nsw transport masterplan final

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December 2012

NSW LONG TERMTRANSPORT MASTER PLAN

NSW2021

N S W L o n g T e r mT r a n s p o r t M a s t e r

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NSW Long Term Transport Master Plan

December 2012

ISBN: 978-1-922030-31-3

DisclaimerWhile every reasonable effort has been made to ensure that thisdocument is correct at the time of printing, the State of New South Wales,its agents and employees, disclaim any and all liability to any person inrespect of anything or the consequences of anything done or omitted tobe done in reliance upon the whole or any part of this document.

Copyright notice State of New South Wales through the Director General of

Transport for NSW, 2012.

Transport for NSW18 Lee StreetChippendale NSW 2008


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Over the past 12 months, we have embarked onthe most extensive integrated transport planningprocess ever undertaken in NSW. In November2011 the NSW Government announced we wouldspend the next year consulting and undertakingdetailed analysis to develop a comprehensivetransport plan for all of NSW.

We are proud to present the nal NSW Long TermTransport Master Plan.

This Transport Master Plan is the rst integratedtransport strategy we have had in NSW. It bringstogether land use planning with transport planning,and it integrates planning for freight and passengermovements, as well as all modes of transport. Itincludes actions for road, rail, bus, ferries, light rail,cycling and walking.

The opportunities and challenges we face over thenext 20 years are exciting but also demanding. ForNSW to reach its potential, we need a transportsystem that focuses on the customer.

As our collective transport needs increase andbecome more complex, we need a transportsystem that responds to those needs by enablingus to move seamlessly across transport modeswhen and where we need to, and that also allowsfreight to move efficiently.

The NSW Long Term Transport Master Plan setsthe path that will deliver the transport systemwe need, with a strong focus on customer needs,integration, modernisation and meeting projectedgrowth. It sets the clear direction we need to taketo make the most of our future potential in NSW.

With the Master Plan in place we can continue tofocus on implementation, building on the manyachievements we have already made over the past

18 months, knowing that each measure we putin place is another step towards the world-classtransport system NSW deserves.

On behalf of the NSW Government, we thank thecountless people in the community and transportindustry who have taken the time to contribute tothis planning process.

We look forward to working with you as wecontinue to improve and develop the NSWtransport system.

Gladys Berejiklian Duncan Gay Minister for Transport Minister for Roads

and Ports

NSW LONG TERM TRANSPORT MASTER PLAN

MINISTERS MESSAGE


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INTRODUCTION 9

1 WHY TRANSPORT MATTERS 211.1 Our transport objectives 221.2 What transport means to us as customers 231.3 Transport and the economy 261.4 Transport and our cities and centres 281.5 Regional NSW improving connectivity and accessibility 311.6 Transport and freight 341.7 Transport and the environment 351.8 Transport and strong communities 361.9 Transport and land use planning 37

2 CUSTOMER-FOCUSED INTEGRATED TRANSPORT PLANNING 392.1 Introduction 402.2 Putting our customers rst 412.3 Integrate, modernise, grow and manage 422.4 Our approach to transport planning 432.5 How network planning underpins our decisions 54

3 INTEGRATING MODES TO MEET CUSTOMER NEEDS 57

Our transport challenges 583.1 Matching the world on electronic ticketing 593.2 Creating modern, integrated and user-friendly interchanges 593.3 Aligning timetables to better suit our customers 613.4 Providing real-time information for customers 613.5 Increasing the number of car parks and bicycle spaces at interchanges 613.6 Modernising the public transport eet 62

Taking action 633.7 Information and ticketing 633.8 Seamless interchanging 653.9 Investing in a modern public transport eet 69

4 GETTING SYDNEY MOVING AGAIN 73Sydney is growing strongly 74Our transport challenges 77

4.1 Accommodating land use, growth and urban renewal 784.2 Connecting Sydneys strategic centres keeping our major corridors moving 814.3 Congestion is clogging our transport network 924.4 Supporting the Sydney City Centre 1064.5 Providing transport to a growing CBD 1134.6 Customers travel needs are changing 117

Taking action Getting Sydney moving again 1254.7 Meeting the increasing demand for Sydneys growing travel needs 126

4.8 Expanding capacity on our most constrained corridors 1484.9 Creating a vibrant, attractive CBD the heart of Global Sydney 162


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5 SUSTAINING GROWTH IN GREATER SYDNEY 175Growth challenges in Greater Sydney 176

5.1 Improving public transport and cutting congestion 1775.2 Equipping Greater Sydney for jobs growth 1815.3 Connecting new growth centres 1915.4 Protecting critical strategic and growth corridors 192

Taking action in Greater Sydney 1945.5 Improving public transport 1955.6 Congestion and pinch point management 1985.7 Supporting Greater Sydneys employment centres 1995.8 Providing essential greeneld infrastructure for growth centres 2055.9 Protecting Greater Sydneys transport corridors 209

6 PROVIDING ESSENTIAL ACCESS FOR REGIONAL NSW 213Our transport challenges 214

6.1 Growing regional cities 2176.2 Improving the mix of transport options across regional NSW 2236.3 Convenient, reliable travel 2276.4 Rural roads 2316.5 Preserving the amenity and character of regional towns 2336.6 Meeting the needs of an ageing regional population 233

Taking action 2346.7 Connecting communities 2366.8 Moving regional freight more efficiently 2416.9 Your region 245

7 SUPPORTING EFFICIENT AND PRODUCTIVE FREIGHT 261Our transport challenges 262

7.1 The freight customer 2627.2 Investment in Infrastructure 2677.3 Increasing network efficiency 2697.4 Growing future freight network capacity 2777.5 Managing community and environmental impacts 2887.6 Improving network efficiency 290

Taking action 2907.7 Growing future freight network capacity 2957.8 Managing community and environmental impacts 299


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8 STATEWIDE ACTIONS 301Our transport challenges 302

8.1 Reducing transport inequality 3038.2 Making travel safer 3088.3 Promoting sustainability and protecting the environment 3108.4 Maintaining our transport infrastructure 3158.5 Integrating land use and transport planning 320

Taking action 3208.6 Moving towards an accessible transport system 3248.7 Improving the safety of our transport system 3268.8 Protecting the environment 3278.9 Maintaining our infrastructure 3298.10 Managing demand and making better travel choices 3318.11 Using technology for better customer experiences 333

9 TIMETABLE FOR ACTION 3379.1 Public transport 3389.2 Rail 3419.3 Light rail 3459.4 Bus 3469.5 Ferries 349

9.6 Roads 3519.7 Cycling 3559.8 Walking 3579.9 Non-government transport services 359

10 FUNDING 36310.1 Introduction 36410.2 Funding our transport system 36410.3 Funding our Master Plan projects 36810.4 Considering our options 368

11 DELIVERING THE NSW LONG TERM TRANSPORT MASTER PLAN 37911.1 An integrated transport authority for NSW 38011.2 Next steps 382

12 WHAT OUR CUSTOMERS SAY 38712.1 Consultation to develop the Master Plan 38812.2 What changed as a result of your contributions 39012.3 What we heard in response to the draft Master Plan 39312.4 What next 41212.5 Thank you 413

GLOSSARY 414


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INTRODUCTION

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A Long Term Transport Master Plan for NSWThe NSW Long Term Transport Master Plan setsthe framework for the NSW Government to deliveran integrated, modern transport system that putsthe customer rst.

The Master Plan plays two fundamental roles.

First, it identies the challenges that the transportsystem in NSW needs to address to support theStates economic and social performance overthe next 20 years. It guides decision-makersto prioritise actions which address the mostpressing challenges.

Second, it identies a planned and coordinatedset of actions (reforms, service improvementsand investments) to address those challenges. Itprovides a map of future service and infrastructuredevelopments which future decisions will berequired to support, and against which proposedinvestments can be evaluated.

The NSW Long Term Transport Master Plan willguide the NSW Governments transport fundingpriorities over the next 20 years, providing theoverall framework for how our transport systemdevelops, whether it is the services that aredelivered or the infrastructure that underpins them.

