Updates that
outline the current and forthcoming activities and impacts of the works. The communications
materials will be uploaded by TfNSW to the project page on the TfNSW website. All documents will
be provided to TfNSW in a web accessible format.
Prior to undertaking any communications activity, the Project Team will obtain the approval of
TfNSW. This may include communicating with the public through the use of flyers, newsletters,
door knocking, signage, posters, telephone calls, meetings and advertisements.
Communications material will be detailed, accurate and targeted to the audience. It will include
information such as the time and location of the works, the anticipated impacts, machinery to be
used and traffic, parking or pedestrian impacts. The distribution area for communications material
notification will be provided to TfNSW for their review and approval.
Communications information will be of a professional quality and printed in colour (unless

otherwise agreed with TfNSW).
For complex or potentially contentious issues, or where directed by TfNSW, a communications

strategy will be developed to consider, address and manage the communications process.
If possible, in the event that emergency works are to be undertaken both written and verbal
notification to properties immediately adjacent to or impacted by any emergency works is to be
made at least two hours prior to commencing any emergency works.
15 Enquiries and Complaints

Project enquiries and complaints will be received via:
The dedicated 1800 Project Information Line (Infoline) or 24 Hour Construction Response Line
established by TfNSW General Enquiries:
Project Infoline: T: 1800 684 490
Complaints & Urgent Enquiries: 24 Hour Construction Response Line – T: 1800 775 465
By email or in writing either to the TfNSW mail address or directly to the site
Email: projects@transport.nsw.gov.au
Or directly via telephone or email.
These numbers and contact details will be included on all notifications, advertising and signage
relating to the works.
In line with TfNSW TSR C protocols, the following response management measures will be
instituted:
In responding to complaints the CEO will:
 Record details of every complaint received and how it was managed and closed out in the
CMS.
 Investigate and determine the source of the complaint immediately, including an immediate
call to the complainant where the complaint was received by telephone; Should the CEO
determine that the complaint does not relate to the project activities, the CEO will refer the
complainant to the appropriate department/agency and immediately notify TfNSW.
 Provide at least an oral response to the complainant regarding what action is proposed as
soon as possible and within a maximum of 2 hours from the time the complaint is received
by the project (unless the complainant requests otherwise). If a phone number is provided,
complaints received by email and letter will be responded to verbally within a maximum of 2
hours from the time of receipt by the project. If no phone number is provided, the complaint
will be responded to within a maximum of 24 hours for emails and 7 business days for
letters, from time of receipt by the project.
 Forward information on any complaints received, including response times and details of
any actions undertaken or proposed or investigations occurring, to TfNSW in writing each
business day to meet TfNSW’s reporting requirements.
 Provide a detailed written response to the complainant within 7 business days, outlining the
details of the issue and the remedial action that has been taken. A draft written response is
to be provided to TfNSW for approval within 5 business days of receipt of the complaint.
 Forward a scanned, signed copy of the approved written response to TfNSW on the day it
is sent.
 Provide TfNSW with details in writing of complaint close out actions and the date action
was implemented.
In responding to enquiries the CEO will:
 Record the detail of the enquiry into the CMS.

 Provide at least an oral response (if telephone number is provided) to the enquirer within 2
hours from the time of the enquiry during standard construction hours as outlined in the
Planning Approval, or the next Business Day during all other times (unless the enquirer
agrees otherwise) .
TfNSW is responsible for reviewing and approving all written correspondence issued in response
to complaints, for forwarding on calls received via the project contact telephone number and for
advising the EMR of the complaints received each business day.
16 Signage, Graffiti and Bill Posters

Signage on the work site hoardings and fences will be limited to the following, unless otherwise
approved by TfNSW:
 Project Work Site signage which provides the project 24 hour contact details (supplied by
TfNSW).
 Regulatory safety signage and WorkCover legislated signage.
 Directional signage (e.g. directional arrows, pedestrian way finding and vehicle signage).
No signage, advertising or branding, excluding safety signage, will be placed on the external face
of any hoarding or fence without the prior written approval of TfNSW.
The Project will provide, as requested, the resources required to assist TfNSW with the provision
and / or installation of any other signage or graphics required on the hoardings or fencing.
Hoardings, site sheds, fencing, acoustic walls around the perimeter of the site and any structures
built as part of the project works will be maintained free of graffiti and advertising not authorised by
TfNSW during the construction period.
Daily inspections for graffiti and unauthorised advertising will be carried out and material removed
or covered within the following time frames:
 Offensive graffiti will be cleaned or covered within 24 hours.

