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Abstract
Legacy is a significant factor contributing to an infrastructure mega-project's success, but limited knowledge exists about how it is planned and enacted. Our paper aims to address the following research questions: (1) How can an infrastructure asset deliver a legacy of social value? and (2) How can social legacy ambitions be identified and operationalised? In answering these questions, we use an exploratory case study approach to make sense of the experiences of Melbourne’s $19.8 billion Level Crossing Removal Project (LXRP) being delivered over 15 years using a program of alliances. We show that the LXRP’s growth mindset was core to establishing its social legacy by influencing its vision, which shaped its strategy and triggered the design of its project delivery model, enabling the actions needed to generate social value to be realised. With limited examples of mega-projects demonstrating ‘how’ social value and legacy are created, the experiences of the LXRP offer a learning opportunity for policymakers seeking to construct transformative infrastructure assets.
Published Version
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