The Transport Master Plan is not intended tobe a detailed step by step plan for all transportinitiatives. Rather, it is an overarching frameworkthat guides subsequent and more detailedtransport plans, policy decisions, reforms andfunding decisions. A series of funding decisions andtimings are given for the near term. For the mediumand longer term, decisions around timing andfunding will be determined by changing levels ofdemand and the level of availability of funds. Therewill be a myriad of issues and changes arising inNSW over the next 20 years, given the complexityand scale of transport in the state, which will also

inform decision making.The Master Plan provides the evidence, thechallenges and the right priorities to guide themany investment and service delivery decisionsthat will need to be made in the future. It sets thestrategy and the direction required to deliver thecustomer-focused, integrated transport system thatNSW needs.

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The Master Plan will guide billions of dollarsof investment in our transport system

In 2012-13 the NSW Government allocated a record$13.2 billion in funding to transport, with a totalof more than $53 billion allocated for the rstfour years of the Master Plan. Over the 20 yearlife of the Master Plan this level of funding wouldequate to around $260 billion delivering transportservices and infrastructure across the State. Thiswill fund operation and maintenance as well asexpansion and modernisation with new capitalinfrastructure.

This investment is both a signicant opportunityand a signicant responsibility. An investment of thisscale needs to be guided by a clear long term plan.

The Master Plan sets the framework and theoverall priorities to guide where we invest thesefunds. Individual proposals and initiatives, whetherthey be new capital projects to construct newlines or stations, or proposals to expand transport

services into new areas, will be tested against thestrategic direction of the Master Plan, giving uscondence as a community that our funds aretaking us towards the transport system we need.

The Master Planning process our approach

The NSW Long Term Transport Master Plan is bothstrongly evidence-based and the result of a highlyconsultative process.

Within Transport for NSW, a signicant levelof evidence gathering and analysis has beenundertaken. This underpins the identication ofthe challenges we face and the actions identiedin the Master Plan.

Having rst set the objectives, outlined onpage 22, we analysed current and future demandsand challenges on the NSW network, makingsure that the challenges and their true causeswere properly understood. We then identied thepotential options to meet those challenges.

We considered all travel modes simultaneouslyand examined land use and transport together.We developed integrated packages of projects,regulations, pricing and other policy initiatives,then used rigorous modelling and assessment toprioritise actions against our objectives.


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In developing the NSW Long Term TransportMaster Plan, we have implemented a freshapproach to planning that has involvedunprecedented consultation with those who knowthe system intimately because they use it everyday our customers.

Our consultation approach was broad, invitingand encouraging a diverse and large numberof voices to tell us what the transport system

should be like. Anyone interested in improvingtransport in NSW was encouraged to participate,whether a commuter or a truck driver, anindustry representative, a business person orlocal government representative.

We designed focused stakeholder forums to makesure transport experts in industry, communitygroups, academia and local government hadtheir say.

This approach to consultation includedsubmissions through email and our website; AdvisoryGroups covering the full range of customers;government; industry and other interests; 14 regionalforums across the State between February and May2012, involving over 1,000 participants; ongoingstakeholder meetings; over 1,700 submissions onthe Discussion Paper and the Draft Plan; and over65,000 hits on the dedicated website.

Our customers gave us rich and detailed insightinto what is important in their city, region andacross the State.

The result is a Master Plan that responds to thecommunitys needs. Using the analysis and evidencewe have gathered and applying the customer viewgained through this extensive consultation, we havedeveloped a Transport Master Plan which will deliverthe transport system we need for the future.

over 130,000hits on our website

130Stakeholders at

launch event

over 1,000people at 14 regional forums

over 480comments on thedraft document

more than 1,200Discussion Paper

submissions

12 months24hr 1800 number

818followers on Twitter

55 representativeson 4 Advisory Groups

140representatives at an

industry brieng

How you helped the consultation process


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The Master Plan is principally focused on thesix key transport challenges that emergedfrom our analysis and our engagement withour customers. These six challenges have beenidentied by looking at the transport system fromthe perspective of the customer, the multi-modal

journeys we make within and between places:

Integrating modes to meet customer needs

Getting Sydney moving again

Sustaining growth in Greater Sydney

Providing essential access to regional NSW

Supporting efficient and productive freight

Statewide actions.

The Master Plan responds to these challengesthrough four types of action:

Integrate transport services

Modernise our system

Grow our networks to meet futuredemand (including the important tasks ofcorridor preservation)

Maintain important road and publictransport assets.

It also requires properly sequenced delivery tomaximise the benets from any investments made.

The Master Plan includes 220 short, medium and longterm actions that are focused on our commitment tomake NSW number one and transform our transportsystem over the next 20 years.

These actions will deliver very real benets forcustomers of the NSW transport system.

1. A fully integrated transport system , wherecustomers move seamlessly across modesand between services, supported by the Opalticketing system

2. A modern railway system Sydneys RailFuture to reform, improve and grow serviceson our rail network, leading to an overallcapacity increase of 60 percent

3. A modern light rail system Sydneys LightRail Future expanding the public transportnetwork to address CBD congestion andprovide reliable turn up and go services forcity commuters

4. A modern bus system that meets changingneeds, particularly in growth areas, andcomplements the heavy and light rail networks

5. A connected motorway network in Sydney ,beginning with WestConnex, which willprovide a step change in Sydneys connectivity,then the F3(M1)/M2 link, and then the F6(M1),alongside signicant investments in arterialroads throughout regional NSW

6. Unclogging the Sydney CBD to create a newlevel of amenity, by removing the monorail,building the Wynyard Walk, introducing morelight rail, undertaking a major redesign of thebus network, increasing ferry use, providingmore capacity on the rail system and betterwalking and cycling infrastructure

7. Supporting the growth of new economiccentres through investments in the NorthWest Rail Link and the South West Rail Link,new roads in growth corridors, and newbus infrastructure

8. Connecting regional communities throughmajor highway upgrades, improved NSWTrains services including better connectionswith bus services, more community transport

services, and protecting regional ights toSydney Airport

Whats in the Master Plan?


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The M5 West widening will expand the motorwayfrom two to three lanes in each direction betweenCamden Valley Way and King Georges Road.Construction has commenced and will takearound two years to complete. This will reducetravel times for motorists using the motorway andsurrounding roads and support planned residentialand employment growth in South West Sydney.The M2 motorway is currently being widened andfour new ramps are being built to improve access

to and from the motorway. Construction work isexpected to be complete in the rst half of 2013.

The NSW Government is committed to upgradingCamden Valley Way to a four lane divided roadbetween Narellan and Prestons by 2015. Tendersfor the 4.4 kilometre stage between south ofDenham Court Road and south of Raby Roadat Catherine Field have been invited and aconstruction contract is expected to be awardedlater this year. The Erskine Park Link Road is underconstruction and will unlock development potentialin the Western Sydney Employment Area.

The light rail system is being extended inSydneys Inner West from Lilyeld to DulwichHill. The existing light rail service has beenincorporated into the MyZone ticket system.

A number of additional ferry services have beenintroduced to provide better harbour connectionsfor people in Northern and Western Sydney,including an additional 25 weekly services alongthe Parramatta River. The new Sydney Ferriesoperator commenced services in July this year,ve months early, providing better value formoney for taxpayers and improved customerservice for passengers.

A trial has begun of the new electronic ticketingsystem, Opal , which will make travelling on publictransport easier, simpler and more convenient.

The Southern Sydney Freight line is underconstruction and will establish a dedicated raillink between Port Botany and Macarthur. This willallow the movement of freight at any time of day

and provide greater efficiency for both commuterand freight services, supporting the developmentof Port Botany. The planned Northern SydneyFreight Corridor is jointly funded by the Australianand NSW Governments. This will improve thecapacity and reliability of freight trains on theMain North Line between North Stratheldand Newcastle. Replacement and upgrade of aninitial 17 key bridges in regional NSW has beencommitted through the Bridges for the Bush program.