 Highly visible yet non-offensive graffiti will be cleaned or covered within 1 week.
 Graffiti that is neither offensive nor highly visible will be cleaned or covered during normal
operations within one month.
 Any advertising material will be removed or covered within 24 hours.
17 Communication Strategies
Communication strategies will be produced to address potential disruptions to businesses, station
customers and other interested groups. Additional strategies may need to be produced as
required by TfNSW including times when customers, public transport services or businesses
(parking) will be impacted.
The strategies will include:
 Identification of those potentially impacted by the works.
 An analysis of the issues to be managed and proposed strategies for managing these
issues.
 Details of proposed communication and consultation tools to be used by the Project Team.
 Details of initial and ongoing engagement activities.
 Details of activities which will be undertaken to monitor and evaluate the effectiveness of
the communication strategies adopted.
These approaches and the specific local concerns will be further developed in consultation with
TfNSW during the works.
18 Appendix A – Community Notification Distribution Areas
Page 24 of 26
18.1 Appendix B – Project Specific Stakeholder List
Croydon Station Address Primary point/s of contact
Stakeholders
The Resident 44 Edwin Street South
The Resident 1/93 Heighway Avenue
Croydon Montissori Academi 57 Edwin Street South
Commercial 57 Edwin Street South
The Resident 2 Paisley Road
Croydon Dental Practice 8-10 Paisley Road
Croydon Medical Practice 8-10 Paisley Road
The Resident 1/8-10 Paisley Road
Café on Strand 2 The Strand
Dance Academy 4-6 The Strand
Mixed Business 8 The Strand
Tokyo Syokudo Restraurant 10 The Strand
Strand Cellars 12 The Strand
TAB 14 The Strand
Ray White 16 The Strand
Jade 18 The Strand
Stranded Cafe 20 The Strand
Charcoal Chicks 22 The Strand
Crust 24 The Strand
Commercial - vacant 26 The Strand
Daytoa Thai 28 The Strand
His & Hers 30 The Strand
Café Croydon 32 The Strand
Croydon Chiropractic 34-36 The Strand
Planet Properties 40 The Strand
Laundromat 42 The Strand
MY Takeaway 44 The Strand
Sydney Drums 46 The Strand
The Resident 27 The Strand
Sydney Hi-Tech Auto Electronics 1/27 The Strand
Olde Blighty Giftware 25 The Strand
Shellys Delite 23 The Strand
Kitch 21 The Strand
Spice Centre 19 The Strand
Artistry Hair on The Strand 17 The Strand
Hotel Saravana Bhavan 15 The Strand
Kafe Altura 13 The Strand
Croydon Friendly Grocer 11 The Strand
Italfornato 9 The Strand
La Margherita 7 The Strand
Croydon Art Studio 5 The Strand
Croydon Newsagent 3 The Strand
Croydon Medical Centre 1A The Strand
Post Office 1 The Strand
Page 25 of 26
Croydon Station Upgrade Management Plan
PLC Boundary Street

The Resident 6 Meta Street
Affordable Decor 8 Meta Street
Commercial 27 Hennessy Street
Erics Electrical 25 Hennessy Street
Spook and Fork 23 Hennessy Street
Cocobelle 21 Hennessy Street
One Property Agents 19 Hennessy Street
The Resident 1/19 Hennessy Street
The Resident 2/19 Hennessy Street
Commercial 2 College Street
Commercial 4 College Sstreet
Commercial 6 College Street
The Resident 8 College Street
The Residnets 11-13 College Street (units)
Adelaide Perry Gallery College Street Cr Hennessy Street
Comber Consultants 76 Edwin Street North
Commercial 76A Edwin Street North
Commercial 78 Edwin Street North
Marios Pizzeria Croydon 81 Edwin Street North
The Resident 1/83 Edwin Street North
Commercial 85 Edwin Streeet North
The Resident 1/89 Edwin Sstreet North
The Resident 93a Edwin Street North

Community Liaison Management Plan

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COMMUNITY LIAISON MANAGEMENT PLAN

Croydon Station Upgrade

Croydon Station Upgrade

COMMUNITY LIAISON MANAGEMENT PLAN

Rev Date Prepared by Reviewed by Approved by

01 02/07/2015 Andie Pitsiatari Nicola Abrahams Bill Hart

02 11/08/2015 Andie Pitsiatari Nicola Abrahams Bill Hart

Doc. No: EASUProj1-GL-PLN-DN-001 Page 2 of 26

1 Terms and Definitions

CEO Community Engagement Officer

CEMP Construction Environment Management Plan

CLMP Community Liaison Management Plan

CMCG Communications Management Control Group

CM Consultation Manager (database)

CMS Communications Management System

CoA Conditions of Approval

EMR Environmental Management Representative

JHG John Holland Group, delivering Croydon Station

OEH Office of Environment and Heritage

REF Review of Environmental Factors

RMS Roads and Maritime Services

Sydney Trains – operates and maintains the Sydney Metropolitan rail

SQE Safety, Quality, Community and Environment Managers

TfNSW Transport for NSW

TSR’s TfNSW Standard Requirements

UDLP Urban Design and Landscaping Plan

Doc. No: EASUProj1-GL-PLN-DN-001 Page 3 of 26

3 Purpose and Scope

Specifically this plan outlines:

 the key community stakeholders, their potential risks and opportunities.

 the role of the Community Engagement Officer.

 details the communication strategies and methodologies.

Doc. No: EASUProj1-GL-PLN-DN-001 Page 4 of 26

Key features include:

 a new station concourse and pedestrian footbridge

 new bicycle racks

 upgrades to lighting and CCTV.

To achieve this we will:

Doc. No: EASUProj1-GL-PLN-DN-001 Page 5 of 26

These key authorities for the project works include:

Authority / Provider Works Requiring Approval

Sydney Water  Service identification, protection, potential relocation

Telstra, Optus, Uecomm,  Service identification, protection, potential relocation

Energy Australia, Ausgrid,  Services protection, temporary and permanent asset

RMS  Traffic management that has an effect on state road network,

Sydney Trains - SCLG  Station operations during works, passenger management

Doc. No: EASUProj1-GL-PLN-DN-001 Page 6 of 26

Authority / Provider Works Requiring Approval

Police, Fire Brigade,  Traffic Management Plans, Crisis Management Plan

Doc. No: EASUProj1-GL-PLN-DN-001 Page 7 of 26

7 Customer and Stakeholder Matrix

Table Section 7 – Customer and Stakeholder Matrix

Stakeholder Area of interest Management strategy Primary point/s of contact

TfNSW  Safety management  Plans as detailed in the TSR’s  Project Director

Stakeholder Area of interest Management strategy Primary point/s of contact

TfNSW  Design  Design approvals process  Project Director

TfNSW  Commissioning  Commissioning Management Plan  Commissioning Manager

NSW Government agencies  Construction progress  Briefing notes  TfNSW

Doc. No: EASUProj1-GL-PLN-DN-001 Page 9 of 26