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The delivery of transport infrastructure in ruraland regional NSW is focused on a number ofmajor highway upgrades, including upgrades ofthe Hume, Pacic, Princes, Great Western, andNewell Highways . These will deliver improvedsafety and travel times for all road users, betterfreight efficiency and increased amenity for localcommunities. Construction is well underway onthe $1.7 billion, 40 kilometre Hunter Expresswaydue to be completed in 2013. The Hunter

Expressway involves the construction of a fourlane freeway link between the F3 Freeway (M1)near Seahampton, and the New England Highway,west of Branxton. The Expressway will provide anew east-west connection between Newcastle andthe Lower Hunter.

The Pacic Highway is a high priority for the NSWGovernment. Upgrade works between Hexhamand Port Macquarie are due to be completed in2012. The Kempsey Bypass will be completedin 2013. The upgrades between Coffs Harbourand Woolgoolga and between Ballina and theQueensland border are due for completion in2014. Construction of two further major sectionsbetween Port Macquarie and Coffs Harbour Frederickton to Eungai and Nambucca Heads toUrunga is expected to begin in 2013.

Work is also underway on the Holbrook Bypass onthe Hume Highway . This is due to be completed in2013. This is the nal project required to completethe Hume Highway upgrade to a minimum fourlane divided route between Sydney and Melbourne.The Great Western Highway is being upgraded tofour lanes between Emu Plains and Katoomba, withcompletion expected by the end of 2014.

The Master Plan is as much about planning andinvesting for the long term as it is about shortterm action. Therefore we are taking action on ourmedium and longer term projects too we havealready commenced detailed planning and designon many of these projects, including those forwhich corridor preservation will be an importantearly step.

The Master Plan provides the framework for a

series of more detailed plans and strategies (seeFigure i), including individual Modal Strategies,Sydney Transport Plans, Regional Transport Plansand a NSW Freight and Ports Strategy . These moredetailed plans will provide a greater level of detailfor specic modes or for specic locations. Theywill directly address local and precinct level issues,and will contain a greater amount of operationaldetail than is appropriate in the Master Plan.

In doing so, they will also provide more detailedplanning for individual projects and policies.

For example, Sydneys Rail Future and SydneysLight Rail Future , set out more detailed plans forthe metropolitan rail and light rail systems, havealready been published.

These plans will be closely aligned with the draftMetropolitan Strategy for Sydney , which setsthe long term direction to 2031 for land use andplanning in Sydney. This integration will ensurethat transport planning is closely aligned withfuture growth, that appropriate transport servicesare provided to meet need, and that best use is

made of infrastructure and investment.

Individual transport plans are being developedfor the 10 regions across NSW. They will providea more detailed analysis of local transport needsand priorities of each region and respond to theissues raised during regional consultation.

Regional Transport Plans will be linked to theRegional Strategies developed by the Department ofPlanning and Infrastructure to ensure that expectedgrowth and changes to each region are considered.

Figure i also highlights the important links betweenthe Master Plan and NSW 2021 , the MetropolitanStrategy for Sydney , the State InfrastructureStrategy , and national plans such as InfrastructureAustralias National Freight Strategy.

What happens next?


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Figure i The Long Term Transport Master Plan and its relationship to other State planning documents

InterchangeStrategy

NSW 2021

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The NSW Long Term Transport Master PlanTransport for NSW

Chapter 1 Why transport matters

Chapter 2 Customer-focused integrated transport planningChapter 10 Funding

Chapter 11 Delivering the Long Term Transport Master Plan

Chapter 3

Integrating modes tomeet customer needs

Chapter 9Timetable for action

Chapter 7

Supportingefficient and

productive freight

Chapter 4Getting Sydney

Moving again

Chapter 5Sustaining growthin Greater Sydney

Chapter 6

Providing essentialaccess for regional

NSW

Detailed Planning

Corridor Strategy

City Access Plans

Major Airports

NSW RoadsDelivery Plan

Environment andSustainability Plan

NSW TrainsStrategy

Access andinclusion policies

IntegratedModal

Delivery PlansSydneyTransport Plans RegionalTransport Plans Statewide PlansFreightTransport Plan

Western

Central West

Murray-Murrumbidgee

Southern

New England

Northern Rivers

Hunter

Mid North Coast

Central Coast

Illawarra

L I N K S T O N A T I O N A L S T R A T E G I E S A N D P L A N S

Customer Services Strategy

Chapter 8

Statewideactions

NSW Freight andPorts Strategy

Modal DeliveryPlans

Bus

Ferry

Light rail

Cycling

Walking

Road

Rail


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The Long Term Transport Master Plan is organised into 12 chapters.

Chapter One provides a detailed analysis ofwhy the transport system matters to customersand how it impacts the economic, social andenvironmental goals of the people of NSW. Thechapter also sets out eight formal objectives forthe NSW transport system, which cover customerservice, economic, liveability, social, safety andenvironmental outcomes.

Chapter Two explains how we have taken a fullyintegrated and customer-focused approach todeveloping the Master Plan. It explains how wewill continue to use these integrated transportplanning principles to guide the more detailedmodal and location specic plans that will followthis Master Plan.

Chapters Three to Eight correspond to the sixkey transport challenges that emerged from ouranalysis and our engagement with customers.Each chapter starts with comprehensive evidenceand analysis which demonstrates the nature andscale of the challenge. The second half eachchapter outlines the response to the challenge.

Chapter Three covers the important task ofintegrating modes to create seamless journeysthat meet customers needs.

Chapters Four, Five and Six consider the specictransport tasks in the different places acrossNSW where people live: the tasks of gettingSydney moving again; sustaining growth inGreater Sydney; and providing essential access toregional NSW.

Chapter Seven looks at the freight transportnetwork and the need to support efficientand productive freight movement throughoutthe State.

Chapter Eight assesses a series of statewideactions, including reducing transport inequality,promoting safety and enhancing sustainability.

Chapter Nine provides a summary of actions at amodal level to provide clarity about the future ofthe different networks within the overall system.

Chapters Ten and Eleven look at the two issueswhich will inuence the successful delivery ofthe Master Plan. Chapter Ten considers fundingand nancing issues. Chapter Eleven looks atgovernance for the successful ongoing delivery ofthe Master Plan.

Chapter Twelve provides a detailed guide to theintensive consultation process which underpinnedthe development of the Master Plan. The chapterdescribes the process as well as a summary of theresults of the consultations.

The Long Term Transport Master Plan at a glance


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NSWGovernments

overall10 year plan

Short termcommunity

drivenactions

Newlong termstrategies

anddelivery plans

NSW 2021A PLAN TO MAKE NSW NUMBER ONE


STATE INFR ASTRUCTURE STRATEGY

Two yearRegionalActionPlans

2012/13 2021 2031

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Infrastructure planning and delivery in NSWsits within a framework of NSW Governmentstrategic planning that guides priority action andinvestment for the long-term benet of the State.

The principal planning document is NSW 2021,the overarching plan to make NSW numberone. Under this, separate sectoral plans guideland use and development, infrastructure, andtransport. The Long Term Transport Master Planis the overarching plan for transport. It will besupported by regional, modal and city accessplans (shown in Figure i).

Integrated strategic planning for NSW

METROPOLITAN AND REGIONAL STRATEGIES

Figure ii Linkages in key NSW strategic plans


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WHY TRANSPORTMATTERS

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CHAPTER SUMMARYTransport is one of the basic building blocks ofmodern life, and each time we make a journey ormove goods, we become customers of the NSWtransport system. Whether we live in the city or livein regional NSW, our mobility supports the liveswe lead, how and where we live and work, and thegoods and services we consume.

This chapter examines why transport mattersto everyone in NSW and what matters most. Itdescribes how transport improvements can benetour economy, our environment and our community.

As our population grows, we must make sure thatour transport system can keep up with growth andmeet our changing travel needs. A fully integrated,modern transport system will secure the ongoingsuccess of Sydney as a global city and sustainprosperity across regional NSW. It will help ourbusinesses and industries lift their productivity andremain competitive.

The NSW Government has listened closely towhat our transport customers want from the NSWtransport system: customers want timely services,

reliable connections, comfortable journeys, agenuine choice of travel options and services thatrespond to where and when they need to travel.

In Sydney, people want a modern transport systemthat is integrated, meets a range of needs, andsupports Sydneys role as an exciting, dynamic andglobally connected city.

In our regions, people want more exible andconvenient options, and public transport servicesthat keep pace with growing and changing regionalcities, towns, communities and industries.

We need to understand the role that each modeplays in meeting customer needs and how theycan be integrated to provide a seamless travelexperience. We need to recognise, for example,that buses, motorbikes and bicycles use our roadnetworks as well as cars, and that people mayarrive at their train station by car, bus, bike or byfoot. True integration will allow people to choosethe quickest, easiest and most convenient ways tomake their journeys across modes.

Our objectives for the NSW transport system(Section 1.1) reect the central role transport playsin our lives.

With transport playing such an important role, longterm planning for the States transport system isimportant for the future of NSW and Australia, andfor shaping our cities and towns in the years ahead.We also have to build exibility into our transport

planning to ensure that we can adapt quickly tochange and be ready for emerging trends andfresh challenges.


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1

In developing the Long Term Transport Master Plan, we have considered how transport services andinfrastructure can help us reach our economic, social and environmental goals over the next 20 years. Wehave thought carefully about what sort of place we want NSW to be and how transport can contributeto our quality of life and standard of living. We have listened to the views of our customers and thecommunity about what our transpor t objectives should be. Weve also matched our approach to thedirections set by the NSW Governments 10 year strategic plan, NSW 2021 .

This work has led to the identication of eight objectives for the NSW transport system:

Improve quality of service by putting the customer at the centre of transport planningand service delivery, improving the quality of travel experiences, offering more travelchoices and providing integrated services that directly meet our travel requirements

Improve liveability by shaping our cities and major centres, improving connectivity,providing services that support jobs growth in centres close to where people live, andfacilitating ease of movement in our major cities and activity centres

Support economic growth and productivity by providing a transport system thatresponds directly to customer needs, is more efficient, increases freight efficiency andimproves the connectivity and accessibility of people to other people, opportunities,goods and services

Support regional development by improving accessibility to jobs, services andpeople, improving freight connections to markets and providing better links betweenclusters of business activity

Improve safety and security by placing a high priority on addressing the causes andrisks of transport accidents and security incidents

Reduce social disadvantage by improving access to goods, services andemployment and education opportunities for people across all parts of the State

Improve sustainability by maintaining and optimising the use of the transportnetwork, easing congestion, growing the proportion of travel by sustainable modessuch as public transport, walking and cycling, and becoming more energy efficient

Strengthen transport planning processes by improving integrated transportplanning processes, including with land use planning; identifying areas whereevidence should be collected for future decision making; and continually improvinggovernance and administration of the transport system.

1.1 Our transport objectives

These objectives will guide the delivery of the Long Term Transport Master Plan. We will use theseobjectives as we plan for the future and as a guide to assessing the best available options for building aworld-class transport system for NSW over the next two decades.


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Transport impacts most of us every day. Whethertravelling to work, attending school, pickingup the weeks supplies from the supermarketor visiting family and friends and whether weare driving, travelling by train or bus, or walkingor cycling we rely on different transportservices and infrastructure to get us to and fromour destinations.

Our freedom to move around easily and safely,

and our ability to travel at the times and in theways we choose means we can participate inour communities, access services, pursue ourrecreational and social interests, receive aneducation, undertake productive employment andstay in touch with people.

When we make these journeys, we becomecustomers of the NSW transport system. Throughour extensive consultation and customer research,we have learnt about the things that matter mostto customers when they use the transport system.

Well-targeted improvements that better meetour needs as customers will help us achieve ourstated objectives of improving quality of serviceand liveability.

Customers have told us what they value most:shorter and more predictable travel times,reliability, efficiency, convenience, safety andcomfort whether they are using public transportmodes or driving their own cars.

In valuing journey time most, customers want fast

transport services that save time and a system thatmakes buying tickets quick and easy.

They particularly value comfort for longer journeysand want safe, secure and clean services, as wellas a transport system that is convenient to access,and reliable in all weather conditions. Customersalso want an efficient transport system that issimple to use, easy to connect to other modes andwhich provides a pleasant travel experience.

Cyclists want routes that are safe, easy to accessand link directly with the places they need tovisit and public transport. Pedestrians want easyaccess, strong connections with other modes, andwell signposted routes.

As more of us use the Internet, smartphones andother mobile technologies, we want real-time,relevant and personalised information aboutour transport options to help us make the best

choices about how, when and where we travel.We also expect a transport system that is easy tonavigate with clear signage, timetable and serviceinformation at train stations and bus stops, andcurrent traffic updates on our roads.

Increasingly, our transport system is used tomeet growing demand for access to services. Inan economy more focused on services, highlymobile commercial service providers such astradespeople, couriers and delivery services needto be able to move quickly around Sydney, between

Sydney and growing cities such as Newcastle andWollongong, and across the State.

Our transport system moves goods from ports andairports to our local shops and supermarkets, andfrom NSW businesses to interstate and overseasmarkets. The provision of these goods underpinsour standard of living, giving us ready access toa choice of products. The efficient movement ofgoods through international and national gatewayskeeps local rms competitive and productive, andhelps to create jobs.

Transport also helps shape our major cities. Wherepeople choose to live is linked to their access to jobs,services and education. Achieving the settlementpatterns and city form that we want, whileretaining our mobility, requires careful planning.

To shape the future of Sydney and NSW, weneed to make critical decisions now. We needto understand not only the travel choices and

journeys we are making today, but also how these journeys might change over the next 20 to 30years. We need to consider how Sydney will growand change, where we will be living in the decadesahead and how we want our cities, towns and

1.2 What transport means to us as customers


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Our transport network is coming under greater pressure

While around 11 percent of all trips taken in Sydneyeach weekday are by public transport, 23.9 percent ofSydneysiders use public transpor t to get to work.

Based on current trends, the proportion ofcommuters using public transport to get towork in Sydney is expected to increase bythree percent by 2031.

Commuter trips currently account for around 16 percentof all weekday trips.

Based on current trends, there would be a34 percent increase in commuter trips by 2031.

CityRail carried 303.5 million passengers in 2011-12,providing 2,781 daily services on weekdays and 1,943daily services on weekends.

CountryLink served 365 destinations and 1.9 millionpassengers in 2010.

The number of trips made by rail is expectedto increase by 26 percent by 2031, based oncurrent trends.

Approximately 850 bus routes operated in the GreaterMetropolitan Area, servicing 223.4 million passengers in2010-11.

529 bus routes operated in rural and regional areas,carrying 5.7 million passengers in 2010-11.

By 2031, based on current trends, thenumber of weekday trips made by bus isexpected to increase by 29 percent.

Around 68 percent of all weekday trips by Sydneysidersare made by car.

Under a do nothing scenario, most travelin Sydney would continue to be by motor

vehicle, with roughly the same percentage oftrips still made by car in 2031.

Transport now and into the future

Today Looking ahead

Our growing population is increasing our demand for travel

Today, the NSW population is just over 7.2 million. By 2031, the population of NSW will bearound 9.1 million.

In 2011, Sydneys population is 4.3 million. By 2031, there will be a further 1.3 millionpeople living in Sydney.

Each working day, Sydneysiders make around16.2 million trips across the city.

By 2031, the number of daily trips beingmade by Sydneysiders will have increased by31 percent.

Bicycle trips account for about one percent of alldaily Greater Metropolitan Area trips, and about1.9 percent of all Greater Metropolitan Area tripsunder 10 kilometres.

There are about 370,000 bicycle trips in MetropolitanSydney every day. About 330,000 of these are10 kilometres or shorter.

By 2016, our target is for the number ofbicycle trips in Metropolitan Sydney to double,with further growth in cycling for all trips inNSW, particularly in urban centres, by 2031.


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Virtually all economic activity in NSW involves orrelies upon transport at some level, from gettingpeople to and from work to shifting goods fromsuppliers to customers and bringing servicesdirectly to our homes and offices.

In Sydney and our major centres, transpor t playsa vital role in connecting people and businessesin a way that drives growth and innovation in amodern, knowledge-based services economy.

In our regions, vital agricultural and resourceindustries rely on transport to connect goodswith domestic and international markets, with thetransport component often the single biggestcost facing these industries and the single biggestopportunity for improving their productivityand competitiveness.

Transport creates economic value. Goods areworth more in the hands of consumers thansuppliers, and services acquire value whenprovided person-to-person or business-to-

business. But transport and logistics also representa signicant cost of doing business in Australia,with up to 10 percent of the nal cost of a productderived from its transportation. This means thatimprovements in transport can deliver a majorproductivity boost to the NSW economy bylowering the costs of distribution, increasingaccess to new markets and enhancing competitionbetween businesses.

By making the right decisions to improve ourtransport system, we can achieve our stated

objective of supporting economic growth andproductivity. We can also increase the diversityand resilience of the economy as benets arespread across a range of industry sectors.

1.3.1 The NSW economyNSW enjoys a large and diverse economy. NSWcontributed $421 billion or almost one third ofAustralias Gross Domestic Product (GDP) in2010, with Sydney alone accounting for almost15 percent of the nations economic activity.

The NSW economy is primarily a services economy,with much of this activity located in the Statesmajor centres, predominantly Greater Sydney. As

shown in Figure 1.1, service industries comprise75 percent of the States economic value and 78percent of all employment statewide. The servicessector can be difficult to dene, but the majority ofNSW employees are engaged in service provision.

Sectors such as nance, insurance, retail,health, government, education, biotechnology,engineering, design and transport itself are all partof the services sector and are increasingly the wayin which we earn our living. Health and educationservices are growing in most parts of NSW, whileinformation and communications services areexperiencing strong growth in Sydney and ourmajor cities.

NSW has other signicant industry sectors; inparticular, our agriculture sector contributes alarge share of Australias total production in areassuch as wool, beef, wheat, fruit, rice, oilseedsand vegetables.

Tourism contributes more than $11 billion toour Gross State Product (GSP) each year and

is particularly important to the economies ofSydney and regional destinations such as theBlue Mountains, the Hunter Valley and Byron Bay.In relation to other states, NSW is the largestcontributor to the total value of tourism goods andservices produced in Australia, contributing 34percent. NSW provides and promotes transportand education-related tourism. For example,our State attracts the greatest share of day andovernight cycling tourists in Australia.

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While the mining industry only accounts for threepercent of NSWs GSP today, strong growth isexpected in the resources sector (see Figure 1.2).This will require substantial investment in land-based transport and port capacity to connectmines with markets.

In 2011 freight and logistics contributedapproximately $58 billion (13.8 percent) ofNSW GSP.

Manufacturing now makes up a smaller part ofthe NSW economy than in the past. However,it remains an important industry for WesternSydney, including in Bankstown, Campbelltown,Faireld and Liverpool. As the industry moves intohigh-value products and advanced productionprocesses, it will require more efficient land and airlinks to suppliers and customers.

Industries are spread across the State and havediverse transport needs depending on theirlocation, the markets they need to reach and thevolumes and types of goods they need to shift.These requirements need to be addressed toensure that our most important industries remaincompetitive and continue to grow.

Congestion imposes costs to our economy.Transport for NSW will assess the cost of congestionfor freight users to inform decision making.

A well-functioning transport system provides manyproductivity benets to the NSW economy. At themacro-economic level, transport improvementscan lift productivity levels by supporting greaterlabour mobility, increasing the productivecapacity of the overall economy and facilitating

effective competition. At the micro-economiclevel, transport can inuence the efficiency andproductivity of businesses by delivering time andcost savings, providing access to a larger poolof workers, enabling trade over wider areas andreducing the costs of being part of national andglobal supply chains.

In particular, more efficient and reliable supplychains across multiple transport modes (road, railand sea) will be critical to productivity growth inour heavy industries and manufacturing sector.

In our growing services sector, improvementsto transport accessibility and connectivity willunderpin productivity linking different partsof our cities, connecting cities with other cities,connecting cities with our regions, and linkingNSW with the world.

Figure 1.2 Expected growth in key industry sectors in NSW,2010 to 2020

A g r i c u l

t u r e

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20%

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Figure 1.1 Share of key industr y sectors in NSW, 2010

Agriculture

Mining

Manufacturing

Utilities

Construction

Services

75%

2%

10%

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We derive many economic benets and advantages from living and working close to each other in a cityor regional centre. From a business perspective, rms offering the same kind of goods or services of tenbenet from locating near each other. This clustering of activity supports collaboration and innovationby bringing businesses, workers, consumers and suppliers closer together. It gives industry access to alarger pool of specialised labour and generates the economies of scale that attract multiple competingsuppliers, reducing the cost of supplies to businesses.

1.4.1 Business clusters in NSWThere is already a pattern of industries andbusinesses clustering near each other in Sydneyand regional NSW:

In Sydney, professional services tend toconcentrate in the CBD, with manufacturing,wholesale trade and other services, such ashealth and education, clustered in suburbsoutside the centre (shown in Figure 1.3).

In recent years, new campus-style businessparks have attracted businesses out of thetraditional Sydney employment centres withgrowth in locations including Macquarie Park,

Norwest and Marsden Park.

In regional NSW, a large area is dominated byagriculture. Mining activity is centred aroundthe Hunter Valley and the Western Region, withtourism and port-related activity along the coast(shown in Figure 1.4).

Better transport services can enhance thebenets of these clusters by reducing thecosts associated with connectivity and access,supporting business diversity and employment

opportunities, and by signicantly improving thelinks within and between clusters of activity andtheir various markets.

Specialist precincts will attract top businesses andtalent, and better connections with our regions willgive people across NSW access to employmentand business opportunities.

1.4.2 Supporting Sydney asAustralias only global city

Global cities are those that service and supportthe complex and specialised economic activities ofglobal markets. Global cities are not constrainedby international borders and are known for drivinginnovation, creativity, and positive economic,environmental and social outcomes.

Sydney holds the unique position of beingAustralias only global city. A study by theGlobalisation and World Centres Research Networkindicated that Sydney was one of several PacicRim cities that had experienced a rapid rise to an

alpha city status, reecting Sydneys position inthe global economic network.

As global competition increases, governmentsaround the world are investing in infrastructure toincrease the attractiveness of their major centresand improve their rankings in a number of globalcity indicators. For Sydney to retain its position asone of the worlds global cities, we must recognisethe need for investment.

The Metropolitan Strategy for Sydney establishesa vision for Global Sydney as the dominant centreand the location for nance and other servicesector industries active in the global economy.It recognises the importance of the SydneyCity Centre as a key destination for visitors andSydneysiders as the location for signicant cultural,tourism and recreational facilities and venue forkey international events.

Transport has an important role in supportingSydney as a global city. Strong connectivityacross the city, quality public transport networksand opportunities for walking and cycling can allcontribute to maintaining Sydneys role as a centreof economic and social activity.

1.4 Transport and our cities and centres


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Figure 1.3 Primary employment sectors by Local Government Area, Sydney

Accommodation and food services

Arts and recreation services

Construction

Education and training

Electricity, gas, water and waste services

Financial and insurance Services

Health care and social assistance

Information media and telecommunications

Manufacturing

Mining

Professional, scientic and technical services

Public administration and safety

Rental, hiring and real estate services

Retail trade

Transport, postal and warehousing

Wholesale trade

Data source: Analysis of employment by NSW LGA, Deloitte Access Economics 2010

1 Ryde

2 Willoughby

3 Manly

4 Lane Cove

5 Hunters Hill

6 North Sydney

7 Mosman

8 Canada Bay

9 Leichhardt

10 Sydney

11 Woollahra

12 Waverley

13 Stratheld

14 Burwood

15 Asheld

16 Marrickville

17 Canterbury

18 Rockdale

19 Botany Bay

20 Randwick

21 Hurstville

22 Kogarah


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Our regions rely on a well connected, efficienttransport network to sustain community wellbeingand quality of life, support vital industries and linkrms to markets.

Transport plays a vital social function in regionalNSW, connecting communities with services,education opportunities, jobs and recreationalactivities. It provides people with good access toeach other, their communities and key services

especially given the dispersed nature of townshipsacross regional NSW and the development ofpeninsula communities along the coast. To achieveour objective of supporting regional development,we need good transport services within ourregional towns and cities, between those townsand cities and between regional areas and Sydney.

In many regional areas, the provision of goodpublic transport services requires careful planningto take account of long travel distances anddispersed demand. Levels of car ownership are

very high and motor vehicles are the main waypeople choose to move around.

Providing park and ride facilities, or links frommotorways to train stations and bus interchanges,will allow people in regional areas to link car tripsto public transport services as part of their journey.Maintaining good connectivity and accessibility willrequire innovative solutions.

Transport also facilitates the movement ofgoods produced in our regions to domestic andinternational markets, contributing to the NSW

economy. The regional freight network supportsagricultural, manufacturing and mining industriesand the local businesses associated with thesesectors. Regional ports and airports also supportthe movement of freight to export markets. Withboth freight movements and demand for goodsincreasing, efficient freight networks and improvedmovement across these networks is essential.

Ongoing and indexed NSW Governmentfunding for the maintenance and upgrade of theCountry Regional Network around $1.5 billion

over 10 years will improve connectivity andaccessibility in regional NSW. This includes fundingfor replacement sleepers and upgrade of theCoonamble to Dubbo line.

Road safety is fundamentally important forregional NSW. While the rate of fatalities andserious injuries on regional roads has declined,we must continue to make every effort to tacklethe issue.

1.5 Regional NSW improving connectivity and accessibility


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Figure 1.4 Primary employment sectors by Local Government A rea , regional NSW

Accommodation and food services

Agriculture, forestry and shing

Arts and recreation services

Education and training Electricity, gas, water and waste services

Health care and social assistance

Mining

Public administration and safety

Retail trade

Data source: Analysis of employment by NSW LGA, Deloitte Access Economics 2011


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1 OUR REGIONS A VISION OF THE FUTURE

NSW is home to thriving regional communities and successful businesses. Over the next 20years, the NSW transport network will develop faster connections to regional, national andinternational markets. Improved transport and communications networks, supported bytechnological advances, will improve connectivity for regional NSW and support more reliableaccess to quality services, and to employment and educational opportunities.

To make this vision a reality, we must supportand enhance the competitive advantages ofeach region. In some regions, this requiresactions to support targeted growth industries;in other regions, such as the Central Coast,rail services with Sydney will be upgraded andtailored to meet customer needs.

To support existing industries, we will identifyand embrace emerging opportunities in theregion, including in the renewable energysector and the creative, environmental andknowledge-based services sectors.

Our regions will continue to attract and retainskilled people. Communities will offer diverseemployment and lifestyle choices and provideaccess to many services and amenities. Localworkforces will enjoy good access to educationand training, whether near where they live orthrough advanced distance-learning programs.

Countries around the world with strong regionalidentities have good access between theirregions and their major cities, with frequent andreliable public transport connections.

The modern transport network will beseamlessly integrated across all modes,driving and sustaining regional development,

competitiveness and prosperity. Regionaltransport connections will shift freight andpeople safely and quickly between economiccentres. More public transport options willbe available.

Fast connections to and through Sydney willbe increasingly important to rms in cities suchas Newcastle and Wollongong, and in thrivingcentres such as Bathurst, Orange, Gosford, PortMacquarie, Dubbo and Albury, as they look tolink growing populations to jobs and to forgeglobal connections.

Regional freight networks will be lessconstrained, meet growing demand andsupport increased regional productivity whilemeeting customer needs.

In remote parts of the State, such as the farwest, smooth and safe roads and strong freightconnections will generate new opportunitiesand revitalise disadvantaged communities.

Transport improvements will ensure thatour regions have the strength and capacity

to meet new challenges and, in turn, offermore opportunities to people, businesses andcommunities living in regional NSW.


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One result of our burgeoning demand for goodsand services is a rapidly increasing freight taskacross NSW.

Our road and rail networks, and our ports andairports, enable the movement of goods fromsupplier to consumer, shifting raw materials,intermediate goods and nished products betweenimport and export markets, across the NSWdomestic market and across State borders. An

efficient and accessible freight network, along withthe ability to maintain efficient freight operationsand reduce freight costs, is vitally important tothe competitiveness of rms in many industriesand to our economy more broadly. The AustralianLogistics Council has estimated that each onepercent increase in freight efficiency will save ournational economy around $1.5 billion.

The timely and safe transportation of goodsalong the entire supply chain also underpins theeconomic growth and development of Greater

Sydney, our major regional centres and cities,towns and rural communities from one end of NSWto the other.

A well-planned freight and logistics network isparticularly important to regional NSW, giving ourfarmers, regional producers and mining companiesaccess to markets for their goods, whether thosemarkets are in Sydney, interstate or overseas.This network also supports regional freight hubs,

providing better connections to and between hubsand opening up opportunities for new businessesto emerge and grow. With the freight and logisticssector accounting for over 11 percent of the NSWeconomy, a successful sector can itself make astrong contribution to regional economies in achallenging global environment.

Australias freight task is expected to doublebetween now and 2030, and be triple its currentsize by 2050. With many key freight routes alreadycongested, managing this growth presents some

difficult challenges and choices.

1.6 Transport and freight

Freight now and into the future

Today Looking ahead

Our growing population is increasing our demand for travel

Around 67 billion tonne-kilometres of freightmovements occur in NSW each year (2010).

More than 115 billion tonne-kilometres of freight will bemoved annually in NSW by 2031.

Annual container trade through PortBotany is around two million twenty-footequivalent units (TEUs) in 2010.

Container throughput at Por t Botany is presently growingbetween six and seven percent annually.

More than 92 million tonnes of coal isexported from NSW each year. Around121 million tonnes of coal are targeted forexport through the Port of Newcastle thisyear and 14 million through Port Kembla(2010-2011).

The Port of Newcastle with Terminal 3 and Terminal 4 willhave capacity for throughput of 200 million tonnes plusper annum (expected at the end of 2016) and capacityin Port Kembla Coal Terminal will reach over 20 milliontonnes per annum by 2013-14.

Around 36 million passengers and656,000 tonnes of cargo pass throughSydney Airport every year.

By 2035, Sydney Airport will be dealing with around77 million passengers and more than 1.5 million tonnes ofcargo each year.

Sydneys annual road freight movementsare around 11.2 billion tonne-kilometres(2007).

By 2030, Sydney will be moving at least 18 billion tonne-kilometres of road freight each year an increase of morethan 67 percent. It is estimated that by 2031 the logistics taskin NSW will have almost doubled to 794 million tonnes.


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In particular, we face challenges in usinginfrastructure that is shared between freight andpassenger journeys. Some roads are not suitedto carrying heavy vehicles due to factors suchas geometric or structural constraints (such aspavements and/or bridges) and there can betension between adjacent residential land use andnoise/vibration from heavy vehicles. Many rail linesare constrained in their capacity to carry passengerand freight services.

Airports face curfews and other problems in juggling high volumes of passenger travel withthe carriage of freight that is often high-value,perishable or requiring rapid delivery.

Our freight task also has diverse requirements,including the sea transport of large shippingcontainers from international markets into PortBotany, bulk freight movements along the NSWand interstate rail networks, the movement offreight trucks across Sydney and the door-to- door

delivery services provided by courier vans. Weneed to understand the way these componentsinteract to ensure that the overall freight networkfunctions effectively for the ultimate benetof consumers.

While recognising the many benets delivered bythe freight network, we also have to acknowledgeand address the negative impacts associated withmoving ever-increasing volumes of freight aroundNSW: increased traffic congestion, displaced localeconomic activities and impacts on communities

from higher numbers of trucks moving throughurban areas. Allowing the efficient ow of goods tothe market has inherent benets for the environmentand community. Lower costs, better management ofimpacts like noise, reduced emissions and increaseduse of green technology contribute to efficiency.Protecting communities and the environmentfrom the outset also reduces longer term costs togovernment due to remediation and retrotting.

The NSW freight network is also a critical part ofthe national freight network. Improvements or

constraints within our network can increase orimpede the efficiency of the national network, withow-on impacts for national productivity. We willseek national solutions to many of our challenges.

The journeys we make each day on the transportnetwork have a direct impact on the environment.To improve sustainability, we must consider howwe can minimise this impact when planning ourtransport system.

Currently, around 14 percent of greenhouse gas(GHG) emissions produced in NSW come fromthe transport sector, making it the States secondhighest source of emissions. In the context of

population growth and increasing travel demand,mitigating GHG emissions is a major challenge forthe future.

Providing people with opportunities to use publictransport instead of private vehicles will help toreduce the environmental impact of transport inNSW. Increased walking and cycling, particularlyfor short, local trips, will also contribute toimproved environmental outcomes.

The cost and availability of oil and the rising costof electricity will also have a direct inuenceon the choices we make in procuring the mostenvironmentally sustainable and energy efficienttechnologies to power our transport eets.

The growing travel task is also a challengefor preserving the amenity of many of ourcommunities. The movement of freight is rarelysilent and the generation of noise on a sharednetwork in proximity to residential areas is arecognised issue.

Large-scale transport developments can also

disrupt long-established local communities andthreaten our cultural and natural heritage. NSWis rich in European and Indigenous heritage withmany items of cultural signicance dispersedacross the State. Managing our impact on theselinks to our past is important when planning futuretransport solutions.

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Social connections are important to our quality oflife, giving us a sense of belonging and the abilityto participate in work, education and communitylife. Accessible and affordable transport is essentialto maintaining these connections and givingall of us the opportunity to gain work, obtainan education and become active and engagedmembers of our communities.

Good access to transport can help to address social

exclusion amongst people with disability, those onlow incomes and both younger and older people whoare more likely to have some limits on their mobility.Across Australia, more than half of people witha reported disability do not use public transport,even though 75 percent have public transportavailable in their local areas, primarily because ofdifficulties in getting to bus stops or train stationsand getting in and out of vehicles with steps.

In 2010, over one million people aged 65 years andolder lived in NSW, with the highest propor tion

living in the Mid North Coast, Central Coast, andNorthern Rivers regions. With the proportion ofpeople aged over 65 years set to increase in thenext 20 years, dependence on public transport andcommunity transport services is likely to increaseas peoples independent mobility decreases. Publicand community transport access in areas withageing populations will support independence forthose over 65.

Regular physical activity is important to our healthand wellbeing. Recent research shows that manypeople get an additional eight to 10 minutes ofexercise each day when they use public transport.Importantly, being active for part of our journey towork or school incorporates exercise into our dailyroutines. The NSW Centre for Population Healthhas observed that public transport use, walkingand cycling are associated with a number of healthbenets, including a reduced incidence of obesity,

higher levels of exercise and improved mental health.

Building social and community goals into ourtransport planning will strengthen communities,reduce disadvantage and open up opportunities.To meet our objective of reducing socialdisadvantage, we will require new ways of thinkingabout how to distribute transport services moreevenly across the State. We will need to givepeople healthier travel options, such as makingit easier and safer to cycle to work or walk to thenearest train station. We will also need to integrateour transport system more closely with landuse planning, creating well-designed cities andsuburban centres that reduce our reliance on cars,encourage us to be more active and produce safe,attractive and well-used urban spaces.

1.8 Transport and strong communities

A SAFE TRANSPORT SYSTEMImproving safety and security is a key objectiveas we develop our transport system. Whetherit is the risk of an accident while driving a caror feeling unsafe while waiting at a train stationor bus stop, safety and security while movingaround is an important community concern.While service factors such as timeliness andfrequency are important to customers, surveysconducted by Transport for NSW identiedsafety when using public transport as themost important service factor after timelinessand frequency.

Road crashes cost the NSW economy nearly$5 billion each year. While the rate of fatalitiesin road crashes has decreased, the rate ofinjury has remained relatively constant andhas ongoing impacts on our society in peoplesuffering permanent injury and trauma. Thehighest risks for these crashes continue to beborne by the most vulnerable road users such aspedestrians, cyclists and motorcyclists. Continuedefforts are also required to ensure that the growthin freight is managed safely, particularly inrelation to safer workplaces, road and railsafety and the transport of dangerous goods.


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1.9 Transport and land use planning

An integrated approach to land use and transportplanning can meet the communitys social,environmental and economic objectives.

Integrated planning recognises that land usegenerates demand for travel while the transportsystem inuences how land is used for a particularpurpose. Our ability to access employment, educationand other services from where we live impacts on thequality of our lives. Likewise, the ability of a business

to move its goods and people affects protability.Effectively integrated land use patterns andtransport systems make it possible to movepeople and freight in ways that make the most ofeconomic, environmental and human resources.

Integration needs to be considered at regional andlocal levels. At the regional level, developmentpatterns, location and transport networks combineto make regional destinations easy to reach.

At the local level, the development pattern andtransport system combine to support convenient,non-motorised travel and efficient vehicle trips.Together, these factors contribute to shorter trips,less car trips and more trips by walking, cyclingand public transport.

A growing population and changing patterns towhere we live and where our jobs are located willcreate new pressures that require far-sighted and

exible planning for our future transport system.The Long Term Transport Master Plan takes intoaccount future land use planning, particularly inareas where signicant growth will occur bothfrom greeneld developments and inll in existingresidential areas.

Ensuring that land use and transport planningcontinue to be fully integrated will help usstrengthen our transport planning processes.


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CHAPTER SUMMARYWe have undertaken extensive consultation andresearch into what our customers want nowand into the future. A key focus of this LongTerm Transport Master Plan is how we meetthese customer requirements as we develop ourtransport networks and deliver our services.

Transport for NSWs consultation has conrmedthat to meet the travel needs of our customers,we need to move towards a fully integrated andseamless transport system that responds to wherepeople need or want to go.

Building this system will take time; we need tomodernise existing services, grow our networks tomeet future capacity requirements and effectivelymanage our existing services and assets.

The Long Term Transport Master Plan is based onthe following themes:

Putting our customers rst . Improving ourcustomers journey experience is our top priority.Our analysis has been informed by statewideconsultation and extensive market research tobetter understand transport customers needs.

Integrating, modernising, growing andmanaging the transport system. To create amodern and customer-focused system, we needto integrate transport services, make better

use of existing assets, expand various networksand manage our assets and the impacts on ourcommunities and the environment.

Aligning transport and land use planning . ThisLong Term Transport Master Plan integratestransport planning with land use planning acrossthe transport network, and adopts a mode-neutral corridor approach to transport planning.

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The Long Term Transport Master Plan hasbeen developed with a clear denition of ourcommunitys economic, social and environmentalobjectives. Using a strong evidence base toidentify the key transport challenges facing NSWover the next 20 years, the Long Term TransportMaster Plan identies the best solutions andactions that are needed to modernise and growthe NSW transport system.

Our customers want us to move away from modalsilos towards a fully integrated and seamlesstransport system that responds to where peopleneed and want to go. We need to moderniseour existing services, grow the network to meetchanging customer needs and efficiently manageour transport services and assets.

Another important consideration in focusing oncustomers is developing a transport system thatwill contribute to the liveability of our cities andcentres and support the entire population of NSW.

For example, to continue to develop Sydney asa liveable, world-class city we need to recognisethe unique geographical constraints of a CBD thatis conned by water on two sides and needs toprovide good access to jobs for people living inGreater Sydney and inter-city locations.

This means we need to strike the right balancebetween investing in public transport and roadsto support the movement of private vehicles,investing in passenger transport and freight acrossthe city, and supporting walking and cycling forlocal trips.

The following elements underpin the Long TermTransport Master Plan:

Put our customers rst. Improving ourcustomers journey experience is our toppriority. As a result, our analysis has beeninformed by statewide consultation andresearch to better understand transportcustomers needs.

Respond to changing customer needs byintegrating, modernising, growing andmanaging the system . We need to moderniseour existing services, make better use ofexisting assets, expand the various networks inresponse to a growing population and changingcustomer needs and manage the impacts onour communities and the environment.

Align transport and land use plans to meetcustomers needs. This Master Plan integratestransport planning with land use planningacross the transport network. The rst stepin this approach involves the identicationof transport corridors. We assess the currentand future requirements of these corridorsin terms of capacity, speed and frequenciesto identify the most appropriate service andnetwork response to meet customer needs oneach corridor.

2.1 Introduction


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2.2 Putting our customers rst

Our detailed analysis considered:

Our annual Household Travel Survey

Our annual customer survey

Detailed market segmentation analysis across allpublic transport modes

Around 1,280 written submissions on theDiscussion Paper and over 460 submissions onthe Draft Long Term Master Plan

Comments and ideas from four Advisory Groupsand 14 regional forums with more than 1,000participants and

Other customer centric market research.

Detailed analysis of customer needs has shownthat time-related factors, such as speed, frequencyand reliability are the central priority for transportcustomers (see Figure 2.1).

Other important aspects of the transport systemidentied by customers were efficiency (includingconvenience, ease of connecting and ease ofbuying tickets), and safety and comfort (includingcleanliness, available seating and helpful staff).

Responding to customer needs and ensuringcustomer satisfaction across modes requires aplanned approach to service delivery and a strongframework for determining priorities and makingthe best investment decisions.

Figure 2.1 Customer research areas of satisfaction by mode

Mode What customers are mostsatised withWhat customers are leastsatised with

What factors are mostimportant

What will increasepatronage

Rail1. Ease of buying a ticket2. Ease of getting on/off

3. Ease of navigatingaround station

1. Car parking at station2. Clean seats on train

3. Other passengers

1. Frequency2. Being on time

3. Travel time

1. Services arriving anddeparting as scheduled

2. More frequent trains

3. Reduced trip time

Light rail

1. Smooth journey

2. Safety

3. Ease of getting on/off

1. Convenient light rail stop

2. Rubbish bins

3. Safety at light rail stop

1. A convenient light railstop

2. Frequency

3. Connecting to othermodes

1. More frequent services

2. Extended network

3. Reliable arrival time

4. Electronic ticketingacross modes

Bus

1. Feeling safe

2. Convenient bus stop

3. Ease of getting on/offthe bus

1. Being informed ofservice changes

2. Comfortable bus stop

3. Frequency

1. Frequency

2. Travel time

3. Being on time

1. Reduced waiting time

2. Reduced trip time

3. Air-conditioning andheating

Ferry

1. Safety on the ferry

2. Safety at wharf

3. Safety boarding

1. Car parking

2. Convenient wharf

3. Feedback wasaddressed

1. Frequency

2. Convenient wharf

3. Connecting to othermodes

1. More frequent services

2. Reliable arrival time

3. Consistent travel time

Roads/ PrivateVehicle

1. Convenience

2. Personal safety/security

3. Accessibility

1. Timeliness

2. Information

3. Cleanliness

1. Personal safety/ security

2. Timeliness

3. Convenience


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The analysis undertaken in developing the Long Term Transport Master Plan has identied the criticalelements of our decision making framework.

2.3 Integrate, modernise, grow and manage

GrowExpand the current network to meetchanging customer needs, driven by landuse changes and population growth

In some instances, responding to customerdemand will require us to grow what wehave, expand the network into new placesand provide new services. This is likely torequire new investment in transport projectsand infrastructure.

ModerniseImprove the efficiency, reliability andperformance of the current network

To make the best use of our transpor tsystem and improve its efficiency, weneed to modernise our network andeet to increase exibility and reliability.New technology will help us improvethe performance of the current networkand will help us to get the most from ourpast investment.

ManageMove people and freight efficiently, reducethe impact of transport on the environment,keep customers safe and communitiesstrong and protect our transport assets

Not all initiatives in the Long TermTransport Master Plan are about providingnew services or building more transportinfrastructure many focus on howtransport impacts the community and theenvironment, ensuring the system is safeand secure for customers and maintainingour vital transport assets.

IntegrateProvide a seamless transport system forour customers

Our customers often rely on a combinationof transport modes. They want simpleand convenient end-to-end journeys,convenient electronic ticketing, alignedtimetables, modern interchanges, betterreal-time information and functional freightintermodal terminals. To respond, we needto develop policy and plan the network inan integrated way and align land use andtransport planning.


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2.4.2 Step two: Identifying corridors of demandThe next step in our transport planning processtakes land use plans, and forecasts the traveldemand that will be created by the location andtype of population and employment growth. Bylooking at transport needs in a mode-neutralway, broad patterns or corridors of movementemerge. These corridors connect activity centressuch as CBDs, airports, ports or residential centres.They are held together by interchanges wherepeople (and often goods) begin or end journeys,change modes or switch between services on thesame mode.

While this approach will be applied across NSW,we have developed a corridor map specically forSydney (Figure 2.3). This map illustrates how keydemand corridors can be identied from land useforecasts, with customers demands for mobilitybetween activity centres evident in the form of 46demand corridors connecting Sydneys centres.

Figure 2.3 Sydneys main demand corridors

Global Sydney

Regional city

Major centre

Specialised precinct

Potential specialised precinct

Planned major centre

Potential major centre


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2.4.3 Step three: Dening the performance required from thetransport networkOnce demand corridors are identied, the nextstep is to assess the nature of demand alongeach corridor to dene the appropriate transportnetwork service levels required to meet thedemand. To do this, we use a series of transportplanning tools, including:

A new Strategic Transit Network that denespublic transport service standards betweenactivity centres through a hierarchy of servicerequirements and the public transport networksrelationship with the road system alongthose corridors for example, through buspriority requirements

A series of road planning hierarchies thatdene road standards across NSW, includinghow the road system should provide forpedestrians and cyclists

An interchange hierarchy that denes how thepublic transport network and the road networkwill interact through facilities such as park andride schemes

An urban road freight hierarchy to prioritiseworks across the State road network andidentify the most economically important roads.

Each tier of these hierarchies and the customerservice standards that underpin them will bethe basis for future transport planning in NSW,

providing the core planning framework for anintegrated transport system.

Specically, the network hierarchies will be used to:

1. Dene the function and role of each corridoror interchange on the basis of demand data(what type of customer journeys it serves) andtherefore dene the service standards requiredto full that function (service capacity, speedand frequency)

2. Use data to identify when a particular corridoror interchange needs to be upgraded to meetnew customer demand, based on a requirementfor upgraded service standards (for example,a corridor may move up the hierarchy aspopulation growth in a particular centregenerates new travel needs)

3. Prioritise trade-offs on the network, with prioritygiven to corridor users who are using the corefunction of the particular s tretch of network (for

example, supporting long-distance journeysahead of local journeys)

4. Develop design standards for the provision ofassets (such as engineering design standards foron-ramps along freeways)

5. Align governance and funding processes todifferent tiers, where relevant (for example,determining whether a local interchange isthe responsibility of the local council or theNSW Government).

Figure 2.4 NSW transport planning hierarchies

Network Land useclassication

Public transport Roads Road Freight Interchange

Level 1 Major centre Mass TransitNetwork

Arterial network(includes motorways)

Primary Regional citiesand major centres

Level 2 Town centre IntermediateTransit Network Sub-ar terial network Secondary Town centres

Level 3 Village Local TransitNetwork

Local network Tertiary Local villages

8/11/2019 Nsw Transport Masterpla

nsw transport masterplan final

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